1. The Power of Intrinsic Reward
ECC Member Conference
19th November 2015
The Power of Intrinsic Reward
Dean Royles
Director of HR and OD
Leeds Teaching Hospitals NHS Trust

2. Three important contextual issues:
The NHS
Three important contextual issues:
Compassion
The financial challenge
Staff engagement

3. The Financial Challenge

5. Employee Engagement (Intrinsic Reward)
The evidence tells us that staff with high levels of engagement, who feel their health and wellbeing are important, display a number of positive behavioural traits:
increased commitment
a belief in their organisation
a desire to work to make things better
suggesting improvements
working well in a team
helping colleagues
a likelihood to ‘go the extra mile’

6. Engagement & Health and Wellbeing

7. Staff Engagement & Patient Satisfaction

8. Standardised Mortality Rates

9. Staff Engagement and Rates of Absenteeism

10. Vision – The Best Place to Work
A People Strategy
Vision – The Best Place to Work
Five Chapters:
1. Workforce Plan
2. Volunteer Plan
3. Staff Engagement Plan
4. Education and Training Plan
5. Talent and Leadership Plan

11. Leeds Teaching Hospitals NHS Trust

12. Staff Friends and Family Test and Staff Survey Results
 FFT
Quarter /15
Quarter /15
Quarter /16
Quarter /16
Recorded as a place to work
65%
68%
72%
Recorded as a place to receive care
81%
85%
86%
87%
Staff Survey
2012
2013
2014
Number of areas in worst 20% 18 6 4
Number of areas in top 20% 1 2

13. Social Media From conservative to permissive
Myth busting with HR and IT Departments
Leading through HR,
Chief Executive and Directors

14. An opportunity to reconnect with core purpose?

15. The NHS Belongs to the People
It is there to improve our health and well-being, supporting us to keep mentally and physically well, to get better when we are ill and, when we cannot fully recover, to stay as well as we can to the end of our lives. It works at the limits of science – bringing the highest levels of human knowledge and skill to save lives and improve health. It touches our lives at times of basic human need, when care and compassion are what matter most.

16. The NHS Constitution – Values
Respect and dignity
Commitment to quality of care
Compassion
Improving lives
Working together for patients
Everyone counts

17. The NHS Constitution – Staff Pledges
To provide all staff with clear roles and responsibilities and rewarding jobs for teams and individuals.
To provide all staff with personal development and access to appropriate training.
To provide support and opportunities for staff to maintain their health, well-being and safety.
To engage staff in decisions that affect them.
Meaning, belonging, hope, growth.

18. Thank you
@NHS_Dean