Presentation on theme: "CIPD West of England Branch Conference: Engaging Employees in Hard Times Dean Royles Director,"— Presentation transcript:
CIPD West of England Branch Conference: Engaging Employees in Hard Times Dean Royles Director, NHS Employers @NHSE_Dean @nhsemployers
How big is the NHS? 1.3 million staff £110 billion annual spend Hundreds of statutory organisations Pay bill of £43 billion
NHS Employers Mission: To be the voice of employers in the NHS, supporting them to put patients first Vision: To be the authoritative voice of workforce leaders; Experts in HR; Negotiating fairly to get the best deal for patient s
NHS Employers - Four priority areas We work with employers to reflect their views and act on their behalf in four priority areas: pay and negotiations recruitment and planning the workforce healthy and productive workplaces employment policy and practice.
Changing purpose HR profession has changed – “shift from a primary focus on supporting line managers to manage their people well, to a primary focus on ensuring your organisation has the sustainable capability it needs to deliver its aims both today and in the future”
The Challenge £ 1997 2011 2015 Gap = £20 bn expenditure projected expenditure based on current trends income projected real income based on CSR cash productivity
Staff engagement context Background: The Francis Report and the NHS Staff Survey Context: Using survey scores as an indicator of local performance Developing a score that covers multiple behavioural factors The Staff engagement score? The Evidence: Comparing the staff engagement score with other performance data in the NHS What can it mean?
Employee engagement 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’
Four enablers No magic bullet but.... Visible, empowering leadership providing a strong strategic narrative about the organisation, where it’s come from and where it’s going. Engaging managers who focus their people and give them scope, treat their people as individuals and coach and stretch their people. There is employee voice throughout the organisations, for reinforcing and challenging views, between functions and externally, employees are seen as central to the solution. There is organisational integrity – the values on the wall are reflected in day to day behaviours. There is no ‘say – do’ gap......
The NHS Constitution 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.
The NHS Constitution – values Respect and dignity Commitment to quality of care Compassion Improving lives Working together for patients Everyone counts
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
Thank you www.nhsemployers.org Twitter NHSE_Dean