1.3 The Quarter 1 (Q1) temp check was undertaken between 11 July and 1 August 2011 and the results reported to the WDC meeting in September 2011.

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1 WORKFORCE DEVELOPMENT COMMITTEE STAFF TEMPERATURE CHECKS QUARTER TWO REPORT 1. Background 1.1 The meeting of the WDC on 20 May 2011 agreed to re-introduce quarterly temperature checks to further explore the reasons behind some of the concerns and issues raised by staff and to help inform further action plans moving forwards. 1.2 It was agreed to utilise the five key areas identified through the research findings as the basis for the questions in each quarter, plus a sixth question area that will change each quarter. 1.3 The Quarter 1 (Q1) temp check was undertaken between 11 July and 1 August 2011 and the results reported to the WDC meeting in September It was agreed at the WDC meeting in September 2011 that the sixth question area for the Quarter 2 temperature check would test staff views around sickness absence management. 2. Process utilised for Quarter 2 (Q2) 2.1 As previously, an on-line survey was utilised for the Q2 temperature check, sent to a total of 250 staff covering a range of directorates and job roles. 2.2 A random selection of staff names was provided by HR, although a cross-check was undertaken to ensure that none of the staff who had been approached previously to take part in the Q1 temperature check were included for Q The survey was sent out on 23 September 2011 by , with reminders sent by on 3 and 7 October The survey closed on 14 October staff responded in total, a response rate of 26%. 2.6 This is a worse response rate than for the Q1 temperature check (36%). There are a number of possible reasons for this drop including: practical issues e.g. more staff on annual leave/off sick than previously the potential for a greater feeling of disengagement due to a perceived lack of action following the earlier temperature check 2.7 It will be worth comparing the response rates for the Q3 and Q4 temperature checks in due course. It is hoped that the response rates will improve to ensure the evidence gathered is robust and valid. It is proposed to gain the views of the staff-elected governors and staff-side representatives on suggestions for improving the response rate. 1

2 3. Q2 Results 3.1 The initial questions were on job role and Directorate: 2

3 3.1.1 The results for Q2 regarding the break-down of staff groups within Clinical Operations are broadly similar to the Q1 results With regard to non-operational staff, the greatest number of responses was provided by the SPP Directorate although staff from all directorates, with the exception of Medical, participated. 3.2 A desire to know the big picture When staff describe wanting to know more about the big picture it is difficult to know exactly what this refers to. This area of questioning was designed to understand what kinds of information staff specifically want to know more about and how they would like that information to be communicated (figure 3): The results for Q2 show a slight improvement in this area compared to the Q1 results i.e.: The percentage of staff stating that the Trust does not keep them informed about the bigger picture reduced, with a drop from over 80% for Q1 to 73% for Q2. In addition, the percentages for all other categories (adequately, well and very well) all showed improvements compared to Q1 results, as the table below shows: 3

4 How well does the Trust keep you Q1 Q2 informed about the bigger picture? Not particularly well 81% 74% Adequately 17% 19% Well 3% 5% Very well 0% 3% The results for this question are again broadly similar to the Q1 results. Once again, the overwhelming preference is for more information to be provided on all of the areas specified. How do you feel these areas should best be communicated? 4

5 3.2.4 The results in answer to the above question are again broadly similar to those for Q However, one area of change is an increased preference for bigger picture messages to be communicated via line managers, as part of a team briefing process - rising from 42% in Q1 to 54% in Q This may be caused by the recent increased emphasis on the importance of managers in cascade briefings, as highlighted through the Clinical Development Days involving the majority of Clinical Team Leaders and also development sessions for PTS Team Leaders. 3.3 Communications These questions were designed to identify whether staff s perception of poor communications was directed at line management level or across the Trust generally The answers provided in the Q1 results clearly showed staff s perception that communications were better at a local level (between staff member and manager) than generally within the Trust The results for Q2 are broadly similar, although there are some notable differences: In terms of communication between staff member and manager, there has been a slight but overall improvement in the ratings of this communication between the Q1 and Q2 results as the table below shows: 5

6 Perception of communications between Q1 Q2 manager and staff member Very poor 15% 14% Poor 20% 18% Adequate 30% 29% Good 18% 25% Very good 16% 14% Again, this may be due to increased emphasis recently on the role of managers in communicating internally, as explained before with reference to team leader meetings With regard to the perception of communications between the Trust and its staff generally, again there have been some differences between the Q1 and Q2 results as the table below shows: Perception of communications Q1 Q2 between the Trust and its staff generally Very poor 34% 25% Poor 41% 46% Adequate 23% 19% Good 2% 9.5% Very good 0% 0% Overall the perception is still that communication at a corporate level is poor. However, it is worth noting that conversely the results for poor show a noticeable worsening whilst the results for good show a considerable improvement. 3.4 Quarterly internal publication This question was included owing to the fact that, as part of the on-going review of how we communicate internally, it is proposed to replace STAR magazine with a new quarterly publication As the results below show, as in Q1, the most popular topic for inclusion in the new publication is Learning & Development, training and education, with an increased preference (73% for Q2 compared to 68% in Q1) The topics of both clinical career development and service development updates have both seen a reduced preference compared to the Q1 results. This may be because of a heightening of interest in learning and development issues, or perhaps because staff feel they are receiving sufficient information on career development or service developments from other mechanisms. 6

7 3.4.5 Only 17% of those who responded thought a quarterly publication was unnecessary (compared to 18% in Q1). 3.5 Lack of support for middle managers/team leaders The questions in this area were designed to gauge the level of this perception amongst all staff (which has been widely reported in a number of different forums), as well as identifying the impacts that this has in the work place. Question 8: The research highlighted that middle managers/team leaders currently feel unsupported within the Trust. Do you feel this is an accurate reflection within your area? 7

8 3.5.2 The results above clearly reiterate, as in Q1, the feedback expressed elsewhere within the Trust, and this obviously remains a key issue for the Trust to address. However, there has been a small improvement, compared to the Q1 results: Perception that managers/team Q1 Q2 leaders are unsupported Yes 88% 80% No 12% 20% Again, the results are broadly similar to those for Q1. However, as the table below shows, each option provided has shown differences, sometimes significant, when compared to the Q1 results. The results give a clear indication of where efforts need to be concentrated moving forwards: Evidence of lack of support for Q1 Q2 middle managers Removal of protected management 57% 40% time Lack of effective team briefing process 74% 76% Size of teams 24% 16% Lack of support from senior 59% 71% management Lack of dedicated management training and support 50% 44% 8

9 3.5.4 The next question is designed to gauge the direct impact that the perceived lack of support for middle managers can have in the work place Again the results are broadly similar to those for Q1 and continue to provide compelling evidence of the direct impact that the perceived lack of support for middle managers can have the in the workplace: Impacts of lack of support for Q1 Q2 middle management Contributes to low morale 93% 94% Impedes effective communications 80% 81% Leads to poor management of 72% 77% workplace issues e.g. sickness Leads to inappropriate escalation of 74% 71% issues Contributes to poor performance 66% 71% 3.6 Management of change As in Q1, this remains a key area to monitor, given the unprecedented level of change that the Trust has undergone recently, as well as the expected changes in the future. 9

10 Another key area highlighted was the view that the Trust needs to better manage change. How well do you feel change is managed currently: The Q2 results continue to show that the perception of staff is that change is not managed well, either at a local level or Trust-wide As the table below shows, there have been areas of improvement and deterioration when compared to the Q1 results: How well is change managed? In your area Q1 Across the Trust In your area Q2 Across the Trust Very well 0% 0% 2% 0% Well 5% 0% 5% 2% Adequately 26% 23% 18% 19% Not particularly well 27% 30% 35% 26% Not well at all 41% 47% 41% 53% Examples given of where change appeared to be well managed were (excluding those provided previously in the Q1 results): The introduction of Airwave 10

11 The London Surrey Cycle Classic The introduction of NHS Pathways The updating of corporate signage post-ft authorisation Examples given of where change appeared to be less well managed were (not including those covered previously in Q1 results): Introduction of Volvo V50 as the Single Response Vehicle (SRV) The introduction of NHS Pathways Introduction of cascade training Winter planning E-learning Construction of HART base Introduction of bariatric vehicles Once again, there were certain examples e.g. NHS Pathways, listed as both well and less well managed. 3.7 Respect in the work-place The questions in this area were designed to drill down beneath the general perception of a lack of respect in the workplace, to identify where the key problems areas seem to be. Your immediate Your colleagues manager Senior managers Staff you (including staff in manage the wider Trust) 11

12 3.7.2 The results are again similar to those for Q1 and it is encouraging to see, as previously, that staff feel they are treated respectfully by their colleagues, their line manager and their teams, although there are areas for improvement However, as the table below shows, there are a number of areas where improvements can be seen when comparing the two sets of results: Treated respectfully by colleagues Treated respectfully by immediate manager Treated respectfully by senior managers Treated respectfully by staff you manage Q1 Q2 Q1 Q2 Q1 Q2 Q1 Q2 Very well 12% 20% 14% 19% 1% 5% 0% 22% Well 42% 40% 39% 41% 12% 17% 51% 50% Adequately 30% 23% 28% 27% 23% 30% 31% 25% Not particularly 10% 12% 10% 9% 33% 28% 9% 3% well Not well at all 7% 7% 10% 5% 30% 20% 9% 0% The most significant area of improvement can be seen in staff s perception of how they are treated by senior managers and by their immediate manager. This is an important improvement, as the results in this area were especially poor in Q It is also interesting to note that there has been a slight worsening of results in staff s perception of how they are treated by their colleagues. It is difficult to identify the reasons for this one possible reason may be the worsening of industrial relations nationally and the tensions this causes between staff who are members of different unions and who may have different views on this, though the difference is not significant and is more likely to be due to chance Suggestions made for how we could all behave more respectfully included: Managers available on stations Crack down on inappropriate language Support managers when they challenge poor performance/behaviour Honesty from senior managers relating to changes within the Trust More courtesy and understanding between EDC and road staff Adequate time to prepare before changes are introduced Managers to show praise and appreciation for staff s efforts Do not promise what can t be delivered Many of these issues are already being taken forwards through the current staff engagement and Board development work. 12

13 3.8 Awareness of sickness absence management The sixth question area was included at the specific request of the WDC in order to test awareness of the Trust s approach to sickness absence management, as it was felt that this information could be usefully utilised currently. Managing sickness absence is a key area for the Trust and one that we need to tackle in terms of supporting our staff, both in and out of the work place. How well do you feel sickness absence is managed in your area? As the results above show, 35% of staff feel that the Trust manages sickness absence adequately, with 29% feeling that it is not particularly well managed. Overall, the majority feel it is managed adequately or well Suggestions made for how sickness absence management could be improved included: Incentives for staff who have a 100% attendance record Improved occupational health service Make short-notice leave easier to take Re-examine rotas to improve staff welfare Designate the equivalent of one week s wages as an extra payment to be paid at Christmas and reduced on a daily basis as time taken off sick e.g. one day off sick, 6/7 of the extra payment paid Better management of those staff who are long-term sick e.g. utilise these staff on unscheduled care desk in EDC Stricter penalties for habitual offenders Provide flu vaccinations in a more timely fashion All of these suggestions have been shared with the Workforce Directorate to be utilised in the action plan to reduce sickness levels. 13

14 4. Conclusions 4.1 The comparisons of the Q2 results with the Q1 results provide us with a number of interesting indicators of how perceptions may be shifting in some areas. 4.2 It is difficult to evidence the causes for these shifts, as the staff numbers involved are very small, but they do provide an interesting perspective on the impacts of some of the actions being taken. For example, the answers to a number of the questions may reflect the benefits of the recent Team Leader development days. 5. Next steps 5.1 The following actions are proposed: All respondents to be thanked for their participation and given a broad overview of the results The full results to be shared with the staff-elected governors at the earliest opportunity The full results to be shared with the Executive team and Heads of Departments at the earliest opportunity and action points identified An overview of the results and action points identified to be shared with the Council of Governors as an indicator of staff satisfaction An overview of the results and action points identified to be shared with all staff The Committee is asked to note the results of the Quarter 2 temperature check. Janine Compton, Acting Head of Communications 30 November