FEBRUARY 2015 BETTER STAFF ENGAGEMENT IS LINKED TO POSITIVE OUTCOMES FOR PATIENTS

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1 FEBRUARY 2015 BETTER STAFF ENGAGEMENT IS LINKED TO POSITIVE OUTCOMES FOR PATIENTS

2 Introduction The link between high levels of staff engagement and positive outcomes for patients has been established by examination of the evidence from the NHS Staff Survey and other performance data. The graphs on the following pages show statistical relationships i.e. how scores on the staff survey move compared to the other indicators. These correlations show that: higher staff engagement is linked with lower absence lower engagement is linked with higher Standardised Hospital Mortality Ratios i.e. higher levels of patient deaths than would be predicted higher engagement is linked with better performance in the Health Check. There may be other variables at work and, in particular, the relationship with mortality ratios is a complex area. The research team was clear, however, that these relationships were strong enough to conclude that staff engagement was creating the positive impact rather than the correlation being accidental or vice versa. This has been borne out by the experience of trusts which have been able to improve engagement, as in time they have tended to see improvements in patient care. About the research In 2011 a research team, led by Professor Michael West, then of Aston Business School, carried out evaluation using standard statistical tests of the relationship between levels of staff engagement as recorded in the staff survey and other measures of NHS performance. The measures they used included absence levels, assessment of organisational performance from the Care Quality Commission s Health Check and Standardised Hospital Mortality Ratios. The evidence base for this data can be found in the report Results from the NHS Staff Survey and related data. For more information contact 2

3 Better staff engagement links to better patient outcomes Research shows that where staff engagement scores are high, scores are also significantly higher for patient satisfaction and lower for standardised hospital mortality rates. The charts below illustrate the links between staff engagement and levels of staff engagement. In particular, they highlight how a move from a medium to a high level of engagement makes a significant difference to patient outcomes. Outcome = patient satisfaction Outcome = Hospital standardised mortality rate (100 is expected rate) low medium high Better staff engagement is linked with better staff experience Research shows that where staff engagement scores are high, scores are also significantly higher for staff health and wellbeing and lower for staff absenteeism. The figures below show these results and that moving from medium to high levels of staff engagement makes a positive difference to staff experiences: Outcome = Health and wellbeing rating (1 to 5) Outcome = Absenteeism rate (%)

4 Better staff engagement is linked to better performance High levels of staff engagement are linked to measures of financial performance. For example, reduced absenteeism associated with high staff engagement could save an average trust 235,000 a year in salary costs alone (according to a 2012 Department of Health estimate). Financial efficiencies can be achieved as a result of high levels of staff engagement Absenteeism CQC ratings Patient satisfaction = = Staff resource costs Efficiencies in patient care The balance of this evidence is that staff engagement fosters a range of good outcomes, financial and otherwise. Overall performance Research also shows that where staff engagement scores are high, scores are also significantly higher for performance as measured by the Care Quality Commission (CQC) through its Annual Health Check Standards. The graphs below show that moving from medium to high levels of staff engagement makes a positive difference to the results of the headline CQC measures: Outcome = CQC quality of services Outcome = CQC quality of financial management

5 High levels of staff engagement have a positive impact Outcome = CQC quality of financial management Outcome = Hospital standardised mortality rate (100 is expected rate) low medium high High staff engagement Outcome = Health and wellbeing rating (1 to 5) Outcome = CQC quality of services Outcome = patient satisfaction Outcome = Absenteeism rate (%)

6 NHS Employers The NHS Employers organisation is the voice of employers in the NHS, supporting them to put patients first. Our vision is to be the authoritative voice of workforce leaders, experts in HR, negotiating fairly to get the best deal for patients. We help employers make sense of current and emerging healthcare issues to ensure that their voice is front and centre of health policy and practice. We keep them up to date with the latest workforce thinking and expert opinion, providing practical advice and information, and generating opportunities to network and share knowledge and best practice. We work with employers in the NHS 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. The NHS Employers organisation is part of the NHS Confederation. Contact us For more information on how to get involved in our work, NHS Employers NHS Employers 2 Brewery Wharf Kendell Street Leeds LS10 1JR Published February NHS Employers This document may not be reproduced in whole or in part without permission. NHS Confederation. Charity number Company number Registered address: 50 Broadway, London SW1H 0DB. EINF41001