People Strategy Rosarii Mannion Leaders in People Services

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1 Health Services People Strategy Rosarii Mannion Leaders in People Services

2 If we get it right with our staff, we get it right with our service users Prof Michael West Overwhelming evidence that good people management practices lead to better patient outcomes 2

3 There is overwhelming evidence linking high staff engagement with beneficial behaviours, better outcomes and improved performance High Staff engagement Involvement in ones role Commitment to ones organisation Positive feelings towards ones organisation Desirable behaviours Outputs for staff Outputs for the organisation Overall performance Levels of innovation amongst staff (Gallup 2007) Willingness to advocate the organisation to others (Gallup 2006) Higher job satisfaction Lower staff sickness absence (Gallup 2006) Lower staff turnover (Gallup 2006) Fewer defects in manufacturing Less inventory shrinkage Fewer accidents at work (Gallup 2006) Lower infection rates in hospitals (West 2012) Greater customer satisfaction or patient experience (IES, Salanova, West) Increased operating income (Towers Perrin 2006) Increased productivity (Gallup 2006) Increased profitability (Gallup 2006) The causal link from engagement to performance has not been proven. But longitudinal studies suggest that engagement contributes more than performance to engagement. 3

4 Clinical Processes & Clinical Roles Health Services People Strategy Leaders in People Services Funding Models Care pathways and models of care designed and delivered around the needs of service users, not the system Systems and Data Workforce Planning Training & Dev Health Service Delivery All about people Governance & Structures Performance & Accountability ADVOCATES Wider health service and whole of society commitment

5 HR Leadership /Health Unique Setting Service to society Intervening in peoples lives sometimes when most vulnerable Presenting a positive but realistic image Supporting individuals & families Influencing Policy Planning Enhancing Clinical Leadership Co-design and shared ownership

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7 People Strategy Vision of HR Enabler of HSE Corporate Plan Goal #4 Engage, develop and value our workforce to deliver the best possible care and services to the people who depend upon them Provides a clear framework to shape how we improve people services and support the service delivery system Based on engagement and evidence of the key people management activities Health Services People Strategy Leaders in People Services Clearly focused on outcomes for Safer Better Healthcare 7

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9 People Strategy Supporting Service 9

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11 Why? 1. Improved delivery by people through leadership of Line Managers 2. Staff engaged in a shared vision of a realistically optimistic future, focused on safer better healthcare 3. Staff closer to patient more empowered 4. Clearly aligned goals and objectives at every level 5. Good use of enabling technology 6. Continuous learning and quality improvement 7. Team-working and integration 8. HR contributing to good change embedded into the fabric of the organisation Health Service Executive Corporate Plan

12 In practice Staff Engagement Forum Staff Health & Wellbeing Unit Focus on Mentoring & Coaching Leadership Academy Graduate Internship Performance Achievement Diversity, Equality, Inclusion Unit Staff survey 2016, almost 20,000 responses Excellence Awards & Values In Action

13 Origins of the Health Service Leadership Academy The development of a Health Service Leadership Academy was identified as an innovative solution to help develop leaders who can enable and facilitate change across the health service. 13

14 Scope of the Health Service Leadership Academy Senior Leadership Development Programmes Leading Care I Leading Care II Leadership Development Programmes Across All Levels Leaders in Management Management Development Programme Coaching Skills for Managers First Time Managers Programme People Management The Legal Framework Clerical/Administration Officer Development Programme Access to Health Service Leadership Academy Resources Tools Guidance and coaching Talent Management

15 The key characteristics of the Leading Care Programmes

16 Staff Engagement Forum - Our Story so far Defining the role and purpose of the Forum Development and launch of a health sector definition for staff engagement Provided guidance to key leaders of organisational change Engagement Platform led by members at Healthcare Leadership Masterclass with 800 leaders Development of video clip on what engagement means to me Guidance and support developed and provided on establishing local fora Development of Toolkit for Engagement in progress Sharing the message Engage, Listen, Inspire, Act, Share: People Caring with People

17 Staff are engaged when they feel valued, are emotionally connected, fully involved, enthusiastic and committed to providing a good service... when each person knows that what they do matters and makes a difference. National Staff Engagement Forum Definition for Staff Engagement Engage, Listen, Inspire, Act, Share: People Caring with People

18 The top tips... from the National Health Sector Staff Engagement Forum what makes you feel valued? 1.Act with integrity 2.Encourage your team to get to know each other - meet in person where possible 3.Communicate - tell each other what s happening 4.Ask, listen, hear & respond - know what s important to colleagues 5.Trust each other - include people in decisions that affect them 6.Encourage each other to act on your ideas & be there to help each other 7.Take your breaks and look after your own wellbeing 8.Say thank you!!! Engage, Listen, Inspire, Act, Share: People Caring with People

19 One-size-fits-all solutions don t work HR must support and empower staff & service users 19

20 Summary of current challenges Capacity to: Ensure respect for NB of all disciplines and service users Recruit and retain a highly-skilled and qualified workforce continue to develop, innovate & improve whilst delivering service competency models, working in networks v hierarchical models Decision making and individual accountability Live our values Disturb comfort zones not standing still Move beyond thinking and talking Scale of reform and change required to support new evolving models of care innovation Limitations of our clinical, business information, financial and HR systems System readiness 32

21 World of work is changing Generational Shifts in the Workplace Source: Bureau of Labor Statistics, Employment Projections 21

22 Lessons Journey So Far Practice Collective Leadership Network & Partner Model Shared Values Use Evidence & Knowledge Empower & Engage Value Personal Experience Invest in People &Teams Support Behaviour Change Deliver Public Value & Governance Be Accountable for Performance & Outcomes 22

23 Human Resource Next Steps - Change Leaders To model Human Centred Design in our HR offering to the system To use our HR Operating Model to integrate our development resources into communities of expertise To extend our reach into the system to the front line and beyond into communities To strengthen our business partnering and entrepreneurship To empower and engage and invest in our people and teams To deliver on our ambition to be leaders in people services 23

24 Work ongoing & complete.. Launched the People Strategy Leaders in People Services & Workplans HR Communication Event: Review Refresh Refocus June 2017 Renewed HR Accreditation - May 2017 Continued our 'Future Leaders' programmes Promoted HR Helpdesk Issued HR Newsletters & HR monthly reports Health Service Excellence Awards December 2017 Staff National Engagement Forum ongoing Launched Performance Achievement Process Designed HR Operating Model Diversity Equality & Inclusion team established Launched LGBTI Network Staff Health & Well-being Unit established Launched HSE Leadership Academy Advancing our HR National Investigations Unit including inaugural conference Expanded use of HSEland website Provided career advice for students and staff Provided coaching & mentoring Facilitated Mentor Training Programme August 2017 Second National Conference 14th Sept WHO 4th Global Forum on Human Resources for Health HR Global Conference (presenting work stream) 13-17th November 2017 HR National Employee Helpline established Held Consultation Sessions with HR Managers Sharing the learning from Excellence Awards and HR Future Leaders Projects via staff stories Held HR Masterclasses HR Graduate Programme & Staff Rotation Policies developed and implementation underway Support Positive Attendance Management Reviewing and redesigning website architecture Greater use of Social Media to link with staff and collected positive staff stories for publication Extraordinary Colleagues Awards July 2017 Held listening sessions to hear staff views Established the HR Feedback Forum Supported a community initiative on CPR Supported Positive at Work Initiatives e.g. Health Voices Choir Assisted & supported service managers with positive attendance programme

25 Conclusion Make our People Strategy a reality for staff Improvements have been and continue to be made, but we need to do better If we get it right for staff, we get it right for patients Thank you!! Follow Achieving this requires a whole of system approach to change at all levels, sustained over a number of years 34