Feedback and analysis of the Staff Engagement Index Pulse Survey

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1 AGENDA ITEM April 2014 Feedback and analysis of the Engagement Index Executive Lead: Director of Workforce and OD Author: Assistant Director of OD Contact Details for further information: Sarah Morley ext SITUATION In February 2013 NHS Wales undertook a national Attitude for the first time since Whilst information gathered from the was to be used on a national basis the emphasis was on local action being taken by Health Boards and Trusts to respond to the findings of the survey. One of the actions that the Health Board committed to following publication was to repeat key parts of the survey that provided a stand alone Engagement Index and a Management Competency Index through the use of pulse surveys at separate times on an annual basis. In November 2013 the UHB undertook a pulse survey using the 7 questions that contribute to the Engagement Index score. BACKGROUND In general terms, the more positive the experiences of staff within an NHS trust, the better the outcomes for that trust. This is shown across many different domains of staff experience. Engagement...is shown to be particularly important: having significant associations with patient satisfaction, patient mortality, infection rates, Annual Health Check scores, as well as staff absenteeism and turnover. The more engaged staff members are, the better the outcomes for patients and the organisation generally. West et al. (2011) NHS Management and Health Service Quality In the creation of the 2013 National Attitude Professor West provided expertise in respect of Employee Engagement within organisations. Using responses to a combination of seven key questions an analysis was undertaken that provided a stand alone Engagement Index score. As Employee Engagement is one of the key areas of focus for the UHB it was decided, following publication of the 2013 survey results, to repeat the Engagement questions within the organisation in the form of a pulse survey in every year between national surveys. Results and Page 1 of 8 Local Partnership Forum

2 . A pulse survey is designed to collect a snapshot of the current status of a particular issue within an organisation using a small number of key questions. In this case that related to Employee Engagement with responses collected via the Money tool. 8% of staff responded to the pulse survey (in contrast to a 19% response rate on the national survey) which is a level to be expected for this kind of instrument. ASSESSMENT The report provided with the National survey results describes engagement as the key to unlocking productivity and to transforming the working lives of staff. Positive employee engagement occurs when people can be the best they can be at work, but that this can only happen if they feel respected, involved, heard, well led and valued by those they work for. The following seven questions were identified as relating to levels of engagement: 1. I look forward to going to work 2. I m enthusiastic about my job 3. I am happy to go the extra mile at work when required 4. I am able to make improvements in my area of work 5. I am involved in deciding on the changes introduced that affect my work area/team/department 6. I would recommend my organisation as a place to work 7. I am proud to tell people I work for my organisation The individual scores on responses to these questions can be found in Appendix 1 which shows that the overall Engagement Index for the UHB as reported from the is 51% which compares to 55% for 2013 National Attitude. Whilst this is at a lower level it is not significantly different when considered at a UHB level, however when broken down by and Corporate Department as seen in Appendix 2 there some significant variations when compared to the national data set. These results now show a range of levels from 37% to 62% in Clinical Boards and between 41% and 57% for Corporate Departments. This spread in the National went from 38% to 63% for s. It can be seen from these results that the organisation is still demonstrating lower levels of engagement than is desirable. There is much evidence linking engagement to a number of factors that effect organisational performance with evidence being complied by a UK Government Take Force in 2012 with examples such as: 78% of the more engaged employees in the public sector felt they could impact public service delivery positively; only 29% of the disengaged felt the same way (Towers Watson 2007) Results and Page 2 of 8 Local Partnership Forum

3 Patient satisfaction is significantly higher in NHS trusts with higher levels of employee engagement. 59% of the more engaged employees say that work brings out their most creative ideas, against 3% of the less engaged (Gallup 2007.) Companies with highly engaged staff report employees taking an average of 7 absence days per year, approximately half the 14 days per year reported in low engagement companies (bottom 25%). Those employees in high engagement companies also report significantly less workplace stress, 28% versus 39% (Aon Hewitt 2012). The relationship between engagement and performance was four times stronger than the reverse, leading to the conclusion that it was engagement that drove performance. Evidence supplied to the Task Force from the NHS reveals important relationships between engagement, patient satisfaction and patient mortality Professor Mike West of the Centre for Performance-led HR at Lancaster University concludes, Employee engagement emerges as the best predictor of NHS trust outcomes. No combination of key scores or single scale is as effective in predicting trust performance on a range of outcomes measures as is the scale measure of employee engagement. Action Proposed (THE EVIDENCE Employee Engagement UK Government Task Force Nailing the evidence workgroup 2012) Given the significance of the evidence the following actions are proposed as a response to the UHB Engagement Results:- leadership teams to work within the to ascertain the reality of staff experience as reported through the engagement questions. s to share UHB-wide and local survey results throughout their, working with their Lead Trade Union Representative, Local Partnership Forum and employees to agree additional actions required locally. Develop the UHB Strategic OD Plan to respond to the evidence related to factors that affect engagement levels. Develop a barometer that shows how the UHB is performing on measures that can indicate the culture and staff engagement levels (e.g. patient complaints, pulse staff engagement survey, sickness, PADR compliance, management competency index) that provides ongoing correlation between key factors RECOMMENDATION The Local Partnership Forum is asked to: Results and Page 3 of 8 Local Partnership Forum

4 Note the results of the Approve recommendations for action Financial Impact Quality, Safety and Experience Standards for Health Services Risks and Assurance Equality and diversity An increase in engagement levels has potential to reduce sickness and turnover costs. Research shows that staff and patient satisfaction are closely linked and that this is critical in delivering high quality care. This approach and activities underpin delivery of Healthcare Standards 20, 25, 26 and 27 The organisation carries specific reputational and operational risks that are linked to employee engagement levels. A fully engaged workforce supports the values of the organisation in terms of treating colleagues and patients with dignity and respect. Results and Page 4 of 8 Local Partnership Forum

5 Appendix 1 Engagement Index Scores Cardiff & Vale UHB ) Cardiff & Vale UHB ) NHS Wales ) Theme Theme I look forward to going to work 44% 47% 49% I'm enthusiastic about my job 60% Intrinsic Intrinsic psychological 60% psychological 60% I am happy to go the extra mile at work when required 80% engagement 61% 87% engagement 65% 86% I am able to make improvements in my area of work 49% Ability to 56% Ability to 54% I am involved in deciding on the changes introduced that affect my work area/team/department 36% contribute towards improvements at work 42% 39% contribute towards improvements at work 47% 37% I would recommend my organisation as a place to advocacy advocacy work 38% and 47% and 48% recommendation 43% 52% recommendation 50% 51% I am proud to tell people I work for my organisation 48% OVERALL ENGAGEMENT INDEX SCORE 51% 55% 55% Theme Intrinsic psychological engagement 65% Ability to contribute towards improvements at work 46% advocacy and recommendation 49% Results and Page 5 of 8 Local Partnership Forum

6 Appendix 2 Engagement Index Scores by Engagement Scores by 2013) Children & Womens Clinical Diagnostics & Therapeutics Dental Clinical Board Medicine Mental Health Primary, Community and Intermediate Care Clinical Board Specialist Services Surgical Services I look forward to going to work 35% 45% 43% 45% 44% 58% 48% 45% 57% 51% 52% 48% 40% 43% 49% 51% I'm enthusiastic about my job 50% 58% 58% 58% 65% 72% 67% 59% 73% 68% 69% 68% 57% 59% 57% 59% I am happy to go the extra mile at work when required 72% 86% 85% 90% 74% 87% 84% 88% 86% 89% 82% 91% 86% 88% 74% 90% I am able to make improvements in my area of work 34% 48% 51% 60% 53% 58% 50% 56% 65% 63% 58% 59% 47% 59% 48% 50% I am involved in deciding on the changes introduced that affect my work area/team/department 24% * 39% 48% 40% * 32% * 41% * 43% * 39% * 38% * I would recommend my organisation as a place to work 13% 44% 38% 51% 54% 57% 37% 33% 54% 53% 38% 45% 40% 44% 33% 42% I am proud to tell people I work for my organisation 31% 49% 49% 55% 58% 61% 49% 42% 61% 55% 47% 49% 51% 51% 46% 54% OVERALL ENGAGEMENT INDEX SCORE 37% 52% 52% 58% 55% 63% 52% 51% 62% 59% 56% 58% 51% 55% 49% 55% Results and Page 6 of 8 Local Partnership Forum

7 Appendix 3 Engagement Index Scores by Corporate Department (1) Engagement Scores by 2013) Executive Services, incl H&S, Security ** Finance Improvement & Innovation Medical Director Nurse Directors Office *** I look forward to going to work 29% 42% 27% 38% 25% 44% 32% 50% 52% 43% I'm enthusiastic about my job 50% 48% 60% 49% 38% 54% 57% 59% 78% 62% I am happy to go the extra mile at work when required 71% 80% 100% 91% 50% 74% 75% 87% 83% 88% I am able to make improvements in my area of work 50% * 53% 70% 38% 47% 32% 53% 43% 52% I am involved in deciding on the changes introduced that affect my work area/team/department 50% * 40% * 63% * 21% * 48% * I would recommend my organisation as a place to work 33% * 60% 49% 50% 56% 18% 53% 35% 44% I am proud to tell people I work for my organisation 33% * 60% 54% 38% 55% 54% 57% 35% 52% OVERALL ENGAGEMENT INDEX SCORE 45% 48% 57% 57% 43% 52% 41% 56% 53% 54% * unable to define score ** Acute Services Management and Governance have been combined ***SIP figures would have changed from Feb - Nov in the Nurse Directors Office and Planning Department Results and Page 7 of 8 Local Partnership Forum

8 Appendix 3 Engagement Index Scores by Corporate Department (2) Engagement Scores by 2013) Planning, incl Patient Exp *** Public Health Therapies & Health Sciences Director Workforce & OD I look forward to going to work 30% 27% 43% 51% 51% 60% 33% 54% I'm enthusiastic about my job 44% 46% 57% 58% 71% 72% 59% 61% I am happy to go the extra mile at work when required 78% 77% 57% 82% 84% 89% 76% 86% I am able to make improvements in my area of work 59% * 43% 66% 44% 64% 50% 65% I am involved in deciding on the changes introduced that affect my work area/team/department 41% * 29% * 31% * 41% * I would recommend my organisation as a place to work 22% * 43% 47% 51% 52% 43% 53% I am proud to tell people I work for my organisation 22% * 29% 56% 67% 54% 59% 58% OVERALL ENGAGEMENT INDEX SCORE 42% 41% 43% 54% 57% 62% 52% 60% * unable to define score ** Acute Services Management and Governance have been combined ***SIP figures would have changed from Feb - Nov in the Nurse Directors Office and Planning Department Results and Page 8 of 8 Local Partnership Forum