Creating a happy hospital

Kate GrimesChief Executive

Kingston Hospital NHS Foundation Trust

What is staff engagement?

a measure of how people connect in their work and feel committed to their organisation and its goals. People who are highly engaged in an activity feel excited and enthusiastic about their role, say time passes quickly at work, devote extra effort to the activity, identify with the task and describe themselves to others in the context of their task (doctor, nurse, NHS manager), think about the questions or challenges posed by the activity during their spare moments (for example when travelling to and from work), resist distractions, find it easy to stay focused and invite others into the activity or organisation (their enthusiasm is contagious).

(NHS National Workforce Projects 2007)

Why is it important?

What are the elements that lead of high staff engagement?

1. Leadership that builds trust2. Exceptional people management by line

managers3. Mechanisms to empower staff to solve their

own problems4. Lived values

Exceptional people management

1. Feedback to all people managers through the appraisal process

2. Developing a coaching style

Appraisal questionnaire

…act as a coach so

you can fulfil your

potential?

…act as a coach so

you can fulfil your

potential?

…hold regular one to ones with you?

…hold regular one to ones with you?

Care about your health and well-

being?

Care about your health and well-

being?

…maintain a positive attitude

about the Trust?

…maintain a positive attitude

about the Trust?

…accept responsibility for the actions of the

team (not play blame game)?

…accept responsibility for the actions of the

team (not play blame game)?

…give you constructive feedback?

…give you constructive feedback?

…value and recognise your contribution?

…value and recognise your contribution?

…enable you to make suggestions for improvement

and implement your ideas?

…enable you to make suggestions for improvement

and implement your ideas?

…communicate well, listening and accepting

feedback?

…communicate well, listening and accepting

feedback?

…deal fairly and effectively with

performance issues?

…deal fairly and effectively with

performance issues?

…set their expectations

clearly?

…set their expectations

clearly?

…live the trust

values?

…live the trust

values?

Does your manager….

What is coaching?

Coaching is an interactive and developmental process where a coach enables a coachee to find their own solutions, discover new opportunities, and implement action….coaches act a facilitators… Coaches listen and enable coachees to discover for themselves what is right for them.

(Rosinski 2003)

What is a coaching culture?

A coaching culture is one where coaching is the predominant style of managing and working together, and where a commitment to grow the organisation is embedded in a parallel commitment to grow the people in the organisation.

Clutterbuck and Megginson

How are we working to create a coaching culture?

• Building a cadre of accredited coaches• Integrating coaching aspects into other

development programmes• Recognising and rewarding coaching• Ensure being coached is viewed positively• Demonstrate how it supports delivering high

quality care

Mechanism to empower staff to solve their own problems

• Introduction of service line management• Restructured into meaningful business units• Removed a layer• Commissioned a development programme• Transformed information so staff have the

information they need• Created accreditation process with define

freedoms

Lived values

• Staff defined values in 2011• Translated them into

behaviors• Communicate and promote• Recruit to them• Appraise them• Reward them• Role model them

Christmas trees

References

• West and Dawson, 2012• NHS employers staff engagement toolkit• Point of care foundation – Staff care, 2014• CIPD – where has all the trust gone, 2013• Making coaching work – Clutterbuck and

Megginson, 2005• The happy manifesto – Henry Stewart, 2012• Meeting the Challenge: successful employee

engagement in the NHS – IPA, 2014