Niggles themes Staff attitudes and morale
Teamwork
Communication
Poor / Lack of communication
Manner of communication
Perceived inequity
Management issues
Work related issues
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Quadruple AimFearless Leadership
High Performing Teams have:
Expectations
NHS Staff Survey
“enrich the wellbeing, capability and engagement of the health
and social care workforce”
A clear vision
Shared Values
Individuals who take accountability for their
actions
Clear definitions of what is acceptable and what is not
acceptable
“Staff wellbeing is an area of concern”
Maslow Hierarchy of Needs
“People in Organisations need to feel safe and belong”
“Meet Their Needs, People will Thrive”
“ a system that supports, nurtures & empowers its employees is essential “
“highlight the importance of staff wellbeing, training,
management and engagement“
• Pace, positivity and passion• ‘Us’ & ‘we’ not ‘them’ &
‘they’• 16,000 people working
together - not a heroic ‘top team’
• Engaged workforce is paramount
• Collaborative and system leadership is key
Leadership Behaviours
Developing a more engaged, capable and resilient workforceStuart W Evans & staff at Singleton Hospital Pharmacy Department
Background
Staff Engagement
Anonymous “Post-it” note exerciserequesting opinions of all staff onthe following headings:
Addressing NigglesAttitudes and Teamwork
Affirmations
Staff asked to vote on their favourite
positive and team-working affirmations.
Winning affirmations now displayed
prominently around department.
Self-reflection
Communication
Further staff engagement exercise to
identify preferred methods of
communication.
A new communication wall developed.
Management issues and perceived inequity
Addressed in staff development, along with
manner of communication.
Mission, Vision & Values Using suggestions from the engagement exercise,
and following further staff consultation, Mission,
Vision and Values (MVV) developed for the
department and posters displayed in department.
Our Vision and Values consist of 5 and 4 domains
respectively, with each domain subdivided to
provide clearer explanation of expectations.
With all staff having the opportunity to contribute
to the MVV, we expect these documents to:
Provide the “golden thread” that will
purposefully connect the everyday activity of
all staff in delivering optimal departmental
outcomes.
Promote the self-regulation of values-based
behaviour within the pharmacy team.
Staff Engagement
Staff Capability and Development Staff Resilience and Wellbeing
Department priority to develop leadership capability and management skills of individuals and teams
Creation of a new Singleton Pharmacy
Leadership Group.
Group undertaken a 4 module
development programme facilitated by
member of ABMU Learning and
Organisational Development.
Modules cover:
• Strategic Planning – Vision and
Purpose
• Principles of Effective Team
Working
• Understanding Each Other
• Shared Leadership tools and
Approaches
Leadership group Identify development resources & implement department strategy
1. Introduction• Managers have a duty and legal
obligation to ensure that work does
not make your team ill.
• Understanding how to spot the signs
of stress in your team, and knowing
what to do to reduce stress, will
help achieve this.
2. Situation• Nine members of technician staff left
Singleton over summer 2018.
• Difficulty in recruiting resulted in
operating with a significant vacancy
factor.
• Extensive skill mix exercise
undertaken, replacing unfilled posts
with 4 student technicians &3 ATOs.
• It is recognised that working with
vacancies and role changes can
increase the likelihood of work
related stress (WRS) amongst staff.
3. Aim• To determine the current risk of WRS
for pharmacy staff at Singleton.
4. Method• Pharmacy staff requested to complete WRS risk assessment
questionnaire. Anonymous, but did request role (i.e.
pharmacist/technician/ATO/clerical)
• Questionnaire based on HSE Management Standards Approach,
that considers 6 WRS contributing factors.
Demands Support Role
Control Relationships Change
5. Results• Responses received from 34 staff (54% response rate), with 4
staff not stating their role.
6. Outcome and Actions
ATOs (n=5) Technicians (n=13) Pharmacists (n=12)
Key:
Internal Resources
External Resources
Four-day programme to provide Bands 4-7 with a step-by-step guide on the
implementation of soft skills required by all effective
leaders/managers.
Five-day programme to provide Band 8 and
above with the scope and overview to develop
compassionate leadership.
Department strategy
Coaching with ImpactUsing coaching to maximise individual, team and
organisational performance through supporting on-going learning and development
• Introduced a rolling schedule of pharmacy staff
enrolment on the Footprints and Bridges programmes.
• Initial focus on current managers, but plan to open to
all staff.
• 1 staff member completed Bridges and 1 enrolled
• 3 members of staff enrolled on Footprints course
• 5 members of staff enrolled on Coaching with
Impact
• For those who responded, current risk of WRS at Singleton
Pharmacy is low.
• Exercise has increased awareness of WRS amongst staff, and
allowed signposting to various employee resources available.
• Survey will be repeated every six months
Staff provided
with literature
to read and
reflect on their
own practice.