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Staff engagement and wellbeing in the current climate… Nursing Times Summit 4 March 2011 Dr Jill Maben National Nursing

Staff engagement and wellbeing in the current climate… Nursing Times Summit 4 March 2011 Dr Jill Maben National Nursing Research Unit King’s College, London.

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Staff engagement and wellbeing in the current climate… Nursing Times Summit 4 March 2011 Dr Jill Maben National Nursing

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  1. Staff engagement and wellbeing in the current climate…Nursing Times Summit4 March 2011Dr Jill MabenNational Nursing Research UnitKing’s College, London

  2. Source data: Rafferty, A. M., S. P. Clarke, et al. (2006). "Outcomes of variation in hospital nurse staffing in English hospitals: Cross-sectional analysis of survey data and discharge records." Int J Nurs Stud.

  3. Burnout…. • “A persistent negative work-related state of mind in normal individuals that is primarily characterised by exhaustion, which is accompanied by distress, a sense of reduced effectiveness decreased motivation and the development of dysfunctional attitudes and behaviours at work” (Schaufeli and Enzmann 1998) • “Depersonalisation is the area that is most likely to limit • compassion or, worse, produces cruelty in dealings with patients”….(Firth-Cozens and Cornwell 2008)

  4. Health and wellbeing….. … over 80% of staff felt that their health and well-being impacts upon patient care, and virtually none disagreed… Source: RAND Europe

  5. Inconsistent Provision and Management Support Yet less than 40% of staff believe their service proactively tries to improve staff H&WB, other issues also exist… • Cultural barriers and management practices • Less than half staff believe concerns are listened to • Major barrier believed to be management and leadership ‘buy in’ • Staff attitudes and engagement • “... would require a massive culture change to see it as a professional duty to take care of ourselves and each other” Source: Staff Perception Survey, Boorman Review, 2009

  6. What Matters to Staff…(DH 2007)

  7. respect colleagues and helps others willing to ‘go the extra mile’ work to make the organisation better … and so bring patient and organisational benefits Engaged Employees …

  8. (multiple sources such as Gallup show similar figures)

  9. Engaged: Proactive, take the initiative Less stressed, or able to manage stress Own goals compatible with those of employer Want to stay and develop Disengaged: Reactive, go through motions May be stressed but not productive Not committed to organisation Want to leave but can’t Why does engagement matter?

  10. Enabling engagement: the drivers • feeling valued and involved • two-way communication • development opportunities • good management (*of frontline staff by frontline staff) • interesting, satisfying work with job autonomy • organisation is serious about staff safety, equality of opportunity and staff well-being • aligned performance – staff understand their contribution • reward and recognition (not necessarily financial) • Robinson IES 2009

  11. Positive, optimistic and warm Robinson: IES: The Engaging Manager 2009

  12. Communicating and listening Robinson: IES: The Engaging Manager 2009

  13. Protecting team and individuals Robinson: IES: The Engaging Manager 2009

  14. Training in people management • What makes a good manager? • What training do supervisors and first line managers get in managing people? Many training budgets diverted away from people at this level?

  15. Senior management • Managers are people, too, who need to be managed in an engaging way – are they? Will they take their behavioural cues from how they are treated? • There will always be engaging managers in any organisation, but to really embed engaging management, senior leaders need to lead by example – do they?

  16. Key messages • Staff wellbeing critical for motivated and engaged workforce & kind, compassionate patient care • Motivated & engaged workforce critical to service re-design & delivery of £20bn savings • Staff burnout more likely in an NHS needing to save costs either through workforce reduction or increased acuity or throughput • Evidence suggests frontline staff not heard nor feel valued in times of change and financial downturn…. • Line managers – interaction and management style critical to support engagement and motivation….. especially in time of change and upheaval and system ‘stretch’ • Who supporting the managers? Blame culture? and what training available for managing staff in turbulent times to retain / increase engagement and motivation?

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