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Session outline

Healthy workplace development programme Values and recognition Hendrika Santer Bream Organisational Development Team Guy’s and St Thomas’ NHS Foundation Trust. Session outline. Introduction Why values are important Link between values, behaviour and culture Reward and recognition

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Session outline

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  1. Healthy workplace development programmeValues and recognitionHendrika Santer BreamOrganisational Development TeamGuy’s and St Thomas’ NHS Foundation Trust

  2. Session outline Introduction Why values are important Link between values, behaviour and culture Reward and recognition Case study and group work: an experience of using a values and behaviours framework

  3. Introductions • name • role • what brings you here today?

  4. Why Values? Values are essential and enduring rules A small set of timeless guiding principles for how we: deliver our services manage make decisions communicate what we are about

  5. Why Values? • Where strongly held values are in place, an organisation is more likely to have: • satisfied staff • higher levels of organisational commitment • lower quit rates • greater customer satisfaction • lower levels of dissent or dissatisfaction over pay • CIPD, 2004

  6. Link between employee engagement and patient outcomes • Where staff are more engaged, patients are safer • Michael West

  7. Organisational culture • Shared assumptions, values, and beliefs. • Culture governs how people behave in organisations e.g. how they dress, act, and perform their jobs • Every organisation develops and maintains a unique culture, which provides guidelines and boundaries for the behaviour of the members of the organisation.

  8. Keeping staff and volunteers happy and motivated • How do we show staff and volunteers we value them? • What rewards do I value? • What motivates me? • What enables me to flourish at work?

  9. In 2006 Poor staff survey results Patient satisfaction deteriorating Safety needed to improve Big cost-cutting programme in place • Looking back

  10. Values & performance •  • ? •  •  •  • Exit • Low Living the behaviours High • 10

  11. 2006 • Values discovery exercise • Guy’s & St Thomas’ values agreed

  12. The Trust Values

  13. 2006 • Values discovery exercise • GSTT values agreed 2007 • Values-based behaviour research with staff • What does living the values when we are at our best look like? 2008 • Values-based behaviours tested and published • OD function formed with remit to embed the values 2009 onwards • ongoing process of embedding the values 2011 • Southwark Provider Services & Lambeth Community Health integrated with GSTT • Values as an anchor for aligning 3 organisations 2012 • Revised values & behaviours framework launched 2013-4 • Embedded values & behaviours further into development review

  14. Values & Behaviours Framework EVERYONE Lives the Values using the behaviours • 4 levels SPECIALIST / TEAM LEADER Leads others through specialist knowledge or through supervising a team EXPERT / DEPARTMENT MANAGER Leads at a department/service level through expert knowledge or managerial role STRATEGIC LEADER Leads and directs at Trust level

  15. I do consistently I do sometimes a development need • Using the Values & Behaviours • Framework • Read the red page – behaviours for everyone • Read the blue page – behaviours for specialists / team leaders • For you: • Self assess against the behaviours on red page:

  16. What did you notice? • What does this mean for me? • What strengths can I role-model? • What is a priority for development? • What personal action will I take?

  17. Uses for the framework Leadership development

  18. Evaluation

  19. Evaluation

  20. MRSA Bacteraemia 2004 - 2012 • 35 • 30 • 25 • 20 • 15 • 10 • 5 • 0 • Q4 • Q1 • Q2 • Q3 • Q4 • Q1 • Q1 • Q2 • Q3 • Q4 • Q2 • Q3 • Q4 • Q1 • Q2 • Q3 • Q2 • Q4 • Q1 • Q2 • Q3 • Q3 • Q4 • Q1 • Q3 • Q4 • Q2 • Q3 • Q4 • Q1 • Q2 • Q1 • Q2 • Q3 • Q4 • Q1 • 2004 • 2005 • 2006 • 2007 • 2008 • 2009 • 2010 • 2011 • 2012 • Evaluation

  21. Values Behaviour Culture Engagement Performance • Reflection and conclusion

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