The South Manchester Way Anthony Hassall Director of Business Development UHSM

2. The South Manchester WayAnthony HassallDirector of Business DevelopmentUHSM

3. Why employee engagement at UHSM? • “A set of positive attitudes and behaviours enabling high job performance of a kind which are in tune with the organisation’s mission.” Professor John Storey Routledge Companion to Strategic Human Resource Management • Evidence based • Engaged employees in the UK take an average of 2.69 sick days per year; the disengaged take 6.19 The CBI reports that sickness absence costs the UK economy £13.4bn a year. • Engaged employees are 87 per cent less likely to leave the organisation than the disengaged. The cost of high turnover among disengaged employees is significant; some estimates put the cost of replacing each employee at equal to annual salary.

4. Why ‘The South Manchester Way’? • 2009/10 – ‘Red’ Rated by Monitor – performance failure in relation to A&E, MRSA and 18 weeks • Resignation of 3 Non Executive Directors • Arrival of new CEO and COO • Anticipation of significant financial challenge £47million savings over 3 years • Results of employee engagement questionnaire … the need for a framework which defines how we to move forward from these challenges – THE SOUTH MANCHESTER WAY ‘the way we do things around here’

5. Feedback on Employee Engagement Questionnaire ‘We work together’

6. Feedback on Employee Engagement Questionnaire But we don’t trust each other

7. Feedback on Employee Engagement Questionnaire to date ‘We firefight rather than plan’

8. Feedback on Employee Engagement Questionnaire to date Our systems are OK, but there is significant frustration with them

9. Developing ‘The South Manchester Way’ • Direct discussions with over 600 members of staff – led by the CEO • Over 1000 podcast views • Over 500 surveys returned • Concerted and organised ‘Back to the Floor’ by all members of the Senior Management Team • Small Focus Groups • Large scale event for 300 ‘leaders’ from all parts of the organisation (including PFI) • The South Manchester Way Steering Group

10. What was the outcome? • Iterated version of what it meant to be a member of staff at UHSM • Set of values and behaviours which were agreed to be the articulation of UHSM • Launched in organisation on 3 January 2010

11. …the way we do things around here

12. Since January 2010 • All appraisals linked to SMW (82% rate) • Review of all Employee Award Schemes linked to SMW – ‘Team of the Quarter’ • Recruitment and induction now entwined around SMW • ‘Back to the Floor’ continues • Open ‘Meet the CEO’ and personal invites to ‘Meet the CEO’. Similar forums for ‘Meet the Chief Nurse, Medical Director etc’ • Don’t forget – Night Staff, Staff off main site, staff employed by other organisations, Contractors etc • The SMW Steering Group meets monthly

13. Has it worked? • Significant restructure of clinical divisions (5 to 3) and introduction of clinical leadership, with ethos of SMW • Reduction in management costs of £2m in 2010/11 • CIP on target to deliver 77% higher savings in 2010/11 than in 2009/10 • Significant and wide ranging improvements in processes, including falls in length of stay, sickness absence, use of private sector, agency staff and increases in theatre productivity and day case rates • No announcement of large scale redundancies

14. Going Forward • UHSM now ‘Green’ rated for governance • About to acquire Community services in south Manchester • Opportunities for further collaboration in Trafford • Awaiting results of Staff Survey (100% of staff invited to participate) • SMW continues to be at heart of our business