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Engaging staff in Islington

Engaging staff in Islington. Ian Fuller Joint HR Director, NHS Haringey and NHS Islington. the facts. Central London PCT –revenue £470m, staff 1100 High performing PCT Population with extremes and large health inequalities Award winning and good reputation for services and as an employer

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Engaging staff in Islington

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  1. Engaging staff in Islington Ian Fuller Joint HR Director, NHS Haringey and NHS Islington

  2. the facts • Central London PCT –revenue £470m, staff 1100 • High performing PCT • Population with extremes and large health inequalities • Award winning and good reputation for services and as an employer • Best in sector for world class commissioning • Young vibrant population (nearly half between 20 -40)

  3. the facts • Commissioning staff include those employed in sector roles (over five PCTs) • Provider arm works as one business with Haringey provider arm (£100m revenue) although staff are employed by separate PCTs • Joint provider proposes to merge with an acute Trust to form an integrated care organisation on 1/4/11 • One HR/OD team since August 2009

  4. leadership • Stable management team since 2002 – recent big changes • Visible and open approach to management • Decisive, accessible and people focussed leadership • Clear about objectives and priorities • Culture is to engage staff in decision making and changes • Good local and NHS reputation • Celebration of success and awards • Feels good

  5. Staff survey • Overall good survey although less progress during 2008 – 9 than previous years • In relation to the staff pledges Islington is well above average performance in clarity of roles and responsibilities, flexible working and engaged in decisions • In relation to the staff pledges Islington is a lower performer in health and safety and in this year development and training • Islington has been consistently good scores around teamwork, appraisals and PDPs, staff feeling valued, feedback and senior management communications, care of patients as a priority, lower than average in discrimination/violence and stress (has increased this year)

  6. Staff survey 2

  7. People initiatives • Direct communication with CEO – trialling blogs and ‘ask the CEO website’ • Regular senior manager briefings and all staff briefings/updates • Great communication – use of intranet, e news letters, visibility • Good staffside relations led by Directors • Embedded people practice –one to ones, appraisals, staff briefing • Easy access to personal and professional development • Workfit programme • Very broad range of flexible work options • Good access to various levels of management and skills development • 100% induction attendance required/ 85% appraisal/PDP/ 85% mandatory training target

  8. Staff engagement to support commissioning changes • All staff briefings from day one of white paper changes • Prompt use of intranet for messages • Tell people what we know – even it not clear messages • David Nicholson one to ones • OD group – broadened to include representation from all directorates • Focus on delivering agreed objectives • Talent mapping of senior staff • Coaching available for all staff • Continue the commissioning skills development programme • Careers advice, CV, interview skills sessions being developed • Sector partnership board to support consistent approach to change across five PCTs

  9. Staff engagement to support provider changes • Series of staff workshops leading to development of joint provider and then preferred partner • Regular newsletter established • Senior staff team developed across the two PCTs in the provider • Decision not to rebrand but to work as an ‘alliance’ • Joint HR approach across ICO organisations and agree to work to harmonise policies and processes • Joint ICO partnership meeting established • One message for all ICO communications • Joint senior management awayday that will consider transformational changes not just a transactional change of management of provider services • Establishing functional reviews with staff to look at new ways of working across organisations

  10. Tips to take away • Focus on service and quality improvement not staff satisfaction • Value your staff and help them value their time (work life balance) • Invest heavily in learning, development and supporting careers • Turnover is fine if you have a good reputation and staff will often return • Ensure an environment of social justice exists and that everyone is treated equally and that we embrace diversity • Provide access to mentors, personal development, leadership development and grow people through project and programme opportunities • Promote a healthy lifestyle • Good managers, relevant training, great work environment will equal above average productivity

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