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Engaging NHS Staff in Islington: Strategies for Success and Improvement

This document outlines the key strategies used by NHS Haringey and NHS Islington to engage staff effectively. Highlighted are the organization's achievements, including their high performance, commitment to staff development, and strong local reputation. The focus on clear communication, flexible working, and inclusion in decision-making fosters a positive work environment. The report also discusses ongoing efforts to improve engagement, training, and career development, aiming to address health and safety and further enhance overall staff satisfaction.

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Engaging NHS Staff in Islington: Strategies for Success and Improvement

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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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