National Staff Experience Evolutionary Journey Liz Reilly National Staff Experience Project Manager

Background Funded by Scottish Government 4 Pilot Boards; NHS Tayside, NHS Forth Valley, NHS Dumfries & Galloway and NHS National Waiting Time Centre 5 Project Objectives

Understanding Agreement Engaged NHS Leadershi p Real conversations about Healthcare Real conversations about Healthcare Quality improvements Quality improvements Understanding Agreement Engaged Staff Understanding Agreement Engaged People managers How are we going to make it happen? What needs to happen? Partnership Working Staff Experience Patient Experience Co-Production

Outcomes of Pilot 1 and Pilot 2 Testing Development of a “Bespoke Staff Survey” with staff, staff side, and managers Focus Groups – staff feedback driving amendments of the tools Interim Evaluation Report at each stage of testing Achieved

Key Outputs/ Outcomes of Pilot 3 Testing Pilot Test 3 took place Jan – Feb 2013 “Bespoke Staff Experience Questionnaire” was distributed to 2300 staff across 3 pilot Boards; NHS Forth Valley, NHS Tayside and NHS National Waiting Time Centre responses, an excellent return of over 56% those staff targeted, and more than double the 27% return of the 2010 staff survey. Externally validated by University of the West of Scotland (UWS) as a robust, reliable and valid measure of staff engagement. Achieved

About me My organisation My manager My team

“Bespoke Staff Experience Questionnaire” Rasch Analysis - All items Hardest item Easiest item

Reverse items removed. Good overall fit “Bespoke Staff Experience Questionnaire”

Total Spread of NHSEEI responses Mean 69%. Likert category: Agree

Item 29. Same calculation different representation

Factor structure NHSEEI Factor 1 About me Factor 2 About my organisation Factor 3 About my line manager Factor 4 About my team Staff coproduction McLeod Enablers Staff governance standards Quality Strategy Because of this We know this is valid And this

NHS Scotland Staff Experience Definition “A workplace approach designed to ensure employees are committed to their organisation’s goals and values, motivated to organisation success, and are able at the same time to enhance their own sense of well-being” (Engaging for Success 2009 authors; Nita Clarke and David MacLeod)

‘iMatter’ Question Set, Crown Copyright Contains public sector information licensed under the Open Government License v1.0.

Staff Experience Management/ Staff Experience Awareness Sessions ‘iMatter’ Questionnaire Completed Team Report Received Meeting with Team, Report Feedback Given Team Agree on Areas of Improvement, Reflected in PDPs & PDRs Action Planning/ Interventions, Internal & External, Agreed & Signed Off by Team Interventions Monitored & Reviewed Focus Group Feedback Outwith Team Staff/ Manager Learning Sets Staff Experience Continuous Improvement Cycle, Crown Copyright Contains public sector information licensed under the Open Government License v1.0.

‘iMatter’ Results Reports, Crown Copyright Contains public sector information licensed under the Open Government License v1.0.

‘iMatter’ Staff Experience Thermometer ‘iMatter’ Staff Experience Thermometer, Crown Copyright Contains public sector information licensed under the Open Government License v1.0.

Staff Experience Storyboard, Crown Copyright Contains public sector information licensed under the Open Government License v1.0.

2014 SE Story 2016 SE Story 2015 SE Story 2017 SE Story 2018 SE Story 2019 SE Story 2020 Staff Experience Patient Experience Co-Production Positive Staff Experience Enhances Patient Experience Supporting the Delivery of the 2020 Workforce Vision

Empowerment Scrutiny Reassurance ‘iMatter’(Quantitative) SAAT Review (Quantitative/Qualitative) Employee Voice Focus Groups (Qualitative) Supporting the Delivery of the 2020 Workforce Vision Staff Experience Data Triangle, Crown Copyright Contains public sector information licensed under the Open Government License v1.0.

Actual and Potential Benefits Improving Staff Experience ultimately leading to enhanced Patient Experience Staff Experience Continuous Improvement Model is systemic with results available down to team level. Promotes team ownership which creates a motivational stimulus to improve results Forges psychological contract between employer and employee, enhancing Corporate, Directorate,team, and individual Resilience Positive and Supportive Performance Management for all managers Creates a sense of empowerment for all staff and therefore contribute to a sense of wellbeing and resilience, which would have tangible outcomes for example, improving organisational performance, reducing the number of days lost to absence, increases motivation and decreases presenteeism Staff Governance Principles become central to daily working lives Enables accurate strategic planning to develop the organisation Produces accurate and reliable Employee Engagement Index Commercial Commodity with income generating potential Actual Benefits Potential Benefits

Thank you!