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 Case study and group work: an experience of using a values and behaviours framework

Introductions name role what brings you here today?

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

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

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

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.

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?

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

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

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

The Trust Values

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 Embedded values & behaviours further into development review

Values & Behaviours Framework 4 levels EVERYONE Lives the Values using the behaviours 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

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

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?

Uses for the framework Leadership development

Evaluation

Values Behaviour Culture Engagement Performance Reflection and conclusion