People

Vision – People

The Trust’s vision is “As a high performing Trust, operating as part of an integrated care system, we will provide high quality, safe and effective care. This will be achieved in a financially sustainable way, through our skilled and motivated workforce”.

As an already high-performing Trust, the people related ambitions underpinning the vision are challenging, with aspirations to reach the highest levels staff satisfaction and reducing staff vacancies and/or attendance at work.

Indicators

Staff Opinion Survey

Improving staff satisfaction from 69% in 2015 to 85% by 2020 is one of the Trust’s strategic ambitions.

The NHS Staff Survey which is carried out annually  will provide us with the information we need to measure changes and improvements in staff satisfaction and engagement levels year on year. A more satisfied and engaged workforce is likely to be more sustainable and provide better patient care, with motivated and involved staff being better placed to know what is working well and how to improve services for the benefit of patients and the public.

Evidence demonstrates that staff satisfaction and patient satisfaction are inextricably linked and the Trust is continually measuring whether patients and staff would recommend the Trust to friends and family as a place to receive care.

Staff engagement is vitally important to the organisation and since 2013, the Trust has maintained a satisfaction and engagement score of between 3.8 and 4 (out of 5).

Key Findings

In 2016, 2547 staff (37.9%) completed the survey which is an increase in participation levels achieved in the previous year.

Our staff engagement score decreased slightly from 3.83 to 3.81, this is just above the national average (3.80).

The 2016 results show that we have improved statistically on 3 more questions, significantly worse on 6 questions and there was no significant difference on 79 questions in the survey when compared to the results of the 2016 survey.

Areas of strength include the number of staff receiving an appraisal, staff not having to work extra hours, satisfaction with opportunities for flexible working, staff reporting most recent incidents of violence and organisational and management interest in and action on health and wellbeing.  Areas where we still need to improve include staff believing that the organisation provides equal opportunities for career progression or promotion, motivation, staff experiencing harassment, bullying or abuse from staff in the last 12 months, quality of appraisals, quality of non-mandatory training, learning or development and staff reporting errors, near misses or incidents witnessed in the last month.

A corporate action plan has been produced which is monitored by the Great Place to Work group.  Feedback is also provided to staff and each division reports on progress against their Staff Survey Action Plans throughout the year.

Attendance At Work

The Trust aspires to be a model employer and this means contributing to the health of its employees.  Employment practices and the services provided by Staff Health and Wellbeing Centre aim to promote good health and minimise sickness absence.

During the past 24 months there has been an increased focus on the impact sickness absence has on the care provided for patients and the savings to be made through reducing absence from work.  A Sickness Absence Management Training Programme was launched in September 2010 and over 300 managers have successfully completing a comprehensive one day training in 2011.  In 2012 this training has continued and has incorporated the new community division.

Initiatives in place to reduce sickness absence to 3% in 2012/13 include continued focus on raising awareness of the cost of sickness absence, conducting return to work interviews and seeking profession support from the Health and Wellbeing Centre.  Focusing on keeping staff fit and well has been a key target and the Trust was proud to have vaccinated 70% of the workforce against the flu virus, linked to our Flu Fighters campaign. Other initiatives include extending clinics to Garstang to help support staff from the North of the patch and a campaign around alcohol awareness.

The Staff Health and Wellbeing Centre is now located on the main hospital site and has extended the range of services available to all staff.   The demand for the counselling and hypnotherapy service launched in 2010 continues to grow.

The Managing Stress project was recently recognised by Boorman as an example of good practice.

Data Source: Trust Electronic Staff Record (ESR) System Period: Monthly

Data Source: Trust Electronic Staff Record (ESR) System
Period: Monthly

Key Findings

In addition to operating within the Trust policies and procedures with regards sickness absence, the HR Department are actively involved in assisting staff to manage attendance. They facilitate sickness absence training for managers at all levels, well being meetings are held and close links with the Occupational Health department who attend case conferences re long term sickness are also in place. Monitoring targets are also closely observed on a monthly basis in the Divisions and quarterly by the Trust Board.

Whilst the Trust recognises the pressures sickness absence has on the provision of our services and it’s staff, the Trust also acknowledges that it is important to recognise good attendance and annual 100% attendance awards are presented to staff.