Staff engagement and wellbeing in the current climate… Nursing Times Summit 4 March 2011 Dr Jill Maben National Nursing Research Unit King’s College, London
Source data: Rafferty, A. M. , S. P. Clarke, et al. (2006). "Outcomes of variation in hospital nurse staffing in English hospitals: Cross-sectional analysis of survey data and discharge records. " Int J Nurs Stud.
Burnout…. “A persistent negative work-related state of mind in normal individuals that is primarily characterised by exhaustion, which is accompanied by distress, a sense of reduced effectiveness decreased motivation and the development of dysfunctional attitudes and behaviours at work” (Schaufeli and Enzmann 1998) “Depersonalisation is the area that is most likely to limit compassion or, worse, produces cruelty in dealings with patients” …. (Firth-Cozens and Cornwell 2008)
Health and wellbeing…. . … over 80% of staff felt that their health and well-being impacts upon patient care, and virtually none disagreed… Source: RAND Europe
Inconsistent Provision and Management Support Yet less than 40% of staff believe their service proactively tries to improve staff H&WB, other issues also exist… • Cultural barriers and management practices • Less than half staff believe concerns are listened to • Major barrier believed to be management and leadership ‘buy in’ • Staff attitudes and engagement • “. . . would require a massive culture change to see it as a professional duty to take care of ourselves and each other” Source: Staff Perception Survey, Boorman Review, 2009
What Matters to Staff… (DH 2007)
Engaged Employees … • respect colleagues and helps others • willing to ‘go the extra mile’ • work to make the organisation better • … and so bring patient and organisational benefits
(multiple sources such as Gallup show similar figures)
Why does engagement matter? Engaged: Disengaged: • Proactive, take the • Reactive, go through motions initiative • Less stressed, or able to manage stress • May be stressed but not productive • Own goals compatible with those of employer • Not committed to organisation • Want to stay and develop • Want to leave but can’t
Enabling engagement: the drivers • • feeling valued and involved two-way communication development opportunities good management (*of frontline staff by frontline staff) interesting, satisfying work with job autonomy organisation is serious about staff safety, equality of opportunity and staff well-being aligned performance – staff understand their contribution reward and recognition (not necessarily financial) Robinson IES 2009
Positive, optimistic and warm Robinson: IES: The Engaging Manager 2009
Communicating and listening Robinson: IES: The Engaging Manager 2009
Protecting team and individuals Robinson: IES: The Engaging Manager 2009
Training in people management • What makes a good manager? • What training do supervisors and first line managers get in managing people? Many training budgets diverted away from people at this level?
Senior management • Managers are people, too, who need to be managed in an engaging way – are they? Will they take their behavioural cues from how they are treated? • There will always be engaging managers in any organisation, but to really embed engaging management, senior leaders need to lead by example – do they?
Key messages • Staff wellbeing critical for motivated and engaged workforce & kind, compassionate patient care • Motivated & engaged workforce critical to service re-design & delivery of £ 20 bn savings • Staff burnout more likely in an NHS needing to save costs either through workforce reduction or increased acuity or throughput • Evidence suggests frontline staff not heard nor feel valued in times of change and financial downturn…. • Line managers – interaction and management style critical to support engagement and motivation…. . especially in time of change and upheaval and system ‘stretch’ • Who supporting the managers? Blame culture? and what training available for managing staff in turbulent times to retain / increase engagement and motivation?
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