Staff Survey Action Plan

Transcription

1 Staff Survey Action Plan Presented by Lisa Yarr and Marianne King on behalf of the Staff Forum to the Leadership Team of Somerset CCG 11 June 2015

2 Our approach: 5. Response required from the Leadership Team and implementation plan developed to be shared with the CCG Our CCG Staff Survey Staff Forum Meeting to identify results that concerned us 4. Presentation to the Leadership Team 2. All Staff Forum representatives discussed reflections regarding the way forward amongst Directorate members 3. Development of specific actions as a result of the Staff Forum reflections 1

3 What we liked.. That some of the results had improved That staff feel trusted to carry out their jobs That objectives are becoming clearer for staff That the 60 second bulletin, newsletter and staff briefings are a success That we carry out training and appraisals regularly 2

4 What we would like to see improved.. QUESTION NUMBER SURVEY QUESTION 29 I feel the CCG is adequately resourced to carry out its work. Reflections on the way forward It is recognised amongst the staff that the CCG has limited finances to support what we would all like to see: more staff. If this continues to be the case, the CCG needs to think about priorities, and supporting staff to understand what does and does not need to be carried out. Staff would like to see a list of priorities for the CCG and are interested to see the outcome of the Time Recorder System that is being piloted in Clinical and Collaborative Commissioning. It would also be helpful to communicate with staff the rationale for the implementation of this system and what the expected outcomes and actions may be as a result. Staff would like to understand where the 2 new interim Directors fit in. The CCG went through a restructure and reduced from 4 to 3 Directors and is now back up to 5. It would be helpful to see a refreshed Structure chart that identifies how the new Directors are supported and where their roles fit within the CCG. Furthermore, Staff would like clarity on how this affects our running costs for 2015 / 2016, and the impact on any CCG cost improvement plans 3

5 32 There are opportunities for me to develop my career in Somerset CCG. It is recognised that the CCG is a small organisation that has limited career opportunities. In order to maximise opportunities for employees, it is suggested that a Talent Management and Succession Planning process is included as part of a new appraisal process. This will allow individuals to be identified that may wish to develop their career within the NHS. In order to support this process, the System Transformation Workforce Group are developing a county-wide process, which will enable CCG employees to access career development opportunities Staff would appreciate a clear commitment to enable staff to embrace the potential opportunities that are available. 48 Communication between senior management and staff is effective. Staff are left feeling as though they do not know vital pieces of information, following senior meetings. In order to improve this, it is suggested that each Director produces a list of decisions and actions. Staff do not wish to create extra work for anyone and therefore the summary could be written on the agenda and give to PA s to distribute within each Directorate. A greater focus on face-to-face communication that encourages staff to ask questions and develop an understanding of the CCGs priorities would be welcome. This needs to be facilitated in a safe and empowering way, where staff are made to feel that their contributions and challenges are welcomed and valuable. A refreshed focus on cross Directorate communication would ensure that messages are heard consistently across Directorates. 4

6 49 54 Senior Managers involve staff in important decisions. I feel decision making processes are effective within the Somerset CCG Employees within the CCG now have more responsibility, and would like to be able to make decisions about aspects of their work that they manage. In order to treat everyone as leaders, the CCG Senior Team could think about developing a coaching style of leadership that encourages staff to come up with their own solutions, and to embrace decision making across the organisation. There is a view that there is central control within the CCG and that everything has to be signed off or checked. Staff would like to see more decision making powers being delegated through the management/ Leadership structure. 75 On average, how many UNPAID hours DO YOU WORK per week for Somerset CCG, over and above your contracted hours? Staff are reporting that they work extra hours in order to get work completed. It was described that the culture sometimes feels negative, and that there is an unsaid expectation that staff should go above and beyond. Staff members have reported they don t mind doing this, but it is taken for granted, and if staff leave on time or occasionally early, it has been reported that it is frowned upon and staff are made to feel guilty for doing so. Staff members have discussed the culture of Yeovil Hospital with colleagues who have joined the team there. It was reported that it is high performing workplace but that the hours culture is very different with Directors setting the example of working practice where a healthy work-life balance is encouraged. A long hours culture is not encouraged as it is viewed as being detrimental to the health and wellbeing of staff which can then cause sickness absence problems. The Leadership Team are asked to review the expectations they have for staff members within the CCG and make clear expectations. It is also recommended that a clear vision for the culture of the organisation is established. The 2 year Operational Plan for 2015/17 describes a commitment to the wellbeing of the workforce. It would be good if all the leadership team could make some personal commitments to achieving this and in doing so encourage all staff within the CCG to make a pledge to ensure that colleagues feel supported and resilient in the workplace. These could all be published. 5

7 76 Are you given opportunities for flexible working / TOIL? There was a clear feeling that flexible working and TOIL operate inconsistently across the CCG. It was requested that the Leadership Team decide how they wish TOIL to be managed across the CCG and that a policy is developed in order to develop a consistent approach. 78 Since April 2014, I have felt unwell as a result of workrelated stress. It is recommended that Stress Awareness Training is delivered, and that all members of the Leadership Team attend. It was reported that sometimes stress goes unnoticed and that managers awareness needs to be raised of the signs. It was recommended that stress awareness training becomes part of Mandatory Training and carried out every 3 years. 82 I feel bullied or intimidated by colleagues or managers Commission a course that provides information on bullying. Describing the behaviours which could be interpreted as bullying i.e: not communicating, micro-management, and provide examples of how to manage this. The CCG could produce a list of the Top 10 behaviours that it expects all staff to display perhaps supported by the Top 10 behaviours that are unacceptable. External representative to provide training. All staff including Directors, COG delegates and Associate Directors should attend this training before the next staff survey is published. The refreshed Freedom to speak up policy should be promoted and staff encouraged to use it if they feel they are unable to address concerns in any other way. 6

8 Actions Proposed by the Staff Forum: Provide a rationale for the implementation of a Time Recorder System and the likely outcomes communicated to staff Staff are fully briefed about all proposed organisational changes with clear rationale and implications openly discussed Organisational commitment to talent management and succession planning Team Briefings are carried out following Senior Leadership meetings by each Director or Line Manager Development of a coaching style of leadership within the CCG that reflects a different style of leadership where staff feel more empowered and there is greater autonomy and trust Organisational policies and strategies are developed or amended which include actions that promote a healthy work-life balance and this role is modelled by Senior Leaders within the CCG Flexible working and TOIL policies are reviewed and practice is standardised across the CCG Stress Awareness Training is introduced as a regular 3 yearly programme for all staff Bullying awareness training is commissioned from an external provider and all staff commit to attend within the next year 7

9 QUESTIONS 8