Post on 23-Sep-2020
1Great Place to Work® Institute, Inc. 2013 All Rights
Reserved
Developing High Trust Cultures
Charles Fair, Great Place To Work®
Eleanor Shingleton-Smith, Frimley Health NHS
Foundation Trust
King’s Fund conference, 23rd March 2016
© 2014 Great Place to Work® Institute Inc. All rights reserved.
11.30 Welcome, icebreaker
11.40 Insights from Great Place to Work data Charles Fair
12.00 Frimley Health NHS Foundation Trust
case study
Eleanor Shingleton-Smith
12.10 The Evolution of Leadership Charles Fair
12.15 Q&A
12.30 Close
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© 2014 Great Place to Work® Institute Inc. All rights reserved.
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© 2014 Great Place to Work® Institute Inc. All rights reserved.
Admin, finances, organising Match, sporting event
Birdwatching, nature watching Meditating, religious activities
Browsing the Internet Other games, puzzles
Care or help for adults Pet care, playing with pets
Childcare, playing with children Reading
Computer games, iPhone games Shopping, errands
Cooking, preparing food Sick in bed
Drinking alcohol Singing, performing
Drinking tea/coffee Sleeping, resting, relaxing
Eating, snacking Smoking
Exhibition, museum, library Sports, running, exercise
Gambling, betting Talking, chatting, socialising
Gardening, allotment Texting, email, social media
Hobbies, arts, crafts Theatre, dance, concert
Housework, chores, DIY Travelling, commuting
Hunting, fishing Waiting, queueing
In a meeting, seminar, class Walking, hiking
Intimacy, making love Washing, dressing, grooming
Listening to music Watching TV, film
Listening to speech/podcast Working, studying4
© 2014 Great Place to Work® Institute Inc. All rights reserved.
40 Sick in bed
39 Working, studying
38 Care or help for adults
37 Waiting, queueing
36 Admin, finances, organising
5 Gardening, allotment
4 Sports, running, exercise
3 Exhibition, museum, library
2 Theatre, dance, concert
1 Intimacy, making love
35 In a meeting, seminar, class
34 Travelling, commuting
33 Housework, chores, DIY
32 Texting, email, social media
31 Browsing the Internet
30 Smoking
29 Sleeping, resting, relaxing
28 Washing, dressing, grooming
27 Listening to speech/podcast
26 Reading
25 Drinking tea/coffee
24 Cooking, preparing food
23 Eating, snacking
22 Computer games, iPhone games
21 Watching TV, film
20 Gambling, betting
19 Shopping, errands
18 Other games, puzzles
17 Listening to music
16 Pet care, playing with pets
15 Childcare, playing with children
14 Match, sporting event
13 Meditating, religious activities
12 Hobbies, arts, crafts
11 Drinking alcohol
10 Hunting, fishing
9 Walking, hiking
8 Birdwatching, nature watching
7 Talking, chatting, socialising
6 Singing, performing
Unhappie
st
Happie
st
Source: Are you happy while you work?, Alex Bryson and George Mackerron, Economic Journal, 20155
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8Great Place to Work® Institute, Inc. 2013 All Rights
Reserved
Insights from
Great Place to Work®
Charles Fair, Great Place To Work®
© 2014 Great Place to Work® Institute Inc. All rights reserved.
• Who are Great Place to Work®?
• Why do culture and trust matter?
• What does a High-Trust workplace look like?
• What does Great Place to Work® data tell us?
• What are the benefits of being a High-Trust
workplace?
• High Trust Cultures and Organisational Performance
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© 2014 Great Place to Work® Institute Inc. All rights reserved.
®
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© 2014 Great Place to Work® Institute Inc. All rights reserved.11
50 countries
7,000+ organisations per year, 4 million employee responses
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Copyright © 2015 Great Place to Work® Institute, Inc. All Rights Reserved.
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Copyright © 2015 Great Place to Work® Institute, Inc. All Rights Reserved.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
UK Not-for-profit Best Workplaces - 82%
UK National Average Public Sector - 53%
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© 2014 Great Place to Work® Institute Inc. All rights reserved.
Culture = practices + behaviours
How do your practices and the behaviours of your managers align
with the culture you want?
* From Deal T. E. and Kennedy, A. A. Corporate Cultures: The Rites and Rituals of Corporate Life, 1982
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© 2014 Great Place to Work® Institute Inc. All rights reserved.21
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© 2014 Great Place to Work® Institute Inc. All rights reserved.
Source: Ipsos-MORI Veracity Index 2013. Base 1,018 British Adults aged 18 or more
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© 2014 Great Place to Work® Institute Inc. All rights reserved.
Source: Ipsos-MORI Veracity Index 2013. Base 1,018 British Adults aged 18 or more
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© 2014 Great Place to Work® Institute Inc. All rights reserved.25
Sources: Gallup, Confidence In Institutions Study; Edelman Trust Barometer, 2012
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William Lever
Port Sunlight
“If we leave the human
factor out of our business
calculations, we shall fail
every time”
"Port Sunlight" by Rich Daley. Licensed under CC BY-SA 2.0 via Wikimedia Commons27
© 2014 Great Place to Work® Institute Inc. All rights reserved.
Purpose
Employee Voice
Transparency
Values – integrity etc.
Consistency of behaviours
Senior Leaders lead by example
Line manager capability
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© 2014 Great Place to Work® Institute Inc. All rights reserved.
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®
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Trust Index© improvement over time
UK National
Average
55
UK Top 100 Best
Workplaces
85
‘good’ ‘great’
70
Threshold for
consideration as a
‘Best Workplace
‘Fine Tuning’ actions
Focus on making marginal improvements
e.g. 1) programme and policy updates
2) targeted action focusing on low scoring
teams or other demographic groups e.g.
line manager coaching
‘Big Picture’ actions
Focus on organisation-wide
programmes and senior leaders
leading by example
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© 2014 Great Place to Work® Institute Inc. All rights reserved.
86
91
86
82
82
79
75
55
53
52
41
40
40
38
0 10 20 30 40 50 60 70 80 90 100
Trust Index©
Management is honest and ethical in itsbusiness practices
If I am unfairly treated, I believe I’ll be given a fair hearing if I appeal
Management's actions match its words
Management delivers on its promises
People avoid politics and backstabbing asways to get things done
Managers avoid favouritism
UK's 100 Best Workplaces 2016 UK National Average
40+
percentage
point
differences
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© 2015 Great Place to Work® Institute Inc. All rights reserved.Source: 2015 Great Place to Work® Trust Index© survey data.
+40%
On average, Best Workplaces
receive nearly half as many
applications per job opening than
their peers…
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Turnover costs the
average company 30-
50% of the annual salary
of entry-level employees,
150% of middle level
employees, and up to
400% for specialized,
high level employees.1
How much could you
save if you cut
turnover in half?
1. Blake, R. (2006). Employee retention: What employee turnover really costs your company. ManagerNewz37
© 2015 Great Place to Work® Institute Inc. All rights reserved.38
© 2015 Great Place to Work® Institute Inc. All rights reserved.
Sources: Professor Alex Edmans http://alexedmans.com/
TEDx talk on “The Social Responsibility of Business”: http://bit.ly/TEDxCSR
https://agenda.weforum.org/2015/01/why-happier-workers-matter/
1. Employee Wellbeing Improves Firm Value• Great Workplaces outperform the market by 2% to
3% per year
2. The Stock Market Undervalues
Intangibles• Great Place To Work® survey is highly visible, but
market does not take it into account
• Equity analysts systematically underpredict
earnings
• Market takes 4-5 years to fully incorporate the
benefits of employee well-being
3. Investing for the Long Term• Building intangible assets requires significant and
sustained investment, but …
• intangible investment takes a long time to pay off
• Short-term effect may be reduced earnings
Alex EdmansProfessor of Finance, London Business School
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Improving patient safety and experience at Wexham Park Hospital by increasing trust and staff engagement
Case Study• Wexham Park Hospital before acquisition in 2014
• How we built up trust and staff engagement to drive up performance and patient satisfaction
• Wexham Park Hospital today
Frimley Health FT
Turnover £600m8,200 staff: 410 consultants
400 junior doctors3,500 nurses & midwives
Ministry of Defence Unit
Activity:230k A&E – 4th largest activity in England80k Emergency Admissions20k Inpatient - elective78k Day Cases800k Outpatients10k Births
Comprises:Frimley Park HospitalWexham Park HospitalHeatherwood Hospital
Provides specialist services:VascularHeart AttackStrokePlasticsCystic Fibrosis
CQC Rating:Frimley – Outstanding (Sept 14)Wexham – Inadequate (Feb 14)Heatherwood – Good (Feb 14)
Wexham Park Hospital in 2014
70+ patient complaints per month
Reputation and negative press attention
23% vacancies for nurses -400 vacancies
50% of leadership roles filled by interims as leaders haemorrhaged from organisation
Organisation essentially rudderless with no clear direction or values
CQC Ratings of Wexham Park in 2014
Planning to build trust and staff engagement
• Cultural analysis 2014:
– Desk-top review
– Structured interviews with 70 staff
• Involvement of and feedback from “buddies”
• Review of research on staff engagement and trust
Trust and Security
Higher levels of staff
engagement
Energy and discretionary
effort
Higher levels of individual
and organisational performance
Building trust, staff engagement and a positive culture
Low morale
Poor engagement
Low levels of ownership
Poor accountability
Lack of trust in management
Lack of direction
Shared vision and values
Strong, capable leadership
An engaged workforce
A performance management culture and recognition, development and support for employees
Nov 14 - Refresh and launch of Trust’s values and behaviours
Nov 14 – Code of Conduct for Leaders (EMPOWER staff to live the values)
Values embedded in all HR systems including recruitment, induction, probation, appraisal and recognition
Dec 14 to Feb 15 – training for 300 leaders on values-based recruitment and appraisal
April 2015 – refreshed customer care programme articulating values launched and attended by 700 staff
May 2015 – Ceremony to recognise demonstration of the values (100 recognised)
Committed To Excellence✔ We make safety and quality a
priority for ourselves and others
✔ We go the extra mile
✔ We set ambitious goals for ourselves
✔ We strive to achieve our goals
consistently to the highest possible
quality standard, getting the basics
right every time
✔ We have a positive attitude
✔ We deliver what we promise
✔ We work hard to solve problems if
things go wrong and make them right
✔ We take responsibility for our own
performance and for bringing our
values to life
Working Together
✔ We are friendly, welcoming,
courteous and caring
✔ We act fairly and compassionately
✔ We are open, honest and candid
with others
✔ We treat other people as
individuals and respond to their needs
✔ We respect others’ privacy and dignity
✔ We listen and ensure we understand
✔ We encourage and support colleagues
✔ We work as part of one team with
colleagues within and outside the
Trust in support of patient needs
Facing The Future
✔ We challenge poor performance
in others and expect to be
challenged if our own performance
is poor
✔ We are open to developing
ourselves and to constructive
feedback
✔ We change things for the better
✔ We make best use of public money
by being as efficient as possible
✔ We engage with others to improve
how things are done
✔ We speak up if things could be done
in a better way
✔ We see change as an opportunity not
as a problem
We are committed to excellence in everything we do, striving to be one of the best acute trusts in the country.
We are working together as one team dedicated to meeting patient needs.
We are facing the future, continuously improving our performance and adapting services to meet demand.
EEngagement
1. Be visible and
available to the team
2. Be a positive role
model and actively
promote the Trust’s
Values
3. Be flexible in my
approach and adapt
my leadership style to
work
effectively with all staff
4. Inspire my staff so
that they feel they work
‘for’ Frimley Health
rather than ‘at’ Frimley
Health
5. Engage with other
teams - Internal,
external and with the
local community.
6. Look outside my
area of work for
information and ideas
that could bring
about continuous
improvement
MMotivation
1. Inspire staff to go
the extra mile for the
Trust by encouraging
a
climate of high
expectations in which
everyone looks
for ways for service
delivery to be even
better.
2. Communicate a
clear picture of the
Trust’s future and how
my staff fit
into that future.
3. Describe future
changes in a way that
reassures and inspires
staff,
patients and the public
4. Lead my team to
deliver a fully joined-
up service.
5. Stretch myself and
my team so that we
may seek new
challenges and
achieve ambitious
targets.
PPerformance
1. Nurture and develop
staff by providing
opportunities to gain
wider skills, knowledge
and experience
2. Set clear standards of
behaviour that ensure
tasks are achieved in
line with the Trust’s
values.
3. Hold regular,
constructive appraisals
including SMART
objectives
related to Trust,
departmental and
developmental objectives
4. Have frequent open
and honest conversations
with my staff about
their performance
5. Hold my staff to
account and act quickly
to manage poor
performance
or unacceptable
behaviour in a fair and
consistent way.
OOwnership
1. Support individuals
and my team to take
responsibility for their
performance and results
2. Specify and prioritise
what is expected of
individuals and my team
3. Encourage my team
to anticipate customers’
future needs
4. Support my staff to
feel empowered to
develop their own
solutions
to improve services
5. Hold regular team
meetings to ensure
everyone is kept
informed
and feels part of the
team.
WWell-Being
1. Demonstrate that the
health and well-being of
my team are important
to me
2. Create the conditions
that help my team
provide mutual care
and support
3. Provide a caring and
safe environment to
enable staff to develop
resilience and to
achieve a good work/life
balance
4. Bring new members
of staff on board
5. Notice any negative
and unsettling emotions
in my team and act to
put the situation right
6. Understand the
unique qualities and
needs of my team and
treat them as
individuals in a fair and
consistent way.
EEncouragement
1. Give regular and
constructive feedback and
direction
2. Ask for feedback from
my team
3. Encourage my team to
learn from each other
4. Actively invite input,
ideas and contributions
from my team in order
to shape future plans.
5. Encourage my team to
put themselves in other
people’s shoes.
6. Encourage my team to
look at problems from a
different perspective
and to learn from mistakes
7. Encourage my team to
work collaboratively with
other teams.
RRecognition
1. Recognise and
actively appreciate
each person’s
unique perspectives
and experience
2. Actively look for
opportunities to
recognise and
celebrate success
3. Praise good
practice and
encourage initiative
4. Give recognition
for extra effort
5. Constantly look
out for opportunities
to reward high
standards.
As a Leader At Frimley I Will:
Leading Staff At Frimley HealthEMPOWER people to live the values
“Leadership and culture are two sides of the same coin” Schein 2004
Leadership priorities from Oct 14:
• Communication of an inspiring vision and strategic narrative from day 1
• Organisation re-structured with visible and approachable clinical leaders who role model the values at its heart
• Emphasis on engaging and empowering staff to take responsibility
• Leadership focus on challenging and managing dysfunctional behaviour
• Leadership Development Strategy underpinned by EMPOWER Code
• Team-based working and Aston Team Journey
The importance of recognition
Health and well-being for staff – current areas of focus
H
Workplace Challenge
Pedometer Challenge
Midday milers – Liven up your Lunch
Cycle/Walk to Work Weeks
Charity challenges eg Run Frimley/Wexham
Taster sessions
Subsidised staff gym
Exercise classes (eg Pilates, Boxercise, Couch to 5k)
Subidised massage and complementary therapies
Employee assistance programme Face to face counsellor
Signing up to Mindful Employer
Schwartz rounds
Spiritual and pastoral care –Listening ears
Samaritans in ED
Raising Concerns Policy
Mindfulness group pilot
Mental Health First Aider pilot
On-line book club
Summer reading challenge
EMPOWER Code of Conduct for Leaders
Leadership development programmes
Coaching and 360 feedback
Training in use of people management policies
Stress management training
Personal resilience for leaders
Organised trips (egChristmas Market in Bath, London, Kew
Gardens)
Quiz night
Workplace Choir –Healthy Harmonies
Knitting and Natter club
Crochet club
Improving Working Lives Lottery
OH service
Rehabilitation/workplace adjustments
Risk assessment
Stress auditing
Range of training (eg conflict resolution, manual handling)
Coaching and mentoring
Flu campaign
Smoke Free Site Policy
Level 1 smoking cessation for OH nurses
Eye tests and glasses for DSE users
Fast track access to physiotherapy and other appointments
Employee Well-Being
Staff Health Days on cancer awareness
Highlighing national campaigns (eg
No Smoking Day,
Time to Talk Day,
Global Wellness Day,
Workout @ Work Day)
Wexham Park Hospital today"The new leadership have brought with them a set of values which has put excellent patient care and experience at the heart of the hospital. At this inspection we found a positive and ambitious workforce who are now prepared to recommend their trust as a place to work and to have treatment. “CQC Feb 16
Nursing turnover reduced from 23% to 16%
Improved reputation….elective referrals up 10%
Good evidence that trust is growing.......91% agreed they share the same values, 89% say behaviour reflects values and 81% say the values guide the way the organisation operates and makes decisions. Investors in People July 2016
CIPD Best Employee Engagement Initiative and Overall Winner 2016
58Great Place to Work® Institute, Inc. 2013 All Rights Reserved
The Evolution of Leadership
Charles Fair, Great Place To Work®
59
CEO
front line staff
i.e. hierarchy, bureaucracy,
control, power
60
“I’m alright Jack”
Collins, Jim, The Death of the Charismatic Leader (And the Birth of an Architect), 1997
www.jimcollins.com61
• Superficial charm
• Lack of humility
• Parent/Child behaviours
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• ‘Control freak’
• Inflexible
• Toxic behaviours - bullying
Source: City AM 27 May 2015
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Sources: City A.M., 28th May 2015 and ‘Attracting & Retaining Millennial Professionals’, Robert Walters, 2015
What Millennials want from work
64
CEO
front line staff
i.e. hierarchy, bureaucracy,
control, power
CEO
front line staff
i.e. support, coaching, employee
voice, collective power
65
Low Technical Competencies High
High
Management
and Leadership
Competencies
(includes ‘Emotional
Intelligence’)
Low
‘Dilbert
Zone’
‘Peter
Principle’
Zone
‘Strong
Zone’
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© 2015 Great Place to Work® Institute Inc. All rights reserved.68