Healthy workplace development programme

Values and recognition

Hendrika Santer BreamOrganisational 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

namerolewhat 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 staffhigher levels of organisational commitment lower quit ratesgreater customer satisfactionlower 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

2013-4•Embedded values & behaviours further into development review

Values & Behaviours Framework4 levels

EVERYONELives the Values using the behaviours

SPECIALIST / TEAM LEADERLeads 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 LEADERLeads 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 leadersFor 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

Evaluation

Evaluation MRSA Bacteraemia 2004 - 2012

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2004 2005 2006 2007 2008 2009 2010 2011 2012

• Values • Behaviour• Culture • Engagement • Performance

Reflection and conclusion