>>Stephen Moir: Hi, I'm Stephen Moir, I’m Chief People Officer for NHS England and I'm
also Head of Profession for Human Resources in the NHS. There are a whole range of tools
that we can go about measuring, monitoring and gaining better insight and analysis into
staff experience as it happens. The NHS Staff Survey is an annual piece of work that every
Trust participates in. NHS organisations get really rich and deep feedback in to how staff
experience their working environment, how they feel about their leaders, their line
managers and the way they are communicated with, and the way they are treated. But the
NHS Staff Survey is only one way we can get really good feedback from staff. The Staff,
Friends and Family Test is a much more timely and meaningful measure of how people are experiencing
their working environment, what they think about their work, and of course that matters
a great deal, because we're all ultimately tax payers, but more importantly we're potentially
all patients at some point in our lives. So our experience of the NHS as staff is also
about creating positive advocacy in communities, getting people to understand the work we do
and, really celebrate the success of the NHS.
>>Sheila Jones: I'm Sheila Jones. I'm the Head of Staff Health and Wellbeing at Tees,
Esk and Wear Valleys NHS Foundation Trust. The Staff Friends and Family Test is a form
of staff engagement. It's a temperature check to see how staff are feeling. We use Picker
as an independent contractor for the Trust and that helps with the anonymity and helping
with the analysis of the data. So Picker email staff with an invitation to participate in
the survey. It's very quick, it's online and it takes maximum of five minutes to complete.
>>Stephen Moir: So the Staff Friends and Family Test is a great and timely way to do that.
The NHS Staff Survey is a great and timely way annually to get detailed analysis. But
actually, one of the most important ways to get feedback from staff is just to listen
to them, have conversations with them and find out what they think about their working environment.
>>Rhian Bishop: Hi, I'm Rhian Bishop. I'm Staff Engagement Lead at Sheffield Teachings
Hospital Foundation Trust. We found that using Staff Friends and Family testing has really
helped us improve both staff experience and patient experience. My advice for any organisation
is, if you're actually going use Staff FFT to drive improvements in this way, you need
to get your managers on board, because it's the managers, the front line managers, who
really can make a difference and can actually use the Staff Friends and Family Testing data.
>>Jo Marsden: In Urology, what we wanted to do was to really drill down to staff and their
views, so we used FFT in a way that we split up all the occupational group, so we split
nurses from Admin and Clerical, from medical staff. And we split inpatient nurses from
outpatient, so we could really drill down to staff's views. We told staff how important
their views were and then we got the results, Gill and I met with all the staff at little
venues and used really the FFT results as a platform to talk about what their concerns
were and anything else that we could do to improve the service, and they were very, very
successful events. People used them as an opportunity to talk about all sorts of things
that could improve patient care.
>>Gill Meek: And from the feedback that we got from the staff, we were able to make some
real quick wins that made a difference to the staff at work and patient care.
>>Jo Marsden: As a result, the Staff Engagement score and the FFT score both rose, and more
importantly, staff, we felt them really felt, engaged in the work and they came up with
other ideas for other suggestions that they wanted to do on the ward. We had a Give it
a Go week, where we tried different things in our outpatient area and from there we've
really gone from strength to strength, and we hope that this year when we do the FFT
test, we'll get an even improved response rate, because staff will understand that we
do listen to their views and take them on board.
>>Rhian Bishop: It's really important that managers then use this information that they
receive as a basis for further conversations and discussions with staff, and that gives
them the opportunity to actually say to staff, you've told us this, what can we all do about
it. But what is absolutely key to staff FFT being a success, is that managers must then
implement and act quickly on what their staff are telling them.
>>Jackie Paramore: At one of our staff engagement sessions we listened to the care support workers
and they're very involved in food and the delivery of food on the wards, and they raised
a number of issues around food wastage and the delivery of the meals, and the way that
the meals are delivered. Different wards were doing different practices, some was good,
some could have been improved. So we shared good practice at the session and we also involved
the Trust catering team and we looked at food wastage, as a result of that we've cut down
on a lot of the food wastage, which has saved the Trust money and we're also able to deliver
a much more efficient food delivery service.
>>Emma Wilson: What we've found as a result of these feedback sessions was that in some
respects wards hadn't got the appropriate service systems in place to cater for their
needs. So for example, the high dependency units were over ordering food when in actual
fact, on a lot of occasions their patients weren't eating. What we've put in place now
to accommodate the high dependency units, is that every day the catering staff go on
to the ward to check how many patients are actually eating and then they take up the
food at the appropriate meal time so that the wards just gets exactly what it is they
need on a daily basis. What we've done as a result of these feedback sessions and audits,
is that we've checked that the service is right, that they have the right equipment,
that they're doing the right style of service that suits their ward, and that the patient
is getting what they need. Therefore, some of the menu options have changed on some of
the wards, and the patients are now getting a better choice of meals and so the uptake
of the food is better.
>>Rhian Bishop: That is one of the advantages of using staff FFT compared to the staff survey
because we can act on staff FFT information within a matter of weeks. So it's really important
that you break staff FFT down. We do it by occupational group, but you do need to break
it down below a Trust or organisational level, so it's relevant to the managers that you're
asking to use and work with the information.
>>Stephen Moir: NHS England think staff experience is really important for a number of reasons.
First and foremost, as part of the five-year forward view for the NHS, the experience,
the engagement of staff, is fundamentally recognised. Staff wellbeing is recognised
in the five-year forward view and we believe that's important to help transform the NHS,
provide better quality care, closer to home and to improve prevention of people needing
admitting to hospitals. Staff experience is going to be fundamental to the future of the
NHS and driving up better levels of care. For NHS England itself, as a commissioner
of NHS services, both directly and in partnership with Clinical Commissioning Groups, staff
experience forms part of our contract in the commissioning realm, it's really important
in terms of the longer term service transformation plans that providers and clinical commissioners
are putting in place at the moment. So for us, staff experience is very much at the heart
of not only planning for the NHS now, but planning for the NHS of the future and delivering
better quality patient care.