NHS Nightingale Hospital North West Creating culture at speed in a crisis - John Herring Strategic Lead for Organisational Development and System ...
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NHS Nightingale Hospital North West Creating culture at speed in a crisis John Herring Strategic Lead for Organisational Development and System Leadership 17th June 2021 @JohnHerringOD
Go to www.menti.com on your phone or computer.
Code: 4867 7420
Menti – check in questions on session expectations • Introduce yourself along with what are you hoping to achieve from this session?
The Challenge It is Monday 30th March 2020, Covid19 infection rates are rapidly increasing in the United Kingdom, there are concerns from the government if the NHS will be able to cope with the increased demand on the system. You have received notification from your employer that you are being redeployed to a field hospital in Manchester city centre to setup and operationalise the OD & Wellbeing function. The hospital must be open and ready to take patients on Sunday 12th April……. in 13 days.
You need to know • Multiple workforces with different employers and different jobs – clinical care staff (nurses, doctors etc…), service staff (cleaners, caterers etc…), security staff • Different staff backgrounds – people currently practicing in the NHS, those returning to practice/retired, people who have never worked in the NHS • Building a hospital in a repurposed site (a convention centre / railway station) • Broader infrastructure that had ground to a halt e.g. reduced public transport • Emerging details of the nature of pandemic are unknown – impact on staff personally and collectively and on the patients we are working with
Queries 1. How would you go about setting up a Culture, and what would you do? What questions do you have about how we did it? 2. How do you approach the wellbeing of your workforce? What are the key things you need in place? 3. How do you make sure you are developing the skills and capabilities, in response to the emerging environment? What key elements do you need?
Queries 1. How would you go about setting up a Culture, and what would you do? What questions do you have about how we did it? 2. How do you approach the Wellbeing of your workforce? What are the key things you need in place? What questions do you have about how we did it? 3. How do you make sure you are developing the skills and capabilities, in response to the emerging environment? What key elements do you need?
Queries 1. How would you go about setting up a Culture, and what would you do? What questions do you have about how we did it? 2. How do you approach the Wellbeing of your workforce? What are the key things you need in place? What questions do you have about how we did it? 3. How do you make sure you are developing your people’s skills and capabilities, in response to the emerging environment? What key elements do you need? What questions do you have about how we did it?
The Ask To establish a team at pace to a new hospital, without destabilising our neighbouring healthcare providers, whilst also putting approaches and processes in place to support our workforce for the time they were with us. Shortly before opening a host hospital trust was confirmed (Manchester University NHS Foundation Trust), however due to the pace and scale of the task, alongside huge service pressures across the NHS, we recruited a dedicated Workforce Team to take on this challenge. The OD & Wellbeing Team was a part of the Workforce Team.
Purpose
PURPOSE
IN SERVICE OF
Governance How We Do
People Things Around Here
& Structures (Autonomy, Mastery, (Behaviours,Values,
(Assurance, Risk, ENABLING
Wellbeing) ENABLING
Inclusion, Wellbeing)
Quality, Safety)Challenges
• To recruit our team without drawing valuable resources away from other healthcare
organisations
• To create a sense of belonging and team spirit in a new and temporary organisation,
with different employment arrangements and individuals from a variety of backgrounds
• To build workforce systems and processes that supported the nature of the hospital
• To make sure our team felt supported – with extraordinary challenges and home
situations.
• To be inclusive in a crisis, where the tendency is to make quick decisions without
considering the equality impacts of those approaches
To do ALL of this in less than two weeks!The OD & Wellbeing Team
Alice Thornton – Workforce Administrator
Audrey Lawrence-Mattis – Workforce Administrator
Jackie Pratt – Strategic Lead for OD and Wellbeing
John Herring – Deputy Director of Workforce
Roisin Reynolds – Mental Health and FTSU Guardian
Safina Nadeem – EDI Lead
Sam McVaigh – OD Advisor
Sheni Ravji-Smith – Strategic Lead for OD and Wellbeing
Simone Mattis – Workforce AdministratorContextual Opportunities • Action and purpose • Current labour market • Doing things differently • System readiness to put practice into action • Creating the best possible workforce experience • Working at pace without the traditional barriers
What we did
Vision Mission Values
Conceptual Component Physical Component Mental Component
Your Bit!Our people approach
New ways of working Belonging
and delivering care • Values and culture
• Organisational Design • Leadership
• Recruitment • Equality, diversity
• Onboarding and induction and inclusion
• Rostering and payroll • Team development
• Offboarding inc debriefs
Looking after our people Growing for the future
• People offer
Our purpose and values at the heart of our • Creating a learning culture
• Wellbeing
culture, owned by everyone and driven from the • Education and training
top by our leaders.
• EngagementHealth and Wellbeing
The OD & Wellbeing Team
Alice Thornton – Workforce Administrator
Audrey Lawrence-Mattis – Workforce Administrator
Jackie Pratt – Strategic Lead for OD and Wellbeing
John Herring – Deputy Director of Workforce
Roisin Reynolds – Mental Health and FTSU Guardian
Safina Nadeem – EDI Lead
Sam McVaigh – OD Advisor
Sheni Ravji-Smith – Strategic Lead for OD and Wellbeing
Simone Mattis – Workforce AdministratorKey Findings The following results are collated from our pulse survey, with a response rate of approx. 25% of the total workforce. ▸88% felt the organisation had Clear Values ▸92% held Compassion for Patients as critical ▸87% felt a strong sense of Inclusion and a Sense of Belonging ▸86% were confident in their Wellbeing Offer ▸76% felt they were able to Access Leaders ▸88% felt they were working in an Innovative way ▸82% highlighted the Clear and Open Communications ▸85% were confident in Working with Other Teams, with ▸81% felt empowered to Lead Change, and ▸89% confident to work in an inter-team setting.
Key findings - debriefings
The ability to make The culture of the organisation was
decisions and create excellent and enabled me to be my best.
change at pace has been a
great experience.
I have decided to change the path for
my career, and had never considered
the NHS as an employer before.
There was great strength in
recruiting so broadly, as we
attracted people we would not It is important to understand the things that enable
have normally recruited - who staff to feel valued as it produces a work
have blossomed here. environment where people work well, ask
questions and provide discretionary effort.Our learning We didn’t always get it right, and we were only a small cog in a much bigger system responding to the pandemic, but building a hospital from scratch allowed us to do things differently. As a team we learnt so much from our Nightingale experience. Here are the big things we are taking a way with us.
Leaner and more effective structures and hierarchies where people are encouraged to have purpose and autonomy whilst being supported to master their skills produces teams who deliver great service and go the extra mile.
The development of culture, vision and values should be succinct and easy to understand. This then needs to be weaved through every aspect of the workforce experience in order to be meaningful and to inspire ownership.
The true value of your stated culture does not come from the development of the words, but engagement with the workforce in delivering it.
When we have an authentic approach to wellbeing we produce an environment in which people feel safe and well looked after. This approach supports people to deliver the kind of services we are looking for.
Creating a culture where people feel respected and able to act, encourages people to speak up about what they have to offer or what they need from a learning perspective to create a strong learning culture.
When we have an intentional inclusive approach to recruitment and building a team, we create a workforce that reflects the communities we are looking to serve. This approach must run throughout the organisation; from recruitment through to how individual teams operate.
The pandemic alongside a clear call to action has supported the NHS recruitment drive. If we go onto look after those recruits, we make them feel valued and support them to develop, we can help build a future workforce.
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