Organisational Development Strategy - The Royal Wolverhampton ...

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The Royal Wolverhampton Hospitals NHS Trustcomponent to enable us to achieve this is having an agreed set of values owned by all thestaff.The Trust has already developed a set of values, which are:• Patients are at the centre of all we do.• Working together we will deliver top quality services.• We will be innovative in how we work.• We create an environment in which people thrive.A key challenge for the Trust is to fully embed these values to ensure that they are evident inthe way that we behave and the decisions that we take.We believe that this will only be achieved by a cultural shift and so we are looking to embedapproaches based on commitment practice rather than compliance as illustrated in figure 4below:STAFF ENGAGEMENTCommunicationCommitmentCollaborationFigure 4To achieve this cultural shift multiple interventions will be required and these are outlined notonly within this strategy but within the HR and Education and Training Strategies. Theseinclude, but are not limited to:• Communicating and embedding the values throughout our processes.• Developing employee engagement through interventions such as Listening into Action.• Developing our leaders, managers and staff.• Becoming a learning organisation.A range of communication approaches have been developed to ensure that the values areknown across the organisation. These include engaging with staff at the point of induction aswell as through other interventions such as appraisal/KSF PDR, management briefings, andteam meetings etc. We believe that this will raise the awareness and understanding of whatthe values are and what they mean for the individual and the Trust. We will also embed thevalues into other core processes such as recruitment so that we recruit individuals whosevalue sets are closely aligned to those of the Trust.We will be working with our staff to develop a Staff Charter to underpin the values. This willclearly outline what we as an organisation expect of our staff and in return what they canexpect from us. This will ensure that the values go beyond a set of words and are understoodand applied throughout the organisation.- 9 -February 2010
The Royal Wolverhampton Hospitals NHS TrustIn addition we have taken into account the findings from the work undertaken nationally whichresulted in the David Nicholson, NHS Chief Executive Publication “What Matters to ourPatients, Public and Staff” an understanding on what really matters to them. As a result of thiswe have adopted a programme of events and “Listening into Action” workstreams to supportcultural change. The programme puts staff at the centre of change and the evidence base isthat engaged staff deliver better care. Staff are fully involved in identifying and solving issuesthat get in the way of them working well and being able to deliver quality patient service. Theprogramme encourages a multi-disciplinary approach with the focus being on enabling andempowering everyone at all levels to lead, own and drive the changes we all want to see forour patients, for our staff and for the Trust as a whole. Further details of this approach areoutlined in the HR Strategy.As we have outlined in the Leadership and Management Development section of this strategywe will ensure that our leaders and managers are clear about what is expected of them interms of not only what they have to do but how they should behave while doing it. This willensure that we lead and manage our staff in a way that is aligned to and supportive of ourvalues. We recognise that employee engagement is clearly influenced by the way staff aretreated and therefore a key part of the leadership and management development frameworkwill be to ensure that they are equipped to understand the potential impact of their style indifferent organisational situations and how they can adjust this in order to improve theireffectiveness.To ensure that we can monitor the impact of leaders/managers behaviour on the levels of staffengagement we will introduce multi source feedback (MSF) as part of the appraisal process forsenior managers and consultant medical staff. This will provide evidence of any behaviouralchanges which may be required as well as a means to provide feedback on positivemanagement behaviours. MSF will also be an important tool for revalidation of Consultantmedical staff.We will continue to recognise and reward positive role models for management and leadershipthrough ‘The Royal Awards’, specifically nominations against the category ’Manager of theYear’ although other categories also reward Clinical as well as non clinical managementcapability. All Trust staff have access to the nomination process, and therefore have theopportunity to engage in rewarding good management behaviours. There has been, and willcontinue to be, a ‘shift’ in the type of nomination received from Trust employees, which canform a barometer of staff engagement across the organisation and within particular staffgroups. For example, the first year that these Awards were introduced, there was littleengagement amongst the medical staff in the organisation; this has now changed and theculture of the organisation is such that all staff groups take equal involvement in thenomination process. As the organisation develops further, it is anticipated that the range ofcategories of awards will change to keep pace with the aims and values of the organisation.In addition we believe that our aim of becoming a learning organisation will support culturalchange. The Education and Training strategy clearly sets out this aim, which will lead to ourstaff having self-belief and understanding, recognising the value of team working and viewingwork as a continuous learning experience.- 10 -February 2010
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