Energising your workforce in the face of adversity
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1 Staff engagement “A positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of the business context, and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.” Robinson et al. 2004. The Drivers of Employee Engagement, Institute for Employment Studies.
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Transcript of Energising your workforce in the face of adversity
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Staff engagement
“A positive attitude held by the employee towards the organisation and its values. An engaged employee is aware of the business context, and works with colleagues to improve performance within the job for the benefit of the organisation. The organisation must work to develop and nurture engagement, which requires a two-way relationship between employer and employee.”
Robinson et al. 2004. The Drivers of Employee Engagement, Institute for Employment Studies.
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From the review
From the RCM survey
Distressing situations become the norm.
‘We have to get on with the job’
Staff use protective strategies to help
deal with the emotional distress
Such strategies can inhibit the ability to
empathise and connect with patients
“…necessary balance of kindness and professional detachment, to perform the most intimate tasks
imaginable. It is easy to forget the appalling nature of some of the jobs carried out by healthcare staff day in,
day out – the damage, the pain, the mess they encounter, the sheer stench of diseased human flesh
and its waste products.” Campling, 2015
To do their jobs healthcare staff need a …
Schwartz Rounds
Confidential forum for ALL staff to come together once a month to reflect on the non-clinical aspects of caring for patients – that is, the emotional and social experiences associated with their work.
At each Round 3-4 people present an experience from their work. Story is told from the staff perspective
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Next Please! or Putting on a brave face (fast turnover of patients and the impact
on care)
Lone working (the burden of responsibility)
You see a lot in this job
A very private patient (patients who are hard to
reach)
Making the call (calling relatives close to death)
We lose people too
Schwartz Rounds titles
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The factors linking staff well-being to patients’ experience
1. local/work-group climate
2. co-worker support
3. job satisfaction
4. organisational climate
5. perceived organisational support
6. low emotional exhaustion
7. supervisor support
Seven staff variables (“wellbeing bundles”) correlate positively with patient-reported patient experience
