Final Presentation, 18 October 2016

Professionalism under pressure #profpressures  Welcome #profpressures  Welcome Nigel Clarke Chair, GPhC #profpressures  Opening remarks Professor Nairn Wilson #profpressures  Keynote address Professor Michael West Head of Thought Leadership, The King’s Fund #profpressures  Nurturing Cultures of High Quality and Compassionate Care Professionalism under Pressure Michael West 6  Compassion Compassion • • • • Paying attention to the other – ‘listening with fascination’ Finding a shared understanding of the situation they face Being empathic Taking thoughtful, intelligent action to help 7  NHS cultures for high quality care 1. Prioritising an inspirational vision and narrative – focused on quality of care 2. A commitment to effective, efficient performance - Clear aligned goals and objectives at every level with helpful feedback 3. Good people management and employee engagement – compassionate leadership 4. Continuous learning and quality improvement 5. Enthusiastic team-working, cooperation, partnership and integration 6. Via a values-based, collective leadership strategy  People management and engagement • Patient/service user satisfaction highest where staff have clear goals • Staff views of leaders linked to patients views of care quality • Staff satisfaction/commitment predicts patient/service user satisfaction • High work pressure - patients/service users report too few staff, insufficient support, privacy, respect. • Poor staff health and well-being, high injury rates, audit ratings • Good HRM practices - low patient mortality http://www.dh.gov.uk/health/2011/08/nhs-staff-management/  Staff Stress Levels Lowest: • Royal Wolverhampton Hospitals • St Helens and Knowsley • Bedford • Frimley Park www.nhsstaffsurveys.com 10  3. Employee engagement success factors www.kingsfund.org.uk/publications/staff-engagement A compelling strategic narrative Inclusive leadership and management styles Putting staff in charge of service change • Successful Trusts develop a clear narrative on their purpose and aims • Successful Trusts have invested in retraining staff to adopt inclusive management styles • Successful Trusts give staff responsibility for leading service change • Salford aimed to be the safest hospital in England • For example, Oxleas has introduced a substantial programme to retrain middle managers in facilitative leadership • The happiness of all our staff, through their worthwhile, satisfying employment in a successful business • Notts Healthcare NHS FT develops leadership aligned around strategy and values • Wrightington, Wigan and Leigh works with Unipart to support staff-led change • Salford’s quality directorate supports teams of frontline staff in testing improvements Values and Integrity • Staff survey evidence highlights importance of values and trust in senior leadership • Perceptions of unfairness are our best predictor of intention to leave • In particular, fairness of procedures, bullying and discrimination. Stable senior leadership Many of the Trusts with highest levels of engagement have had the same senior leaders for over a decade: CEO of Oxleas in post since 2002, CEO of Salford in post since 2002, CEO of Frimley Park in post since 1998, in comparison with an average CEO tenure of less than two years.  Staff Engagement Best performing trusts • Wrightington, Wigan and Leigh • Northumbria • Frimley Park • Guys and St Thomas’ • Salford Based on www.nhsstaffsurveys.com 12  13  Positive emotion and culture • Leader positive affect, climate and performance • Processing negative emotion – ‘affective shift’ • Dealing with quarrelsome or disruptive behavior and poor performance  5. Team working, cooperation and integration  Team Leadership • Offer an inspiring vision and clear direction • Ensure regular and positive team meetings • Encourage positive, supportive relationships • Resolve and prevent intense conflicts • Positive group attitudes towards diversity • Be attentive and listen carefully to the team • Lead inter-team cooperation • Nurture team learning, improvement & innovation 16  Collective Leadership • Leadership the responsibility of all - anyone with expertise taking responsibility when appropriate • Shared leadership in teams and across teams • Interdependent, collaborative leadership - working together to ensure high quality health and social care • Leaders and teams prioritising quality of care across the system/organisation • Consistent approach to leadership within the leadership community – continually improving, high quality and compassionate leadership http://www.kingsfund.org.uk/publications/developing-collective-leadership-health-care West, M. A., Lyubovnikova, J., Eckert, R., & Denis, J.L. , (2014),Collective leadership for cultures of high quality health care. Journal of Organizational Effectiveness: People and Performance, 1, 240 – 260. http://dx.doi.org/10.1108/JOEPP-07-2014-0039  ‘Compassionate leadership for compassionateCompassion health services’ • • • • Attending: paying attention to staff – ‘listening with fascination’ Understanding: finding a shared understanding of the situation they face Empathising Helping: taking intelligent action to help 18  e.mail m.west@kingsfund.org.uk Twitter @westm61 @astonod Thank you  Modern professionalism and regulation Presented by Hugh Simpson Director of Strategy, GPhC  What is professionalism?  Professionalism under pressure: a regulatory perspective  Learning from research New Public Management Quality Hybridity Employee relations Autonomy and professionalism Performance management and targets  Literature Review (a sample) • Reay and Hinings (2009) on competing organisational logics • Bush et al (2009) on corporatisation • Elvey, R., Hassell, K., Lewis, P., Schafheutle, E., Willis, S., & Harrison, S. (2015). Patient-centred professionalism in pharmacy • Watson et al (2016) Factors predicting the guideline compliant supply (or nonsupply) of non-prescription medicines in the community pharmacy setting • Paudyal et al (2013) On substituting minor ailment services to reduce burdens • Jacobs et al (2013) Managing workplace stress  Quality  Quality gaps? 95% 83% 81% 64% Privacy maintained 83% 68% 88% 86% 80% 79% 72% 76% 80% 77% 77% 67% Asked Treatment Enough time Information Accessible Experienced Clean questions with respect and advice services team pharmacy Outcomes pharmacies believe they are delivering compared to public experiences Sources: ICF 2015, Ipsos Mori 2014  Closing the gap: November to December 2016  Some questions we will pose • What does quality mean to you? Are you measuring it? • What does quality looks like in your environment? • What has helped you delivery quality? • What are the barriers?  What we are doing • Crowdsourcing end October to December: everyone we have an email address for • Public engagement (January-March) – Targeted research with users of pharmacy services, to explore their experiences of the quality of pharmacy services. • Reviewing our regulatory model for pharmacies: how we can focus on quality • Updating guidance on raising concerns • Guidance to employers - non-registrant staff  THANK YOU  Modern professionalism and regulation email hugh.simpson@pharmacyregulation.org phone 020 3365 3400 web pharmacyregulation.org twitter @TheGPhC facebook.com/The GPhC linkedin.com/company/general-pharmaceutical-council  Workshop discussions  Feedback from workshop sessions Professor Nairn Wilson #profpressures  Closing remarks Duncan Rudkin Chief Executive, GPhC #profpressures  Thank you! • • • • web pharmacyregulation.org twitter @TheGPhC facebook.com/The GPhC linkedin.com/company/general-pharmaceuticalcouncil