Creating our Culture
survey results
As a follow-up to the surveys carried out
in November 2016, in November 2017 we
completed the second Creating our Culture
staff and patients’ surveys. The purpose of the
second survey was to investigate the impact of
the Creating our Culture activities and actions
during the 12-month period between the two
surveys.
We are pleased to report that overall the employee survey shows
there has been good progress within the year since the 2016
survey. Although we had less staff and patients complete the
surveys, the participation rates were still credible with 1147 staff
(1537 in 2016) and 241 (289 in 2016) patients taking part in this
latest survey.
This article highlights only one of the many results graphics. Click
here to read the full report or you can find it published on the
Creating our Culture community page on OnePlace.
Director, Creating our Culture Ros Jackson said “Managers will
find the graphics very useful when looking at those areas of their
teams performance to choose a priority to focus their efforts on
during 2018.”
“You will recall that we focus on employee engagement, because
evidence shows organisations with engaged employees are more
creative, productive, and deliver better outcomes for patients, their
families and whānau; that engaged employees have fewer health
and safety incidents, are likely to stay longer, bringing the benefits
of retained knowledge and experience.
•
More people are saying that ‘the values and behaviours
expected of us at work are clear to me’. More than 50% of
people already agree our CARE values have helped improve
quality of care.
Emotions
• Of the 13 positive emotions surveyed, nine improved and
four maintained previous levels. In particular, staff feel more
valued, appreciated, happy, optimistic, proud, confident, calm,
involved and having ‘a sense of belonging’.
• For the negative emotions seven of 11 improved (being felt
less often). People feel less drained, frustrated, lonely, low and
cynical. Two stayed the same, and two are reported as being
felt more often - boredom and/or anxiety amongst staff.
Drivers of staff experience
• Colleagues are more often displaying a positive attitude,
showing more respect, are even more friendly and welcoming.
• Communication and teamwork across the organisation is
improving with more people saying ‘I know enough about what
is going on in the organisation’ and a significant increase in
people saying that ‘different teams and services work well
together’.
• There is a reduction in bullying and harassment (28% vs 33%)
and discrimination (14% vs 22%).
• An improvement in those who say they usually have enough
time for their work (52% vs 44%).
A 2013 Kings Fund study explained the links between employee
engagement, patient safety and outcomes in healthcare. The
findings were summarised, ‘there is a clear relationship between
the wellbeing of staff and patient wellbeing’.
“Evidence also shows that when patients report a better
experience of care they also have better outcomes; shorter length
of stay, higher compliance levels and faster recovery. In the
words of Manary et al, in the New England Journal of Medicine,
2013, “the available evidence suggests that measures of patient
experience are clear, distinctive indicators of healthcare quality”.
Improved performance
Values
•
There is a strong recognition of the CARE values 90% of
people are aware or strongly aware of care values vs 83% in
2016.
9