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Chapter 6

Feedback from staff/suggestions schemes

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6.1 Staff who are in everyday contact with users know what annoys and frustrates them, what they like and what they want changed. It's worth collecting, analysing and acting on this information. Front-line staff can be the first to spot problems; tapping into this information can help you solve problems at an early stage. It can also make staff feel valued and gives them an important role in improving services.

6.2 You don't necessarily need a complicated system. For many services, a simple form, and discussions at regular team meetings, will be enough. Or you could set up a group to collect and consider suggestions. Promote staff suggestions schemes actively rather than simply expecting passive feedback. Build in ways of passing on this feedback to decision-makers.

Points to think about:

Who to consult: which of your staff have most contact with your users? Contact may be face-to-face, by telephone or in writing. Try to get comments from staff who deal with the public in as many different ways as possible. Your staff will have views about the ways your users like to comment, and these may help you target future consultation exercises.
Training: staff need to be trained to deal with comments and, particularly, complaints. Depending on your circumstances, think about training in areas like telephone skills, problem solving, dealing with difficult or angry customers etc. Make sure that your staff are briefed well enough to provide information to members of the public. They should have an overview of the organisation and know where to get further information.
Systems: you should have regular systems for getting feedback from staff. These should be both formal (eg regular team meetings, inviting front-line staff to planning meetings) and informal (eg informal chats between senior and junior staff, written/e-mail systems, suggestions boxes). There should be ways for staff to make anonymous comments/suggestions if they wish.
Valuing staff: make sure your staff know that you value their comments and views. Consider rewards (they do not necessarily need to be financial) for good suggestions. If you have a reward system for good suggestions/comments, make sure that the process of selecting the winners is fair, and is seen to be fair. And always publicise what you have done as a result.
Reporting: staff must feel that they will not be penalised for making comments that might be critical of your service. Make sure that reactions to ideas are not defensive or negative, but do respond to suggestions. If there are good reasons why suggestions can't be implemented, it's important to explain what these are. Having an open and positive attitude will encourage staff to contribute more ideas.

Pros

Gives positive and negative feedback on services
Shows you value front-line staff
Shows how you are open to suggestions and comments
Source of instant information about what happens when people use your service

Cons

No good unless staff are properly trained, and systems for collecting and discussing feedback are in place.
Can be time-consuming to analyse comments.
Won't provide statistics (other than numbers of comments).
Not necessarily representative. Relies on staff making the effort. No substitute for actively seeking their views.

Costs: relatively cheap, as you are using existing resources.

Use to: get views from people who see your service from both user and provider perspective

ideas.uk is a registered charity, managed under the auspices of the UK Association of Suggestion Schemes, which is dedicated to sharing good practice and promoting the benefits of organisations involving their employees in ideas programmes.

ideas.uk is producing a self-assessment package to help organisations understand the key issues about developing ideas programmes.

For more information about ideas.uk, contact Rod Edgerton on the Ideas Helpline, tel: 0870 902 1658 or (www.ideasuk.com).

Greater Manchester Police have a suggestion scheme called ‘Forceful Ideas’. The aim of the scheme is to create and encourage a free flow of ideas between employee and management to improve efficiency, service, morale and performance within the Greater Manchester Police.

The scheme is promoted through:

promotional gifts, given to every contributor;
regular contributions and updates to the staff newspaper;
logos on correspondence;
videos;
poster competitions; and
presentation of awards by the Chief Constable. Such events are photographed and covered by the local press, as well as the force’s own press office, and published in the staff newspaper.

A scheme Panel meets quarterly and reviews all suggestions. They can make awards up to £250 to an individual for an implemented idea, and where an idea cannot be implemented they can make an encouragement award of £25, to acknowledge an innovative idea.

Contact: Pat Garside tel: 0161 856 0693/5 fax: 0161 856 0656

Burton Hospitals NHS Trust – Queen’s Hospital introduced a staff suggestion scheme after gaining Charter Mark in 1994. The revised and updated scheme was instrumental in winning Charter Mark for a second time, in 1997.

The original scheme was open to members of staff only and was based on the criteria used in Charter Mark assessment, namely setting standards, choice and consultation, courtesy and helpfulness... and so on. For the duration of the Charter Mark scheme, every issue of the staff magazine, Noticeboard, invited staff to suggest good ideas for improving the quality of service or increasing efficiency. Each issue suggested a theme in line with the Charter Mark criteria, although this was only used as a guide: any suggestions were welcome at any time. An attractive first prize (one week’s working visit to a hospital in Canada) was offered along with modest runner-up prizes. In addition, winners were publicised in the staff newsletter and local press.

The first scheme drew a large number of entries. The winner was a nursing sister who suggested issuing pre-paid return forms with clinic appointment letters. This made it easy for patients to confirm the appointment, request an alternative time or cancel. The form was circulated among staff and patients in draft form to make sure that it was clear and simple to use. When put in use, the pre-paid forms helped reduce the number of missed appointments, which cost over £80 each in wasted staff time. This also helps reduce waiting lists, as unnecessary appointments are more effectively ‘weeded-out’ of the system.

The suggestion scheme was extended and repeated in 1996. This time it not only included staff members but patients and visitors too. Again it drew a good response from many quarters. Overall winner was a consultant radiologist who suggested a new initiative on healthy eating, including increased choice of meals and better information. She told Noticeboard: ‘Facilities for healthy eating within the hospital have certainly improved and we now have a good range of salads, fruits and so on available, particularly in the restaurant. But I still feel we can do more, particularly if we are to set a good example for patients. I’d like to see more high-fibre dishes and less fat, in addition to which we could display more healthy eating information.’

Contact: Steve Peak tel: 01283 566333

If there are good reasons why suggestions cannot be implemented, it's important to explain what these are.

 

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