|
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). |
| Burton Hospitals NHS Trust Queens
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 weeks
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. Id 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.
|