Over 4 years ago, the organization received a poor inspection rating from regulators and staff morale was low. The internal communications team was underfunded and produced an unwelcome newsletter. They aimed to build community among the organization's 16,000 staff across 5 hospitals. They made quick wins through social media and an improved intranet to engage staff and showcase leadership. These changes improved staff survey feedback and recommendations over time, growing staff numbers and pride in the organization.

1. Started from the bottom,
now we’re here
Alenka Daniel, internal communications manager
Presented by:@alenka_daniel
Our vision, values and behaviours
BH12518

2. Over 4 years ago,
our regulators
gave us a damning
inspection

4. Staff morale at an all time low
> Only 45% of staff would
recommend us as a place to work
(Staff friends and family test, 2015)
Higher than the national average
for bullying and harassment
(NHS staff survey, 2015)

5. Internal communications
was unloved and the
butt of jokes
A unwelcoming brand
Fortnightly managers briefing with no input from execs
An intranet that was everyone’s favourite enemy
26 page word document disguised as a weekly e-bulletin
We didn’t have:
Analytics
Targeted newsletters
A social media strategy for staff engagement
Commitment to a cycle of team briefings

6. Our challenge:
Bringing together a
community that is the
size of small town
Our town
✓ 5 hospitals and
community services
✓ 16,000 staff
✓ Extremely diverse
The Royal London
Hospital
St Bartholomew’s
Hospital
Newham University
Hospital
Mile End
Hospital
Whipps Cross
Hospital
BUT…. we had:
✓ No budget
✓ A very small team
✓ A bit of a frosty
reputation

7. To show that we
were changing the
rules, we made
some quick wins

8. And opened up the doors
to social media
Our corporate Twitter channel generates higher
engagement than others in our sector
An opportunity to publicly ‘shout out’ about our
successes and enhance our reputation
Engages frontline staff who may not be on email
Providing visible leadership from top team who cannot
physically get around each area of the hospital

9. This led the way for
making the big changes…
and set the foundation
for deeper engagement

10. A digital workspace
for everyone
People like people so we introduced
two way communication:
✓ Blogs
✓ Discussion boards
✓ Commenting
✓ Polls
✓ A personalised greeting
plus

11. Giving #TeamBartsHealth their
voice back by inspiring change…
3,700 views
42
comments
1 solution

12. …and solving problems

13. Leading from the front
Chief executive and her team
make a concerted effort to be
visible on social media
They are driving the culture
they want to see by celebrating
success and generating pride
More approachable as a result
– for staff and patients
15k
14k
13k
12k
11k
10k
9k
7k
6k
5k
4k
3k
2k
1k
0
2015 2018
12.5k
2k
followers

14. We’re getting better✓ We were the 2nd most improved trust in
London, and 8th most improved nationally
in our 2018 NHS Staff Survey feedback
✓ 4 out of 5 of our staff would recommend us a
place to be cared for – our highest ever!
✓ #TeamBartsHealth has 1,000 more permanent
staff than 2 years ago

15. Sharing is caring
Secure buy in from your executive team
Get by with a little help from your friends
Look outside the box
Be brave
Loosen the reins
Always deliver a product you would be proud of
Be patient

16. Thank you!
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ANY