University College London Hospitals University College London Hospitals

NHS Foundation Trust NHS Foundation Trust

At UCLH we are well known for the quality of

our clinical outcomes and research. We share an
ambition to be equally as well known for the
experience our patients and staff have, in being
Our values, behaviours and standards
cared for and working here. How we serve patients and their families, and how we are with
Over a thousand members of staff and patients colleagues in the Trust and beyond.
have been involved in developing our new
values. These will guide everything we do, how
we make our decisions, and how we are with
patients and with each other.
The links between improved staff experience
and better patient experience are clear. As is the
evidence that shows a better patient experience
contributes to safer patient care and better
outcomes. By living up to our values everyday,
together we can make this happen.

Sir Robert Naylor

Chief Executive

Innovate and research

Develop through learning We strive to keep improving
Courage to give and receive feedback
Efficient and simplified

Respect everyone’s time

Work in partnership We achieve through teamwork
Explain and involve
Listen and hear

Protect your dignity

Attentive and helpful
we would want for a loved one
Friendly and courteous We offer you the kindness
Respect individuals

Take personal responsibility

Reassuringly professional
and wellbeing above everything
Keep people safe We put your safety
Deliver the best outcomes
We put your safety and wellbeing above everything
Love to see
Inspires others to follow best practice.
outcomes
the best
Deliver
Safely finds better ways to deliver
services. Influences team around them to
make patient and colleague physical and
psychological outcomes a priority.
Known for promoting vigilance for safety
(of patients and staff). Develops and
people
Keep
implements safer practices and reduces
safe
risk. Encourages others to make safety
a priority. Creates an environment where
others learn from mistakes.
Reassuringly
Is a role model for upholding the
professional
reputation of the entire UCLH team
around them in all that they say and
do. Instills confidence in colleagues
and patients with a consistently positive
attitude.
Positively influences beyond area of
Take personal
responsibility
defined responsibility to make the
experience of patients and colleagues
better without undermining others in the
organisation. Teaches others through
their actions and words about the
importance of staying accountable for
performance and actions.
We achieve through teamwork
Love to see
and hear
Motivates others by making people
Listen
feel their views are welcomed and
valued.
Explain and
Adjusts their communication style
involve
depending on who they talking
with; goes out of their way to keep
people informed.
Builds relationships and partnership
partnership
working with patients and
Work in
colleagues inside and outside
UCLH; inspires teams to achieve
more together than could be
achieved alone.
everyone’s time
Maintains responsiveness under
pressure of competing priorities;
Respect
and proactively seeks to reduce
waits and delays, clearly explaining
progress. Influences others to
respect others’ time.
Expect to see
Promotes / uses recognised best
practice (e.g. evidence-based) to ensure
consistent, predictable physical and
emotional outcomes. Ensures patient
and colleague outcomes are prioritised in
their day to day work.
Follows safe procedures in clinical and
non-clinical decision-making. Recognises
when things are going wrong and acts/
escalates. Learns from mistakes.
Personally acts in a manner that upholds
the Trust as a place in which patients
and staff can have confidence. Remains
calm and in control under pressure.
Engages with colleagues and patients to
proactively identify and resolve concerns.
Doesn’t ‘let the ball drop’ - sees things
through, keeps promises, is accountable
for their own performance and actions.
Expect to see
Listens to others, expresses an
interest in what others have to
say and engages with their points
of view.
Uses clear language and checks
understanding; explains what
is happening and what is going
to happen.
Puts the team above local interests
– demonstrates commitment to
shared objectives; collaborates
positively with colleagues; and
contributes honestly to discussions.
Sets clear, realistic expectations;
does what they have committed to
do; is punctual and values other
people’s time.
We offer you the kindness we would want for a loved one
Don’t want to see Love to see Expect to see Don’t want to see
Tolerates or engages in practice that
Is insensitive to the needs /
individuals
is not consistent with clinical and Thinks the best of people. Treats
Respect
Overcomes constraints to meet preferences of others; makes
non-clinical best practice. Sometimes people as valued individuals; is
prioritises “internal” or other activities individuals’ needs; always maintains inappropriate generalisations
ahead of activities that would most open to different views and ways
sensitivity and patience. about other people; is dismissive
benefit patient clinical and non-clinical of doing things.
of different views / cultures.
outcomes.
Friendly and
Cuts corners and demonstrates a lack Remembers people’s names, Ignores or avoids people;
courteous
Makes eye contact, smiles if
faces or facts to ‘personalise’ demonstrates rude, aggressive
of attention to detail. Does not give due
appropriate; always introduces
consideration to the safety of patients service; makes others feel special or impolite behaviour; is
themselves and their role and
and colleagues. and individual. Intervenes when inappropriately distant or
asks permission.
others do not do this. over-familiar.
Is unaware of the impact of their words
Attentive and
and actions on patients and colleagues.
Criticises colleagues in front of others. Keeps eyes open for people
Goes the extra mile, putting
helpful
Passes on personal stress to others. who need help and takes action to Avoids patients or colleagues
themselves out for the benefit
Does not pay attention to patients or help them or to find someone else who need help.
colleagues. of others.
who can.
Avoids responsibility. Can be inflexible.
Protect your
Creates an environment of privacy Demonstrates awareness of
Resists others’ effort passively - unable Demonstrates thoughtlessness or
dignity
to constructively help move past conflict. and dignity and is an active vulnerability; protects privacy; and
Looks for excuses and undermines a lack of awareness of others’
advocate for the vulnerable, both treats others as equals. Intervenes
others. needs and feelings.
patients and colleagues. when others do not.
We strive to keep improving
Don’t want to see Love to see Expect to see Don’t want to see
Proactively seeks and acts on
Courage to give
Fails to listen or try to understand feedback from patients, families Rejects or is dismissive of
and receive
Offers, welcomes and acts on
feedback
others’ views – talks over people and colleagues to help improve constructive feedback, and is
appreciative and constructive
and doesn’t allow them to express their service. Is skilled in giving reluctant to offer feedback or
feedback; says ‘thank you’ and
their opinion. and receiving feedback to praise to others. Uses their status
‘well done’ to others.
colleagues at all levels. Teaches to block feedback.
others to do likewise.
Makes little effort to explain; fails
to adjust language to audience
Efficient and
Cooperates and works with Fails to recognise the need for
Leads change for the better,
simplified
and situation; creates anxiety others to change for the better - change for the better; shows little
or confusion. influencing others and sticking
developing creative solutions to interest in alternative approaches;
with the problem until a solution
improve quality and efficiency within resists change or finds excuses not
is reached.
Puts own needs before others; fails safe parameters. to try new approaches.
to share information; and expects
others to adapt to accommodate
Is creative in making and taking
Develop
learning
through
them inappropriately. Puts up Takes accountability for their
challenging opportunities Lack of interest in the value of
barriers to working outside team own performance and seeks out
for learning development for learning for themselves or others.
or organisation. opportunities to learn and improve.
themselves and others.
Sets unrealistic expectations,
Innovate and
failing to manage time effectively, Understands research disciplines Seeks out new ideas, assists Shows little interest in improvement,
research
uses busyness as an excuse for and Identifies opportunities to development of learning through or the opportunity to apply new
persistent lateness and failing to build learning to improve service research and helps put findings ideas or research to improve
be prepared. through research. into practice. aspects of their role.