Head of Sales and Customer Service

CONTENTS

1 The Post 2 Main Tasks required of the Post 3 Duties and Responsibilities of the Post

4 Learning and Development Facilities 5 Probationary Periods APPENDIX 1

A1 Person Specification A2 Trust Profile A3 Organisational Structure A4 Divisional Services A5 Health and Safety A6 Equality Impact Statement

POST TITLE: Head of Sales and Customer Service

POST REFERENCE: 372-HPS1010

BAND: Band 8a

RESPONSIBLE TO: Managing Director

LINE MANAGEMENT RESPONSIBILITY FOR: Customer Services Staff

BASE: Huddersfield Pharmacy Specials, Acre Mill/ CHFT

1. THE POST

1.1 Post Description

Is responsible for leading profitable sales generation and all account management activity at Huddersfield Pharmacy Specials (HPS)

Responsible for operational management of the Customer Services and wholesale distribution (warehouse) sections of HPS.

Responsible for sales profitability and cost management contributing to the profitable growth of HPS

Contribute to business development initiatives as requested. Responsible for overseeing customer communications and relations with HPS. Assists the Managing Director in budgetary management of HPS. Assists with general management functions across all sections of HPS. Assists with managing a wide range of projects within HPS.

2. MAIN TASKS REQUIRED OF THE POST

2.1 Main Tasks

Sales and Account Management

Ownership of company sales strategy, targets and P&L and delivers on annual sales plans and targets

Direct point of contact for external suppliers and internal staff Responsible for profitably growing sales within HPS

The person will be required to drive new business sales as well as growing the existing accounts, through a combination of reference selling, cross selling and up selling.

Manage the full sales cycle from finding prospects, producing costed proposals through to closure and eventually transition new accounts into Account Management

Drive consistently high levels of activity to ensure a strong pipeline of potential deals week over week

Leads on maintaining an up to date customer relationship management system (CRM) and utilizes it optimally to generate sales

Develops strategies and executable plans to ensure sales of existing products and services are maximized

In conjunction with the Managing Director, develops sales strategies and plans for new products and services

Develops an understanding of market conditions and competitor developments. Assists with the compilation of the annual business plan for HPS in conjunction with the

Senior Management Team and the Finance Department Assists in preparing and presenting business cases as necessary to secure the necessary

funding for service development

Develops strong customer relationships through regular communication and customer satisfaction reviews. Ensures that information gathered is used to deliver continual service improvement

Enhances the national profile of HPS through the development of an effective marketing strategy and corporate image

Develops relationships with all customers such as NHS Trusts and the Pharmaceutical Industry, ensuring that the interests of the Trust are fully protected and that sales and business opportunities are fully explored and acted upon.

Takes the lead role in preparing submissions for OJEU, national and regional tenders as appropriate. Ensures proper co-ordination with Trust Service Development and Finance departments.

Leads on marketing planning and leads on initiatives such as attendance at trade shows etc.

Embraces networking via social media

Provides client and competitor information and intelligence to senior management Operational Management/ Good Distribution Practice

Ensures that the warehouse and customer service functions comply with all local procedures and the requirements of current Good Distribution Practice.

Ensures any changes to procedures, processes, equipment or practices are adequately assessed via the formal change control process

Assists the Head of Production in development of production planning tools and delivering product supply targets.

Assists HPS senior staff in developing and managing production capacity. Takes the lead role in “Demand Management” for HPS. Develops and monitors KPIs for HPS activities. Assists the Head of Production in monitoring the use of overtime within HPS and uses /

develops other capacity planning data to analyse staffing requirements vs. predicted / actual activity.

Facilitates production planning techniques for improved product availability. Co-ordinates the monthly compilation of capacity plans. Constantly develops strategies to improve customer service and decrease customer

complaints

Ensures that health & safety risk assessments are undertaken and regularly updated for warehousing and customer services section.

Ensures that robust contingency arrangements for the Customer Services Section are in place.

Project Planning / Organisational change

Is able to effectively manage and/or monitor a wide range of concurrent projects within HPS ensuring that business targets and deadlines are met

Assist with organisational changes e.g. changes related to the establishment of the new production facility

Information Systems

Ensures the ERP system holds accurate and up to date costing and pricing information

Liaises with relevant IT specialists to make best use of data from the HPS computer system to assist with sales and business planning and development, product pricing, competitive tendering for purchased goods and services etc.

In conjunction with Health Informatics, ensures that change control procedures are applied fully to ensure the integrity of data within HPS manufacturing / stock control computer system

Looks to maintain and invest in HPS information systems so that a robust ‘MIS’ system is available to all HPS staff.

3. DUTIES AND RESPONSIBILITIES OF THE POST

3.1 Clinical Duties

There are no clinical duties required in this post. 3.2 Professional Duties

Assists the Managing Director in providing emergency cover for HPS. Handles and moves goods and equipment (maximum weight 25kg), transferring them

between cages, trolleys, cupboards, work areas and shelving that are at different levels. Covers the duties of other members of staff in warehouse /customer services during

periods of sickness and absence and undertakes any other reasonable duties. Complies with Trust and departmental policies relating to security and patient

confidentiality ensuring that procedures are carried out in accordance with safe systems of work and current legislation.

3.3 Managerial Duties

Set and monitor progress against business and individual objectives

Ensures that all staff in the team are comprehensively trained in sales and customer service techniques/good distribution practice and ensures that training records are maintained.

Ensures that Performance Development Reviews (PDR’s) for all staff within the section are carried out.

Ensures that the abilities of all staff are fully utilised. Continually reviews the service and implements process improvements where possible. Implements Trust Human Resource policies, undertakes sickness and absence,

capability and disciplinary reviews within Customer Service Section. Assists with recruitment and selection processes within HPS.

3.4 Financial Duties

Assists the Finance Department to allow the rapid generation of the HPS Trading account, and ensures that the annual financial timetable is adhered to.

Ensures that all procurement activities are fully compliant with Trust Standing Financial Instructions.

Prepares information to enable tendering for goods and services to occur in conjunction with the supplies department.

Uses a variety of techniques and business models and is able to look for and deliver efficiency savings within HPS.

Ensures that stock check and stock adjustment procedures are carried out to the satisfaction of internal/external audit

Acts as an authorised signatory for orders, time sheets, expenses claims etc. within the Directorate Schedule of delegated authority.

Assist with the provision of financial information to support effective decision making. 3.5 Managing Self

Participate in regular supervision.

Attend all mandatory training.

Participate annually identifying, developing and agreeing your own development plan with your Line Manager using the Trust Appraisal.

Comply with all Trust policies, procedures and protocols.

Carry out duties with due regard to the Trust’s Equal Opportunity Policy.

Seek advice and support from Line Manager whenever necessary.

Maintain professional conduct including appearance at all times.

Ensure maintenance of Professional Registration. 3.6 This job description is an outline only and is not definitive or restrictive in any way. It will be

regularly reviewed and may be amended in the light of changing circumstances following consultation with the post holder.

4. LEARNING AND DEVELOPMENT FACILITIES

There are extensive Learning Centres at both Calderdale Royal Hospital and Huddersfield Royal Infirmary; both centres are equipped with audio-visual equipment. There is also a library at the Calderdale Hospital site with a full range of journals plus intranet and electronic access. In 2015 the Trust invested in a purpose built simulated 2 bed ward at Huddersfield Royal Infirmary which can be altered to be an emergency medicine bay, a theatre/ICU area or a clinic setting. There is also a simulation training room at Calderdale Royal Hospital equipped with control rooms. There are simulation manikins on both site, SimMan 3G, SimMom, SimJunior and SimBaby. All healthcare workers are able to access relevant training sessions for their role.

5. PROBATIONARY PERIODS

All staff new to the Trust are required to undergo a 6 month probationary period (except medical staff and staff on temporary or fixed term contracts for 6 months or less who are subject to separate arrangements).

All existing Trust staff transferring internally to a new post within the Trust are required to undergo a modified probationary period of 3 months.

APPENDIX A1: PERSON SPECIFICATION – XXXX

REQUIREMENTS

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Qualifications

Knowledge of management / business administration acquired through degree or equivalent experience

E Y

Further training and experience to post graduate diploma level equivalent supported by significant management experience gained within a public/private sector organisation

E Y

Experience

Proven background in sales with evidence of leading sales functions and managing sales staff

E Y Y Y

Evidence of delivering sales targets E Y Y Y

Experienced in negotiation and preparing tenders E Y Y Y

Evidence of staff and operational management skills E Y Y Y

Experience of managing financial resources / budgets E Y Y Y

Evidence of success in project management and expertise in monitoring business performance

E Y Y Y

Project / change management skills E Y Y Y

Business planning skills. E Y Y Y

Evidence of previously generating significant sales in either the public or private sector E Y Y Y

Knowledge of pharmaceuticals, clinical trials, manufacturing and contract research D Y Y Y

Training

Demonstrates commitment to CPD in order to maintain skills required. E Y

Special Knowledge/ Expertise

Knowledge of a wide range of computerised software such as CRM/SalesForce and ERP systems

E Y Y

Sound knowledge of Health and Safety issues and ability to manage risk E Y Y

Knowledge of the Pharmaceutical industry Knowledge of IT client / server systems D Y Y

Experience of the ISO9000 quality system Experience of using Crystal Reports D Y Y

Practical/Intellectual Skills/Personal Qualities

Leadership and motivational skills E Y Y

Ability to introduce new and innovative work practices E Y Y

Project management skills E Y Y

Problem Solving and analytical skills E Y Y

Able to be assertive whilst being consistent and fair E Y Y

Planning and organisational skills E Y Y

Highly developed interpersonal and communication skills E Y Y

Business acumen / financial analysis and management skills E Y Y

Ability to work under pressure and Application Form Interview complete tasks to the necessary deadlines

E Y Y

Self-motivating and able to empower /motivate/inspire others E Y Y

Able to prioritise and manage time effectively E Y Y

Innovator E Y Y

Education and training skills E Y Y

Health

Able to fulfil the health requirements of the post as identified in the Job Description, taking into account any reasonable adjustments recommended by Occupational Health.

General

Must be eligible to work in the UK.

Ability to work in various locations throughout the network of services provided by Calderdale and Huddersfield NHS Foundation Trust.

Appendix A2: TRUST PROFILE

Calderdale and Huddersfield NHS Foundation Trust is an exceptional place to work with many amazing teams of hard working and dedicated staff, delivering high standards of patient care. We have made significant changes in the way we work to meet the challenges of the changing NHS.

This as an exciting time for our continuing development and we are ensuring that the organisation is fit for purpose by introducing and embedding new skills and behaviours.

Colleague Engagement Strategy

This describes the Trust’s ethos for engaging with staff. The organisation is working with its staff to refine its approach and integrate this into everything that we do. It underpins our management development programme

It consists of four Pillars

Calderdale and Huddersfield NHS Foundation Trust became a Foundation Trust on 1 August 2006. The Trust provides 24-hour acute healthcare services to around 435,000 people who live in the two areas served by the Calderdale and Kirklees councils. The Trust also has patients who travel from further afield to access our services. The Trust employs over 6000 people and has an operating income of £354m (2014/15). In April 2011 the provider services from NHS Calderdale (the Primary Care Trust) transferred to the Foundation Trust forming part of the Trust’s strategy to become an Integrated Care Organisation. The Trust’s principal commissioners are Greater Huddersfield Clinical Commissioning Group and Calderdale Clinical Commissioning Group and provides services to 435, 000 people A2.1 The Trust

Since its formation, the Trust has clearly demonstrated its ability to deliver high quality health services during a time of significant organisational change. This ability is based on a strong and committed workforce and partnership working across the local health community and private sector. Each year the Trust has approximately:

• 110,000 in-patient and day-case admissions • 380,000 out-patient appointments at its hospitals • 130,000 attendances at its Accident and Emergency departments in Halifax and Huddersfield

The Trust provides services across two hospital sites, Calderdale Royal Hospital, Halifax and Huddersfield Royal Infirmary with a total of 870 beds. In October, 2016, proposals for the next, and very exciting phase in the Trust’s history, are being developed. They will create – over the next five years - more centralised care at our Trust in two specialist centres. An emergency care centre with a dedicated paediatric unit will be created at Calderdale Royal Hospital and a specialist centre for planned care will open in a brand new hospital alongside our new Acre Mills Outpatients centre across from the existing Huddersfield Royal Infirmary. The Right Care, Time Place, proposals also include proposals to extend care provided by our teams in our communities together with our partners in social and primary care. A2.2 Electronic Patient Records (EPR)

The Trust, in conjunction with Bradford Teaching Hospital NHS FT, is implementing an electronic patient record system. This is more than a computer system; EPR will transform the way everyone at both Trusts works, making sense of busy, complex health services, analysing information in clever ways and helping to manage many every-day tasks. This system will not only help to treat patients more effectively by giving healthcare staff easier access to up-to-date information, it will also use this information to improve care, and give healthcare staff the tools needed to be safer and more efficient. It would be easy to think of EPR as simply a computer system that takes paper-based health records and stores them digitally. In reality, EPR will bring about a step-change in how healthcare staff work. Health services care for many thousands of patients every day, with different and complex health conditions. Having up to date, accurate information, available to everyone, whenever they need it helps us to offer the best care we can and ensure that patients get the treatment they need. EPR goes beyond being a system for storing information. When patient records are stored on paper, the information can only be understood and analysed by staff reading through all of it every time they see a patient. EPR is capable of taking this information and applying the knowledge, intelligence and experience of a much wider network. This means the system is capable of suggesting plans of care, supporting clinical decision-making and acting as a double-check. In addition to this, it can be a valuable tool in managing the wider healthcare system. EPR can help to manage the flow of patients through our hospitals, helping them respond to increases in demand by identifying where beds are available (or where they might be available tomorrow) and offering insights into how services are used and where they could be more efficient. By drawing on best practice from across the NHS and beyond, EPR could give everyone working in local health services the tools they need to deliver safer, more efficient care. The EPR system chosen by both trusts is called ‘Millennium’ and is supplied by US software supplier Cerner. This system is already used by thousands of healthcare organisations around the world, Homerton University Hospital NHS Foundation Trust, Barts Healthcare NHS Trust and St George’s NHS Foundation Trust.

APPENDIX A3: ORGANISATIONAL STRUCTURE

The Trust is committed to clinicians leading and managing service delivery. All specialties work within a structure of Divisions and Directorates led by Divisional and Clinical Directors who have responsibility and accountability for the operation of clinical services. Leadership development is encouraged and supported at all levels and there are excellent relationships between clinicians and managers throughout the Trust. The Executive Board is the main board where clinical strategy is developed and discussed and where operational activities are agreed. This reports to the Board of Directors via Executive Directors who form part of the Executive Board alongside the Clinical Divisional Directors.

APPENDIX A4: DIVISIONAL SERVICES

The four Clinical Divisions are detailed below along with some of the services that they offer:

Families and Specialist Services

Ante-natal Services Midwifery Services

Community Midwifery Services Paediatric Assessment and Observation

Children’s Assessment Unit Specialist Paediatric Team

Neo-natal Unit ACON

Gynaecology Services Sexual Health & HIV Services

Obstetric Services Family Nurse Partnership

Health Visiting Health Records and Appointments

Continence Infection Control

Radiology (including Medical Illustration)

Health Records and Appointments

Pathology Pharmacy

Infection Control Pharmacy Manufacturing Unit

Medical

Cancer Services Neurology

Respiratory Services Neurophysiology

Gastroenterology Rheumatology

Diabetes Dermatology

Cardiology Rehabilitation Services

Palliative Care Services for Older People

Acute/Emergency Medicine

Surgery and Anaesthetics

Orthopaedics Ophthalmology

Vascular Surgery Ear, Nose & Throat

Upper GI Surgery Colorectal

Breast Surgery Intensive & High Dependency Care

Urology Endoscopy

Maxillofacial Surgery Anaesthetic Services

Chronic & Acute Pain Services Day Surgery and Operating Theatres

Plastic surgery

Community

District Nursing Community Matrons

Therapies Specialist Nurses

Podiatry Health Visiting

Diabetes Virtual Ward

Quest for Quality Initiative Family Nurse Partnership and Children’s Therapy

There is also a separate Corporate Division which provides support services including Workforce and Organisational Development, Finance, Procurement & Supplies, the Health Informatics Service, Planning, Performance Estates & Facilities, Commissioning & Partnerships, the Medical Director’s Office and Corporate Nursing & Risk. Board of Directors

The Board of Directors, led by the Chair, has a responsibility to make sure there is a clear strategic direction for the Trust and that it fulfils its statutory responsibilities in relation to patient care and experience, finance, governance, clinical quality and partnership working. The Board of Directors, in addition to the Chair, comprises six Non-Executive Directors and the following Executive Directors:

Chief Executive – Owen Williams Director of Nursing– Brendan Brown Director of Planning, Performance, Estates & Facilities – Lesley Hill Director of Finance – Gary Boothby Medical Director – David Birkenhead Director of Workforce and Organisational Development – Ian Warren

Membership Council

We have a well-established and proactive Membership Council and membership. Both are a vital link with the local community. The Membership Council has several statutory responsibilities including the appointment and termination of Non-Executive Director roles via the Nominations Sub Committee; setting the remuneration for Non-Executive Directors via the Remuneration Sub Committee; the appointment of the External Auditors and approval of the Trust’s Annual Plan. The Board of Directors and the Membership Council work closely together to shape future plans for improved patient care and experience and to deliver governance processes of the highest order.

APPENDIX A5: HEALTH AND SAFETY

All medical and dental staff employed by the Trust are expected to comply with Trust Policy and management instruction with regard to Health and Safety and to Fire Prevention and, in particular to anything that endangers themselves or others.

A5.1 Healthcare Associated Infection

Healthcare workers have an overriding duty of care to patients and are expected to comply fully with best practice standards. You have a responsibility to comply with Trust policies for personal and patient safety and for prevention of healthcare-associated infection (HCAI); this includes a requirement for rigorous and consistent compliance with Trust policies for hand hygiene including the ‘naked below the elbow’ approach, use of personal protective equipment and safe disposal of sharps. Knowledge, skills and behaviour in the workplace should reflect this; at annual appraisal you will be asked about the application of practical measures known to be effective in reducing

HCAI. The Trust has the responsibility of ensuring that adequate resources are available for you to discharge your responsibilities.

A5.2 Safeguarding

The Trust has in place both a Safeguarding Children Policy and a Safeguarding Adults Policy in line with national legislation. The Safeguarding Policies place a duty upon every employee who has contact with children, families and adults in their everyday work to safeguard and promote their welfare. In the event that you have concerns about possible harm to any child or adult you should contact your line manager immediately or in their absence your Assistant Divisional Director. Out of hours contact should be made with the on-call manager through switchboard. The Trust has nominated Safeguarding Leads who act as contact points for support and advice if concerns are raised about a child or adult’s welfare. These individuals can be reached through switchboard during office hours by asking for the Named Professionals for Safeguarding Children or Adults respectively. The policies and procedures described below are located on the intranet and internet site and you should ensure you are aware of, understand and comply with these. In addition the Trust will publicise and raise awareness of its arrangements and provide appropriate resources and training.

CHFT Safeguarding Children Policy

Safeguarding Board Procedures for West Yorkshire (www.calderdale-scb.org.uk or www.kirklees.gov.uk/safeguarding)

CHFT Safeguarding Adults Policy

CHFT Procedure for Managing Allegations Against Staff

APPENDIX A6: EQUALITY IMPACT STATEMENT

Calderdale and Huddersfield NHS Foundation Trust aims to design and implement services, policies and measures that meet the diverse needs of our service, population and workforce, ensuring that none are placed at a disadvantage over others. We therefore aim to ensure that in both employment and services no individual is discriminated against by reason of their gender, gender reassignment, race, disability, age, sexual orientation, religion or religious/philosophical belief, marital status or civil partnership.