report to the trust board – 31 may 2012 · report to the trust board – 31 may 2012 title draft...

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REPORT TO THE TRUST BOARD – 31 MAY 2012 Title Draft HR Strategy

Executive summary In supporting the trust strategic objectives, this HR Strategy outlines 4 HR strategic goals as follows:

1. Provide a workforce that is flexible, efficient and at the right capacity, to meet the changing needs of the organisation

2. Ensure the Trust has a skilled and capable workforce 3. Develop a culture where the workforce is engaged, committed and supported 4. Support the application of high quality management & leadership practices

and behaviours The strategy sets out the key national and local drivers as well as outlining potential risks. In achieving the 4 goals and the trust strategic objectives, this 3 year strategy sets out a blueprint for a range HR/Workforce related objectives and supporting strategies & projects. In doing so this will encompass areas such as:

• Organisational Development • Employment & recruitment • Staff engagement • Workforce profile • Leadership & management • Staff engagement • Workforce planning • Learning & development • Workforce information • Role redesign • Technology • Health & wellbeing

These work areas are supported indicative time scales for a number of the supporting projects. We will ensure that Due Regard will be given in respect of all policies and procedures associated with this strategy (where proportionate). Integrated Equalities Services will assist in supporting this objective.

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S:\Chief Exec\TB\2012\May\Paper G1 HR Strategy.docx

Recommendation The Trust Board is recommended to: • Approve this strategy Related Trust goals We will attract, retain and develop a diverse, capable and

flexible workforce.

Risk and assurance Legal implications/ regulatory requirements

N/A

Presenting Director

Alan Duffell – Director of HR & OD

Author(s) Alan Duffell – Director of HR & OD *Disclaimer: This report is submitted to the Trust Board for amendment or approval as appropriate. It should not be regarded or published as Trust Policy until it is formally agreed at the Board meeting, which the press and public are entitled to attend.

Human Resources Strategy

2012/13 – 2014/15

Draft Version 1.0 May 2012

Alan Duffell Director of HR & OD

HR Strategy – May 2012 – Draft Version 1.0 2 of 23

1. Purpose The purpose of this document is to describe the HR strategic aims for the Trust, in relation to the people it employs (the workforce), in order to align those aims with the overall trust strategic objectives. This strategy will also propose the key priorities for Human Resources, designed to bring about achievement of those aims within agreed timescales. In doing so, it will also support the implementation of the integrated business plan.

2. Organisational Context The Trust was created in 2002 to provide mental health, learning disability and substance misuse services. In April 2011 the trust merged with Leicester City and Leicestershire County and Rutland Community Health Services, as a result of the national Transforming Community Services agenda, which brought together some 6,000 staff into a single organisation and provided the opportunity for the trust to deliver a fully integrated health and wellbeing service. In doing so the size of the organisation has grown and the range of services that are provide has significantly increased. The vision is to create a truly integrated ‘wellbeing’ trust where services are joined up to deliver new care pathways, which aim to meet both the physical and mental health needs of the population. The merging of organisations has many implications for the workforce and there are many examples of failed mergers. Most of these are not because the plans for integration of services, structures, systems and processes (the organisation) were not in place or effective. They often fail because the culture, commitment, motivation, role clarity and leadership (the people) are not aligned to the combined organisation. A recognition of the difference between integration of the organisation and alignment of our workforce are critically inter-dependent, will need to be supported by the HR and other related strategies. Looking forward to FT status and beyond, the trust has revised its strategic objectives as follows:

1. We will continuously improve quality, with services shaped from user experience and research.

2. We will deliver our financial plans and transform our estate and information technology. 3. We will maximise opportunities to deliver the best possible integrated care in Leicester,

Leicestershire and Rutland. 4. We will attract, retain and develop a diverse, capable and flexible workforce. 5. We will build our reputation as a successful, inclusive organisation, working in partnership

to improve health and wellbeing. This HR strategy will need to support all 5 of these strategic objectives and has a clear alignment with No 4. Accepting that the organisation has 4 key interrelated assurance priorities, as outlined in diagram 2.1, then the “people” element will traditionally be the primary focus for the HR function, however it is also important that HR support the other aspects. With the right people an organisation can achieve almost anything and by “right people” these are employees who are capable, focused,

Diagram 2.1


passionate and engaged and HR will have a key role to play in supporting this. Given that approximately 73% of the total running costs of the trust are its staff, progressing the workforce agenda will be central to real transformational change.

3. Strategic Hierarchy

This strategy cannot stand alone, as it must support the achievement of the organisational strategic objectives and service delivery, as well as underpin the development of further workforce strategies and associated HR policy, projects and plans, as outlined in diagram 3.1.

One of the key sub strategies will be the development of an Organisational Development (OD) strategy as that will have a direct link to leadership and staff engagement, as well as some linkages to health and wellbeing.

4. National/External Drivers

4.1 National Drivers & Challenges

Important national drivers and challenges will include:

• An economic climate with restricted finance • Changes to education & training funding arrangements – Developing the Healthcare

Workforce – From Design to Delivery (2012) • Modernising Nursing Careers (MNC) • Modernising Professional Regulations/ NHS Careers • Employment Legislative changes • Electronic Staff Records (ESR) • Care Quality Commission • The Mid Staffs Hospital enquiry • Increased competition

Diagram 3.1


• NHSLA • Clinical Commissioning Groups • Medical Revalidation • NHS Constitution (further expanded upon below)

4.2 NHS Constitution

In 2007 the DoH established the Peoples Matters Executive Group (PMEG) and commissioned research to identify “what matters to staff in the NHS”. This national work indicated 4 themes of key importance to NHS staff:

• The resources to deliver high quality care • The support needed to do a good job • A worthwhile job with the chance to develop • The opportunity to improve the ways of working

The results of this work were then incorporated into a number of initiatives, including the establishment of the NHS Constitution. The Constitution applies to all staff, doing clinical or non-clinical NHS work, and their employers. It focuses on the legal rights, embodied in general employment and discrimination law. The constitution also outlines the legal duties for staff. In addition to legal rights and duties, there are a number of staff pledges which the NHS is committed to achieve that go above and beyond legal rights and although they are not legally binding, they represent a commitment by the NHS to provide high quality working environments for staff. The constitution also includes expectations that reflect how staff should play their part in ensuring the delivery of high quality care. Although the Trust already has in place a vision, values and goals, the NHS Constitution can be used as the foundations for staff engagement within the Trust and assist in achieving the strategic goals. The constitution is further outlined at Appendix A.

5. Local Drivers & Challenges

5.1 Local Drivers & Challenges

Important local drivers and challenges may include:

• Continuation of post TCS integration • Organisational workforce profile • Sickness absence levels • Delivering the Trust’s strategic objectives • The implementation of the care pathways approach • Service redesign • Achieving FT status


• Supporting changes/developments in service provision: o Acquiring new services o Divesting existing services o Improving staff flexibility

• Supporting and achieving cost improvement plans (CIP) • Staff survey (further outlined below)

5.2 2011/12 Staff Survey

Although the Trust has improved significantly on the previous year with 28 Key Findings (KFs) in the bottom 20% to a position in 2011/12 where 16 KFs were in the bottom 20% when compared to similar trusts, this will continue to be an area of focus for the trust and will be supported by the implementation of the Organisational Development, Health & Wellbeing, Leadership and Staff Engagement strategies. The target for 2012/13 is for no more than 8 KFs in the bottom 20% and no more than 4 for 2013/14. Diagram 5.2 below outlines the best and worst performing areas, as well as the most improved areas within the trust.

Diagram 5.2

As well as addressing the issues identified with the survey, in order to support a more rapid review, analysis and intervention of workforce issues, the trust is looking to supplement the national staff survey with a local pulse survey.

6. Workforce Strategic Goals & Objectives

6.1 Workforce Strategic Goals


The Trust’s strategic plan sets out 5 strategic objectives and in support of that, this strategy describes the 4 high level workforce goals to aid the delivery of service improvement and for developing the future healthcare workforce.

1. Provide a workforce that is flexible,

efficient and at the right capacity, to meet the changing needs of the organisation

2. Ensure the Trust has a skilled and capable workforce

3. Develop a culture where the workforce is engaged, committed and supported

4. Support the application of high quality management & leadership practices and behaviours

6.2 Key Objectives

In achieving these goals, the HR agenda will need to focus on a number of objectives (outlined below) to be addressed over the duration of this strategy. A number of these objectives will be incorporated within their own strategy and/or have a specific project plan/business case.

• Make effective use of technology in support of the HR agenda • Provide a consistent integrated and coordinated approach in the delivery of training and

administration • Clearly define and deliver against statutory and mandatory training requirements • Ensure on-going review of the workforce profile and supporting role development • Provide mechanisms to support leadership development and succession planning • Develop a coordinated approach to support workforce planning • Develop strategy to promote the trust health & wellbeing agenda and a reduction in

sickness absence • Develop and implement systems to support appraisal and performance management • Establish Lean approaches to support processes redesign • Review HR policies, pay & reward systems and terms & conditions that underpin a

flexible workforce • Ensure adequate workforce information systems and reporting is in place to meet the

needs of the organisation • Support the development of a culture that drives innovation • Develop approaches that support effective team working • Build OD/Transformation capacity and capability within the trust • Ensure the trust develops and maintains a robust approach to staff engagement • Develop and implement an overarching approach to employment within the trust • Put in place an efficient and consistent recruitment process that identifies people with

the right skills, attitude and behaviour to meet the needs of the organisation. • Ensure the on-going provision of a robust and efficient HR function to meet the needs

of the trust


It must be recognised that this is not an exhaustive list of objectives and it is expected that over the course of this strategy, it is likely that these will be added to or amended to meet both organisational needs and to achieve the 4 strategic workforce goals.

7. Workforce Risks Outlined in the table below are 10 workforce related risks with supporting mitigating actions. Risks Mitigating Actions 1. Loss of, or requirement to pay for,

ESR (post 2014) Explore alternative options to replace ESR as the primary

workforce information system

2. Unable to source and retain appropriately skilled workforce to meet service delivery needs

Enhance the utilisation of apprentices Review other employment and recruitment approaches Development of in-house training programmes Development of new and more generic roles

3. Workforce is not flexible enough to meet the fast changing demands of service delivery

Revise policies and terms & conditions to improve flexibilities

Enhance the utilisation of apprentices Development of in-house training programmes Development of new and more generic roles

4. Staff are poorly motivated and engaged which impact negatively on quality and service delivery

Apply local staff surveys to analyse the issues Review approaches to staff engagement

5. Employment relations issues leading to an impact on service delivery and/or a negative media image

Strong staff engagement and partnership working with staff side

6. The abolition of national pay agreements

Collaborative working with other local trusts Strong staff engagement and partnership working with staff

side Consider the development of a pay framework that offsets

pay issues with other benefits

7. The workforce pay bill is unsustainable

Development of new roles Review other employment and recruitment approaches Review existing terms and conditions Consider the development of a pay framework that offsets

pay issues with other benefits

8. Demographic issues with an aging workforce

Enhance the utilisation of apprentices Development of new roles Review other employment and recruitment approaches


Risks Mitigating Actions 9. Lack of high quality leadership skills

and behaviours Review leadership development programmes Work with local education providers to deliver specialist

leadership programmes Development of in-house training programmes Establishment of a managers performance management

framework

10. Lack of identified successors in key posts.

Develop and implement a succession planning framework Expand leadership development programmes

8. Organisational Development

Organisational development is concerned with the planning and implementation of programmes designed to improve the effectiveness with which an organisation functions and responds to change. A key focus of the OD strategy will to further embed trust integration following TCS, as well as focus on the future organisational transformation. In doing so, the strategy must address both the “hard” (e.g. systems, structure and processes) and “soft” (e.g. culture, behaviours and values) aspects of OD. David Nicholson has stated that “Strategies and processes alone are not sufficient to drive the degree of change we are seeking, the NHS should focus on tackling the behaviours and cultures in the system that stand in the way.” The OD strategy will encompass a number of interrelated strands, outlined within the model below, diagram 8.0:

Diagram 8.0


8.1 Innovation

In order for the trust to drive forward innovation, it must first create a culture of innovation by creating the conditions that will support it. In a study undertaken by the NHS Institute, two thirds of staff respondents stated that they were not adequately supported by senior leaders to undertake innovation and improvement activities. As a trust, it will be vital to emphasise that innovative new thinking is required to meet some organisational goals and in doing so the trust will need to consider:

• How we make innovation attractive to staff • How we create a receptive organisational context for innovation • How we spread/disseminate and celebrate good innovation

In supporting innovation, the trust will also need to provide resources in terms of:

• Funding • Time • Authority to act • Expertise

8.2 Staff Engagement

There has been a strong national emphasis placed on staff engagement, demonstrated through the “What matters to staff” research, the NHS constitution and the link to performance, quality care and sickness absence. Coupled to this there has been a DoH publication, Real Involvement – Working with People to Improve Health Services (Oct 2008) which sets out guidance for NHS organisations in relation to section 242(1B) of the NHS Act 2006, the duty to involve and good involvement practice. For a number of years the Trust has had good employee relations, however, in taking the next steps forward in employee relations, it is important to consider how our staff have a stake in the business and become fully engaged with what the Trust is trying to achieve. This will be particularly important as the trust works with staff members and governors as a Foundation Trust. Engaged staff can deliver better care and improve; patient satisfaction, trust and confidence, productivity and staff retention, as well as help facilitate change. In the current economic climate with the potential need to make swift organisational changes, staff engagement becomes even more important. Aston University were commissioned by the DH

to undertake research into staff engagement within the NHS and staff surveys now have questions directly linked to staff engagement.

There is a need to understand how true staff engagement, in its widest sense, fits within the organisational context and as such the aim will be to develop a Staff Engagement Strategic Framework to outline how this will be applied within the

Diagram 8.2


Trust and may utilise the NHS constitution as the foundation for this work. In achieving this, it will be necessary to give consideration to the interrelationships between communication, marketing and engagement, as illustrated in the model shown in diagram 8.2.

8.3 Leadership Development

For the last 2 years the Trust has been successfully implementing a range of leadership/management development programmes. Looking forward, beyond the provision of management programmes, there is a need to further address areas, such as; management behaviour, performance management, clinical leadership, coaching & mentoring and delivery of smaller bite sized targeted management skills. As such, there is a need to develop a trust wide leadership and management development strategy, as well as consider other approaches to ensure Trust managers have the capability and apply good management practices necessary to meet the needs of the organisation. The leadership & management development strategy should clearly articulate what skills are required by managers at different levels across the organisation. Through having a single pan organisation framework, it will be possible to achieve consistency and standardisation of management/leadership training across the trust. This in turn will support the trust aim for a flexible workforce through skilling up managers who can work in all areas of the trust, as well as gain economies of scale and value for money in procuring and implementing these training interventions. In addition to development programmes, there is a need to review and formalise how the trust applies succession planning and talent management. This is vital to ensure we have an understanding of the key posts within the trust, the risks related to loosing those posts and an understanding of how that risk will be addressed, supported by an internal supply of potential candidates. Within the context of leadership development, there has been in place a short term board development programme in support of achieving FT and there is the intention to develop a longer term, more commercially driven, board development framework beyond achieving FT status.

8.4 Team Development

Effective team working is essential to support high quality care, as well as improve staff commitment, engagement and morale which in turn will often have a positive effect on sickness absence and culture. Team development is also particularly important in support of integration following the TCS process. Given the importance of this, there is a need to review how the trust assess team effectiveness and put in place development programmes that support improved team working and effectiveness as a whole rather than just focusing on individual skills development.

8.5 Attitude & Behaviour

Organisationally the trust has in place systems to ensure that our staff have the right skills and knowledge for service delivery. Although capability and capacity are essential, so is ensuring that the staff we recruit, as well as existing staff, display the correct attitudes and behaviours expected of them. As such, it will be important to identify how the trust will embed the core


values determined by the trust, to ensure that all staff within a healthcare environment have care and compassion in the duties they carry out for our patients, as well as supporting and respecting their colleagues.

8.6 Workforce Profiling & New Ways of Working

In considering at the longer term workforce requirements, there will be a need to review the overall trust profile to ensure the maximum value from the workforce is gained. In reviewing this, it will be necessary to consider new ways of working and what new roles, potentially more standardised roles to support workforce flexibilities, are required to achieve this. Allied to this will be the need to review how and what role specific training is provided, to ensure our staff are equipped to meet the demands of any new ways of working. Examples of these roles may include, Assistant Practitioners, Advanced Practitioners, Nurse Consultants, etc.

8.7 Performance & Efficiency

Performance and efficiency will need to be viewed from both a systems/process perspective and a workforce component. Linked to staff engagement and innovation, it will be important to capture the efficiency ideas from our staff, who understand the services we deliver best, and support them with implementing those ideas. This support may include the application and training of “Lean” type approaches to improve trust processes. From a workforce perspective, it will be important that we ensure that all staff and teams are aware of the performance expected of them in all roles, as well as provide them with feedback on how well they are achieving the level expected of them.

In addition to the 7 OD strands, given the frequent levels of organisational change that is required to take place, it will be important to review the principles of good change management in order to best support managers and staff during that process.

9. Workforce Metrics & Information

Workforce information is now a vital part of core HR service provision with accurate and timely information being essential to provide a clear workforce overview of the Trust, as well as supporting both the management of staff and service delivery. As such, this information should be used by HR and service managers alike to help inform and target management action, as well as provide an overview at board and divisional level.

9.1 Workforce Metrics For 2012/13 the Trust has revised the workforce metrics and associated targets that are reported to board and divisional level, which will focus on 8 key areas of workforce:

1. Workforce Profile 2. Sickness Absence 3. Bank & Agency use 4. Staff Turnover 5. Organisational Change 6. Employee Relations


7. Recruitment 8. Learning & Development

These 8 areas, with supporting targets are further outlined in Appendix B.

9.2 Workforce Information

Workforce information can often be viewed on 3 levels. The first being the production of basic statistics on workforce composition, the second provides indication of efficiency/effectiveness and the third level should provide an indication of real value creation by the workforce. Although some minor aspects of the revised metrics give an indication at level 3 (e.g. training investment per head) much of the workforce information is based at level 1 and 2. The next steps must be in relation to future projection of workforce trends and the triangulation of key workforce information to provide real insight and understanding of workforce issues. Diagram 9.2a describes a posible triangulation of workforce information to identify potential issues. Beyond just workforce triangulation, the next evolution will be to triangulate information on an organisational perspective, as shown at diagram 9.2b.

10. Workforce Planning & Role Development

Development of the workforce will be crucial to achieving the trust strategic aims, as well as on-going service delivery and workforce planning will be an essential element of our overall organisational development. Workforce planning describes a number of related activities and can be defined as providing the best care through a workforce of the right size, with the right skills and diversity, organised in the right way and within an affordable budget. Given this, workforce planning seeks to anticipate the impact of these variables and anticipate potential future imbalance through providing answers to some key workforce questions such as:

Diagram 9.2a Diagram 9.2b


• What will they do? • What skills will they need? • Where will they work? • Where will they come from? • How many people will we need? • What is our current and projected workforce balance?

The Next Stage Review placed a significant importance on workforce planning and explained that 60% of the staff that will deliver NHS services in 10 years time are already working within healthcare; however they will be required to work:

• In a different way • Perhaps in different places • Probably using different skills

As such, the workforce planning process should allow the Trust to understand where it is currently, where we need to be and identify how the gap will be filled, in terms of roles, skills and numbers. The output of this will have a direct impact on employment/recruitment and/or learning and development. These relationships are outlined in diagram 9.1.

Diagram 9.1

Successful workforce planning, beyond just a simple “numbers game”, along with role re-design, will be pivotal in ensuring we have the right staff at the right time as well as support efficiency savings. Traditional planning arrangements often identified available funding first, then identifying the number of traditional roles that this would support before, going onto develop job descriptions to support a new service. The aim will be to use the principle where future care pathways and/or service requirements are the starting point before identifying the skills/competencies required to deliver that service and then developing a role that will meet those requirements. In following this principle it may be possible to develop new roles, which in some cases may move away from traditional roles.

11. Health & Wellbeing


Sickness absence is a key priority for this organisation, as well as the NHS as a whole, both in terms of the financial impact it has on the Trust and the pressure it places on service delivery, notwithstanding the a need to address the overall health and wellbeing agenda. The Boorman review of “NHS Health and Wellbeing” (2009) report, outlines areas of good practice and gives a classification of Mental Health Trusts with an absence rate in excess of 5.45% as ‘poor’ whilst 5% or under would represent ‘good’. Since then, there has been an overall drive for NHS trusts to achieve a target of 3.39% by 2013/14, however through the East Midlands SHA, there have been an acceptance that a target of 3.6% should be set for 2013/14. In moving towards this target, the trust achieved a target of 4.5% in 2011//12 and has set a target of 4% for 2012/13. Although sickness absence is a key target for the trust, it is vital that the trust address the wider Health & Wellbeing agenda. Through focusing on this, organisations are able to; improve performance, improve productivity/efficiency, improve engagement and create a healthier environment in which to work. To achieve this, the trust will develop an all-win health and wellbeing strategy which will focus on how benefits can be achieved at the individual level and the wider workforce level, as well as the corporate/organisational level, as outline in diagram 11.

12. Learning & Development

Training interventions support a range of needs from meeting the organisational legal/statutory requirements to providing a platform for staff to develop personally. Given this, the aim will be for learning and development to be structured around a 3 tier model, as shown in diagram 12.0.

Diagram 11


In applying this model, it will be important to align this delivery to the both the short and longer tern needs of workforce planning and role design. This model will also allow the classification and prioritisation of training to ensure the achievement of statutory and mandatory training requirements. Allied to this, there will also be a requirement to link training delivery to the recruitment process through the assessment and delivery of key skills, such as numeracy, literacy and IT. In relation to the identification, administration and reporting of training, as well as appraisal, there is an increasing need to review IT related solutions in order to improve effectiveness of the L&D function. As part of reviewing the learning & development strategy, there will be a need to review approaches to training delivery, as well as incorporate a review of e-learning opportunities to ensure the trust is well placed to take advantage of these approaches.

13. Technology

Technology can be a key tool in support of wider workforce efficiency initiatives, as well as using technology to support and improve HR processes and information. Although ESR is considered the primary workforce information system, outlined below are other typical workforce related technology initiatives, some of which are already under review within the trust:

• E-rostering • E-learning • Central training admin system • Text messaging reminder service, e.g. training session reminders, • Other mobile phone technology • Electronic appraisal systems • Online staff pulse surveys • Electronic sickness absence reporting systems • Electronic CRB • ESR self service • Electronic HR – access to HR advice by managers • Workforce information • HR case management systems • Electronic expenses

Diagram 12.0


To progress a wide range of workforce related technology initiatives, it is essential that these are implemented in a coordinated and integrated approach to ensure that the true value and efficiencies are achieved. HR technology initiative’s often fall into one of three categories:

• Transactional/replication – recreating the content of an existing process/function into an IT based system

• Enhancement – improving upon the functions of existing systems • Transformational – a revolutionary restructuring of workforce/HR delivery systems

In advancing the use of technology, there will be a need to develop an overarching workforce systems implementation programme, to both identify what it is aiming to achieve, in line with the three categories and to align the implementation of the various systems to gain the maximum organisational benefit.

14. Recruitment & Employment

14.1 Recruitment

The cost of a “bad” appointment can be significant in any organisation and this is particularly true of the NHS. The implications of a “bad” appointment can impact:

• Financially • Time • Patient care • Team effectiveness • Organisational reputation

Accepting this, it is vital that robust consistent and standard processes are in place that are also aligned to the organisational values. This may require the implementation of initiatives such as:

• The incorporation of key skills assessment, such as numeracy, literacy and IT • Development of mandatory interview questions • Incorporating an element of attitude assessment • More central control and lock down of job descriptions and person specifications • Implement standardised interview assessment sheets • Greater application of an electronic process

The aim for the recruitment process will to bring into the trust, people with the right skills, knowledge, attitude and behaviours.

14.2 Employment

Looking beyond the recruitment process, it is important to take a wider view of employment. In doing so, the trust will need to consider a number of employment related aspects, such as:

• The Trust’s social responsibility as a large employer in the community • The available recruitment pool • Workforce planning needs


• Organisational age demographics • Work experience • The development of apprentice’s • Terms and conditions • Work placements • Opportunities for service users

15. HR Alignment

In order to achieve the goals and plans set out within this document, as well as support the achievement of the Trust’s organisational objectives, HR must be used as an enabling function to support service delivery. Functionally, HR covers a wide spectrum of activity, ranging from operational to more strategic interventions. However, there is a clear need to ensure that HR and the wider workforce agenda is aligned to the business agenda of the Trust and acts as an enabling function to support the achievement of the Trusts strategic objectives as well as service delivery. In the same way that the trust aspires to provide integrated health care, a key factor in delivering the workforce strategic goals will be the ability of HR to align and integrate all aspects of the people management agenda. This alignment and integration is summarised in diagram 14.0.

Diagram 14.0


16. Strategy Implementation Appendix C outlines an indicative high level implementation plan to support the achievement of this strategy. Focusing on the key areas, as previously outlined, e.g. workforce planning, team working, leadership & management, etc, there are a number of projects, many of which will be cross cutting, directly aligned (but not exclusively) to the achievement of the four goals. The outline plan spans a three year period which has greater detail in the earlier years. As such, it will be important to review this plan on an annual basis, as well as developed more detailed individual project plans. Although these project areas will be led by HR, it is important to recognise that it may require additional resources, as well as requiring the whole organisation to commit to this and support it, in order to see them through to successful implementation.


Appendix A – NHS Constitution The constitution is outlined within the following 4 sections.

Staff Rights:

Staff Pledges:

Significant factors that contribute to staff motivation have been captured nationally from NHS staff and used to develop a number of pledges that the NHS will strive to deliver.

1. Have a good working environment with flexible working opportunities, consistent with the needs of patients and with the way that people live their lives.

2. Have a fair pay and contract framework. 3. Can be involved and represented in the workplace. 4. Have healthy and safe working conditions and an environment

free from harassment, bullying or violence. 5. Are treated fairly, equally and free from discrimination. 6. Can raise an internal grievance and if necessary seek redress,

where it is felt that a right has not been upheld.

• The NHS commits to provide all staff with clear roles and responsibilities and rewarding jobs for teams and individuals that make a difference to patients, their families and carers and communities.

• The NHS commits to provide all staff with personal development, access to appropriate training for their jobs and line management support to succeed.

• The NHS commits to provide support and opportunities for staff to maintain their health, well-being and safety.

• The NHS commits to engage staff in decisions that affect them and the services they provide, individually, through representative organisations and through local partnership working arrangements. All staff will be empowered to put forward ways to deliver better and safer services for patients and their families.


Staff Legal Duties:

Expectations – how staff should play their part in ensuring the success of the NHS:

• To accept professional accountability and maintain the standards of professional practice as set by the appropriate regulatory body applicable to your profession or role.

• To take reasonable care of health and safety at work for you, your team and others, and to co-operate with employers to ensure compliance with health and safety requirements.

• To act in accordance with the express and implied terms of your contract of employment.

• Not to discriminate against patients or staff and to adhere to equal opportunities and equality and human rights legislation.

• To protect the confidentiality of personal information that you hold unless to do so would put anyone at risk of significant harm.

• To be honest and truthful in applying for a job and in carrying out that job.

• You should aim to maintain the highest standards of care and service, taking responsibility not only for the care you personally provide, but also for your wider contribution to the aims of your team and the NHS as a whole.

• You should aim to take up training and development opportunities provided over and above those legally required of your post.

• You should aim to play your part in sustainably improving services by working in partnership with patients, the public and communities.

• You should aim to be open with patients, their families, carers or representatives, including if anything goes wrong; welcoming and listening to feedback and addressing concerns promptly and in a spirit of co-operation. You should contribute to a climate where the truth can be heard and the reporting of, and learning from, errors is encouraged.

• You should aim to view the services you provide from the standpoint of a patient, and involve patients, their families and carers in the services you provide, working with them, their communities and other organisations, and making it clear who is responsible for their care.


Appendix B – Workforce Metrics & Targets

1. Workforce Profile Targets

Total number of WTE

Total head count

Vacancy rate >6%-<13%

Ave cost per head

% Staff from a BME background >14%

2. Sickness Absence Targets

Total % of Sickness Absence ≤4%

% ST sickness absence

% LT sickness absence

Cost of sickness absence

Number of lost days

4. Turnover (quoted as an annual % rate)

Targets

Total workforce turnover 10 - 15%

Turnover rate for Clinical Registered Staff

10 - 15%

Turnover rate for Clinical Non Registered Staff

10 - 15%

Turnover rate for Non-Clinical Staff 10 - 15%

3. Bank and Agency Use Targets

Bank costs

Agency Costs

Bank & Agency Spend as a % of pay bill <10% WTE bank & agency as a % of trust WTE <12%

5. Organisational Change

Staff affected by change

Staff at risk of redundancy

Staff on notice of redundancy

Staff redeployed

Staff on pay protection

6. Employee Relations

Number of open formal grievances

Number of open bullying & harassment cases

Number of open formal disciplinary cases

Number of other open capability cases

Number of open Employment Tribunals

8. Learning & Development Targets

Staff with an appraisal within the last 12 months >80% Trust training expenditure (as a % of Trust income) Number of internal training days made available Number of internal training days attended New starters who have attended Trust Induction Day within their first 6 weeks >95% Staff trained in Core Mandatory Training

>85% Average number of training days attended per employee

Staff with a qualification at a minimum of level 2 (Skills Pledge) >75%

Internal training attendance rate >85%

7. Recruitment Targets

Average number of job applicants per post advertised

% BME applications >20%

BME Ratio of appointees to shortlisted candidates ≤1:5


Appendix C – Outline Project Plan

report to the trust board – 31 may 2012 · report to the trust board – 31 may 2012 title draft...

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