Ayrshire and Arran NHS Board

Transcription

1 Paper 14 Ayrshire and Arran NHS Board Monday 18 May 2015 People Strategy People matter Author: Patricia Leiser, HR Director Sponsoring Director: Patricia Leiser, HR Director Date: 28 April 2015 Recommendation The NHS Board is asked to endorse this important long-term strategic document, which describes the Board s ambitions and commitments as an employer moving to 2020 and beyond, and will be key in supporting the Board to deliver its purpose, commitments, values and strategic and operational objectives. Summary The People Strategy identifies that the strategic intent is for our people to be engaged, encouraged, empowered and enabled, and this will be achieved by progressing four core objectives to retain, develop, support and attract the right people. For each of the core objectives the strategy identifies the key commitments that the Board needs to make working towards 2020 and beyond. Key Messages: People are key to our organisational success. Considerable improvement work has been undertaken ver the last three years, which has helped to shape and prepare the way for the People Strategy. Staff feedback has confirmed that improvements are taking place. The people agenda is positioned within a variety of strategic documents and plans. There would be organisational benefit in developing one strategic overarching People Strategy, pulling together all people related activity and offering strategic vision and direction. The strategy clarifies the strategic intent for our people and the four core objectives that require sustained commitment and action over the next five years to 2020 and beyond. The strategy will be supported by a more detailed Corporate People Plan, which will replace the Board Staff Governance Improvement Plan and will pull together all corporate people actions that are currently contained in a variety of other plans. This will be reported regularly into the Staff Governance Committee. 1 of 29

2 Glossary of Terms AHP EEI HR HSCP LDP LUCAP MAST MYH PDR Allied Health Professions Employee Engagement Index Human Resources Health & Social Care Partnership Local Delivery Plan Local Unscheduled Care Action Plan Mandatory and Statutory Training Mind Your Health Personal Development Review 2 of 29

3 1. Background Over the last three years, the Board has been working to develop an open, fair and just culture and has undertaken a significant number of improvement programmes across all aspects of the people agenda. In 2012 the approach to Staff Governance was revitalised and refocused with a focus on improvement and staff feedback. The culture, values and behaviours programme has been key to starting to change the culture in the Board. It commenced in Summer 2012, with 3000 staff participating and engaging in shaping and agreeing the values and behaviours, which were agreed by the Board in May A management development programme was then developed in house to support all managers in developing their engagement skills and to be confident in using these. To date 97% of managers (804) have participated in the programme and are now following up with their teams on their team purpose, values and behaviours. A significant programme of work has been taken forward on staff engagement relating to the culture programme; preparation for and feedback from the national staff survey; the preparation for a phased implementation of imatter between 2014 and 2017; PDR engagement; and establishing local staff forums. A significant amount of improvement work has been taken forward on staff health, safety and wellbeing in line with the strategy and three-year Improvement Plan that was approved by the Board in May There are seven areas within the Plan and progress continues on all seven. In relation to learning and development, during 2014 we have fundamentally changed and improved our Corporate Induction programme and our approach to MAST in terms of focus, delivery, recording and reporting. Collectively, this work has begun to set the tone, foundations and the expectations for the People Strategy. 2. Improvement Staff s level of participation and feedback from the staff survey and the phased implementation of imatter is confirming that the Board is doing the right things and that improvements are being made. In 2014 the Board further improved the number of staff participating in the staff survey by 4% on the 2013 rate (to 43%); the second highest Board level in Scotland. 18 of the areas in the staff survey had improved since the 2013 survey, 23 areas were more positive than the national position and the overall experience of working in the Board improved, with 66% of staff reporting that they would recommend their workplace as a good place to work. The Board has begun the implementation of imatter with five Directorates commencing implementation. From these five Directorates, a 90% participation rate has been achieved, together with a 79% EEI. 3 of 29

4 3. Aim of the People Strategy There is a gap in the Board s Strategic Framework, as currently there is no overarching strategic document where all the key issues relating to the people agenda are retained. Instead, one needs to access a variety of documents and plans, which can lead to confusion and lack of clarity, purpose and direction. The People Strategy provides strategic long term vision and direction, and puts everything together into one source. It is intentionally high level so that it will have longevity and still be relevant at 2020 and beyond. The strategy is not new but builds on the legacy of work undertaken over the last three years and, therefore, has relevance for the service and commitment to improvement already exists. The strategy identifies the current and anticipated future workforce challenges the Board needs to address, defines the kind of organisation and employer the Board aspires to be, and outlines our commitments and objectives to our people and, reciprocally, what the Board expects from its people. From implementing its commitments to its workforce the expected outcomes from the People Strategy are for the Board to: be an attractive employer of choice, a great place to work and able to retain the right people who are capable, committed, flexible and resilient; provide safe, supportive and improved staff experience that helps our staff to do their job to the best of their ability; support our managers to be skilled and effective people managers, who help their staff to adapt to new and improved ways of working; be a learning organisation and focus on learning and development at individual, team and organisational level; recognise and celebrate staff s contribution and achivements; promote and embed the caring, safe and respectful culture, and support all staff to demonstrate the required behaviours. The People Strategy also identifies the expectations on staff as part of the reciprocal arrangement of rights and responsibilities that underpins the Staff Governance Standard. These are to: engage with your manager to ensure you are clear on your role and priorities and fulfil these to the best of your abilities; respond positively to change, be flexible and adaptable and work differently when required; identify your training, learning and development needs through self reflection and review and discussion with your manager, and then to act on these; look after your own health, safety and wellbeing and that of colleagues; live by the agreed values of caring, safe and respectful and to demonstrate these in all actions, behavours and decisions; be open, approachable and treat everyone with dignity and respect; provide feedback on your employment experience within your team and participate in identifying improvements where these are needed. 4 of 29

5 4. Strategic intent and core objectives The strategic intent of the strategy is for our workforce to be engaged, encouraged, empowered and enabled, and this will be achieved by progressing four core objectives to retain, develop, support and attract the right people. For each of the objectives the strategy identifies the key commitments that the Board needs to make working towards 2020 and beyond. 5. Making and monitoring progress The People Strategy is intentionally high level and will still be relevant at To support this, an annual Corporate People Plan is currently being constructed to capture all corporate actions and programmes of work relevant to the people agenda and in support of the People Strategy. This will replace the variety of separate people related plans that currently exist. The corporate Staff Governance Committee approved the framework for the Corporate People Plan at its last meeting and a populated plan will be presented to the next Staff Governance Committee meeting. 6. Engagement and involvement Over the past six months, a variety of discussions have taken place to ensure wide involvement in informing and shaping the People Strategy document. Once approved, there will be a future programme of engagement to ensure local ownership and commitment at service level. This strategy covers all staff employed by the Board, irrespective of where they work. The introduction of Health & Social Care Partnerships, which bring together Health and Local Authority employed staff into integrated teams focused on providing health and social care services, is being considered and worked through. 5 of 29

6 Monitoring Form Policy/Strategy Implications Workforce Implications Financial Implications Consultation (including Professional Committees) Risk Assessment The People Strategy is a component and enabler of the Board s strategic framework, and links in to the Corporate Strategy in tandem with the Board s other key programmes of work. The People Strategy provides a framework for future programmes of work, including workforce planning to ensure that the Board has the right people in the right jobs, with the right skills at the right time. It is intended that the actions arising from the People Plan, which supports the People Strategy, will be undertaken within existing resources. Where this is not possible, it will be raised through the right processes. The People Strategy has been drawn up with the support of and input from the Area Partnership Forum and Staff Governance Committee and a range of focus group discussions and feedback. An outline framework was presented to the Chief Executive s Management & Planning Conference in October Associated risks will be captured within the People Plan. Best Value - Vision and leadership The document provides a strategic vision for the future workforce requirements of the organisation in terms of retaining, developing, supporting and attracting staff. - Effective partnerships The strategy describes the expectations on both the Board and staff to work together in achieving an attractive and productive working environment. - Governance and accountability The strategy provides the NHS Board with assurance that the people agenda and staff governance is at the forefront of the Board s operating framework. - Use of resources The strategy confirms that people are the Board s most valuable resource and that the actions associated with the strategy are intended to achieve best value from a committed, supported and resilient workforce. - Performance management The strategy and associated People Plan will be performance managed through the Staff Governance Committee. Compliance with Corporate Objectives Single Outcome Agreement (SOA) Workforce (workforce plan / staff health, safety & wellbeing / learning organisation / staff experience) Implications for health and social care integration are still to be determined. Impact Assessment As this is an internal strategic document, an impact assessment has not been carried out. 6 of 29

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8 Contents Page 1. Foreword and opening statement from the Chief Executive and HR Director 2 2. Introduction 4 3. Setting the scene National and Local Strategic Context 6 National level 6 NHS Ayrshire & Arran vision and strategy 7 Strategic framework and corporate objectives 8 4. People Strategy People Matter 12 Strategic intent and core objectives Conclusion 22 Images courtesy of NHSScotland Photolibrary

9 1. Foreword from the Chief Executive To say our people are our greatest asset has become a bit of a cliché, but that doesn t make it any less true. We employ 10,500 people and the need to create an organisation where people want to work, where careers are interesting and developed, where everyone is encouraged to reach their full potential, feel their contribution is recognised and valued and where wellbeing and personal resilience is supported, has never been more important. Since taking up the post as Chief Executive, I have been championing the development of an open, fair and just culture; the development of a strategic framework organised around the four pillars of performance of service, quality, people, finance and the refreshing of the relationship with our workforce. When recently asked which of the four pillars is most important I answered people, because our people are vital to the delivery of the Board s purpose, commitments, values and strategic objectives. We are facing some of the most challenging times relating to growing service demand and expectations, demography and health status of our public and workforce and the financial environment we are operating in, as well as how and where we deliver services will require to change and improve. Our ability to respond to these challenges will be predicated on having highly engaged, encouraged, empowered and enabled people, who will respond positively to the changes and be willing to work differently. This cannot happen by default, it needs to be by design and the Board s People Strategy People matter will lead and support this endeavour. I am confident that by working together we will achieve the healthiest life possible for everyone in Ayrshire and Arran and an improved work environment for people working within NHS Ayrshire & Arran. John Burns Chief Executive Opening statement from the HR Director The Board s People Strategy People matter sets out where we want to be as an organisation and employer moving to 2020 and beyond. It draws together strategically all that the Board is doing to: address our current workforce challenges; plan for and be in a state of readiness to address our future workforce challenges to 2020 and beyond; deliver the strategic intent of having a workforce that is engaged, encouraged, empowered and enabled while at work. 2

10 In line with the national Staff Governance Standard, the Strategy recognises that an organisation that demonstrates commitment and improvement to its culture and to ensuring that its workforce are fairly and effectively managed can reasonably place reciprocal expectations on its people to take responsibility for their actions in relation to themselves, their organisation, their colleagues, their patients and the public. The People Strategy fully outlines the Board commitments and the reciprocal expectations from its people. The range of programmes of work underway to support the People Strategy are beginning to have an impact as reflected in the improved feedback in the 2014 staff survey results, and the first imatter results. However it is vital that the Board further develops and embeds these programmes of work and has the right people, in the right jobs, with the right skills, at the right time. To help achieve the Board s strategic intent requires progress across four core objectives to retain, develop, support and attract the right people and enhance the working lives and employment experience of our people. The Board s leaders and managers at all levels have been asked for their personal commitment, enthusiasm and drive to progress the strategy s objectives within their area, working closely with and involving their staff. The strategy has been developed through input and contribution from staff and managers from across the Board and from the Area Partnership Forum and has the full support of the NHS Board. Patricia Leiser HR Director 3

11 2. Introduction Ayrshire & Arran employs 10,500 people, has a revenue budget of more than 560 million and serves a population of more than 360,000 people in and around Ayrshire and Arran, covering an area of 1,310 square miles. Moving to 2020 and beyond, we are facing a number of challenges - increased patient expectations and demand for services; an ageing demographic profile of patients and workforce with multiple chronic conditions; more complex and expensive services and care provision; while securing ever more challenging annual cash and productivity efficiencies. How health and social care services are planned and delivered has changed, with the integration of health and social care services and the introduction of Health & Social Care Partnerships. The key organisational workforce challenges that need to be addressed are: our workforce is ageing and large numbers of staff may choose to retire; our workforce health status is not at the level we would want it to be; this reflects our wider population profiles, and we have higher levels of staff sick from work either short term or long term, than we would want. The pension changes and the need for staff to work longer before accessing their pension is likely to exacerbate this health challenge requiring innovative actions around job design and health, wellbeing and resilience; there is a significant lack of workforce supply in some staff groups. This is a particular problem in relation to medical workforce, which requires national, regional and Board level actions and solutions; there are significant expectations being placed on our workforce to adapt and change in line with changing acute and health and social care service models and available resources. NHS Ayrshire & Arran believes that getting the people agenda right is fundamental to improving patient care and the quality of our services. Supporting, developing and retaining our current staff to ensure that they are appropriately skilled and equipped to deliver high quality, safe and effective care, while being able to respond positively to change and work differently is paramount; as is recruiting the right people, with the right skills at the right time. We cannot achieve our ambitions without a focus and ongoing improvement in how we engage, encourage, empower and enable our people, improving their employment experience and enabling them to respond positively and appropriately to change and meet the expectations placed on them. Much has already been achieved in relation to our approach to people and we have a workforce that already works hard and demonstrates 4

12 significant discretionary effort. To support future sustainability and resilience, we require to focus on what and how we work to ensure efficiency and effectiveness, while developing people s potential. To meet the range of challenges and opportunities facing us as we progress to 2020 and beyond, it is vital that: we continue to develop an organisation where our people are supported and encouraged to deliver excellence each day; we clarify the expectations placed on our people and we support and enable them to achieve these; we ensure our leaders and managers are the best they can be to inspire, improve and innovate, and deliver change in a safe and successful way, while working with, involving and supporting their staff; we continue to develop distributed leadership to share responsibilities for decisions and innovation; we continue to encourage self reflection and review and our people undertake this to direct their own personal development; the Board has the right people in the right jobs with the right skills at the right time. The Board s People Strategy People matter is a key document that: sets out where we aim to be as an organisation and employer to 2020 and beyond; provides a strategic focus and coherent framework for all of the current and future people agenda programmes of work: o Staff Governance improvement plans; o Staff Health, Safety and Wellbeing Strategy and improvement plan; o Culture, values and behaviours; o Workforce planning; o Everyone Matters improvement plan; o imatter implementation. provides top line details of the strategic activity that will ensure we can retain, develop, support and attract our valued people. 5

13 3. Setting the Scene National and Local Strategic Context National level In September 2011, the Scottish Government set out the strategic vision for the delivery of health care services in Scotland. The 2020 Vision states that:...by 2020 everyone is able to live longer healthier lives at home, or in a homely setting and, that we will have a healthcare system where: we have integrated health and social care; there is a focus on prevention, anticipation and supported self-management; when hospital treatment is required, and cannot be provided in a community setting, day case treatment will be the norm; whatever the setting, care will be provided to the highest standards of quality and safety, with the person at the centre of all decisions; and there will be a focus on ensuring that people get back into their home or community environment as soon as appropriate, with minimal risk of re-admission. The 2013 paper, Route Map to the 2020 Vision for Health and Social Care goes on to describe the twelve priority areas for action to deliver the 2020 Vision set against the triple aim domains; quality of care, health of the population and value and financial sustainability. These documents set out the national direction to achieve high quality, sustainable health and social care services in Scotland, which was then enshrined in Scottish law with the passing of the Public Bodies (Joint Working) (Scotland) Act The Scottish Government s 2013 publication Everyone Matters: 2020 Workforce Vision articulates the national drive towards new and improved ways of working to deliver high quality healthcare services, with an emphasis on ongoing engagement with staff and partner organisations. Everyone Matters is supported by an annual Improvement Plan focused on actions under each of the twelve priority areas. Our People Strategy mirrors this ambition at local level, and is supported by a corporate People Plan describing the actions required to take forward the organisation to 2020 and beyond. In addition, since 2013 there has been a national HR shared services programme which seeks to simplify, standardise and share HR best practice, efficiency and the development of sustainable HR shared services across NHSScotland Boards. This is an important context for how the People Strategy will be supported going forward. 6

14 NHS Ayrshire & Arran: vision and strategy Board purpose, commitments and values A high performing organisation is clear on what it is there to do. It is therefore important for staff to have clarity around the purpose of our organisation and how this relates to them individually. In NHS Ayrshire and Arran we have agreed our purpose: our commitments: 7

15 and our values and behaviours: and have taken steps to implement these across the organisation. However, in order to continue to progress in challenging and difficult economic times, it is essential that we continue to work together to ensure we maximise our skills and expertise. Working together is of central importance to achieve our purpose. In such a complex organisation, none of us can achieve the delivery of high quality services in isolation. It is important to recognise that building and maintaining relationships requires us to express our needs and understand our colleagues and partners, working together proactively and effectively in order to achieve the best outcome for all. Strategic framework and corporate objectives In February 2014, our Board approved, Our Health 2020 as NHS Ayrshire & Arran s health and wellbeing framework. This provides a locally relevant strategic overview and describes how NHS Ayrshire & Arran will achieve the 2020 Vision. To link these various strands into a coherent structure, the Board has developed an overarching strategic framework. This builds on the strategic direction outlined in Our Health 2020 and shows the relationship between the national priorities for the 2020 Vision, key strategic direction statements derived from Our Health 2020 and the Board s corporate objectives. 8

16 To provide assurance that NHS Ayrshire & Arran is delivering against its strategic direction and corporate objectives, a Corporate Strategy has been developed from previous work to identify the Board s strategic priorities. The Corporate Strategy comprises the key programmes of work, strategies and plans with their associated 9

17 actions, milestones and measures of performance that NHS Ayrshire & Arran will aim to achieve each year as we work towards 2020 and beyond and the delivery of the 2020 Vision. The Corporate Strategy will be reviewed annually and a bi-annual performance report will be produced to support the mid year and annual review processes. The Corporate Strategy will also provide the context and content for the LDP and the performance management arrangements to monitor progress and delivery of the LDP. An example of some enabling plans and strategies in place within the organisation are listed in the diagram below. The People Strategy provides leadership and direction to what the Board needs to do to lead and support its people to achieve our purpose and is a key component of the Board s strategic framework: It is explicitly referred to in strategic direction statement four: Focus on becoming an employer of choice and a great place to work, where we respond to the needs of the people we care for and adapt to new and improved ways of working. 10

18 It supports and enables the delivery of all corporate objectives but is particularly key to: o number four: Working Together to create a learning organisation which is passionate about improvement and innovation ; o number six: Working Together to attract, develop and retain capable, committed, healthy and flexible staff ; o number seven: Working together to promote and embed the Caring, Safe and Respectful culture and support all staff to demonstrate the required behaviours and appropriately challenge when this does not happen. It is identified as one of the key enabling strategies supporting the Corporate Strategy. This strategy is intentionally high level and long term and outlines the strategic intent and core objectives which the Board will work to in order to deliver progress towards 2020 and beyond. The strategy will be supported by the corporate People Plan, which will identify specific actions, interventions, and corporate programme of work and will be regularly reviewed by the Area Partnership Forum and the Staff Governance Committee. The Staff Governance Committee will monitor and evaluate the effectiveness of the strategy. 11

19 Empowered Encouraged 4. People Strategy People matter Strategic intent and core objectives We are seeking to create an open, fair and just culture and develop an organisation where people strive to deliver excellence each day and feel appreciated, fulfilled, happy, healthy and resilient at work in other words our strategic aim is for our workforce to be engaged, encouraged, empowered and enabled. To achieve this aim, the Strategy draws together the activity and programmes of work under 4 core objectives relating to how we retain, develop, support, and attract our people thereby enhancing their employment experience and working lives and supporting them to provide and deliver excellence every day. The core objectives are: Retain We want to retain our people, by demonstrating a caring and learning approach and by treating our people fairly and consistently, to enable them to feel engaged, empowered and valued and to demonstrate our values in how they do their work and how they interact with others. Develop We are developing our Board to become a learning organisation and we recognise the importance of developing our people and encouraging them to be the best they can be, maximising their learning and career opportunities through ongoing professional and personal development. Support We want to support our people to be healthy, feel cared for and encouraged to enhance and improve their wellbeing and resilience. We want to provide person centred and proactive engagement and support for the welfare of our people both within and outwith the working environment. Attract We want to be known as a great Board to work for, have sufficient workforce supply and easily attract high quality applicants, who reflect our values. Engaged Retain Support Develop Attract Enabled 12

20 We recognise that our people are vital to the delivery of the Board s purpose, commitments, values and strategic objectives. The organisational commitments we have already made to our workforce, and which we have been working to deliver since the Board agreed them in May 2013, were the starting point for this People Strategy, and these are that: We will work together to create an open, fair and just culture where: we are all valued, respected and developed to be our best; we are all informed, involved, listened to and treated fairly and consistently; and we are all safe and are supported to improve our health and wellbeing. We need to work in partnership with our people, recognising the importance of balancing expectations and responsibilities in order to make the improvements identified and achieve the retain, develop and support objectives. Our people have expectations of their employer, their manager and their employment experience to be valued and treated with respect; to be treated as an individual with unique capabilities and characteristics; to be listened to, to be involved and engaged with proactively; to be treated fairly and consistently; to be trained and developed; to be supported and cared for, and to feel that they have control over what happens in their day to day working lives, particularly during periods of change. The Board has expectations of its people to understand their role and fulfil these to the best of their abilities; to respond positively and adapt to change; to identify and act on their training, learning and development needs; to look after their own health, safety and wellbeing and that of colleagues; to demonstrate values of caring, safe and respectful in all actions, behaviours and decisions; to be open, approachable and treat everyone with dignity and respect; to provide feedback on their employment experience and to participate in identifying and making improvements. 13

21 Retain: Our strategic intent to 2020 and beyond We want to retain our people, by demonstrating a caring and learning approach and by treating our people fairly and consistently, to enable them to feel engaged, empowered and valued and to demonstrate our values in how they do their work and how they interact with others. Delivering our objective of retaining our people is dependent on a clear organisational commitment to fulfil our aspiration of NHS Ayrshire & Arran being a great place to work. This will be demonstrable through people being willing to engage, feeling valued and having the commitment to and flexibility in their work, which will assist the organisation in meeting its purpose, commitments, values and behaviours. We understand that the foundation to fulfilling this ambition is ensuring that we have effective and supportive people management practices, which are designed and reactive to employment experience and feedback, thus engendering the ethos of continuous improvement. Our terms and conditions of employment, which are attractive and valued, coupled with flexible employment policies and innovation in job design, engender our commitment to retain our people and help to make us an employer of choice. We want our people to have pride in the role they undertake, truly living the values we are committed to delivering, and be empowered to share this enthusiasm and commitment with colleagues. We recognise the positive value of acknowledging and celebrating the achievements of our people. Commitments working to 2020 and beyond: We will: continuously improve our engagement plans and mechanisms for receiving feedback from our people on their employment experience; ensure that each team implements the imatter tool to support team functioning and identify continuous improvements against the staff governance standards; introduce exit interviews to provide essential feedback information which will assist to improve retention; enhance our approach to people recognition and celebrating achievement, through further developing and embedding Ayrshire Achieves; ensure that all teams have embedded and are living by our agreed values and behaviours; 14

22 provide creative and responsive management development and training interventions to support our managers to be engaging managers who consistently and effectively implement people related policies; support our people to have longer healthier working lives by innovatively designing jobs and roles. Measures to determine success: culture metrics; staff survey and imatter results; Staff Governance improvement plans; extent of participation in Ayrshire Achieves; number of grievances. 15

23 Develop: Our strategic intent to 2020 and beyond We are developing our Board to become a learning organisation and we recognise the importance of developing our people and encouraging them to be the best they can be, maximising their learning and career opportunities through ongoing professional and personal development. To deliver high quality services we need capable people with the requisite skills, experience and availability of opportunities to let them flourish. At the heart of enabling this is ensuring that all people have a regular PDR with their manager whereby their individual learning and development needs are discussed and agreed. The intelligence from effective, quality PDR coupled with team and organisational learning and development requirements provides the basis of the Learning Strategy and Plan. Pivotal to the effectiveness of the Learning Strategy is articulating our understanding of current and future training and development needs of our people, and providing a catalogue of in-house and external training and development. By its nature, through innovation in service delivery, the health sector is ever evolving and we acknowledge the challenge of ensuring our Learning Plan is accordingly responsive and dynamic. We recognise the importance of proactively identifying and supporting our current managers, ensuring they are equipped with the requisite skills and competences to fulfil these person centred roles and, through effective succession management and development programmes, identifying, developing and supporting future managers. Commitments working towards 2020 and beyond We will: continue to improve the arrangements, process and delivery routes so that all staff are fully trained in MAST; consider innovative approaches to improve our people s commitment to and value for PDR, ensuring that all staff participate in an effective and quality PDR/appraisal process; develop a learning strategy and plan that articulates and reflects current and future service and individual training and learning needs; map, review and focus our leadership development investment; review and improve our management training and development provision to support our managers to be highly skilled and effective person centred managers; 16

24 identify ways to achieve optimal performance from staff; introduce an effective approach to talent and succession planning. Measures to determine success: levels of MAST undertaken; levels of PDR/appraisal completion; current and future learning and skills requirements are known and identified in the learning plan and workforce plan; training and development metrics. 17

25 Support: Our strategic intent aim to 2020 and beyond We want to support our people to be healthy, feel cared for and encouraged to enhance and improve their wellbeing and resilience. We want to provide person centred and proactive engagement and support for the welfare of our people both within and outwith the working environment. The NHS is facing unprecedented levels of increasing demand for services and we do not underestimate the implications this presents in both the working and indeed personal lives of our people and we are committed to building and developing the resilience of our workforce. Through continuously improving the health, safety and wellbeing of our workforce, NHS Ayrshire & Arran will demonstrate its commitment to building resilience and enabling our people to lead longer healthier lives and be at work. The ongoing promotion and embedding of our values and behaviours will also be contributory to achieving a supportive working environment for our people. By its very nature the NHS is continually evolving and changing in order to best meet the health and care needs of the population and we recognise that change can be difficult for individuals, teams and indeed the organisation as a whole. We will continue to support our people to be flexible, responsive and adaptive to change. Commitments working towards 2020 and beyond We will: continue to develop and progress the Board s culture programme, promoting and embedding the agreed values and behaviours, and ensure mechanisms exist to support the culture of positively tackling staff behaviour that does not reflect these agreed values; improve health, safety and wellbeing to enable our people to lead longer healthier lives and be at work by implementing the Staff Health, Safety and Wellbeing Strategy, through a challenging current implementation plan that is regularly reviewed; ensure that our people see change positively and are fully supported through change to be flexible and able to adapt appropriately and work differently where this is required; continue to encourage self reflection and review to help our people learn from experiences and to help direct their own personal development and improvement; 18

26 develop a strategic approach for building and developing resilience in the workforce, including e.g. peer support, mindfulness. Measures to determine success: attendance at occupational health services; use of staff care, peer support and mediation service; levels of sickness; staff health check metrics; levels of stress absence; culture metrics. 19

27 Attract: Our strategic intent to 2020 and beyond We want to be known as a great Board to work for, have sufficient workforce supply and easily attract high quality applicants, who reflect our values. Effective workforce planning, effectively integrated with service and financial planning and with learning and development, is the foundation upon which our workforce supply requirements are established. We aspire to be an employer of choice and are committed to delivering dynamic, innovative and professional recruitment and selection processes to ensure that we attract high calibre candidates who share our organisational values and behaviours. Through proactive marketing and job advertising we will show candidates why NHS Ayrshire & Arran is a great place to work. Unemployment, and in particular youth unemployment, is both a national and local challenge. Employment is one of the most strongly evidenced determinants of health and therefore we will continue in collaboration with our partners to maximise and innovate our approaches to employability thus improving the health and wellbeing of our communities. Commitments working to 2020 and beyond We will: develop a mechanism to capture and share the variety of terms and conditions, and learning and development benefits of being employed by NHS Ayrshire & Arran; develop a new and improved recruitment pack that markets the Board s unique selling point and benefits of being employed by NHS Ayrshire & Arran; further improve our short, medium and long term approach to workforce planning, ensuring it is based on robust workforce intelligence, service requirements, current and future skills and competences and affordability; develop a sustainable medical workforce plan; review, innovate and improve our local recruitment processes; work collaboratively as part of the national HR shared services programme; introduce values based recruitment and selection; review, innovate and improve our selection processes for managers; work with and through the three health and social care partnerships, into the wider community planning partnerships, to improve the health and wellbeing of our communities by introducing a sector-based academy concept as the 20

28 framework to progress our approach to employability and maximise employability opportunities. Measures to determine success: workforce plan identifies future projections; number of applicants for posts; number/duration of vacancies; recruitment completed within agreed timescales; number and range of employability programmes; number of employability programme graduates moving into our employment. 21

29 5. Conclusion The People Strategy draws together into one strategic document all the Board is doing to be an employer of choice; to ensure that it has the right people in the right jobs, with the right skills and values at the right time, and to improve the employment experience of its people. This is in recognition that getting the people agenda right is fundamental to improving patient care and the quality of our services. Through the People Strategy, the Board is confirming its commitment to supporting our people to be engaged, encouraged, empowered and enabled to achieve their potential. Over the coming years to 2020 and beyond, the Board will take forward programmes of work and actions to deliver this strategic intent under four core workforce objectives, ensuring that we can retain, develop, support and attract our valued people. The Strategy also recognises the key role that the workforce has and identifies the expectation and requests made of our people to be involved and engaged at work: to understand and do their job well; to respond positively to change, work differently within current roles as well as take on new roles when required; to learn and develop new skills and look to see how to do things better; to take responsibility for the quality, safety and effectiveness of their actions; to look after your own health, safety and wellbeing and that of colleagues; to live the Board values and show concern and caring for others; be open, approachable and treat everyone with dignity and respect; to provide feedback on their employment experience and to participate within their team to identify improvements. 22