Human Resources Strategy

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1 Human Resources Strategy

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3 The Vision The South Eastern Health and Social Care Trust will be a leading provider of health and social care services for our patients, clients and carers. We will achieve this, in partnership with others, by making sure that our services are safe and effective, improving and providing a positive outcome and experience. Safety, quality and improving the experience of our patients and clients remain our top priorities. Our beliefs and values will help us to achieve this. We will: Treat everyone with dignity and respect Strive for excellence in all that we do Be fair, open and transparent Listen to and learn from our patients, clients, carers and staff Support and develop our staff to improve services and user experience. These values will underpin our work and ensure that services are delivered safely, efficiently and effectively and contribute to the health and wellbeing of our population.

4 South Eastern HSC Trust People - HR Strategy This strategy is underpinned by the belief that the engagement, development, and motivation of all staff is critical to the ongoing success of the Trust, and to its ability to achieve the challenges laid out in the Trust Corporate Plan. We believe that developing the Trust s culture and values is fundamental. The creation and fostering progressive people management strategies, easily understood and delivered by confident line management will be central to the achievement of our primary aim to improve services to our patient and clients. We believe that our people matter and their contribution to the betterment of our society is vitally important. Eamonn Molloy Director of HR & Corporate Affairs

5 The Strategy There are 8 strands to South Eastern HSC Trust People: 1. Leadership 2. Staff Development 3. Organisational Change & Development 4. Excellence & Innovation 5. Diversity & Equality 6. Employee Engagement & Wellbeing 7. Feeling Recognised & Valued 8. Recruiting & retaining staff The 8 strands are directly linked to the key themes identified in the Trust s Corporate Plan: Safety, Quality & Experience Excellence & Innovation Employee Engagement & Wellbeing Access Recruiting & Retaining Staff Diversity & Equality Efficiency & Service Reform Organisational Change & Development Leadership Excellence & Innovation Health & Wellbeing Employee Engagement & Wellbeing Diversity & Equality Our staff Leadership Excellence & Innovation Staff Development Employee Engagement & Wellbeing Feeling Recognised & Valued Stakeholder Engagement Organisation Change & Development Excellence & Innovation Diversity & Equality

6 Leadership Aim: To promote a culture in which the importance of strong and inspired leadership at all levels is highly valued and encouraged. South Eastern HSC Trust people will contribute to the achievement of this aim through: Defining leadership competencies and behaviours Recognising and rewarding outstanding contribution Developing high impact development programmes to create leaders for the future Developing robust succession plans for all people. Key performance indicators & outcomes The extent to which the Trust develops, values and rewards good leadership The extent to which staff regard themselves as being well led The extent to which the leadership framework and succession plans are embedded in the Trust.

7 Staff Development Aim: To create and sustain an environment that nurtures personal learning and development of staff (see also OWD Strategy). South Eastern HSC Trust people will contribute to the achievement of this aim through: Providing relevant, focused and flexible developmental opportunities for all staff Defining key management capabilities and competencies Embedding the KSF Appraisal & Personal Development Process Capturing and using comprehensive information for training and development planning Ensuring every member of staff has a personal development plan Developing an appropriate set of behaviours which enhance the patient/ client experience. Key performance indicators & outcomes The extent to which there is a demonstrable commitment to training and development The extent to which internal training is relevant and useful.

8 Organisational Change & Development Aim: To enhance the Trust s ability to manage change successfully. South Eastern HSC Trust people will contribute to the achievement of this aim through: Responding to the challenges presented by strategic service transformation and facilitate the development of the workforce reconfiguration Developing an innovation and improvement culture which creates the environment for involvement of staff and other key stakeholders Equipping & supporting managers with the competencies necessary to do their job Implementing robust staff feedback/ideas programmes. Key performance indicators & outcomes The extent to which the Trust develops and supports managers to manage change The extent to which staff perceive change as being well managed.

9 Excellence & Innovation Aim: To develop best in class Human Resource Management (HRM). South Eastern HSC Trust people will contribute to the achievement of this aim through: Reviewing and simplifying HRM business to meet the corporate objectives Providing high quality HR management information Listening and responding to the needs and aspirations of key stakeholders Implementing an HRM system that is fit for purpose Furthering the business partnership model Benchmarking HRM practices against those of other organisations Embedding workforce planning approaches to future service reconfiguration. Key performance indicators & outcomes The extent to which the HRM meets the needs of the organisation The provision and availability of HR management information The extent to which HR information is used and relied on throughout the Trust.

10 Diversity & Equality Aim: To enhance and sustain a diverse, integrated and friendly community. South Eastern HSC Trust people will contribute to the achievement of this aim through: Key performance indicators & outcomes The extent to which the Trust demonstrates, through its employment practices, a diverse employee profile and equality of outcomes The extent to which employees feel that the Trust is committed to equality and values diversity The extent to which the Trust develops, values and rewards good practice in diversity and equality. Embedding equality and diversity with a focus on the nine strands of gender, race, disability, religious and political belief, sexual orientation and age, etc. Developing, monitoring and reviewing progressive equality and diversity targets Promoting the Trust as an organisation which actively embraces diversity and equality Making broader HR-led contributions into the local community Ensuring that policies and procedures promote equality of opportunity, diversity and Human Rights Promoting opportunities for flexible working.

11 Employee Engagement & Wellbeing Aim: To ensure positive engagement with our people in matters relating to their employment. South Eastern HSC Trust people will contribute to the achievement of this aim through: Improving the engagement of people in the transformation of service delivery Implementing a range of initiatives to improve well-being and health and safety Promoting a healthy work-life balance Improving access to policies, procedures and other HR information Engaging staff representatives in issues relating to staff. Key performance indicators & outcomes The extent to which the Trust demonstrates a year on year improvement in the well-being of staff The extent to which staff have a positive perception of their work environment and work-life balance.

12 Feeling Recognised & Valued Aim: To ensure that staff are appropriately recognised and rewarded. South Eastern HSC Trust people will contribute to the achievement of this aim through: Ensuring that all staff have annual objectives Harmonising staff terms and conditions Maintaining an attractive and competitive pay and reward framework Ensuring that the job evaluation and promotion schemes are transparent and simple to navigate Helping managers to identify non-financial ways of rewarding and recognising staff. Key performance indicators & outcomes The extent to which good performance is recognised The extent to which staff feel valued by the organisation The extent to which South Eastern HSC Trust s pay and benefits framework is attractive and competitive.

13 Recruiting & Retaining Staff Aim: To establish the South Eastern HSC Trust as an employer of choice within Northern Ireland. South Eastern HSC Trust people will contribute to the achievement of this aim through: Developing a responsive approach to recruitment that meet future service change requirements Developing the capacity and capability to support targeted national and international searches for key staff Reducing preventable staff turnover Raising the Trust s profile as an employer of choice Participating in government-led employment initiatives Playing an active role in all local recruitment and employability schemes. Key performance indicators & outcomes The extent to which the Trust attracts top talent The success of the Trust in reducing preventable turnover The success of the Trust in recruiting unemployed people.

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