Powys (Teaching) Health Board RECRUITMENT AND RETENTION FRAMEWORK

Transcription

1 Powys (Teaching) Health Board RECRUITMENT AND RETENTION FRAMEWORK

2 CONTENTS 1. INTRODUCTION 1.1 Why we need a Strategy 1.2 Strategic Direction & Context 1.3 Key objectives of the Strategy 2. ATTRACTION STRATEGY 2.1 Building a Professional Reputation 2.2 Improving recruitment processes 2.3 Values Based Recruitment 2.4 Innovative Recruitment Solutions - Improving the way we advertise 2.5 Targeted Recruitment Campaigns 2.6 Develop the organisation as a socially inclusive employer 2.7 Engaging the Local Community/labour market 2.8 Engaging with Academic Institutions 2.9 Return to Practice 2.10 HCA Secondment to Nursing/Midwifery Degrees 2.11 Foundation Degrees 3. RETENTION STRATEGY 3.1 Career Pathways 3.2 Flexible Working 3.3 Developing a Flexible Workforce 3.4 Temporary Workforce 3.5 Flexible Careers 3.6 Staff Involvement & Engagement 3.7 Exit Questionnaires & Interviews 3.8 Developing our current staff 3.9 Developing a Talent Management Framework 3.10 Improve working conditions 3.11 Staff Health and Well-being 3.12 Pay and conditions 3.13 Corporate Induction 3.14 Volunteers 3.15 Work Experience 3.16 Delivery and Review 4. SUMMARY 2

3 1. INTRODUCTION The NHS in Wales is undergoing a period of significant and rapid change and is constantly in the spotlight. The recruitment and retention of good staff remains a huge challenge to ensure the NHS meets key targets and the modernisation agenda for the health service including the lessons learnt from the Francis Report and more recently Trusted to Care Review and how we can ensure the recruitment of quality staff who not only exhibit the key skills and experience to undertake their job roles effectively but also demonstrate the right attitudes and behaviours to deliver compassionate care. Powys (teaching) Health Board needs to employ more staff in some areas and improve how it retains, manages and develops its existing workforce as well as ensure that our workforce requirements continue to be at the levels to accommodate safe and effective service delivery needs. The demographic realities of an ageing workforce and the increasingly attractive career opportunities outside the NHS make the recruitment and retention of staff one of the biggest challenges the NHS faces. Powys (teaching) Health Board is a primarily commissioning organisation with over half its financial resource devoted to securing services on both an emergency and planned basis from neighbouring Health Boards and English NHS Trusts. We consider that a workforce which represents the local community is fundamental in creating the inclusive environment, in which we can continue to ensure the highest standards of health care provision. This document sets out the strategic direction in which the Health Board will work towards recruiting and retaining the best skilled and dedicated workforce who are signed up to our vision set out by the Board to deliver truly integrated care centred on the needs of the individual through five inter-related values: Improving health and wellbeing; Ensuring the right access; Striving for excellence; Involving the people of Powys; Making every pound count The Health Board employs staff from a wide range of professions and different professional groups face different challenges with regard to recruitment and retention. The H e a l t h B o a r d aims to attract, retain and develop a skilled and flexible workforce that is committed to delivering high quality, safe, compassionate care to the local population within an environment of continuous development. The changing landscape of the NHS will require a workforce with greater flexibility and transferable skills. As service transformation and further integration continues. The strategy sets out the corporate initiatives that are in place and/or need to be implemented across the Health Board and the strategies needed to be employed for particular staff groups in order to achieve the long term Health Board 3

4 aims and objectives. 1.1 Why we need a strategy The shortage of candidates with the right skills, abilities and experience in some NHS professions has created a competitive market. The ability to deliver high quality, compassionate care depends upon recruiting and retaining the right people with the right skills. Therefore an effective recruitment and retention strategy that complements the health board s Integrated Medium Term Plan is essential. The results of the 2013 staff survey indicated that a high percentage of staff were dedicated to their job and would go the extra mile in work. Over three quarters of employees stated that they were satisfied with their current role and a high proportion advocating Powys Health Board as their employer and recommending the organisation to others. This demonstrates positive engagement from the existing workforce and therefore should be utilized in implementing the strategy. The Health Board is at significant risk due to the inability to attract, recruit and retain a high calibre and skilled workforce in areas which are hard to recruit to e.g. Medical staff, Health Visitors, and some nursing posts in more rural areas within Powys. This Recruitment and Retention Strategy will help inform actions to be implemented to minimise this risk. 1.2 Strategic Direction and Context - Intended Outcomes of the Strategy This document outlines the strategic direction in respect of the Recruitment and Retention initiatives within the Health Board over the next three years. It provides guidance on key objectives and in addition provides a summary of the activities that are currently being undertaken in support of that direction as well as highlight how some of these will be further developed over the course of the Strategy period. The Strategy compliments and should be read in conjunction with the wider Workforce and OD Strategies and Health and Well Being Strategy. The intended outcomes of this strategy are as follows: 1. P(t)HB will recruit high calibre d o c t o r s, nurses, h e a l t h v i s i t o r s and other healthcare professionals to ensure the provision of safe integrated care and high level clinical services both within the acute and community environment. 2. P(t)HB will manage its staff talent effectively so that it always has the right staff and skill mix to be able to respond speedily and effectively to necessary changes. This is key in an NHS where services are expected to develop continuously. 3. Staff work effectively in their roles and find their working life with P(t)HB to be an enjoyable and rewarding experience. Flexible patterns of work are encouraged and managed in the context of the Health Board objectives. 4. Staff do not leave P(t)HB because of failings in relation to their working conditions and the quality of their working experience. 4

5 5. Staff are loyal to P(t)HB, understand and are committed to its aims, and remain in its employment for as long as this provides mutual benefit. 6. High performing staff become the norm for P(t)HB through its approach to the recruitment, development, rewarding and retention of staff 7. Poor performers are equally managed through the Health Board s supportive policy frameworks such as the Capability Policy to ensure improved performance or that this is appropriately managed. 1.3 Key objectives of the Strategy Increasing some nursing establishments in line with Royal College of Nursing, Department of Health and Welsh Government recommendations and best practice with regards to staff to patient ratios and service delivery needs should result in reducing the Health Boards dependency on temporary agency and bank staff and therefore reduce overall workforce costs as well as ensure the provision of consistent high quality care. Raise the profile of the Health Board as the place to work and become an employer of choice Ensure a regular and consistent flow of both registered and unregistered healthcare workers to meet vacancy needs as a result of ongoing recruitment in areas of high turnover and hard to recruit areas. Maximise cost effectiveness of recruitment and advertising across the Health Board. Introduce Values Based Recruitment in line with the Working Differently Working Together product Developing and Embedding Organisational Values and Behaviours. In response to feedback improve the efficiency and dispel perception of the recruitment process being lengthy and with unnecessary delays. Reduce the time taken to recruit and fill a vacancy. Develop new roles and innovative new ways of working in order to re-skill and flex our workforce to deliver care in different ways and in different settings e.g. Community based healthcare environments. Explore further our links with the universities to offer more opportunities for return to practice courses and student placements. Monitor recruitment activity and outcomes and produce management information to illustrate such activity in partnership with recruitment and workforce information teams. Improving overall job satisfaction for our staff through regular opportunities for feedback and valuing and developing our staff their working environment 5

6 2. ATTRACTION STRATEGY 2.1 Building a Professional Reputation In order to become an Employer of Choice and have in place a positive image within the local community and the wider population, the Health Board will need to ensure a professional, co-ordinated approach to recruitment and we will: Improve service standards throughout the recruitment process by evaluating selected recruitment campaigns. We will survey applicants at the end of the campaign and obtain feedback from recruiting managers and new starters. The results will be evaluated and the process revised appropriately. Effectively use the NHS jobs site to advertise all vacancies. Further develop the existing recruitment information on the H e a l t h B o a r d s website including the benefits of working for Powys, career opportunities within the organisation in order to promote the range of jobs in the Health Board. Recognises that the foundation for effective recruitment and retention of staff is based on reputation as a good employer and as an organisation, which acts professionally in all of its activities. The actions that P(t)HB will take to build and develop this reputation will involve the following: Ensure exemplar activity in respect of employment law and employment practices, in particular its recruitment processes and its approach to the support, development and management of staff by ensuring effective HR support and input that adds value to the organisation. Ensure appropriate marketing of its achievements through Health Board news, local, national and international journals and other media. Work towards developing a positive working relationship with local media and securing positive public exposure of P(t)HB and its work. Develop a strong distinctive brand, which differentiates it from other NHS and non NHS organisations as well as our more local competitors, and incorporating this into all recruitment and recruitment marketing literature Developing an efficient and effective Bank staffing register that meets the needs of the organisation and its community. 6

7 Ensure all vacancies are posted onto the Health Boards website and all vacancies include an electronic: Job Description Person Specification Department Organisation Structure Details of whom to contact for additional information General information regarding the department/health Board such as flexible working arrangements available, training and development opportunities. Maximising the efficient and effective use of NHS Jobs 2 and ESR to ensure both Workforce & OD Teams and Recruiting managers are adequately trained to ensure the systems full use. 2.2 Improving recruitment processes P(t)HB is committed to professional and responsive recruitment processes to assure that the right skill mix is secured and maintained. There are a number of things that can be done to enhance the current recruitment process. Systems can be introduced that will better support managers throughout the recruitment process, reduce the administration burden and bottlenecks in the system. Further actions include: Review processes and performance indicators to ensure time-scales are kept to a minimum. Recruitment will be managed as a speedy and streamlined process to minimise the possibility of loss of good candidates to other organisations and to optimise the future relationship between the successful candidate and the Health Board. Time to recruit will be a key performance indicator. Ensuring the recently reviewed vacancy control process will enable localities to process like for like replacements in a more timely manner. Any new roles will need to be approved by Executive Directors and supported by a relevant business case, with full details of the financial situation relating to that role and service. Ensuring all Band 5 and above clinical posts are automatically advertised both internally and externally simultaneously. Ensure full and effective utilisation of IT systems such as NHS Jobs and ESR to streamline the Recruitment processes wherever possible and ensure consistency in approach. Use the Knowledge and Skills Framework and competency based assessment in the selection process Explore further the values based recruitment methods and consider occupational testing as part of the Recruitment and Selection process where appropriate and ensure where used they continue to remain fit for purpose. 7

8 Continue to provide recruitment and selection training for managers and all staff involved in the recruitment process Establish a system to utilise good candidates who have been interviewed but not appointed in the first instance. When similar jobs become vacant this database of staff can be managed via a waiting list system- used before going out to advert. Ensure that a key component of the recruitment process will be the identification by the selection panel of any candidate s development needs, both immediate and longer term. The former will then be translated into a Personal Development Plan for immediate implementation, and longer term personal development needs will be incorporated into the appraisal process. This process will increase the immediate effective contribution of the employee, reduce the potential for errors, reduce the risk of accidents, and provide the new employee with the information and tools they need to work productively. Ensure that all key personnel are briefed about specific campaigns that the Health Board may be running so that all potential callers/enquiries are handled by knowledgeable staff that are positive and can give information regarding vacancies, the department and the Health Board. 2.3 Values Based Recruitment Values Based Recruitment (VBR) is when employers seek to recruit staff with values that fit with their organisation. Within the NHS, VBR is an approach to help attract and select students, trainees and employees, whose personal values and behaviours align with the NHS values outlined in the NHS Constitution. The purpose of values based recruitment is to ensure that the future and current NHS workforce is selected against the values of the NHS Constitution. The approach aims to ensure that the NHS has the right workforce, with the right skills, in the right numbers, with the right values, to support effective team working and deliver excellent patient care and experience. VBR is about good recruitment practice. Staff, students and trainees with the right values are more likely to: Work effectively in teams to deliver excellent patient care; Enhance the patient experience and care they receive; Experience greater job satisfaction. Organisations within and outside the NHS have successfully implemented and evaluated values based recruitment practices. They report that there are many benefits to be gained including: reducing agency spend and recruitment cost 8

9 positive impact on staff turnover boosting staff morale creating a more positive work environment staff feel more valued reducing sickness absence increased job satisfaction and, most importantly, ensuring that patients receive the best care possible.. Values based recruitment can be delivered in a number of ways, through: pre-screening assessments values based interviewing techniques (role play, written responses to scenarios, etc.) assessment centre approaches, plus others These methods will be further explored. Values based recruitment will be introduced into the selection process for vacant positions within the organisation. 2.4 Innovative Recruitment Solutions - Improving the way we advertise It is anticipated that more sophisticated advertising would result in raising the profile of the Health Board, attracting good quality candidates and reducing costs. Detailed below are strategies the Health Board will employ to get better value for money and improve the effectiveness of advertising: NHS Jobs provides NHS organisations with a cost-effective approach to recruitment advertising. P(t)HB will advertise the majority of posts on the NHS Jobs. However, we will exercise flexibility where The applicants will have exceptional skills The applicants would normally be drawn from the local community e.g. healthcare assistants and administrative and clerical staff. The applicants may not easily have access to an electronic application system. Or posts where it is felt that based on past experience NHS Jobs has not produced the calibre of candidates required. Where appropriate, P(t)HB will use a variety of traditional media for attracting applicants, such as professional journals, local/national newspapers. Representatives of the Health Board will also attend relevant job fairs as well as explore more innovative and creative recruitment solutions such as holding open days, developing specific microsites, on-line advertising campaigns, professional networking groups. In addition some other social media channels such as use of Facebook and LinkedIn will be explored (as appropriate) in order to reach a wide and mobile audience to attract the best possible candidates. 9

10 The use of social media options will normally have little or no associated costs and is immediate, hence this could be a cost effective way to recruit to some posts. However, it should be noted that the use of traditional media for advertising will incur a cost. Investing in recruitment events can be another option as this can leave a positive impression on candidates and give them an opportunity to ask questions. This is something you cannot do in a printed or on-line advert. Further develop the recruitment website which promotes the Health Board as a good employer. All adverts will point to this site where information about the organisation will be promoted. This will link to the Health Boards jobs on the NHS jobs site. 2.5 Targeted Recruitment Campaigns For those areas which have a high vacancy rate due to national shortages such as Health Visiting, we will run focused campaigns. These could include: National advertising Development of a recruitment microsite Vacancy and Directorate specific recruitment literature Ensuring a Health Board presence at profession specific events Open Days for specific professions 2.6 Develop the organisation as a socially inclusive employer The Health Board is committed to ensuring all local groups have equal access to opportunities of employment within the organisation. Through raising awareness of employment opportunities within P(t)HB, we will be able to attract a more diverse workforce. Set out below are the key strategies the Health Board will employ to address the recruitment problems within the organisation and improve the effectiveness of recruitment. The priorities listed are not in any order of priority but are all informed and support the overall strategic direction of the organisation. The Health Board aims to progress this in a number of ways: Promote the Health Board as an employer of choice within the local area. To explore further opportunities to recruit service u s e r s t h r o u g h t h e patient forums and other initiatives. Explore further use of modern apprenticeship schemes. 10

11 2.7 Engaging the Local Community/labour market. The Health Board is aware that a workforce which is representative of its local community can build trust and confidence among patients and provide better quality patient care. The Health Board is committed to developing a workforce which represents the diversity of the community at every level, including traditionally excluded or marginalised groups such as those with disabilities. The Health Board are already signed up to the Disabilities two Ticks initiatives and Mindful Employer to ensure support is available for specific groups. There is a common misconception that careers within the NHS comprise of clinical roles only, whereas in fact there are a number of roles that are available across different staff groups. Many of these roles can be carried out by people with a disability and raising awareness of these options is important in attracting prospective employees. The Health Board will also encourage school leavers and other members of the wider population to join the Health Board through the use of modern apprenticeship and return to work schemes. 2.8 Engaging with Academic Institutions The Health Board will continue to engage with academic institutions such as schools, colleges and universities in the area by, attending careers events and job fairs both locally and nationally where appropriate, providing information about working in the NHS and for P(t)HB, promoting careers within the NHS and inspiring college and university leavers to consider healthcare as a serious career choice thus engaging with the potential younger workforce and ensuring a future pipeline of healthcare workers. 2.9 Return to Practice This Health board will continue to promote this scheme that supports individuals who wish to return to practice but have let their NMC registration lapse. We offer clinical placements to those attending a HEI return to practice course; whilst undertaking the course these individuals will qualify for a bursary and financial support for child care. On completion the individual would apply for a vacant post in the usual way and the health board will endeavour to recruit successful candidates Healthcare Support Worker Development Workforce Education and Development Services have introduced a new initiative under the title HCSW Development Scheme that provides funding for the development of HCSW. It is proposed that this scheme will be explored further to include staff who support patient care but may not be seen a clinical member of staff Foundation Degrees P(t)HB are currently supporting with assistance from WEDS, HCSW s to complete a part time(2 years)level 4 Certificate in Higher Education in Healthcare this will then allow them to apply to University of South Wales to undertake their nurse training and enter in year 2, however they are not funded to complete their nurse training. 11

12 3. RETENTION STRATEGY Highly competitive national and local labour markets and the increasing difficulty in recruiting hard to fill posts such as r egistered nurses in some areas within Powys and health visitors places an enormous pressure on current recruitment and retention practices. According to the CIPD 2013, the UK average turnover is 12%. In 2013/2014, the Health Board had a turnover rate of 9.40% Retaining good staff is key to service delivery in the current employment climate. It should be noted that some employee turnover benefits the organisation and turnover rates do not always reflect the culture of the organisation. Low turnover can reflect stagnation rather than a happy, productive workforce. (Michael West, 2004). Becoming a model employer is key to recruiting and retaining staff within the NHS. The following strategies will be employed by the Health Board to aim to become a model employer and improve retention within the organisation: E.g. flexible working options, personal development opportunities etc. The key elements of our Retention Strategy are: 3.1 Career Pathways The Health Board is committed to developing well defined career pathways to contribute to improved retention rates, therefore current initiatives and a talent management plan need to be further developed and new ones introduced with a particular focus in areas such as Nursing and Health Visiting. 3.2 Flexible Working Continuing to promote flexible ways of working within the organisation is key to attracting and retaining staff. Flexible working options include part time working, job share, annualized hours, term time only and career breaks. We will continue to promote these options where ever it can be accommodated operationally, by ensuring they are widely advertised on the staff Intranet. 3.3 Develop a Flexible Workforce The Health Board recognises that the way healthcare services are provided is changing in line with Government policy. Strategic workforce planning will enable the Health Board to flex its workforce in line with peaks and troughs in activity and demand for services and ensure the most effective use of current and temporary workforce across the o r ganisation. The implementation of E Rostering can help to identify gaps in staffing and potential shortages in skill mix requirements. With service redesign and integration of community health services there is opportunity to review and work differently. Mutual respect and collaborative working across the health and social care communities is critical in delivering a high quality integrated health service. 12

13 3.4 Temporary Workforce To continue recruiting high quality temporary workers to maximise the availability of temporary staff and build greater flexibility in the workforce as well as provide a pool of staff that can move into permanent posts if appropriate 3.5 Flexible Careers As well as encouraging flexible working patterns, developing flexible working careers will assist in the retention of skilled, experienced staff. The NHS Constitution encourages NHS organisations to work creatively to meet the needs of both patients and staff, this can be done in a variety of ways for example rotational schemes, secondments, role redesign and skill mix. Utilising the above initiatives will encourage the Health Board to think more creatively about the ways in which staff work and are utilised. They will support managers and staff in maintaining a work life balance which is right for the individual, helping to improve staff morale and maintain their commitment to the Health Board and the NHS. The H e a l t h B o a r d will offer staff the opportunity to develop their skills by rotating across hospital and community settings. 3.6 Staff Involvement and Engagement Engagement is about creating opportunities for employees to connect with their colleagues, managers and the wider organisation. It s about creating an environment where employees are motivated to want to connect with their work and really care about doing a good job and going the extra mile. Staff Involvement and engagement is therefore a key factor influencing staff morale in the workplace, and is a high priority within Powys. The Health Board is committed to maintaining effective staff communication at all levels, and will continue to ensure that staff involvement and engagement is maintained through focus group sessions, feedback initiatives, improved communication processes and enhanced partnership working. 3.7 Exit Questionnaires It is important to determine what causes staff to leave and gain a better understanding of why people are leaving the organisation. If the Health Board is to maintain good employees it is crucial that our existing staff feel valued and supported when at work. To this end further work needs to be undertaken to better understand why people leave the Health Board. The Exit Interview/Questionnaire Processes, documentation and reporting need to be reviewed and re-launched as well as a campaign to improve return rates in order to analyse trends within the organisation. The Health Board will: Encourage all employees who resign from employment to either complete an exit questionnaire, or attend an exit interview. 13

14 Results of the completed questionnaires and interviews will be collated and analysed on a regular basis. Where necessary, an Action Plan for improvement will be developed and incorporated into the Quarterly Workforce Report, taking into account common themes and issues raised. Whilst it may be too late to retain the leaver, the feedback gathered may assist in improving things for new employees coming in and hence improve retention rates in the future. Consider making the Exit Questionnaire available to complete on-line. This may encourage more leavers to complete it, as they can complete it in their own time. It is also envisaged that we as an organisation are more proactive in following up leavers after they have left the organisation to get their valuable feedback on their employment experience, their reasons for leaving and whether there is anything the Health Board could have done to make them stay. In areas of high turnover the Business Partner- WOD may if felt necessary follow leavers up for such feedback. An Action Plan will then be drafted to ensure that P(t)HB effectively addresses any aspects of activity, attitude, management style and working circumstances which contribute to the avoidable loss of staff. Continue to use the staff survey to identify areas of improvement within the Health Board. The outcomes of the staff survey will be disseminated, and a plan produced based on issues raised with actions and progress regularly reported to the Board. Promote a team based culture in line with Team Based Working model which promotes diversity and values differences. Promote an environment that promotes dignity at work that is free from bullying and/or harassment, where staff feel supported and safe in their environment and feel able to challenge discrimination and/or unacceptable behaviour. To positively promote the benefits of a healthy work/life balance for all staff, in order to retain a motivated, healthy and committed workforce. To promote our successes by highlighting interesting stories and/or achievements both in Health Board s magazine and Recognition award. Ensure staff are aware of the diverse range of staff benefits available to them during their Induction, Health Service Discounts, discounted rates at leisure centres, childcare vouchers and cycle to work schemes,. To ensure that the organisations website also reflects these in order to attract prospective employees and highlight benefits available at the Health Board. 3.8 Developing our current staff P(t)HB encourages internal movement and makes a number of internal appointments. In order to make this process easier and more effective we need to develop systems and policies to better manage this process, in line with developing a Leadership and Talent Management Strategy. 14

15 Appropriate systems will be developed, tailored to meet the needs of each staff group. These will include developing competency based progression for staff. Leadership Development Programmes for staff across all bands up and including senior management. Use of Occupational Testing e.g. Management Development It is a contractual obligation for every member of staff to have an annual performance appraisal (PDR) and the Health Board is committed to this principle. Staff work more effectively if they clearly know what is expected of them and how well they are performing. Performance appraisals also provide an opportunity for managers to identify any learning needs the staff member has. The PDR template is to ensure that there is a robust process and documentation for reviewing performance which also includes behaviours and talent management. It is also designed to embed our values and Health Boards objectives throughout each and every member of staff s objectives to enhance both individual and overall the Health Boards performance for the future. Getting in to work and getting on at work is a fundamental principle of this recruitment and retention strategy and integrates with our learning and development framework. We recognise the core skills of Information Communication and Technology, application of number and literacy is essential for developing a skilled and competent workforce both now and in the future. We appreciate that staff may not necessarily have these skills at the time they are recruited, so we will support staff through assessment and development of a specific learning plan to meet any gaps. We will also support our existing workforce in the attainment of these skills. (Department for Children, Education, Lifelong Learning and Skills (2008) Skills that Work for Wales. Welsh Assembly Government.) Learning and Development Framework - The essential Skills of Information Communication and Technology, application of number and literacy is the foundation of our Learning and Development Framework, which also outlines the requirements for : - statutory and mandatory training - role specific learning and development - service development requirements - career development opportunities 3.9 Developing a Leadership and Talent Management Framework The Health Board will identify and develop staff at every level in order to meet future challenges. Focusing on developing talent at all levels will send the right message to staff, which is critical to delivering our vision of high quality and compassionate care. 15

16 In order to retain highly skilled workers the Health Board continue work to identify: what talent the Health Board currently has, where it is and how good it is how we can best develop that talent to meet future needs identify transferable skills so that staff can move between h o s p i t a l and community role Develop a framework to establish a system of Leadership and Talent Management/Succession Planning Whether the Health Board has the right staff in the right place at the right time, attracting and integrating highly skilled workers and developing and retaining existing workers is critical. The H e a l t h B o a r d will continue to further develop and enhance a dedicated, targeted development programme for staff from across all departments who have been recognised (or who may recognise themselves) as having the raw talent for leadership roles. Through a formal and transparent process of initial selection and appraisal, the strengths and potential of these individuals will be explored and, with their managers, a blended approach with different interventions and methods will form part of a development plan enabling them to work toward reaching their potential through promotion. Succession planning and the developing and nurturing of existing staff who can be supported and retained within the organisation sends a positive message that the Health Board values its workforce and invests in staff as well as recruit new talent from external sources when necessary. Developing and sustaining systems to capture leadership and management behaviours through formal standards, performance reviews, organisational requirement as well as informal and formal learning and practice will allow the Health Board to retain its best talent Improve working conditions All staff have the right to work in an environment which is conducive to effective working practices and which ensures they can work safely and healthily. The following actions in a number of different areas will be required in achieving this Improve the physical working environment for staff Continue to ensure our staff feel safe in the workplace Regularly monitor sickness absence and ill health retirement to identify underlying causes Staff Involvement is a key factor influencing staff morale in the workplace. The Health Board is committed to maintaining effective communication at all levels and will continue to ensure that staff involvement and partnership working is maintained at all levels in the organisation. Powys (t) Health Board recognises the importance of a healthy work life balance for its employees and its responsibility to support parents and others with their caring responsibilities and improving their work life balance and morale. Managers are encouraged to discuss this as part of the PDR process. Whilst the Health Board s first duty of care is to the patients and users of its services, it recognises that the staff who deliver the services have personal responsibilities as 16

17 well as the important roles they deliver for the organisation. Therefore, the Health Board needs to positively facilitate the integration of work with the events staff have in their personal lives. Developing and promoting work-life balance within the organisation is key to attracting and retaining good staff over the coming years. A number of initiatives have already been developed to improve the work-life balance of staff. Many staff have access to flexible working opportunities across the organization and the Health Board have a policy in place to assist employees with caring responsibilities Staff Health and Wellbeing The Health Board currently has a wide range of benefits and policies to support Staff Health and Wellbeing in line with the wider NHS W a l e s W o r k i n g D i f f e r e n t l y W o r k i n g T o g e t h e r Agenda. Ensuring Staff are well supported is critical to the Health Board being able to provide safe and effective care. Flu vaccinations, access to Occupational Health services including counselling services are just some of the support initiatives in place Pay and conditions P(t)HB recognises that its pay reward systems are confined to three national sets of terms and conditions for NHS staff. These are Agenda for Change, which applies to the majority of the staff, Very Senior Managers, which applies only to Executive Directors and Medical and Dental staff. Whilst the Health Board cannot operate outside these sets of terms and conditions of service, it will use the considerable flexibility contained within them to support both the recruitment and the retention of staff. In respect of staff on Agenda for Change terms and conditions, the Health Board will be proactive in optimising the benefits, which can be achieved by highly performing staff Induction A Corporate Induction programme exists for all newly appointed staff. The provision of an effective induction programme is essential to ensure that staff: Understand the Health Boards role and its purpose in order that the safety and wellbeing of patients and other staff is not compromised Are aware of the ethos and culture of the organisation and are clear as to the performance standards expected of them Know the geography of their immediate workplace, including all facilities, and where appropriate, the location of other bases Know how to use machinery, information technology, and other items connected with their roles in a safe, appropriate and time efficient manner 17

18 Have all the information and tools to perform effectively in their new roles Understand their key working relationships and meet members of the team they will be working with Understand key policies and procedures, including those relating to health and safety, sickness absence management and systems for payment of salary and expenses Can contribute effectively to the work of the organisation from as early as possible in their employment Do not make errors or mistakes because they have not been properly briefed staff feel supported and comfortable in the organisation and in their role Volunteers The Health Board is supported by volunteers w h o play an important part in ensuring the efficient and effective running of the hospital and its services. Volunteers work alongside staff complementing their work and enhancing the patient experience and hence are an integral part of the team. Many of the volunteers are local people and therefore involving them in the planning and delivery of our services is critical to the Health Board. Many of the volunteers gain valuable experience of working in the health and social care environment Work Experience The Health Board supports work experience where it is part of a structured programme of learning and/or as part of a programme to rehabilitate/introduce long term unemployed into the job market and improve their chances of employability Delivery and Review An action plan will be developed to ensure the successful implementation of this recruitment and retention strategy. Progress will be reviewed on a six monthly basis and reported to the Executive Team and Workforce & OD Committee. 4. SUMMARY This strategy sets out the many challenges facing the Health Board in achieving its aim of recruiting and retaining a workforce with the requisite skills, within an environment which supports flexible and healthy working practices and professional development to make the Health Board an employer of choice. The challenges are significant but we are confident that with the participation and commitment of every member of staff at every level, the Health Board will achieve and maintain a skilled and dedicated workforce representative of the local community, and capable of delivering high quality and compassionate patient care to the people of Powys. In summary this Strategy covers both Recruitment and Retention and the short, 18

19 medium and long term objectives of the Health Board, in relation to how it attracts, develops and retains its workforce. Whilst the current NHS Reforms and uncertain economy may cause some anxiety amongst staff, The Health Board recognises that unless we have an appropriately skilled and motivated workforce, we will not be able to deliver our strategic and operational objectives and deliver the best possible care to our patients, their families and the community we serve. To this end P(t)HB is committed to retaining its best staff to deliver quality care with improved outcomes for patients and a continual service improvement plan which supports its five inter related values. 19