CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST

Transcription

1 CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Agenda Item 7.2 Report of: Margot Johnson Executive Director of Human & Corporate Resources Paper prepared by: Karen England, Director of Date of paper: 26 th June 2015 Subject: Recovery Programme Indicate which by Purpose of Report: Information to note Support Resolution Approval Consideration of Risk against Key Priorities: Delivery of all the Trusts key priorities are at risk if the right staff with the right skills are not in post and attending work regularly with the support necessary to achieve their full potential. Recommendations: To note the contents of the report and support ongoing delivery of the workforce recovery programme. Contact: Name: Margot Johnson Executive Director of Human & Corporate Resources Tel: BOD_ Recovery Update_June 15_Final P a g e 1

2 Contents 3 Recovery ()

3 The Recovery () was developed in January 2015 specifically to ensure the implementation of effective operational delivery of human resource management, supported by the right corporate infrastructure. Earlier this year, the Board of Directors received papers providing high level summaries of the actions taken since July 2013 to secure improved performance in a number of workforce indicators, in particular levels of sickness absence. The papers reported on the measures put in place to secure improved performance in these indicators via the Performance Recovery (). The plan has a primary focus on managing sickness absence levels, turnover, all aspects of vacancy management and control, and mandatory training. It has been developed specifically to ensure the implementation of effective operational delivery with respect to these key aspects, supported by the right corporate infrastructure. The corporate responsibility within this plan is to ensure that the right workforce management infrastructure, systems and processes are in place These measures are being applied across all hospitals within the Trust, and all managers with a line responsibility for staff have personal accountability for implementing the required practices and for ensuring they are applied consistently. The monitoring and performance framework supports the implementation of the measures necessary to secure improved and continuous performance during 2015/16. This paper provides a report on progress made against the recovery plan since February

4 The plan is based on two overarching aims and six key objectives to ensure improvement efforts are focused: Aim: To Improve patient experience and reduce expenditure on bank, agency & locum staffing by: Objective One: To reduce absence due to sickness to the Shelford group average of 3.6% Objective Two: Objective Three: Objective Four: To shorten the time it takes to fill a vacancy to 65 days To reduce staff vacancies, with a particular emphasis on qualified and unqualified nursing & midwifery & medical staff To review the staffing models and working practices in areas of high locum & agency usage, for reasons other than sickness or vacancy cover Aim: Objective Five: Objective Six: To enable all staff to work to their full potential thus improving patient experience through improvements in overall organisation performance To ensure all staff have an annual appraisal To ensure all staff are up to date with Corporate and Clinical Mandatory Training 4

5 The role of the Programme is to ensure that the right workforce management infrastructure, systems and processes are in place to secure improved performance in a number of workforce indicators across the Trust. The programme governance structure is shown overleaf on page 6. The programme is led by the Programme Management Office () and there are 5 key s, each led by a Business Lead and a HR Professional Lead: Employee Resourcing Employee Well-being Performance Management & Capability Capacity ning Medical HR Information Technology The purpose of the s is to facilitate Divisions to improve workforce performance by: Putting in place new or improved corporate systems and processes where solutions/schemes have already been identified but need to be developed and/or implemented Reviewing other existing corporate systems and processes to assess their effectiveness, identifying potential solutions/schemes and leading on the development and implementation of appropriate schemes as agreed. This is specifically in respect of the key objectives of each Key Objectives Recruit and Retain Staff - Reduce Vacancies, Time to Fill and Turnover Reduce Sickness Absence Ensure all staff undergo Induction, Appraisal, Corporate and Clinical Mandatory Training for and Provide an effective medical staffing workforce Employee Resourcing Employee Well-being Performance Management & Capability Capacity ning - Medical HR IT Underpins and provides IT support as identified by the other 4 s 5

6 Board of Directors Trust Management Board HR IT Enablers Led by: Helen Ainsbury s Employee Resourcing (Reducing Vacancies) Led by: Cheryl Lenney Employee Well-Being (Reducing Sickness Absence) Led by: Kathy Evans Performance Management & Capability Led by: Helen Parker Capacity ning (Medical ) Led by: Jill Alexander Against Executive Directors / OMG Recovery () Programme Management Office Operational Divisions Performance Delivery Monitored via Corporate Directorates Performance Delivery Monitored via Virtual Advisory Group 6

7 The role of the is monitoring the progress and performance of each of the enabler groups, via a written highlight report from each, and it also monitors, via the, divisional performance on the operational delivery. The scope and duties of the are to consider all matters of workforce performance 1. Provide information to monitor workforce performance, against an agreed set of KPI s, to the Executive Director of Human and Corporate Resources, Corporate Directors and Divisional Directors for their respective workforce performance delivery meetings. 2. Monitor progress against action plans of the 5 enabler groups and provide exception reports to the Executive Director of Human and Corporate Resources. 3. Establish a process of data collection and information flows. 4. Recommend a sustainable process of data collection and information flows in real time. 5. Ensure that work stream project plan templates ( Reports) for each HR enabler group (work stream) are completed on time. 6. Highlight where progress is not on track and recommend remedial actions. The has a number of pieces of work it is either leading on, supporting others with, or monitoring progress of. Examples of some of the key tasks are: Subject Description of task Develop a suite of KPI reports Attendance /sickness absence reporting Performance Reviewing all KPI dashboard information with a view to producing the KPI HR Master File. Weekly sickness absence recording system set up and implemented Set sickness absence target trajectories with HR BPs for every division. Define turnover calculation and differentiate from churn (internal movement). Accurate vacancy recording system. Current methodology has been reviewed and revised accordingly. First set of changes made. A paper based system was piloted. The evaluation of this and other options have been included in a paper for consideration. SPC chart produced showing performance over time for each division on which to set individual trajectories. Meetings to be arranged to HRBP s and DD s to agree trajectories. Turnover to be split to show permanent staff, temporary staff and both together. Reviewing how to report on churn. Process put in place between ning and Finance. Report being produced based on new process. 7

8 Contents s Each of the groups is leading on a number of key schemes in relation to their key objectives as shown in the table below Work schemes, which cross over between enabler groups or are closely related, are being co-ordinated through the HR Professional Leads who meet together weekly. This is being strengthened by representatives from the attending existing business meetings of the Heads od HR & the HR BP s. - Employee Resourcing Recruitment & Retention : Reduce Vacancies, Time to Fill & Turnover Develop standardised workforce management suite of reports for local use in relation to the groups key objectives Develop reports to provide intelligence on end to end vacancy management stages Scope and develop a Retention Strategy for nursing and midwifery workforce Scope and develop a Trust Attraction Strategy based on workforce requirements Scope and pilot recruitment assessment methodologies (i.e. values based recruitment, strengths based recruitment, etc.) Employee well being Reduce Sickness Absence Scope application of the sickness absence policy across the Trust Scope uptake of training for managers on managing sickness/absence Review mechanism for case management of sickness absence Review guidelines for access to occupational health assessments and fast tracking of staff to therapeutic and diagnostics services Review the provision of staff support across the Trust Review the provision of employee health advice and details of support initiatives Performance Management/Capability Induction, Appraisal, Clinical & Corporate Mandatory Training Review and monitor implementation of appraisal, Induction and Mandatory Training policies through performance and audit Review monitoring and reporting systems and processes and make recommendations for improvement Review and recommend changes as appropriate to programme design, content and delivery methods to meet standards in compliance and competence Make recommendations that inform leadership and management training to ensure standards can be sustained. Capacity ning Medical for and provide an effective medical staffing workforce Establish junior doctor Bank Establish electronic job planning Develop a range of alternative options in relation to traditional junior doctor roles in order to deliver appropriate, safe and robust out of hours clinical cover across the MRI Divisions Provide a link between the 7 Day Services Steering and Implementation Groups to support the introduction of 7 day services for acute/urgent care across the organisation Examples of Potential : HR - IT Underpins and provides IT support as identified by the other 4 s E-rostering roll out Time & attendance ESR E-Job ning Revalidation OLM E-expenses Software roll out / IT solutions Employee relations E & D Monitoring 8

9 The is meeting weekly to plan all forthcoming actions, guide the establishment and development of the enabler groups and develop data collection, recording and reporting mechanisms. The Business Leads and HR Professional leads for each of the enabler groups are invited to attend the weekly meetings as and when required/requested of either party. Dates for when the meets throughout the year have been circulated to the BLs. The is meeting regularly with the Executive Director of Human and Corporate Resources to report progress and escalate any issues or concerns as necessary. Launch meetings have been held with each of the Business Leads & HR Professional Leads to review and agree the principles in relation to the governance structure, Terms of Reference, and membership of the enabler groups. The governance structure, TOR and group memberships have been revised to reflect the changes discussed and agreed since the launch. All the enabler groups have: o held their first, and in some cases subsequent meetings o reviewed and agreed their individual Terms of Reference o reviewed and agreed their membership - all groups now have named representatives from the key staff groups of medical, nursing, managerial, HR and staff side as appropriate o scheduled, or are scheduling, future meetings for the remainder of the year o begun to identify and prioritise their objectives and key schemes to take forward as shown in Appendix 2. Please note this is work in progress at this time but gives an idea of the key schemes being taken forward by the enabler groups. The first common task has been set and agreed for all groups. This is to scope their existing IT needs (where they are known at this point) in relation to each of their key schemes and the IT systems that are already in place or in development, and whether or not they are achieving what is required i.e. undertake a gap analysis. This information will inform the work of the HR IT enabler group who will bring it together into one cohesive exercise, and recommend and advise on the best way forward to fill the gaps in the current HR IT systems to ensure a comprehensive and effective HR IT support mechanism is in place across all areas of HR management. A template has been developed to help the groups undertake this exercise. A second scoping exercise is also being undertaken to identify other groups currently in existence in the Trust that are already working on some of the key schemes. A template has been developed to assist with this. As part of this exercise, Business Leads are also asked to identify how they will link in & work collaboratively with the existing Trust groups to ensure consistency and prevent duplication. The Key Performance Indicator suite of reports is currently being reviewed and revised as necessary to ensure the accurate and appropriate collection of information for monitoring and reporting. A master set of reports will be developed from which specific board reports can be produced, and appropriate managers and users of the information can be provided with a personalised suite of reports to suit their needs. A follow up meeting was held towards the end of May for the and the Business and HR Professional Leads from all groups to identify and respond to any immediate and common issues arising from the early meetings of the enabler groups, and to review the reporting arrangements. Reporting arrangements were ratified and objectives for all groups reviewed, with a view to finalising by 5 June

10 - Capacity ning - Medical Schemes Establish a Junior Doctor Bank Establish an Establish an electronic job electronic job planning tool for planning tool for use Trust wide use Trust wide that will that will populate populate a a repository of repository of Trust-wide job Trust-wide job plans plans Develop a range of alternative options in relation to traditional junior doctor roles in order to deliver appropriate, safe and robust out of hours clinical cover across the MRI Divisions Provide a link between the 7 Day Services Steering and Implementation Groups, in order to support the introduction of 7 day services for acute/urgent care across the organisation Locum bank is currently being developed and it is expected to implement in August 2015, in line with the next intake of Junior Doctors. Anyone that has not opted out will be included on the Bank list and these doctors will be contacted for first refusal before the request goes to an agency. Need to decide how the notification of a shift goes out to doctors i.e. via or text message (but this will incur a cost). This process will reduce locum/agency spend and support rota planning. The Bank will be managed by Medical Staffing. Developed a job planning tool in Excel which is currently being reviewed for development by Informatics As part of the work undertaken via the Advisory Board OOH project group, the following achievements have been made: o An evaluation has been undertaken of the skill mix required on the Acute Medical Unit o (AMU) during the working day, in terms of both junior and senior medical staff, and the o potential roles of advanced nurse practitioners o A hospital at night model has been costed for weekend days o One of the identified issues is the lack of professionalism and accountability for OOH o work on the part of some junior doctors: two Chief Resident roles are being developed to provide support and leadership. o The development of post CCT fellow posts based upon 3x rotations (e.g. Acute Med/Gastro/Cardiology) is underway o A business case re: splitting the currently combined SpR general surgery and T&O rota into two separate rotas has been developed and agreed An initial 7 day services baseline assessment was completed by each clinical Division in May 2014 and updated in October 2014, in order to establish: o which services are already providing 7 day provision o work currently in train to meet 7 day o services consideration of future work in relation to implementation of 7 day services Focusing on acute and emergency areas, gap analyses are being completed by each clinical Division in order to establish which standards the relevant services currently meet and those areas where action is required to mitigate any gaps in provision A 7-Day Services Steering Group and a separate Implementation Group have been established. A dedicated intranet site has been established to allow information sharing for staff re: 7 day services. 10

11 - Performance Management & Capability Schemes Review and monitor implementation of appraisal and Induction and Mandatory Training policies through performance and audit Review monitoring and reporting systems and processes and make recommendations for improvements Review and recommend changes as appropriate to programme design, content and delivery methods to meet standards in compliance and competence Make recommendations that inform leadership and management training to ensure standards can be sustained. Both policies up to date and due for ratification in June Revised paperwork and training programme in place for Appraisal There is an effective process in place for monitoring compliance; monthly at OMG, through the Board Assurance report and through the monthly compliance reports sent to all Directors Significant progress on compliance rates has been achieved since the Recovery was introduced There are now a number of Divisions and Corporate Directorates achieving in excess of target compliance for Mandatory training and Appraisals System for attending Corporate Induction is well established and effective. Process for accessing E Learning is well established. Process for recording Corporate Induction and Mandatory training via the OD&T team is very effective; for appraisals this is now generally good across the Trust Establishment of OLM Users Forum Corporate Mandatory training aligned to Core Skills Framework Trialling pre-assessments for the Corporate Mandatory training programme Role specific Clinical Mandatory training programmes developed and modules have been significantly streamlined New appraisal process / paperwork incorporating Trust values and behaviours developed and launched; supported by targeted training. Widespread communications through Divisional management teams to check understanding and highlight expectations of managers Appraisal training in place Foundation in Leadership and Management Programme in place 11

12 - Employee Well-Being Schemes Scope application of the sickness absence policy across the Trust Establish an electronic job Scope update of training planning for tool for managers use on Trust wide managing that will populate sickness/ a repository of absence Trust-wide job plans Review mechanism for case management of sickness absence Review guidelines for access to occupational health assessments and fast tracking of staff to therapeutic and diagnostic services Review the provision of staff support across the Trust Review the provision of employee health advice and details of support initiatives Assignment of lead for Key schemes and tasked with scoping scheme Assignment of lead for Key schemes and tasked with scoping scheme Assignment of lead for Key schemes and tasked with review exercise Assignment of lead for Key schemes and tasked with review exercise Assignment of lead for Key schemes and tasked with review exercise Assignment of lead for Key schemes and tasked with review exercise 12

13 - Employee Resourcing Schemes Develop standardised workforce management suite of reports for local use in relation to the groups key objectives Develop reports to provide intelligence on end to end vacancy management stages Scope and develop a Retention Strategy for nursing and midwifery workforce Scope and develop a Trust Attraction Strategy based on workforce requirements Scope and pilot recruitment assessment methodologies (i.e. values based recruitment, strengths based recruitment, etc.) Lead for programme of work identified. Key individuals identified informatics, finance and workforce planning. Review work undertaken by RMCH task force with team who have developed report format Divisional activity report, mapped against key stages of recruitment, produced and discussed with each HRBP. Identifies significant areas for improvement across authorisation, shortlisting and updating TRAC with offer details after interview. Monthly recruitment improvement plan developed to address the basics of service provision and systems and processes. New on line exit questionnaire has been developed. Questionnaire has been launched across the Trust via intranet announcements, WWN, verbal cascade at Divisional meetings, HR microsite and pointer reference via the new e- form process. Information can be analysed via the survey monkey tool. KPI data under development in conjunction with the information team. Divisional retention plans in development. Meeting held with Heads of Nursing and HRBP s to discuss retention issues for N&M to inform strategy development. Proud to Care campaign delivering positive results in the first instance through data on website analysis and feedback from candidates attending batch recruitment days. Financial cost of developing careers & onboarding website that is fit for purpose and presents CMFT as a modern employer of choice across all our staff groups/professions. Timely support from TMP to actively manage the Proud to Care campaign. Support and commitment from managers to change the manner and style in which they recruit and to challenge the boundaries of traditional recruitment methods. Identify staff group with which pilot could be undertaken (i.e. Consultants, Allied Health Professionals) Values & Behaviours recruitment delivery group and membership currently being reviewed. Outline proposal developed detailing options for the implementation of VBR. Recruitment correspondence offering posts to candidates rewritten to reflect values, and be more welcoming to new recruits. 13

14 Recovery Indicators May 2015 KPI Target May Actual Description of Frequency Appraisal 90% From 01/04/15 Corporate Mandatory. Training: Clinical Mandatory Training Local Induction 90% From 01/04/15 90% From 01/04/15 98% From 01/04/15 Vacancies: 5% By 31/3/ % During the 2015/16 period the total number of staff who completed their Appraisal equated to 8736 employees (79.3%). 20.7% of employees remain non-compliant. Low compliance is due to a combination of Appraisals not being conducted within the required time lines. 85.0% During the 2015/16 period the total number of staff who completed their Corporate Mandatory training equated to employees (85.0% compliance) 15.0% of employees remain non-compliant. 79.1% During the 2015/16 period the total number of staff who completed their Clinical Mandatory training equated to 5971 employees (79.1% compliance) 20.9% employees remain noncompliant. Low compliance is predominately due to training not being completed within the required time lines. 13% During 2015/16 the total number of new starters who attended a local induction stands at 13% compliance. 102 new starters joined the Trust during this time of which 89 remain noncompliant (87%). The compliance level for this competency is of major concern. 7.8% Will be measured as the difference between funded establishment and staff in post. Ward based qualified and unqualified nurse vacancies will be reported in the Intelligent Board report Any additional capacity which has no funded establishment must be highlighted separately Data collected via ledger and ESR Monthly compliance AND Cumulative annual compliance Monthly compliance AND Cumulative annual compliance Monthly compliance AND Cumulative annual compliance Monthly compliance AND Cumulative annual compliance Monthly 14

15 Recovery Indicators May 2015 (continued) KPI Target Actual May Baseline Time to Fill Exit Questionnaires 65 days From 01/04/15 90% From 01/04/15 Turnover 12% From 31/03/16 Locum, bank & Agency spend Sickness Absence 50% reduction 3.6% From 01/04/15 Return to Work 100% Immediate Description of 72.1 days HRBP's briefed on 'hotspots' within the Division to enable direction, and where needed training, be provided to recruiting managers to support them to recruit in a timely and effective way. Hotspots also highlight opportunities for Divisions to review their underpinning systems for vacancy management i.e. authorisation process. Full launch of COHORT (on- line Occupational Health system) providing electronic OH questionnaire direct to the candidate via the Recruitment team. Development of intranet site for Recruitment to support and signpost managers to manage their recruitment process effectively. N/A Collected via SITREP Web link to on line questionnaire launched Web based tool currently being developed to support the collection of performance activity across the Trust. 16.0% R12M 4.0% R3M The highest turnover rates were reported within the Nursing & Midwifery (4.33%), Allied Health Professionals (4.43%) and Additional Professional Scientific and Technical (4.56%) staff groups. Further analysis showed that the types of roles where the majority of leavers were recorded across the Trust were from staff Nurse, Community Practitioner, Nurse Manager, Clinical Psychologist, radiographers, Dieticians and Orthoptists roles. By division, as follows: qualified nurses; unqualified nurses; consultant medical staff; other medical staff; A&C From ledger Frequency Monthly Exception reports weekly Monthly Monthly Monthly 4.38% Monitoring began on 1st April Weekly Trajectory to target being worked out for each Division Data collected via time and attendance on e-rostering system (interim manual data collection method TBC) 89% as at Collected via SITREP Weekly, via SITREP 15

16 Trust Performance & Divisional Key As part of the on-going management of delivering the key performance targets, all divisions have traditionally had their own action plans in place, which they have continued to implement year on year. More recently, in addition to the work of the Programme, the recent round of Divisional Reviews were held, and plans were produced outlining further key actions to be undertaken by Divisions to improve their performance. The current overall Trust performance, and examples of the key actions being taken across Divisions are: The Trust sickness absence percentage for May 2015 was 4.38%, this has increased very slightly on last month (which was 4.36%). The sustained focus on managing sickness absence in accordance with the relevant Trust sickness policy sickness has seen a consistent reduction in sickness absence figures across the Trust. The closer management of complex cases e.g. disabilities and maternity related absence, has enabled managers to move cases forward to an appropriate conclusion in a more timely manner. May's performance for compliance with Return to Work interviews is 89%, which remains unchanged from previous months (March 89% and April 89%). Key further actions are: Sickness Absence Trust Target 3.6% Trust May Actual 4.38% Improvement trajectories are currently being set by the HRBP's and Recovery using Statistical Process Control to map out and plot milestone sickness absence targets for each division to work to over time. CSS focus on sickness absence managements specifically return to work interviews, focus on cases of Six+ episodes short term and 6+ month long term, detailed staff group analysis, seasonal fluctuations, reporting arrangements and wellbeing forums. Focus on both long & short term sickness absence cases through individual case management, improving pace, strengthening the process, targeting particular areas & ensuring ownership of teams and individuals. Withdrawal of bank shifts from staff having 2 episodes of absence Actively recruiting to theatre workforce capacity (doctors and nurses) Exploring the correlation between sickness absence, time to fill, retention, bank & agency working and turnover. Undertaking further analysis of data to identify staff who regularly take sickness absence during peak holidays, to be proactively addressed on an individual basis. Undertaking a high level case management of complex cases to include Divisional, HR and Occupational Health representatives. All action plans include the focussed HR support being provided and staff training requirements. 16

17 Trust Performance & Divisional Key Corporate Mandatory Training Trust Target 90% Trust May Actual 85% Clinical Mandatory Training Trust Target 90% Trust May Actual 79% Appraisals Trust Target 90% Trust May Actual 79% All Directors have plans in place to ensure compliance rates achieve a minimum of 90% and a number of Divisions and Corporate Directorates are achieving this. At present, this is not consistent across the Trust. Further on-going action is: Completing a manager 'heat map' on workforce performance. Holding local managers to account for achieving key workforce indicators. Reviewing divisional systems and processes to identify any issues that are preventing achievement of targets, such as untimely inputting onto OLM, and more effective planning to avoid 'year- end rush.' The OD&T team input completion dates onto OLM on a weekly basis and Divisions continue to receive monthly reports. The reports detail compliance rates, as well as highlighting those staff whose training will expire over the following 2 months, to allow them to target training effectively. Additionally, training has been delivered to key divisional staff to allow them to run these reports at any time. System users are supported on a daily basis by the OD&T and ning teams to ensure systems are kept up to date and accurate. A forum to identify solutions to operational issues in relation to OLM usage continues to meet on a monthly basis. 17

18 Trust Performance & Divisional Key Turnover Trust Target (Rolling 3 months) 3.15% Trust May Actual 4% The highest turnover percentage was reported within the Nursing & Midwifery (4.33%), Allied Health Professionals (4.43%) and Additional Professional Scientific and Technical (4.56%) staff groups. Further analysis showed that the types of roles where the majority of leavers were recorded across the Trust were from Staff Nurse, Community Practitioner, Nurse Manager, Clinical Psychologist, Radiographers, Dieticians and Orthoptists roles. A meeting was held with senior Nursing leaders and HRBP's to discuss the retention issues facing the recruitment of nursing staff, both qualified and unqualified and primarily at band 5 level. Each Head of Nursing shared their retention plans and work in progress to reduce the number of leavers and maximise the opportunities to retain the skills and experience that these nurses have developed during their career with CMFT. The outputs of this meeting will be collated to form the baseline for the development of a Retention Strategy for Nursing to underpin the current resourcing plans addressing gaps in establishment and will be fed into the WRP Enabling Group - Employee Resourcing and for consideration against initiatives for all staff groups. The Proud to Care campaign is on-going and has to date resulted in approximately 240 conditional offers of employment, to primarily newly qualified nurses. Batch recruitment days will continue through the summer to secure further new recruits. The conditional offers made to our international nurse recruits from India continue to be processed and it is anticipated that the first cohort will arrive in August

19 Trust Performance & Divisional Key Time To Fill Trust Target 65 Days Trust May Actual 72.1 Days Average time to fill for the rolling 3 month period 1st March - 31st May 2015 is 72.1 working days. This is 7.1 days over the Trust set target of 65 working days and is an increase of 0.9 working days for the previous 3 month rolling period HRBP's have been briefed on 'hotspots' within the Divisions to enable direction, and where needed, training be provided to recruiting managers to support them to recruit in a timely and effective way. in improving time to fill is being reported through and supported by the Enabling Group - Employee Resourcing, and supporting work streams, identified to deliver improvements. There has been a full launch of COHORT (on- line Occupational Health system) providing electronic OH questionnaire direct to the candidate via the Recruitment team. An intranet site has been developed for Recruitment to support and signpost managers to manage their recruitment process effectively. Further specific actions are being taken by both HR and within Divisions to identify and address the hotspot areas such as: HR to provide monthly breakdown reports to Divisions to support process improvements and which demonstrate that Divisions must review their underpinning systems for vacancy management within the recruitment cycle. This would include, for example, the authorisation process, shortlisting, interview process and pre-employment checks. Each Division is to develop an action plan to address blockages. Continuously reviewing the underpinning recruitment administration systems and procedures to secure efficiencies and improvements to practice, which impact on both time and quality of hire. Reviewing the impact of trialling time to fill measures within Critical Care to speed up the recruitment of qualified nurses Delivering a competency based recruitment process for senior leadership roles. Introducing the Fit and Proper Person test for the appointment of senior leadership roles. Agreeing the final versions of Recruitment User Guides to assist managers in understanding their key role and responsibilities in order to fill vacancies as quickly and as efficiently as possible and load to local intranet site. Developing communication plans that allow recruiting managers to be promptly briefed on all changes and developments to deliver best recruitment practice. 19

20 Continue to progress all actions including those related to attendance, sickness absence reporting and all technical aspects of workforce Performance Complete the exercise to co-ordinate the groups which exist in the Trust that are already working on some of these key schemes, to confirm how the enabler groups will link into them. Collate the responses to the IT scoping exercise and forward to the HR IT to begin to analyse and identify priorities for development. Continue to review the existing reports and develop a Master Set - HR KPI Suite of Reports. s Continue to review the objectives/deliverables of each group to confirm the key schemes each group will be leading on, and to determine how they will be taken forward. Commence work on the key schemes where objectives and the way forward are already confirmed. 20