HR & Workforce Report Quarter Report to TMB and Trust Board. Produced and presented by: Sally Storey, Director of Human Resources

Transcription

1 Item 4C HR & Workforce Report Quarter Report to TMB and Trust Board Produced and presented by: Sally Storey, Director of Human Resources Board of Directors Meeting 24 July 2014 Trust Management Board 26 August 2014 Action: For information For consideration For decision

2 HR & Workforce Report Q1 April to June 2014 This is the first quarterly report for , providing the Trust Board with an overview of HR activity in support of the Trust s overall vision and strategic objectives. The report is in two parts. The first part consists of a schedule, with red, amber and green indicators to show progress against plan. The format of this part of the report is slightly different this year, with commentary provided within the schedules rather than in a separate narrative, providing information in a summarised form but across all actions. The second part provides a schedule of key performance indicators. These indicators will be developed and expanded as the year progresses, to include, amongst others, actual staffing compared with plan, staffing spend against plan, and agency spend as a proportion of overall spend on staff. Comments from Board members are welcome, and further information on any of the objectives can be provided if required. Sally Storey Director of Human Resources 17 July 2014 Page 2 of 2

3 EDUCATION STRATEY Develop a specification for and appoint to the role of Director of Education. Consult upon and agree an organisation structure and funding for an integrated Education directorate, including a governance structure for oversight of all education activities, shared standard operating procedures, and a central repository for shared learning resources. Agree the education infrastructure required for the new building and requirements for the interim period, and agree interim arrangements for use of existing education facilities. Agree and execute an annual education operating plan including budget arrangements, based on a comprehensive training needs analysis. Identify and prioritise where the needs of key learner populations and stakeholders are not being fully met, and develop plans to close significant gaps. Establish a mechanism to publicise and celebrate education successes in conjunction with the communications team. Develop and implement set of universal metrics for learner experience and to evaluate best teaching practice. Implement an annual review of the product mix (all functions, including patient requirements). Agree a position on investment in digital learning (scope, scale, timeline, budget). SS Specification drafted. SS, AR SS AC AR Research into structures completed. Shared standard operating procedures and a central repository are a feature of the new L&D system. Implementation of the system is underway. Education strategy is informing discussions within the Education sub-group of the new build project. Staff in bands 1 to 4 identified as a priority group where needs are not being met. A detailed analysis is under way. Standardised methods of evaluation have been developed as part of the specification for the new L&D system. Implementation of the system is underway. 1

4 Develop a formal and strategic partnership with the Institute of Ophthalmology and University College London. A strong relationship exists. It has yet to be formalised in a detailed, written statement. Review other key partnerships and the extent of formality that exists, bringing formality where is does not currently exist. Agree joint structures to engage educators, clinicians and clinical scientists to enhance understanding and implementation of knowledge translation. STAFF ENAEMENT AND THE MOORFIELDS WAY Conduct appreciative analysis of existing patient and staff feedback from Friends and Family and other surveys, compliments and complaints. AS Analysis completed and findings from the analysis presented to over 800 staff as well as key leaders. Engage leaders as role models, and create momentum and ownership through high profile listening events: In Your Shoes (What do our patients want?) and In Our Shoes (What is it like to work here? AS, RB, JT, AC Staff and patient listening events run, staff and patient views sought via questionnaires, leaders engaged through a variety of means including Clinical overnance half days. Draft and consult on a values and behaviours framework, develop communications plan and materials to launch the values and behaviours, and agree alignment priorities: leadership, HR processes, continued listening and improvement. AS, RB, JT, AC Communications plan drafted, values-based recruitment process developed for trial in nurse recruitment campaign. Embed the values into our processes: leadership development; transformation and continuous improvement; values-based recruitment; values-based performance management and appraisal, and measure success. AS, RB, JT, AC Success measures drafted. 2

5 TALENT MANAEMENT Refresh the talent map of senior leaders and managers, and analyse the gaps in their development to make sure that maximum advantage is taken of externally available development opportunities. RB Develop the concept of the Moorfields Manager. MS, SS Refresh succession plan and business continuity analysis, identifying key gaps for action. SS, RB Concept raised at Management Executive awayday, needs further development. RECRUITMENT & RETENTION Create a dedicated and expanded recruitment team, developing standard operating procedures and a range of KPIs to ensure a reduction in time to hire and that customers needs are met. BH Experienced interim engaged to set up the team and standardise processes, customer feedback sought, process mapping in progress, manual recruitment tracker introduced, assistant level staff recruited, permanent manager role out to advertisement. Develop and implement a series of campaigns to close the gap between nursing workforce demand and staff in post. SS First campaign under way but with limited response. International campaign under discussion. Identify recruitment and retention hotspots, and develop action plans. HRMs A number of hotspots identified, workforce plans being refreshed by service. Develop the use of social media to promote employment within the trust and reach a wider audience. BH Introduction to the use of social media has taken place, links established between recruitment and communications teams. 3

6 Implement tighter controls on the engagement of honorary staff and ad hoc contractors to ensure that all workers within the Trust are brought within a common governance framework. EJ, MR Complete the roll out of the staff bank to the remaining staff groups across the trust, to minimise reliance on agency staff. MR Develop and implement improved on-boarding processes to ensure that staff effectiveness and engagement is maximised. JT Honorary staff data cleanse under way, and honorary contract process out to consultation. Electronic work flow process introduced for new ad hoc contractors. A&C implementation almost complete, estates and facilities roll out in progress, and negotiations under way for pharmacy. Induction review in progress, revised local induction checklist drafted. DELIVER THE BENEFITS FROM THE HR, PAYROLL & LEARNIN & DEVELOPMENT SYSTEMS Implement the replacement L&D system to transform the learning landscape across the trust. Complete line manager self-service roll-out, so that all managers are using Route66 for the management of recruitment, local induction, sickness and absence, annual leave, and contract variations. Resolve snagging in respect of Route66 interfaces (NHS Jobs, eneral ledger, MC), dashboards, and reports available to managers, and prepare for migration to the next upgrade of the system. Implement robust links between the HR and L&D systems so that managers and staff benefit from as seamless a service as possible. Complete the alignment of the trust hierarchy to deliver effective management reporting. AR MR DC, MR, PB MR, AR A System purchased and work on implementation has. 85% of line managers trained, one to one coaching provided as they start to use the system. E- recruitment established across the trust, roll out of sickness recording almost complete. Progress with Unit4 has improved following executive intervention and a series of meetings involving the whole programme board. Preparation for upgrade (Milestone 4) well advanced. Project leads working well together, areas of potential challenge identified. MR Principles for alignment established. 4

7 BENEFITS AND REWARD Review the impact of pension tax changes and implement measures to minimise the impact on the trust s ability to recruit and retain key staff. Consider the extent to which national terms and conditions meet the needs of the trust and its staff, and bring forward proposals to address any issues that emerge. Develop and publish a comprehensive package of staff benefits, rolling out Total Reward Statements in line with the national programme. SS, CN, DF SS MR, DF A Limited resources have affected the speed at which we have been able to address this issue and changes have already affected some staff. Legal advice sought. Remuneration Committee discussion planned in July Red Significantly behind target Amber Progressing but behind target reen On target/complete AC Andrew Crerar L&D Consultant HRMs HR Managers AS April Strategy consultancy HR SMT HR Senior Management Team AR Abigail Round L&D system Project Manager JT Jackie Tumelty L&D consultant BH Brenda Henderson Interim Recruitment Manager MR Mary Ryan HR Manager CdS Craig de Sousa HR Manager MS Mary Sherry Chief Operating Officer CN Charles Nall Chief Finance Officer PB Paul Briley Interim Workforce Information Manager DB Denise Bridle HR Manager RB Ruth Ball Head of OD DC Debbie Clifford HR & Payroll System Project Manager SS Sally Storey HR Director DF Desmond Fox Pensions Manager Director of Education EJ Emral Jarrold HR Manager 5

8 Workforce Key Performance Indicators Quarter 1 April to June 2014 Workforce Mandatory Training Key Performance indicator Target Quarter Q1 Q1 Q1 Q1 Q1 Q2 Q3 Q4 Sickness Absence - spot month 4% 2.5% 2.5% 2.5% 2.4% 2.1% Sickness 12 month rolling ave 4% 3.2% 3.2% 2.5% 2.8% 3.0% Turnover - QIPP measure N/A 8.5% 8.4% 8.7% 8.7% 8% Stability N/A 85% 85% 92% 96% 86% Vacancy rate N/A 9% 9% 12% 11% 10% Whole Time Equivalent (WTE) N/A 1,565 1,596 1,651 1,673 1,682 Appraisal 80% 37% 54% 54% 60% 49% Adult Basic life support 80% 61% 65% 69% 73% 67% Child Protection - Level 1 80% 55% 61% 66% 70% 69% Child Protection - Level 2 80% 63% 74% 77% 84% 84% Child Protection - Level 3 80% 100% 100% 95% 100% 100% Corporate Induction 60% 83% 81% 85% 88% 91% Conflict Resolution 60% 52% 60% 69% 70% 70% Fire 80% 59% 61% 66% 71% 64% eneral Health and Safety 70% 61% 67% 73% 76% 76% Incident Reporting for Managers 70% 76% 82% 87% 87% 84% Infection Control (Patient Areas) 80% 62% 63% 66% 74% 70% Information overnance 95% 90% 87% 78% 98% 95% Local Induction Checklist 60% 34% 36% 31% 46% 22% Object handling 70% 59% 65% 66% 70% 62% Paediatric Life Support 80% 50% 51% 56% 60% 63% Patient handling 60% 41% 55% 68% 75% 70% Prescribing Practice 80% 49% 54% 58% 60% 72% Risk & Safety Management 70% 75% 80% 85% 86% 83% Safeguarding Adults 80% 67% 72% 75% 80% 81%