Our People. Public Board Meeting 24 September Information and discussion. Karen Vella, Head of Organisational Learning.

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1 Our People Public Board Meeting 24 September 2015 Presented for: Presented by: Authors: Information and discussion Dean Royles, Director of Human Resources & OD Dean Royles, Director of Human Resources & OD Karen Vella, Head of Organisational Learning Previous Committees: Trust Goals The best for patient safety, quality and experience The best place to work A centre for excellence for research, education and innovation Seamless integrated care across organisational boundaries Financial sustainability Key points This paper presents an update on the key deliverables of the LTHT People Strategy with supporting narrative and metrics to track progress. For discussion and review 1

2 1. Summary This paper is the second report outlining updates and metrics that provide a position statement on progress towards the delivery of the ambitions within the Our People Strategy and supporting chapters. It takes into account comments at the last Board meeting. Further feedback is welcome. 2. Background The Trust Board approved the overarching People Strategy and the five supporting chapters (plans) in March The strategy and plans (Workforce Plan, Volunteer Plan, Staff Engagement Plan, Talent and Leadership Plan and Training & Education Plan) have been developed to achieve our ambition to be the best place to work and to support the contribution of our People to the delivery of our vision and goals over the next five years. This work built upon and supports the delivery of our five year strategy and the development of the Leeds Way highlighting the values and behaviours we live by at the Trust. 3. People Strategy - Key Deliverables 3.1 Workforce Plan A five year submission to Health Education Yorkshire and The Humber (HEYH) has been submitted. This submission is based on individual staff groups and specialties. All healthcare organisations in the Yorkshire and The Humber area submit their projections for the overall staffing (FTE) and demand for newly qualified staff for next five years along with a series of narrative submissions. The plans are based on bottom up modelling, linking with individual service managers and professional leads. HEYH use the information to make decisions on commissioning education, training and learning in the region. The internal process of CSU planning started in July and will be completed in quarter 3 of 2015/16. The plans are focused on the 2016/17 business planning cycle but they should provide additional information on the local plans for the workforce within each CSU. Our Workforce Intelligence Team are also working with areas to develop Christmas trees at CSU levels to support on-going monitoring. 3.2 Volunteer Plan A significant improvement programme is underway to strengthen the volunteering model, profile and processes in the Trust. A Group is overseeing this work led jointly by the Head of Patient Experience, Krystina Kozlowska, and the Head of Resourcing, Wyn Jones. Our ambition is to double the number of volunteers to 600 by March Our current volunteer profile (as at the end of August) is: 2

3 Volunteer Plan Pipeline Number of Active Volunteers 425 (plus 16 starting dates in September) Numbers of Volunteers in Recruitment process 148 Number of new applications received (between 1.4 and 31.7) 54 Expressions of Interest for Volunteering opportunities (via the Basis website) 303 We continue to make progress on growing the number or volunteers and are in the process of collating the age profile and will include in the next report. 3.3 Staff Engagement Plan A Staff Engagement Group has been established to oversee the delivery of the Staff Engagement Plan and supporting workstreams (Improving the Employee Journey, Staff Health & Well-Being, Communications & Engagement and Reward & Recognition). The Group chaired by the Chief Executive has a wide representation of membership including CSU Leaders, Corporate Leads and Staff Side representatives. The group also oversees the wider staff feedback plan for the year including the effective utilisation of the National Staff Survey, Staff Friends & Family Test and Wayfinder Campaigns Staff Friends & Family Test The Staff Friends & Family Test is a feedback tool for staff allowing an organisation to take a temperature check on how staff are feeling. The results for Quarter 1 are listed below: Response Rate (numbers of staff, students and volunteers) 1644 How likely are you to recommend LTHT to Family and Friends if they needed care or treatment? 86% How likely are you to recommend LTHT to Family and Friends as a place to work? 68% National Staff Survey We have continued to take action in response to the 2014 Staff Survey and each CSU and Corporate area has been asked to summarise their actions in templates with the following headings: You said; We will; We did; By When. Completed templates have been shared with staff. 3

4 For the 2015 Staff Survey, we will be inviting all our employees to participate in the survey, making it one of the biggest surveys of employees anywhere in the NHS. Two years ago we surveyed 800 staff, last year it was 5000 staff. The survey will be undertaken largely on-line. Surveys will be automatically saved and partially completed surveys can be returned to later. A significant amount of work has been and will continue to be undertaken to provide and validate addresses for all our employees. However, employees who do not have a validated address will not be excluded. The survey will be undertaken in October and there will be an intensive communications campaign ahead of and during the launch. This will focus on the changes and improvements which have occurred as a result of the 2014 survey. As the survey is undertaken online there will be real time information in relation to how many surveys have been started and completed, allowing targeted communication during the survey period. A number of PCs and facilities will be made available to employees during the survey period for staff who don t have easy to a computer either at work or elsewhere. There will also be individuals available to offer technical advice and assistance to employees who may require it. The work undertaken to validate employee addresses bring added value in terms of future communication and engagement with staff and this work will continue Building our Social Media Reach We are one of the fastest growing Trusts on social media with a regular increase in the number of people we engage with our Facebook and twitter activity in particular. Our aim by 2017/18 is to have doubled Twitter following (baseline of 2400 in May 2015) with an increase of 1,000 by March 2016 and secure the top position for our corporate Facebook page against the 50 NHS Trusts we currently benchmark (baseline fourth as of May 2015). Latest social media figures (July 2015) show that we have 2655 followers Twitter account and we are the third most liked Trust on our corporate Facebook page (against the benchmark of the 50 NHS Trusts we monitor) and the first most engaging Trust with our followers against the same group. Recent popular stories on social media with staff have included a Friday Flashback about the nurses residence in the 1980s; and the weekly Meet our People and Meet our Team features. We currently have over 700 followers with over 2,300 tweets and we are starting to use this to promote vacancies and careers for example #theatrethursday Reward and Recognition The first Long Service Awards event in April 2015 was well attended with 75 members of staff attending to collect their certificate and pin badge. Our next event is on 18th September with 78 members of staff due to attend. This will recognise 4

5 those who have achieved 20, 30 and 40 years service between April 2015 and September Our first Trust-wide staff awards event is planned for Friday 23 October The event has been kindly sponsored by the Trust s Charitable Foundation. This will be an opportunity for us to formally recognise and celebrate the outstanding work that happens across the Trust and also share good practice to help us continue to improve services for our patients. One of the categories - the Unsung Hero Award was open to nominations from patients, the public and staff through our website. We have received more than 600 nominations from staff and the public for the Unsung Hero Award. The other categories are: Improving patient experience Staff Engagement Leading in Leeds Working Together Sustainable Efficiencies Best Use of Technology Improving Quality and Safety Research Empowering Leadership Partnership Working Innovation Health & Wellbeing Work is on-going to 're-brand' and promote the Staff Health & Well-Being Agenda across the Trust in a co-ordinated manner. Following on the success of the walking challenge we have highlighted the importance of mental health as well as physical health. Plans are in place for HR to work in collaboration with Organisational Learning to deliver five 1-day Supporting a Mentally Healthy Workplace workshops. These will be based around the NHS Employers programme and are aimed at staff with line management responsibility. Following the results of the National Staff Survey in 2014, a work programme is in place to address the issues of violence, bullying and harassment. We recently promoted aspects of this West Yorkshire Police. The programme involves working with Community Support Officers, posters and encouraging staff to raise incidents so we can support and, where appropriate, prosecute. The Trust has signed up the World Health Organisation (WHO) International Network of Health Promoting Hospitals. This signals our continued commitment to embed health promotion within every day hospital activity. Membership requires the Trust to undertake a self-assessment against a set of 5 standards, one of which relates to staff health and wellbeing. All CSU s have a Public Health objective agreed for delivery in This includes objectives relating to staff health and wellbeing. Activity is progressing well this quarter, including: implementing Schwartz Rounds (Children s), undertaking and responding to staff stress audit (Pathology & Adult Critical Care), business case for podiatry support for staff (Adult Therapies). Public Health NICE guidelines for the workplace are currently under review. This includes PH41: Walking and Cycling and PH13: Promoting Physical Activity in the Workplace. This will highlight whether we are fully compliant and any areas for 5

6 improvement or further development and NG13: Workplace policy and management practices to improve the health and wellbeing of employees. LTH is developing partnership arrangements with Carers Leeds to offer support to carers. Part of this work will also involve exploring support for staff who are carers and beginning to embed the Leeds Carers Charter throughout the Trust Re-Engineering our Recruitment Process A review of the recruitment services was completed in March 2015 and a series of actions have been implemented which are aimed at improving the recruitment process for managers and the people being recruited into the Trust. The three separate functions that are responsible for recruitment have been brought under the management of one person. We place on average 200 jobs per month on NHS Jobs. We are appointing new chairs to consultant appointment panels, will provide training for panel members and are reviewing the appointment process. To further support recruitment processes within the Trust we have established and implemented a careers website ( and are currently testing phase 2 which is an on-boarding site which will allow new starters to become familiar with the Trust and to complete their starter forms on-line before joining the Trust. LTHT Careers Website Introduction The careers website went live in September 2014 and the system for sending job alerts to people registered on the site started in December Visits - September onwards total 41,370 New visits in July - 4,476 (70.6% of total); overall 28,212 new visits (68.2%) Average number of daily visits to the site is 127 Average number of new visitors to the site is 93 In July the average daily visits was 188 for all visitors and 144 for new visitors. Registrations - monthly total 115: September onwards 976 July was the second highest month of registrants after October 2014 (the first full month of the system being live). The main staff groups for registrants are volunteers, apprentices and nursing registered / Clinical Support Workers (CSW). These three groups make up approximately two thirds of the registrants. The groups are defined by NHS Jobs to ensure consistency with the vacancies Alerts - monthly total 3,173: September onwards 13,459 Weekly alerts are sent out highlighting our vacancies. July had the highest number of alerts being sent out. In July 1,313 alerts related to registered nursing and midwifery roles and 1,255 to admin and clerical. 6

7 Featured Jobs - 6 featured jobs, with 1,051 total visits to these pages Nursing Recruitment, Apprenticeships and Dental Nurse Apprenticeship are the most commonly viewed pages. 3.4 Talent & Leadership Plan Since the launch of the Leaders in Leeds Programme in 2014, a range of development opportunities aimed at all services, bands and professions have been accessed by over 1,200 employees with many programmes delivered in response to ad-hoc requests for bespoke delivery. The programmes have included: Introduction to Management - Aimed at staff bands 4-7 who have had no previous management development this programme has been accessed by 125 managers. This two day taught course presents the fundamentals of being a manager and basic concepts associated with leadership in the context of the Leeds Way. In response to demand, this programme now runs every month. Chartered Management Institute Qualification - working in partnership with Leeds City College, the Level 2 programme aimed at team leaders and supervisors and the Level 3 programme suitable for first line managers has been completed by 112 managers with a Level 5 programme planned for autumn and a Level 7 programme in the pipeline. Leading for Patients - is delivered as three separate programmes to multidisciplinary audiences from nursing, AHP and healthcare scientist professions at Bands 5, 6, and 7 with 100 training episodes delivered to date. Post-Graduate Certificate in Healthcare Management - provided by Loughborough University this programme leads to a full master s programme for staff that aspiring to a full post graduate qualification. Two sponsored places are available for the 16 staff who recently achieved the award at certificate level. Applications are currently being received for the next cohort. New Consultants/Lead Clinicians Programme - working in partnership with the Centre for Innovation in Health Management at the University of Leeds 22 new Consultants and 19 Lead Clinicians have completed the programmes with applications currently being received for the next cohort. Breakthrough Leeds - aimed specifically at triumvirate teams, matrons, lead clinicians and speciality matrons the four day intervention aims to build new ways of thinking, create high achieving teams and develop skills to challenge ways of working to bring about quality and cost improvements. The next phase of Breakthrough Leeds will be aimed at leaders working in Corporate Teams and will follow the business partnering model at the heart of the programme currently underway for leaders in Finance, Informatics, Planning and Estates & Facilities. Learning Bursts Delivered by the Organisational Learning Team are a 90 minute condensed training session with an action learning set approach which allows the session to be shaped by the participants. 600 episodes of training have been delivered including: 7

8 Appraisal Paperwork Objective Setting Managing Difficult Conversations Living the Leeds Way Team Dynamics Leadership Styles Vision & Strategy Engaging Teams Leeds - which launched in September will provide talent management and succession planning for our organisation. The scheme has been designed to enable us to identify individuals who demonstrate potential and support them with a bespoke development package which could include coaching, mentoring, shadowing and 360 feedback. NHS Management Graduate Scheme - LTHT has been successful in securing a first year placement from the following schemes run by the Leadership Academy: General Management Informatics Finance The programme attracts and recruits top graduate talent and gives them the opportunity to become a successful leader in the NHS. The graduates are on the first year of the scheme and will spend time in a challenging work placements designed to give them the tools, experience and support needed to succeed in the NHS. Connecting Leeds Leaders The Connecting Leeds Leaders programme commissioned to support innovative leadership across LTHT, Leeds City Council, and the University of Leeds is a pilot programme supporting participants from the Trust, the city Council and the University to come up with a single, innovative and transformational step change improvement which will create benefit for Leeds. 3.5 Education and Training Plan The national Talent for Care programme is the NHS strategic framework, mandated by Health Education England with a national campaign to develop the healthcare support workforce. Our commitment in delivering against the three strands of the framework (Get in, Get on, Go Further) are being agreed as part of our partnership agreement and pledge with Health Education England (HEE) which outlines our programme of work to ensure that we have a healthcare support workforce aligned to our values and equipped to deliver safe, affordable care. The Trust is working in partnership with Skills for Health who have reported baseline data showing the qualifications held by our Clinical Support Workers. After stakeholder engagement and consultation the plan is to agree a model of 8

9 development which will include career pathways for support staff who aspire to achieve professional registration in a healthcare profession. There has been considerable progress against the strategic objectives in the Education Learning and Development plan, in particular: Schools and College Engagement In recognising the need to ensure we have a pipeline of talent to meet our workforce needs now and in the future, the Trust is reviewing and improving its activities and relationships with schools and colleges to attract young people into careers with LTHT. There are many examples of activities with schools and colleges across our hospitals which include work experience, mentoring and supporting careers events. During August, LTHT has for the first time supported two interns (6th Form students) from Rodillian Academy as part of a HEYH Career Ready pilot School Partnerships (post 16) To fully understand the outputs from the various interventions with schools and young people, LTHT will be working directly with three local schools to support a menu of activities which will include: Attendance at Career Fairs Supervised visits to our hospitals and in-house career related events Internships Paid temporary employment (out of school hours) Initial discussions have taken place with two schools; Rodillian - a Career Ready school, and The Co-operative Academy of Leeds a school local to SJUH; the third school is still to be agreed but will be chosen to ensure our evaluation can take into consideration diverse student populations Review of Work Experience The Trust Work experience approach is being reviewed to ensure that it is fair, safe and rewarding for all concerned. Opportunities to expand paid work experience placement opportunities (such as those accessed through sandwich degree courses) are being explored through proactive management engagement with University placement co-ordinators. There are opportunities to link this with volunteers for young people Healthcare Career Ambassadors Healthcare Career Ambassadors have been recruited to strengthen links with schools, provide organisational capacity to meet career related activity requests and 9

10 give local schools signed up to the Inspiring the Future s 1 website access to LTHT staff who have a particular interest and skills to support young people. The use of Inspiring the Futures website will also help LTHT to monitor requests. Since the launch of the Healthcare Career Ambassador project in April, 144 staff from a range of roles have signed up (exceeding the initial target number of 100). To date 63 % have attended orientation sessions and a further 6% are booked onto planned sessions in in September and October. Our Ambassadors are being actively encouraged to register on the Inspiring the Future site and requests for attendance at careers events are being centrally collated through Organisational Learning. A Trust yammer group has been launched to support Healthcare Career Ambassadors and funding from HEYH is being used to purchase materials to use when promoting healthcare careers. We have so far committed to attending 20 events Apprenticeships Activity Our ambition was for 220 apprentices this year, there are currently 193 apprentices employed at LTHT. Since January this year 95 individuals have completed their apprenticeship programme and secured permanent employment. The largest numbers of apprentices (159) are on the Clinical Support Worker scheme, we have 19 Business Administration apprentices with the remainder being Pharmacy, Clinical Skills & Simulation, Medical Physics, Medical Engineering and Mechanical and Electrical Engineering. Working in partnership with health and social care providers across the city, recruitment is underway for the first Apprenticeship Programme in Integrated Health and Social Care where placements are provided in a range of health and social care settings Leeds Health and Social Care Academy In support of the Trusts aspiration for a Health and Social Care Academy in Leeds Teaching Hospitals, work has begun to ensure we have an integrated approach to our education, training and development provision to co-ordinate and align our activity. The Training functions from IT and Estates and Facilities will be joining with our Organisational Learning Team. Benefits realisation will include further expansion of apprenticeships and digital learning. Agreement has been reached to implement a single integrated quality assurance process for all education, training and development activity across the Trust and a shared programme of Continuing Professional Development has been commissioned for all staff involved in delivering education and training. This includes a funded Certificate in Education from the University of Huddersfield. 1 Inspiring the Future is a free service that connects 7,700 teachers from over 1,000 primary and three quarters of state secondary schools and colleges with over 20,000 volunteers who have pledged to give just one hour per year to speak to young people about their job, career and the educational route that they took. Volunteers and schools are connected securely online, with volunteers receiving invites from local schools and colleges to see if they can attend events during the academic year. 10

11 Under the direction of the Workforce Enabling group (a sub group of the Transformation Board), education and training leads from health and social care organisations across the city have agreed a programme of work to develop sustainable partnership working across the following areas: Sharing resources for mandatory training and assessing the feasibility of adopting the Skills for Health Core Skills Framework. Scoping shared commissioning and delivery of leadership development. Joining resources for informal development such as coaching. 4. Financial Implications and Risk Consideration of the financial implications associated with delivery of the various programmes underpinning the People Strategy and Plans are detailed through the various work programmes. Risks associated with each programme are managed through the People/HR Risk Register and are also reported as part of the work stream updates to the Staff Engagement Group. 5. Communication and Involvement Strong communication and engagement plans underpin the delivery of the People Strategy and the supporting plans. Existing and new innovative communications mechanisms are being utilised to achieve this. 6. Equality Analysis Equality considerations are embedded in each of the chapters of the People Strategy with a number of be-spoke actions presented in order to progress the equalities agenda in the Trust. This is also aligned and mapped to the key objectives of the new Equality & Diversity Strategy (approved by Trust Board in May 2015). 7. Publication under the Freedom of Information Act This paper will be made available under the Freedom of Information Act Recommendation The Trust Board is asked to review and discuss progress against the key deliverables of the LTHT People Strategy. Feedback regarding the suite of indicators and presentation of this report is also welcomed. Dean Royles, Director of HR August,