Contents. 1. Introduction. 1. Introduction pg Opening statement pg The Walton Centre NHS Foundation Trust pg 06

Transcription

1 5 YEAR PEOPLE STRATEGY September 2012 September

2 Contents 1. Introduction The People Strategy is a key document that draws together strategically all that the Trust does to attract, retain, support and reward its people to meet its priorities. In order to meet the new challenges and opportunities ahead it is vital that the Trust has the right people, in the right jobs with the right skills at the right time. The strategy has been developed through consultation with Staff Side and staff through the many staff 1. Introduction pg 03 engagement initiatives. Together, this document draws together our objectives for enhancing the working lives of our staff who strive to provide and deliver excellence 2. Opening statement pg 04 every day Vision and strategy pg The Walton Centre NHS Foundation Trust pg The people strategy core objectives pg The Human Resources department contribution pg 17 Amanda Oates, Director of Human Resources

3 2. Opening statement 3. Vision and strategy Our people are vital to the delivery of the Trust s strategy, vision and values. Here at The Walton Centre Foundation Trust the People Strategy is more than a traditional Human Resources or Workforce Strategy. Its aim is to develop an organisation where people deliver excellence each day and feel involved, inspired, appreciated, fulfilled, happier and healthier at work. The NHS continues to face tough challenges that will require The Walton Centre Leadership Team to support and inspire our people, while delivering the change in a safe and successful way. The Trust s leaders are critical for providing the strategy, values and passion that will keep staff engaged and moving in the same direction. In partnership with key stakeholders, the Trust Board has developed and approved its 5 Year Strategy , refreshing its vision, mission and strategic goals, which will be developed into divisional business plans with underpinning objectives. The strategy for the future is: To provide our patients with excellent neurosurgery, neurology, pain and spinal services built on research and education and delivered with care, dignity and compassion in line with The Walton Way. Our mission that defines what we do is: 4 To provide an excellent standard of treatment, care and Contained within the four overarching objectives patient experience in the most appropriate place for 5 the needs of our patients. Our strategic goals which shape our nine underpinning objectives for the Trust s 5 Year Strategy are: Be world class Always caring Forward thinking As referenced in the previous People Strategy, this strategy will continue to signpost and refer to a separate Management, Education and Leadership Strategy (MELT) which sets out how the Trust will educate, manage and lead staff as well as retain, attract talent and develop people for our future. The Trust s leaders must demonstrate the values and behaviours and in doing so, nurture a culture of excellence and high performance. The People Strategy sets out four overarching objectives and associated action plans to assist and support the delivery of the Trust s 5 Year Strategy. the workforce plan outlines the strategic workforce risks facing the organisation over the next five years and also describes the developments and mitigations against identified risks. Section 5 of this strategy details the current HR contribution, governance and monitoring arrangements. It also outlines how HR will be measured and benchmarked to provide assurance and evidence of HR s contribution to the delivery of the People Strategy and subsequently the Trust Strategy over the next five years. Working together The People Strategy This People Strategy builds upon the previous People Strategy and outlines how the Trust will lead and support its staff to achieve its vision. The People Strategy will make reference to the Trust s Health and Wellbeing Strategy entitled Work Well the Walton Way. An action plan will support the overall delivery of the People Strategy which will give clear goals, timescales and measures of success. It is critical to note, that the four objectives set out in the Trust s People Strategy directly or indirectly impact on one or more of the Trust s nine underpinning strategic objectives and also reflect the local and national context within which The Walton Centre is operating.

4 4. The Walton Centre NHS Foundation Trust 1. Trust 5 Year Strategy Actions Taken Following Annual Staff Survey 4. The Walton Way 4.5 Forward to Excellence Programme (F2E) The Trust s 5 Year Strategy has nine underpinning objectives. The People Strategy directly and indirectly impacts on all nine objectives whilst objective 8 is specific to our workforce and is supported by both the People and Management, Education, Leadership and Talent Strategies. The Walton Centre, like all other NHS Foundation Trusts, is required to submit annual plans to Monitor within the first quarter of every financial year. This includes financial forecasts, identifying key risks, Cost Improvement Programmes as well as workforce information Monitor will assess us against these plans which have been reflected in this People Strategy. 3. National Staff Survey Annually, the Trust undertakes the National Staff Survey in which the Trust is compared to other acute and acute specialist Trusts. The results are analysed and reported as follows: Top four ranking scores Least favourable ranking scores Largest improvements Deteriorations Annually the Trust addresses many of the concerns raised by means of the following: The Human Resources Director presents a paper to Trust Board Through staff engagement, the Trust has been able to localise the NHS Constitution and develop values which encapsulate the way we work. These values will become our guiding principles that will underpin everything we do. The Human Resources Director highlights the The Walton Way was launched on 1 May 2010 and has results of the Staff Survey within Team Brief and Objective 8 We will be an employer of choice and continued to evolve. The values were revised in 2011 Staff Summits recruit excellent employees; we will attract the best to incorporate innovation following the publication of staff due to our excellent reputation and working Human Resources Business Managers (with Sir David Nicholson s report on Innovation Health and environment. staff side representation) present findings of the Wealth, Accelerating Adoption and Diffusion in the 6 Staff Survey to all departments and discuss the NHS in The five Walton Way values are: professional and team boundaries, about the patient 2. Monitor Requirements 7 Trust and divisional approach with the wider workforce to engage their views more particularly with actions staff think the Trust should take in response to the staff survey results. Particular focus will be on the hotspots and the links to the Walton Values Development of the Trust s response to the results. This is and will continue to be developed and communicated in line with the staff pledges through The Walton Centre campaign You Said, Walton Did, Walton Will Caring - caring enough to put the needs of others first Dignity passionate about delivering dignity for all Openness open and honest in all we do Pride proud to be part of one big team Respect courtesy and professionalism it s all about respect The Trust has now developed core behaviours in order that The Walton Way can come alive. The behaviours are embedded in all we do, such as induction and appraisal. The Walton Way is how we can operationalise and reinforce our desired culture so to create and sustain a positive working environment. This is a Trust wide service improvement programme (currently rolling out phase one 2012/13). It ultimate aim is to get all staff involved in improving the patient experience by ensuring more patients are seen by the right person in the right place and at the right time simple processes, faster and better. The involvement of all staff enables discussions and conversations, across experience. New alliances will be forged and out of these improvements, identified and introduced. In time continuous improvement and problem solving will become part of staff s daily work and more staff and more initiatives

5 5. The people strategy Core objectives Objective One Recruit and retain our workforce in accordance with service plans that meet our needs today and in the future The objectives of this People Strategy remain consistent with the People Strategy and the Trust s values and behaviours. They have been refreshed to reflect the Objective One organisation s 5 Year Strategy and through consultation and engagement. They are: Recruit and retain our workforce in accordance with service plans that meet our needs today and in the future. In order to ensure that we are able to deliver our strategic plan and deliver the services to our patients in the future, we will develop our ability to recruit and retain existing talent and manage and develop our people flexibly with the key skills in accordance with our service plans and needs we will also be able to flex our people accordingly when and if necessary. The key areas include: Recruitment Further developing the recruitment and selection skills of managers to include a roll out of competency, behavioural and value based assessment techniques which will help sustain our culture in line with The Walton Way Robust recruitment processes in partnership Develop a healthy workplace through Work Well the Workforce Plan see appendix 2 Objective Two with HR Shared Services to ensure the service Walton Way. and its systems and processes are fit for purpose This will ensure we plan and recruit our workforce and are in time, appropriately planned and to deliver high quality patient care in line with the Reward and recognise the efforts and performance of foster a diverse workforce to ensure key skills financial model and 5 Year Strategy. 8 Objective Three our staff. 9 Objective Four Improve staff satisfaction and engagement. The Workforce Plan sets out how the Trust will meet both current and future workforce requirements. It also sets out key enablers and identifies risks which will prevent the Trust achieving the plan and mitigations against those risks. The intention of the Workforce Plan is to maximise overall productivity in a cost effective way whilst ensuring that safe levels of staffing are maintained. recruitment in line with the full business case to ensure sufficient staffing for the safe running of the hospital Develop the ability to bring the right people into the Trust to support our future Service specific action plans will be developed to ensure that the people priorities for each clinical service (division) are realised in a timely manner and linked to F2E schemes so as to maintain an adequate supply of suitably qualified staff for that service and to mitigate against any potential risks identified in terms of workforce.

6 Objective Two Develop a healthy workplace through Work Well the Walton Way Retention Specific focus on identifying potential, retaining talent and leadership development and behaviours will be a focus of the Trust s MELT Strategy The Trust needs to focus particularly on how we differentiate and retain our highest performers Corporate Social Responsibility and Developing Working with the Ministry of Defence through the strategic partnerships to build a long term supply Career Transition Partnership to assist service leavers NHS Sport and Physical Activity Challenge Gold Award of local staff 10 with opportunities within the NHS Trusts ability to assist people to return to work or for Work Well the Walton Way and Silver Award for 11 Apprenticeships have been offered in the Trust for the past two years. We are able to offer a wide selection of apprentices in non-clinical settings. All staff have progressed and passed the relevant apprenticeship with excellent results. Many staff completing the courses have been successful in attaining new roles within the organisation due to their enhanced learning. Continue to develop partnerships with local schools to ensure internships are offered to support local schools and students to have paid work experience. We are working closely with local schools to provide the NHS workforce of the future. Internships provide students with a taste of working life and support the schools as they see a drop in students applying to university due to increased tuition fees. Work with local high schools to support work experience, career coaching, HR Master Classes, mentoring and sitting on the Local Advisory Board as advisors to the career academies programme The Trust recruits the majority of its staff from the local population. Approximately 73% of staff are currently employed from the local Liverpool area. It is a priority of the Trust to maintain our corporate citizenship responsibilities supporting local people to attain local jobs and be representative of our local community As part of the strategic investment programme, the Trust will work with partner contractors to ensure they recruit from the local community A number of Trust staff are reservists and have been mobilised for overseas engagement in recent years. The Trust supports these staff in this vital role and is recognised on the SaBRE website as an employer who publicly backs employees in the Reserve Forces. Open Days to engage with and inform the local community and local students. The Trust has developed Work Well the Walton Way Health and Well-Being Strategy, a strategy about how we care for our people. The main aim of the strategy is to create and sustain a happier and healthier workforce, which has been evidenced through research to have a positive impact on patients and the care they receive. The achievement of this objective can be partly tested through the achievement of HR key performance indicators by monitoring the levels of staff sickness absence in the Trust, reduced agency spend and staff satisfaction. It is also measured as outlined in the new government mandate by the remain in work where they suffer with a long term condition where possible. The strategy is externally monitored through Commissioning for Quality and Innovation (as there is a specific CQUIN: Fit and well to care ). Each provider organisation must review the recommendations of the Boorman Health and Well-being report and demonstrate locally how this has been applied and implemented to improve the health and wellbeing of their staff and to reduce sickness absence. The Trust has received recognition for the delivery of the strategy including: IIP Health and Wellbeing Good Practice Framework The Trust was measured against two new IIP awards, the Health and Well-being Good Practice Award and the Bronze Beyond the Standard award for the provision of Training, Development and Education. The Walton Centre was the first Trust in the North of England to receive the IIP Health and Well-Being Good Practice Award the NHS Games 2011, which the Trust led on behalf of the region Going forward, the Trust will be externally assessed by the Workplace Wellbeing Charter

7 Objective Three Reward and recognise the efforts and performance of our staff REGULARLY Continue to develop our approach to reward and recognise staff efforts. Benefits in Focus Increasing Staff Satisfaction Through Rewards and Recognition Schemes The Walton Centre has created various recognition schemes which reinforce our Walton Way values and E-cards Discounts culture which are communicated through Team Brief, Nursing Awards Walton Weekly and the Intranet. These include: Employees can send thank you e-cards to peers to say The Trust has introduced a new system which is an An annual award ceremony which corresponds with thank you. The e-card goes straight to the recipient s optional and affordable way for staff to access discounted 12 Monthly Awards International Nurses Day to recognise and celebrate and in future will be copied to their line manager. tickets for sports and leisure activities. excellence for nursing staff E-cards Also available via the internet are Birthday and Christmas 13 cards. Brainwave These are given to employees who go above and beyond expectations of their role and exemplify the behaviours in accordance with The Walton Way. Employees/managers can nominate staff through an online or paper application process. Recipients of these awards will receive certificates and vouchers worth 30 and the reward is presented by the Chief Executive. Annual Walton Awards The Walton Oscars this is our annual awards which encourages nominations from clinical and non-clinical teams across all professional groups and departments. All applications must show how they support the Trust s strategy and all are aligned to Trust values. In the future new awards will be introduced to reflect the achievements of F2E. Employees can send thank you e-cards to peers to say thank you. The e-card goes straight to the recipient s and in future will be copied to their manager. Also available via the internet are Birthday and Christmas cards. Thank you cards from the CEO Thank you cards are sent to staff where it is recognised they have put the Trust s values in practice. Walton Fan Club Once a year, employees who are innovative will be encouraged to put forward their ideas via the Brainwave campaign which supports staff ideas and provides funding opportunities to bring those ideas to life. Innovation Spontaneously, colleagues can send each other a round of applause via the Walton s fan club accessed on the Trust s intranet site. This tool will work similarly to Twitter in which colleagues can send a round of applause with commentary to show their appreciation. The number of applauses and comments can be monitored and discussed in staff appraisal meetings. This will be launched in January The top fan club member of staff will be awarded a gift at the Annual Awards event from The Trust will launch various initiatives through the Deputy Director of Research and Innovation to raise awareness and support staff who want to bring innovation to life. In the future, the Trust really needs to examine different ways in which it can differentiate and reward its highest performers. Staff Appreciation Week This will be run annually and will include a range of activities from health and wellbeing to obtaining staff discounts at family fun events such as the cinema and restaurants plus other attractions.

8 Objective Four Improve staff satisfaction and engagement This section recognises that if we are to improve staff satisfaction and engagement significantly, delivery of the other three objectives of the People Strategy is fundamental to improving overall staff satisfaction levels. The Trust has undertaken a number of initiatives over the last two years to increase staff engagement and satisfaction, other than those mentioned in objectives 1-3. These include: Walton Way one step further The Trust is developing a learning package to support the building of effective relationships with colleagues which is critical to the cultural attributes we wish to reinforce in line with our values and behaviours. The Trust believes this focus is critical to performance and productivity as well as our ability to attract and retain talent. The Trust acknowledges how ineffective organisations can be frustrating and unproductive with Staff Engagement Sessions a high level of negative energy expended. To assist the realisation of our values and behaviours, a programme We will continue to run a variety of staff engagement The intention is to also support a number of smaller spin will be piloted in 2012/13 to build the skills in managers sessions which include: staff summits, clinical senates, and the Trust magazine Neuromatters which is aimed at 14 off projects to engage and encourage pro-active and and staff which foster high quality relationships, as 15 all Trust members including staff. updates regarding the 5 Year Strategy and new build, both face to face and via online surveys. The aims of all of these sessions, is to inform, listen, shape and engage staff in the drivers and enablers going forward. Forward to Excellence Programme (F2E) Phase two of F2E will be rolled out during 2013/14 building upon the lessons learnt from phase one. Developing a more facilitated approach and embedding the training elements within the delivery of the F2E 3D Model to actual improvement projects. This will enhance the concept of learning through doing and participants will apply their skills and knowledge directly to real operational issues. Phase two will be supporting the development of up to three further projects and train more internal improvement. Facilitators and Champions immediate just do it staff actions. The output of which will be increased staff satisfaction as the direct benefits to our patients and colleagues will be observed. they make people happy and happy people are more productive and productive people create quality results and enhanced patient experiences. Internal Communications An audit is taking place of internal communications as part of the development of a new Communications Strategy. At present, staff are kept informed by a range of methods including a weekly bulletin, Walton Weekly; the monthly Team Brief presentation by the Chief Executive to heads of departments, cascaded down to staff in team meetings and supported with Team Brief newsletters; the Chief Executive s monthly blog, circulated by and placed on the intranet; news updates and messages on the intranet and website; all user s with urgent messages; posters and fliers; screensavers; You Said, We Did, We Will Annually, following the publication of the National Staff Survey results, staff are consulted regarding interventions and ideas. The results are then specifically broken down into divisional action plans and culminate into the Trust wide feedback through You Said, Walton Did, Walton Will. Creating More Visual Engagement As part of the Forward to Excellence Programme, the Trust will be creating a visual space to innovate and foster engagement with staff as well as spread the Trust s lessons learnt and identify and capture new ideas for the future. The visual experience will also be enhanced through the creation of a historical timeline which visualises the Trust s history and journey so as to share our story across the years and foster the culture of the organisation.

9 6. The Human Resources department contribution Fundraising Awareness of the hospital charity will be increased to staff with the aim of increasing their involvement, understanding and focus of charitable fundraising. Increasing Trust The Trust will work with senior managers to drive a positive working culture with staff so their trust in its leaders and the organisation is strengthened. The Human Resources Team has a critical role to play as a business partner. The department s focus will be on ensuring we have sufficient capacity, maximised capability and effective sustainability. The following operational model is in place: Access to Training and Development Opportunities Induction Experience for New Starters Future In addition to delivery of mandatory and statutory The experience will be reviewed and improved to include proofing training, the Trust ensures adequate provision is made an induction with a focus on our values and behaviours HR Services at of The for training to enable staff to achieve their potential as rather than mandatory training. This will include a three The Walton Centre Walton Centre employees of the Trust, contributing to the achievement month new entrant review with a senior manager outside of the Trust s objectives via the PDR process. of their work area, to feedback on their experience and HR Services at Strategic HR Services 16 share their insights into the organisation The Walton Centre 17 The Walton Centre Managers Role in Increasing Staff Satisfaction Recognising the crucial role leadership plays in inspiring, motivating and empowering our staff to give their best, displaying the Walton Way behaviours is a must for all leaders. Senior leaders will be supported to utilise a 360 tool, based on the Leadership Framework, with the feedback helping individuals identify where their leadership strengths and development needs lie and give them an insight into other people s perceptions of their leadership abilities and behaviour. It is essential for improved staff satisfaction that our leaders are aware of the impact their behaviour has on others. For all other leaders, the organisation will be expected to complete a leadership self-assessment tool, based on the Leadership Framework. This will be used as part of the PDR discussion to help individuals identify leadership strengths and development areas. This will be discussed in greater detail within the MELT Strategy. Centre of expertise HR Services at The Walton Centre and HR Shared Services Atomisation HR Shared Services Self Service Our Human Resources Service at a Glance Tier 1 HR Shared Service Recruitment Walton Internet Site Information Portal Policy and Process Walton HR and HR Shared Services Administration HR Shared Services Tier 2 Walton Centre HR Service HR Advisors administrator Advise Management Information Reports Case Managers First port of call for all employee relations issues Tier 3 Strategic HR Business Managers Deputy Human Resources Director Human Resources Director Intranet site information portal i.e. how do you do it

10 Transactional HR and Payroll HR Shared Services The Governance structure consists of three tiers: Strategic HR Service Walton Centre How we Evaluate our Success The Trust has undertaken a joint venture with 11 other Trusts in North Mersey for the provision of its HR transactional and payroll services. Private company Capita, HR Shared Services Centre, now provide the Trust s transactional HR and payroll via a service level agreement. These services include: - Statistical reporting and ESR structure maintenance Payroll Services including pension scheme administration The Trusts involved recognise that fundamental to its success is a comprehensive governance arrangement which guarantees that the resources invested by each Trust are appropriately managed and deployed, that key risks are identified and effectively managed so that Capita fulfils its accountable requirements. Day to Day Contract Managers Within each Trust, day to day contract management will be undertaken by a named Contract Manager. This position is held by the Trust s Deputy Director of HR. Operations Group The members of the Operations Group will be the Transactional Human Resources: Organisations need a HR function that can develop named Clients Trusts Contract Managers and Capita s skilled, creative, motivated, healthy and committed Recruitment advertising/ contract administration and Operational Management Team. This group meets on employees to drive the Trust s vision forward. IIP Health and Wellbeing safer employment checks a weekly basis Management Board Relationship with external stakeholders Workforce Information: The members of the Management Board will be the client Trusts Human Resource Directors and a Finance Director representing the pioneer Trusts and Capita s Operational Director and Management Team. The Board meets on a monthly basis. If issues cannot be resolved at the Operations Group, it will be escalated to the Management Board if urgent. The Key Performance Indicator (KPI) regime is intended to ensure compliance with the key customer requirements for delivering the contract. Fifteen key performance indicators are contained within the SLA, covering all service areas, and shall become effective and be measured from the implementation of the Target Operating Model. There are rising expectations of HR in terms of contributing to strategy, enabling the execution of business plans and delivering tangible benefits. The HR Team at The Walton Centre has now developed with HR professionals working closely with the business leaders and line managers of the divisions, influencing and steering strategy and strategy implementation. The HR function also needs to ensure it engages appropriately with relevant stakeholders such as the Local Education and Training Board to ensure the unique and specific needs of its service are raised at the highest level and ensure the Trust s service is maintained. Benchmarking iview and ewin- provide knowledge portals to share good practice across the region and benchmarking reporting against other similar NHS organisations. This includes developing a Walton Index which will include key KPIs Developing service specific workforce action plans with clinical/ financial colleagues which are discussed as part of the operational divisional meetings Health and Wellbeing Workplace Charter Staff Survey Results Surveying the users of our service and taking actions on any concerns raised Please note the full document including appendices can be found on the Intranet.

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