Workforce Dashboard Narrative March 2012

Transcription

1 Workforce Dashboard Narrative March 2012 Wednesday, 04 April 2012 General point: A indicates that a figure was not present or available for that month. Page No. Sheet Name Component Explanation & Comment 1. Total Staff in Post These are FTE & HC figures for contracted in-post staff. The figures are for all assignments and are run as at the first of the month. According to the March TMB Finance Performance Report, Workforce numbers, including the impact of agency workers, are approximately 165 below plan for February compared with 225 below plan in January. Excluding the impact of agency staff, wte numbers are around 272 below plan. Actual wtes have increased by approximately 58 compared with January. This worked FTE position differs from our contacted FTE numbers in that the number of contracted staff has reduced from a year high of in December to its lowest point in March of HC:FTE Ratio This is the ratio of HC to FTE. It is an indicator of the number of part-time workers within the organisation. This is included in the regional dashboard metrics, but is not measured against the cluster. Overall we have an HC:FTE of This is below the median ratio for the benchmark group (1.18). Internally the lowest ratio is Estates/New Hospital Project (1.02) and the highest is Nursing, Therapies & Facilities (1.31). This would correspond to the gender make-up of the two divisions. Sickness (Rolling 12 months) Sickness is now presented on a rolling 12 month basis for two reasons: 1/. It smoothes out the seasonal variations you get in sickness reporting in-month figures. 2/. For this reason, it is the measure the SHA use to determine our sickness performance against our agreed target Workforce Dashboard Narrative March 2012 Page 1 of 8

2 (currently 3.75%). Whilst our sickness has been reducing over the course of the year we are still above target both internally (3.50%) and for the SHA (3.75%). Investigations (Live) These are the number of live investigations going on within the month being reported. The HR team together with management representative conduct an initial assessment of facts prior to the initiation of a formal investigation. This is to determine if a formal investigation is in fact necessary. The progression of investigations is also reviewed centrally to determine any issues that prevent an early conclusion, the availability of appropriate representation, and administration support to compile management reports have been identified as contributing factors. Suspensions (ongoing) As with investigations, this figure highlights the number of suspensions that are ongoing within the month being reported. Recruitment Admin Time Variance (Establishment v actual) This is the median recruitment time it takes to process the paperwork for getting an advert onto NHS Jobs to the point where a formal offer is made to a prospective employee. The desired admin time is 9 weeks, taken from Recruitment Standards. The primary delays in the system are time taken for managers to distribute paperwork, time taken over shortlisting, and possible employment checks. This is the under/over establishment figure when you compare in-post numbers to the establishment figures, which are obtained from the finance department. This has been called variance, as at a top level it is not possible to identify vacancies, as many of the posts may be held for savings, or are being filled by bank etc. The latest establishment figures we have are for January 2012 ( ). Finance recognises a different organisational structure to ESR, so the establishment figures have been reconciled back to the ESR structure. The establishment v actual variance will match the bottom line figure Workforce Dashboard Narrative March 2012 Page 2 of 8

3 ( ); however, this will not necessarily match at a divisional level, if compared to a finance report. Work will be carried out with the Transformation Office to identify which posts have been identified as part of the savings plan. It is the intention, over the next few months to be able to produce reports which detail actually vacancies. Posts (advertised in month) Prof Reg Actual Lapses These are the number of posts that are advertised within the recorded month as reported by NHS Jobs. These are the number of employees who are being investigated for actual lapses of registration. A new Trust Professional Registration Policy was approved in December 2011, covering both Acute and recently transferred community staff, prior to this 2 different processes were followed. All acute Trust breaches prior to this were investigated in line with the existing Policy as were community breaches in line with their Policy. Since harmonisation all breaches will be investigated in line with the revised Policy. PDRs The current PDR compliance target is 85%. Although there has been a steady increase over the year, the compliance figure (69.63%) is below target. However, this improvement is mirrored in the latest Staff Opinion Survey results (2011), which state that: Staff were asked if they had had an appraisal and / or a Knowledge and Skills Framework (KSF) development review in the last 12 months. 82% said that they had had a KSF review and / or another type of appraisal, PDR or ARCP. This compares to an average of 78% in Trusts as a whole. This above average response would correlate with the improvement we have seen over the course of the year. LIA events are in the process of being setup to look at the current PDR process to see if it can be improved. Workforce Dashboard Narrative March 2012 Page 3 of 8

4 Leavers (Rolling 12 months) This is a headcount and % figure. The % leavers figure is below our historical average of around 10%. As yet no determination has been made as to what is a healthy/unhealthy leaving rate. Overall our contract FTE numbers have dropped from in April 2011 to in March Our leavers % (8.15) is the 3 rd lowest compared to our benchmark group, with the median leaving rate being 8.72%. Mandatory Training Compliance 2. SIP & Sickness Staff in Post (Contracted) These figures are taken from the CDA the CDA system is currently being updated, however the majority of mandatory training compliance figures are available and the remainder will be available shortly. There has been a decline in the compliance rate from the start of the year and there are still a large number of staff who are 6 months or more out of date. Future bookings for the next few mandatory training days are positive and there are dates available until Managers are urged to ensure their staff complete the necessary training. Competence in the use of medical devices is still below target. Managers are asked to ensure that they review the central records and update them where required or ensure that staff are trained. These are the SIP figures by Division. The colour formatting indicates whether, compared to the previous months figures, that: SIP is greater red; the same amber; lower green. The median figure formatting indicates, based on the above criteria, whether it is higher, lower, or the same as the April figure. Sickness These are the rolling 12 month sickness figures by Division. Since the demerge of the ESR database, which has merged community 788 into Acute 381, we will no longer have to report Community Child Health separately, as they are part of WCH; hence the lack of Dec & Jan absence figures. Workforce Dashboard Narrative March 2012 Page 4 of 8

5 3. PDRs & Leavers Leavers The Miscellaneous division will have its sickness recorded from April. These are the rolling 12 month figures by Division. PDRs These are the PDR figures by Division. 4. Vacancies Vacancies advertised in month Variance (Establishment v Actual) 5. Prof Reg & MT Prof Reg (Actual Lapses) Mandatory Training These are the number of vacancies advertised in each month by division. These are the establishment v actual variance figures broken down by division. A minus value indicates an over establishment. However, as noted above, this is simply the difference between the establishment and in-post figures. These will include posts being filled by bank, posts held as part of the TSPs, etc. These are the number of actual lapses by division. The monthly MT figures by Division. 6. CIFP Investigations The current, live investigations (in-month) by division. Suspensions The current, live suspensions (in-month) by division. The new diversity scorecards now include all diversity strands currently available on ESR, and are therefore a better record of our diversity status compared to data previously presented. 7. Diversity (SIP) The figures are presented as FTE & HC numbers in-month, taken at the same time as the SIP figures. The comparison column looks at the median values (expressed as a percentage), versus a reasonable comparator. For SIP, these are the local population figures, where available. Local population figures for disability & Sexual Orientation are not readily available. Gender SWBH employs more female staff when compared to local population numbers. This is a well understood health sector bias. Religious Belief It is difficult to draw Workforce Dashboard Narrative March 2012 Page 5 of 8

6 conclusions from these figures as we have a significant number of staff who are recorded as undefined or do not wish to disclose. For the remainder of the diversity scorecards the comparator is against SIP percentages rather than local population. 8. Diversity (Leavers) 9. Diversity (Promotions) Trends do not suggest any untoward variances across the diversity strands. Promotions are broadly defined as an increase in grade when comparing one month with the next. This can include permanent changes of acting up. In general terms the figures look acceptable when compared with the SIP percentages. There are two areas that require further consideration: White promotions greater than SIP, and Heterosexual promotions greater than SIP. Both show promotions greater than the percentage staff in post figures. However, due to the high rates of not stated/undefined etc, it is difficult to draw any firm conclusions. But they may be categories to watch over the next quarter/year to see if that trend is maintained. 10. Diversity (Recruitment) 11. Diversity (PDR) 12. Diversity (CIFP) Comparison is difficult at this stage due to the high number of undisclosed staff across the protected areas. However, what is positive, is that the number of undisclosed staff has reduced significantly for those being recruited over the last 12 months. The recruitment department has worked hard to explain the reasons behind capturing this data at the recruitment stage. PDR figures show a good correlation with SIP figures across the protected areas. PDRs are measured as to whether a member of staff has had a PDR/review within the last 12 months. Doctors in training have their reviews carried out by the deanery, therefore, assumption figures are put into ESR, to ensure that they are recorded. Based on previous dashboards, we know that there has been concern regarding a disproportionate number of investigations being carried out on non-white staff. HR Workforce Dashboard Narrative March 2012 Page 6 of 8

7 13. Occupational Health New Starter Sickness appts (OH Consultant) Sickness appts (Non- OH Consultant) Sickness appts (Specialist/Qualified Nurse) have investigated a number of the cases and the reasons for the investigation have been found to be valid. The Trust has raised the profile of diversity with the HR team, prior to the acceptance of a case into a formal procedure. Diversity training is now included within the mandatory training programme. KPI showing percentage of new starters who are screened within 2 days (out of around 100 received per month). The higher this figure the more quickly new staff can be vaccinated if required and start work. KPI showing percentage of appointments with an OH Consultant within 10 working days. Whilst this has dropped slightly this quarter this is due to reduced consultant clinics due to long term sickness and flexible leave, no junior doctor in post (so more work for consultants) plus an increase in demand for consultant appointments of 72% compared with Monitoring continues with discussions on new ways of working to ease the demand. KPI showing percentage of appointments with a Non-OH Consultant within 10 working days. This is n/a as there were no junior doctors in post in this quarter (due to recommence in April 2012) KPI showing percentage of appointments with a specialist/qualified Nurse within 10 working days. There is a dip in February explained by an unfortunate cluster of serious unrelated sickness absence among the OH specialist nurses and a 70% increase in referrals in the quarter. Reports to managers KPI showing percentage of reports to managers within 5 days (upon receipt of consent). The higher this figure the more quickly managers receive outcome information from appointments, allowing them to make management decisions in sickness absence cases. Time taken should decrease further with the planned Workforce Dashboard Narrative March 2012 Page 7 of 8

8 electronic system. General Immunisation Clinics Sickness Wasted Hours & Cost General Clinics Wasted Hours & Cost KPI showing percentage of clinic appointments for immunisations completed within 10 days of request. The aim for this KPI is about 90% as some immunisations have to be booked in advance as they are part of a course. This is sent to DGM s showing the wasted time per month from people not attending and cost associated with non attendance (based on how much we would charge an external customer) The result is intended to be a guide to stimulate management action. While the costs have remained the same over six months this represents a drop in real terms because of the increase in appointments. IT developments should allow us to send reminders soon and only one DNA is permitted for a consultant clinic, this policy is likely to be extended to nurse sickness absence clinics. As above but for General Clinics. Workforce Dashboard Narrative March 2012 Page 8 of 8