Level 3 - Managing managers

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Delilah Gibbs
6 years ago
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1 Introduction This programme has been created to support the development of staff with line management responsibilities working in all professions at Portsmouth Hospitals NHS Trust (PHT). It provides a structured competency framework for all of the key skills a manager needs to have. Many managers in the organisation have progressed to their management role as a result of being good at their clinical or technical roles, and have not received formal management training. This framework, along with the leadership interventions described in the Management and Leadership Matrix, provide a comprehensive pathway of development for new, existing and aspiring managers to build and further develop capability to meet the requirements of the CQC Well Led domain, using a combination of e-learning, classroom based sessions, shadowing, formal certificated national and local programmes and modules accessed via the internet. The programme is separated into 5 levels which apply to all staff, determined by their role (see What level am I?) based on management responsibilities for an individual or team, a range of teams/services, a Clinical Service Centre or Corporate Function. This set of competencies is Level 1 which is for staff with no formal line management responsibilities, however may take responsibility for conducting Performance Appraisals, managing Sickness Absence or Procurement. Staff taking on additional responsibilities may wish to consider the Best People Talent (Management and Leadership) Level 1 to 2. Level 1 - Frontline staff Level 2 - Managers and team leaders Level 3 - Managing managers Level 4 - Managing multiple services Level 5 - Trust Board Managing self., with no direct management responsibility eg. Staff Nurse, AHP, Secretary, Junior Doctor Line management responsibility for a team or individual eg. Admin manager, Ward manager, Consultant Line management responsibilty for a staff with line management responsibilities eg. Matron, Clinical Director, Business Manager Line management responsiibility for multiple functions or a CSC, eg. CSC Management Teams, Deputy and Associate Directors Executive and non executive directors V2 Page 1

2 Personal Plan Your line manager will support and coach you through this competency programme and formally discuss progress with you as part of your annual Performance Appraisal and regular one to ones. This level has a 3 step process: Step Activity Timeframe Step 1 A developmental conversation takes place between individual and line manager to identify any specific Within first 4 weeks responsibilities, development needs and consider what additional development is required Step 2 Individual organises a mentor and undertakes their agreed programme. ( formal mentor options) Within first 3 months Step 3 Individual and manager meet and discuss learning, its application and impact and sign off competencies. Within first 6 months Level 1 Staff with no formal line management responsibility For individuals who are not in a line management and leadership role, but may conduct Performance Appraisals, manage sickness absence or undertake Procurement responsibilities. Subject Area Competencies Formal development (follow links for how to book) Recruiting and selecting staff Building and managing teams Developing and communicating team/ department objectives and purpose Planning the workforce I assist with the recruitment and selection of staff in line with Trust policy for the department. I understand my role as the team leader/ supervisor. I understand the importance of a balanced team in which members have clear roles. C5 L3 (c) I develop and communicate objectives for my area which are aligned with organisational objectives of my area. I am aware of the need for workforce planning. I am able to manage the roster/rota and make a work plan for the day to ensure the service is delivered. Recruitment masterclass Interviewing Skills & Techniques Appraisal Performance Review Self Participating in Recruitment activity Aston Team Delegated activities Evidence of Achievement V2 Page 2

3 Leading and motivating staff I contribute to the discussions for workforce planning within my department. I understand leadership styles and am able to reflect on my own leadership style and potential. Edward Jenner Leadership elearning Healthcare Leadership Model Self Assessment Innovation I encourage innovation in my team. Innovation Champion Conducting appraisal I conduct effective appraisals in line with Trust policy and procedure and understand the place of appraisal in a wider staff development programme. Appraisal Performance Review Managing individual and team performance Developing staff (e.g. identifying development needs and appropriate solutions) Promoting equality and diversity Promoting employee wellbeing Promoting working relationships, managing and reducing conflict I understand the value of assessing performance to meet team and individual objectives. I understand the value of feedback in the work place. I am able to identify development needs of my team. I support equality and diversity. I have an understanding of my role in promoting employee wellbeing. This may include ensuring that rotas are managed fairly and recognising and taking appropriate first steps in tackling and reducing staff stress levels. I recognise the possible causes of conflict in the workplace and am equipped with simple techniques to deal with conflict. Appraisal Performance Review Appraisal Performance Review Essential Skills Essential Skills Representative/ Champion V2 Page 3

4 Managing employee relations in line with HR Policies (e.g. absence management, grievance, disciplinary, consultation) Managing resources to meet customer demands and Trust targets Managing the workforce to meet customer demands and Trust targets (e.g. planning rotas) Service Improvement Handling complaints Ensuring compliance with health and safety requirements in your area I assist in the management of staff in line with HR policy including attendance management and informal conduct issues I am responsible for requesting and ordering physical resources and ensuring they are available. I am responsible for ensuring that annual leave and absence levels are monitored I understand the importance of service improvement and innovation in the workplace and begin to develop ideas and theories on how to bring about effective transformational change to improve services. I contribute to the improvement of services C2 L2 I understand the Trust complaints policy and procedure I monitor and maintain health, safety and security of self and others C3 L2 Attendance Management and Occupational Health Referrals Managing Poor Performance Procurement E-Learning Essential Skills Essential Skills Chairing meetings Visits / Represent at H&S Committee Risk Management I know the Trust policies and strategy on risk management and how to report a Safety Learning Event Essential Skills Risk Assessment Training Reading policies V2 Page 4

5 Level 1 completion al discussion with line manager, either a separate meeting or part of appraisal and personal development plan Line Manager sign Evidence statement: off as competent to level 1: Demonstrates alignment to Portsmouth Hospitals core values Values Respect and dignity Working together Quality of care Efficiency Consider Best People Talent Management and Leadership Level 2 Agreement Individual s Name Signature Date Managers Name Signature Date Please a completed copy of this form to O.D@porthosp.nhs.uk and place a copy in the individual s personal file with Performance Appraisal Document V2 Page 5

6 Prospectus of development available People Management Processes (OD/P2M) Back to competencies Description How to access Time Commitment Appraisal Performance 2 hour Review workshop Attendance Management and Occupational Health Referrals Managing Poor Performance Values Based Recruitment Interviewing Skills and Techniques A concise workshop to develop your understanding of the theory and skills behind the Appraisal Performance Review Policy A concise workshop to develop your understanding of the theory and skills of managing staff on short term or long term sick (4 weeks or more), return to work meetings and Occupational Health referrals A concise workshop to develop your understanding of the theory and skills of managing staff under the Trusts Capability Policy You have selected your candidates to interview, this 1 hour workshop will now guide you through the skills required to undertake a values based interview. Automatic invite for newly appointed or promoted managers or Book via ESR 2.5 hour workshop 1 hour workshop 1 hour workshop Learning Outcome You will understand the seven principles of performance review and feel confident to undertake a meaningful appraisal performance review with your team You will understand managers responsibilities for: Reporting non-attendance and unauthorised absence Absence Reporting and Return to Work Meeting form Sections A&B Sickness absence and Fitness for Work Certificates and recording absence Trust triggers and breaches Occupational Health Referrals Annual Leave and returning to work Redeployment/ Ill Health Retirement /Injury Benefits You will understand responsibilities in relation to : The skills needed to manage poor performance within your team Ensuring consistency throughout formal HR processes Ensuring fair and effective management of staff to maintain high quality patient care Understand the stages of carrying out interviews and shows them how to conduct an effective interview so that they are able to attract the best candidates and choose the best person for the job. Evidence of Completion Recruitment Master Class This concise 1 hour workshop will prepare you for the full recruitment process using the 8 step system; writing your advert, attracting applicants, managers responsibilities, shortlisting etc. 1 hour workshop Knowledge of tools, techniques and resources helping you to attract and recruit the right candidates with the right values to your department. V2 Page 6

Service Management Processes (OD/P2M) Back to competencies Procurement and the Supply Chain Description How to access Time Commitment To provide an understanding of

Learning Outcome PHT Standing Financial Instructions how are these used?

competencies Leading a High Performing Team Description How to access Time Commitment Work with other managers to Book via ESR 3 hours explore practical ways of Some pre

7 Service Management Processes (OD/P2M) Back to competencies Procurement and the Supply Chain Description How to access Time Commitment To provide an understanding of elearning via ESR 1 hour to 1.5 the procurement process and hours the services offered by South of England Procurement Services. Learning Outcome PHT Standing Financial Instructions how are these used? Procurement & Order Process Tender Process Supply Chain management Savings Targets Risk mitigating Procurement Champions Evidence of Completion Leadership (OD) Back to competencies Leading a High Performing Team Description How to access Time Commitment Work with other managers to Book via ESR 3 hours explore practical ways of Some pre and addressing your priorities and post course follow up back at work with work your team and with the support of your manager Learning Outcome This session aims to equip you to enhance team working within your department and beyond with a focus on how it impacts on the patient and staff experience Evidence of Completion V2 Page 7

8 National Leadership Academy s (OD) Back to competencies Description How to access Time Commitment Edward Jenner (Launch and Foundations) Leads to NHS Leadership Academy Award in Leadership Foundations 1 Edward Jenner Advanced This is a PHT part funded programme and approval must be received from the Head of OD before proceeding to an application. Leads to NHS Leadership Academy Award in Leadership Foundations 2 National Leadership Academy Stepping Up This is an online learning programme designed to give you confidence and competence in your role. Aimed at staff in all roles within healthcare especially aspiring leaders. This is for participants who have completed the first two units of The Edward Jenner programme Launch and Foundations. This programme is open to aspiring BAME leaders, with 2 cohorts, one for band 5 and 6, and another for people in band 7. Access via Thames Valley & Wessex Leadership Academy Link to Edward Jenner Apply via manld@porthosp.n hs.uk Link to Edward Jenner Link to The Stepping Up A flexible resource: learn in your own time at your own pace Online learning and 3 x 1 day workshops Learning Outcome Designed by clinicians working on the frontline of care, it is highly practical and patient-focused making it a valuable resource for all staff who want to build a more compassionate NHS. Designed to help you use your own experiences as part of process, self-assessment in key leadership areas and continuing professional development. The programme will support you as you develop essential leadership skills. The programme has been designed with health and care staff, for everyone working in a health and care context. Highly practical and patient-focused, it s a great way to understand the purpose, challenges and culture of the NHS. The Stepping Up programme is a leadership development programme for black, Asian and minority ethnic (BAME) colleagues in bands 5-7 (or equivalent) roles, who work within healthcare (the NHS or an organisation providing NHS care). The programme is designed to bridge the gap between where applicants are and where they need to be, to progress into more senior roles. Evidence of Completion ESR/E-Learning record of completion and practice based reflective tools discussed and considered with line manager. At the end of each module print completion certificate Certificate of completion V2 Page 8

9 Workshops Back to competencies Conflict Resolution: Managing Positive Conversations in Difficult Situations Your management style and how to use it more effectively using MBTi Psychological Resilience Responding to Tenders Business Cases Project management Process Mapping, Demand and Capacity Description Conflict is invaluable within bounds. Too little conflict stifles creativity and challenge. Too much conflict stifles creativity and appropriate risk taking as well as promoting a culture based on buck-passing and blame. This session aims to demonstrate how we can put conflict to work productively which includes naming and managing conflict that has become unhealthy and surfacing submerged conflict when false consensus is stifling effective team working. Psychological profiling tools like OCEAN, Merrill & Reid and MBTI help us to understand our own preferences about assessing situations, taking action and working in teams. They also help us to lead and influence more effectively through an enhanced ability to understand other people s perspectives and bring colleagues together to maximise team performance. The second part of the session will move on to examine the habits that build or erode psychological resilience with the aim of helping delegates manage their own capacity to operate sustainably under pressure and to create a picture of the do s and don ts of creating resilient teams. Many of s facilitators have significant commercial experience, which is brought to this workshop to help delegates respond effectively and convincingly to tenders. The ability to write and assess a business case is a core management skill. This session takes an interactive approach to the fundamentals of structure and content. Attendees will come away with an ability to clearly state and secure the benefits sought from their case as well as the capacity to develop and assess options, manage risk, gain support from influential stakeholders and sell the case to a broad audience of potential funders. This session aims to Demystify the concepts and principles of project management and show you some of the ideas and approaches that can be utilised in delivering successful change management for sticky problems. We will discuss what we mean by project management because by understanding the key steps and processes involved we hope you will see how it is applicable to any initiative that you undertake. We will also discuss the role of the project manager as a change leader. We will share with you lessons from Project Management on managing each step of an initiative involving change and how to develop a document that sets out for you and others how you will go about achieving your goal. There are a number of simple tools and techniques that support Lean thinking and Service Improvement. Recommended by the NHS Institute s 7 Ways to No Delays and the Modernisation Agency s Ten High Impact Changes, these are proven to help staff reduce waiting lists. This workshop will focus on: Process mapping and analysis; What is true demand and capacity and how do you measure it; Understanding the impact of variation on your system; Strategies for improving the flow through the system, including reducing queues, extending roles, gaining capacity, recognising carve out and segmentation and scheduling; Use of process templates to aid scheduling your capacity How to access Negotiating and Influencing Facilitation Skills Negotiation and influence are life skills. Every day we practice on friends, family, colleagues, patients, the boss and the people who work for us. This workshop was developed specifically for the needs of NHS leaders using evidence based research and techniques An interactive one day workshop exploring the role of a facilitator aimed at those who often find themselves facilitating workshops, meetings and events. The day will cover successful event design, facilitator tools and techniques, how groups make decisions and how to deal with common facilitator challenges. V2 Page 9

10 Lean Thinking This workshop covers the key principles of lean thinking, and how to apply them to enable organisations to be less wasteful. Making Better Decisions Using data to Manage and Improve Managing Change Social Media for the NHS Delivering Great Patient and Customer Experience Stepping Stones to marketing NHS Services The practice of using quantitative data to drive improvement in health services has occasionally been brought into disrepute by crude analyses of suspect data followed by hasty action. This session aims to identify useful techniques which can account for data quality issues while suggesting practical avenues for improving the quality and value of services through techniques such as statistical process control (SPC). In this session we will get to grips with the theory and practice of two complementary approaches; John Kotter s 8 Step change programme which is great for avoiding unforced errors when planning, executing and sustaining change. The second technique is Ralph Stacey s model for understanding and dealing with complex and uncertain changes. We will explore the approaches and apply them to real NHS examples. This workshop will cover: Tools and techniques for engaging with millennials through social media The potential successes and pitfalls of using social media in the NHS How to campaign effectively using social media Ways to use social media for recruitment Future trends in social media We can all copy some other organisation s business or marketing plan but the one thing that is difficult for your competitor to copy is your customer service. How your staff behave on a bad day is your competitive advantage. Speakers this year include NHS organisations as well as other public sector organisations. This workshop provides tips and techniques for delivering great patient and customer experience and making them sustainable by engaging staff in meaningful way to their day-to-day job tasks. This session provides an introduction to the key concepts of marketing and branding. It is suitable both for those with some previous experience of marketing who are looking to refresh their knowledge as well as absolute beginners. The key concepts of marketing and branding and how they apply to the delegate s role and organisation V2 Page 10

ORGANISATIONAL DEVELOPMENT PLAN

ORGANISATIONAL DEVELOPMENT PLAN 2014-2015 1 Introduction The Northumbria Healthcare NHS FT Organisational Development plan 2014 2015 sets out to ensure we develop our staff to achieve the Trust Vision