HUMAN RESOURCES ANNUAL WORKFORCE REPORT 2013/2014

Transcription

1 HUMAN RESOURCES ANNUAL WORKFORCE REPORT 2013/2014

2 AIM OF THE HR ANNUAL WORKFORCE REPORT: To update Executive Directors on work delivered by HR as part of the Workforce agenda in 2013/14 To provide a high level overview of current priorities To show how HR has added value To highlight the productivity increases delivered through HR 2

3 STRATEGIC WORKFORCE THEME: MODEL EMPLOYER Recruitment RECRUITMENT PROCESS Over the past year we have: Seen a marked improvement in nurse recruitment numbers 2 cohorts of Spanish Nurses Introduced e-dbs system to speed up the recruitment checks Improved communications between HR and the recruiting managers. Reviewed vacancies at Executive level weekly through the Vacancy Control Panel Over the next year: Introducing a passport scanner for the verification of ID documents, to improve the efficiency of Introducing streamlining of recruitment Check to speed up recruitment Developing the recruitment pipeline over 12 month period as part of the Trust s recruitment strategy. JUNIOR DOCTORS Over the past year we have made substantial improvements to the administration process for the August junior doctor intake: The deanery / ESR interface is well underway and the first run for the Trust will be in August It is planned that this will streamline some of the administrative tasks for the Medical Staffing and Workforce teams Occupational Health, Risk Coordinators and Training have access to the Medical Staffing database for all new starters. Thereby resulting in a smoother junior doctor intake for the junior doctors, Medical Staffing team and wider organisation STAFFING LEVELS AND VACANCIES The chart on page 4 shows the trends in substantive full-time equivalents and vacancies over the last year. Vacancies have fallen by 34% since June EQUALITY & DIVERSITY Equality Monitoring Monitoring is reviewed through the Trust s Equality Committee which meets on a quarterly basis. Equality Delivery System We held the Equality Delivery System (EDS2) stakeholder event in April 2014 and agreed with our stakeholders to upgrade four of the outcomes from amber to green. The EDS2 grades and outcomes are available on our website. Two Tick Disability Symbol The Trust procedures and practice for disabled staff and applicants was reviewed in May 2014 where we successfully retained the Disability Symbol. 3

4 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 Staff in Post (FTE) Vacancies (FTE) Staff in Post v Vacancies April April ,250 2,200 2,150 2,100 2,050 2,000 1, Vacancies (FTE) Staff in Post (FTE) 4

5 FTE Starters FTE Starters STRATEGIC WORKFORCE THEME: MODEL EMPLOYER Recruitment All new starters (FTE) including junior doctors 2012/ / / All new starters (FTE) excluding junior doctors 2012/ / /15 5

6 2. STRATEGIC WORKFORCE THEME: MODEL CAREER PAST PERFORMANCE 100% utilisation of the CPD funds to support Education & Development at the Trust. Continued review of monthly Statutory and Mandatory training reports to assist managers and staff to review and compare their compliance rates. In 2012/13 compliance against statutory and mandatory training was reported as 86% and 68% respectively. The compliance rates for 2013/14 are 82% (Statutory) and 82% (Mandatory) (See table 1). Last year Raised profile of Apprenticeships across the Trust and Bedford Hospital NHS Trust as an Apprentice employer of choice within the region and nationally through involvement in various events. Recruited 3 candidates for the Apprenticeship scheme and enrolled 42 members of staff onto Apprenticeship pathways. Achieved 4 successful Apprenticeship qualification completions with 2 members of staff accessing higher education as a result. Development of the Trust Management Induction Programme including access to Edward Jenner Foundation in Leadership programme and the design of learning events to support staff in managing people. Promote the use of appraisal to support staff development, which has increased from 76% to 81% for 2013/14 and held focus groups to inform the appraisal policy review. Development of Clinical Leadership Programme (Bands 7+) in collaboration with local HEI. 2 successful cohorts run to date with a further cohort scheduled to take place in May 2014 (26 staff have attended) Next Steps To roll out the new Annual Performance and Development Review framework across the Trust. To raise the profile and review the delivery of the Trust Management Induction Programme. To continue to raise the profile of Apprenticeships across the Trust and to secure funding for the first Higher Apprenticeships. To continue to increase the number of Apprentice Scheme recruits to at least 12 by the end of March To develop a trust wide Education Strategy to support the development of all staff. To continue to work collaboratively with local HEI to develop critical programmes which link into CQC outcomes one example of this is the Safeguarding Champions Programme which commenced in April Any educational developments should also take into account the recommendations of the Cavendish Review. Complete the implementation of the Core Skills and Training Framework. Complete the implementation of the WIRED (Workforce Information Engine Database), a web-based tool that enables us to export data from existing HR, E-learning and Learning Management systems, including ESR and OLM in England, and to quickly create a wide range of high quality compliance reports. WIRED will enable line managers to take responsibility for ensuring compliance, which makes better compliance easier to achieve. In addition, WIRED can contribute towards lower NHS Litigation Authority premiums. Continue to explore the roll out of an electronic booking system for Statutory and Mandatory training and to incorporate self-booking for all local study days. 6

7 Fire Safe Moving - Clinical Safe Moving - Non-Clinical Health & Safety Equality & Diversity Infection prevention Information Governance Basic Life Support Safeguarding Children L1 Safeguarding Adults Safeguarding Children L2 conflict STRATEGIC WORKFORCE THEME: MODEL CAREER /13 % 2013/14 % Table 1, Demonstrates a general increase in attendance rates across the majority of statutory & mandatory training topics 7

8 STRATEGIC WORKFORCE THEME: STAFF ENGAGEMENT Occupational Health OH Activity It has been an increasingly demanding year for the occupational health service with a significant rise in activity. There were over 8,000 attendances to occupational health during 2013, (excluding the seasonal flu vaccination programme). Management referral and work health assessment activity also saw increases (see below). The impact of increased demand on the provision of occupational health services to the Trust is being monitored. Management Referrals - there were 744 management referrals in In addition there were 228 self referrals. Cases are more complex and reflect both management practice and organisational change. 35 case conferences were held with the employee, their manager, union representative and HR in order to plan a return to work, work adjustments, ill health retirement or actions related to sickness absence management. Work Health Assessments - activity related to Work Health Assessments (pre-placement health screening) has seen an increase in 2013 with 1,382 pre employment questionnaire received. 214 of these required an Occupational Health nurse assessment. 869 vaccines were given and 29 chest x-rays requested in 2013 (excluding flu). A referrals were made to the chest clinic for TB treatment following a chest x-ray. 86 workplace risk assessment were carried out for staff who identified a health related concern or condition related to their workstation. 148 sharps injuries were assessed and treated. 104 of these were for Bedford Hospital employees. Occupational health attends the Trust induction. 8

9 STRATEGIC WORKFORCE THEME: PRODUCTIVITY TEMPORARY STAFFING This service is managed through Temporary Staffing and Medical Staffing Teams. Master Vendor Contracts and SLAs For Agency Medical Staffing with Holt March 2013 For Agency Nurses; Tier 1 with Hays and Tier 2 with Pulse and Medical 24 from October 2013 Management Information is provided by both contracts (savings numbers shown left) Management Reports weekly reports of Nursing Bank and Agency Activity at Trust wide, CBU and Ward level detail For Nursing Activity; reports are provided which include the reason given for booking the shift at the time of booking For Medical; monthly reports on activity for Trust wide and CBU level detailing reasons for booking. 9

10 STRATEGIC WORKFORCE THEME: PRODUCTIVITY Sickness Absence 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% East of England (Iview) NHS England & Wales (Iview) Acute Small Providers (Iview) Bedford Hospital (Iview) Trend: Whilst in the period April October 2012, sickness was lower than for England and Wales and for the East of England, since then absence has been broadly consistent with the rates across the NHS and the East of England. The Average FTE days lost / month has increased from 2, in 2012/13 to in 2013/14 and similarly the average number of episodes has increased from 409 in 2012/13 to 489 in 2013/14 The estimated cost of absence 2013/14 (note this does not include the cost of covering absence with bank or agency staff) was 2m Planned Action: HR is actively working with the managers to reduce these levels and produces regular reports for managers detailing the levels of absence in their areas. The HR team also liaises with managers on a regular basis and will initially focus their attention on the top 10 Bradford Scores in each CBU in a concerted attempt to reduce these levels further. The Trust is piloting FirstCare which is an absence management system which assists in streamlining all absence management processes. This is being piloted within Women s and Children s, Corporate Services and Operational Support Services from 1 July The system has proven benefits in driving down absence costs. 10

11 STRATEGIC WORKFORCE THEME: PRODUCTIVITY E-Technology Electronic Staff Record and Data Quality Planned data quality programmes on ESR continue to be carried out throughout the year. Of particular note is the improved reports in the in-house minimum dataset designed to improve data quality at the point of entry and provide increased assurance to the Trust. E-Rostering The electronic rostering system (MAPS) is now being used for processing payments for bank staff across all staff groups from May 2014 as well as rostering and processing payments for substantive staff across all groups (excluding doctors), and is well bedded in across the Trust. Deanery Interface The Deanery Interface is planned for first implementation in August 2014, and will be used for all deanery appointed doctors. It is anticipated that this will cut down significantly on the volume of data entry required to input a new starter as much of information held on the deanery database is transferred through the interface into our HR system. IAT Developments: Training compliance system WIRED This system provides access to improved reporting and access to information for managers and staff on statutory and mandatory training. The system is to be launched in June and July

12 EMPLOYEE RELATIONS ACTIVITY ACHIEVEMENTS Caseload Cases 2013 Cases 2014 (to date) Conduct cases Formal grievance cases 9 12 (including group grievances) Suspensions 18 8 Capability 5 1 Sickness cases (all levels) The Trust has dealt with approximately 111 sickness cases since 2013 under the Sickness Absence Policy. It is not possible to show this in the same format for the Conduct, Grievance, Suspensions and Performance cases due to the length of time such cases take to finalise and given the number of considerations that need to be accounted for. Since the start of 2013, 12 sickness cases went to a hearing and 8 resulted in dismissal. There were also 6 Ill Health Retirements. Caseload The department manages a busy caseload of employee relations cases. Since 2013, the team has supported approximately 222 formal disciplinary, capability, sickness and grievance cases. Employment Tribunal activity Three employment tribunal claims were lodged against the Trust since 2013, of these; 1 was partly successful. The Trust robustly defends ET claims and strives to avoid adverse findings. The claims were as follows : A claim of disability discrimination the claimant was awarded a small sum. 2 claims (involving 4 individuals) of unlawful deduction of wages which were all settled. Employment Tribunal Activity Struck out by ET N/A Claimant successful (in 1 part) Withdrawn Settled via COT3 2 Total 3 12

13 EMPLOYEE RELATIONS ACTIVITY/ACHIEVEMENTS Achievements ET record (see previous page). In last year conducted training on new policy implementation. Introduced Agreed Outcomes as part of the Conduct Policy and is monitoring the successful take of such. Since 2013 evaluated approximately 46 job roles. Continually builds on the reputation of the service with its users. Actively supported the management of change and continues to do so. Continued compliance with the Trusts Code of Conduct and Values of the organisation. Implemented the new team model for HR Business Partners (HRBP) and introduced a new post of Assistant HRBP to strengthen and move towards facilitating and up-skilling line managers to deal with people management issues. Enhanced ability to advise on and draft detailed outcome letter with fully reasoned rationales. 13

14 EMPLOYEE RELATIONS ACTIVITY/ACHIEVEMENTS Development Plans for 2014/15 Resolution of people issues within shorter timescales. Continuing to focus on standard of recorded information in relation to cases advising/advised on so that the Unit knows how a case is progressing, the reasons for delay and whether a delayed case has been escalated if such action becomes necessary. Shifting the focus of the ER team to one of proactively coaching and advising line managers to ensure a higher level of understanding on people management issues. Continuing to enhance the confidence and self-sufficiency of team members to suggest and implement solutions to problems. Continuing to ensure that through on-the-job coaching the ER team members become more up-skilled in terms of being able to deal with issues of increasing complexity, and that they are able to provide advice on improved rationales for decisions and are able to provide enhanced guidance on possible options in decision-making. Focus on exposure of senior members of ER team to MHPS (Doctors) cases as well as AfC where focus has generally been concentrated. Greater emphasis on policy development. Continuing to ensure that job evaluation requirements are dealt with at the earliest opportunity through a network of trained evaluators. Data collection and analysis will be undertaken for Equality purposes Continue to develop and deliver accurate and timely performance reports to support managers in managing their teams. Develop a tracker/audit trail/escalation process. 14

15 MEDICAL EMPLOYEE RELATIONS Caseload Total Cases 2013 Total Cases 2014 These figures are included in the caseload table overleaf. Conduct capability cases* 7 0 Formal grievance cases 4 9 Performance 0 0 Total cases (all levels) 11 9 Employment Tribunal/High Court activity 2 cases were lodged with the Employment Tribunal Service but were settled. (See overleaf). On-going work: Training will be arranged via Capsticks Solicitors on the MHPS process for Associate Medical Directors and clinical leads. The employee relations team and recruitment will also attend the training as part of the continuing transition of MHPS cases to that team. 15

16 DON FAIRLEY DIRECTOR OF WORKFORCE & OD MAY 2014