Workforce Planning and Resourcing Strategy. Nick Macklin, Director of Workforce and OD

Transcription

1 Workforce Planning and Resourcing Strategy Nick Macklin, Director of Workforce and OD

2 Workforce Planning and Resourcing Strategy Why we need a Strategy Recruitment of skilled staff to ensure the NHS meets its key targets is a continuing challenge and has created a highly competitive market. We need to employ more staff, deploy existing staff effectively and develop our existing workforce to ensure continued high quality, safe and effective patient care. National demographic profile highlights an aging workforce presenting a major challenge to recruitment and retention.

3 Workforce Planning and Resourcing Strategy Why we need a Strategy To develop the capacity to meet the requirement of new models of care / new roles emerging from STP. To raise the profile of the Trust as the place to work and be treated. Urgent need to reduce reliance on the use of nonsubstantive workforce (bank and agency).

4 Activity undertaken to date Invested additional resources in the Recruitment Team. Conducted a successful international recruitment campaign. Delivered an innovative (pilot) multi / social media recruitment campaign (Taunton). Acquired rented accommodation as an offer to support overseas and other relocating colleagues. Supported 6 Cohorts of Assistant Practitioners across District Nursing, Mental Health Services, School Nursing and IRT s Produced a series of Trust promotional (Day in the Life) DVD s featuring colleagues from all occupational / geographical areas (available on You Tube).

5 Activity undertaken to date Implemented a range of joint working with Primary Care partners to help tackle medical workforce recruitment challenges. Delivered a range of innovative medical workforce recruitment campaigns. Continuous recruitment activity (HCA s, RGN s, RMN s). Developed a new on-line system for capturing / analysing data from leavers and starters to inform future approaches. Developed an Apprentice Strategy. Developed / implemented a new OD Strategy (mechanism to enhance rates of retention)

6 Activity undertaken to date Committed to introduction of new applicant tracking system (TRAC) to optimise the recruitment administration process. Continued roll-out of E-Roster across the Trust to support optimised deployment. Establishment of E-Roster Group and development of KPI s to be monitored at Divisional performance reviews. Development and circulation of detailed workforce metrics to support business planning activity. Successful recruitment day pre-registration students.

7 Current / Ongoing Activity Implementation of TRAC. Development of joint HR / OD structure with TST with immediate focus on transactional activity (including recruitment) to enhance capacity and scope. Planned attendance at local, regional and national recruitment events. Development of multi-professional Preceptorship programme to facilitate transition into professional roles. Exploration of joint recruitment initiatives with local health and social care partners. Lead partner Somerset STP Nurse Associate Fast Follower project.

8 Current / Ongoing Activity Completion of system wide Somerset Attract project to develop promotional material re living and working in Somerset. Development of dedicated internet microsite to host Somerset Attract and Trust specific promotional material (linked to NHS Jobs) and supporting social media campaign. Implementing new on-line system for capturing / analysing data from leavers and starters. Developing new competency / values based recruitment process. Continuous recruitment campaigns (HCA s, RGN s, RMN s).

9 Current / Ongoing Activity Continued liaison with Health Education England re academic placements at Trust and system wide level. Partner in Somerset STP workforce planning project analysing current workforce data, future implications arising from CIP / Turnaround report / STP and modelling potential solutions. Utilisation of recruitment display banners in strategic locations throughout the county with text and telephone contact directly linked to the recruitment team. Commissioned detailed project to review current approaches to recruitment / workforce planning / demand management and to collect data re specific occupational / geographical recruitment challenges.

10 Strategic Direction and Priorities Raise the profile of the Trust as the place to work and be treated. Reduce the number of medical, nursing and other vacancies to reduce our dependency on agency and bank staff and provide consistent high quality care. Targeted recruitment campaign to ensure regular availability of both registered and un-registered healthcare workers in areas of high turnover and hard to find areas, local / UK and overseas. Career development to grow our own management of talent / succession planning.

11 Strategic Direction and Priorities Develop a more flexible workforce and review roles / career pathways to introduce new and innovative ways of working and delivering care. Improve overall job satisfaction through delivery of the OD Strategy, Communications Strategy and successful resourcing initiatives. Develop a unique corporate brand and job web page. Make greater use of technology / social media to reach potential candidates and manage the recruitment administration process. Maximise the cost effectiveness and lead time of our recruitment process.

12 Next Steps (ongoing) Continued continuous recruitment (HCA s, RGN s, RMN s). Roll out of multi / social media recruitment campaigns Trustwide. Fully embed TRAC to optimise recruitment administration process. Ensure compliance with E-Roster KPI s to maximise efficiency of resource deployment. Utilise Trust and National benchmarking data to review consultant job plans / caseloads.

13 Next Steps (1/3/17 31/5/17) Develop an efficient and effective temporary staffing service integrated with recruitment and E-Roster teams. Implement Apprentice Strategy. Work with partners to explore development of a range of rotational opportunities for existing and new colleagues across all staff groups. Fully implement competency / values based recruitment. Implementation of skills mix review in District Nursing services (Benson model).

14 Next Steps (1/3/17 30/9/17) Utilise intelligence from commissioned project to develop a multi-faceted Strategy governing our approach to future workforce planning / recruitment activity. Informed by:- Continued engagement with STP workforce planning / modelling activity to inform Trust and help shape future system recruitment / workforce planning activity. Development of a nursing / AHP Workforce Strategy providing clarity re role utilisation:- Nurse Associate, Assistant Practitioners, Nurse degree apprentices, Senior AHP s, Nurse Consultants etc. and linked with the emergent Medical Workforce Strategy. Subsequent development of an annual Nurse recruitment pipeline.

15 Next Steps (1/3/17 30/9/17) Development of a Medical Workforce Strategy covering links with Primary Care, the utilisation of non-consultant and new roles e.g. Physicians Associate and links with the emergent Nursing Workforce Strategy. Enhanced liaison with Higher Education Institutions to establish pipelines of newly qualified registrants. Development and introduction of a Succession and Talent Management Strategy.