Appendix 1 Managing Change To improve the ability of the Trust to manage change effectively by improved planning coupled with sensitivity to the concerns of people. 1. Service Delivery plan for Workforce Planning team outputs to be agreed with Corporate and Directorate Customers. Shortly WAG are to launch revised workforce planning processes for 2008 after two interim years. As this is likely to change the nature of WFP the development of an SLA may not be appropriate. Held until outcome of WAG review complete and new process confirmed. SA1.1 HR to carry out systematic external labour market analyses including staff and skills audits, turnover rates, absenteeism levels, pay profiles, age profiles, racial and gender profiles and make information available to managers. 2. Rescope and redesign HR Management Information provided to the Exec Board. Completed. 3. Review of ESR capability and future requirements for HR Management Information. ESR live in November 2006 review of HR management information being managed through All Wales User group. Trust is already making use of management information specifically sick absence data and plans to develop further reports will come when the full range of HR data is captured within the system. SA1.2 HR to develop sound policies, systems, tools and mechanisms to provide a service enabling managers to recruit to meet business needs, achieve the right numbers and mix of staff, optimise work patterns and facilitate staff movement. 1. Annual HR Directorate Plan to include programme for policy review covering 3 years. Internal work planning processes in place. Plans for a more formal document to be issued not developed in light of priorities elsewhere. 2. Complete Business Processes Review for Recruitment. Completed Second review completed for ESR go-live. Trust now fully using NHS jobs as the means of administering the recruitment process. 3. Phased Kronos roll-out to whole of the Trust completed. Tender reviewed in light of Merger issues. Proposals to proceed asap to be put to Merger project Board shortly. 4. Review of ESR capability to deliver HR processes. Underway as part of ESR implementation post live work started on OLM and eksf links. Broader review (known as RA5) underway and submitted to WAG November 2007. 5. SLA created between corporate and directorate customers Held until implications of ESR / Merger known. Page 1 of 8
Managing Change To improve the ability of the Trust to manage change effectively by improved planning coupled with sensitivity to the concerns of people. SA1.3 Managers, with HR assistance, to assess the readiness of the Trust to cope with change and support people through the difficulties and stress of change. SA1.4 Managers to promote a culture in keeping with the Trust's values. All Staff to help create a climate where people from different backgrounds can confidently cope with challenge and opportunity. SA1.5 The Trust to ensure staff are able to balance the needs of their family life as well as a developing a worthwhile and fulfilling career. 1. Trust to adopt IiP standards assess opportunity to seek IiP accreditation. No corporate decision to adopt IiP made in light of considerable work to support Welsh Risk Pool and HCW standards at the same time. Plan to review once WRP standards phased out. 2. Trust to consider completing a Stress Audit. Stress Policy agreed. Plans for audit being considered alongside the All Wales staff surveys which, in part, have covered stress issues. 3. Change management a key module within a comprehensive management training programme. Middle Manger programme established covering change issues second cohort started. Leadership Academy being piloted also focused on change management. 1. Facilitate the identification of the Trust s values through the Board. Establish and publish the Trusts core ideology. Action plan post staff survey agreed and being managed not certain we will go down the values route 2007 staff survey underway. 2. The behavioural component is reflected in the appraisal system. Completed. 3. All policy development is judged against the Core Ideology. See (1) above 1. HR to include a review of progress towards balancing work/life in the Directorate plan. A range of policy development has been completed in this area a formal Work Life balance policy has been consulted upon. Tender for Child care vouchers completed announcement on result due shortly Scheme to be implemented wef 1.1.08. 2. Formal review of the Trust s progress towards compliance with the EWTD. Completed. Regular reviews of the EWTD compliance are in place and reported to the EB. Page 2 of 8
Managing Performance To build on and improve the performance of people in the Trust by looking for ways to promote effective personal performance. SA2.1 HR to develop simple and cost effective performance management systems to reflect organisational objectives and support continuous improvement SA2.2 HR to develop an attractive and positive corporate image/style for use in recruitment material. Setting a revised recruitment strategy and creating appropriate selection techniques for recruitment and job selection to meet business needs. HR to develop an internal workforce planning process to support and direct recruitment activity. SA2.3 HR to use the KSF to build alignment between selection, performance, training and development. 1. Proposals on the introduction of a Trust wide Personal Development Review (appraisal) Policy agreed training focusing on KSF profiles. Presentation given to EB. Training rolled out (750 + managers so far) 2. System to be rolled out In place for 2007/8 - First reviews due April 2008. 3. Full system review Still planned to review process following first implementation. 1. Corporate image and style introduced for all recruitment promotional material Completed 2. Incorporate recruitment techniques into the SLA to be created between HR and the organisation. Subject to ESR review and e-recruitment - training programme being developed. 3. First revision following the BPR of recruitment practices. See ESR and the use of E-Recruitment. 1. Trust wide Training Plan linking learning to KSF and professional competences. Still expected to be developed from the PDPs created as a result of the appraisal/ksf process. 2. Appraisal system using KSF as the means of assessing performance and development requirements. Appraisal started April 2007 - as planned work on KSF underway. Page 3 of 8
Managing Performance To build on and improve the performance of people in the Trust by looking for ways to promote effective personal performance. 1. Review Workforce planning capability, scope corporate requirement. See SA1.1 SA2.4 Managers to exploit the opportunities within the Agenda for Change framework and develop organisation structures to achieve business results. 2. Continued project support for A4C. In place 3. Implement Kronos & assess ESR Managers desktop. See SA1.2 SA2.5 Managers to assist in identifying and developing systems that help to motivate staff and help them realise their potential. SA2.6 Managers to involve and empower staff to maximise their contribution to the Trust s success. 1. Incorporate a Strategic review of HR s role and output as part of the adoption of SLAs within the Trust to focus HR activity. Held at present pending decision on planning systems for 2008 and beyond. 1. Action (1) SA 1.4 see comment 2. Key skill set reflected in the management training programme. Reflected in KSF this will be incorporated into training programmes. Page 4 of 8
Managing Career Development and Training To ensure our people can make a significant contribution to the business by encouraging continued investment in development and training. The aim is to support continuous learning and flexibility in a climate in which people can take more responsibility for their own long term development. SA3.1 HR to provide and operate mechanisms to identify, quantify and evaluate the effectiveness and efficiency of training provision. 1. Through the development of a corporate training plan, bring together the corporate training requirement (training audit) and training aspects of career development to support planning in the training budget. Linked to ESR development planned as part of the training plan process in Mid 2008 2. All training activity to be evaluated for effectiveness and corporate fit. See above SA3.2 HR to promote coaching and mentoring to accelerate the growth and development of individuals and to help managers become facilitators of change. SA3.2 HR, in partnership with managers, to develop succession planning and career path processes that maximise the capabilities of staff and allows development of talent. 1. Develop a mentoring Policy for the Trust. Targeting senior posts and new starters. Mentoring Programme underway for middle and senior managers. 2. Implement Mentoring programme as above. 1. In partnership with each professional area collate all material available on this into Career Development pathway to be published within the Trust. Awaiting developments within KSF/ESR but now likely to be until 2008. Existing resource having to focus on KSF training delivery. 2. Trust wide succession plan for key and senior posts to be created and reviewed on a quarterly basis. To be developed Page 5 of 8
Managing Career Development and Training To ensure our people can make a significant contribution to the business by encouraging continued investment in development and training. The aim is to support continuous learning and flexibility in a climate in which people can take more responsibility for their own long term development. SA3.4 HR to identify corporate training requirements for managers to meet future business needs and to find the most appropriate way of meeting that requirement. SA3.5 Managers to use the IiP framework to provide a structured approach to managing training in particular to identify and facilitate delivery of the training requirements of their people. SA3.6 Managers to encourage the acquisition of professional and academic qualifications where these are relevant. 1. Design and scope a management training programme assessing the costs of delivery over the next 1-3 years. See comment at SA1.3 2. Start delivery of an accredited management training programme delivered in modules that all line managers must complete. see above 1. Action (1) SA3.1 as above 1. Supported by the personal development process, Trust wide Training Plan cascaded into directorate training programmes linked to required academic paths for all staff, linked to the career path plan. Still planned for Mid 2008 following first round of appraisal. Page 6 of 8
Managing Relationships To develop excellent collaborative behaviours and relationships that develop team spirit and fully utilise the potential of all those involved in the Trust's success. SA4.1 HR to promote leadership qualities more in keeping with the Trust organisational and clinical objectives and in doing so help managers become more expert in managing effective relationships with their people. SA4.2 HR function to identify models and supporting mechanisms for developing creativity and high performing teams. SA4.3 HR to develop and promote a set of corporate values and code of behaviour which establish and maintain confidence and trust between managers and staff. 1. Introduce a senior managers Leadership and development programme. Programme ended Future developments on hold. 2. Development of a leadership training module as part of the management training programme. See comment at SA1.3 1. Key requirement in the development of the corporate vision and values exercise. Under further consideration 2. Identified requirement via training plans and delivered through the management development training programme. Still planned following first round of appraisal. 1. Key requirement in the development of the corporate vision and values exercise. Under further consideration 2. Reinforced through appraisal process. See previous comments re planned dates. Page 7 of 8
Managing Relationships To develop excellent collaborative behaviours and relationships that develop team spirit and fully utilise the potential of all those involved in the Trust's success. SA4.4 Managers to develop positive partnerships with Staff Side representatives and to promote strong partnership arrangements with external customers and suppliers within public procurement protocols. SA4.5 Managers to develop more collaborative relationships with each other and between their business units. SA4.6 Managers to develop positive partnerships and engender team spirit among their staff taking into account the need to develop a diverse workforce representative of the public the Trust serves. 1. Action (1) SA 1.4 2. Setting partnership agreement between the Trust and staff side. Partnership working a well established cornerstone of A4C. Completed 1. An interchange programme which encourages and promotes cross fertilisation of ideas and working practices at every working level. Regular opportunities to experience work in other areas even it is for short periods of time with longer secondments within the organisation made to support the management training programme particularly where there is an urgent to spread best practice. Likely to be delayed due to staff commitment to KSF and job matching still planned to take place. 1. Key requirement in the development of the corporate vision and values exercise. see previous comments re staff survey 2. Reinforced through appraisal process. see previous comments re appraisal Page 8 of 8