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23 rd annual awards HPMA Excellence in HRM Awards 2014 Compendium of finalists HP6130_HPMA_AWARDS_COMPENDIUM_v2a.indd 1 18/06/2014 10:48

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Page 1: annual awards HPMA Excellence in HRM Awards 2014 · 23rd annual awards HPMA Excellence in HRM Awards 2014 Compendium of finalists HP6130_HPMA_AWARDS_COMPENDIUM_v2a.indd 1 18/06/2014

23rdannualawards

HPMA Excellence in HRM Awards 2014

Compendium of finalists

HP6130_HPMA_AWARDS_COMPENDIUM_v2a.indd 1 18/06/2014 10:48

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CONTENTS

PAGE 4 Overall winner and APPRECIATE Champion

PAGE 5 Capsticks award for innovation in HR

PAGE 6 Social Partnership Forum award for partnership

working with trade unions

PAGE 7 NHS Health at Work Network and Syngentis (The Health and

Work Community Interest Company) award for excellence in

improving employee health and wellbeing

PAGE 8 GateHouse award for excellence in organisational

development

PAGE 9 Award for best practice and innovation using ESR

PAGE 10 Bevan Brittan award for HR’s contribution to

organisational change and/ or turnaround

PAGE 11 CIPD award for best improvement of HR capability in a team

PAGE 12 The Aston OD award for team-based working

PAGE 13 The HSJ award for strategic approach to recruitment

PAGE 14 The CMP Resolutions ‘Courage to Manage’ Award

PAGE 15 Academi Wales award for leadership development

PAGE 16 Deputy HR director of the year

PAGE 17 HR Director of the year

PAGE 18 HR team of the year

PAGE 19 Presidents Award for lifetime achievement

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3

In our 23rd year of the HPMA’s annual awards programme, celebrating

Excellence in HRM, we are proud to say that good practice is alive and

well in the health service, despite the backdrop of continuing change and

financial focus.

We have 17 awards this year and saw more high quality entries than ever,

this is really encouraging for the future of our profession, the health service

and ultimately patient care. This year again we saw a good mix of new

entrants and reliable veterans who we see year after year.

The awards have often been described as the jewel in the HPMA crown

and are a great opportunity to celebrate excellence in our profession.

Winners and finalists can go back to their organisations with a sense

of real achievement and boost to their teams’ morale, confident in the

knowledge that their good practice has been recognised by their peers

and can be shared throughout the service.

The success of the HPMA awards programme would not be possible

without the efforts of those of you who enter, the support of our sponsors

and the work of our delivery partner Chamberlain Dunn. Thank you all for

this support.

Finally, we hope that by reading this compendium you will not only capture

the good practice lessons which you can apply in your organisation but it

will also inspire you to get involved in the awards programme next year.

@croftpod

Kevin Croft

HPMA President

SPREADING THE WORD

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In mid-2013, Wrightington, Wigan and Leigh NHS Foundation Trust created a unique brand of staff engagement – ‘the WWL Way’. As part of this, the trust created a new Staff Engagement Pathway model - a framework for understanding staff engagement more deeply, by gauging levels of staff engagement, and identifying several factors that help us better understand what enables improved staff engagement, which are called the ‘9 staff engagement enablers’. In addition a new Staff Engagement Pioneer Teams 26-week programme launched in January. Teams use the survey to identify their specific needs, and understand the degree their levels of engagement differ to the Trust norm. The new ‘WWL Way toolkit’ has eight staff engagement tools. It offers a choice of solutions to apply locally, avoiding a ‘one size fits all’ approach. The programme creates a culture in which teams feel empowered to engage in, and offer up, service improvements through their own initiative.

Following the introduction of the Trust values, the Francis Report and the achievement of FT status, Kingston Hospital NHS Foundation Trust wanted to ensure that staff were engaged as possible to ensure the delivery of high quality patient care.A cultural diagnostic project was commissioned to improve understanding of staff attitudes and identify areas for improvement. The issues that came out were excessive bureaucracy and layers of management getting in the way and out of this came the introduction of Service Line Management.An OD plan was developed for the organisation to deliver the changes needed including managers to use a more engaging style in order to get the best out of their teams for patients and enabling clinical staff to make decisions.

As a large, community-facing trust, it was imperative we started engaging front line teams and combining talents to create a commitment to change. There is strong evidence that leaders who engage staff, patients and others deliver better results on a range of measures and ultimately achieve better outcomes and experiences for patients. The trust wanted to improve its employee engagement so it designed a project to implement tried and tested methods alongside more inventive approaches, with the aim of improving its staff engagement score and achieving sustainable results. ‘Join the Journey’ is a focused, ongoing and sustainable programme of initiatives to ensure enhanced staff engagement. It was based on the four enablers for employee engagement: strategic narrative, employee voice, engaging managers and integrity. Staff are ‘invited’

The cultural change and impact of the WWL Way is clear to see. During 2012/13 we found that 35% more staff feel communication from management is effective, 34% said there was improvement in day-to-day frustrations being quickly resolved, 32% more staff feeling senior managers encourage new ideas and 26% more staff feeling involved in changes in their area.In addition to the cultural metrics above, service improvements, patient experience and performance, can be directly and indirectly tracked to engagement approach during 2012/13.Engaged staff are collaborating across the health and social care economy to deliver integrated care in the community and reduce hospital admissions, re-admissions and length of stay for patients with long term conditions.The judges praised this gold standard example of a systemic and sustainable programme to improve staff engagement and satisfaction.

But the major change was the introduction of Service Line Management and getting all staff to behave differently from the top to the bottom of the organisation. There are now 18 service lines all led by a Clinical Director with the support of a manager and other health professional. It was also important that this was led from the top and Board members have been volunteering as dining companions on the wards to bring them closer to the patient environment and the staff working in it. In 2009 27% of staff believed communication between staff and senior managers was good – it is now 42%. In 2009 53% of staff thought the Trust’s main priority was patient care it is now 71%. The staff engagement score has also increased from 3.6 to 3.75.

to join the organisation in its journey of change through a number of initiatives, all aimed at creating a positive impact on staff morale.Expected behaviours and leadership style have been made explicit to staff through a new Leadership code and staff charter.During 2012/13, there has been an 11% increase in the number of staff who felt patient care was the organisation’s top priority.Also, 9% more staff than last year were involved in decisions on changes that affect work with a 4% increase in the number of staff reporting they had received recognition for good work and a whopping 13% increase in the number of staff who would recommend the Trust as a place to work.The judges thought this was an ambitious and impressive programme of staff engagement.

APPRECIATE ChampionOVERALL WINNER AND CATEGORY WINNEROrganisation Wrightington, Wigan and Leigh NHS Foundation Trust

Project Title Staff engagement the WWL way

Entrants Nicole Ferguson, Andrew Foster, Jon Lenney and Jean Heyes

FINALISTOrganisation Kingston Hospital NHS Foundation Trust

Project Title Embedding staff engagement to improve the quality of patient care

Entrants Kate Grimes and Cheryl Samuels

FINALISTOrganisation Birmingham Community Healthcare NHS Trust

Project Title Join the journey

Entrants Denise Bolger and Rachael Garvey

Contact: Nicole Fergusonon on 01942 77 3734 or [email protected]

Contact: Kate Grimes on 02089342814 or [email protected]

Contact: Denise Bolger on 0121 466 7287 or [email protected]

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Back in late 2012 the chaplain at Worcestershire Acute Hospitals NHS Trust, David Southall said he wanted to do something for staff to make them feel better about themselves. He sensed that against a backdrop of significant change and the relentless sometimes ‘unhelpful’ media coverage that staff rarely heard the good news stories. The rationale was really very simple – if the trust can promote good news people feel better about themselves and the care they will give and receive. They will be confident to recommend the Trust as an employer and a place to have treatment. It was felt David could generate both trust and respect amongst patients and staff and so the Chaplain’s Blog was created.The blog has received 207,000 hits already and there are 1,300 followers that regularly read the stories he publishes.

The Francis reports, plus the fact that NHS patient and staff experience survey results have shown little improvement since inception in 2002/2003, made the workforce team and the Board of University College of London Hospitals realise that dramatic change had to happen.The business need was also clear. Literally swamped with applicants – 38,000 in 2013 for 1400 jobs – UCLH needed to ensure staff, particularly head nurses, spent more time delivering patient care than shortlisting/hiring staff. The workforce team therefore created a new process unique to the NHS – an online applicant self-assessment tool as part of its mission to instil its four key values of Safety, Kindness, Teamwork and Improving at the heart of its recruitment, onboarding and development processes. The framework is now embedded in an automated online tool that presents applicants with a realistic and engaging

The need for faster recruitment was identified through the clinical academic groups in Barts Health, who were struggling with high bank and agency costs because the length of time it took to recruit a replacement when someone left far exceeded the notice period of the leaver. After an analysis of the recruitment cycle and how long each stage was taking, Barts Health moved from the traditional concept of vacancy rates to focussing on ‘fill rates’. The project involves forecasting recruitment needs over a 12-month period, based on turnover (both leavers and internal moves/promotions), predicted service changes and staffing pressures such as maternity leave. Approval to recruit is undertaken in bulk, contributing to a more efficient and pro-active process.The long-term planning approach helps with advertising campaigns because they are able to link vacancies together

Yet the real impact is in the power of the stories and ideas the Blog creates. David suggests we do not depersonalise or generalise the person in Bed 3 but remember the 86-year-old man who loves playing the piano and is part of a choir and who gains strength from his family and hates broccoli. This gives us a totally new way of thinking about ourselves and our patients.More than 32% of the users regularly read the blog more than once a week and a staggering 82% of users believe the blog has had some or high impact on staff morale.Because his colleagues in other trusts started to adopt his approach, he created a social media community – #wechaplains was born!This was an outstanding idea, the judges said, that can counter the damaging drip of bad press.

experience of the sorts of everyday situations they’re likely to face as an employee. They are asked seven screening questions that assess values and give a strong impression of the UCLH brand.The online tool assesses a candidates’ fit with UCLH’s values and behaviour framework. Since inception, 6266 candidates have taken the online values assessments.Currently, candidates are only screened out if they don’t get a zero or above – 180 candidates to date. That’s saved a ward sister or hiring manager, on average, 15 minutes to review each, equalling 45 hours of time saved. This ignores the potential costs to patient care and management time of allowing these candidates into the Trust.The judges liked the careful and well-planned use of values-based recruitment on a large scale.

and avoid duplication unnecessary cost. They have also developed ‘Recruitment Saturdays’, where there is a structured introduction, tour of site, panel interview and individual interview. The successful candidates do their clearance paper work on the day and can leave with an unconditional offer of employment. The process has been divided into nine stages and each one has an SLA – e.g. a target of 2 days from receiving the vacancy to advert. As a result, the time-to-fill rate has fallen from 18 weeks to 8 weeks, which equates to 300 plus offers issued every month. The judges thought this was an ambitious, very large-scale improvement of the recruitment process that has huge impact across the trust.

Capsticks award for innovation in HRWINNEROrganisation Worcestershire Acute Hospitals NHS Trust

Project Title The chaplain’s blog – an innovative approach HR in staff engagement

Entrants David Southall and Julie Stupart

FINALISTOrganisation University College London Hospitals NHS Foundation Trust

Project Title Values-based recruitment

Entrants Natalie Acheampong, Rachel Patterson and Jeremy Over

FINALISTOrganisation Barts Health NHS Trust

Project Title Recruitment – Time to Fill Rate

Entrants Richard Larkin and Alison Littlewood

Contact: Bev Edgar on 07436030639 or [email protected]

Contact: Natalie Howard on 0203 447 7360 or [email protected]

Contact: Richard Larkin on 07766991743 or [email protected]

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In 2010, the Rainbow Project published a report which showed that nearly 1 in 4 respondents working in the public sector in Northern Ireland conceal their sexual orientation. It also indicated that 82% of LGB&T people have experienced harassment and 55% had experienced homophobic violence. These sort of attitudes have contributed to staff not feeling able to come out. Research indicates that not being able to be out in work and hiding identity can impact on mental health and productivity. During conversations between trade unions and the Public Health Agency about staff health and wellbeing, issues of invisibility of LGB&T staff within the HSC were raised. It was agreed to explore this further and a project team was established. An online anonymous survey was set up in addition to two focus groups and promoted to every Health & Social Care organisation across Northern Ireland. The results of

Derbyshire Community Health Services has recently developed and agreed an ambitious and transformational five-year strategy (2012-17). The workforce implications of the strategy require a transformation of the way in which services are delivered and how the DCHS workforce is configured to deliver these reformed services. In recognition of the significance of these challenges, the People and Organisational Effectiveness Directorate was restructured and a dedicated Staff Partnership Team established to further enhance DCHS’ approach. During 2013 a series of ‘Big Conversation’ events fronted by management and staff partnership colleagues were held with over 1,000 DCHS staff, who attended and fed into discussions as to how DCHS could best deliver the required efficiency savings while maximising employment opportunities, when 71.3% of the trust’s income is spent

Following the Health and Social Care Act which led to a mass system wide transition and Transfer of Undertakings (Protection for employment) (TUPE) transfer, IT and Information systems delivery functions for the NHS were to be managed by the new Health and Social Care Information Centre. A National Partnership Forum was established to facilitate joint working between employers and trades union colleagues. There was a real commitment from local union representatives as well as from national officers of the relevant unions to set up these arrangements and make them work. The genuine and meaningful partnership working throughout the shadow stage of the organisation and into

the survey supported the rationale for the establishment of a LGB&T staff forum, which meets regularly. Members have participated in roadshows and in Pride parades and events such as rights, mental health and accessing support have been held. A new LGB&T poster targeting staff and service users has been developed and 3000 copies been distributed. An e-learning tool www.lgbtelearning.hscni.net has been developed to give staff an understanding of LGB&T issues. Through the roadshows, we distributed almost 1000 rainbow lanyards to staff in acute sites. We have received feedback from LGB&T advocacy organisations that LGB&T service users seeing the posters and staff wearing the lanyards has made them more confident to come out to health professionals. This was a fantastic piece of partnership, with the capacity to make a massive difference, undeterred by a climate of hostility, the judges said.

on staffing. Based on the feedback from these events a number of potential changes to local terms and conditions were identified including revisions to pay protection policy, increased flexibility and mobility within the contract of employment and early implementation of the linking of incremental progression with a values and behaviourally based appraisal system. The 2013 staff survey results have shown that the percentage of staff satisfied with the quality of work and patient care they deliver is 79% (average 75%) and staff recommendation as place to work or receive treatment was 3.78 (average 3.59). The combined impact of the negotiated proposals saved in excess of £2 million. There was good evidence of genuine partnership that has been new within this trust, the judges said.

the formation and establishment of the HSCIC, not only resulted in a smooth people transition for the c.2000 staff, but the formal agreement of 20 harmonised people policies by September 2013. This was a considerable achievement given there were c.500 employment policies from the 13 legacy organisations. The policies are now in operation and supported by a fledgling line management development programme.Challenges were overcome by seeking to understand each party’s issues and concerns before determining common goals and solutions. Harmonisation of policies was achieved in double quick time, the judges said, and relationships built for tough times ahead.

Social Partnership Forum award for partnership working with trade unionsWINNEROrganisation Business Services Organisation and Trade Unions

Project Title Promoting LGB&T inclusive workplaces

Entrants Fidelma Carolan and Jacqui Kennedy

FINALISTOrganisation Derbyshire Community Health Services

Project Title Partnership working the DCHS way

Entrants Celestine Stafford and Frances Little

FINALISTOrganisation The Health & Social Care Information Centre

Project Title Genuine partnership working between employers and trade unions at the Health and Social Care Information Centre (HSCIC)

Entrants Rachael Allsop and Jennifer Allen

Contact: Jacqui Kennedy on 02890324431 or [email protected]

Contact: Rebecca Oakley on 07774017444 or [email protected]

Contact: Rachael Allsop on 0113 8665659 or [email protected]

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ABMU Health Board covers an area of high deprivation and low employment levels, so it is critical that interventions are available to support individuals moving from work on to welfare.The Wellbeing through Work service is an innovative programme providing short-term, early interventions and support to help individuals with or at risk of developing, work limiting health conditions, to remain in employment.This enables GPs to refer patients and local businesses to refer employees who are struggling to manage their health. This means they have been able to access health checks and employment interventions whilst in work potentially avoiding periods of sickness absence. GPs have reported that the fast access has enabled them to signpost patients to the service, freeing up more of their consultation time. NHS staff have benefited by speedy access to evidence based interventions and ultimately,

Scientific evidence shows that healthcare workers are more likely to be exposed to the influenza virus than the general population. It has been estimated that up to one in four healthcare workers may become infected with influenza. In 2010/11 uptake of the flu vaccination in frontline NHS staff in England was 34.7 per cent, leaving 65.3 per cent of staff unprotected. This posed a significant risk to the health of the workforce and business continuity. To tackle this, a project was developed with five work streams:• Delivery of a national campaign• Engagement with every NHS Trust• Improvements to the process of administering the flu vaccination• Targeted work with trust groups facing challenges• One-to-one work with trusts

In December 2012, an operational project group was com-missioned by the trust’s executive lead to review the results of the 2010 audit. The project group reviewed progress against all six of the NICE workplace health recommenda-tions; however, it was apparent that a particular focus was required with regards to promoting mental wellbeing.In addition to this, statistics highlighted that the trust had lost 43,218 days to stress, anxiety and depression in 2012. There were also several indicators within the staff survey results 2012, which supported the business case for a more focussed approach.The project group therefore implemented a Get Healthy, Stay Healthy campaign to cover all six of the NICE Guide-

patients have benefited with more staff remaining in work to fulfil the objectives of the Health Board which employs over 16,000 staff.The success of the team has now come ‘full circle’ as Jobcentre Plus are purchasing services to support welfare claimants back to work and this, along with other opportunities, is providing income generation that will help to sustain the team into the future. Employment data suggests that 86% of participants were in the same role with the same employer 26 weeks after discharge from the service, supporting one of the project’s main objectives of sustaining people in employment. Informal feedback is that the service is changing the culture and perception around work and health. The judges thought this was very enterprising work based in the community and were impressed with the high rates of retention of people and skills.

The national campaign costs 11p per NHS staff member to deliver. For this limited cost, campaign materials are designed, printed and delivered to trusts across England, events are run and one-to-one support for hundreds of NHS organisations by three members of staff is offered. Improvement in national uptake has risen to 54.8 per cent this year (534,090 frontline healthcare workers) and 175,010 more staff have been vaccinated. There is also an expanded flu leads contacts database, which now has at least two contacts for each NHS trust in England, a total of 979 contacts. @NHSFlufighter now has over 3000 followers. This is a well-designed project with an excellent listening and feedback loop, the judges said, providing good value for money.

lines and enable a holistic approach to health and wellbeing. They also took several other steps including stress manage-ment and stress awareness training for employees, individ-ual stress action plans and departmental risk assessments, launch of a physical activity programme and the introduction of a health and wellbeing dashboard to highlight organisa-tional indicators of mental health and wellbeing.In December 2013, the trust sickness absence was 3.84% which is a significant reduction from December 2012 when it was 4.49%. In addition to this the trust has seen a dra-matic reduction in the number of days lost for stress.The judges praised the team for the focus of project and that the NICE guidelines were audited well.

NHS Health at Work Network and Syngentis (The Health & Work Community Interest Company) award for excellence in improving employee health & wellbeingWINNEROrganisation ABMU Health Board

Project Title Wellbeing through work – keeping our staff well in work

Entrants Joy Powell and Margaret Lake

FINALISTOrganisation NHS Employers

Project Title Flu fighter campaign

Entrants Robyn Palmer and Ruth Warden

FINALISTOrganisation Derby Hospitals NHS Foundation Trust

Project Title NICE guidelines – promoting mental health

Entrants Tracy Selsby-Orlandi and Estelle Carmichael

Contact: Joy Powell on 01792 326568 or [email protected]

Contact: Robyn Palmer on 01133063045 or [email protected]

Contact: Tracy Selsby-Orlandi on 01332 254747 or [email protected]

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At the Welsh Ambulance Services NHS Trust, a range of evidence including staff survey results, patient outcomes, and feedback from staff through workshops identified that the trust was a ‘doing’ transactional organisation with limited to capacity to think, reflect, learn and encourage ‘transformation’.There was very limited effective team working with many people being in pseudo teams and no team at all. Additionally, much of the organisation worked within silos.The Board recognised the need to change and in particular that the management structure needed to change. So, the Workforce and OD team facilitated a series of engagement (open and invited) events with groups to help colleagues understand and own the changes and help them through the ‘change curve’. They also designed recruitment processes which focused on measuring the impact of specific behaviours (e.g. using

With a strategic requirement to provide safe and effective care for the people of Wales and shape the future of health care services, a countrywide workforce and organisational development (OD) programme was launched. Historically, within NHS Wales, organisational development had been largely approached using organisational restructure. This OD programme, however, was designed to be the ‘first of a kind’ to improve the efficiencies and performance of the NHS workforce using electronic (e) workforce solutions. Strategic OD objectives were developed to achieve the blueprint and support the vision. Addressing employees’ personal objectives and development requirements was critical to developing a common OD skill set for NHS Wales thereby providing necessary skills capacity to support the OD project. Using the evidence based methodology of PRINCE, the OD

At Taunton and Somerset NHS Foundation Trust, it became clear that there were structural omissions in the way clinical directorates operated that prevented them properly engaging their staff. There were also many patient care improvements that could be made but there was no means within clinical specialties to progress those issues. This caused a great deal of frustration. The project team’s approach was to design a structured process spread over six months that would enable directorates to work with each of the specialties within their charge in turn. The key to success was firstly to get all the people doing the ‘split off’ functions in a room with each of the specialties and then to take the specialty working through a structured process to improve what

a coaching style).Critically, we supported colleagues to unlearn behaviours built up over many years in some cases. This was particularly important for managers who were “reappointed” in the new structure. Since the project started, there has been an approximate increase in colleagues choosing to access accredited learning from 25 to 490.Colleagues reporting that they feel supported to do their best and not told what to do has gone from 23% to 74%.Also, 23 new patient pathways have been developed with partners across Wales. These have led to significant improvements in the quality of care and the reduction of hospital admittance.The judges felt this was an ambitious and courageous approach to use cultural change to initiate restructuring rather than the other way round with true staff engagement.

project was designed to avoid duplication of work, harness good ideas, generate innovation and share good practice. Task and finish groups were also used to unlock issues and challenge the status quo. Significant efficiencies and improved productivity has been achieved, including:• Maximised utilisation of one integrated workforce system for NHS Wales• Improved data quality • Improved use of self service workforce activities• Reduction in paper based processes1,500 clinical staff, 2,000 medical staff and 1,500 administration staff will avoid repeat induction and training when moving across NHS Wales organisations. This will save an estimated £5 million.The judges liked the fact that the project was already making an impact and showing a lot of promise.

they were doing. Each specialty achieved significant breakthroughs in terms of better quality of service for patients, improved productivity and more effective use of human, material and financial resources. By giving access to the information they need and expanding their directorate and specialty team to include the people to whom they need access, clinical leaders have shown they are more than able to properly lead and manage their clinical area, develop their own teams and work with colleagues in other specialties.This was a very interesting project, the judges said, and they were looking forward to seeing evaluated outcomes in 12 months.

GateHouse award for excellence in organisational developmentWINNEROrganisation Welsh Ambulance Services NHS Trust

Project Title The redesign of our trust

Entrants Judith Hardisty and James Moore

FINALISTOrganisation NHS Wales Shared Services Partnership

Project Title The power of ‘e’ in OD

Entrants Helen Thomas and Hazel Robinson

FINALISTOrganisation Taunton and Somerset NHS Foundation Trust

Project Title Clinical directorate and specialty development programme

Entrants Louise Netto and Babette Fuller

Contact: James Moore on 07866446841 or [email protected]

Contact: Helen Thomas on 01443 848578 or [email protected]

Contact: Philip Sweet on 07976 758216 or [email protected]

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The implementation of self service across the NHS is essential to improve efficiency and reduce costs across the service. The savings that can be made by reducing central administration and giving managers access to real time data including training and sickness absence are substantial for one organisation. Although ESR was rolled out to managers at St Helen’s and Knowsley Teaching Hospitals Trust in 2008 it was not until the publication of the Francis Report in 2013 that the full value of the information available to managers was realised.In order to manage absence more effectively the use of ESR Self Service has been implemented to all hospital sites and is currently being rolled out to GP practices. This gives host organisations access to current and historic sickness data and training records. For the first time host trusts have access to ‘Lead

NHS Property Services (NHSPS) was created on 1 April 2013, involving the transfer of circa 3,000 employees from 161 NHS organisations across the country to the new employing authority. As employees would be geographically spread across the whole of England, it was clear that making optimal use of electronic data man-agement was vital to avoid delays, errors and loss of sensitive personal data.It was important to ensure effective utilisation of appropriate shared services partners for payroll and recruitment. Providing access to ESR Self Service for front-line managers, empowers people to perform their existing responsibilities for maintaining the employee and work records of their team members using new tools and business processes. NHSPS adopted a ‘Change Support Model’, establishing a

Prior to the implementation of ESR Oracle Learning Manage-ment (OLM), NHS Wales lacked a standard learning manage-ment system resulting in no consistency in course naming conventions, learning aims and objectives, target audience and increase in the development of local competencies. The result of which was varying standards of training across Wales and no assurance of quality from all Wales subject leads. This resulted in unnecessary repeat training and increasing frustration from staff. The all Wales OLM Group had already been established with representation from each Local Health Board or Trust and the focus was ensuring that this was the only learning management system in use across Wales. A new Workforce Development strategy, ‘Working Differ-ently; Working Together’ was launched so a national project that delivered the outcomes of this strategy was therefore required.

Employer’ doctors working within their trusts. They no longer need to keep separate databases on the trainees which is beneficial to the medical staffing, finance and education & training departments. Trusts implementing manager self service now have real time reporting of sickness absence. This leads to early intervention and better management of sickness absence. Since the implementation of manager self service and the introduction of a new absence management policy, STHK has seen a reduction in sickness absence of 0.75% over 18 months, achieving a cash saving of £750,000.The judges thought the trust had provided excellent examples of full range of use ESR and across a huge range of organisations. They thought there was a really good use of a system to drive medical staff compliance.

vision and clear benefits delivery linked to process redesign, clarity on roles and responsibilities, systems configuration, guidance and support for change.In May 2013, one month after the first payroll, manager and supervisor self service tools were launched. Monitoring Self Service utilisation from August 2013, revealed self service use had climbed from 25% of all transactions in May to 69% in July 2013. By November 2013, this rose further to 88% of all transactions.Following a review of processes with audit, a renewed priority to get managers using self service was communicated in February 2014 and action to complete the change to new ways of working has begun. The judges thought excellent project management was shown and that this was a good pacey implementation of a system.

With one system, NHS Wales needed to be fit for purpose with minimal duplication and consistent information for all staff. So they established an all Wales Shared Training Centre – one catalogue, national competencies, transfer-rable training records and removing a huge amount of duplication.Significant and measurable achievements have been gained to date. Initially the target was to work collaboratively with standardising statutory and mandatory Level 1 (induc-tion) training for NHS Wales. Following the success of this collaboration Level 2 and Level 3 are also near completion. This has resulted in one Learning Management System, one central catalogue and national competencies for NHS Wales.The judges thought the One Wales Approach was a really good example of the use of OLM and a shared platform.

Award for best practice and innovation using ESRWINNEROrganisation St Helen’s and Knowsley Teaching Hospitals Trust

Project Title Implementation of ESR self service to partner organisations

Entrants Michael Winstanley and John Foo

FINALISTOrganisation NHS Property Services Ltd

Project Title Delivering value – innovative use of ESR

Entrants Adrian Whittle and Vince Lammas

FINALISTOrganisation NHS Wales Shared Services Partnership

Project Title NHS Wales – a shared training centre

Entrants Julie Rogers

Contact: John Foo on 0151 430 2378 or [email protected]

Contact: Adrian Whittle on 07852 437 329 or [email protected]

Contact: Julie Rogers on 01443 848584 or [email protected]

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Bradford District Care Trust’s Transforming Care Programme has been set up to achieve cost efficiencies of £37 million over a five-year period to 2017. A change programme was designed to meet the unprecedented efficiency savings required and HR was identified to lead on the change programme.The programme, delivered over a 15-month period, was the service redesign for the trust’s administration service within community-based service areas. The project had senior support and early involvement with staff side. Maintaining the momentum of communication across a large disparate staff group is challenging and the only way to bridge this was to ‘communicate, communicate, and communicate’. The key achievements of the change programme include:• Centralisation of administration services previously

delivered by 220 staff across 45 locations moving to a new model of six locations providing multi-skilled support and delivering a 70 wte reduction.

Following significant reorganisation of both the inpatient and community services in summer 2012, it was apparent that communication between senior leadership, middle managers and staff at the Trust had become ineffective and needed to be reviewed and refreshed. A decision was taken to identify an external partner who could work with various functions in the organisation – particularly HR – in order to open a genuine conversation across the organisation and to use the outcomes to restate the values.In consequence, a three-phase approach to the work was planned: first, a Reconnecting phase, where the trust opened up a trust-wide discussion about what it was like to work there; second, a Changing Lives phase, in which it

While Worcestershire Acute Hospitals NHS Trust was successfully recruiting to additional nursing posts, its medical agency expenditure had spiralled due to the longer lead times needed to recruit to medical posts and a national shortage of suitable candidates.The spend on medical locums was identified as one area of significant cost with over £8m spent in 2011–12. It therefore elected to trial a commercial managed services partner, HCL Clarity, which could provide the experience, on-the-ground support and the bespoke technology. The project aimed to embed new ways of working and introduce a technology-based platform to enable safe, efficient working and a transparency not available beforehand. This moved from a ‘cottage industry’ of departments booking their own doctors directly with

• Implementation of multi-skilling across administration workforce to deliver support to a range of clinical services instead of individual clinical teams

• Role redesign to introduce seven generic job descriptions across the entire administration structure with identified training requirements

• Introduction of new technologies to support centralised working

• Movement from a multiple contact point system for service users and patients to a Single Point of Access (SPoA) approach for call handling, enabling clinicians to work in a more agile manner and releasing time to care.

The scale of this programme was unprecedented yet delivered on time, under budget and achieving the required workforce cost reductions of £1.3m recurrent savings. The judges felt it was a well-structured impressive project that required tenacity, passion and energy to deliver a really difficult project on time and to budget.

used all of the material captured in the course of those various conversations to create six key values for the organisation; and, third, the introduction of values-based HR across the whole employee life cycle.Staff survey results for 2013 indicate substantial improvement for the trust in key findings, areas that might reasonably be said to be influenced by the work that was undertaken. There would appear to be a correlation between Reconnecting/Changing Lives and enhanced staff engagement and ‘FFT’ ratings for this trust.This sounded like the start of a really good journey of change, the judges said, and they liked the very open and honest approach to the challenges.

agencies to a streamlined system that created open competition to fill each vacancy and the ability to track timesheets with invoices.The trust achieved:• Real-time, accurate reporting of contingent staff

requirements allowing optimised workforce planning • Prioritisation to offer work to substantive and bank

employees before seeking agency support• A reduction of 12% negotiated annual agency

expenditure pro rataThe real cultural change has been to move from a ‘we need the doctors at any cost ‘ mentality to ‘ we can now better plan and manage our costs’ – a significant shift.The judges applauded how the trust had adopted good practice from elsewhere.

Bevan Brittan award for HR’s contribution to organisational change and/ or turnaroundWINNEROrganisation Bradford District Care Trust

Project Title Administration transformation programme

Entrants Fiona Sherburn, Wendy Harrison and Claire White

FINALISTOrganisation Camden & Islington NHS Foundation Trust

Project Title The Reconnecting/Changing Lives Project at Camden & Islington NHS FT

Entrants Mark Cole

FINALISTOrganisation Worcestershire Acute Hospitals NHS Trust

Project Title HCL Skillstream - Medical Locums Management

Entrants Charlotte Kings and Julie Stupart

Contact: Fiona Sherburn on 01274 251111 or [email protected]

Contact: Mark Cole on 02033173557 or [email protected]

Contact: Bev Edgar on 07436030639 or [email protected]

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In early 2012, the Black Country Partnership NHS Foundation Trust appointed a new Director of Workforce. A number of concerns were raised including the trust’s inability to meet the compliance rate for mandatory training or appraisals. There was also concern over the inability of managers to manage staff performance and the length of time that disciplinaries were taking.It was agreed that having a highly capable HR function was fundamental to achieving change. Therefore a development programme was created for the senior HR team incorporating the topics of influencing and negotiating, strategy and goal setting. High level facilitation skills training of ‘brain based learning’ and framing was also provided for the senior team and advisers.This enabled the HR team to redesign the content and delivery of the mandatory training, along with a more robust centralised booking approach which has resulted

East Cheshire Trust in partnership with arvato Cheshire HR Service recognised that the changing NHS context had wide ranging implications for the HR function and that there needed to be a shift from provision of reactive support to providing proactive business support and ensuring that the service was fit for the future.A number of customer questionnaires were developed in order to ascertain what customers wanted from the shared service and the HR Business Partner function. Data gathered from these exercises enabled the organisation to reflect on areas in which the service needed to develop to reach the target operating modal and where there were capability gaps in the team.This data showed that customers required improved access to HR policies and procedures, consistent advice,

It was recognised that the HR function at East and North Hertfordshire NHS Trust had not performed to the required level in the past. In particular, serious concerns have been raised over pre-employment controls, recruitment function performance, ESR utilisation, HR advisory provision and the implementation of NHSP as the temporary staffing provider. A new director and deputy director were appointed in March 2013. Together they undertook a capability review of the Workforce and Organisational Development function and created an HR diagnostic paper using an established ‘maturity model’. A survey of senior leaders below executive level on the HR service was held and two full workshop days were organ-ised with HR Leadership team (HRLT) to determine team priorities and develop draft objectives.

in the Trust’s compliance being at over 95%.A new approach to appraisal was also developed. This included a review and revamp of the documentation and set a timescale for appraisals to take place between February and May to fit in with the trust’s business planning. This approach has resulted in over 95% compliance. HR developed an intense programme to enable managers to measure the performance of each staff member and, if required, take action to address concerns raised by CQC. This was achieved. There has also been an improvement in the Trust’s staff survey results on appraisals and training and a reduction in the number of disciplinaries being undertaken as a result of managers managing effectively.This was an excellent solution-focussed option, with a demonstration of a degree of ‘courage’ to challenge existing thinking and approach learning.

an accessible service, improved ICT systems and for the Business Partner team to have the ability to input into strategic planning and workforce design. The improvement in capability has benefitted the organisation as it has enabled dedicated professional advice and support to be given from specialist teams. The way the HR function has been organised has also enabled the service to build up a talent pool of individuals, ensuring that there are robust succession plans in place and that there are no single points of failure within the team. This provides the organisation with consistency of support and reduces recruitment costs.The judges liked the clear measurement and impact of HR intervention which demonstrated the benefits of a strategic business partner.

During 2013/14, almost 800 managers were trained in a new appraisal process, 46 completed an internal leadership and management development programme, 80 attended bespoke leadership and management courses and over 200 attended in-house management skills courses.As a result, the HR team reduced the trust’s vacancy rate by year-end to 5.64% against a target of no more than 6%.Reducing sickness absence remains a key indicator for the Trust. The average for the year was 3.39%, which compares favourably with the 4% average achieved by large acute NHS trusts across the country. The judges noted evidence of inspirational leadership within HR and a good connection between HR and the organisation.

CIPD award for best improvement of HR capability in a teamWINNEROrganisation Black Country Partnership NHS Foundation Trust

Project Title HR capability in BCPFT

Entrants Julie Darby and Chris Oakes

FINALISTOrganisation East Cheshire NHS Trust

Project Title Improving HR capability to contribute to the strategic agenda

Entrants Andrew Jones

FINALISTOrganisation East and North Hertfordshire NHS Trust

Project Title Improvement of HR capacity within a team

Entrants Tom Simon and Kerry Eldridge

Contact: Julie Darby on 0121 612 8135 or [email protected]

Contact: Andrew Jones on 01606 54 4965 or [email protected]

Contact: Kerry Eldridge on 01438286658 or [email protected]

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Prior to 2011 there had been a rapid decline in cardiac arrest rates on the general ward area in one acute hospital within Hywel Dda Health Board, but in 2011 the rates increased.A proposal to adapt the ILS Course was put to the Health Board Resuscitation Committee. The Committee agreed to initiate the revised course within the one acute hospital and evaluate the outcomes before making a decision to extend to the remaining hospitals within the Health Board.The courses allow the multi-professional teams consisting of healthcare support workers, registered nursing staff and foundation year one and two to be trained together in one session.The RRAILS theory section of the Immediate Life Support Course was adapted to include the Aston Core teamwork principles. Ward-based simulation scenarios were developed around the required teamwork behaviours in recognising and escalating the unwell patient to allow

Last September, Birmingham Children’s Hospital NHS Foundation Trust held its annual listening event called ‘InTent’. The theme this year was ‘Building Team BCH’ and we asked staff for feedback on what makes a great boss and what constitutes great team work. As a result of staff feedback, we committed to our InTent of building team BCH through the introduction of a formal programme for team development, aimed at improving team leader capability.BCH recognised that it had work to do to enhance staff engagement. Team leaders in clinical and non-clinical roles are invited to sign up to the six-month programme. This includes a two-day ‘core skills’ workshop, feedback reports, an action learning set and an award ceremony to

NHS Wales Shared Services Partnership has faced some tough external challenges in terms of delivering ‘high quality’ and ‘customer focused’ services and being accepted by stakeholders as part of NHS Wales, notwithstanding the internal pressures of bringing together a variety of cultures and working practices. The partnership had the opportunity to redesign the recruitment service across NHS Wales. The aim was to promote a culture of involvement driven by all stakeholders in the process. The initial focus was to develop an NHS Wales Recruitment Standard Operating Procedure (SOP), followed by the development of an information system Database of Recruitment Activity. As a result of the change a number of key achievements have successfully transformed the recruitment service.

for timely medical management. These scenarios were matched to the knowledge and skills framework and the deanery core curriculum.The education environment was adapted to allow for reflective simulation and as the training rooms were shared resources arrangements were made to ensure availability.Although Aston teamwork concepts are not new, it is thought that this is the first time they have been integrated into RRAILS/human factors/resuscitation education programmes before.To date there has been a further decrease in the incidence of cardiac arrest calls from the general ward areas.The underlying principles of team working were evident, said the judges. There was purposeful building of effective MDT rather than just theoretical application. Not only was the project practical and frontline, it was also systemic and sustainable.

acknowledge programme delegates as ‘BCH Team Makers.’They have also introduced some complementary interventions to enhance team work. One is the ‘In their Shoes’ programme, which encourages teams/departments to allow others to shadow them. The other is ‘Paired Learning’, which pairs up junior doctors and managers. The staff engagement score has increased from 3.74 in 2012 to 3.84 in 2013 and staff are also reporting higher levels of motivation. In addition to strong positive feedback from delegates the trust can track improvements in team working and team effectiveness over the six-month period through the audit. The judges thought this was an excellent project with a great emphasis on team working, tackling relationships between teams, managers and doctors.

These include the development of the Recruitment Standard Operating Procedure developed with all Health Boards and teams and an information system (DORA) developed and implemented across Wales. As a result, time to place an advert has reduced from 5.9 days in May 2013 to 2.0 days in January 2014. The time to produce a conditional offer letter has reduced from 6.7 days in May 2013 to 2.8 days in January 2014. Quarterly review meetings have been established with customers to identify how we can work in partnership to improve the service provision. Working with organisations in this way has reduced the total time to recruit from 132 to 115 to 93 days.This was a great organisational change project of significant scale and challenge, the judges said.

The Aston OD award for team-based workingWINNEROrganisation Hywel Dda University Health Board

Project Title Aston team-based working approach and the integration into medical simulation

Entrants Sian Hall and Tony Hall

FINALISTOrganisation Birmingham Children’s Hospital NHS Foundation Trust

Project Title InTent – building and enhancing ‘Team BCH’

Entrants Sara Brown, Dawn Harvey and Helen Watson

FINALISTOrganisation NHS Wales Shared Services Partnership

Project Title Transformation and modernisation of recruitment

Entrants Sharon Jones and Paul Thomas

Contact: Sian Hall on 01267 227589 or [email protected]

Contact: Brown Sara on 0121 333 8622 or [email protected]

Contact: Evelyn Frank on 01443 848639 or [email protected]

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As part of a local clinical strategy to expand maternity and emergency care services, North Middlesex Hospital NHS Trust was required to recruit 220 nurses and midwives, 110 health care assistants, 90 medical staff, 30 scientific, technical and therapeutic staff. This represented a 25% increase in the trust’s establishment.The recruitment strategy was to recruit 450 high-calibre patient-focused staff, in a six month period. The strategy involved national recruitment campaigns, including adverts in specialist magazines, general nurse recruitment supplemented by international recruitment from Spain, Portugal and Romania for experienced nurses, liaison with universities to appoint preceptors and newly qualified professionals and targeted local recruitment campaigns for entry level posts e.g. health care support worker rolesA media strapline of ‘together we work’ was created and this was used in all trust recruitment processes. The trust

In accordance with the recommendation that trusts recruiting new nursing staff should assess candidates’ values, attitudes and behaviours towards the well-being of patients, a new recruitment strategy was developed to address the healthcare assistant (HA) establishment gap within Plymouth Hospitals NHS Trust. Previously applicants had to be able to demonstrate experience within the profession to apply to a vacant post as opposed to evidencing the trust’s values. This staff group had a high level of sickness (8.98%) and the attrition rate was high resulting in high usage of bank and agency workers to fill the establishment gaps. The objective of the new approach was to recruit 100wte HAs with a three-month target date from advert to appointment. Those who were able to demonstrate, through interview, that they possessed the trust’s values

When Doncaster and Bassetlaw Hospitals NHS Foundation Trust recruits for many posts, it is competing for people against larger hospitals in major cities. Lots of potential employees know nothing about the trust or hospitals or the area, especially when we’re recruiting from abroad. As a result, the trust wanted to develop a new recruitment brand that would communicate the unique benefits of working at DBH.The trust worked with a creative agency to develop a new recruitment brand. The agency also looked at the pathway that recruits took to get from their initial interest in the trust to their first day in the job, simplifying the confusing array of documents and forms. The result was Develop. Belong. Here, which takes the familiar DBH abbreviation used locally, to create a brand for

developed a recruitment microsite to help promote the developments and opportunities at the Trust (http://togetherwework.co.uk/), which included videos of interviews with staff. They also used twitter and other social media@northmidd to publicise recruitment campaigns as well as involving local job centres.So far the Trust has successfully recruited 95% of the additional staff required with more in the pipeline. This was a great achievement given that North Middlesex only had 17 staff transferred from the neighbouring trust and therefore the majority of new starters were from direct recruitment over a six-month period.‘Together We Work’ micro site continues to have hundreds of hits. There has been a 35% increase in recruitment activity for all vacancies at the Trust through NHS jobs website.The judges praised the large-scale recruitment using wide range of media vehicles which offered a one-stop-shop across a range of professions.

and behaviours, but lacked the clinical skills would receive an in-house training package. Alongside this process, an alternative selection process was piloted which removed the need for shortlisting, thus saving clinical managers’ time.The pilot resulted in the appointment of 124 unregistered nurses. Positive feedback has led to the pilot scheme being introduced as the only employment entry point for new HAs. This approach has resulted in a reported sickness absence rate of 2.6% and the maintenance of manageable HCA vacancy levels, with current vacancy of 11wte, 2.9% of total staff group. The recruitment time spent by clinical managers has reduced by two thirds and, in turn, the vacancy to appointment time has been reduced by six weeks.The judges thought it was an energised, simple and pragmatic approach with a clear strategic objective.

use across all of recruitment activity and more widely on other people-related products. As part of the new brand, the trust developed a new application pack that would simplify the bewildering number of documents that applicants can receive for different posts. Since using the brand, nurse recruitment levels have increased allowing vacancies to drop below 5% from a starting position of 11% and an interim position of 7.2%. The permanent nurse and doctor paybill has also increased to the highest it has been for many years.Perhaps more importantly, the appearance of the new brand is helping the trust define and refine what it can offer recruits and current staff.The judges liked the idea of using a values-based brand approach to improve recruitment.

The HSJ award for strategic approach to recruitmentWINNEROrganisation North Middlesex Hospital NHS Trust

Project Title Together We Work. Project to recruit an additional 450 healthcare professionals

Entrants Gerry Lambe and Dave Leonard

FINALISTOrganisation Plymouth Hospitals NHS Trust

Project Title Healthcare assistant recruitment campaign

Entrants Karen Launder and Sam Rafferty

FINALISTOrganisation Doncaster and Bassetlaw Hospitals NHS Foundation Trust

Project Title Develop. Belong. Here

Entrants Ruth Cooper, Andrew Kemp and Hannah Young

Contact: Gerry Lambe on 020 8887 2914 or [email protected]

Contact: Karen Launder on 01752 439783 or [email protected]

Contact: Ruth Cooper on 01302 366666 or [email protected]

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In 2012 Derbyshire Community Health Services, through considerable consultation with its staff, created the DCHS Way. This set out the behaviours expected of any employee of the trust, whether they be the CEO or front line staff. To embed these behaviours further the trust incorporated the behaviours into the appraisal content and asked each appraisee and appraiser to agree a score for each of the behaviours. This then fed into the appraisee’s overall score, which would allow the trust to implement a pay for performance policy. This required a lot of courage from every member of staff to share their self-assessment, but in particular the leaders, who would have to give feedback on the individual’s behaviour. To help leaders a series of supporting workshops were held: courageous conversations, optimising performance and how to conduct an effective appraisal.Following the trust’s concentration on helping staff to have

In 2011, the Royal Free London NHS Foundation Trust had one of the highest rates for bullying and harassment among staff in London – 24% against a national average of 16%. This increased to 38% in 2012 against a national average of 24%.These rates greatly concerned the senior leadership team so in 2012 a series of listening exercises known as ‘world class for me and my team’ was held as part of a wider cultural programme set to promote a world class care culture at the Royal Free. Over 3,000 members of staff, representing 63% of the workforce, attended these forums. There were recurring themes of requiring a safe place to talk, providing a confidential route to talk to someone without negative consequences and in confidence. People wanted to feel empowered to give feedback and encouraged to challenge.

courage in speaking honestly but respectfully to each other, as set out in the DCHS Way, a new body called the staff forum was set up. The idea behind the forum was for staff to work with the directors to ensure the trust is successful. They would hold directors to account and would be the ‘voice’ of the staff. The trust also asked staff to be courageous about raising concerns and reinforced the courageous listening and action that would take place on behalf of the trust with a subsequent full investigation.Since the project, the number of grievances has fallen from 42 to 22 and the percentage reporting good communication between senior management and staff was 34% compared to the community trust average of 29%.The judges liked the evidence of sustainable culture change across a number of elements both at managerial and frontline.

A task force to create a lobby for change was set up and tools were developed to encourage a ‘conversation’ culture where resolution is reached through deeper listening and understanding. These include a pathway that encourages individuals to seek resolution and prevent the need for a formal investigation and adaptation of the Transport for London tube map to represent optional B&H routes and steps.Since the project was set up, bullying and harassment rates have decreased by 2% and the appraisal rate is averaging at 80%. Managers are devoting more time in having conversations and listening to staff and teams.The judges said the trust was just pipped at the post but it had created an excellent process with lots of transferable learning.

The CMP Resolutions ‘Courage to Manage’ AwardWINNEROrganisation Derbyshire Community Health Services

Project Title Creating a courageous culture

Entrants Rebecca Oakley

FINALISTOrganisation Royal Free London NHS FT

Project Title Beyond a policy – empowering people to be part of the solution

Entrants Caroline Mabey and Sheila Payne

Contact: Rebecca Oakley on 07774017444 or [email protected]

Contact: Caroline Mabey on 02078302182 or [email protected]

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At Lancashire Teaching Hospitals NHS Foundation Trust, it was recognised that there was a large group of nurse leaders who had never undergone any form of leadership development training. Furthermore with the changing nature of nurse management roles many felt unprepared and confused by the tensions between their clinical, management and leadership roles. A programme was devised which included topics such as being an effective leader, communicating and influencing, managing performance, change management, service improvement and problem solving. It was also recognised that consultants needed to better equipped with leadership skills. As a result two new programmes were designed: the Consultant Leadership Development Programme and the Consultant Stretch – Advanced Leadership Development Programme.Since its inception, around 400 leaders have completed the Clinical Leadership and Consultant Leadership programmes. A network of like-minded professionals has

NHS Staff Survey results had consistently demonstrated poor levels of staff engagement at Liverpool Women’s NHS Foundation Trust, defining lack of support from the line managers and perceptions of bullying and harassment as key issues. Following an indepth Organisational Development review in 2009/10, the new Executive team needed to ensure all of their leaders had the skills and capabilities to address these issues effectively. The Putting People First Leadership Development programme was designed to address these risks and support all leaders to be ready for the future challenges.The approach taken by the Director of HR & OD and the Deputy Director of HR & OD was to ensure that the entire organisation at all levels was involved in the process of defining what the current culture was, what needed to be

The working environment at Belfast Health and Social Care Trust was ‘resource light/challenge rich’. Collectively harnessing the talents and efforts of the 20,000 staff would be key to successfully meeting this challenge. However, doing that with six inherent cultures and people processes, working across ten new directorates as well as the community setting would require a significant shift.A bespoke leadership and management strategy was developed with associated initiatives to deliver the transformational change required. At the heart of the strategy was a comprehensive suite of development initiatives and the launch of two fundamental supporting building blocks, the Trust’s Succession Planning model ‘Developing our People Today for Tomorrow’ and the

been established who can be called upon to help innovate by challenging systems and processes to bring about service improvements. A number of service improvement projects have been implemented including improving care for chronic haemodialysis patients and using evidence-based improvement to address problems within a theatre/clinic area.Doctors traditionally do not attend leadership development or attend in house courses, yet the all programmes have been so successful we now have a waiting list.There has been some very positive feedback from programme evaluation. For example, one participant said: ‘I feel completely re-energised and motivated. The biggest, most positive thing is that this course has restored my confidence. I love change when some of my colleagues don’t. This was an innovative project with clear links to patient care, the judges said, and the team had demonstrated a lot of passion for the project.

different in the context of internal and external drivers and following that what needed to be done to achieve that vision. Since the programme was put in place, the majority of individuals, stakeholder groups and line managers reported improvements in the leadership competencies.Individual participants also reported changes in how they think and approach situations as well as improvements in confidence.Overall levels of staff engagement also rose from 3.48 to 3.74 and there was a reduction in harassment, bullying or abuse from others in the last 12 months.This leadership programme was particularly innovative due to the level of involvement of staff at all levels.This was a well thought through, bespoke project, the judges said.

Trust’s ‘Coaching Framework’.This has been achieved through a multi-factorial approach including designed competence-based job descriptions and recruitment processes, designing a unique modular Living Leadership programme, and creating a specific Ward Sister development programme.Since 2008, £130 million efficiency savings have been delivered and there has been an increase in hospital productivity with 350 fewer beds due to length of stay reduction and increase in day care rates.The majority of access targets and statutory duties have also been met and as have mortality rates.The judges praised the trust for managing such a big and complex project.

Academi Wales award for leadership developmentWINNEROrganisation Lancashire Teaching Hospitals NHS Foundation Trust

Project Title Establishing leadership excellence in LTHTr

Entrants Louisa Graham

FINALISTOrganisation Liverpool Women’s NHS Foundation Trust

Project Title Putting people first – leadership development programme

Entrants Michelle Turner and Triona Buckley

FINALISTOrganisation Belfast Health and Social Care Trust

Project Title Living leadership – the Belfast Way

Entrants Joan Peden and Elaine Kehelly

Contact: Louisa Graham on 01772 524609 or [email protected]

Contact: Michelle Turner on 0151 702 4010 or [email protected]

Contact: Joan Peden on 028 950 48803 or [email protected]

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Louisa is the consummate role model for organisational development. She has been in post for five years having previously worked in the Home Office and the private sector. Rooted at the heart of her philosophy is the need for her work to contribute to the overarching organisational effectiveness by ultimately make a difference to the care we provide our patients. Louisa is an occupational psychologist by background and this means that she brings a cohesive understanding of true organisational development to the role. This has enabled her to be at the forefront of changes and she is absolutely respected from board to ward. It is often difficult for people to ‘settle’ into the culture of the NHS when this is not their background but Louisa has managed to develop her credibility in a very short space of time. Louisa led on the trust values project. This project was delivered using a true organisational development approach

Natalie joined the Trust in 2005 as an admin grade 4 leading on the employability initiative, successfully progressing to become assistant director in 2011.In July 2012 the Trust acquired Scarborough hospital, increasing its workforce by around 2,000 as well as responsibility for services over 40 miles away. Natalie was crucial to both the successful integration of the HR function, and managing the workforce issues associated with a merger. She was prepared to take tough decisions and tackle out of date practices. Natalie works collaboratively and is the victim of her own success in that she has regularly become the first point of contact for the full spectrum of HR queries as people know she will deliver. Through her own determination and effectively establishing relationships she was able to move many strong minded characters at Scarborough from resisting change to

Andrew has supported a number of important service improvements across the organization. The impact of his work has directly resulted in staff having more time to provide clinical care. For example, through his personal leadership, recruitment systems have improved meaning that clinicians and managers spend less time on process issues. His work to support consultant revalidation standards and our current consultant appraisal rate (86%) provides us with a good degree of assurance on the safety and care provided to patients and their carers by our doctors. Over the last 12 months he has negotiated a new partnership working agreement, actively engaged with regional learning reps to develop staff side as a coher-ent and effective voice and developed a new way of working with staff side.

by involving over 900 staff in the development of Trust values. Louisa’s second challenge was to develop medical leadership. The consultant body have been notoriously difficult to engage. However, Louisa has developed and delivered two bespoke Consultant Leadership Programmes which have been recognised nationally for their excellence through the Training Journal Awards. Louisa’s creativity is amazing! She is always able to come up with new ways of doing things that will engage staff, eg, developing ‘100 reasons to be proud’ with 100 teams/individuals. She is prepared to have difficult conversations that many people avoid and so she is sought out by colleagues when they are faced with a challenging situation for her expert advice and guidance. The judges thought she showed excellent credibility in a short time and created a big impact with passion.

embracing change. An example of this would be her revolutionising the approach to recruitment, by ensuring this was values based and had a clear governance framework. Natalie has responsibility for medical staffing and identified the challenges the organisation faced as a result of a reduction in the contribution from junior doctors. She championed a proposal to explore the introduction of Advanced Clinical Practitioners. This resulted in an investment of 18 posts – an initiative universally applauded by consultants and managers.Natalie transformed the organisations approach to volunteers. This included the introduction of the role of dining companions, an initiative which won the HPMA award for innovation in 2012.The judges thought she demonstrated high-level credibility in a challenging environment.

Andrew is always true to his values. He is a great advocate for the profession both internally and externally and continually demonstrates how the profession can add value to patients, staff and the organization as a whole. He is always willing to challenge colleagues in order to push for the most value, high impact outcomes. The importance of effective working relationships is exemplified in Andrew’s approach to his work. Both within and outside the organisation, he is quick to develop a positive rapport with others, and consistently works on a win-win basis. Andrew takes great pride in developing his team and has supported a number of staff to move up the career framework/attend regional development programmes. The judges thought he demonstrated good experience and flexibility.

Deputy HR director of the yearWINNERNominee Louisa Graham, Head of Organisational Development

Lead nominator Karen Swindley, Workforce and Education Director, Lancashire Teaching Hospitals NHS Foundation Trust

FINALISTNominee Natalie McMillan, Assistant Director – Resourcing

Lead nominator Alastair Turnbull, Medical Director & DIPC, York Teaching Hospital NHS Foundation Trust

FINALISTNominee Andrew Jones, Deputy Director of HR & Workforce

Lead nominator Rachael Charlton, Director of HR & OD, East Cheshire NHS Trust

Contact: Karen Swindley on 01772 528344 or [email protected]

Contact: Peta Hayward on 07962167155 or [email protected]

Contact: Rachael Charlton on 01625 661868 or [email protected]

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Amanda is an inspirational leader who is focussed, dedicated and passionate about all she does. She has tremendous impact within the trust and the region, as well as developing a national profile.At an organisational level, Amanda has led a transformational workforce and organisational development agenda and as a member of the Board plays a pivotal role in the integration of health services across Derbyshire. Over the last two years Amanda has also acted as programme manager and senior responsible officer for the trust’s Community Foundation Trust (CFT) application process which has positioned DCHS at the front of the CFT pipeline. At a regional level, Amanda chairs the regional HRD network which has gone from strength to strength this year. Amanda was recently approached to reinvigorate the region’s HPMA branch, which she has done successfully with the result of it

In October 2012, Michael Pantlin took up what was probably the hardest HRD role in the English NHS – HR director of the newly merged Barts Health NHS Trust. In coming to Barts Health, he took on an organisation with disparate cultures, including legacy issues of bullying and harassment and a mixed response among staff to the merger. Michael gripped the challenge with gusto and pushed ahead with a focus on improving customer service and making life better for those who work in Barts Health. In the last twelve months, he has delivered an e-rostering system for circa 14,000 staff, the reconfiguration of nursing services, the out-sourcing of temporary staff booking arrangements and the validation of 6,000 staff records. Michael’s reputation and inspirational style have attracted

Bev joined the Trust Board in November 2011 and immediately embraced the challenge of taking on an established team in an historically financially challenged three-site organisation. The Trust’s historical financial difficulties meant that it had enforced punitive measures to contain spend including stringent recruitment restrictions. The HR team had dwindled in numbers and staff were struggling under a heavy workload. Sickness levels were relatively high (around 5%) and generally staff reported in the staff survey that they did not feel valued by senior management. Bev worked tirelessly with the trust board to encourage them to invest to save. This meant relaxing recruitment restrictions and in some cases recruiting above establishment to avoid agency and bank spend, and developing a highly effective apprenticeship scheme to bring new talent into the organisation.

gaining momentum and her appointment as vice president of HPMA (East Midlands). Amanda also represents community trusts on the national Social Partnership Forum. She has secured amendments relating to the national AfC handbook to allow large dispersed multi-site Trusts the flexibility to negotiate their own local schemes – and DCHS were the first to develop, negotiate and implement a local scheme.She has the ability to relate to people at all levels, creating as many opportunities as possible to get close to those on the front line, whether that is by her ‘back to the floor’ activities which always takes priority or making sure she eats in the staff canteen when she is visiting sites.She empowers her team to deliver and is very supportive of their personal development. She is able to influence others from ‘board to ward’ and her dynamic approach leaves others feeling energised, motivated and valued.

experienced HR people to Barts Health because they want to work for him. He has pulled together a range of legacy HR functions into an organised and committed team who work hard to deliver services in a difficult environment. Michael is passionate about the employer role in improving the health of the East London people and has personally led an initiative to secure employment in Barts Health for the local population. Michael has a good sense of humour and uses it well to make himself approachable. He goes out of his way to understand clinical services – for example, he has gone beyond the Executive programme of ‘first Friday’ (where the Executive team visits the clinical services of the Trust on the first Friday of each month) and has been working as a porter to really understand the organisation and its services.

Interventions in relation to patient care which includes introducing patient stories and the Ace for Pace customer care programme as well as feedback on daily brief from complaints and compliments are showing demonstrable improvements in patient care.Bev has been instrumental in changing the direction of leaders within the organisation to recognise all talent within the organisation and therefore get the most out of people. This has seen our staff survey results improve significantly – particularly in terms of motivation and job satisfaction. Sickness levels have reduced to around 3.5%.Bev is an inspirational and motivational leader able to introduce new ideas to improve the working life of staff, and to enhance patient care. Her enthusiasm, talent for harnessing or developing innovative ideas, and ‘can do’ attitude is infectious.

HR Director of the yearWINNERNominee Amanda Rawlings, Director of People and OD

Nominator Paul Boustead, Deputy HR Director, Derbyshire Community Health Services

FINALIST Nominee Michael Pantlin, Director of HR and OD

Nominator Pauline Farrell, Associate Director of HR - Strategy and Programme, Barts Health

FINALISTNominee Bev Edgar, Director of HR and OD

Nominator Deborah Drew, Head of HR Worcestershire Acute Hospitals NHS Trust

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The People Services team is an integral part of the business providing advice, support and guidance in relation to people issues and offering employment solutions on a flexible, temporary or permanent basis. The service is made up of two teams – a total of 24 employees.The Advice and Guidance Team consists of experienced members of the CIPD and the Staffing Solutions Team are an experienced team including recruitment specialists who focus on managing the queries that arise from payroll, ESR input, and provide a recruitment service.A communication strategy was developed to ensure that messages from the People Services team reached line managers and employees. The intranet site was developed along with a series of briefing papers. An intranet Blog and a What’s New section along with a monthly email newsletter were developed to communicate important news from across the whole of the People and Organisational

The UCLH Employee Relations and Occupational Health Teams are part of a larger Human Resources team, and while they have different roles to play, their co-operation provides an outstanding service to employees and ensures that employees are supported in the workplace and while absent during sickness absence.The Occupational Health Department respond to requests from managers and staff to assess and support individuals in relation to their medical conditions. They also offer support to staff through health promotion work, immunisation, psychological services, welfare advice and physiotherapy. The model of Occupational Health is perceived as independent from management. As a result it tends to be trusted by staff and is seen as a real benefit for staff.The Employee Relations team supports managers in

In April 2011, 1,500 staff members were transferred from Bradford and Airedale Community Services to Bradford District Care Trust, creating a workforce of 3,000, and the two HR teams came together to form a new service. The department implemented a business partner model with HR specialists and an HR Service Desk creating a single point of access call handling and query management facility. The team has worked hard to ensure true team working and collaboration ensuring silos are not created. The business partner model acts as a conduit between specialist teams and services, co-ordinating information, sharing developments, prioritising future planning requirements, developing apprenticeships and delivering high quality transactional services.The HR department has been instrumental in supporting services through large-scale restructuring and system

Directorate. This focused on news about changes in policy and procedures, employment law news and interesting articles. A dedicated role of a HR Officer was appointed to support the management of absence. This role provides a direct interface between all services involved in the absence management process such as People and Organisational Effectiveness Managers and front line managers. As a result of the Intranet development and survey monkey, the hits on the People services intranet pages increased from 2,104 in January 2013 to 9,032 in December 2013. There is also an average of 4,139 calls per month into the team. A training package developed for line managers in ER issues resulted in a significant reduction in timescales for cases to be resolved. The judges liked the team’s fresh approach and very positive energy.

the management of sickness absence and support of individuals with medical conditions in the workplace – this will normally be in line with one of the Trust’s policies.The leadership and team working across the two teams has resulted in reported sickness absence levels within the lower quartile in the country. It has done this by taking the Trust values (Kindness, Improving, Teamwork and Safety) and embedding these into practice. The collaborative approach across Employee Relations and Occupational Health has resulted in a cohesion in the management of absences and the return to work process. The development of a whole system approach, has led to UCLH becoming the first organisation in the UK to be awarded the International Disability Standards Council’s certificate for managing disabled individuals.

redesign and project leads on key strategic priorities such as agile working, administrative transformation delivering £1.3m recurrent savings and integrated workforce planning. The Executive team have been impressed with HR’s new service delivery approach and recognise the service as a key enabler to change. Data from surveys show that over 70% of services would rate the team as ‘excellent’ or ‘good’ in overall service, time taken, quality of advice and level of customer service.HR’s new approach to supporting services has enhanced the reputation of HR within the organisation and through a difficult period of change the Trust has achieved very positive results on staff engagement. The judges were impressed with the very good clear evidence of the impact of the team and their clear plan for the future.

HR team of the yearWINNEROrganisation Derbyshire Community Health Services

Entrant Sara Boulton, Staffing Solutions Team Leader

FINALISTOrganisation University College London Hospitals NHS Foundation Trust

Entrant Dean Hambleton-Ayling, Deputy Head of Workforce and Former Head of Employee Relations

FINALISTOrganisation Bradford District Care Trust

Entrant Fiona Sherburn, Deputy Director HR/OD

Contact: Sara Boulton on 01246253077 or [email protected]

Contact: Fiona Sherburn on 01274 251111 or [email protected]

Contact: Dean Hambleton-Ayling on 02034472435 or [email protected]

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Andrew has been Chief Executive of Wrightington, Wigan and Leigh NHS Foundation Trust since 2007 where he led the successful application for Foundation Trust in 2008. He spent five years as the NHS Director of Human Resources (Workforce Director General) at the Department of Health with principal responsibility for implementing the workforce expansion and HR systems modernisation set out in the NHS Plan. Before that he spent two years as part time Policy Director (HR) at the NHS Confederation.Andrew was also the Chairman of Wrightington, Wigan and Leigh NHS Trust from 1996 to 2001 and before that Chairman of West Lancashire NHS Trust and non-executive director at Wrightington Hospital NHS Trust.During his time at the Department of Health, Andrew became renowned for his lively and unusual presentations at conferences, arriving on stage, for example, on a motorbike or dressed in waterproofs against a background of stormy seas and gigantic waves. He knew how to get his message across.

Here are some comments from his colleagues: Les Higgins (current Chairman)“ I have worked with a number of CEOs during a long career in public service. Andrew stands out in his absolute com-mitment to staff engagement. He always keeps staff welfare and development at the forefront of his strategic thinking, making him an outstanding leader”

Jean Heyes (Staff Side Chair)“Having worked with Andrew Foster for over 18 years in his position as Chairman and then Chief Executive of Wrigh-tington, Wigan & Leigh NHS Foundation Trust, his total commitment to the patients and staff of the Trust has been both outstanding and relentless. It is a privilege to work with Andrew, his commitment to staff engagement and partner-ship working has been truly inspirational and is testament to the way we all work together”.

Jon Lenney Director of HR and OD“I have known Andrew for 10 years, and he was the main reason I came to the Trust nearly 4 years ago. He has been a transformational leader for the HR profession across the NHS and is an inspirational Chief Executive in his local hospital. He is highly visible and accessible to all staff, and he combines a real passion for service quality with an unwa-vering commitment to staff engagement and improving staff experience.”

Former HPMA president, Deborah O’Dea says: ‘Andrew is one of those great but unusual people with a brain the size of a universe and emotional intelligence to match. This manifests as knowing you are with someone very special, but being very aware of how much interest they take in your point of view and others around them. Andrew is at the same time brilliant but humble enough to think that others may have something to teach him.Andrew supported our profession, our cause, absolutely. Every single Trust board was called to account for improv-ing the working lives of the staff they employed. Andrew supported and nurtured our ability to influence, he brought our agenda to the national stage. Andrew has been and remains the most wonderful advocate for excellence in patient care and in leading and motivating our very talented staff to achieve that.He is a credit to our profession and one of the greats.

Current president, Kevin Croft, sums up the rationale for his final choice of Andrew:

As a former national HR Director who retains a focus on the people agenda as a Chief Executive, Andrew is not only a role model for HR professionals he is a beacon of light for us with other CEOs. The tipping point for me was judging the WWL submission for this year’s APPRECIATE Champion Award. When we wrote the criteria for the award it was about an organisation that exemplified how improving people management and the way we treat our staff is key for improving patient care.

I’ve never scored an entry as highly as the one from WWL and seeing this organisation led by a Chief Executive who had formally been the national Director of HR showed a man who was not only walking the talk, but also beating a path for others to follow.

President’s Award for lifetime achievementWINNEROrganisation Wrightington, Wigan and Leigh NHS Foundation Trust

Entrant Andrew Foster, Chief Executive

‘If all Chief Executives had such a focus on our people

the NHS would be transformed.’Kevin Croft, HPMA president

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THANKS TO OUR JUDGESJune Chandler, Social Partnership Forum & UNISONStuart Craig, Mills & Reeve LLP Kevin Croft, HPMA & Epsom & St Helier University Hospitals NHS TrustLinda Davidson, HPMA Scotland & NHS Dumfries & GallowayAndrew Gilbey, SyngentisRichard Goff, CIPDFrancis Goss, Engage for SuccessKatherine Graham, CMP Resolutions Martin Hamilton, CapsticksAli Hashtoudi, Guy’s and St Thomas’ NHS Foundation TrustDavid Holmes, HPMA West Midlands & Birmingham Community Healthcare NHS TrustDawn Jarvis, HPMA Yorkshire & Humber & Doncaster and Bassetlaw Hospitals NHS Foundation TrustBethan Johnson, HPMA & Welsh Government Annie Jones, HPMA Wales & Welsh GovernmentJoanne Marshall, HPMA & The University of BradfordAnn McConnell, HPMA Northern Ireland & Western Health and Social Cre TrustRachael Moench, HPMA London & West London Mental Health NHS TrustStephen Moir, NHS EnglandAndrew Morris, Department of HealthDeborah O’Dea, HPMAUdara Ranasinghe, DAC Beachcroft LLPPaul Schanzer, Academi WalesHeinz Scheffer, HPMA South West & Plymouth Hospitals NHS TrustJanet Scotcher, HPMA East of England & Hinchingbrooke Health Care NHS TrustMaria Scott, NHS Electronic Staff Record Programme Joy Shepherd, GateHouseJodie Sinclair, Bevan Brittan LLP Kenny Small, NHS LanarkshireRebecca Smith, NHS EmployersSally Storey, HPMA & Moorfields Eye Hospital NHS Foundation TrustMichael West, Lancaster University Management School & The Kings FundChristine Wilkinson, NHS Professionals

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Join the HPMA

Healthcare People Management Association

HPMA brings together all those working within people management in healthcare services, not only within the NHS but also across the independent sector and now social enterprise. Together our UK wide network promotes excellence in workforce management, development and leadership to the benefit of patient care.

HPMA is here to keep you up to date and help you improve the way services are delivered. You will soon realise that membership of the HPMA is the best way to expand your knowledge and make your job easier.

Improving HR capability, practice and impact

Find out more and see what’s happening in your region at www.hpma.org.uk. Organisation membership starts at just £350 for the year with unlimited members!

W www.hpma.org.uk E [email protected]

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OUR SPONSORS

The Department of Health, Social Services and Public Safety (DHSSPS NI), one of twelve Northern Ireland Government Departments, has devolved responsibility to oversee the management and delivery of the health service to the people of Northern Ireland. The Department is responsible for over 70,000 professionals working in health and social care, ambulance and the fire service and has an annual budget of approximately £4.6 billion pounds. www.dhsspsni.gov.uk

Scottish Government Health and Social Care (SG) is the devolved government for Scotland with responsibility for most of the issues of day-to-day concern to the people of Scotland, including education, transport, justice and health. The SG’s Health Workforce and Performance Directorate aims to create the conditions to ensure that NHSScotland has the right workforce to enable it to deliver the Scottish Government’s 2020 Vision for Health and Social Care. www.scotland.gov.uk/Topics/Health

The Welsh Government is the devolved Government for Wales and is committed to improving the health and well being of the citizens of Wales. This includes not just treating disease but addressing the wider social, economic and environmental influences that directly impact on the health of the nation. www.wales.gov.uk/topics/health

Bevan Brittan The public services law firm. The NHS is at the heart of Bevan Brittan and at a time of unprecedented change for the NHS our clients appreciate legal support from innovative employment lawyers with exceptional knowledge of the health and social care sector. Don’t take our word for it. “Their specialism is in NHS matters and that certainly comes through.” Chambers UK, A Client’s Guide to the Legal Profession 2014. www.bevanbrittan.com

Capsticks is the UK’s leading specialist healthcare law firm. Our national employment team of over 40 specialist lawyers advises healthcare clients across the country, including NHS trusts and commissioning bodies, national advisory bodies and independent healthcare providers. We have the skills and experience to help you achieve your goals, because we know the healthcare business inside out. At a time of unprecedented pressure on workforce leaders in healthcare to deliver both savings and quality, we are helping them and their organisations by providing innovative and cost-effective legal solutions. www.capsticks.com/expertise/health-and-social-care/employment

Internationally-recognised, the Chartered Institute of Personnel and Development (CIPD) is the largest Chartered HR Institute in the world. Our purpose is to develop better work and better working lives, and we’re partnering with NHS Employers and the HPMA to help build great HR capability in the NHS. www.cipd.co.uk

Offering expert guidance on all aspects of employment and pensions law within the NHS, DAC Beachcroft have the largest health employment and pensions team nationally. We are straight talking, no nonsense and completely focused on getting the job done in a cost-effective way. “The team is known for ‘A tour de force in advising public and privately held healthcare clients on a range of concerns, including strategic restructurings, tribunal claims and whistle-blowings.’ – Chambers UK 2014 www.dacbeachcroft.com

Harvey Nash is the UK’s leading healthcare executive search firm specialising in Board, senior management and senior clinical recruitment. With offices across the UK, they have a diverse team of senior professionals with unrivalled experience of healthcare to deliver outstanding results. Harvey Nash has an enviable reputation and track record, and their approach allows them to us access the best possible talent for their clients. www.harveynash.com/healthcare

HCL can provide: • Workforce diagnostics • Vendor management • Cost reduction programmes • Direct engagement HCL Clarity can help you regain control over your contingent staffing. We create efficiencies; provide powerful real-time management information and auditable compliance controls. Ultimately, we help you to improve patient care. To find out more, contact us today on [email protected].

Mills & Reeve is a top tier law firm and a health sector specialist. We operate from six offices across England, with 11 specialist health partners and over 100 dedicated lawyers providing a full range of legal services to commissioners, providers and others. ‘We are delighted to support the HPMA Awards 2014’. www.mills-reeve.com/health

The NHS Electronic Staff Record (ESR) (ESR) is a the national IT workforce system solution for the NHS across England and Wales. To date it remains the world’s largest integrated HR, payroll and learning management system, paying 1.4 million NHS employees, which equates to 7% of the population in England and Wales. This ground-breaking and successful programme is delivered by the Department of Health and NHS, in partnership with McKesson, and is the complete workforce management solution for a 21st century NHS. www.electronicstaffrecord.nhs.uk

The NHS Health at Work Network is the national network of NHS occupational health services in England and is dedicated to improving the health of NHS staff through policy influence, sharing best practice and working collaboratively. www.nhshealthatwork.co.uk

Syngentis is the not for profit social enterprise that is progressing the work of NHS Plus in improving the fitness, health and productivity of the working age population. www.syngentis.co.uk

NHS Professionals is the leading provider of managed flexible workforce services to the NHS with approximately 40,000 general and specialist nurses, doctors, midwives, administration and clerical and other healthcare professionals signed to its bank. We help our 62 NHS Trust clients implement tactical measures to improve workforce efficiency and productivity as part of an overall workforce strategy. Our aim is to save Trusts up to 20% of their flexible workforce costs by reducing shift demand, optimising pay rates and managing agency usage. For more information visit www.nhsp.co.uk

The Social Partnership Forum brings together NHS Employers, NHS trade unions, NHS England, Health Education England and the Department of Health. Its role is to discuss, debate and involve partners in the development and implementation of the workforce implications of policy. Effective partnership working brings important benefits for both employers and staff and can have a positive influence on the patient experience. The best performing organisations have staff who are engaged with their employer and motivated by the work they do. www.socialpartnershipforum.org

Aston OD has pioneered the development of Team Based Working in the NHS for the past ten years. Originally established by Professor Michael West as a spin-out company from Aston University, Aston OD continues to work with Health and Social Care organisations across the UK and internationally. Our aim is to ensure that research findings are translated into practical, evidence-based, diagnostic and development tools which improve patient outcomes, increase staff well-being and develop positive organisational cultures. www.astonod.com

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OUR SPONSORS

HSJ - finding you quality candidates: HSJ is the only title to offer news, opinion and practical advice across the UK healthcare sector and as a result dominates the UK healthcare market. It is an essential healthcare talent attraction resource offering a wide range of tools across several advertising platforms. www.hsj.co.uk

CMP Resolutions, dispute resolution specialists, supports healthcare providers to become better at reducing the human and financial burden of workplace conflict. We take the conflict out of change, and strengthen dispute resolution process at work. We Close complaints; Manage disputes; and Prevent negative conflict to build respectful and effective environments. www.cmpresolutions.co.uk

Academi Wales was established in June 2013 as the Welsh public service’s centre for leadership excellence. Academi Wales provides access to cutting edge development opportunities for all public service leaders and managers, building capability, capacity and collaboration to deliver the best public services for Wales. www.academiwales.org.uk

Engage for Success is a movement committed to the idea that there is a better way to work, a better way to enable personal growth, organisational growth and ultimately growth for Britain by releasing more of the capability and potential of people at work. www.engageforsuccess.org

NHS England creates the culture and conditions for health and care services and staff to deliver the highest standard of care and ensure that valuable public resources are used effectively to get the best outcomes for individuals, communities and society for now and for future generations. www.england.nhs.uk

GateHouse has been delivering bespoke learning and development programmes to public and third sector organisations throughout the UK for over twenty years. It specialises in management, leadership, personal skills, finance and budgeting, and project management. Its 18-strong faculty of course leaders and associates are all highly experienced in these sectors and can deliver inspiring programmes to audiences of all levels. www.GateHouseCourses.com

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Healthcare People Management Association

The Old Candlemakers, West Street, Lewes BN7 2NZt 020 8334 4500 f 020 8332 7201

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If you are interested in becoming an award sponsor next year please call Chamberlain Dunn on 020 8334 4500

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