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Awards Ceremony2012 HPMA Excellence in HRM
Compendium of
Healthcare People Management Association - Making an impact
winning entriesThis publication profiles the award winning human resource management projects and finalists from all categories in the Healthcare People Management Association (HPMA)
Excellence in HRM Awards 2012.
Entry summaries are collated with comments from the judges and contact details for further information on the successful projects.
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Celebrating excellenceThis compendium is a vital part of the HPMA Excellence awards programme. In print and on-line, we summarise the winningentries and provide contact details for you to follow up projects which are particularly relevant to you.
Our much-admired awards programme goes from strength to strength, spurred on rather than deterred by the challenges that we all are facing. You’ve all been going for gold in this Olympic year.
I call the awards the’ jewel in the HPMA crown’, a great opportunity to celebrate the excellence in our profession and to promote the value of human resource management in the health services. The judges were particularly impressed this year by certain themes which emerged – strong initiatives on staff engagement, explicit links with improving the patient’s experience and areadiness to put into figures the value of your innovations.
Sharing good practice is one of the HPMA’s key roles and the awards are also an opportunity for learning from each other; not only from the winners and finalists but also from the very good submissions that haven’t quite made it through. We have been thinking about how we could do more to promote these UK-wide examples of innovative practice and you’ll be hearing moreabout this.
Please enjoy this compendium which we hope will be just the start of capturing and sharing the lessons from this year’s entries, and inspiring you to get involved next year.
Kevin Croft
HPMA President
Welcome
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Finalists
2012Healthcare People Management Association - Making an impact
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Overall winner sponsored by NHS ProfessionalsWinner Capsticks award for innovation inhuman resources
Runner upOrganisation: NHS London Project title: London redeployment serviceEntrants: Harriet Taylor, Employment Policy External Lead and Pete Sutton, Director of HR, Newham PCT, NHS North East London and City
Organisation: York Teaching Hospital NHS Foundation TrustProject title: Dining CompanionsEntrants: Lydia Larcum, Recruitment & Resourcing Managerand David Ferguson, Volunteer Administrator
Following discussion with directorates about how best to use the volunteer workforce, York Teaching Hospital NHS Foundation Trust decided that their efforts should be focussed on improving patient care.
National research such as ‘Hungry to be Heard’ by Age Concern recommended using volunteers around meal times and the trust felt that such roles would complement the ‘Productive Ward’ initiative by ensuring time to care.
In view of this a project group was set up and a pilot of the role launched. It was agreed that the role would involve liaising with nursing staff at the start of each session to ensure each patient’s medical needs in relation to their diet and the way they feed are understood.
The companions could also encourage patients to eat and to remind them if they have not finished their food, assist in cutting food and opening packets, wiping patients’ faces if requested, ensuring they have a suitably placed napkin and providing company.
There are now 30 dining companions across 14 wards and community rehabilitation units who provide an additional 60 hours each week of personal one-to-one dedicated support.
A further benefit is that volunteers have tended to be aged over 70 and not necessarily a reflection of our patient community. By using social networking the average age profile is now 39, which is more representative of our local community.
The judges were full of praise for the innovative recruitment of volunteers and were impressed with how it showed HR embedded in business and operating in partnership with clinicians. Contact: Lydia Larcum on 01904 726043 or [email protected]
Runner upOrganisation: Lancashire Care NHS Foundation Trust Project title: eHR InfoPointEntrants: Emma Allen, Head ofEmployment services, Liz Horgan, Project Lead, e-HR Info Point and Joanna Marshall, Executive Directorof Workforce
The HR team at Lancashire Care NHS Foundation Trust has transformed the way it communicates with its employees by using eHR InfoPoint, an intranet-based HR information system that uses SharePoint technology to provide managers and employees with instant access to first-line HR and learning & OD advice and support.
The system provides a consistent, up-to-date way of delivering messages and information in a user-friendly place. Out-of-hours staff can access the site at any time so have HR support at a time convenient to them. Instantly available information frees up time for patient care and the HR and L&OD teams can use their time more efficiently.
Key to the success of the site was making sure it reflected user needs so stakeholders and interested employees were invited to focus groups. People became engaged in the process, testing new ideas and providing feedback. Implementing as many suggestions as possible made the final design of the site a collaborative effort.
The feedback from employees is positive as they can find information quickly and all in one place. ‘We love it!’ was the staff side verdict.
Some of the concepts and functionality are now being used to build similar sites for other departments within the trust. Contact: Emma Allen on 07590416942 or [email protected]
The London Redeployment Service (LRS) was launched in September 2010 to manage the shift of healthcare from acute into community settings. However, with the change in government, it has been adapted to reduce the number of redundancies due to reconfiguration of services across sites.
The LRS gives staff whose posts are at risk of redundancy priority accessto vacancies in London. Firstly, these staff members are set up with a‘restricted’ account on the NHS Jobs website. At the same time, allvacancies in London that meet the criteria are held as ‘restricted’ for a period of 7 days, during which time only they can access them.
Staff are supported through the process by their local HR team and the project uses technology and resources that are already in place thusavoiding any costs and ensuring each individual’s needs are met by the organisation that knows them.
Since its launch in September 2010, 570 members of staff who were atrisk of redundancy have been redeployed across the system. As well as avoiding the loss of their skills and expertise and personal upset, each redundancy would have cost an organisation on average £47,000.Approximately £26million has therefore been saved. Contact: Harriet Taylor on 020 7932 3745 or [email protected]
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Winner NHS Discounts award for staffengagement and leadership throughchallenging times
Runner upOrganisation: Abertawe Bro Morgannwg University Health BoardProject title: Engagement Using Virtual RealityEntrants: Elizabeth Davies,Innovation and OrganisationDevelopment Manager and Joy Powell, Medical HR Assistant
Organisation: York Teaching Hospital NHS Foundation TrustProject title: Rewarding & Recognising Staff Contributions in Challenging TimesEntrants: Dawn Preece, Senior HR Manager
York Hospital NHS Foundation Trust has spent the last few years developing a reward andrecognition philosophy to underpin its current benefits package for its 4,500 staff and enhancethe usual NHS rewards offered.
The HR team began by ensuring that the different areas of reward and recognition came under theleadership of one director. Through engaging and listening to staff, they developed an extensivevoluntary benefits package. Additionally, a number of staff had died in service and the team wanted a way of remembering them.
The team focussed on the concept of total-reward using non-financial elements such as voluntary benefits, staff recognition, total reward statements and health and well-being initiatives. They created a programme of recognition events such as a monthly ‘star performer’ award and Oscar-style achievement events. An artist developed an innovative ‘glass tree’ as a staff memorial using the leaves to represent deceased members of staff.
Since 2008, there has been a 30% proportionate reduction in sickness absence and a reduction in temporary workforce spend. In the staff survey for 2011, the trust is now in the best 20% scores for acute trusts on indicators for staff health and well-being, staff suffering work-related stress and staff intention to leave.
The judges agreed that the trust had set out to have the wow factor and do things differently and they had achieved it. They felt that the team had done a lot but still ‘had a lot of petrol left in the tank’. They especially liked the glass tree idea.Contact: Dawn Preece on 01904 725307 or [email protected]
Runner upOrganisation: Countess of Chester Hospital NHS Foundation TrustProject title: The Countess Way: Engaging our People in Transformational ChangeEntrants: Susan Young, Director of HR & OD and Jane O’Neill, Head of Transformation
With the need to save more than £20m over three years, while improving the service to patients, the Countess of Chester Hospital NHS Foundation Trust embarked on a radical transformation programme focussing on cultural change two years ago.
The trust created fit-for-purpose workstreams that have redesigned their organisational structures and working practices to create a culture of continuous improvement and innovation at all levels. In particular they redesigned clinical pathways, rolled out ‘lean’ tools and techniques and developed a ‘total care package’ of clinical tools.
A fundamental principle behind these new ways of working was theengagement of staff in the changes and a strong focus on encouraging good leadership behaviours while eradicating poor ones.
The 2011 staff survey results have shown that the score for ‘Staffrecommendation of the trust as a place to work or receive treatment’ is now 3.65 against an average for acute trusts of 3.51. The patients agree: 96% of them would recommend the trust. Up until January 2012, there have been length of stay reductions in all wards transformed of between 3.31% and 31.53%.
Overall, organisation redesign and reduction of waste saved £1.6m during 2010/11. This has resulted in a recurrent saving of over £2m. Contact: Sue Hodkinson on 01244 364678 Ext. 4678 or [email protected]
With the launch of a shared space in September 2011 to store and integrate workforce and financial information using SharePoint software, Abertawe Bro Morgannwg University Health Board spotted an excellent opportunity to also create a virtual shared space where staff could collaborate, communicate and engage as ‘one team one voice’ – which emulates the trust’s purpose statement.
So the board designed sections on the site to explain the organisation’s vision, values and priorities. Their ‘hot topics’ news feed allowed them to be consistent and responsive when communicating important pieces of information. A weekly blog from the senior team has increased their virtual ‘visibility’ and provided opportunities for staff to get to know them and understand more about what they do.
The team spotlight section has developed relationships and synergybetween team members and has allowed staff to showcase their projects.
The success of the site is due to the fact that everyone had the opportunity to influence its design and to join the editorial board, which created a shared ownership of the site.
In January 2012, a survey via the site revealed that 99% of staff agreed that there was an improvement in communication and 100% agreed that the SharePoint site was an effective and useful resource. Contact: Elizabeth Davies on 01792 703344 or [email protected]
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Winner Social Partnership Forum awardfor partnership working
Runner upOrganisation: Imperial CollegeHealthcare NHS TrustProject title: On-Call and Out-of-Hours Partnership WorkingEntrants: Liz O’Hara, Head of HR and Lorry Phelan MBE, chair of staff side Imperial College
Organisation: Bradford District Care TrustProject title: Learning Disabilities Transition ProgrammeEntrants: Annette Tindall, HR Business Partner and Mark Lowry, District Wide UNISON representative
Following a strategic review of the learning disabilities services in Bradford District Care Trust in 2007, the need to transform and modernise services was identified and a programme called ‘Changing Lives’ was established.
To deliver the vision there was a need to stimulate the local market,restructure and transform services and transfer services to third sector or private providers. The Trust, Bradford Council and staff side organisations
needed to work together to attract new care providers, personalise service delivery for clients and prepare the 840 staff members for TUPE transfer to non-NHS organisations.
Initial challenges were forming effective working relationships and reassuring anxious staff. The relationship between the trust and local authority Unison had been previously strained so joint communications were developed eg road shows for staff where managers, Unison and the council all participated. Also, a Unison lead was appointed to work on the project for four days a week, which provided transparency, staff involvement and engagement.
The close partnership working has been a major contributor to the success of the programme. All transformations and transfers were delivered effectively with no adverse impact on service users or delivery. Staff consultations throughout the process were positive and the feedback from staff was acted upon. Following a survey of stakeholders, 44% of respondents said the project was excellent and 44% said it was above average.
The judges applauded the active engagement of staff and service users and the way staff concerns were dealt with. It was alarge-scale change, which was successfully achieved using a very structured approach, they said.Contact: Annette Tindall on 07920 478337 or [email protected]
Runner upOrganisation: East Kent HospitalsNHS TrustProject title: Review of Local Terms and ConditionsEntrants: Martin Luff, Head ofcorporate HR and Karl Roger,Unison staff side chair
Following the NHS Staff Council guidance on harmonising on-callarrangements, the staff committee at East Kent Hospitals NHS Trust agreed in February 2011 that a management and staff side working group should be set up to collect data on current on-call systems, and to develop and agree harmonised on-call arrangements.
An estimate of the cost of each on-call system was produced by the finance department and shared with members of the working group to assist in transparent negotiations.
After nine drafts, the working group presented the basis of an on-callagreement to the staff committee. Following further negotiations,agreement was reached in November 2011.
The trust is one of only a few organisations to have agreed and implemented anon-call agreement. The new system has led to financial efficiency savings and is fair, consistent and equitable and avoids any risk of ‘equal pay for work of equal value’ claims.
This exercise has also encouraged departments to review how they provide on-call and as a result some have revised their arrangements eg physiotherapy and pharmacy.
The relationship between human resources, management and trade union representatives has also been enhanced sufficiently that further work is progressing with ACAS on partnership working. Contact: Jacqui Siggers on 01227 864104 or [email protected]
Imperial College Healthcare NHS Trust initiated an on-call and out-of-hours project, following the national directive that trusts should negotiate, agree and implement a new framework for remuneration for work on-call.
The trust’s joint negotiation and consultative partnership (JNCP) agreed that a partnership sub-group would be formed to negotiate and implement the new on-call framework for the trust. There was plenty of contentionsurrounding the change as some staff would benefit, but many others would lose out.
Partnership working groups were established at the very start for each directorate. Over 600 staff in clinical and investigative sciences wereaffected, with over 200 rotas reviewed. To ensure staff were engaged in the implementation, extensive consultation took place.
The new arrangements were successfully implemented in June 2011, being one of the first trusts to do so. The framework has been used as a basis for negotiation for many other trusts in London. Now no service relies on voluntary participation for out-of-hours cover, there is equity in pay and improved service quality through better distribution of staff time in relation to workload.
Partnership working has eliminated staff raising grievances, staff havebeen engaged and their representatives now jointly solve problems with management and HR. Contact: Liz O’Hara on 07917651499 orliz.o’[email protected]
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Winner NHS Plus and NHS Health at WorkNetwork award for excellence in improvingemployee health and wellbeing
Runner upOrganisation: South West Yorkshire Partnership NHS Foundation TrustProject title: SWYT Occupational Health Physiotherapy Entrants: David Nolan, Occupational Health Physiotherapist and Alan Davis, Director of HR & WorkforceDevelopment
Organisation: Buckinghamshire HealthcareNHS TrustProject title: Case Management as a Tool to Improve the Health andWellbeing of the OrganisationEntrants: Ged Marsden, Head of Service and Jacquie Scott, Trust Care Manager
In 2009/10 Buckinghamshire Healthcare NHS Trust was faced with a bill of approximately £10 million for the cost of sickness absence. A requirement to reduce levels to 3% by April 2014, plus meeting its patient promises, led the trust to set up a project to improve the health and wellbeing of all its employees.
A review indicated that there was a wide range of tools in place to support health and wellbeing but it was clear that these were not making enough of a difference.
The trust decided to take a case management approach so they appointed a case manager to coach managers on how to address challenging situations and empowered them ‘to manage’ in a more supportive way. The trust also created a much more robust and detailed data collection scheme.
In the surgical division, 133 managers were trained and coached compared to 71 in the medical division for the period April 2011 to January 2012. The reduction in sickness absence in surgery was greater than that in medicine, which suggests the project was effective.
By using tools that were already in place but co-ordinating them more effectively, the project showed that reducing sickness absence could be done with minimal cost and input.
The judges felt the scalability of this project could be massive for the NHS and offered a very impressive return. They praised the simplicity and practicality of the idea, which was well executed via a case management/co-ordinated approach.Contact: Ged Marsden on 07885256565 or [email protected]
Runner upOrganisation: Abertawe BroMorgannwg University Health BoardProject title: Health at Work –Condition Management ProgrammeEntrants: Margaret Lake, Programme Manager and Paul Dunning, Clinical Team Manager
With levels of sickness absence above the Welsh average and waitingtimes of 12 weeks for access to occupational health services, AbertaweBro Morgannwg University Health Board decided to pilot the Condition Management Programme approach for staff with mild to moderate mental health and musculoskeletal conditions.
The Condition Management Programme (CMP) team was established in 2006 by the government to deliver a vocational rehabilitation programme, which would support claimants of incapacity benefits in overcominghealth-related barriers to return to work.
The CMP takes the form of short, work-focused, cognitive/educationalinterventions, which are aimed at helping participants to better understand and manage their health conditions.
The approach was piloted in the theatres department by reviewing and revising the process for managing sickness absence, contacting staff on long-term sickness leave to offer CMP and offering time off for CMPappointments to those staff in work at risk of absence.
Sickness absence reduced from 10.49% in March 2011 to 8.87% in March 2012; a reduction of 1.62% over a 12-month period. The greatest reduction was in long-term absence, which reduced from 4.68% to 3.53%. Thisimprovement has reduced the number of operations being cancelled.
The approach is now being used to address high sickness absence levels within other areas of the organisation. Contact: Margaret Lake on01792 326576 or [email protected]
Musculo-skeletal disorders (MSKD) are the second largest reason for management referrals into occupational health in the South West Yorkshire Partnership NHS Foundation Trust. In 2009 there were 186 referrals to occupational health for MSKD. From April to September 2010 there were 4,032 FTE days lost due to MSKD. This cost the trust £297,000 in only five months.
With this in mind the trust set up a pilot fast-track physiotherapy service in October 2010. The service needed to be as easily accessible as possible so there were multiple referral avenues including self-referral. The key to the service being successful was early intervention so an initial marketing drive was created to let the staff and managers know that the service existed.
The service was well used with 293 patients referred to the physiotherapy service in 10 months (10% of the trust’s employees). The majority of these, 67%, came on a self-referral basis.
During the five-month reporting period, absence for MSKD issues hadreduced by 38.6%, which equates to a saving of £185,982. On completionof treatment, 98% were discharged on full duties – 77% of them pain free.
The success of the project was allowing staff to self-refer with minorailments before they became a significant problem and no waiting times. Contact: David Nolan on 01977 605585 or [email protected]
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Winner and Special award winnerHealthcare Performance award for bestcoaching and personal development strategy
Runner upOrganisation: Central LondonCommunity Healthcare Project title: EmpowermentProgramme: Unlocking Your FullPotential Entrants: Lesley Soden, Head of Equality & Human Rights and Harpal Dhatt, Chief Executive of Glow at Work
Organisation: London SHA/ NHS London Project title: NHS London Coaching Initiative Entrants: Hannah Reed, Project Lead and Ruth Sangale, LeadershipDevelopment Manager
NHS London’s coaching programme began in 2009, and quickly established a register of internal accredited and quality assured coaches that are available to members of staff from all London NHS organisations who wish to develop their leadership skills.
In 2011, the coaching register project was re-established with a new goal to develop a high standard of resilient leaders during a challenging time of transition.
The register acts as an introduction service; coachees in need of leadership support apply for coaching through a web link, and are assessed for suitability by the coaching lead. Using in-depth knowledge of each coach’s personality, areas of expertise and geographical location, the coaching lead suggests possible coach matches. The coachee will arrange chemistry meetings with one or more coaches, and decide on someone to work with. The outcome has been that the coaching register has grown from 36 coaches in December 2010 to 107 in March 2012.
NHS London now has the largest NHS coaching register in the country with 163 pairs currently working together and 40completed relationships, meaning that just over 200 people have directly benefitted from the coaching register in 2011 alone.
The coaching programme provides benefits to the NHS by promoting interagency cooperation and support. Both coaches and coachees can bring back to their organisations better understandings of the context and resolution of problems.
The judges unanimously agreed that this project demonstrated how successful coaching could be. They liked the fact that it wasa clear and simple system and clearly sustainable and transferable. Contact: Hannah Reed on 0207 932 3840 [email protected]
Runner upOrganisation: Wales Deanery Project title: Keeping Talent on Track: Supporting the Development ofDoctors and Dentists in Wales toDeliver High-Quality Patient CareEntrants: Leona Walsh, Professional Support Unit Manager and Dr Melanie Jones, Associate Dean, Careers & LTFT
With increasing educational and service pressures there has been a rise in the number of trainees struggling to achieve their goals within the expected time. Over 5% of trainees in Wales have their training progress affected by issues at any one time.
The Wales Deanery Professional Support Unit (PSU) was set up to support trainees at an early stage and address issues with a variety of interventions to aid smooth progression. It reviews concerns expressed by the trainee, the Health Boards, educational supervisors and specialty schools and offers the trainee the opportunity to attend a confidential meeting with senior members of the unit.
The aim is to support trainees and their supervisors and advise onappropriate intervention, assessment and remediation. The unitimplements part-time training programmes and provides careersguidance for all doctors in training.
Furthermore, it supports trainees with disability who may require adaptation to their working environment, doctors who wish to return to employment following a prolonged career break and refugee doctors wishing to work in Wales.
PSU activity was commended in the GMC visit to Wales Deanery in 2011and the Wales Deanery was recognised with a national award for its family-friendly policies. Contact: Leona Walsh on 029 2068 7417 [email protected]
The Central London Community Healthcare NHS Trust workforce consists of 35% staff who are from a black minority ethnic (BME) background, which reflects the local community. However, only 19% of senior managers at bands 8a and above are represented at this level and BME staff are over-represented in lower bands. The trust felt that if their leadership was not representative of thecommunities they serve that they will struggle to deliver appropriateservices so they developed an empowerment programme, called ‘Unlocking Your Full Potential’.
The programme was designed to equip BME staff with skills and techniques for progressing their careers and empowering their future. The objectives included developing a talent pipeline of BME leaders, providing positive ME role models and raising the profile of participants at executivemanagement level.
It targeted BME staff at Agenda for Change bands 2-7 but was open to all staff regardless of ethnicity. There have been three training programmes delivered between January 2011 and March 2012 with 44 participants.
The five-day training, coaching and mentoring course has movedparticipants out of their comfort zones and challenged the way they think, feel and behave. Participants are now more confident when presenting, better at leading teams and have stronger problem solving skills. Contact: Lesley Soden on 020 77981407 or [email protected]
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Winner Award for best practice andinnovation using ESR. Sponsored byMcKesson and ESR
Runner upOrganisation: East Kent Hospitals University NHS Foundation TrustProject title: Implementation ofE-learning via NLMSEntrants: Fiona Stephens, Head of Learning and HR Business Partnering Heather Loader, Workforce Information Manager
Organisation: National Leadership & Innovation Agency for HealthcareProject title: One Vision, One System, One WalesEntrants: Helen Thomas, Workforce Information Systems (WfIS) Development and Improvement Programme Manager and Debra Lewis, WfIS Development & Improvement Project Manager
A detailed scoping exercise was undertaken in 2010 to establish the level of ESR implementation across NHS Wales. This exercise indicated a clearunder-utilisation of the available ESR functionality, which was partlyattributed to the initial lack of a national strategy and differing priorities across NHS Wales’ trusts and health boards.
To respond to this, the all-Wales Workforce and Organisational Development directors developed a vision which was to enable full use of the electronic staff record, to ensure workforce data is entered once, consistently, comprehensively and accurately, with empowered managers and appropriate governance parameters.
This resulted in the establishment of a centrally driven workforce information system (WfIS) two-year programme to direct a series of workstreams aimed at meeting this vision.
A full evaluation of the NHS Wales’ WfIS programme implementation is currently underway. Initial evaluation however hashighlighted some concerns that have been already addressed.
An all-Wales task and finish group has been convened by the associate directors of finance to develop a set of principles and checks and balances that will ensure safe implementation. To ensure maintenance of hierarchy structures, NHS Wales isdeveloping work structure skills and capacity. And to address a potential lack of alignment with Shared Services processes, a process-mapping workshop is scheduled.
The judges liked the national approach of the programme across Wales and praised the excellent project management. There was good evidence of a top-down, bottom-up approach as well, they said. Contact: Helen Thomas on 7850949631 [email protected]
Runner upOrganisation: Countess of Chester Hospital NHS Foundation TrustProject title: Realising Empowerment, Innovation & Transformation through ESR Self Service & ESR Model Office ImplementationEntrants: Allan Axon, HR Business Service Development and Compliance Manager and Steven Gregg-Rowbury, HR Service Development Specialist
In July 2011, Countess of Chester Hospital NHS Foundation Trust launched a shared HR service and moved from providing HR and payroll services for 4,000 employees to over 16,000 employees across a number of client trusts in the Wirral and Cheshire region.
The HR and Wellbeing Business Services (HRWBS) have now fully implemented ESR Manager, Supervisor and Administrator Self-Service for the trust. From the outset they have utilised the full functionality of the module, in addition to integrating the OLM/E-learning modules.
Consequently, the full employee life-cycle from hiring a new employee through to ending employment is managed by using ESR self-service within the trust.
As a result, in January 2012 the trust was commended for their use of the system and improving key controls in this area. During the rollout, the trust has used ESR Self-Service to help effectively TUPE whole organisations, including Ellesmere Port Hospital, into its payroll provision. The trust is now a leading HR and payroll service provider.
Since the roll out of self-service, the average retrospective corrections per month have dropped from 180 to less than 70 and this is largely attributed to efficient processes and less delays due to secondary sign off.Contact: Steven Gregg-Rowbury 01244 364678 Ext. 4678 [email protected]
E-learning has been well established at East Kent Hospitals University NHS Foundation Trust (EKHUFT) for some years but the content was provided by a number of third party providers at significant cost.
Courses completed via e-learning required manual input into OLM as‘external learning’ so that trust-wide compliance statistics could beproduced for the board and senior management. Considerable resource was needed for this inputting and also in offering help-desk support to staff who had forgotten their many e-learning usernames and passwords.
By late autumn 2010 the trust felt that the NLMS product was sufficiently robust for them to implement. The project aims were thus to provide e-learning to all trust staff as efficiently and effectively as feasible and to record and report on this e-learning as easily and quickly as possible.
By the end of February 2012 more than 6,500 (83%) staff had successfully accessed NLMS. The learning activity using ESR data warehouse reports show EKHUFT at the top of the national list for e-learning completions every month since July 2011, and in the top 20 since May 2011.
The trust has saved time and costs by not manually inputting data as well as £20,000 a year in payments to the previous e-learning suppliers.Contact: Heather Loader on 01227 864104 or [email protected]
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Winner GateHouse award for excellencein organisational development
Runner upOrganisation: NHS LondonProject title: GP LOD Commissioning Development ProgrammeEntrants: Anne-Marie Archard, Head of Programmes and Delvir Mehet, Programme Lead
Organisation: Hull and East Yorkshire Hospitals NHS TrustProject title: Supporting Transformation through StrongImpactful LeadershipEntrants: Phil Morley, Chief Executive and Jayne Adamson, Chief ofWorkforce & OD
To meet the demands of providing more for less whilst undergoing a major restructure, Hull and East Yorkshire Hospitals NHS Trust recognised that it needed robust organisational development initiatives but was aware that its top-down leadership approach and collective leadership skills were notsufficiently developed.
The trust recognised that leaders needed to change their mind set by reframing situations so they become clearer andunderstandable, reflecting and developing theories of practice which guide actions and thinking in more holistic ways.
The trust set out to provide an innovative, comprehensive and cohesive business approach for assessing leadership capacityand for building leadership excellence. The project was intentionally wide-ranging so that it could support and develop leaders at all levels.
To support the leadership transformation process and provide the building blocks for leadership across the trust, a strategy was developed for its development over the next three years. A bespoke and holistic leadership framework was created to integrate specific organisation and development models, which have been agreed to be key tools in supporting the outcomes of the strategy.
A key aspect of the project was to improve leaders’ self-awareness and their relationships with staff and to provide the tools that recognise the skills and abilities of current and future leaders as well as talent development.
This project has demonstrated what can be achieved in a relatively short space of time with the right leadership and a commitment and knowledge of organisational development, the judges commented. The trust showed that organisational development is not ‘soft and fluffy’ but about difficult decisions and challenging conversations. Contact: Sara Pearson on 07870391991 [email protected]
Runner upOrganisation: Derbyshire Community Health Services NHS TrustProject title: Leading the DCHS WayEntrant: Rebecca Oakley, Head of OrganisationalEffectiveness
Derbyshire Community Health Services NHS Trust (DCHS) were concerned that as they expanded with new contracts and were working wider than their Derbyshire origins that they could lose the bonds between colleagues, so they decided to develop clear and simple ways of engaging with their staff and leaders.
Leading the DCHS Way was initiated as a simple way of connecting all of the business and allowing every member of DCHS to see how they contribute to making the organisation a success.
They began by building on their vision and values with clear expectationsof what staff can expect from DCHS and in return what the organisationexpects from everyone who works in it – known as ‘the deal’. The same ‘deal’ applied from CEO to the most junior member of the trust.
To ensure the DCHS Way wasn’t just a glossy sheet of paper, the trust embedded it throughout the organisation with changes to governance structures, a new appraisal system, recruitment processes and induction.
As a result of the project, engagement levels have increased. In the staff survey in 2011, DHCS scored 3.73 for the ‘staff recommendation of the trust as a place to work or receive treatment’ indicator: this is the highest score attained by any community trust in UK. Contact: Rebecca Oakley on 07774017444 or [email protected]
When the White Paper was published, NHS London recognised the need to develop a robust, yet bespoke OD programme to support the 38 clinical care groups (CCGs) in London in their progression towards authorisation. NHS London was the only SHA to do this.
They created a leadership and organisational development toolkit,which contained a roadmap of eight domains on how to progress through delegated responsibility to full authorisation. The toolkit provides anintegrated development support programme designed to enhance leadership skills required to be the future commissioners of the system. The toolkit was then delivered to CCGs by an established framework of providers.
Around 78% of the CCGs have indicated they feel closer to authorisation and that this progress has been facilitated by the development support. Interim reports and case studies have demonstrated that, as a result of the development support interventions, CCGs have a better understanding of corporate governance (Domain 4 of the roadmap) and have agreed and defined individual and collective roles for their boards.
The work on this project has formed the basis for a Department of Health programme and other SHAs have indicated an interest in developing similar programmes at a local level. Contact: Anne-Marie Archard on0207 932 9023 or [email protected]
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Winner National Leadership and Innovation Agency for Healthcare award for equalityand diversity
Runner upOrganisation: Lancashire Care NHS Foundation TrustProject title: Trails of ExperienceEntrants: Clive Taylor, Equality and Diversity Lead and Rick Whalley,Clinical Transformation ManagerOffender Health Business Unit
Organisation: Belfast Health and Social Care TrustProject title: Northern Ireland Health and Social Care Interpreting ServicesEntrants: Ligia Parizzi, Regional Interpreting Services Manager andOrla Barron, Health & social inequalities manager, Belfast HSC Trust
Since its launch in 2004, Northern Ireland Health and Social Care Interpreting Services (NIHSCIS) has fulfilled over 255,000 HSC requests for languageassistance.
The health and social inequalities team at Belfast Health and Social Care Trust (BHSCT) has managed the service since April 2007. It provides a service to all five health and social care trusts and primary care practitioners in Northern Ireland.
Almost 110,000 international migrants are estimated to have arrived in Northern Ireland between 2000 and 2009. The scale and complexity of the service delivery has increased considerably from 823 requests received for health interpreting sessions per year to over 59,000 requests in 2011.
It currently manages a pool of 316 trained and accredited, professional interpreters covering 36 ethnic minority languages (in 2004, there were 50 interpreters on the register).
NIHSCIS statistics generated on a quarterly basis clearly show the successful achievements of this project with a rate of over 95% of all demand met. Booking expediency has also improved due to continuous evaluation and improvement in the software application whereby processes have become simpler, more cost effective and environmentally friendly (e.g. reducing data input, bookings by email instead of telephone, fax or post and timely confirmations).
The judges praised the way this project created work opportunities for members of the local community as well as helping members of the community to access health and social care services. They felt a lot had been achieved with a very small team responding to a massively increasing demand. Contact: Ligia Parizzi on 028 90563783 or [email protected]
Runner upOrganisation: Cardiff and Vale UHBProject title: Dyslexia good practice guidelines – a resource for managers and staffEntrants: Robert Ledsam, Clinical Skills Facilitator and Tessa Callaghan, Learning Education and Development manager
It had become clear in the Cardiff and Vale UHB that some staff attending educational development courses were having occasional difficulties with the required learning environment.
Learning difficulties, such as dyslexia, were also becoming more evident, as workforce modernisation and role redesign changed the way individuals were being expected to carry out their job roles.
Though policy does exist relating to equality and diversity in NHS Wales, evidence gathered from partner organisations showed there is no practical help in the form of guidance that would assist with problems associated with dyslexia.
A task and finish group was set up to develop a simple tool, which would provide a practical set of guidelines and a suggested pathway to follow as problems present, whether or not the cause is known. The pathway ispresented as an easy-to-read flow chart. The flow chart includes anindicator of when to contact employee wellbeing for advice, and indicates the logical progression to other services.
It is estimated that 18% of NHS staff may have a problem with essential skills and/or dyslexia. These guidelines offer the potential to be of benefit to up to 2,610 staff locally. It is hoped that these guidelines will be adopted across NHS Wales. Contact: Robert Ledsam on 02920 336050 [email protected]
The Trails of Experience project began in 2009 and has formed part ofLancashire Care NHS Foundation Trusts’ (LCFT) commitment to theDelivering Race Equality in Mental Health (DRE) programme launchedby the Department of Health in 2005.
The project set out to conduct a service evaluation across primary care and forensic mental health services within LCFT to evaluate how DRE is progressing within services in terms of staff understanding and black and minority ethnic (BME) service user experience.
The DRE Building Blocks are supported by 12 service change characteristics. The project has focussed on mapping current compliance to, and local progress towards meeting the following four: less fear of mental health care and services among BME service users and communities; a reduction in the disproportionate rates of compulsory detention of BME service users in inpatient units; a reduction in the use of seclusion in BME groups; and a reduction in the proportion of prisoners from BME communities.
The outcomes of the project are providing a greater understanding of the diverse mental health needs of BME service users across Lancashire who are in direct contact with primary mental health care services, or thecriminal justice system and mental health services, and how these services are meeting the needs of individuals. Contact: Clive Taylor on 01772 695300 or [email protected]
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Winner HR team of the year. Sponsored by Department of Health, Social Services and Public Safety, Northern Ireland, Welsh Government and The Scottish Government
Organisation: Northern Health and Social Care TrustEntrants: Maryna Wylie, Assistant Director Resourcing and Claire Smyth, Senior Human Resources Manager
The Northern Health and Social Care Trust employs over 12,000 employees. The resourcing team is one of four teams within the HR directorate, providing a medical recruitment service and handling the redeployment of staff due to organisation change within the trust.
The resourcing team also provides generic HR support to the Primary Care, Community and Older Peoples Services (PCCOPS) directorate as their business partner. The team’s ethos is that ‘customers’ (service managers, applicants and staff) are not an interruption to your work, they are your work’.
In 2011 the team designed and led the management of change process for the introduction of integrated primary care teams in the trust. This involved the reconfiguration of over 480 staff from community nursing, community social work and community occupational therapy into new integrated teams.
The team also reduced the overall recruitment and selection process for consultant posts from five months to two months. This was achieved by implementing a dedicated resource to medical recruitment, which received extremely positive feedback from clinical directors and the acute director. In early 2012 theyorganised and coordinated a Band 5 Acute Nurse Interview Daywhereby 11 selection panels dedicated a Saturday to interviewing around200 applicants. Due to extensive preparatory work the trust was able tomake 40.63 wte offers of appointments within a week of the interviews.The Director of Nursing praised the team’s innovation, flexiblityand support.
The team has delegated a number of HR business partner projects andsupport roles to the three HR managers. This has led to increasedgeneralist HR knowledge amongst a group of staff with little or noexperience outside resourcing. This also develops staff for successionplanning throughout the HR directorate as well as increased flexibilityand cover during peak periods.
The judges were very impressed with the team’s flexibility, consultativeapproach and innovation. Contact: Maryna Wylieon 02894424062 or [email protected]
Due to extensive preparatory work the trust was able to make
40.63 wte offers of appointments within a week of the interviews. The Director of Nursing praised the team’s innovation, flexiblity
and support.
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Runner upOrganisation: Blackpool Teaching Hospitals NHS Foundation Trust Entrants: Alison Smith, HR Business Partner and Natalie Fishwick,HR Advisor
The HR team very much have a seat ‘at’ the table at Blackpool Teaching Hospitals NHS Foundation Trust and the director is an executive memberof the board. The HR Business Partner model has been implemented over the last two years in order to improve HR’s strategic involvement in the direction of the trust, and the achievement of organisational aims.
Each member of the team is encouraged to develop ideas, and an example of where this has led to an innovative approach is the setting up of acomprehensive mediation programme across the trust, despite initialresistance and reluctance.
All of the HR Business Partners follow the Blackpool Way – a culturalinitiative led by the organisational development team, which sets out positive attitudes and behaviours that all managers and employees are expected to demonstrate at all times.
The HR team are expected to lead by example in this regard, and each year the HR managers participate in the trust’s ‘LMSQ’, which is a questionnaire that is sent out to colleagues to gather feedback on the individual’sleadership and management skills.
The HR department is central to the achievement of several QIPP corporate objectives such as reducing sickness absence and workforce reduction. Other cost savings have been found through recruitment, efficient case management and partnership working with occupational health.
The trust has now retained the ‘Investors in People Gold’ award for several years, reflecting the commitment to the development of its employees that the trust has. Contact: Lisa Eland on 01253 306740 [email protected]
Runner upOrganisation: York Teaching Hospital NHS Foundation TrustEntrants: Jacqueline Gilbey, Deputy Director of HR and Joanna Dodds, Senior HR Manager
In April 2011 York Teaching Hospital NHS Foundation Trust acquired NHS North Yorkshire and York community services and in July 2012 willundertake the expected acquisition of Scarborough Hospital.
The HR function across York and Scarborough Hospital sites has become one integrated team, providing support to 8,683 staff across five sites and over a distance of 44 miles.
The sickness management process has continued to show amazingimprovements in absence reduction since its introduction in 2007. In York hospital, the absence rate last year fell from 3.48% to 3.25% and this represents a 28% proportionate reduction since 2008. In Scarborough hospital, long-term sickness has dropped from 50 wte to 23 wte in the first two months of its introduction.
Supplementing their health and well being strategy is the Global Corporate Challenge, which has now been introduced to other sites showing howcreative management can deliver a happier and healthier workforce.
Refinement of Scarborough’s recruitment timeline has resulted in a 36% reduction from 14 to nine weeks. This has been supplemented by animaginative approach to HCA recruitment, which has seen fill ratesincrease from 62.1 to 100%.
Through the continued investment of rota co-ordination services inScarborough, there has been a £0.7 million saving on temporary medical workforce spend.
On a national level, the organisation has been used as a case study in Health At Work which is an independent review of sickness absence by Dame Carol Black and David Frost CBE in November 2011. Contact: Jacqueline Gilbey on 01904 725311 or [email protected]
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Winner HR director of the yearSponsored by Mills & Reeve
Peta Hayward has been in her post since July 2003. In that time she has made a significant impact on the HR department, organisation and patient care. Peta is a Fellow of the CIPD and is a true role model for both HR and the wider directorates. She is extremely knowledgeable and is able to see the bigger picture in every case. She promotes continued development within her team, using a skills escalator approach so that employees can develop within the operational, corporate and resourcing HR tiers and receive support to gain their CIPD or other relevantqualification while achieving this.
Peta’s philosophy and enthusiasm is around ensuring the HR team “make adifference” to the Trust. She encourages the team to think differently and then empowers them to take forward initiatives. She is instrumental in making things happen by providing strong leadership and being an advocate for the HR agenda at board level. She ensures that the team always remember why they are here which is for the patient. She ensures that HR processes and initiatives are aligned with the Trust’s objectives and values. She ensures people deliver on time and to an acceptable standard, encouraging excellence as the norm. This includes constructively challenging performance, inefficiencies and behaviours which has given her respect within the Trust and the HR team.
Peta is instrumental in making things happen and is keen to do thingsdifferently to make the Trust an exemplary employer. For example:• Reward and recognition of staff: Peta introduced the concept of “total reward” which offers staff a flexible benefits package including buying and selling annual leave, 5 salary sacrifice schemes, in-house staff benefits service. She has implemented 4 new key recognition schemes which include a monthly star performer award and a big annual celebration of achievement event. All this has been achieved at no financial cost to the Trust. Key HR metrics show that this has increased staff engagement by having motivated staff.
• Partnership working: Peta is a advocate for partnership working and ensuring staff side feel empowered to contribute to theoperation of the Trust. All HR initiatives are developed in partnership with staff side and managers. Peta has devoted time toensuring staff side feel confident and able to raise concerns, suggest solutions and work together and has been key in thedevelopment of a Partnership Agreement.
Peta is keen for her team to remember the reason why they are there and is always looking for ways to improve patient care. She has introduced and chairs regular Performance Improvement Meetings for each directorate so that HR metrics such as sickness, agency spend and turnover can be kept to a minimum, therefore channelling more resources back to the patient. Directorates are encouraged to develop their own workforce plans, ideas to make improvements and reduce inefficiencies. The operational HR team then work closely with Directorates to implement the changes they wish to make, while following good practice and reducing costs wherever possible.
Peta implemented and led a project for managing attendance within the Trust which dramatically reduced the Trust’s sickness absence rate from 4.5% to 3.5% over the last year, sufficient to fully staff our Theatre’s day unit. In the 3 years since the project started, the savings are equivalent to having approximately 56 more staff at work.
Peta works 4 days a week, therefore demonstrating that even at director level balancing your home and work life is a healthy and productive model. Her philosophy is for the team to work SMARTER. However, she always considers HR resources and capacity when taking forward initiatives. She works closely with her senior HR team ensuring that decision making is done on a team basis.
A number of initiatives Peta has implemented have been heralded as beacons of good practice (eg Attendance Project, Reward and Recognition, Partnership Working). Peta’s drive, enthusiasm and dedication resulted in the team receiving the high accolade of HPMA HR Team of the Year, in 2010.
Patrick Crowley, trust chief executive, comments: ‘Human Resources under Peta Hayward lead the line on all aspects of staffmanagement, workforce development and health and well-being in the Trust. This has played a huge part in the development ofthe organisation both in terms of it managing its most important resource ever more effectively, its staff, while improving theengagement and motivation of the workforce that is so important to the delivery of high quality healthcare.
‘Peta has delivered a framework that supports and nurtures the individual but with a discipline and consistency that is so important in a forward thinking organisation. This approach does not undermine the founding principles of autonomy, accountability andresponsibility that is so important at an operational level, providing a genuine freedom to act coupled with an obligation to deliver, but ensures this is provided within a consistent framework of governance, expectations and obligations that both support andliberate the individual manager and member of staff alike.’
Tim Gilpin, director of workforce and education, NHS North of England, commented: ‘From a regional perspective, Peta is a veryactive member of the senior HR leadership community, and is always willing to support colleagues who may need support andadvice. In my opinion is one of the top HR Directors in the North of England. ‘
Peta Hayward, Director of HR at York Teaching Hospital NHS Foundation Trust.
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Winner President’s award foroutstanding lifetime achievement Sponsored by DAC Beachcroft
Ann Macintyre, Director of Workforce and Organisation Development at Guy’s and St Thomas’ NHS Foundation Trust, is, without doubt, in the very top league of HR directors within healthcare in the UK today. She has had over 30 years within healthcare HRM, 17 or so as HR director, first at Northwick Park and St Mark’s Hospitals, then at Barts and the London NHS Trust and now at GSTT. But so much more important than longevity is her extraordinary ability to build highperforming, highly motivated teams, to spot and develop talent, to inspire, to innovate, to understand inside out the business of healthcare, to seek out and exploit opportunities, to assimilate phenomenal amounts of information, to influence, to challenge, to take risks, to deliver, to maintain a high work ethic, to be a positive role model, to actively encourageothers to be the very best they can, to demonstrate anexceptional understanding of human nature and the reasons why things go wrong sometimes, even with the most successful and high achieving individuals within the health service.
Yet surely these are attributes every HR director should demonstrate? So what exactly is it that makes Ann stand out? She is a widely respected member of the FTN, AUKUH and NHS London HR directors’ forums with contributions which are sometimescontroversial, always knowledgeable, informative and thought provoking. At national level she works with the trade unions with a strong advocacy for partnership working. She is a member of the Revalidation Delivery Board for England with exceptionalknowledge of issues pertaining to doctors. She mentors of graduate scheme members and people at all stages of their careers, not just in HRM but also in general management and all of the professional disciplines. She has a thirst for new ways of working and a love of innovation.
At Barts and the London she created the first on-line HR toolkit for the NHS ‘eHR’ which, at the time, was streets ahead of anything else in healthcare HRM and is still highly marketable. At GSTT, Ann is pioneering the transformation of transactional and other areas of HR, which will utilise the very best that technology has to offer in order to deliver HR services that will enable managers to excel in people management without being held back by unnecessary bureaucracy or what is often perceived as a lack of responsiveness by HR to the needs of the business.
Ann champions improvements in productivity, the use of meaningful dataincluding benchmarking, evidence-based HRM practices, the discipline ofproject management, excellence in financial management and accountability.She is always well informed and never fails to be aware, if not ahead, of whatis on the horizon, not just in HRM but also within healthcare in the widestsense of the word. She is passionate about HRM and the links between goodpeople management and good healthcare and clinical outcomes. She couldeasily double as a medical director, a director of operations, strategyor finance.
Ann actively promotes equality and diversity. She leads the GSTT LGBT forum as a ‘straight ally’, she puts resources (people and funding) into ensuring that equality and diversity are at the forefront of HRM and she constantly promotes partnership working with the local community. Regularly, not just once in a while, Ann spends time talking to, having fun with, praising, showing how things can be done better if needed, getting to know her sizeable team from the most junior newcomer to the most senior ‘old timer’, ask-ing questions about families, studies, holidays, future career aspirations.
She makes stringent efforts to ensure that her staff are well informed and well aware of changes and challenges ahead. She marks important events in the lives of her staff with the most humorous and entertaining of speeches or, where appropriate, with flowers, cards and a friendly ear. She can push the boundaries, to tease, to be provocative, to have very exacting standards, to ask for minor miracles from her team, to put herself under enormous pressure (and ask nothing less of her staff than she would do of herself), to take personal responsibility, to show enormous compassion and understanding. In short, an inspirational and very human leading light in the field of healthcare human resource management.
She makes stringent efforts to ensure that her staff are well informed and well aware of
changes and challenges ahead.
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Thank you to our sponsorsNHS Discounts is a free website set up 12 years ago to offer discounts on shopping and holidays for NHS staff and their families. Half a million members now use the site, where over 100 brands like Virgin and Thomas Cook, Sainsbury’s and PC World offer savings that aren’t available to the general public. www.nhsdiscounts.com
Capsticks is the UK’s leading specialist healthcare law firm. We act for over 200 healthcare clients, including NHS trusts and health authorities, national advisory bodies and independent healthcare providers. Our specialist lawyers have the skills and experience to help you achieve your goals, because they know the healthcare business inside out. At a time of unprecedented change in the healthcare environment, with large-scale restructuring, we are helping organisations achieve significant workforce savings as well as the best possible value from the legal advice they receive. www.capsticks.com
Healthcare Performance was established by two doctors with over 30 years’ experience in clinical governance and medico-legal work. Healthcare Performance helps healthcare organisations get the best from their clinical staff and doctors by maximising their potential. Our holistic approach covers:Prevention: workshops to support team or organisational development, covering areas such as communication skills, leadership and careerplanning.Diagnosis: evaluations of dysfunctional teams and individual assessments, as well as the effectiveness of management systems.Treatment: we work with individuals and dysfunctional teams to provide coaching, mediation and team development.Forensics: audits and investigations into disciplinary matters, bullying and serious untoward incidents.www.healthcareperformance.co.uk
The Social Partnership Forum is a tripartite arrangement between the Department of Health, NHS Employers and NHS Trade Unions. 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
The NHS Health at Work Network comprises over 95% 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. NHS Plus works in partnership with Government and the Network to increase the quality and delivery of health and work services and supports the Governments’ broader Health, Work and Wellbeing Strategy through; helping develop the NHS as a model employer; delivering services to other public sector bodies and smaller businesses andsupporting the development of quality occupational health practices www.nhsplus.nhs.uk
Mills & Reeve is the UK’s leading top tier healthcare legal specialist with offices in Birmingham, Cambridge and London. We have a network of 11 specialist health partners and a team of over 100 dedicated healthcare lawyers advising hundreds of different organisations. Our expertise is at a national as well as a local level. Our multidisciplinary strength allows us to provide clients with the best possible solution to any challenge they might be facing; tackling the issues as a whole, rather than in isolation. From primary care to procurement, we cover it all through smart, strategic and effective advice. www.mills-reeve.com
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Thank you to our sponsors
Supporting NHS Wales to deliver world class healthcare
Cefnogi GIG Cymru i gyflwyno gofal iechyd o safon fyd-eang
The National Leadership and Innovation Agency for Healthcare (NLIAH) supports NHS Wales in working towards the provision of a world class health service by delivering better quality and safer patient services. NLIAH focuses on five key strategic themes: Workforce Development, Leadership & Organisational Development, Partnership Development, Service Improvement and Research and Development including 1000 Lives +. NLIAH has set up strong UK and international links with leaders in these fields and places a strong emphasis on shared learning and collaborative working. The Centre for Equality and Human Rights is co-located with NLIAH and works strategically to embed equality across all NLIAH’s programmes as well as supporting NHS Wales organisations. www.nliah.wales.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
NHS Professionals is the largest provider of managed flexible workforce services to the NHS with around 40,000 nurses, doctors, administration and clerical and other healthcare professionals signed to its bank; placing approximately 2 million shifts a year, recruiting over 1000 flexibleworkers a month and providing reliable flexible workers to around 70 NHS Trusts across England. We help our clients implement tactical measures to improve workforce efficiency and productivity as part of an overall workforce strategy. Comprehensive and detailed management information and acess to budgetary control mechanisms within the technology platform are all part of the service
McKesson and NHS ESR Programme. The NHS Electronic Staff Record (ESR) is a national IT solution for the NHS across England and Wales. To date it remains the world’s largest integrated HR and Payroll system, paying more than 1.4 million NHS employees, which equates to 7% of the population in England and Wales. This groundbreaking project is delivered in true partnership by the NHS and McKesson, and is the complete workforce management solution for a 21st Century NHS
Offering expert guidance on all aspects of employment and pensions law within the NHS, DAC Beachcroft is one of the most progressive commercial law firms in the UK. We have the largest health employment team nationally and we’ve handled every kind of heath employment issue you may come across. We’ve earned a reputation for being at the very top of our game. We are straight talking, no nonsense and completely focused on getting the job done in a cost-effective way that works for you whether you are a national or local NHS body, private provider or social enterpriseorganisation. The Legal Directories ranks us as Number 1 of leading law firms in the health and social care sector. www.dacbeachcroft.com
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 isresponsible for over 70,000 professionals working in health and social care, ambulance and the fire service and has an annual budget ofapproximately £4 billion pounds. www.dhsspsni.gov.uk
The Welsh Government believes that good health is vital to everyone living in Wales and aims to promote and protect positive health. This includes a new partnership with the public in designing health services and addressing the social, economic and environmental influences that affect health and well being. www.wales.gov.uk/topics/health
The Scottish Government aims to help people to sustain and improve their health, especially in disadvantaged communities, ensuring better, local and faster access to health care. www.scotland.gov.uk/Topics/Health
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Thank youto our judges
John Adsett, HPMA,
Claire Armstrong, Department of Health, Social Partnership Forum,
Paul Beal, HPMA,
June Chandler, Unison, Social Partnership Forum,
John Connaghan, director of health workforce and performance, Scottish Government,
Kevin Croft, president, HPMA,
Liz Davis, director of workforce and OD, Welsh Government,
Andrew Davidson, partner, Capsticks,
Dr Ursula Ferriday, chair, NHS Health at Work Network,
John Gardner, chief executive, NHS Discounts,
Peter Gregg, HR directorate, DHSSPS Northern Ireland,
Jenny Hargrave, director of workforce strategy, NHS Professionals,
Jog Hundle, partner, Mills & Reeve,
Keith Johnston, managing director, NHS Plus,
Michelle King, McKesson,
Alex Nestor, HPMA,
Deborah Tarrant, HPMA,
Lee Pacey, director of development and operations, NHS ESR Programme,
Dr Mike Roddis, director, Healthcare Performance,
Frank Rutley, vice-president, UK workforce solutions, McKesson,
Dr Emma Sedgwick, director, Healthcare Performance,
Corrin Shepherd, NHS Employers, Social Partnership Forum,
Joy Shepherd, course co-ordinator, GateHouse,
Ron Simms, partner, DAC Beachcroft,
Paul Spooner, programme director, NHS ESR Programme,
Paula Walters, director of NHS Centre for equality and human rights (NLIAH).
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2020
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Healthcare People Management Association
Head Office,The Old Candlemakers,West Street,Lewes BN7 2NZ
www.hpma.org.uk
Making an impact
If you are interested in being involved in the awards next year as a sponsor orsupporter, please call Alison Dunn on020 8334 4500
