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					Human Resources Strategy & Management
The main feedback around working for the Trust was very positive with the majority of staff highlighting good practice around team working, NHS/PCT benefits, supportive teams and management, training & development opportunities, and flexibility and the associated benefits of working for a large organisation. There were few negative comments and these were centred around changes to job roles and a lack of knowledge and understanding of different areas of the organisation. The feedback on induction was very mixed, ranging from a well structured formal process to less structured approaches. With those merging from other organisations not being supported when starting with the PCT. What have we done so far:  A ‘Getting to Know You’ section in the newsletter has started and will be further developed in the coming months  Organisational charts have been added to the PCT website.  A new induction policy has been approved by the Board that includes statutory and mandatory training, staff charter and risk management Areas requiring further action:  Look into the possibility of providing some communication to staff about the need for change within the NHS from senior level management  We are considering having visual displays of the organisational charts with photographs, displayed in appropriate places at all PCT sites.  Workshops on the new Induction Policy and Procedure will be rolled out to line managers.

Training & Development
The main feedback around the PCT’s commitment to training and development was very positive with the majority of staff feeling supported and encouraged. However some staff identified that they were unaware of what training is available and which training is mandatory. Issues around funding and co-ordination were also raised. Other concerns voiced were the inability to be released to attend training and the lack of backfill available. There was some confusion as to what training was classed as mandatory.

What have we done so far:  A mandatory training policy has been approved by the Board and will be available for all staff and included in induction.  New management and leadership development programme has been launched for line managers and staff in identified roles that will progress to include management responsibilities.  EMT are feeding messages down to line managers to release staff to attend training and working groups/committees.  A new Mandatory Training Matrix has been developed as part of the new Induction Policy and is available on the website. This identifies what training is classed as mandatory for all staff groups.

Areas requiring further action:  training opportunities will be posted on the IWL web page of the PCT website once the developments of the web page is complete.  Training files will be produced detailing all scheduled courses and training sessions available and these will be circulated to each departmental area.  Further discussion is needed with EMT around future funding and co-ordination of training for the PCT.

Equality & Diversity
The main feedback around receiving recognition within the PCT was positive with large numbers feeling appreciated by their line manager and through organisational initiatives such as the OSCARS and provisions in policies, such as long service awards. Many comments were received around a supportive and appreciative culture at the PCT and staff generally feel supported by teams and colleagues. Many staff also felt their contribution was recognised by the Chief Exec/Board and significant number of staff felt rewarded from the thanks received from patients and external organisations. However there were a few negative comments indicating no gratitude from their managers and a minority felt quite undervalued and ignored. What have we done so far:  Letters from CEO/Board re star ratings and additional day’s holiday.  Management and leadership development programme due to commence in September should develop motivational skills in line managers. There was widespread awareness around bullying, harassment and discrimination, both from a policy and process perspective. However, further action was identified around the awareness of the provision of support available for individuals who may feel concerned. Areas requiring further action:  Working with the healthy working group. Introduction of key individuals/contacts to provide a point of contact and information for staff other than management or HR to compliment the Dignity at Work Policy. Individuals from across the organisation need to be identified and training to be scheduled to commence later in the year.

Staff Involvement & Communication
When asked about being involved in the working/changes in the organisation and whether staff felt able to voice their concerns, this question generated a very mixed response. Many staff felt involved and able to voice their concerns, but on the other hand others did not and some felt that if they raised concerns they would be ignored. Some staff groups were a lot more aware of their Trade Union representatives than other staff groups. What has been done so far:  Working group approaches to policy development and reviews to continue.  Union information available on notice boards and information has been displayed at IWL events Areas requiring further action:  Promotion of union membership and associated benefits and the union representatives roles within the organisation as a means of voicing collective opinions to the senior management level and as part of consultation processes.  Top down commitment to staff involvement and awareness raising with management via a SMF session, and management facilitating earlier consultation with staff before perceived decisions are made.  Feedback via the newsletter of concerns raised and how they have been addressed, e.g. staff survey, suggestion boxes and focus groups.  A ‘what’s in the suggestion boxes’ section of the newsletter. Generally comments around communication were good, however concerns were raised regarding the number of staff without access to email/website and unable to attend the Team Brief sessions, but found that paper copies of information worked well. What we have done so far:  Paper copies of newsletter are distributed to staff without access to email/website and also notice boards throughout the buildings. Circulation lists will remain under review.  IWL area of website currently being revamped to encompass more information Areas requiring further action:  Team brief summary paper circulated to all staff/or section in the newsletter highlighting the key messages and consider relevance of issues to reflect all staff groups.  EMT brief identifying key issues/developments/decisions.  Minutes and agendas of staff meetings to be circulated to the relevant staff groups e.g. Staff Council.

Flexible Working
Most staff were aware that flexible working is an option in the organisation, and many are already working flexibly, others were aware, but due to their role the options were not practical. However some staff are not fully aware of all the options available and feel that they need to justify their request to work flexibly, if it is not for childcare or family commitments. What we have done so far:  Leaflet on flexible working options leaflet has been distributed to staff, this is to be made available on the website and will feature in the IWL event in September. Areas requiring further action:  Monitoring of flexible working take up to be undertaken by HR with the aid of ASR system.  Balancing Work and Personal Life Policy and Flexible Working Hours Policy to be communicated to staff and managers.  Communication of news stories on successful implementation of flexible working practices across the organisation.

Healthy Working
As predicted the main concerns raised in this area were around working conditions including, heating and humidity in the building, lack of storage, overcrowding, noise and lack of appropriate rest areas. Staff also feel these concerns have been raised and are not being adequately addressed. Other strong concerns were expressed around the lack of manual handling training and patient confidentiality as a subsequent of open plan offices. On a positive note, conditions were felt to be very good in the Walk in Centre and staff felt that there had been significant improvements in security and access to health & safety training. What we have done so far:  Signs have been placed in staff kitchens to request that meetings are not held there to allow staff to use these area for food preparation and breaks.  Health and Safety team have organised clinical manual handling training provision with an external service provider and is currently in the process of gaining PCT agreement to a service level agreement for this to be provided in the future through the acute. Non-clinical manual handing is provided internally by the health and safety team.  Management have been liasing with DMH Estates Dept to review the heat situation in the building and advise on some recommendations on cooling mechanisms. There are a number of options to be considered however these must be reviewed taking account of a number of factors including effectiveness, cost, and restrictions due to the building being leased. Management are working hard to ensure any measures are in place by next summer.  The Director of Finance and Corporate Services is liasing with the Director of Community Services at the Borough Council regarding staff working with patients in the community and having to park in residential areas. Further information will be communicated as it progresses. Areas requiring further action:  Ideas around different ways of working to avoid staff being in at the same time, movement of staff to other areas or sites.

Flexible Retirement and Caring
Generally staff felt support was available for domestic emergencies, however others raised concerns around the equity and consistency of management discretion, and some were not aware of the policy. There were mixed opinions around the awareness of the Work Life Balance Coordinator. Most people knew about the Childcare benefits, but were not aware of the other support that was available for flexible retirement and carers.

Areas requiring further action:  Further promotion of the policy to staff and managers.  Encourage managers to seek advice if they are unsure.  Pauline Woods to do more road-shows and at different sites.  Flexible retirement policy being developed in line with national guidance and the PCT is looking into offering pre retirement seminars.  Question and answer paper / briefing paper on retirement.

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