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					                Human Resources Strategy
                       2007-2012




Alan Davis
Director of Human Resources and Workforce Development




HR Strategy 2007-2012            1                      July 2007
       Human Resources Strategy Action Plan
                   2007-2012


Contents                                                       Page No

1.     Introduction                                               4


2.     HR Strategy Engagement Process                             5


3.     Ambition 1: Creating a High Performing                     6
       Foundation Trust with a World Class
       Approach to People Management

       3.1    Developing a High Performing Unitary Board          7
              of Directors.


       3.2    Development of Strong Business Delivery Units.      9


       3.3    Leadership and Management Development               10
              Strategy linked to New Competencies.


       3.4.   Active Succession Planning and Talent               10
              Management Programmes


       3.5    Achieving Champion IiP Status by 2012               11


4.     Ambition 2: Ensuring the effective Management,             11
       Development and Utilisation of the Workforce to
       deliver the Trust‟s Strategic Goals.

       4.1    HR Transformational Matrix                          11


       4.2    HR Directorate                                      12




HR Strategy 2007-2012                  2                              July 2007
                                                               Page No


5.     Ambition 3: Enabling People and Partners to influence      13
       and actively contribute to the strategic direction,
       effective operation and development of the Trust and
       wider local economy.

       5.1    Building a culture of Mutual Respect                13


       5.2    Internal Social Partnerships                        14


       5.3    Active Corporate Citizenship                        14


       5.4    Developing a Strong Mutual Organisation             15


6.     Action Plan & Implementation                               15



Appendix 1: Action Plan




HR Strategy 2007-2012                   3                          July 2007
                    Human Resources Strategy: 2007-2012


1.     INTRODUCTION

The next 5 years will be a challenging period for the Trust and its workforce. Major
planned service and estate changes, a continued drive for quality and efficiency and
the move to Foundation Trust all have significant workforce implications. To deliver
this large complex agenda an integrated approach to service, finance, estates and
workforce management and planning is essential. This change agenda needs to be
managed whilst at the same time continuing to provide high quality service user
focused modern mental health and learning disability services.

The Trust‟s Human Resources Strategy is designed to set a strategic vision for the
effective management and development of the workforce aligned to the service and
financial strategic plans. The aim of the strategy is to ensure a flexible, skilled and
motivated workforce which has the competencies, capacity and capability to deliver
the Trust‟s strategic objectives. The HR Strategy sets an ambitious agenda for the
next 5 years, in developing a world class approach to the management and
development of the Trust‟s workforce.

This strategy supports the Integrated Business Plan and is underpinned by the
Workforce Plan. However, at its core is the Trust‟s Mission, Vision, Values and
Goals and it is designed to keep a strong value based approach to the effective
management of the workforce. Whilst the strategy naturally has a focus on the
Trust‟s vision of being an employer of choice, it is vital not lose sight that it will also
directly and actively contribute to being a service and organisation of choice for
service users and commissioners respectively.

The strategy was developed through extensive stakeholder engagement with staff,
managers, staff side organisations, service users and carers and partner
organisations all making contributions, through a variety of mechanisms.

The HR Strategy sets out 3 key ambitions:

      Creating a high performing Foundation Trust with a world class
       approach to people management.

      Ensuring the effective management, development and utilisation of the
       workforce to deliver the Trust’s strategic goals.

      Enabling people and partners to influence and actively contribute to the
       strategic direction, effective operation and development of the Trust and
       wider local economy.




HR Strategy 2007-2012                       4                                       July 2007
The overall aim of the strategy is to enable staff to actively contribute to their
optimum level in enabling people with mental health problems and learning
disabilities to live life to the full.

An annual HR implementation plan will be developed as part of the Trust‟s integrated
planning process to ensure delivery of the strategy. A 3 year action plan is attached
in Appendix 1 and in 2009/2010 a formal review and evaluation using the same
engagement process detailed below will be undertaken and a further action plan
agreed for the remaining life of the strategy.


2.     HUMAN RESOURCE STRATEGY ENGAGEMENT PROCESS

The Human Resources Strategy has been developed through an extensive
engagement programme, using an appreciative inquiry approach. This approach
allowed stakeholders to reflect and feedback on what happens when the Trust teams
and individuals are performing well. This was used to build a positive strategic
action plan for the development of the workforce to deliver high quality services
within agreed resources.

The engagement process consisted of a variety of mechanisms to get stakeholder
views and ideas as well as using their skills, expertise and experiences to develop a
strategy which is widely owned and recognised. The variety of mechanisms used
included:

      Series of staff focus groups/workshops across the Trust.

      Workshop with Staff Side organisations

      Workshop with Service and Support Managers

      On-line feedback suggestion forms

      Discussions with variety of Service Users and Carers

      Engagement with partner organisations in the local health economy

      Using feedback from the Staff Opinion Survey

The intelligence gained through the engagement process was brought together with
a critical analysis of exemplary evidence based Human Resource Management
(HRM) practice to produce the final HR Strategy. This process led to the
identification of 3 key themes which stakeholders felt should form the basis of the HR
Strategy.




HR Strategy 2007-2012                      5                                         July 2007
These themes are:

      The move to Foundation Trust should be part of an ambition to develop
       and adopt a world class approach to how we lead, manage and develop
       the workforce.

      HRM needs to be closely aligned to service delivery and devolved as far
       as possible to managers within a clear accountability framework.

      Internal stakeholders need to understand their rights and
       responsibilities, partner organisations need to be fully engaged and the
       organisation needs to actively accept its responsibility as a stakeholder
       in the community.

These have been developed into the 3 key ambitions stated above.

3.     AMBITION 1: CREATING A HIGH PERFORMING FOUNDATION TRUST
       WITH A WORLD CLASS APPROACH TO PEOPLE MANAGEMENT

The challenge of delivering high quality Service User focused services within a
competitive market and against a background of continued pressure on resources
and cost improvements will require an organisation able to thrive and positively
respond in this environment. This will need a high performing organisation able to
adopt innovative and world class approaches to the leadership, management and
development of the workforce.

To identify what are world class approaches to people management the “4+2 formula
for sustained business success” (W.Joyce, N. Nohria and B. Roberson) was used as
a basis to establish the key elements. This was then further informed by the
examination of evidence based exemplar HRM practice which underpins a high
performing organisation. These practices have drawn heavily on best practices from
outside of the NHS to reflect the new competencies required to be a successful
Foundation Trust. This has resulted in the identification of a set of key HR drivers

The Trust‟s ambition of being a high performing Foundation Trust with world class
approach to people management will have a focus on 5 key drivers:

      High Performing Unitary Board of Directors

      Development of strong Business Development Units

      Leadership and Management Strategy linked to new competencies

      Active Succession Planning and Talent Management Programmes

      Recognition as an Investor in People (IiP) Champion by completion of
       the Strategy in 2012




HR Strategy 2007-2012                   6                                   July 2007
       3.1    Developing a High Performing Unitary Board of Directors

       The development of a high performing and effective Unitary Board is vital to
       set the strategic direction and to ensure the Trust has the necessary
       leadership and management capacity to successfully deliver the Integrated
       Business Plan. This requires a culture of mutual respect, trust and an
       environment where openness and constructive challenge is valued.

       A competency framework has been designed to support an integrated
       programme of Board development (see diagram 1).                  This framework
       recognises the need to balance the skills and experiences of directors and
       ensure there is clarity about the joint roles and responsibilities as well as the
       different roles and responsibilities of Non-Executive and Executive Directors.
       The framework embeds the 4 primary and 2 secondary business practices
       from the „4+2‟ business model into a set of organisational competencies which
       reflect the joint role and responsibilities of directors. These organisational
       competencies are then linked to competencies for Non-Executive and
       Executive Directors to reflect their respective roles. The framework forms a
       key part of the development programme as well as providing the necessary
       basis for ensuring effective leadership capabilities and competencies matched
       to the requirements for NHS Foundation Trust status. The Higgs Review and
       the Leadership Qualities Framework (LQF) were central to developing the
       competencies.

       The framework identified a set of key development areas which the Board has
       focused on in a lead up to NHS Foundation Trust status:

             financial strategy, management and control;

             integrated governance and the Assurance Framework;

             marketing and business development;

             constitutional affairs;

             business and scenario planning.

       The competency framework will be used as the basis of a continuous
       development programme to ensure that the Board remains successful and is
       able to maximise the benefits of Foundation Trust status. The programmes
       will look at the competency of the Board as a team as well as individual and
       collective development needs of non-executive and executive directors to
       optimise overall performance.




HR Strategy 2007-2012                    7                                     July 2007
 Primary Non Executive                    Primary Organisational Competencies          Primary Executive Competencies and
 Competencies                                                                          Leadership Qualities
 1. Constructive                          STRATEGY                                     1. Strategy Formulator/Policy Translator
    Challenges
                                          - develop clear and focus strategy           Seizing the Future
 - able to provide constructive                                                             -    Shaping a vision for the future
 challenges                                                                                      development of services and
                                                                                                 being prepared to take action now
                                                                                                 to shape the future



 2. Strategy                                                                           2. Political Operator/Ambassador
    Enhances
                                                                                       Political Astuteness
 - uses own skills and experience to                                                   - Shown commitment and ability to
 enhance strategy development                                                             understand diverse interest groups and
                                                                                          power bases within organisations and the
                                                                                          wider community the dynamics between
                                                                                          them, so as to lead health services more
                                                                                          effectively.
 3. Effective                             FLAWLESS EXECUTION                           3. Systems Builder, Linker and Designer
    Scrutiniser and                       - delivers agreed strategies and
    Monitor                               business plans                               Effective and Strategic Influencing
                                                                                       - Being able and prepared to adopt a
 - able to identify key risks and                                                      number of ways to gain support and
 provide effective scrutiny and                                                        influence diverse parties with the aim of
 monitoring of performance                                                             securing health improvements.
 4. Value Upholder                        CULTURE                                      4. Value Upholder/Culture Carrier
    Culture Carrier                       - develops a strong valued based culture
                                          which supports delivery of safe effective    Personal Integrity
 - personal integrity, probity and high   services                                     - A strongly held sense of commitment to
 ethical standards                                                                     openness, honesty, inclusiveness and high
                                                                                       standards in undertaking leadership roles.

 5. Supporter and                         STRUCTURE                                    5. Communicator/Motivator
    Developer                             - develops a fast, flexible and responsive
                                          structure                                    Leading Change through People
      -      able to support the                                                       - Communicating the vision and rationale for
             remuneration and                                                          change and modernisation, and engaging
             development of directors                                                  and facilitating others to work collaboratively
             and senior managers                                                       to achieve real change.
      -
 6. Coach/Adviser                                                                      6. Corporate/Team Player

 - able to give individual support,                                                    Empowering Others
 advice and guidance to executive                                                      - Striving to facilitate others contribution and
 directors and senior management                                                       share leadership, nurturing capability and
                                                                                       long term development of others.
 7. Prober                                INNOVATION                                   7. Innovator/Creator
                                          - is an early adopter of new and
 - ability to skilfully question and      innovative practice                          Intellectual Flexibility
 inquire into new areas of                                                             The facility to embrace and cut through
 development                                                                           ambiguity and complexity and to be open to
                                                                                       creativity in leading and developing services
 8. Partner/Negotiator                    PARTNERSHIP                                  8. Partner/Networker
                                          - able to develop strong partnership
 - able to use networks and partners      working nationally and locally to support    Collaborative Working
 and engage with stakeholders to          strategic objectives                         - Being committed to working and engaging
 support delivery of strategic                                                         constructively with internal and external
 objectives                                                                            stakeholders.
                                                           Diagram 1




HR Strategy 2007-2012                                         8                                                         July 2007
Action

1.     Develop 360º Appraisal for all Directors linked to Non-Executive and
       Executive Competencies

2.     Development of a Board Appraisal linked to “4+2” Business Model

3.     Annual Board Development Programme

4.     Team development programme including use of Myers Briggs


       3.2    Development of Strong Business Delivery Units

       The organisations current management structure has been recognised as
       being strong, effective and has delivered major service changes and
       addressed significant financial challenges in achieving recurrent financial
       balance.

       The Trust introduced a stronger care group focus with the introduction of
       Service Delivery Groups. These moved from a locality based management
       structure to a clearer Care Group focus with a strengthening of the
       management and planning of services and a support to decision making being
       nearer to where services are delivered. This was the start of a move to
       developing a faster and flatter structure able to respond to a complex and
       challenging external environment.

       The Service Delivery Groups were introduced as a start to the
       decentralisation of decision making closer to the frontline service delivery.
       This journey will continue and lead to the transformation of Service Delivery
       Groups, through an organisational development and fitness for purpose
       programme into Business Delivery Units (BDUs). The BDUs will remain care
       group focused and with earned autonomy, through the aforementioned
       programme, will assume greater responsibility and control for service direction
       and planning, and the resources which affect their performance.

       The development of BDUs will also have a major impact on delivery and
       structure of support services and this will also be a key feature of the
       organisational development programme.


         Action

         1.   Develop and agree Organisational Development and Fitness for
              Purpose Programme for BDUs and Support Services.




HR Strategy 2007-2012                   9                                    July 2007
       3.3 Leadership and Management Development Strategy linked to New
       Competencies

       The right leaders and managers with the necessary capabilities and capacity
       will be crucial for the continued delivery of high quality mental health and
       learning disability services and sustained business success. To meet the
       challenges ahead and to be a successful NHS Foundation Trust new
       competencies will be needed in addition to those which have been central to
       the Trust‟s past achievements. These new competencies will reflect the
       commercial acumen and business skills required to flourish in a more
       competitive environment with continued pressure on both human and financial
       resources.

       A comprehensive Leadership and Management Development Strategy will be
       developed to support the journey to NHS Foundation Trust status and enable
       the benefits for Service Users and Carers, Staff and Commissioners to be
       realised. A key part of this strategy will be the introduction of Development
       and Assessment Centres to support a focused programme of leadership and
       management development incorporating the new competencies.

        Action

        1.     Develop Leadership and Management Development Strategy linked to
               New Competencies

        2.     Development of New Leadership and Management Competencies to
               Support Foundation Trust Status

        3.     Design and implement Development and Assessment centres linked
               to the new competency framework.

       3.4    Active Succession Planning and Talent Management Programmes

       Flatter and leaner structures can impact on the ability of an organisation to
       retain its talented people. In addition, key leadership roles will become more
       challenging and high calibre candidates are likely to be more in demand.

       The delivery of high quality services, maintaining a competitive advantage and
       being a well governed organisation will require talented leaders and
       managers.        Active programmes of Succession Planning and Talent
       Management which link both internal programmes with the wider national
       initiatives will be key to ensuring we retain the Trust‟s talent pool and have
       effective leaders and managers for the future.

        Action

        1.     Development and implementation of Succession Planning and Talent
               programmes.




HR Strategy 2007-2012                  10                                   July 2007
       3.5    Achieving Champion IiP Status by 2012

       Investor in People (IiP) status is recognised both within and outside of the
       NHS as a mark of good employment practices. The Trust will be looking to
       use IiP as a vehicle to ensure the effective recruitment, retention and
       utilisation of staff during a period of significant organisational change.
       Champion status is only open to accredited IiP organisation who can
       demonstrate world class HRM and Business practices. The achievement of
       champion status by 2012 will support the branding of the Trust as an
       employer of choice as well as evaluating the world class approach to people
       management.

        Action

        1.     Achieve IiP Champion status by 2012



4.     AMBITION 2: ENSURING THE EFFECTIVE MANAGEMENT,
       DEVELOPMENT AND UTILISATION OF THE WORKFORCE TO DELIVER
       THE TRUST’S STRATEGIC GOALS

       The HR Strategy is designed to ensure the effective management,
       development and leadership of the workforce linked to service and financial
       objectives. To achieve this a set of strategic HR business objectives have
       been developed:

        Enhancing Service Delivery/Development through the planning,
         development and delivery of a competent and well motivated
         workforce aligned to service needs and financial resources.

        Supporting Financial Viability by supporting increased productive
         time and effective management of change in the workforce.

        Establishing a well governed organisation through developing robust
         and effective leadership and management structures.

        Supporting Local Representation and Partnership Working through
         workforce diversity, developing a social partnership with staff side
         organisations and ensuring effective staff engagement.

       Foundation Trust status will enable the Trust to build on its strong HRM track
       record by using the new freedoms to draw on best practice from all sectors,
       particularly the commercial sector, to ensure a workforce fit for purpose.

       4.1    HR Transformational Matrix

       To support the delivery of HR Business Objectives a HR Transformational
       Matrix which details a comprehensive programme and innovation has been
       developed. The matrix links the strategic objectives to the four primary


HR Strategy 2007-2012                   11                                    July 2007
        practices for success through a series of HR objectives. The diagram
        provides a summary of the key objectives of the HR business strategy
        approach.

HR Transformational Objectives Matrix
                        Strategy              Flawless              Culture               Structure
                                              Execution
Enhancing Service       Effective long term   Development of        Effective staff       Development
Delivery and            workforce             strong business       appraisal and         of
Development             development and       delivery units to     personal              competencies
                        planning linked to    support effective     development           and new roles
                        Integrated Care       service delivery      linked to KSF         linked to Care
                        Pathways and          within agreed                               Pathway &
                        Packages              resources                                   Packages
Supporting Financial    Productive time       Implement             Agency/Bank/Ov        Development
Viability               plan with focus on    Electronic            ertime to reduce      of effective
                        better grade mix      Rostering to ensure   by 10% by 2010        remuneration
                        and reduction in      effective uses of                           arrangements
                        sickness absence      workforce by 2009                           for Directors
                        by 1% in 2007/08                                                  and senior
                        and further 0.5% in                                               managers
                        2008/2009                                                         linked to Trust
                                                                                          performance
Establish a well        Leadership and        Implementing the      HR Performance        Development
governed organisation   Management            Electronic Staff      Reports linked to     & Assessment
                        Development           Records System        Clinical Activity &   Centres linked
                        Strategy to support                         Finance. Include      to new
                        Foundation Trust                            benchmarking          competencies
                        status                                      and best practice     & continuous
                                                                                          personal
                                                                                          development
Supporting local        Creating a diverse    Innovation and        Social                Support Social
representation and      workforce which       excellent HRM         partnership and       Enterprise and
partnership working     reflects local        practices including   enhance staff         Service Users
                        populations through   achievement of IiP    engagement and        Employment
                        annual positive       status                involvement plan      through
                        action plans                                                      positive action
                                                                                          plans




         Action

         1.      Development and implementation of Succession Planning and Talent
                 programmes.


        4.2     HR Directorate

        The HR Directorate completed a review of its role and function within the
        Trust in 2006/2007. The Trust has an excellent track record of good HRM
        since its establishment and has been recognised through Improving Working
        Lives Practice Plus for exemplar practice. However, the challenges ahead
        and the move to Foundation Trust status requires the HR function to respond
        in different ways to continue to be successful.

        The review led to the re-design of the HR Directorate using the Ulrich model
        for a successful HR function. The re-design consisted of:


HR Strategy 2007-2012                          12                                                 July 2007
       1.     Stronger alignment of HR to Service Delivery:

                       Development of HR Business Partners with day to day
                        accountability to the Assistant Directors.

                       Developing Managers Competencies and Capabilities for HRM
                        with a clear accountability framework.

       2.     Strengthening Strategic HRM

                       Stronger Integrated Workforce Planning.

                       Focus of evidence based practice and benchmarking.

                       Greater integration of HR, Finance and Service Strategies.



       3.     Effective and Efficiency Central Services

                       Greater use of new technology.

                       Self help information and self service processes which add
                        value to managers in delivering their objectives.

5.     AMBITION 3: ENABLING PEOPLE AND PARTNERS TO INFLUENCE AND
       ACTIVELY CONTRIBUTE TO THE STRATEGIC DIRECTION, EFFECTIVE
       OPERATION AND DEVELOPMENT OF THE TRUST AND WIDER LOCAL
       ECONOMY

The third strand of the HR Strategy reflects 3 strong messages which came out of
the engagement process. The first was the importance of balancing individual‟s
rights against their legitimate responsibilities. Secondly, it was recognised that the
Trust was a major employer and contributed significantly to the local economy and
therefore it was important it played an active role in the community as corporate
citizen. Finally, partners and partnering were core to the Vision and Values of the
Trust and it needed to be central to the way we operate.

       5.1     Building a Culture of Mutual Respect

       As part of identifying the role and responsibilities of the Trust as an employer,
       it can, if allowed, focus solely on the legitimate rights of an individual without
       recognition of their responsibilities. A key part of the concept of a culture of
       mutual respect is providing a balance between the rights and responsibilities
       of the Trust as employer and health service provider matched against the
       rights and responsibilities of staff as an employee and public servant.

       The HR Strategy as part of the wider drive to build a culture of mutual respect
       will develop 3 key workstreams: a concept of an employee citizen with clear


HR Strategy 2007-2012                      13                                    July 2007
       expectations of rights and responsibilities; a framework for mutual respect as
       part of the employment contract; staff recognition.

       These workstreams are in addition to mainstreaming a culture of mutual
       respect within Leadership and Management Development, Recruitment and
       Selection and Learning and Development.

        Action

       1.      Develop the concept of employee citizenship with clear expectations
               of rights and responsibilities supported by implementation plan.

       2.      Develop and implement a framework of mutual respect to support the
               employment contract.

       3.      Develop and agree framework for Staff Recognition which supports
               individuals and teams contributions to the delivery of high quality
               services


       5.2    Internal Social Partnerships

       The Trust has a strong commitment to partnership working with the
       recognised Staff Side organisations. This partnership working with Staff Side
       has enabled them to be actively engaged in the management and planning of
       services as part of a broad staff engagement programme. This approach has
       been based on a Social Partnership model and it is well embedded in the
       Trust. It has been recognised by all parties that we need to capture and
       develop this way of working through a Social Partnership Agreement and that
       this should be a key feature in the Trust becoming an NHS Foundation Trust.

        Action

       1.      Develop and agree Social Partnership Agreement.


       5.3    Active Corporate Citizenship

       The Trust not only serves its local community but it is also a significant
       member of the community. As a major employer and contributor to the local
       economy, the Trust has recognised its wider corporate responsibility. This
       includes impact on the environment, support for the local economy and
       enabling and supporting our skilled and experienced staff to play a wider role
       in public life eg School Governor. The Trust will make a clear commitment
       and actively respond to its responsibilities as a Corporate Citizen through a
       Corporate Responsibility Strategy. This will include fostering partnership
       working across all sectors to provide seamless services to the local
       population.




HR Strategy 2007-2012                   14                                    July 2007
        Action

        1.     Develop and agree Corporate Responsibility Strategy.

       5.4    Developing a Strong Mutual Organisation

       One of the key stakeholders in a strong mutual organisation is the staff.
       Engaging staff and enabling them to be active members of the Foundation
       Trust and contribute to the strategic direction of the organisation is an
       important element of the Trust‟s application for NHS Foundation Trust status.

       A key issue will be ensuring all staff understand the benefits of becoming a
       Foundation Trust. A Trust-wide development programme is being rolled out
       to managers and supervisors. This will enable them to have a clear
       understanding of the strategic direction of the Trust and how being a
       Foundation Trust supports the delivery of high quality Service User focused
       services and promotes active staff engagement.

       The role of Staff Governors needs to be clear and their connection to staff and
       the role of Staff Side needs to be open and transparent. However, Staff
       Governors play a crucial role in feedbacking back staff views and issues in a
       complementary way and without compromising the legitimate role of the Staff
       Side Organisations.

        Action

        1.     Development and delivery of training programme for all managers and
               supervisors to maximise and exploit the benefits of becoming a
               Foundation Trust.

        2.     Develop Staff Engagement Strategy

6.     ACTION PLAN AND IMPLEMENTATION

       The HR Strategy sets out a comprehensive programme of development and
       innovation for the next 5 years through its set of 3 ambitions. The Strategy
       provides a vision with high level strategic objectives and action. The delivery
       and achievement of the Strategy must be an integral part of the Trust‟s annual
       planning process.      An annual HR implementation plan with detailed
       operational action plans will be developed each year through the annual
       planning process to maintain strong alignment with service and financial
       plans.

       The action plan in Appendix 1 broadly covers the first 3 years of the Strategy.
       The environment the Trust operates within is dynamic and fast moving and
       therefore a review and evaluation of strategy will take place in 2009/2010.
       This review will use the same HR engagement process, detailed earlier to
       develop the Strategy, to evaluate progress. The outcome of the review and
       evaluation will be a final action plan to cover the remaining life of the HR
       Strategy.


HR Strategy 2007-2012                   15                                   July 2007
                                                                    Appendix 1

           Human Resources Strategy Action Plan
                       2007-2012
Ambition 1: Creating a High Performing Foundation Trust with a World Class
            Approach to People Management

Objectives                    Action                       Timescale

Developing a High               1. Developing 360°         Quarter 3 2007/2008
Performing Unitary Board of        Appraisal for all
Directors                          Directors linked to
                                   Non-Executive &
                                   Executive
                                   competencies

                                2. Development of a        Quarter 3 2007/2008
                                   Board Appraisal
                                   linked to “4+2
                                   Business Model”

                                3. Annual Board            Quarter 1 2008/2009
                                   Development
                                   Programme linked to
                                   Competency
                                   Framework

                                4. Team Development        Quarter 4 2007/2008
                                   Programme including
                                   use of Myers Brigg
                                   type indicators

Developing Strong Business      1. Develop & agree OD      Quarter 3 2007/2008
Delivery Units                     & fitness for purpose
                                   programme for BDUs
                                   and support services

Leadership & Management         1. Leadership and          Quarter 4 2007/2008
Development Strategy link          Development
to New Competencies                Strategy linked to
                                   new competencies.

                                2. Development of new      Quarter 1 2008/2009
                                   leadership and
                                   management
                                   competencies to
                                   support FT status




HR Strategy 2007-2012                  16                                    July 2007
Objectives                   Action                        Timescale

                               3. Design and               Quarter 2 2008/2009
                                  implementation of
                                  Development &
                                  Assessment Centres
                                  linked to new
                                  Competency
                                  Framework

                               1. Development and          Quarter 3 2008/2009
Active Succession Planning        implementation of
and Talent Management             Succession Planning
Programmes                        and Talent
                                  Management
                                  Programmes

Achieving Champion IiP         1. Achieving Champion       Quarter 4 2011/2012
Status by Completion of HR        IiP status by 2012
Strategy


Ambition 2: Ensuring the effective management, development and utilisation
            of the workforce to deliver the Trust’s Strategic Goals


Objectives                   Action                        Timescale

Enhancing Service Delivery     1. Effective Long Term      Quarter 1 2008/2009
and Development                   Integrated Workforce
                                  Development &
                                  Planning linked to
                                  care pathways and
                                  packages

                               2. Developing strong        Quarter 1 2008/2009
                                  business delivery
                                  units

                               3. Ensure effective staff   Quarter 3 2007/2008
                                  appraisal and
                                  personal
                                  development link KSF

                               4. Development of new       Quarter 4 2008/2009
                                  roles and
                                  competencies linked
                                  to Care Pathway &
                                  Packages




HR Strategy 2007-2012                 17                                     July 2007
Objectives                       Action                       Timescale

Supporting Financial Viability     1. Productive time plan    Quarter 3 2007/2008
                                      with focus on grade
                                      mix and reduction in
                                      sickness absence by
                                      1% in 2007/2008 and
                                      further 0.5% in
                                      2008/20009

                                   2. Implement Electronic    Quarter 4 2008/2009
                                      Staff Rostering to
                                      ensure effective
                                      deployment of the
                                      workforce 2009/2010

                                   3. Reduce agency/bank Quarter 4 2009/2010
                                      and overtime costs by
                                      10% by 2009/2010.

                                   4. Development of          Quarter 4 2007/2008
                                      effective renumerate
                                      arrangements and
                                      vary senior managers
                                      linked to the Trusts
                                      performance

Establishing a well governed       1. Leadership and          Quarter 4 2007/2008
Organisation                          Management
                                      Development
                                      Strategy to support
                                      FT status

                                   2. Implement Electronic    Quarter 3 2007/2008
                                      Staff Records System

                                   3. HR Performance          Quarter 1 2008/2009
                                      Reports linked to
                                      Clinical Activity and
                                      Finance, including
                                      benchmarking and
                                      best practice

                                   4. Development and         Quarter 2 2008/2009
                                      Assessment centres
                                      linked to new
                                      competencies and
                                      continuous personal
                                      development




HR Strategy 2007-2012                      18                                   July 2007
Objectives                     Action                        Timescale

Supporting Local                 1. Creating a diverse       Quarter 1 2008/2009
Representation and                  workforce which
Partnership Working                 reflects local
                                    population through
                                    annual positive action
                                    plans

                                 2. Innovation and           Quarter 4 2008/2009
                                    excellent HRM
                                    practice including
                                    achievement of IiP
                                    status

                                 3. Social Partnership       Quarter 3 2007/2008
                                    Agreement and
                                    enhance staff
                                    engagement and
                                    involvement plan

                                 4. Support Social           Quarter 1 2008/2009
                                    Enterprise and
                                    service user
                                    employment through
                                    positive action plans



Ambition 3: Enabling People and Partners to influence and actively contribute
            to the strategic direction, effective operation and development
            of the Trust and wider local economy


Objectives                     Action                        Timescale

Building a culture of Mutual     1. Develop the concept      Quarter 4 2007/2008
Respect                             of employee
                                    citizenship with clear
                                    expectation of rights
                                    and responsibilities
                                    supported by
                                    implementation plan

                                 2. Develop and              Quarter 4 2007/2008
                                    implement a
                                    framework of mutual
                                    respect to support the
                                    employment contract




HR Strategy 2007-2012                    19                                    July 2007
Objectives                    Action                      Timescale

                                3. Develop and agree      Quarter 1 2008/2009
                                   framework for Staff
                                   Recognition which
                                   supports individual
                                   and teams
                                   contribution to the
                                   delivery of high
                                   quality services

Internal Social Partnership     1. Develop and agree      Quarter 2 2007/2008
                                   Social Partnership
                                   Agreement

Active Corporate Citizen        1. Develop and agree      Quarter 1 2008/2009
                                   Corporate
                                   Responsibility
                                   Strategy

Development a Strong            1. Development and        Quarter 2 2007/2008
Mutual Organisation                delivering training
                                   programmes for all
                                   managers and
                                   supervisors to
                                   maximise and exploit
                                   the benefits of
                                   becoming a mutual
                                   Foundation Trust

                                2. Develop Staff          Quarter 4 2007/2008
                                   Engagement Strategy




HR Strategy 2007-2012                  20                                   July 2007

				
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