WORKFORCE SERVICES
RAPID IMPROVEMENT EVENT
FINAL REPORT OUT
RIE SCOPE
To sustain the Single Recruitment
Pathway through better Workforce
processes
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Redesigning Workforce Processes
Dataflow/Data input/output
Accuracy/integrity
Communication into departments
Systems are effective and excellent
quality
RIE Team Members
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ROSEMARY ADAM
LINSEY BELL
LYNN DUNCAN
GLENN FINNIE
ANN GOURLAY
JESS MALCOLM
FIONA MACDONALD
GWEN MCANDREW
LYN MCINTYRE
PATRICIA MCLEAN
ALAN MUDIE
MORAG NEILD
SUSAN SKENE
PAT TYRIE
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Workforce Services Adviser
Workforce Services Team Leader
Workforce Services Adviser, Medical Staffing
Management Accountant
Service Manager Community Nursing
Senior Charge Nurse
Workforce Services Adviser
Senior Payroll Office Manager
Expenses & Car Leasing Manager
Workforce Services Manager
SSTS Manager
AHP Administration Manager
Senior Nurse/Service Manager
Administration Services Manager
Standby Colleagues
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ROBERT MACKINNON
LINDSAY BEDFORD
SCOTT REID
STEVEN HADDOW
SHIONA LUMSDEN
IAN STURROCK
PAT MILLAR
GILLIAN KIDDIE
GAIL PENNINGTON
JUDITH TRIEBS
VALERIE BEATTIE
GEORGE DOHERTY
ALEX KILLICK
WENDY REID
CHRIS GORDON
NICK GARRAD
DANIEL COURTNEY
IRENE THOMPSON
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Assistant Director of Finance
Head of Finance
IT Trainer
Head of Medical Projects
Head of Payroll
Head of Workforce Information
Head of Lifelong Learning
Specialist Workforce Adviser
Head of Patient Care & Nursing
Principal Auditor
Head of Workforce Services
Associate Director of Workforce
Director for Workforce
Senior Charge Nurse, Ward 31
Domestic Services Manager
National Procurement
Workforce Manager
Learning & Development
Coordinator
RIE TEAM GOALS
• Reduce the amount of paper processes
• Release time for providing support and
guidance on Workforce and recruitment matters
• Reduce turnaround time in recruitment process
• Improve communications to internal/external
customers
• Improve quality and flow of payroll
documentation
• Review of Corporate Induction Processes
• Better signposting to Workforce information on
Staffnet
• Reduce Locum Agency Doctor
expenditure/review process for booking an
Agency doctor
Why an RIE?
Single Recruitment Pathway
• More recruitment work coming into the
department
• Reduction in staff
Clear need to tackle waste and variation
Processes were in need of an overhaul
Recruitment Process
Before
• Delays in the vacancy authorisation
process
• Impact on service delivery
• Supplementary costs (use of extra
hours/bank)
• Negative impact on staff morale
• Delays and variations in practice at
shortlisting and interview stage
• 75% of interview sessions had 1 or
more DNAs
Recruitment Process
After
Working with managers to plan and build in dates
at the beginning of the process:
• Closing date of advert
• Shortlisting date
• Who the selection panel members will be
• Interview date (included in the advert)
• Test/assessment/presentation if required
• Interview venue
• Discussions on-going to develop SOP with
General Managers to overcome delays in
approving Recruitment Authority Forms
Candidates Attending for Interview
Before
• 75% of interviews
had 1 or more DNAs
• Ineffective use of
time e.g. less time
for patient care
• No confirmation who
would be attending for
interview
After
• 100% attendance
• No wasted time
• More time put back
into:
- clinical care
- management business
- administration
• Improved
communication with
our customers
Management Guide to Recruitment and
Selection
Before
• No Guidance for
managers
After
• Clear, user friendly
guidance
• Improved person
specification
• Candidate assessment
form
• Accessible on Staffnet
November 2010
• Links to other
recruitment documents
Corporate Induction and Manual
Handling Event
Before
• Unclear which disciplines of staff required to
attend the 1 or 2 day event
• Some staff booked for 2 days but only required
to attend 1 day
• High DNA rate (first quarter of 2010 = 14%)
• Risk to NHST in failing to meet HSE
Regulations
• Learning & Development issue dates
Corporate Induction and Manual
Handling Event
After
• Clarity as to who requires to attend 1 or 2
day events - flowchart
• Working with managers to ensure new
members of staff attend
• Monitoring the DNA rate
• Work-in-progress to move the booking to
Workforce Services rather than Learning
& Development by December 2010
Better Signposting on Staffnet
• Introduction of ‘tool tips’ against main
navigation section headings (e.g.
Working for Us) to provide users with a
description of the information the section
contains
• Spectra will detail the departments who
have new sections live or new
information such as updated Code of
Corporate Governance
• Notification within the Home Page
message of the day to highlight new
sections live
Car User Application and Authorisation Form
Before
• Complicated form to
complete
• Non productive
information requested
• No guidance for staff or
managers on completion
of form
• Not compatible with eExpenses
• 15% WTE Workforce
Assistant time but no
added value
• Delay in payment to staff
• Risk to NHST around
inappropriate vehicle
insurance cover
After
• Redesigned form
• Clear and concise guidance on
how to complete the form
• Simple and user friendly
• Compatible with e-Expenses
• Fit for purpose
• Accessible on Staffnet
• Reduced step (by removing
Workforce Services from the
process saved 15% WTE)
• Automatic alert to check
appropriate business use
insurance cover annually
Application for Training Leave and
Expenses Form
Current State
• Numerous forms in circulation across NHST
• Printed - costly to produce
• No guidance for staff or managers on
completion of forms
• Differing methodology across NHST
• 30% WTE Workforce Assistant time with no
added value
• Delayed payment to staff
• 5 forms not linked
Application for Training Leave and Expenses
Form
Future
• Redesign/integrate 5 existing forms
• Fit for purpose and user friendly
• Guidance for members of staff and managers
on completion
• Accessible on Staffnet
• Links with PDP
• No external printing costs
• Reduce steps (by removing Workforce Services
will save 30% WTE)
• Streamlined process = financial benefit of
achieving discounts for early payment
• Timeous staff payments
• Completion February 2011
Salaries and Wages Department
Before
• No regular management meetings
• Not a full understanding of each other’s
roles
• Incidents of overpayments
Salaries and Wages Department
After
• More effective – working together
• Senior management meet on quarterly basis
• Junior management meet more often as
required
• Sharing of information
• Guidance on completion of Staff
Engagement Form for new members of staff
(accuracy of data improved)
• WS quicker in forwarding Staff Engagement
Forms to payroll
Salaries and Wages Department
After continued…..
• Tighter processes surrounding the governance
of Notification of Change Forms which have
financial implications
• Discussions on-going regarding clarity as to
who is responsible for completing payroll
documentation e.g. Termination Forms - SOP
completion date February 2011
• Guidance on how to complete ALL payroll
documentation.
• Staff Movement within SSTS to be addressed
by system redesign to reflect SSTS operation
process
Salaries and Wages Department
After continued…..
Closer integrated working with Payroll and
Financial Services
Ongoing discussions on pilot co-locations
Locum Agency Doctors
Before
• 2009/2010 =
£2million
After
• National Procurement have
identified anticipated savings
through the use of the
National Framework Contract
of £212K as follows:
Savings target = £186K
Meal Breaks = £ 26K
• Work-in-progress to reduce
locum agency expenditure
even further
Locum Agency Doctors
• Earlier work with MD/AMDs resulted in MD
issuing guidance on the level of authority
• Work-in-progress to develop a procedure
outlining options which must be considered to
cover gaps/meet service needs before
considering the use of internal and external
locum doctors. Completion date mid November
2010
• Limit the level of authority even further
Locum Agency Doctors
• Identified areas where Workforce Services
add no value in the current process
• Pilot scheme to trial a new process is under
discussion
• New process will eliminate waste and
improve control measures
Future Plans
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Complete pieces of work-in-progress
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Evaluate new processes
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Report to ET
- Locum Agency Procedure/Expenditure
- Payroll Documentation (SOP)
- Training Leave Expenses
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Workforce Services team attending Lean Principles
Awareness Events – introduce a lean culture into the
department
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Ongoing continuous improvement in our processes
Future Plans continued….
• Postgraduate Medical Office
developing a web-based Medical
Personnel System for trainee doctors.
Available early 2011
• Involve WS in final phase of
development
• System will be shared with key
managers i.e. GMs, CSMs, TPDs
Items we were unable to take
forward
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Scanning of Staff Engagement Forms and
emailing to Payroll on first day at work
Reason - New EESS/ePayroll systems will
provide electronic data interfaces.
Outlay for scanners would not be
appropriate with this in mind
Items we were unable to take
forward
• Development of SHOW to reduce number
of steps in recruitment
Reasons:
- Lack of confidence in system
- Wrong time - slowdown in recruitment
- Implementation of EESS will streamline
recruitment process
Items we were unable to take
forward
• Laboratories to process EPP blood
results quicker for new starts
Reason - Significant change in how
OHSAS submit samples which would
have implications e.g. confidentiality,
etc
Challenges
• Communication – informing all who
need to know and ensuring
compliance with new processes
• Overcoming resistance to changes
What Now?
This is the final report out but not the
end of the work. The action plan is
live and by applying lean principles
Workforce Services will continue to
improve processes
THANK YOU
ANY QUESTIONS