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
Foundation Trust with a World Class
Approach to People Management
6
3.1
Developing a High Performing Unitary Board
of Directors.
7
3.2
Development of Strong Business Delivery Units.
9
3.3
Leadership and Management Development
Strategy linked to New Competencies.
10
3.4.
Active Succession Planning and Talent
Management Programmes
10
3.5
Achieving Champion IiP Status by 2012
11
4.
Ambition 2: Ensuring the effective Management,
Development and Utilisation of the Workforce to
deliver the Trust’s Strategic Goals.
11
4.1
HR Transformational Matrix
11
4.2
HR Directorate
12
HR Strategy 2007-2012
2
July 2007
Page No
5.
6.
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.
13
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
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
Competencies
1. Constructive
Challenges
Primary Organisational Competencies
STRATEGY
- develop clear and focus strategy
- able to provide constructive
challenges
2. Strategy
Enhances
- able to identify key risks and
provide effective scrutiny and
monitoring of performance
4. Value Upholder
Culture Carrier
- personal integrity, probity and high
ethical standards
5. Supporter and
Developer
-
FLAWLESS EXECUTION
- delivers agreed strategies and
business plans
CULTURE
- develops a strong valued based culture
which supports delivery of safe effective
services
STRUCTURE
- develops a fast, flexible and responsive
structure
able to support the
remuneration and
development of directors
and senior managers
6. Coach/Adviser
- ability to skilfully question and
inquire into new areas of
development
8. Partner/Negotiator
- able to use networks and partners
and engage with stakeholders to
support delivery of strategic
objectives
Political Astuteness
- Shown commitment and ability to
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. Systems Builder, Linker and Designer
Effective and Strategic Influencing
- Being able and prepared to adopt a
number of ways to gain support and
influence diverse parties with the aim of
securing health improvements.
4. Value Upholder/Culture Carrier
Personal Integrity
- A strongly held sense of commitment to
openness, honesty, inclusiveness and high
standards in undertaking leadership roles.
5. Communicator/Motivator
Leading Change through People
- Communicating the vision and rationale for
change and modernisation, and engaging
and facilitating others to work collaboratively
to achieve real change.
6. Corporate/Team Player
- able to give individual support,
advice and guidance to executive
directors and senior management
7. Prober
Seizing the Future
Shaping a vision for the future
development of services and
being prepared to take action now
to shape the future
2. Political Operator/Ambassador
- uses own skills and experience to
enhance strategy development
3. Effective
Scrutiniser and
Monitor
Primary Executive Competencies and
Leadership Qualities
1. Strategy Formulator/Policy Translator
INNOVATION
- is an early adopter of new and
innovative practice
PARTNERSHIP
- able to develop strong partnership
working nationally and locally to support
strategic objectives
Empowering Others
- Striving to facilitate others contribution and
share leadership, nurturing capability and
long term development of others.
7. Innovator/Creator
Intellectual Flexibility
The facility to embrace and cut through
ambiguity and complexity and to be open to
creativity in leading and developing services
8. Partner/Networker
Collaborative Working
- Being committed to working and engaging
constructively with internal and external
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.
4.
Achieve IiP Champion status by 2012
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
Enhancing Service
Delivery and
Development
Supporting Financial
Viability
Effective long term
workforce
development and
planning linked to
Integrated Care
Pathways and
Packages
Productive time
plan with focus on
better grade mix
and reduction in
sickness absence
by 1% in 2007/08
and further 0.5% in
2008/2009
Flawless
Execution
Development of
strong business
delivery units to
support effective
service delivery
within agreed
resources
Implement
Electronic
Rostering to ensure
effective uses of
workforce by 2009
Culture
Structure
Effective staff
appraisal and
personal
development
linked to KSF
Development
of
competencies
and new roles
linked to Care
Pathway &
Packages
Development
of effective
remuneration
arrangements
for Directors
and senior
managers
linked to Trust
performance
Development
& Assessment
Centres linked
to new
competencies
& continuous
personal
development
Support Social
Enterprise and
Service Users
Employment
through
positive action
plans
Agency/Bank/Ov
ertime to reduce
by 10% by 2010
Establish a well
governed organisation
Leadership and
Management
Development
Strategy to support
Foundation Trust
status
Implementing the
Electronic Staff
Records System
HR Performance
Reports linked to
Clinical Activity &
Finance. Include
benchmarking
and best practice
Supporting local
representation and
partnership working
Creating a diverse
workforce which
reflects local
populations through
annual positive
action plans
Innovation and
excellent HRM
practices including
achievement of IiP
status
Social
partnership and
enhance staff
engagement and
involvement plan
Action
1.
4.2
Development and implementation of Succession Planning and Talent
programmes.
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.
2.
3.
5.
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.
Strengthening Strategic HRM

Stronger Integrated Workforce Planning.

Focus of evidence based practice and benchmarking.

Greater integration of HR, Finance and Service Strategies.
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.
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.
5.3
Develop and agree Social Partnership Agreement.
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.
5.4
Develop and agree Corporate Responsibility Strategy.
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
6.
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
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
Developing a High
Performing Unitary Board of
Directors
Action
Timescale
1. Developing 360°
Appraisal for all
Directors linked to
Non-Executive &
Executive
competencies
Quarter 3 2007/2008
2. Development of a
Board Appraisal
linked to “4+2
Business Model”
Quarter 3 2007/2008
3. Annual Board
Development
Programme linked to
Competency
Framework
Quarter 1 2008/2009
4. Team Development
Programme including
use of Myers Brigg
type indicators
Quarter 4 2007/2008
Developing Strong Business
Delivery Units
1. Develop & agree OD
& fitness for purpose
programme for BDUs
and support services
Quarter 3 2007/2008
Leadership & Management
Development Strategy link
to New Competencies
1. Leadership and
Development
Strategy linked to
new competencies.
Quarter 4 2007/2008
2. Development of new
leadership and
management
competencies to
support FT status
Quarter 1 2008/2009
HR Strategy 2007-2012
16
July 2007
Objectives
Active Succession Planning
and Talent Management
Programmes
Achieving Champion IiP
Status by Completion of HR
Strategy
Action
Timescale
3. Design and
implementation of
Development &
Assessment Centres
linked to new
Competency
Framework
Quarter 2 2008/2009
1. Development and
implementation of
Succession Planning
and Talent
Management
Programmes
Quarter 3 2008/2009
1. Achieving Champion
IiP status by 2012
Quarter 4 2011/2012
Ambition 2: Ensuring the effective management, development and utilisation
of the workforce to deliver the Trust’s Strategic Goals
Objectives
Enhancing Service Delivery
and Development
HR Strategy 2007-2012
Action
Timescale
1. Effective Long Term
Integrated Workforce
Development &
Planning linked to
care pathways and
packages
Quarter 1 2008/2009
2. Developing strong
business delivery
units
Quarter 1 2008/2009
3. Ensure effective staff
appraisal and
personal
development link KSF
Quarter 3 2007/2008
4. Development of new
roles and
competencies linked
to Care Pathway &
Packages
Quarter 4 2008/2009
17
July 2007
Objectives
Supporting Financial Viability
Action
Timescale
1. Productive time plan
with focus on grade
mix and reduction in
sickness absence by
1% in 2007/2008 and
further 0.5% in
2008/20009
Quarter 3 2007/2008
2. Implement Electronic
Staff Rostering to
ensure effective
deployment of the
workforce 2009/2010
Quarter 4 2008/2009
3. Reduce agency/bank Quarter 4 2009/2010
and overtime costs by
10% by 2009/2010.
Establishing a well governed
Organisation
HR Strategy 2007-2012
4. Development of
effective renumerate
arrangements and
vary senior managers
linked to the Trusts
performance
Quarter 4 2007/2008
1. Leadership and
Management
Development
Strategy to support
FT status
Quarter 4 2007/2008
2. Implement Electronic
Staff Records System
Quarter 3 2007/2008
3. HR Performance
Reports linked to
Clinical Activity and
Finance, including
benchmarking and
best practice
Quarter 1 2008/2009
4. Development and
Assessment centres
linked to new
competencies and
continuous personal
development
Quarter 2 2008/2009
18
July 2007
Objectives
Supporting Local
Representation and
Partnership Working
Action
Timescale
1. Creating a diverse
workforce which
reflects local
population through
annual positive action
plans
Quarter 1 2008/2009
2. Innovation and
excellent HRM
practice including
achievement of IiP
status
Quarter 4 2008/2009
3. Social Partnership
Agreement and
enhance staff
engagement and
involvement plan
Quarter 3 2007/2008
4. Support Social
Enterprise and
service user
employment through
positive action plans
Quarter 1 2008/2009
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
Building a culture of Mutual
Respect
HR Strategy 2007-2012
Action
Timescale
1. Develop the concept
of employee
citizenship with clear
expectation of rights
and responsibilities
supported by
implementation plan
Quarter 4 2007/2008
2. Develop and
implement a
framework of mutual
respect to support the
employment contract
Quarter 4 2007/2008
19
July 2007
Objectives
Action
Timescale
3. Develop and agree
framework for Staff
Recognition which
supports individual
and teams
contribution to the
delivery of high
quality services
Quarter 1 2008/2009
Internal Social Partnership
1. Develop and agree
Social Partnership
Agreement
Quarter 2 2007/2008
Active Corporate Citizen
1. Develop and agree
Corporate
Responsibility
Strategy
Quarter 1 2008/2009
Development a Strong
Mutual Organisation
1. Development and
delivering training
programmes for all
managers and
supervisors to
maximise and exploit
the benefits of
becoming a mutual
Foundation Trust
Quarter 2 2007/2008
2. Develop Staff
Engagement Strategy
Quarter 4 2007/2008
HR Strategy 2007-2012
20
July 2007