WORKFORCE SERVICES RAPID IMPROVEMENT EVENT FINAL REPORT OUT

1. WORKFORCE SERVICES RAPID IMPROVEMENT EVENTFINAL REPORT OUT

2. RIE SCOPE To sustain the Single Recruitment Pathway through better Workforce processes • Redesigning Workforce Processes • Dataflow/Data input/output • Accuracy/integrity • Communication into departments • Systems are effective and excellent quality

3. RIE Team Members • ROSEMARY ADAM - Workforce Services Adviser • LINSEY BELL - Workforce Services Team Leader • LYNN DUNCAN - Workforce Services Adviser, Medical Staffing • GLENN FINNIE - Management Accountant • ANN GOURLAY - Service Manager Community Nursing • JESS MALCOLM - Senior Charge Nurse • FIONA MACDONALD - Workforce Services Adviser • GWEN MCANDREW - Senior Payroll Office Manager • LYN MCINTYRE - Expenses & Car Leasing Manager • PATRICIA MCLEAN - Workforce Services Manager • ALAN MUDIE - SSTS Manager • MORAG NEILD - AHP Administration Manager • SUSAN SKENE - Senior Nurse/Service Manager • PAT TYRIE - Administration Services Manager

4. Standby Colleagues • ROBERT MACKINNON - Assistant Director of Finance • LINDSAY BEDFORD - Head of Finance • SCOTT REID - IT Trainer • STEVEN HADDOW - Head of Medical Projects • SHIONA LUMSDEN - Head of Payroll • IAN STURROCK - Head of Workforce Information • PAT MILLAR - Head of Lifelong Learning • GILLIAN KIDDIE - Specialist Workforce Adviser • GAIL PENNINGTON - Head of Patient Care & Nursing • JUDITH TRIEBS - Principal Auditor • VALERIE BEATTIE - Head of Workforce Services • GEORGE DOHERTY - Associate Director of Workforce • ALEX KILLICK - Director for Workforce • WENDY REID - Senior Charge Nurse, Ward 31 • CHRIS GORDON - Domestic Services Manager • NICK GARRAD - National Procurement • DANIEL COURTNEY - Workforce Manager • IRENE THOMPSON - Learning & Development Coordinator

5. 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

6. 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

7. 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

8. 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

9. 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 Candidates Attending for Interview

10. 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 Management Guide to Recruitment and Selection

11. 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

12. 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

13. 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

14. Before Complicated form to complete Non productive information requested No guidance for staff or managers on completion of form Not compatible with e- Expenses 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 Car User Application and Authorisation Form

15. 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

16. 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

17. Salaries and Wages Department Before • No regular management meetings • Not a full understanding of each other’s roles • Incidents of overpayments

18. 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

19. 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

20. Salaries and Wages Department After continued….. Closer integrated working with Payroll and Financial Services Ongoing discussions on pilot co-locations

21. 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 agencyexpenditure even further Locum Agency Doctors

22. 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

23. 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

24. Future Plans • Complete pieces of work-in-progress • Evaluate new processes • Report to ET - Locum Agency Procedure/Expenditure - Payroll Documentation (SOP) - Training Leave Expenses • Workforce Services team attending Lean Principles Awareness Events – introduce a lean culture into the department • Ongoing continuous improvement in our processes

25. 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

26. Items we were unable to take forward • 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

27. 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

28. 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

29. Challenges • Communication – informing all who need to know and ensuring compliance with new processes • Overcoming resistance to changes

30. 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

31. THANK YOU ANY QUESTIONS