HR at the Heart of Improvement

1. HR at the Heart of Improvement Jan Sobieraj Managing Director for NHS and Social Care Workforce Department of Health 8th November 2011

2. HR at the Heart of Improvement • Challenges • Where does HR fit? • Opportunities

3. Patient Safety Incidents • up 8.5% to 565,153 between October 2010 and March • 2011, compared with previous six month period • 5,012 incidents resulted in death or severe harm • 35,349 resulted in moderate harm • 136,348 resulted in low harm

4. Appraisals • 77% of staff were appraised • just under a third said their appraisal was • well-structured • only 67% were appraised with PDPs

5. ORSA results • 73.7 % doctors completed appraisal in last • year • 51.7% of designated bodies had a medical • appraisal policy that met the requirements of • responsible officer regulations • 30.2% had a policy for rehabilitation, • remediation and targeted support

6. NHS Staff Survey 2011 Question: If a friend or relative needed treatment I would be happy with the standard of care provided by this trust. Response: 37% either strongly disagree, disagree or neither agree nor disagree.

7. The QIPP Challenge Staff absence Agency costs £555m £300m £20bn savings

8. Sickness Absence Reductions

9. HR Roles

10. ?

11. The HR Manager’s Wheel I manage relationships I am the talent manager The HR Manager’s Wheel I am the change agent I am the HR expert I am the business partner and coach

12. My Challenge to you • Appraisals • Leadership Development • Staff Satisfaction

13. What are our plans? • NHS Leadership Academy: To develop outstanding leadership in health • A development hub • Catalyst for developing, sustaining and promoting leadership • A beacon of best practice and centre of excellence • Pushes boundaries of current thinking and public confidence is ensured

14. NHS Leadership Academy • Timescales for NHS Leadership Academy: • In shadow form 1st January 2011 • Operational from April 2012 • 3 year strategy

15. Staff satisfaction – the evidence • Staff satisfaction is linked to patient satisfaction • Where staff engagement is high, patient mortality rates are low

16. Delivering great management and leadership Promoting a healthy and safe work environment Enabling involvement in decision making Staff engagement Ensuring every role counts Supporting personal development

17. A Large Teaching Hospital OUTPATIENTS 230,000 New Appointments 770,000 Follow-up 76,000 DNAs 190,000 Patient Cancelled 150,000 Hospital Cancelled 29% 1 appointment only

18. The Next Few Years At a time of recession, HR is more about developing people. Instead of recruiting, there may be different ways to do the work or to re-train our existing staff, and HR needs to be part of the group that provides these new solutions. HR Magazine November 2011

19. Our Pledge to Staff • clear roles and rewarding jobs that make a difference to patients • personal development and access to training • support to maintain staff health, well-being • and safety • engagement in decisions that affect staff • and the services they provide

20. Public Health England NHS Commissioning Board Monitor NICE1 Professional regulators MHRA Care Quality Commission NHS Trust Development Authority Health Education England Local Education & Training Boards Information Centre2 Health Research Authority Healthwatch England NHS Foundation Trusts NHS Trusts Independent and 3rd sector providers Social Care Providers3 Public Health Providers3 Primary care providers System Overview: April 2013 Other Government Departments Department of Health Public health Outcomes Framework Social care Outcomes Framework NHS Outcomes Framework National Clinical Commissioning Groups Local Authorities Health and Wellbeing Boards Local Local Healthwatch