2011 - 2019PRESIDENT'S AWARD FOR OUTSTANDING LIFETIME ACHIEVEMENT

Jan Bloomfield has undertaken the role of Director of HR at West Suffolk Hospital with great distinction for many years. She has also chaired regional networks of her colleagues for 10 years or more, commanding their respect and affection in equal measure, while representing the NHS in the national social partnership discussions with trades unions and ministers with credibility and authenticity. In addition, she has been a source of mentorship and support to countless colleagues as they have pursued their careers or faced challenges in their roles.

West Suffolk is quite properly viewed as one of the beacons of good workforce leadership in the NHS. The chief executive rightly receives recognition for the impact of his personal leadership, but he is clear that he was able to build upon the significant work led by Jan prior to his arrival.

The strong ethos of compassionate leadership amongst the executive has meant there are effective systems for managing and developing talent, while partnership working is strong and characterised by mutual respect and openness. Above all, in 2017, the organisation’s people were reported to be the most engaged in the NHS. To read the 2018 CQC assessment of West Suffolk as ‘Outstanding’ is to see the impact that good HR practice, consistently and patiently applied can make to the performance of teams, and ultimately their patients. To read that report is then to see the impact that Jan and her team have made over many years.

Singular achievement can be celebrated in colleagues who have chaired the CIPD or whose name alone is shorthand for the importance of compassionately led teams. It is also, however, seen in colleagues such as Jan who have committed to one institution and community and made a real difference to those that work and receive care there. 2019

JAN BLOOMFIELD, Director of HR

West Suffolk Hospital

Dean is the ultimate HR professional who epitomises what a forward-thinking workforce leader should be. He has always demonstrated his passion and commitment to giving his best to his organisation, the NHS and most of all his profession.

He is a values-driven leader who refreshingly says what he feels and is not afraid to go against the grain in his work and in sharing his opinions. The workforce profession can learn so much from Dean in relation to his attitude and approach in staying true to his values.

He has worked within the NHS for a considerable amount of time, showing his commitment to healthcare and putting staff and patients at the heart of everything he does. He is a great believer in developing the workforce professional, supporting colleagues through mentoring and coaching, ensuring that he provides whatever support he can. As Dean leaves his role within the NHS and opens up another chapter, it is a great time to acknowledge all he has done and how many lives he has touched during the course of his career.

Dean’s achievement’s whilst at LTHT include:

• Helped to embed the Leeds Way values and the Leeds Improvement Method

• Championed apprenticeships – the trust is now the largest employer of apprentices in the entire NHS with over 600 last year

• Led large reductions in medical agency spend

• Led the development of the Leeds Health and Care Academy.

Hugely deserved recognition for Dean for what he has done, and how he has done it. Dean has made a telling impact at a local, regional and national level for the people and patients of the NHS, but also in the development of the HR profession more generally.Danny Mortimer Chief ExecutiveNHS Employers

2018

DEAN ROYLES, Executive Director of HR and OD

Leeds Teaching Hospital NHS Trust

Elaine joined health and social care in 1977 as a graduate trainee and from an early stage in her career, identified that HR was the specialism for her, rising through the ranks quickly to become a Director of Human Resources, before advancing to become a Chief Executive in 1996.

Elaine has, throughout her career, been passionate and enthusiastic about the people management agenda and the positive impact that strong HR management can have on patient and client care.

As a busy Chief Executive, Elaine committed to being President of the Association of Healthcare Human Resource Management (AHHRM) from 2002-2004 and was in charge when the name changed to Healthcare People Management Association – to reflect the belief that people management is everyone’s business. Using her considerable energy and influence, Elaine brought HR front and centre, touring the four nations to speak at conferences and introducing the HR awards. Much of this legacy shapes how HR is today.

From 2006 to date Elaine has been Chief Executive of the Western HSC Trust, one of the largest and most complex public sector organisations in the UK. Chief Executive from the Trust’s inception, Elaine had to build a team subsequent to the most radical restructuring of health and social care in Northern Ireland in a generation. Merging three ‘legacy’ trusts, all with different challenges and cultures was a daunting task which Elaine met with relish. Gathering staff around her one stated aim of ‘providing high quality patient and client-centred care delivered by well trained staff with high morale’ Elaine, through her dynamic and visible leadership, ensured that every member of the Western Trust team felt valued and critical to future organisational success.

She is vivacious, energetic, interested, engaging, forward thinking, someone who values and supports her colleagues and is a kind and compassionate leader who inspires and motivates those she comes in contact with. In short, she embodies all the qualities of an exemplary HR leader.

Elaine is retiring after 40 years of dedicated public service and the theme tune she brought to her work: ‘Don’t stop me now, I’m having a good time’ will become the theme tune of her life.

As Workforce Director at the Department of Health from 2001 to 2006, I was fortunate enough to see at first hand, the enormous contribution made by Elaine Way to HR in the NHS. I can think of no-one more deserving than her to be recognised by the HPMA for her lifetime achievement.Andrew Foster Chief ExecutiveWrightington, Wigan and Leigh NHS Foundation Trust

2017

ELAINE WAY, Chief Executive

Western HSC Trust

“Pat’s knowledge and networks are infinite and her ‘one big explanation’ (OBE) style of assimilating the most complex information in a way that all could understand always stays with me. A number of years ago she told me I should be a chief executive and gave me confidence to believe that I could be; now I am!”

Tracy Myhill Chief Executive, Welsh Ambulance Services NHS Trust

“In the 1980’s we had personnel. Then along came Pat Oakley to North West Thames Regional Health Authority... and taught us all about workforce. At that time many units did not even know how many staff they employed. Pat bought us new ways of thinking, skill mix, unit labour costs, and of course workforce planning.”

Deborah O’Dea Past HPMA President

“Hearing Pat speak sets everyone’s sights that bit higher and their horizons further. Her influence is game-changing in terms of how we perceive the ambition, scale and sustainability of our practice as professionals in healthcare people management.”

Natalie Dowey Associate Director of OD & Engagement, Barking, Havering and Redbridge University Hospitals NHS Trust

“I have been present on many occasions over the years where Pat has captivated Board level, clinical leaders and HR practitioner audiences with her out of the box thinking around people matters.”

David Holmes Director of HR, Birmingham Community Healthcare NHS Trust 2016

PAT OAKLEY, Director – Practices made Perfect Ltd, Teaching & Research

Fellow –King’s College London

I’ve never known anyone to be quoted as much as Michael. The power of his work is demonstrated by the fact that these acknowledgements are not only by HR practitioners but by chief executives. Michael has done more than any other individual to make health service CEOs appreciate the business and patient experience case for treating the people agenda seriously.

Whilst Michael’s work warrants a Lifetime Achievement award for him in its own right, the amazing additional dimension of giving this award to Michael is that his work has opened up the opportunity of a lifetime of higher achievement for all HR professionals in the NHS. Without Michael’s work we would still be struggling to get ‘people’ onto the agenda. Thanks to Michael, we’ve been able to get it to the top of the agenda.

Michael is not only an inspiration through the content of his work and insights, he is such a genuine person and man of integrity. He walks his own talk in the way he treats others – he is the walking example of ‘treat others as you would like to be treated’. He is also such a great encouragement to others and is generous with his time and attention. He has been a great support to the HPMA giving his name to the APPRECIATE campaign and getting involved in the awards programme. I understand there have been a few interesting reactions from shortlisted candidates when they see the man himself on their judging panel!

Finally, on a personal note, Michael was a great support to me during my time as President. When it would have been easier to keep the HPMA ‘ticking-over’, Michael encouraged me to continue pursuing the vision of making people management central to improving the quality of patient care through the HPMA.

Kevin Croft

Ex-President HPMA 2015

I can’t think of anyone who has influenced the way we think and talk about HR in the NHS more than Michael. Not only is he one of the nicest, most charming, sincere, approachable people you will ever meet, he has put evidence and research at the heart of HR. From his early work in Sheffield, to his collaboration at Aston and more recently at Lancaster and The King’s Fund – he has championed the importance of good people management and team work on high quality care. This truly is great recognition for a great guy... it’s just a shame about the Sheffield Wednesday fan thing... Brilliant news

Dean RoylesDirector of HR & OD, Leeds Teaching Hospitals NHS Trust

PROFESSOR MICHAEL WEST

Andrew has been Chief Executive of Wrightington, Wigan and Leigh NHS Foundation Trust since 2007 where he led the successful application for Foundation Trust in 2008. He spent five years as the NHS Director of Human Resources (Workforce Director General) at the Department of Health with principal responsibility for implementing the workforce expansion and HR systems modernisation set out in the NHS Plan. Before that he spent two years as part time Policy Director (HR) at the NHS Confederation.

Andrew was also the Chairman of Wrightington, Wigan and Leigh NHS Trust from 1996 to 2001 and before that Chairman of West Lancashire NHS Trust and non-executive director at Wrightington Hospital NHS Trust.

During his time at the Department of Health, Andrew became renowned for his lively and unusual presentations at conferences, arriving on stage, for example, on a motorbike or dressed in waterproofs against a background of stormy seas and gigantic waves. He knew how to get his message across.

Here are some comments from his colleagues:

Les Higgins (current Chairman)

“I have worked with a number of CEOs during a long career in public service. Andrew stands out in his absolute com-mitment to staff engagement. He always keeps staff welfare and development at the forefront of his strategic thinking, making him an outstanding leader”

Jean Heyes (Staff Side Chair)

“Having worked with Andrew Foster for over 18 years in his position as Chairman and then Chief Executive of Wrigh-tington, Wigan & Leigh NHS Foundation Trust, his total commitment to the patients and staff of the Trust has been both outstanding and relentless. It is a privilege to work with Andrew, his commitment to staff engagement and partner-ship working has been truly inspirational and is testament to the way we all work together”.

Jon Lenney Director of HR and OD

“I have known Andrew for 10 years, and he was the main reason I came to

the Trust nearly 4 years ago. He has been a transformational leader for the HR profession across

the NHS and is an inspirational Chief Executive in his local hospital. He is highly visible and accessible to all staff, and he combines a real passion for service quality with an unwa-vering commitment to staff engagement and improving staff experience.”

Former HPMA president, Deborah O’Dea says: “Andrew is one of those great but unusual people with a brain the size of a universe and emotional intelligence to match. This manifests as knowing you are with someone very special, but being very aware of how much interest they take in your point of view and others around them. Andrew is at the same time brilliant but humble enough to think that others may have something to teach him.

Andrew supported our profession, our cause, absolutely. Every single Trust board was called to account for improv-ing the working lives of the staff they employed. Andrew supported and nurtured our ability to influence, he brought our agenda to the national stage. Andrew has been and remains the most wonderful advocate for excellence in patient care and in leading and motivating our very talented staff to achieve that.

He is a credit to our profession and one of the greats.”

Current president, Kevin Croft, sums up the rationale for his final choice of Andrew: As a former national HR Director who retains a focus on the people agenda as a Chief Executive, Andrew is not only a role model for HR professionals he is a beacon of light for us with other CEOs. The tipping point for me was judging the WWL submission for this year’s APPRECIATE Champion Award. When we wrote the criteria for the award it was about an organisation that exemplified how improving people management and the way we treat our staff is key for improving patient care.

I’ve never scored an entry as highly as the one from WWL and seeing this organisation led by a Chief Executive who had formally been the national Director of HR showed a man who was not only walking the talk, but also beating a path for others to follow.

“If all Chief Executives had such a focus on our people the NHS would be transformed.”

Kevin Croft, HPMA president

2014

ANDREW FOSTER, Chief Executive

Wrightington, Wigan and Leigh NHS Foundation Trust

Described by her colleagues as being a ‘rock in the middle of the North West HR landscape’, and ‘the HR professional’s professional’, it is difficult to think of HR in the North West without immediately picturing Jo Rafferty.

Jo joined the NHS in 1971 and has spent most of her time in the North West with a brief stint down south. She has worked both full time and part time during her career – the only format she doesn’t like is four days per week!

Jo held a number of senior HR and HRD posts in the Merseyside and Cheshire area during the 1980s and 1990s, her final ‘jobbing’ HRD post being at North Mersey Community Trust. She left this in 1997 to join the Department of Health at the North West Regional Office where she led the regional OD agenda until it was abolished in 2002. Jo led the HR transition process, which created three SHAs in the North West.

In 2003, Jo was appointed to the role of Agenda for Change project director at Aintree Hospitals in Liverpool which was an early implementer and went on to be a flagship nationally for their highly successful implementation of AfC.

Following this, she joined Cheshire & Merseyside SHA to lead the implementation of AfC across the region. When the three SHAs in the North West merged in 1997, she led the HR aspects of the SHA merger and reconfiguration of PCTs across the North West.

From 2008 to 31 March 2013, Jo held the post of associate director for strategic HR for NHS North West, supporting Dean Royles to lead the HR profession in the North West and was responsible for the development and implementation of an array of initiatives including the World Class HR programme, the North West HR Graduate Scheme, a vibrant HRD network and the introduction of annual conferences and awards.

This work has undoubtedly resulted in an enhanced reputation nationally and HR services with added impact for NHS organisations in the North West, not to mention a record number of HRDs gaining chief executive posts during this time!

As part of the transition, Jo was asked to take on the role of Health Education England HR transition director, which she agreed to do in addition to her day job – all whilst working three days per week. She transferred to HEE on 1 April to complete the HR transition programme which is due to finish in September 2013.

Ian Cumming, chief executive, HEE said, ‘Jo has worked through more periods of change than many, yet still retains a cool head and keeps her sense of humour throughout what can be difficult times. Her vast knowledge of HR combined with a real understanding of the business makes Jo a fantastic colleague who can be relied upon and who always delivers excellent results.’

Dean Royles, chief executive, NHS Employers said: ‘She typifies in spirit, experience, expertise and knowledge all that is great about HR in the NHS. A testament to Jo’s skill is that I only ever heard HR directors, trade union officials, chief executives and staff speak well of Jo. This is a well-deserved honour.’

Jo Ann Wass, NHS England described her ‘as a shining example to all HR professionals. I’ve never heard anyone say a bad word about her and that’s saying something when you look at some of the casework she’s had to handle over the years.’

Chris Jeffries, NHS North West said: ‘When Jo came to work with Dean Royles and myself at the new NHS North West, it was with a sigh of relief that I could totally rely on her to take the HR strategy work forward. She knew what we needed to do and how to do it and just got on with it.

Caroline Corrigan, people transition director, Department of Health England, added, ‘Jo quietly got on with the job at hand, crafting solutions to difficult issues, always engaging and involving people. Jo has integrity and people gravitate to leaders like Jo, people who are authentic and are not driven by seeking credit for their work. When I think back, Jo was the person who HR colleagues, managers and TUs across organisations would trust. Trust isn’t easily won.’

‘Over the years, Jo has said she is retiring on a number of occasions,’ said Joanne Marshall, director of organisational culture development, NHS England, ‘and she has always reappeared to continue to support us, therefore it is a retirement greatly deserved, but she will be sorely missed by us all! Thank you for all you have done both on behalf of the North West HR Community as a whole and me personally.’

“Jo has worked through more periods of change than many, yet still retains a cool head and keeps her sense of humour throughout what can be difficult times.”

2013

JO REFFERTY

She is, without doubt, in the very top league of HR directors within healthcare in the UK today. She has had over 30 years within healthcare HRM, 17 or so as HR director, first at Northwick Park and St Mark’s Hospitals, then at Barts and the London NHS Trust and now at GSTT. But so much more important than longevity is her extraordinary ability to build high performing, highly motivated teams, to spot and develop talent, to inspire, to innovate, to understand inside out the business of healthcare, to seek out and exploit opportunities, to assimilate phenomenal amounts of information, to influence, to challenge, to take risks, to deliver, to maintain a high work ethic, to be a positive role model, to actively encourage others to be the very best they can, to demonstrate an exceptional understanding of human nature and the reasons why things go wrong sometimes, even with the most successful and high achieving individuals within the health service.

Yet surely these are attributes every HR director should demonstrate? So what exactly is it that makes Ann stand out? She is a widely respected member of the FTN, AUKUH and NHS London HR directors’ forums with contributions which are sometimes controversial, always knowledgeable, informative and thought provoking. At national level she works with the trade unions with a strong advocacy for partnership working. She is a member of the Revalidation Delivery Board for England with exceptional knowledge of issues pertaining to doctors. She mentors of graduate scheme members and people at all stages of their careers, not just in HRM but also in general management and all of the professional disciplines. She has a thirst for new ways of working and a love of innovation.

At Barts and the London she created the first on-line HR toolkit for the NHS ‘eHR’ which, at the time, was streets ahead of anything else in healthcare HRM and is still highly marketable. At GSTT, Ann is pioneering the transformation of transactional and other areas of HR, which will utilise the very best that technology has to offer in order to deliver HR services that will enable managers to excel in people management without being held back by unnecessary bureaucracy or what is often perceived as a lack of responsiveness by HR to the needs of the business.

Ann champions improvements in productivity, the use of meaningful data including benchmarking, evidence-based HRM practices, the discipline of project management, excellence in financial management and accountability. She is always well informed and never fails to be aware, if not ahead, of what is on the horizon, not just in HRM but also within healthcare in the widest sense of the word. She is passionate about HRM and the links between good people management and good healthcare and clinical outcomes. She could easily double as a medical director, a director of operations, strategy or finance.

Ann actively promotes equality and diversity. She leads the GSTT LGBT forum as a ‘straight ally’, she puts resources (people and funding) into ensuring that equality and diversity are at the forefront of HRM and she constantly promotes partnership working with the local community. Regularly, not just once in a while, Ann spends time talking to, having fun with, praising, showing how things can be done better if needed, getting to know her sizeable team from the most junior newcomer to the most senior ‘old timer’, ask-ing questions about families, studies, holidays, future career aspirations.

She makes stringent efforts to ensure that her staff are well informed and well aware of changes and challenges ahead. She marks important events in the lives of her staff with the most humorous and entertaining of speeches or, where appropriate, with flowers, cards and a friendly ear. She can push the boundaries, to tease, to be provocative, to have very exacting standards, to ask for minor miracles from her team, to put herself under enormous pressure (and ask nothing less of her staff than she would do of herself), to take personal responsibility, to show enormous compassion and understanding. In short, an inspirational and very human leading light in the field of healthcare human resource management.

“She makes stringent efforts to ensure that her staff are well informed and well aware of changes and challenges ahead.”2013

2012

ANN MACINTYRE, Director of Workforce and Organisation Development

Guy’s and St Thomas’ NHS Foundation Trust

Tim is director of workforce and education and has over 25 years of experience of human resource management within the NHS. He has been director of human resources in a variety of NHS organisations including mental health, community and acute services. His last post was a director of human resources at Cumbria and Lancashire Strategic Health Authority and prior to this he was Director of Human Resources at Central Manchester and Manchester Children’s University Hospitals NHS Trust for five years.

He is hugely respected by his colleagues and staff. Executive director of workforce at the NHS Information Centre Rachel Allsop said: ‘Tim has been hugely committed to the development and delivery of NHS HR in Yorkshire throughout his professional career (apart from when he had an aberration and worked west of the Pennines - but we have forgiven him now!).’

HPMA past president Deborah O’Dea said: ‘Tim was nominated by colleagues who know him formally as a respected member of the Association on UK University Hospitals and currently in his SHA role. Tim has an extensive and sound knowledge of the service needs from a range of perspectives, a great deal of common sense and calm manner. He is highly approachable and a good source of opinion. We have thoroughly enjoyed working with him.’

As well as valuing his HR expertise, many of those who have worked with him appreciate his outstanding personal qualities. Bill McCarthy chief executive of NHS Yorkshire and the Humber remarked: ‘Tim has a wealth of experience and expertise in the HR field which is recognised by colleagues nationally. But more than that he is an excellent colleague whose judgement and humour make a huge contribution to corporate leadership.’

‘Tim has also worked hard to foster multi-professional relationships through his very genuine easy style and general bonhomie,’ Rachel explains. ‘Despite the rigorous demands of his various appointments, Tim has retained his passionate concern for others. On an individual and often quite private basis, his “pastoral care” of the HRcommunity through changing times has been valued by many.

‘More publicly, his commitment to charity sporting events enables Tim to combine the three things that most matter to him - helping others, sporting achievements and maintaining his temple-like physique!’

And Dean Royles, director of NHS Employers added: ‘I am delighted Tim has been nominated he has that rare ability to be both well liked and well respected by the HR community and has made a significant contribution over the years.’

‘Tim has been hugely committed to the development and delivery of NHS HR in Yorkshire throughout his professional career’

‘an excellent colleague whose judgement and humour make a huge contribution to corporate leadership’

2011

TIM GILPIN, director of workforce and education

NHS Yorkshire and the Humber