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Background
• Development of support workforce in spotlight
• HEE agreed in 2013 that would develop national strategy for bands 1-4
• Consultation between Jan-March 2014
Headline feedback
• Design strategy for all support staff, not just HCAs
• Culture shift
• Consistency
• Development for those who want to progress and those content in job they do
Strategic framework– overview
Get In
Get On
Go Further
The Talent for Care
• Induction• Development within B1-4
roles
• Progression into B5+ roles
• Internal processes (project management)
• Independent / academic review of outcomes
Strategic themes Sub-themes Work streams including:
• Work experience programmes,
e.g. The Prince’s Trust
• New ‘Trailblazer’ reviews
including Higher
Apprenticeship in adult nursing
(part time route to nursing
degree)
• Values based recruitment
• Cavendish Certificate of Care
and Cavendish Higher
Certificate
• Assistant Practitioners’
development
• Career Progression Framework
• New bridging programmes
• Access programmes and GCSE
English and Maths
• Raising the profile of the value
of B1-4 workforce
The above is not an exhaustive list
Incorporating the NHS Constitution and Values
Band 1 &Pre-employed
Prince’s Trust; Job Centre Plus; NHS Careers and Schools; Traineeships; Project Search
Band 2 & 3
Minimum standards; Certification; Apprenticeships and Advanced Apprenticeships
Band 4 incAssistant Practitioners
Foundation degrees; Higher apprenticeships
Band 5+Registered professions & specialist roles Pre-degree care experience pilot;
part-time undergraduate courses (OU)
Get In, Get On and
Go Further
Incorporating the Cavendish recommendations
Get In
• Attract more young people/improve diversity
• Increase work experience opportunities
• Promotion of NHS Careers to schools, colleges and communities
Get On
• Development programme for all support staff
• Care certificate and Higher Care Certificate
• Double number of apprenticeships by March 2016
Go Further
• Simplify career progression
• Universal acceptance of prior learning, vocational training and qualifications
• Nurture talent
Making it Happen
• HEE leading development of strategic framework in partnership with:
– NHS Employers
– National Skills Academy for Health
– Skills for Health
– Social Partnership Forums
– Trade Unions
Making it Happen
• Inviting employers to make a ‘partnership pledge’ with actions to show commitment
• As part of pledge there is expectation that employers ensure they are making right level of investment to implement strategic intentions
Background
• NHS Employers are leading the delivery of a work programme that aims to promote the benefits of joint working between the NHS and JCP
• VBR and ensuring compassion is at the centre of workforce are key strategic priorities, as is the need to harness young talent to address the ageing workforce
WORKING WITH JCP CAN HELP!
Next Steps?
• Complete the form to let us know if you’re working with JCP and provide a few words to let us know what you’re doing
• If you’re not working with JCP but would like to find out more please indicate on the form
• Happy to broker contact with your local JCP office
Further Information
Access our web resources to find out more about JCP
http://www.nhsemployers.org/your-workforce/recruit/employer-led-recruitment/access-recruitment-support-via-jobcentre-plus
Lisa.atkin@nhsemployers.org
@NHSE_Lisa
Why Change?
• Local recruitment issues
– High vacancy factor
– High turnover rates
– Lengthy Trust administered recruitment
process
– Inefficient use of managers time
– Staff with the wrong attitude and aptitude
being recruited
National Drivers for Change
• Recent reports following Mid Staffs
– Francis report (2013)
“ the cleaner can make all the difference, by drawing a nurse’s
attention to a distressed patient as opposed to assuming the
patient’s welfare is someone else’s job”.
– Cavendish report (2013)
“employers should be supported to test values, attitudes and
aptitudes for caring at the recruitment stage”.
Our VBR Journey
• Establish a set of values for Facilities:
– Linked to our 6 Trust values
– Linked to the NHS Constitutions values
• Map the values!
http://www.nhsemployers.org/case-studies-and-resources/2014/04/values-mapping-tool
Always doing what we can to be helpful and improve the patient experience
Caring about what we do
Committed to the Trust by providing exceptional facilities services within the clinical setting
Facilities Values
Provide high-quality, safe and person centered care
Deliver sustainable, appropriate and high-performing services: and
Build on existing partnerships and create new ones to deliver better care
Manage our money wisely, foster innovation and become more efficient to improve quality of care
Support and develop our staff
Provide an infrastructure to support delivery
Have the ability to relate to and empathise with our patients
Respecting and valuing colleagues
Listening in order to improve and always seeking to improve
CRH Values
Key Changes
• Adopt an assessment centre approach to
recruitment
• Add the values to all facilities JD’s and PS
• Establish generic interview questions
• Establish generic observational criteria
• Process recruitment through a central
point within facilities
• Established a “waiting list”
Assessment Centre
• Morning Session
– Welcome and introductions
– Facilities Journey DVD
– Candidates undertake a range of various
tasks and activities, whilst being observed
– Any unsuccessful candidates are informed
and feedback is available
– Lunch and networking
Afternoon Session
• Structured interviews
Evaluation
• Seven events undertaken since April 2013
• An eighth planned for tomorrow!!
• A constantly evolving process
• Collecting data on:
– Time
– Costs
– Retention rates
– Staff views
Then and Now
• Time
– Pre VBR / unlimited time spent per year!!
– Post VBR / 30 hours per year = 4 days
• Vacancy Factor
– April 2013 11% = 27 vacancies
– December 2014 1.56% = 4 vacancies
Question 1:
Does the job meet your
expectations
Not at all To a limited
extent
To some
extent
To a large
extent
Completely
VBR 0 0 0 37% 63%
Not VBR 0 0 45% 28% 27%
Question 2:
I understand what my role
within the department is
Strongly
disagree
Disagree Neither agree or
disagree
Agree Strongly agree
VBR 0 0 0 36% 64%
Not VBR 0 0 10% 36% 56%
Question 3:
I understand how my role
contributes to improving
the patient experience
Strongly
disagree
Disagree Neither agree
or
disagree
Agree Strongly agree
VBR 0 0 0 45% 55%
Not VBR 0 0 9% 54% 37%
Question 4:
I would recommend CRH to my
family and friends as a safe
place to receive treatment
Strongly
disagre
e
Disagree Neither agree or
disagree
Agree Strongly
agree
VBR 0 0 0 55% 45%
Not VBR 10% 0 0 63% 27%
Question 5:
I would recommend CRH as a
good place to work
Strongly
disagree
Disagree Neither agree or
disagree
Agree Strongly agree
VBR 0 0 9% 36% 55%
Not VBR 0 9% 27% 36% 28%
Question 5:
I would recommend CRH as a
good place to work
Strongly
disagree
Disagree Neither agree or
disagree
Agree Strongly agree
VBR 0 0 9% 36% 55%
Not VBR 0 9% 27% 36% 28%
Costs of VBR
• Cost per candidate “traditional” = £81.88
• Cost per candidate VBR = £75.50
• It’s not about numbers it’s about getting
the RIGHT people through the door!
Conclusion
=
Candidate Feedback
Was fun and
helped me
relax
I found today really
enjoyable and helped
my confidence with
meeting new people
Very good
way of
getting us to
interact
Managers Feedback
“It has changed the way we look at recruitment, now we recruit for the future
not just the job on offer”
Andrew Jones, Director of Facilities
“The values based recruitment process has enabled our facilities service to
build a team that are fundamentally committed to improving facilities for our
patients and that have the core values that allow continued personal and
service development”
Chris Tann, Head of Estates and Capital Projects
“I would fully advocate any service use VBR in its recruitment process”
Justin Wyatt, Facilities Matron
Impact of VBR• Reducing agency spend and recruitment costs
• Boosting staff morale
• Creating a positive working environment
• Staff feeling valued and are more engaged
• Increased job satisfaction and staff retention
• Ensuring the patients receive the best care
possible
What Next?
• Keep improving the VBR process
• Embedding the values across our:
– Training programmes
– Working environment
– Appraisals
– Staff Charter
– Communications Pledge
– Career pathways for support staff
HCA Career Pathway
• HCA recruitment/staff retention problematic
• Values based career development pathway - Available to all facilities support staff
• Key Players– Facilities Services Senior Managers
– Clinical Skills Team
– Human Resources
– Senior Nursing Colleagues
Moving forward
• Hosted two information sessions
– Clinical skills
• Bespoke application pack
– Covering letter to candidates
– Application form
– Personal statement
– Learning contract
– JD & Person Specification – “inc values”
Next steps
• 14 applications received
• 4th December – short listing
• 9th January 2015 - Interviews
• Training to commence Early Feb 2015
• HCA vacancies to be filled by candidates
from the programme from April 2015
• Evaluate programme
Questions
Recruiting Health Care Assistants using Values
Jenny Richards
5 BOROUGHS PARTNERSHIP NHS FOUNDATION TRUST
About the Trust
• 5 Boroughs NHS Foundation Trust is a North
West based Trust
• We provide Mental Health, Learning Disabilities
and Community Health Services across Halton,
Knowsley, St Helens, Warrington and Wigan
• We employ 3,200 staff across 85 sites
• The Trust introduced its Values in 2011 and
these have been integrated into a number of
processes including the Performance Review
Process
Why did we want to introduce VBR?
• Trust Key Objective 2014 – 2015
• Complemented our existing ‘Coaching Culture’
and higher level ‘Culture of Care Strategy’
• It is the ‘right thing to do’ for our patients and
service users
• To improve the quality of staff recruited to our
organisation
• To improve the level of care we provide our
patients and service users
Why did we want to introduce VBR?
• Gloucestershire hospital nurses ‘too busy’ to feed patient. BBC
News, January 2013
• Whipps Cross Hospital workers jailed for patient abuse – three
health care assistants who abused elderly patients at Whipps Cross
University Hospital in East London hospital have been sentenced.
BBC News, August 2013
• Paediatrician who sexually abused boys found with 1.2 million
indecent images and videos. The Telegraph, October 2014
• Stafford Hospital: Dementia patient abused – an elderly man was
called an “animal” by one worker at Stafford Hospital, where up to
1,200 patients died prematurely. Sky News, February 2013
• Nurse on duty during Kieran Nichol death struck off – NMC struck
him off citing his lack of care for his patient and his “evident lack of
insight and remorse.” BBC New, January 2013
What did we want to achieve?
• To embed Values Based Recruitment across the
organisation
• To support recruiting managers to identify the ‘right’
people
• To produce a series of Values Based interviews
questions to use during the selection process
• To introduce other Values Based selection methods
• To implement relevant development sessions for
managers
HCA Advert
• Received 108 applications
• Shortlisted 32 applications
• 2 Stage Approach – Application questions
and values based interview
Added 4 values based questions to the NHS Jobs
application form.
1. Using your own words what does excellent patient care
mean to you?
2. Describe a time you needed to support someone who
was upset or distressed. What did you do?
3. Using your own words, what does treating patients with
'dignity and respect' mean to you?
4. Why have you chosen to work as a Nursing Assistant in
Mental Health? What difference do you feel you could
make?
The Tools – Application Form
The Tools - Interviews
Incorporated 5 core Values
with a series of question
options within each of these.
Values were aligned to the
Six C’s and Trust Values.
Inserted technical questions
aligned to the person
specification.
Clear, simple scoring criteria.
Interviews
• Interviewed 32 candidates – 45 mins per
interview
• We used values based questions based on the
6C’s–care, compassion, communication,
courage, commitment
• Also used 4 competence questions, one of
which was around safeguarding
• The answers we received were really good and
allowed the candidate to open up and show their
caring qualities
Peeling Back the Layers
Open Questions
Probing Questions
Funneling Questions
Contrary Evidence
Evidence of Values, Behaviours & Attitudes
1.How do you balance recruiting for values with the
difficulties of recruiting to nursing roles?
2.Which do you perceive to be the greater risk – a gap
in the nursing workforce or employing staff with
misaligned values?
3.Have you done any international recruitment of
nurses? If so have you used VBR?
4.Have you done any evaluation on your approaches to
VBR for nurses – if so what do the results show?
5.Is your chief nurse (or equivalent) involved in the
values based recruitment process?
Getting the right person
Attitude & values prioritised over everything else, including
experience & qualifications…
The case for change
• High Turnover
• Low retention particularly in the first year (52% of HCA leavers with less than one years service)
• Vacancy factor
• High sickness
• High temporary workforce spend
• Monthly advert, unmanageable number of applicants (120+), massive DNA rate at interview (20%), low numbers of appointable candidates (13%)
• Feedback
What did we change• Mandatory open events
• Change of person specification with emphasis on values and commitment to care
• Shortlisting for values rather than experience
• Interview emphasis on values and compassion
• Mandatory 2 week classroom induction aligned to organisational values
• Year long preceptorship and competency assessment
• ‘Buddy’ scheme
Values ThroughoutEssential
Aptitude & Personal
Qualities
Caring Motivated
Compassionate Sympathetic
Patience Reliable
Polite & Friendly
Approachable
Professional
Honest
Able to cope with emotionally stressful
situations
Values, Drivers & MotivatorsAbility to demonstrate our organisational values
& behaviours:
•Caring about what we do
•Respecting & Valuing each other
•Listening in order to improve (always seeking
to improve)
•Always doing what we can to be helpful
Committed to putting the patient first
Values Throughout…
Criteria to be assessed
(Please ensure consistency with Person
Specification)
Committed to putting the patient first (double weighting)
Compassionate/ caring/ friendly (double weighting)
Understanding of the role
More effective recruitment
0
10
20
30
40
50
60
70
80
90
100
Applicant DNA Appointable Recruited
Before
After
Results
• Sickness 8% to 6 %
• Turnover 17% to under 10 %
• Quarterly recruitment
• Recruitment costs £1000 to £600 per round
• Reduction in temporary workforce spend
• Process transferred to other staff groups
• Better job satisfaction (staff survey)
• Better patient satisfaction (reduced complaints)
• Registered nurses, domestics, phlebotomy
• Need to utilise for senior appointments along with fit and proper framework
Now embedding beyond entry
- Talent management
- Appraisal
- Performance
- Visually displayed to patients,
visitors and staff
- Start and end of meetings
- Business cases
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