Director of People - Royal London and Mile End Hospitals

About Barts Health Our group of hospitals provide a huge range of clinical services to people in east London and beyond. We operate from four major hospital sites (The Royal London, St Bartholomew’s, Whipps Cross and Newham) and a number of community locations, including Mile End hospital. Around 2.5 million people living in east London look to our services to provide them with the healthcare they need. As well as district general hospital facilities for three London boroughs, Tower Hamlets, Waltham Forest and Newham, we have the largest cardiovascular centre in the UK, the second largest cancer centre in London, an internationally-renowned trauma team, and the home of the London Air Ambulance. The Royal London also houses one of the largest children’s hospitals in the UK, a major dental hospital, and leading stroke and renal units. We're also proud to be part of UCLPartners, Europe’s largest and strongest academic health science partnership. The objective of UCLPartners is to translate cutting edge research and innovation into measurable health gain for patients and populations through partnership across settings and sectors, and through excellence in education.

For more information on Barts Health NHS Trust, please see:

• How we are managing the pandemic

• Annual reports and quality accounts

• CQC report

• Whitechapel Life Sciences Centre plans

• East London Health & Care Partnership

• Safe and Compassionate: Getting to good and outstanding

About The Royal London and Mile End Hospitals The Royal London The Royal London is a leading, internationally renowned teaching hospital based in east London. We have an overall CQC rating of Good, and we are rated Outstanding for both our care and leadership. The hospital has a budget of £578m and over 5,400 staff.

We offer a full range of local and specialist services, which includes one of the largest children's hospitals in the UK with one of London's busiest paediatric accident and emergency departments. Home to London's Air Ambulance, The Royal London is also one of the capital's leading trauma and emergency care centres and hyper-acute stroke centres, a major dental hospital and a leading renal unit. From its earliest days it stood at the leading edge of medical development and new initiatives. It had been the first hospital in England to house its own medical school, and in 1895 became the first to offer a preliminary training school for nurses. With a focus on education and training it would go on to become the home for many leading clinicians. The London Hospital was granted its Royal title by Her Majesty Queen Elizabeth II in 1990 to celebrate the 250th anniversary of its opening on the Whitechapel site. In 2012, with space in mind a new state-of-the-art hospital was built on the Whitechapel site. The new Royal London Hospital building was officially opened by Queen Elizabeth II in 2013. Mile End Hospital Barts Health provides a range of outpatient and diagnostic services on the Mile End site and we are excited to be opening a £5m centre of excellence early diagnosis centre from December 2020, planned and delivered in partnership with the North East London Cancer Alliance and our partners at BHRUT and the Homerton hospitals. This facility compliments the services that are located at Mile End Hospital and further develops the diagnostic and OP offer on the site. Mile End is also being developed as a surgical pain hub for the local system and this will be up and running in December 2020.We are proud to share the Mile End Hospital site with our system partners including East London NHS Foundation Trust, services for the GP Care Group, and Moorfields Eye Hospital who provide outpatient ophthalmology services on the site. The site also accommodates commissioner offices, research and training facilities for our academic neighbours at Queen Mary University of London, a Healthwatch base, the Whizz-Kids wheelchair services. The future of Mile End Hospital is exciting with a clear system and integration theme running through everything we do. There are further plans to build an MRI unit and move more outpatient and ambulatory services to site and away from the acute hub at The Royal London Hospital making services as accessible as possible for our local population.

WeCare about our ambition for excellence Our WeCare values shape everything that we do, every single day. They are visible in every interaction we have with each other, our patients, their families and our partners. WeCare about everything from the appointment letters our patients receive, to the state of our facilities when they walk through the door, to the care and compassion they receive when they are discharged. WeCare that the people who join our trust will hold the same values as we do, so our values are embedded within our recruitment and selection processes. WeCare that you feel valued working here, so our values also guide our training and development and performance and talent management. WeCare about working with suppliers that live and breathe our values too. We have come a long way on our journey to delivering safe and compassionate care. By embracing these values as the way we behave around here, we will achieve our ambition for excellence.

Michael PantlinGroup Director of People

Delvir MehetDeputy Group Director of

People

Aurea JonesDirector of People

Strategy

Felicity Found Director of People -Group

SvcesHospital/CSS

Damian McGuinnessDirector of People –

RLH&ME

Simon StewardDirector of People– WX

Nicole Porter-GarthfordDirector of People– SBH

Michael MagbagbeolaDirector

of People – NUH

Liam SlatteryDirector of People

Services

Roger DunlopActing Director

(COVID-19)

NEL & WEL People Programmes

Group structure and key dimensions Group model

People function structure

Group Clinical Services Group Support Services

Clinical Boards • Cancer • Cardiovascular • Children’s Health • Clinical Support

Services • Emergency care • Medicial • Surgery • Women’s Health

BARTS HEALTH GROUP

RHL & MEL People function The Role

The Opportunity At Barts Health, it is our diverse and talented people who make the real difference. Our vision is to be known for excellence and innovation, and for providing safe and compassionate care to the people of east London and beyond – and it is our colleagues who make that happen. We are now at a pivotal point in our development. Working in close partnership across the local health economy, with academic partners, and with national institutions, we have made significant changes in recent years, embedding a culture of improvement, accountability and ambition for the communities we serve. COVID-19 has put unprecedented strain on the NHS and Barts Health has been at the epicentre of the pandemic response: our colleagues have shown extraordinary skill, dedication, flexibility and compassion in caring for patients throughout.

The Director of People for Royal London and Mile End Hospitals will play a key leadership role within the Barts Health ecosystem, leading the delivery of a professional People service to a workforce population of 5,500, across 5 major acute divisions including the Emergency Department and Trauma Centre, plus the Mile End Hospital site. They will be empowered to shape a wellbeing strategy over the next 2 – 3 years, leading the long term health and wellbeing recovery for our staff, and ensuring we are able to care for all our patients. They will ensure the achievement of workforce targets and CIP delivery, employee engagement across sites, delivery of transformation, health and wellbeing, and Diversity & Inclusion agendas, at a national and local level. Reporting to the RLH Managing Director, the Director of People for RLH and MEH will determine the direction of corporate shared People services to meet the Site’s strategic objectives and delivery of corporate shared People services against KPIs, including Finance (workforce CIPs and pay control targets), Quality and Transformation. As the local leader for People, they will act as the strategic partner to the RLH leadership team to shape local strategies to meet services needs and ensure the consistent application of the agreed Trust wide People strategy, policies and processes. Where improvement or Transformation programmes are centred on a site, the Director of People will ensure the workforce component is designed, implemented and evaluated within the overall strategy and programme management framework. They will deputise for the Group Director of People when required, and will undertake leadership of Trust wide strategic People transformation programmes, as directed by the Group Director of People. Creating a collegiate and trusting relationship between the improvement programmes and site People teams is critical to the success of the People operating model and matrix-working across the Trust. As a key member of the Trust’s People leadership team (PLT), the Director of People provides senior colleagues with insight into local operational and strategic challenges, helping to ensure alignment between service needs and central People service delivery.

Main duties, responsibilities and results areas Strategic Leadership Understand the strategic priorities of the Trust and help translate these into

effective people management practices locally Provide expert support to help translate imperatives into people-priorities and

plans, using meaningful workforce metrics to monitor progress Provide expert insight into site, Trust and health and social care economy

strategic and operational challenges; ensuring alignment between local service needs and central service delivery

Actively promote the availability of staff support and wellbeing services and to support participation with cultural and leadership development activities and learning events

Function as an effective member of the Leadership Board and to deputise , when required for Royal London and Mile End Hospitals Chief Executive (e.g. chairing meetings in their absence).

Undertake highly complex programme and project work, as required, to support service transformation

Keep abreast of relevant national developments in workforce development , including employment law, benchmarking and innovation

Build, and maintain, positive and constructive working relationships with staff, staff representatives and peer networks

Support the Trust’s commitment to fairness, equality and inclusion through promotion of equal opportunities, pro-active monitoring of equalities information, training and evaluation

Ensure that risks associated with workforce improvement programmes are reported and managed

Manage the People site budget, contracts and related cost improvement programmes

Conduct regular reviews of people performance using a wide range of feedback and lead or initiate improvement activities involving staff, and external stakeholders

Provide coaching and facilitation support to managers to effect improved leadership competence and behaviours

Service Provision Provide a comprehensive service, ensuring effective translation from agreed

policies to local practice: drawing on highly specialist complex advice from the Trust’s central People functions as required

Provide expert workforce inputs, as required, to drive and support the highest standards of workforce performance and productivity; effective workforce planning & recruitment commissioning; effective staff involvement and engagement; interpretation of contractual terms and conditions of employment; positive participation in cultural change and staff wellbeing initiatives; and the introduction of management and staff self-service (systems, processes and use of information)

Plan, lead and support effective site change processes and participate in multi-site improvement programmes, engaging and involving staff at all levels

Facilitate and steer short, medium and long term workforce planning decisions to ensure best use of resources and alignment between service need and availability of suitably competent staff

Develop and implement workforce cost and value improvement programmes; using benchmark data to identify scope for improvement and providing expert inputs to drive effective delivery

Continuously develop, with central people teams, workforce reporting systems and KPIs; ensuring effective use of workforce intelligence (including benchmark data) to identify trends, challenges and opportunities and to inform wise workforce decisions

Provide expert advice in respect of employment legislation, regulatory compliance and interpretation of policy in complex cases; fostering a positive employee relations climate, and seeking appropriately creative solutions to local ER challenges. Act as an intelligent customer for shared workforce relations services as these evolve

Support the leadership team to effectively apply the Trust’s performance and reward principles and related frameworks; driving improved standards and exemplar local performance and leading leadership development and talent management processes

Interpret findings of Trust wide and local staff surveys; planning interventions to address local deficits and ensuring increasing levels of staff engagement and involvement

Drive, promote and support effective implementation of new workforce systems to help drive agreed benefits (for example, e-rostering and job planning systems)

Team Management Provide the highest standards of leadership and management to the teams

managed; coaching and developing staff to ensure best value, and appropriate levels of skill and competence

Role model and advocate a commitment to continuing professional development; ensuring everyone in the team maintains professional

standards and keeps up to date with relevant emerging national and international best People practice

Ensure effective performance management of staff; setting clear performance objectives and development plans and providing regular feedback to support exemplar performance and behavior

To provide personal support to key members of the leadership, management and operational teams; supporting them to improve their people-practice and to become increasingly confident and competent people-managers via training, coaching and mentoring, as appropriate

Engage team in the drive for excellence and continuous improvement to the benefit of patients

Person specification All candidates should bring the following:

Experience Essential Demonstrable track record in all areas of employee relations including

organisational change; performance management; equalities; TUPE transfers; policy development and implementation, complex case management and mediation processes

Extensive experience of staff and budget management including clear commitment to staff development and performance excellence

Experience of working as a Deputy HRD or equivalent Experience of leadership and delivery of Workforce or Operational

Transformation Programmes Significant experience of coaching and mentoring of staff at all levels, design

and development of focused learning interventions Evidence of positive contribution to workforce productivity and efficiency

initiatives including skill mix changes, role design and process improvement with proven track record in driving sustainable change and related quality improvement

Desirable Extensive experience in the positive and proactive management of staff

representative relationships and related negotiation processes Understanding of employment contracts pertinent to NHS workers Significant experience working at a senior level in a large, complex health

care organisation including input to development of workforce strategy and intelligent use of workforce information to inform strategic and operational decisions

Experience in project management with proven ability to deliver projects on budget and on time with benefits realized

Knowledge Highly developed specialist People knowledge gained through theoretical

learning and extensive senior level HR generalist experience Expert knowledge of employment legislation, current case law, best People

practice and health service workforce regulation regimes (eg CQC, NHSE/I) and significant experience of interpreting and applying same in a highly complex organisational context

Skills Ability to deliver effectively in a pressured environment; managing a range of

conflicting priorities and maintaining a customer focus at all times The highest standards of verbal and written communication and presentation

skills with the ability to tailor content to the needs of a wide range of audiences

Highly developed influencing, negotiation and persuasion skills with the ability to effectively handle highly sensitive issues and to achieve mediated solutions that mitigate the need for formal people process

A high level of political awareness with the ability to effectively manage the needs of multiple stakeholders

A proven commitment to personal and professional development Proven ability to use workforce and service data to inform wise decisions

focused on the needs of patients Credible facilitator of Board / senior management development

Personal Attributes A highly credible leader with a visible, engaging, motivational and inspiring

leadership style Excellent team player who is equally comfortable leading a team or being part

of one Creative problem solver and confident decision maker with a focus on

overcoming challenges to find solutions to highly complex issues An advocate of the Trust values, who will exemplify and consistently role

model behaviours A visible and credible leader; adopting a coaching and facilitative style to

ensure high levels of knowledge transfer, and increasing confidence and competent management of people-issues within the site/Network clinical and operational teams

Candidates must be: Degree level education or equivalent MCIPD / FCIPD or equivalent Evidence of continuing professional development to doctorate level or equivalent NHS Manager’s Code of Conduct As an NHS manager, you are expected to follow the code of conduct for NHS managers (October 2002). www.nhsemployers.org/ Safeguarding adults and children Employees must be aware of the responsibilities placed on them to maintain the wellbeing and protection of vulnerable children and adults. If employees have reason for concern that a patient is 'at risk' they should escalate this to an appropriate person i.e. line manager, safeguarding children's lead, matron, ward sister/change nurse, site manager, consultant (October 2002). www.nmc-uk.org/

Terms of appointment The appointment of the Director of People will be full-time. They will be expected to work across, and be visible to colleagues at, all of the trust’s sites. The Director of People for RLH/MEH will also be required to participate in the Royal London Site’s On-Call rota. Remuneration and benefits The salary for this role will be commensurate with the skills required to contribute effectively in such a large and complex organisation. NHS Pension Scheme The NHS provides an attractive pension scheme. Full details and the scheme guide can be found on the NHS Pensions website. Annual leave Annual leave entitlement is 33 days per annum (plus 8 bank holidays). The leave year runs from 1 April to 31 March.

How to apply Saxton Bampfylde Ltd is acting as an employment agency advisor to Barts Health NHS Trust on this appointment. Candidates should apply for this role through our website using code TAFABD. Click on the ‘apply’ button and follow the instructions to upload a CV and cover letter. Click on the ‘apply’ button and follow the instructions to upload a CV and cover letter, and complete the online equal opportunities monitoring* form. The closing date for applications is noon on Monday 26th April 2021. * The equal opportunities monitoring online form will not be shared with anyone involved in assessing your application. Please complete as part of the application process. GDPR personal data notice According to GDPR guidelines, we are only able to process your Sensitive Personal Data (racial or ethnic origin, political opinions, religious or philosophical beliefs, trade union membership, genetic data, biometric data, health, sex life, or sexual orientation) with your express consent. You will be asked to complete a consent form when you apply and please do not include any Sensitive Personal Data within your CV (although this can be included in your covering letter if you wish to do so), remembering also not to include contact details for referees without their prior agreement.