an organisational development approach to reviewing the Human Resource function and identifying the journey necessary to achieve ‘World Class HR’.

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GOOD PRACTICECASE STUDY

1. The need to review your HRfunction

We all know that NHS organisationsface a demanding and challengingfuture in the context of their strategicplans, government changes and reducedfunding availability. This will requiredifferent and new ways of working,leaner processes and redesign withinthe workforce. Important elements ofsuccess will be staff involvement, partnership working and the wellbeingof staff, all requiring underpinning byexcellent HR practices and innovativeworkforce redesign.

In order for this to happen, it will bevital to support HR functions and HRteams on a positive and rewarding journeythat aims to develop their roles andcapabilities utilising a number of toolsincluding the ‘Towards World Class HRin the North West’ framework and theCIPD HR Professional Map. Other toolswhich could also have been utilisedinclude the Peer review process and theHR and OD competency frameworks(see HR Competency frameworkoverview at Appendix 1). This will helpensure that the NHS has highly

competent HR functions, professionalsand models that support managers inmeeting the business needs of organisationsand deliver the workforce outcomesand staff wellbeing in the pursuit ofimproved patient care.

This approach has been the basis of areview of the HR function in Cheshireand Wirral Partnership NHS FoundationTrust during the summer / autumn of2010. It involved a number of diagnosticsthat contributed to forming a holisticpicture of HR performance and capabilitywithin the trust against a clear identification of strategic priorities andexpectations. This led to the developmentof a journey (development plan) for HRto ensure it is able to deliver these priorities and move towards theachievement of ‘world class’ HR.

2. The review stages

The approach to the review was agreedfrom the outset with the ChiefExecutive / Executive team to give it thepriority and backing necessary. The HRteam was also fully involved as this wasessential in the review and planningprocesses. Staff side also had the opportunity to make some input.

The 5 stages of the review included:

• Stage 1 - An assessment of current performance utilising the‘Towards World Class HR and ODmodel’ developed by the Institutefor Employment Studies (IES) onbehalf of the NHS in the North West.

• Stage 2 - Establishing the strategicpriorities and expectations forHR/OD at a workshop involving Trustexecutives and senior managers.

• Stage 3 - Identifying the focus andkey deliverables of HR to supportTrust priorities at a workshop withthe HR/OD team.

• Stage 4 - An assessment of currentprofessional capability within the HRteam using the Chartered Instituteof Personnel and Development(CIPD) HR Professional Map.

• Stage 5 - Development of a plannedjourney towards ‘World Class HR’,including discussions with the trust’sOperations Board members (includingsenior clinicians) about priorities for- and funding of – the future HRservice.

NHS NORTH WEST

A JOURNEY TOWARDS NHS

‘WORLDCLASS HR?’IN THE NORTH WEST

Assessment of current performance

The ‘Towards World Class HR’ modelsets out the key dimensions of HR andOD work as:

• A deliverer of HR/OD services

• A facilitator of people managementand development

• A provider of a policy and practiceframework

• The guardian of organisational values

• Delivering efficiency as well aseffectiveness

• Achieving a strategic focus andbusiness alignment

The attainment of ‘World Class’ is conceptualised as a series of buildingelements. The principal roles of ‘deliverer of services’ and ‘facilitator ofpeople management’ form the twomain pillars on which rest the foundations (efficiency) and buildingblocks (effectiveness) necessary toreach the pinnacles (strategic level)and thus aspire to be world class. Theother dimensions seen as enabling HRand OD on its journey are the extent towhich they create value, together with the degree to which it achievessustainable innovation. It cannot betruly world class without demonstratingits impact on the business and therefore this has been placed at theheart of the model.

NHS North West supported the development of the model whichutilises an on-line survey of current HRperformance. The Trust took advantageof the tool and the survey was completed by 72 Trust managers. Theresults of the survey helped to identifyareas of good practice and those areaswhere managers were dissatisfied withcurrent performance. The report compared the results with other similarmental health Trusts and also againstall Trusts across the NHS in the NorthWest. The results were key in identifying

the views of managers and also howthis compared with other HR functionsacross the North West.

The survey measured expectations versus perceptions by looking at thegap between what aspects of HR/ODline managers rated as ‘important’ andcompared this with if they were beingdelivered. Trusts across the North Westgenerally showed a gap of 59% on thiselement reflecting the HR service is notalways meeting important expectationsof managers. Further work needed tobe done to understand what was neededby managers including their prioritiesand expectations.

At this stage of assessing current performance organisations may wishto consider a range of evidence/data tosupport the Towards World Class HR(TWCHR) survey findings. These couldinclude:

• The use of peer review to considerand support findings. It is important that peer organisationschallenge and encourage eachother in the implementation ofaction plans, giving confidence thatactions are taking HR in the rightdirection.(http://www.employment-studies.co.uk/projects/nhsnw/)

• The NHS staff survey results providean indication of staff perceptions oftheir employment. These can be compared with reported perceptions of managers from theTWCHR customer survey results

• Assessing the delivery of HR targetsand standards to support peoplemanagement may be useful indetermining the success of the HRfunction and its level of businessalignment.

Establishing strategic prioritiesand expectations

A workshop was held with a group ofsenior managers and clinicians fromacross the Trust and was joined by theChief Executive and the ExecutiveTeam. The purpose was to establish thepriorities for HR/OD in support of theTrust’s business and to identify whatmanagers need and expect fromHR/OD services. A copy of the draftworkshop agenda is attached atAppendix 1.

The Executive team had previouslydrawn up its own list of trust prioritieswhich would require significant HRsupport. The Chief Executive describedthe priorities at the workshop and theExecutives raised a number of additionalareas that they saw as important forHR/OD. They also emphasised theirneed for the function to be ‘liberatingand transformational’

Managers at the workshop were presented with a summary of theTWCHR survey findings. They thenidentified the services that they neededfrom HR/OD, considered how bothmanagers and the HR function might dothings differently and more effectivelyand then went on to prioritise what ismost important to them. From theseexercises a list of priorities for HRemerged.

It was evident that a number of comments made were simply relatedto a lack of understanding about whatthe HR team currently did or hadalready planned to do; this mightreflect a lack of effective communication.An example of this was reference tothe need for less paperwork and moreon-line forms which will ultimately besubstantively addressed by the roll outof the ESR self service – a project whichwas already underway.

Managers did recognise that theywould need to support the HR team indeveloping the function and that theyhave experience and skills in service

STAGE 1 STAGE 2

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GOOD PRACTICECASE STUDY

change that could be shared. It wassuggested that the principles of existing approaches to more productiveand innovative systems utilised elsewhere in the trust, such as Leanand the Productive Ward programme,could be adopted by the HR team.

Identifying the key deliverables for HR to support Trust priorities

At a full day workshop, the HR Teammembers took into account Trust andmanagement priorities articulated during the management workshopand drew up an outline plan which,when fully implemented, would bestensure that HR both supports Truststrategic and operational priorities andthat progresses HR on a journeytowards being ‘World Class’. A copy ofthe workshop agenda is at Appendix 2.It also sets out to ensure that the HRfunction is able to meet the changingneeds of the organisation. This willrequire both new ways of working asintegral to the redesign of the functionand best use of resources.

The team also looked at what theycould stop doing or do differently.Some of these proposals were recognised as only being achievablewith the active and continuous co-operation of service managers.

Full involvement of the HR Team wasimportant in understanding both theneed for change and the transformationrequired to support Trust strategic priorities. It also ensured ownership ofthe resulting development plan.

Peer review could have added a further dimension at this stage by challenging and probing the assumptions and identified developments.

An assessment of current professional capability

In order to identify what HR practitionersneed to know, do and deliver at various stages in their careers, the HRTeam utilised the on-line CIPDProfessional Map to assess their stageof development against this model forHR excellence. The 10 professionalareas describe what HR needs to do(activities), and what they need toknow at 4 bands of professional competence and behaviours. Theprocess of identifying where thedepartment and individuals spendmost of their time and their level ofcompetence has contributed to anassessment of both current capabilityand also areas for development.

Some areas of activity were not asstrong but were not necessarily part oftheir current role. The tool does notappear to look at areas where individualsare competent but are not currentlyrequired to undertake as part of their role.

The resultant profile of the HR Team,based on the bands within the Mapand individual competence levels, wasextremely useful in showing who wasworking at each level and also wherethere was the potential for development.

The completion of the Map was verytime intensive and those who did sowere blunt when describing theprocess, finding it time-consuming anddetailed. This may have been caused bythe intensity of effort required over avery short time period to complete theassessment and feed into the review. Amore manageable process may haveincluded more of a phased approach tosupport continuing professional development and feed into annualreviews/appraisals (perhaps whereindividuals spend only an hour or twoa month updating their Map). The Mapalso provides suggestions for developmentto meet identified needs which couldsupport individual development plans.

At the team workshop the HR Teamtook the framework of priorities forHR and their assessment of current performance and capability to identifythe journey they need to take in moving toward being ’World Class’. Inaddition they identified strengths,development areas and capacity gaps.The gaps may require individual orteam development, new ways of workingor investment but will inform the wayforward for the team and the Trust. Indiscussing the results of the Map, itwas noted that some areas wherescores were not as strong reflectedaspects of work not currently fallingwithin the remit of HR staff.

The Map is a self assessment tool andcould be supported by use of the available HR competency frameworksfor HR Directors, HR Advisors, and HRBusiness Partners as well as use of theOD competency framework.

Developing the journeytowards ‘World Class’

Overall the review identified the following, which informed the development plan or ‘journey’ for HR:Manager’s views on the current HRservice (TWCHR survey) How the current HR service compares with thatof other similar Trusts in the NorthWest (TWCHR report) Trust prioritiesand expectations for HR (Managementworkshop) HR key deliverables to support the priorities (HR workshop)Assessment of current HR capability(CIPD Professional Map) Areas fordevelopment (HR workshop)

The plan, developed by the HR Teamset out the critical aspects of a journeytowards ‘World Class’ - including newways of working, development of theBusiness Partner role, leaner processesand the need for HR professionals toacquire further OD skills. The plandetailed the critical actions and proposed timescales, to a frameworkset out overleaf:

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GOOD PRACTICECASE STUDY

STAGE 3

STAGE 4

STAGE 5

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GOOD PRACTICECASE STUDY

TRUST PRIORITY TIMESCALE HR PRIORITY HR LEAD GAPS

HR intervention/action to supportthe Trust priority

Traffic light urgent(red)

Medium term(amber)

Longer term (green)

Identified priorityrequiring HR/ODsupport over the

next 3 years

who is responsiblefor taking this

forward?

What gaps inresources or skills

might affect delivery?

What staff or training isrequired?

Early involvementto support line

managers in planning and implementing

new andredesigned services

Example:Management of

change

HR Managers(HRBP)

Only 3 WTE HRMsable to work at this

level – need toinvest in their skillsand review level of

OD skills in thedepartment

The agreed that, working in partnershipwith managers and staff side to helpcreate an effective, healthy and motivated workforce which deliversimproved services for patients, the HRTeam must be able to respond toexpectations and implement theirdevelopment plan (journey) towards a‘liberated’ best in (and ultimatelyWorld) class HR service. The plan hasnow been adopted by the Trust andthe HR function has set out on its journey with regular monitoring andreporting of progress. A further surveyin 12 months time alongside a challenging and encouraging PeerReview will help ensure that progress isbeing made and the improvements aretaking the HR function in the rightdirection towards World Class HR.

NHS North WestMarch, 2011

A JOURNEY TOWARDS NHS “WORLD CLASS HR” IN THE NORTH WEST

ASSESS CURRENT PERFORMANCE USING TWCHROn-line survey

ESTABLISH STRATEGIC PRIORITIES FOR THE ORGANISATIONExecutive Team session

ESTABLISH PRIORITIES & EXPECTATIONS FOR HR WITH LINE MANAGERSLine Manager Workshop

IDENTIFY FOCUS AND KEY DELIVERABLES FOR HR TO SUPPORT PRIORITIES

HR Team workshop

ASSESS CURRENT HR TEAM AND THEIR PROFESSIONAL CAPABILITY USING CIPD PROFESSIONAL

MAP AND HR COMPETENCY FRAMEWORKSComplete CIPD Professional Map on-line

WORK WITH THE HR TEAM TO DEVELOP THE JOURNEY TOWARDS WORLD CLASS

HR Team session/workshop

PROGRESS THE JOURNEY WITH BOARD SUPPORT AND MONITORING

9.20 Arrive and coffee

9.30 Introduction, overview of the

workshop And the ‘Towards

World Class HR’ Model Facilitator

9.35 Trust strategic priorities CEO

10.00 HR - current role, activity and

TWCHR survey feedback HRD

10.10 What are you looking for

from HR? “Identifying

expectations” exercise Facilitator

10.50 Coffee

11.05 ‘Doing things differently’

exercise (in small groups) Facilitator

1. what could HR stop doing to

release more time for priorities?

2. How could HR do things

differently?

3. What could you do differently

to optimise HR performance?

12.00 Ranking priorities Facilitator

12.20 Next steps – the HR journey

towards ‘World Class’

performance Facilitator

12.45 Closing remarks HRD

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GOOD PRACTICECASE STUDY

APPENDIX 1

HR PRIORITIES & MANAGEMENTEXPECTATIONS WORKSHOP

Purpose of workshop: To identify Trust key priority

areas over the next 3 years that will require HR / OD

support, to better understand the TWCHR survey

results and to establish management expectations

of the HR function.

Workshop details:

Facilitator:

9.30 The review so far and what

we want to achieve today Facilitator

9.50 Results of the ‘Towards

world class HR’ survey

What are the priorities and

expectations for HR/OD

identified from the manager

workshop? HRD

10.40 What can we stop doing, do

differently etc Facilitator

11.10 The HR Professional Map –

what has this told you,

individually and as a team?

Where are the strengths and gaps?

What has it not told you? Facilitator

1.00 Lunch break

1.30 Drawing up the plan -

What will the journey towards

World Class HR look like in terms

of structure, roles, deliverables,

development etc? Facilitator

4.30 Final remarks and close HRD

APPENDIX 2

HUMAN RESOURCE TEAM WORKSHOP RE:A REVIEW OF HR SERVICES 2010

Agenda

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• Michelle Webb

Programme Manager - Strategic HR

Email: Michelle.Webb@northwest.nhs.uk

Telephone: 0161 625 7339

CONTACT FOR FURTHER INFORMATION