item 12 report to the board of directors 25 may 2017 · the vacancy rate has levelled out at 13%....

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Report to the Board of Directors – 25 May 2017

Report title HR Strategy Action Plan Q4 Report

Report from

Sally Storey, director of human resources

Prepared by Sally Storey, director of human resources Rick Witham, workforce information manager Vanessa Donovan, learning & development Denise O’Meara, HR business partner

Previously discussed at

Attachments None

Brief summary of report

This is the final HR strategy report for 2016-17.

The report is in three sections. The first section draws out some of the highlights of the year. The second provides key workforce performance indicators including mandatory training. The third and final section describes progress against the HR strategy action plan for the quarter.

Key headlines from the indicators and the action plan are that the clinical management structure is now in place and the development plan to support it is well under way. The trust’s work on leadership has been recognised by being chosen to pilot a new Leadership Academy development programme, and our work to dramatically increase apprenticeships has started. Our Moorfields’ Stars event was a great success. We have worked hard to comply with the new IR35 tax rules affecting temporary staff, we have relaunched our policy that supports staff to raise concerns, and our externally funded project to improve retention and reduce vacancy levels has started. Key workforce performance indicators are broadly stable.

Action Required/Recommendation.

The board is asked to note the report.

For Assurance For decision For discussion To note √

Item 12

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Q4 HR Strategy Report - highlights

Clinical management restructure

The year concluded with much of the new clinical management structure in place, and robust interim arrangements in place for those roles that were not appointed to within the first round. A mixture of internal and external appointments were made, through a comprehensive and rigorous programme of assessment centres and interviews. Two rounds of assessment centres and interviews were held, and resulted in all but two of the twelve new posts successfully filled. Robust interim arrangements are in place for the remaining two roles, whilst permanent appointments are secured.

In March 2017, we launched a comprehensive development programme to support the transition of our newly established clinical divisions to semi-autonomous business units. The programme is designed to embed multi-disciplinary partnership working and develop the practical leadership skills needed to enable success of the new divisions.

The programme will support the new appointees over the course of a year, through a series of workshops, coaching and action learning sets. Within the programme there are two joint sessions with executive directors to ensure joined-up working and ensure that an environment is created from the top down that supports the new teams to flourish and the new divisions to operate as intended.

Leadership and management development

We continue to invest in our leaders more generally through a range of programmes. At the start of the year, we ran a successful master class series of one day workshops to support the national on-line Edward Jenner programme delivered by the NHS Leadership Academy. This programme is designed for aspiring and very new leaders, and one of its key benefits is the multi-disciplinary, multi-site mix which has helped our professionals to improve team working across the trust.

As a result of our success in the local Edward Jenner programme, the trust was chosen to be one of the first trusts to run the new Mary Seacole programme, the first specialist trust and only the fourth trust to join the scheme. This programme is for people in a formal leadership position with responsibility for people and services, We have trained local facilitators, the first four cohorts have been booked, and the first started in March 2017. We supplement the national set course with 360 degree feedback for all delegates, and coaching as appropriate.

We continue to provide other management and leadership programmes and have run a multi-disciplinary master class series for senior leaders from across the trust with internal and external speakers. We have supported a wide range of clinical and corporate management teams with team development, including team and individual coaching as required.

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Apprenticeships

Significant work was undertaken during the year in preparation for the introduction of the apprenticeship levy in April 2017. The levy is applied to all employers with a pay bill of more than £3m, and amounts to about £420,000 per annum for the trust. The trust can claim back what is invests in the development of apprentices up to the value of the levy plus a 10% government top up. This money, about £460,000, can be spent on formal development for apprentices, not on their salaries or any internal costs. Apprentices can be current staff, they do not need to be wholly new recruits, and can be at a range of levels including managerial.

In order to maximise the amount we recoup, there is a need to dramatically increase the numbers of apprentices employed within the trust. Although we are already targeted on increasing apprenticeships across the Trust as part of the commitment to double the number working within the NHS, the numbers we were engaging were small in comparison with this new challenge.

We appointed a dedicated apprentice scheme manager, and he has worked with our communications and recruitment teams to increase the visibility of apprenticeships. He is promoting apprenticeships across the trust and has started to have some success. The next step is to develop a strategy within which apprenticeships are prioritised, if we are to gain maximum benefit from the levy. This is now a priority within our corporate objectives for 2017-18.

Annual Moorfields’ Stars event

Our annual Moorfields’ Stars ceremony took place in March 2017. This is a high-profile event, generously supported by Moorfields Eye Charity.

This was the 8th annual event, and our biggest celebration so far, with more of our staff being recognised and rewarded for exemplifying The Moorfields Way. New categories were introduced this year to recognise achievements across our service to patients, research and education. Academic achievements, and long service, were also recognized.

Nearly 300 staff attended, and we received a record number of nominations for the competitive awards this year, including almost 200 nominations from patients for the new patient choice award.

Supporting staff to raise concerns

Following the report by Sir Robert Francis, our Freedom to Speak Up (including Whistleblowing) Policy was revised and relaunched to provide a straightforward and simple process that encourages staff to raise concerns. We appointed an independent freedom to speak up (FTSU) guardian, the trust’s vice-chairman, to work alongside the director of human resources and the director of corporate governance (who also hold FTSU guardian roles). Alongside our FTSU guardians, our volunteer staff contact officers provide a confidential conduit and source of staff support, and are trained to be confident in helping colleagues understand their options, and how to deal with issues that are bothering them and which they do not feel comfortable discussing with their line manager or more senior members of staff.

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Tax changes affecting temporary staff

During the latter part of the year the trust undertook detailed work in preparation for new responsibilities in relation to taxation, set out in rules commonly referred to as IR35. These changes primarily affected temporary and interim workers engaged through personal services companies, and are designed to ensure that where appropriate, they pay similar tax to those directly employed.

An extensive exercise involved detailed discussions with each temporary worker, and changes made included bringing a number of them on to contracts of employment, or changing their arrangements to ensure that they were not in a position to evade appropriate tax.

Project to improve recruitment and retention

Work has now started on the retention project that is externally funded. An external consultant has started work on a detailed analysis of hotspots, reasons for turnover and recommendations to improve retention. Internal backfill has been arranged to release the Recruitment Manager to focus on specific recruitment hotspots, as well as developing Moorfields’ recruitment presence in social media. He will be able to start this work as soon as the backfill for his replacement has been recruited.

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Workforce metrics

Headlines and overall KPIs

The rolling annual sickness rate has risen slightly from 3.1% to 3.5%. The increase is the result of improved reporting of sickness as e-rostering is being rolled out across the trust, and is still below the Trust KPI Target of 4%.

The turnover rate has remained steady at around 21%, whilst stability is also unchanged at around 81%. Both figures are affected by the large number of staff on short-term contracts, such as trainees and clinical fellows, whose departure is planned.

Overall Headcount and FTE in post remain stable.

The vacancy rate has levelled out at 13%. Vacancy hotspots are the subject of close scrutiny within management teams, supported by their HR Business Partners.

Please note: The figures provided in this section of the report include all paid employees including locums, and exclude contractors, unpaid honorary contract holders and volunteers.

Key workforce metrics: Summary

KPI Target Q1

2016-17 Q2

2016-17 Q3

2016-17 Trend RAG

Full Time Equivalent (FTE) N/A 1830 1827 1815

Headcount N/A 2157 2197 2165

Vacancy Rate N/A 12% 14% 14%

Turnover N/A 24% 22% 22%

Stability N/A 79% 81% 81%

Sickness (quarterly) 4% 3.2% 3.2% 3.2%

Sickness (rolling annual) 4% 3.1% 3.1% 3.1%

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Key workforce metrics: By KPI

Sickness Absence

Reported sickness levels have risen slightly, though are still within the trust’s target rate of 4%.

The increase is due to improved reporting as a result of the roll out of e-rostering. Monthly

sickness rates are reflected by the dotted blue line in the chart above.

Retention

Turnover has remained stable throughout Quarters 2 and 3, currently at 21%. Future reports will

also look at Voluntary Turnover, as well as turnover rates by Staff Group. This will strip out the

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

Sickness Absence

Sickness (monthly) Sickness (rolling annual)

10.0%

15.0%

20.0%

25.0%

30.0%

Turnover

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staff who are engaged on fixed term contracts of a year or less, such as trainees and clnical

fellows, whose planned departure inflates the turnover figure.

Voluntary Resignation was the main reason for leaving during the 12 months to the end of

Quarter 3, accounting for over half of leavers. However it should be noted that the reason for

leaving was not recorded for nearly a quarter of leavers.

¹Where known

Relocation was the man reason for Voluntary Resignation, followed by Better Reward Package

then Work-Life Balance. Unfortunately nearly half of our voluntary leavers had their reason

recorded as ‘Not Known’ (these have not been included in the chart above). We therefore need

to ensure managers are reminded of their responsibility for completing Leavers’ information

accurately and wholly, so that we can carry out more meaningful analysis of the information.

53%

24%

10%

5%

4% 4%

Reasons for Leaving Jan 2016 - Dec -2016

Voluntary Resignation

Not recorded

End of Fixed-Term Contract

Retirement

Employee Transfer- TUPE

Other

31%

19% 17%

16%

8%

5% 4%

¹Reasons for Voluntary Resignation Jan 2016 - Dec 2016

Relocation

Better Reward Package

Work-Life Balance

Promotion

Lack of Opportunities

Undertaking furthereducation/training

Child/Adult Dependants

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Staff Group ¹Average Leavers’

Tenure (years)

Additional Clinical Services 3

Additional Professional Scientific and Technical 3.5

Administrative and Clerical 2

Medical & Dental 1

Nursing and Midwifery Registered 1.5

Trust Overall 2

¹Calculation based on the Median figure. Figures exclude Students and Doctors in Training

The average (median) tenure of leavers over the 12 months to the end of this quarter was 2

years. The were variations between staff groups, for example Nurses were most likely to leave

during their second year of service, whilst Professional Scientific/Technical staff (e.g.

Optometrists) tend to stay with us for longer.

Our Stability rate remains at 81%. The Stability rate is a method of measuring staff retention, by

calculating the proportion of ‘stayers’ who were with us a year ago and are still here today – i.e.

those who have stayed with us for at least 12 months. Looking at longer-term retention, our

current 2-year Stability rate is 70% which is only marginally lower than it was at the start of 2016.

Thus our staff retention rates have remained stable.

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Stability

Stability (12 months) Stability (2 years)

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Workforce size

The size of the organisation’s workforce has remained steady over the past year.

Vacancy Rate

The Vacancy rate had increased over the previous quarter, but as at the end of Quarter 3 it had

levelled out at 14%.

0

500

1,000

1,500

2,000

2,500

Workforce size

Full Time Equivalent (FTE) Headcount

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

Vacancy Rate

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Workforce Metrics: Definitions/Calculations

Sickness

Absence

Sickness Absence is calculated based on the number of hours lost as a percentage of

the hours available within the specified period – either a month or a rolling year.

Rolling Annual Sickness is a standard NHS-wide measure that looks at total absence

over the past 12 months rather than just the current month. This provides a more

informed view of absence rates within the organisation because seasonal and other

fluctuations are ironed out.

Turnover

Turnover is calculated by taking the number of Leavers (headcount) in the specified

period divided by the average Staff in Post in that period. The intention is to exclude

fellows and doctors in training from this calculation in future.

Stability

Stability is calculated as the percentage of employees who were with us 12 months ago

who are still with us today.

The intention is to exclude fellows and doctors in training from this calculation in future.

Vacancy

Rate

The vacancy rate is calculated based on filled posts compared to the budgeted

estbalishment. This information is currently held within the Finance system.

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Mandatory training compliance

Subject Target Q3 2015-16

Q4 2015-16

Q1 2016-17

Q2 2016-17

Q3 2016-17

Q4 2016-17

Appraisal 80% 61% 51% 73% 74% 79% 70%

Adult Basic Life Support 80% 72% 68% 69% 65% 67% 69%

Child Protection 1 80% 83% 83% 81% 82% 84% 87%



Corporate Induction 60% 90% 90% 89% 89% 90% 90%

Conflict Resolution 60% 81% 83% 86% 66% 73% 79%

Equality & Diversity 80% 84% 91% 91% 91% 91% 92%

Fire 80% 81% 82% 79% 80% 81% 84%

General Health and Safety 70% 86% 88% 87% 87% 89% 91%

Helping Visually Impaired People

50% 72% 78%

Infection Control level 1 80% 84% 86% 86% 88% 88% 90%

Infection Control 2 (Patient Areas)

80% 57% 83% 83% 75% 81% 82%

Information Governance 95% 87% 94% 87% 89% 87% 96%

Local Induction Checklist 60% 81% 86% 88% 86% 85% 85%

Mental Capacity Act 30% 47% 52%

Object handling 80% 72% 69% 77% 77% 76% 81%

Paediatric Basic Life Support 80% 59% 73% 63% 61% 61% 61%

Patient handling 80% 79% 66% 69% 63% 76% 82%

Prescribing Practice 80% 79% 84% 83% 78% 78% 84%

Risk & Safety Management 70% 82% 75% 75% 72% 70% 75%

Safeguarding Adults 80% 82% 82% 81% 82% 84% 86%

e-Learning – e-learning packages are now in place for the ten highest volume core

mandatory subjects and from this month new starters are being asked to complete them as

part of their on-boarding process and before they start.

Appraisal has improved but is still below target and is the focus of continued efforts.

Adult Basic Life Support and Paediatric Basic Life Support are the focus of strenuous

efforts now that data challenges in the Insight system are being addressed. E-learning is

helping, but cannot replace entirely the need for physical assessment of competence. Some

challenges remain in relation to a shortage of suitably sized training space.

Conflict resolution has improved and is nearly on target following heavy promotion.

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HR Strategy Action Plan

The following section provides an overview of HR activity in support of the Trust’s overall

vision and strategic objectives.

HR Action Plan 2016-17 – summary

and progress report Lead Q1 Q2 Q3 Q4 Comment on progress in

current quarter

TALENT MANAGEMENT

Refresh the organisation’s talent map,

develop our best people to lead our

organisation and identify gaps that we

need to address.

RB G G G G

12 month development

programme for new clinical

management structure leaders

is well under way. Executive

directors reviewed their own

progress towards the creation

of the right environment for the

new divisions to flourish as

semi-autonomous business

units, with positive results..

RECRUITMENT & RETENTION

Benchmark recruitment KPIs to ensure a

reduction in time to hire and that

customers’ needs are met. SM G A A A

High turnover in the

recruitment team has

continued, impacting on

business as usual. The

development of benchmarks

will be picked up once the

team stabilises.

Identify recruitment and retention

hotspots, and develop action plans. HRB

Ps G A A G

Hotspots have been identified

within the retention project that

has now started.

Increase the use of social media to

promote employment within the trust and

reach a wider audience. SM G A A A

Backfill has now been

engaged to release the

Recruitment Manager to focus

on this work.

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current quarter

Review on-boarding processes to ensure

that staff effectiveness and engagement

is maximised. RB G G G G

Positive feedback received on

induction process. Some

changes made in response to

suggestions. Further

development will follow as part

of the retention project.

CQC PREPARATION

Complete the review of HR polices

D

O’M G G G G

HR policy reviews completed

on time and schedule up to

date.

Ensure robust contractual arrangements

support the trust’s use of other trusts’

staff in satellites

SS G A A A

Recommendations still in

development

DEVELOPING THE ORGANISATION

Develop HR & OD strategy following the

trust’s strategy refresh. SS G G G G Priority actions for 2017-18

identified.

Strengthen clinical engagement across

the Trust by implementing the clinical

management structure review

recommendations relating to our

structure, roles and governance

processes.

JQ G G G G

A further assessment centre

and interviews have been

conducted and two further

posts filled. Two roles remain

unfilled, and interim

arrangements are in place.

Embed The Moorfields Way (TMW) and

evaluate the difference it is making

through improved performance in the

friends and family test.

AC G G A G

Q3 staff FFT results published

and the proportion of

respondents who have

reported that TMW is making

a positive difference has risen

further to 53%.

Implement the recommendations from

the 7 day services review.

SS A G A G

Service plans in place for

2017-18 which incorporate

plans for extended (six and

seven day) working as

appropriate.

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current quarter

JUNIOR DOCTOR CONTRACT

IMPLEMENTATION

Develop and implement plans to

introduce the new junior doctors’

contract. EJ G G G G

Rotas assessed and two out

of six require amendment to

comply with anticipated

requirements. Guardian of

Safe Working has stepped

down, new appointee lined up.

EDUCATION STRATEGY

Recruit a Director of Education to lead

and develop an integrated education

directorate. SS G A R R

Unsuccessful interviews in

December 2016. Further

interview in April 2017 but sole

candidate withdrew.

Executive search

recommenced.

Complete and gain approval for an

education business plan that describes

how education will develop and grow. SS A A R R

This action is contingent on

the appointment of a director

to lead this work.

Develop an expanded apprenticeship

scheme of between 80 and 100

apprentices in preparation for the

introduction of the Apprenticeship

Levy in April 2017

RB G A G G

Apprentice Programme in

place to expand the trust’s

cohort of apprentices to meet

the criteria to retain the levy.

EQUALITY, DIVERSITY & STAFF

WELL-BEING

Review the trust’s work to meet the

requirements of the workforce race

equality standard (WRES). TBC A A G G

WRES data published, and

plan reviewed and

incorporated in Focus on

Inclusion publication.

Revisit trust statistics on discipline and

grievance by ethnic group and determine

whether further action is needed to

address any inequality of treatment

TBC A A A A

Part time E&D lead now

assigned. This work is now

planned as a priority in 2017-

18

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current quarter

Develop and implement health and

wellbeing plan to secure CQUIN funding

in 2016-17.

D

O’M G G G G

CQUINN plan delivered,

including a range of physical

and mental wellbeing

activities, a successful Health

and Wellbeing Week, and 33

teams trust wide that

completed the Global

Corporate Challenge of a

virtual walk around the world

in 100 days.

Red Significantly behind

target Amber

Progressing but behind

target Green

On target/complete

item 12 report to the board of directors 25 may 2017 · the vacancy rate has levelled out at 13%....

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