#nhsworkforcesupply

www.nhsemployers.org/workforcesupply

#nhsworkforcesupply

Tier 2 reviewGovernment response to Migration Advisory Committee

recommendations

Richard Jackson

Migration Policy Unit

30 March 2016

Tier 2 review – timeline

4

• MAC commissioned in June 2015 to advise on restricting Tier 2 to

genuine skills shortages and highly-specialised experts, but with

flexibility for high value roles and key public service workers

• MAC call for evidence July – September 2015

• MAC review of salary thresholds published in

August 2015

• Full MAC report published 19 January 2016

• Government responded 24 March 2016

• Changes will be implemented autumn 2016 and April 2017

Nurses review – timeline

5

• On 15 October 2015, the Home Secretary announced nurses

would be temporarily added to the Shortage Occupation List,

pending a full review of the evidence by the MAC

• MAC call for evidence Nov – Dec 2015

• MAC report published 24 March 2016

• Government responded 24 March 2016

• Changes will be implemented in the next available Immigration

Rules changes – currently planned for autumn 2016

Salary threshold

6

• Tier 2 (General) threshold will increase to £25,000 in autumn 2016

and £30,000 in April 2017 for experienced workers

• Will only apply to those applying under Tier 2 for the first time

• Current threshold of £20,800 maintained for new entrants

• Nurses, medical radiographers, paramedics and secondary school

teachers in mathematics, physics, chemistry, computer science and

Mandarin will be exempt from the new salary threshold until July 2019

Nurses

7

• Nurses will remain on the Shortage Occupation List

• Weighting in the limit and exemption from £35,000 settlement

threshold will continue to apply

• BUT employers will need to carry out a Resident Labour Market

Test

• In future, nurses will also need to provide a NMC decision letter

(Currently they need to have passed the NMC’s Computer Based

Test)

Immigration Skills Charge

8

• Applies to Tier 2 (General) and Tier 2 (Intra-Company Transfer)

• £1,000 per sponsored worker per year, paid when assigning CoS

• Lower rate of £364 for small businesses and charities

• Exemptions when sponsoring students switching from Tier 4, PhD-

level occupations and ICT graduate trainees

• Money raised will fund training for resident workers

• Will apply from April 2017

• Further details - including how funds will be spent – will be set out

in due course

Other Tier 2 changes

9

• Overseas graduates of UK universities weighted more heavily in

the limit, from autumn 2016

• Graduates will be able to switch roles within a company once they

have secured a permanent role at the end of their training

programme, from autumn 2016

• We will waive the Resident Labour Market Test and give extra

weighting within the Tier 2 (General) limit to applications associated

with the relocation of a high-value business to the UK or, potentially,

supports an inward investment, from April 2017

• Various changes to Intra-Company Transfers, including reducing

categories from four to two, and applying the Immigration Health

Surcharge

Other recommendations

10

• The Government has accepted the MAC’s recommendation that

there should be no restrictions on the work rights of Tier 2

dependants

• The Government has accepted the MAC’s recommendation that

there should not be a time-limit applied to occupations on the

Shortage Occupation List

Proposals the Government will not be

taking forward

11

• The Government will not include students switching from Tier 4 to

Tier 2 in the annual limit nor apply the RLMT. The Government will

maintain its excellent offer for international students looking to study

in the UK

• The Government will not increase the ICT experience requirement

from 12 months to two years, nor require third party contractors to

qualify under a separate category

12

Other changes we are making

Fee changes – March 2016

13

Entry clearance Leave to remain

Old New Old New

<3 years, shortage occupation £428 £437 £428 £437

<3 years, other occupation £564 £575 £651 £664

>3 years, shortage occupation £801 £873 £801 £873

>3 years, other occupation £1,128 £1,151 £1,302 £1,328

Old New

Certificate of Sponsorship £199 £199

Indefinite leave to remain £1,500 £1,875

Settlement changes – April 2016

14

• Tier 2 migrants will need to be paid at least £35,000 when applying

for settlement from 6 April 2016

• Announced in 2012 as part of wider settlement reforms

• Exemptions for shortage occupations (including nurses), PhD

occupations and those sponsored before 6 April 2011

• Shortage exemption applies if individual sponsored while job was

on the list, even if removed from the list at a later date

• Threshold increases in line with wage inflation – rates until 2021

set out in the Immigration Rules and Tier 2 policy guidance

Closure of transitional arrangements

15

• Tier 2 skills threshold raised from NQF 3 to NQF 4 in April 2011,

and from NQF 4 to NQF 6 in June 2012

• We will close provision for extension / change of employment

applications at NQF 3 in April 2017 and NQF 4 in July 2018

• This gives workers more than sufficient time to apply to extend their

stay for long enough to reach the qualifying period for settlement

• Workers sponsored at these NQF levels will still be able to apply

for settlement beyond these dates

Simplification

16

• Alongside these changes, we will simplify the Immigration Rules for

work categories

• Similar approach to the new visitor Rules introduced in April 2015

• New rules will use plainer language, clearer structure and be easier

to understand

• Early thinking is that the Tier structure and points tables will be

removed

• Further details will be available in due course

Reminders – common issues

17

• Overseas nurses must have passed the NMC’s Computer Based

Test before sponsors can apply for a Restricted CoS

• Where the RLMT applies, CoS must confirm Universal Jobmatch

advertising

• Restricted CoS are valid for 3 months – If they will not be needed in

this time, please return them to UKVI so they may be re-allocated

• Any queries – see https://www.gov.uk/browse/visas-immigration or

contact BusinessHelpdesk@homeoffice.gsi.gov.uk

#nhsworkforcesupply

#nhsworkforcesupply

#nhsworkforcesupply

An innovative and focussed Recruitment Campaign

Superhospital

Campaign Overview

• Social Media

• Mobile-enabled Website

• Fast-Track Recruitment

Social Media

• Staff

• Friends & Family

• Current ‘Members’

• #Superhospital

• ‘Like and Share’

• Personalised

• Timing

Website

• Mobile-enabled website

• Easy to Use

• Link to Events and Jobs

• Tone and Image

• Authenticity

Recruiting the Staff …

• Careers Event – June 2015 Awareness & Interest Featured Staff

• Recruitment Open Weekends – August 2015 Fast-track process Offers on the day

Lessons Learned …

• Make it Personal

• Permission

• Pace of Recruitment

• Volumes

What Now?

• ‘Flu Fighter Champions

• National Interest in key staff

• Case study/podcast

• Sustaining the momentum

#nhsworkforcesupply

Values Base Recruitment (VBR) /

Centralised Recruitment in NTW

Jessica White, Recruitment and ESR Officer

Heather Turner, ESR Coordinator

Our Trust • Mental Health and Disabilities Trust

• Inpatient and Community Services

• 8 Main Hospital Sites

• Community Focus

• 2,200 square miles

• Specialist Services

- including neuro

rehabilitation

Turnover:

£300 millionStaff:

6,500

Population:

1.4 million

Embedding the Values

• Chief Executive Events

• Appraisals/Supervision

• Shared Team Objectives

• Training

• Leadership Development

Aligning Recruitment & Values

Underpinning the Recruitment• Partnership Approach - Working Group

• Assessment Centre Model (minimum 3 elements)

• Interview Panels

• Expectation of role and Development Opportunities

• Consistency throughout

• Shortlisting and Observer awareness sessions

• Numeracy, Literacy and Medication Management Testing

(if applicable)

• Standardised Questions (Values and Competency)

• Robust Allocation process

Our Journey…• Pilots

• Specialist Services

CYPS

• Nurse Bank

• Launched Trust wide January 2014

• Centrally administered

• 12 Nursing Campaigns to date

• 4 Admin Campaigns

• Principles adopted by other services, e.g. Estates,

Workforce

Our Journey…Campaigns 1 - 3• 3 separate days

• Tests

• Group Exercise

• Interview

• Long times scales

• Heavily resourced

• Candidates unhappy

• Managers felt delays

Change was needed……

Our Journey…Development

• New Model – 1 day event

• Increased marketing strategy

• Twitter

• Radio

• Newspapers/Internet

• Internal Engagement

• Information points at various Trust sites

• Trust Bulletins

• Internal Twitter Feed

• Trust wide updates

New Model

Group A Testing Testing Group

Exercise

Group

Exercise

Break Interview

Group B Testing Testing Group

Exercise

Group

Exercise

Interview Break

Group C Break Interview Testing Testing Group

Exercise

Group

Exercise

Group D Interview Break Testing Testing Group

Exercise

Group

Exercise

Group E Group

Exercise

Group

Exercise

Break Interview Testing Testing

Group F Group

Exercise

Group

Exercise

Interview Break Testing TestingPre

senta

tion

The Assessment Day • Presentation

• Numeracy & Literacy (Medicine Management if applicable)

• Group Exercise• 3 Exercises

• Observed and marked during exercises for behaviours that

underpin our values

• Interview (Values and Competency)

• HR presence linking to quicker turnaround• DBS, references, and right to work checks

• Hospitality

Our Journey…Campaigns 4 - 6• Increased resource

• HR

• Trust Management

• Leadership Team

• Venues

• Positives outweigh resources

• Quicker timescales

• Better attendance

• A holistic approach

• Better engagement with candidates

Venue• Cost to source a venue

– 2 large rooms, 6 interview rooms and area for

resource

– Cost for hospitality

• Creative to save costs

– e.g. using HR when we had moved out

• HR put through a proposal

and ….we got a home!

Venue…..

Panel Allocation• Panel Leads (Reps from all Services)

• All Applicant preferences logged

• Core Team

– HR Rep, 2/3 Senior Clinical Nurses

• Preferences

– Panels built around specialities

– e.g. LD Nurse

• Panel Members

– Backgrounds considered

– Try to represent all groups

Offer Allocation• Paper work collated by HR

• Candidate front sheets with summary

• All Panel leads invited

• Vacancies on Screen

• Go through keys area

– at risk, funding etc.

• Start with any internal applicants

• Each successful applicant considered indvidually

– if 2 applicants successful and 1 vacancy, highest scoring

• Once everyone allocated offers made

Our Journey…Mid Point Evaluation

Evaluation;

Manager feedback

Away day with working group

Transformation Director review

Resource evaluated

Nursing Shortage

Leadership in Senior Nurses

Attraction, on boarding,

induction, engagement

Our Journey…Campaigns 7 - 10• Open Days/Promotion

• Targeted Newly Qualified 6 Months in advance

• Dedicated resource

• Revamped Group Exercises

• Added elements;

– Discussion Topic

• Negativity Feedback;

- Numeracy and Literacy

• Time, Relevance, Support

- DNA Rate – Waste of Panels time

Our Journey…Promotion

Our Journey…Campaigns 11-12• NHS Jobs utilised

Application Questions

Hard to recruit areas

• Numeracy and Literacy Changed

Shorter (30mins)

Sunderland College

• Model Changed

• Campaign 11 (Unqualified)

Invited 631 people over 8 days

Filled all unqualified vacancies over by 10%

Recruited into Flexi Pools

Latest Model

Group/Times 8.15am 8.30am 9.00am 9.45am 10.30am 11.15am 12.00pm

Group A

Ca

ndid

ate

Re

gis

tra

tion

Pre

se

nta

tio

n

Interviews HR

Paperwork

Group

Exercise

Group

Exercise

Nu

mera

cy a

nd L

ite

racy

Te

sts

Group B HR

Paperwork

Interviews

Group C Group

Exercise

Group

Exercise

Interviews HR

Paperwork

Group D HR

Paperwork

Interviews

Latest Model• Positives

Less upfront work

Numeracy and Literacy

Candidates only required half day

Less impact of DNA’s

Over subscribe sessions

Panel time best utilised

IPads - increased flexibility

• Negatives

Lack of review time of applications

Panel allocation time

Lessons Learnt – Struggles• Adverts

• Bespoke? Generic?

• NHS Jobs

• Manager availability

• Shortlisting

• Preferences vs risk areas

• Reoccurring applicants

• Hard to recruit areas

• New ways of working

• Internal staff process

Lessons Learnt - Positives • Main Data

• Utilising NHS Jobs

• IPads

• Printing – Outsourced

• Simple changes

• Coloured files regret/successful

• Mail merges/V Look up

• Prompt sheets

• Occupational Health Clearances

• Invested in Resource

• Laptops, Scanning

Statistics

Total Recruited: 1,407 Applicants Rejected based on Values: 175

Applied Shortlist Attended Band 2 Band 3 Band 4 Band 5 Band 6 Offered

Rejected

Values

Campaign 1 279 170 91 23 6 29 17

Campaign 2 1065 634 254 30 119 8 1 158 26

Campaign 3 172 161 84 54 9 63 4

Campaign 4 106 96 79 1 27 9 37 8

Campaign 5 342 254 161 80 8 16 24 128 14

Campaign 6 235 233 148 85 29 114 19

Campaign 7 979 675 604 16 210 14 16 45 301 26

Campaign 8 717 581 258 23 188 4 215 14

Campaign 9 172 156 120 44 25 69 13

Campaign 10 211 204 113 19 34 53 4

Campaign 11 809 628 506 26 179 205 26

Campaign Community 90 79 57 5 30 35 4

Totals 5177 3871 2475 95 777 26 297 212 1407 175

The Future• Specialist Areas

• Roll out Trust wide

• Medical Recruitment

• Internal Staff Movement

• Concerns with Nursing Shortage

• International recruitment

• NHS Jobs Development

• Monthly Assessment Centres

• Digital Dictation

Evaluation• 12 month initial evaluation

• Managers Feedback

• NHS Employers

• Is it working?

• Better values in staff – impact on patient care

• Timescales for recruitment – speed to hire

• Turnover rates

• Employee Relations issues

• Candidate feedback on the day

• Cost analysis

Questions?

Feedback – Internal Managers‘It has become extremely hard to recruit to our specialist area. It also removes the ability for ward

managers to take the lead in building their team as they know the strengths and weakness of the

individuals who make up the whole.’

‘I think the values based recruitment and the process of assessment is good and valuable however I

feel that this part of the central recruitment process could be adopted locally and recruitment should go

back to being done locally. Our area has suffered from not getting vacancies filled via the process and

we have lost the opportunity for teams to appoint their own staff.’

‘process is fine in principal however I feel further development is required for example- staff from

service area interviewing service user input’

‘Feel band 6 and above should be interviewed by team they are going to. Often knowledge base for

post is also not there. Band 5 and below maybe go through central recruitment however member of

same discipline or background on panel.’

‘Service user involvement in panels particularly for posts working with Young People’

Feedback – Internal Managers‘Quality of the candidates from central recruitment far exceeds the candidates from recruitment prior to

central recruitments; Differences to note: * candidates involved in the process are motivated to turn

up (historically the interview process involved many staff not turning up for the actual interview) * the

group observations allow for qualities to be noted that an interview may overlook - such as someone

who would be quiet during interview may be observed to be respectfully listening and considerate

likewise someone who may be very vocal in an interview (and do well) may be observed to be

controlling dominant and not listening to others in the group interview * staff are not applying for one

sole job and are allocated accordingly * the wide range of panels of observers interviewers and

allocations moves away from bias’

‘I think the process is a great idea reflected in the calibre of successful candidates coming through.’

‘I think the introduction of values based recruitment in theory is excellent and to be truthful has always

been there whenever I’ve been involved when recruiting nurses as quite frankly if people do not have

these values then they should not be a nurse!’

‘I think that with each round it is becoming more refined as a process and it is helpful to see

candidates from both the aspect of group exercises and also the interview.’

‘External staff I have found to be excellent delighted to be part of trust and understand values goals

etc. I have personally been fortunate re recruitment and getting staff that have proved to be good.’

Feedback - CandidatesToday Was….

‘Enjoyable though stressful’

‘Less anxiety provoking than imagined’

‘Helpful and informative’

‘Fun experience, made me feels less nervous’

‘Fun’

‘Different to past interviews’

Feedback - CandidatesI particularly valued…

‘Relaxed atmosphere at stressful time’

‘Team building exercises to get to know other people experiencing a shared

challenge’

‘The emphasis on the core values’

‘The support of others in the same position as myself’

‘The group based exercises’

‘All of the day, but particularly the team interaction’

Feedback - CandidatesI did not value…

‘Not knowing the time of my break/lunch’

‘Being so closely observed even though this is necessary’

‘I think it is difficult when being observed’

‘Watching abuse on the Castlebeck Winterbourne video’

‘Schedule/Knowing exact time of interviews’

‘The interview was daunting’

#nhsworkforcesupply

Improving The Candidate Journey

Wyn Jones

Head of Resourcing

Leeds Teaching Hospitals NHS Trust

30th March 2016

• 11% turnover

• 470 New Doctors

in Training –

August

• 3,000 new starters

• + Internal transfers

Workforce Plan Volunteers Staff Engagement Talent and

Leadership

Education and

Training

Numbers

Supply &

demand

Competencies

Skills & Skill mix

Projections

Feed TDA and

LETB

submissions

Double the

numbers of

volunteers

Community

engagement

Our staff as

volunteers

Align and amplify

Embed values

Employee

journey

Health and

Wellbeing

Listening and

communicating

Reward and

recognition

Degree and pace

of ambition

‘Leading in

Leeds Two’

Programme of

interventions

Embed our

values in

leadership

behaviour

Succession

planning

Signpost Clinical

‘Talent’

Education and

Training Centre /

Academy

Express

commitment and

ambition around

support staff

Other plans

signposted e.g.

medical education,

clinical education

and medical

engagement

From Workforce Plan to People StrategyFive Framework Chapters

The Best Place to Work

One URL, One password, One login, One brand

An Engagement Project: The Original Basis Solution

Candidate

Attraction

Phase 1

Website

Mobile

Social Media

RJP

SEO

>

On-boarding

Phase 3

Candidate

Management

Phase 2

Exit

Management

> >

Advanced ATS

Internal site

API Mapping

Regional Polygon

Boolean Searching

Full Talent Management

Journey

Induction

Vision & Values

Training

e-Publishing

Organisational

psychology

input

Full background

Reporting

Data

• Careers website

– 95k visits; 2,150 registered; 45k alerts

– Featured jobs

– Automated emails – weekly & targeted

– Leeds as a place to live, work, learn

– More than a job board

https://jobs.leedsth.nhs.uk/

On-boarding processNow Future

EC = Employment Check

• Phone discussion to book EC

• EC – Paper based

• Unconditional offer

• Induction

• Candidate time – 100 mins

• LTHT Resourcing – 50 mins

• Complete forms on line

• Books EC on line

• Streamlined EC

• Unconditional offer

• Induction

• Candidate time – 45 mins

• LTHT Resourcing – 30 mins

Careers site

Journey to date

https://jobs.leedsth.nhs.uk/

On BoardingStarter forms Employment

checks

On Boarding -The Leeds Way

Interfaces

Control Panel

Lessons learnt

Partnerships

Benefits

Next Steps

Planned:

• Refresh careers site

• On-Boarding – phase 2, SMS

• Line Manager Portal

• Students

• Exit interview module

https://jobs.leedsth.nhs.uk/

#nhsworkforcesupply

#nhsworkforcesupply

#nhsworkforcesupply

•

#nhsworkforcesupply

#nhsworkforcesupply

Sharing Recruitment Experiences

within Policing

NHS Workforce Supply Event:

Wednesday 30th March 2016

Howard ClemenceCollege of Policing

Content

• Background to Selection and Assessment

• Drivers Behind Police Recruitment

• Assessment Centre Design

• Assessment Centre Results

• Assessment Centre Research

• Time for Questions

82

Selection and Assessment

• College of Policing

• 18+ Occupational Psychologists

• Initial Recruitment to Chief Officer Appointment

• Bespoke Assessments

• 360 Degree Feedback

• Focus today will be Police Recruitment

83

An Exercise

You have five seconds to look at the next slide and write down your

impression of what you see?

© College of Policing Limited (2015)

© College of Policing Limited (2015)

What Did You See?

© College of Policing Limited (2015)

…beautiful young woman …or an older woman

Did You See One Woman or Both?

Drivers Behind Police Recruitment

© College of Policing Limited (2015)

1

2

3

Policing Landscape

Customer Needs

Robustness

Policing LandscapeHer Majesty’s Inspectorate of Constabulary Report (1988)

Home Affairs Select Committee Recommendations (1989)

BBC Secret Policeman Documentary (2003)

CRE Review of Recruitment (2003)

Comprehensive Spending Review (2010, 2015)

College Leadership Review (2015)

Outsourced Recruitment Services

Need For Talented Diverse Workforce

Future Proof (e.g. Review of Policing Proff. Framework)

© College of Policing Limited (2015)

Robustness in Assessment

© College of Policing Limited (2015)

1

2

3

Accuracy

Consistency

Fairness

How Do We Design Accurate Assessments?

91

Know ‘what works’ in selection and assessment

Design exercises versus letting methodology evolve

Train assessors to assess accurately/consistently

Quality assure to ensure consistent assessment

Customer

Candidates

HR Departments

Force Senior Managers

Chief Constables

College of Policing Managers

CEO of the College of Policing

Home Secretary’s Advisors

Home Secretary

Policing Minister

Police and Crime Commissioners

Members of the Public© College of Policing Limited (2015)

Keys Aims for Police Recruitment:

• Cost Effective— More cost effective to design and co-ordinate a

centralised recruitment process

• Future Proof

• Robust Assessment— Maximise chances of identifying right people— Valid and reliable assessment— Standardised and fair process

© College of Policing Limited (2015)

Assessment Centre

Design

Exercise Design Model1. Initial Consultation

2. Scenario Interviews

3. Exercise Writing

4. Trial

5. Group Discussions

6. Pilot

7. Marking Guide Design

8. Validation

9. Marking Guide Refinement

10. Training Development

Police SEARCH® Recruit Assessment Centre

Written Component

• Statement taking exercise

• Written proposal

Interactive Work Samples

• 4x role play exercises

Competency Based Structured Interview

• 4 questions

• Competency

• Motives and values

Ability Tests

• Verbal

• Numerical

96

Assessment of specific criteria is mandated through police regulations

Assessment Centre

Results

Recruit Assessment Centre 05th Nov 2012 to 30th August 2015

43 Home Office Forces

26361 Candidates

Monitor Success Rates by:

Exercises

Competencies

Force

Sex

Ethnicity

First Language

Age

Academic Attainment

Disability

High Potential Scheme

Special Constable/PCSO experience

Previously Served as a Police Officer

Occupation

Religion

Sexual Orientation

Marital Status

Overall Assessment Centre Results

22098 Candidates Successful

83.8%

Adverse Impact

“Adverse impact may exist if the selection ratio for a minority group is

less than 4/5ths (or 80%) of selection ratio for group with highest ratio.”

Results by visible Minority Ethnic Group

86.4%

64.4%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

White Visible Minority Ethnic Group

Su

ccess r

ate

103

95.34%

4.66%

How satisfied were you with the overall delivery of the Assessment Centre?

Satisfied Dissatisfied

Assessment Centre

Research

Inter-rater reliability Benchmark

Correlation Coefficient Strength of Agreement

0.00 Poor

0.10 - 0.20 Slight

0.21 - 0.40 Fair

0.41 - 0.60 Moderate

0.61 - 0.80 Substantial

0.81 - 1.00 Almost Perfect

(Landis and Koch 1977a)

SEARCH Assessment Centre Inter-Rater Reliability

ResultsResearch Behaviours Scalars Grades

2002 – 2003 0.87 0.43 0.69

(almost perfect) (moderate) (substantial)

2003 – 2004 0.78 0.46 0.69(substantial) (moderate) (substantial)

2005 – 2006 0.63 0.37 0.58(substantial) (fair) (moderate)

2007 0.65 0.34 0.53

(substantial) (fair) (moderate)

2008 0.56 0.38 0.57(moderate) (fair) (moderate)

Predictive Validity

Predictive Validity Benchmark

Correlation Coefficient Predictive Validity

Less than 0.30 Poor

0.30 – 0.39 Acceptable

0.40 – 0.49 Good

More than 0.5 Excellent

‘A correlation above 0.3 means the process is adding substantial value to the organisation’

(Smith and Robertson, 1993)

Predictive Validity (2005)

Predictor Job Criteria Correlation

AC Overall PTP Exams 0.33

AC Overall PTP SDEs 0.40

AC Overall PTP Exams and SDEs 0.46

Interactive PTP SDEs 0.32

Written PTP Exams 0.40

Written PTP SDEs and Exams 0.36

PIRT PTP Exams 0.30

© College of Policing Limited (2015)

#nhsworkforcesupply