WORKFORCE SERVICES

RAPID IMPROVEMENT EVENT

FINAL REPORT OUT

RIE SCOPE

To sustain the Single Recruitment Pathway through better Workforce processes

• Redesigning Workforce Processes• Dataflow/Data input/output• Accuracy/integrity• Communication into departments• Systems are effective and excellent quality

RIE Team Members

• ROSEMARY ADAM - Workforce Services Adviser• LINSEY BELL - Workforce Services Team Leader• LYNN DUNCAN - Workforce Services Adviser, Medical Staffing• GLENN FINNIE - Management Accountant• ANN GOURLAY - Service Manager Community Nursing• JESS MALCOLM - Senior Charge Nurse• FIONA MACDONALD - Workforce Services Adviser • GWEN MCANDREW - Senior Payroll Office Manager• LYN MCINTYRE - Expenses & Car Leasing Manager• PATRICIA MCLEAN - Workforce Services Manager• ALAN MUDIE - SSTS Manager• MORAG NEILD - AHP Administration Manager• SUSAN SKENE - Senior Nurse/Service Manager• PAT TYRIE - Administration Services Manager

Standby Colleagues• ROBERT MACKINNON - Assistant Director of Finance• LINDSAY BEDFORD - Head of Finance• SCOTT REID - IT Trainer• STEVEN HADDOW - Head of Medical Projects• SHIONA LUMSDEN - Head of Payroll• IAN STURROCK - Head of Workforce Information• PAT MILLAR - Head of Lifelong Learning• GILLIAN KIDDIE - Specialist Workforce Adviser• GAIL PENNINGTON - Head of Patient Care & Nursing• JUDITH TRIEBS - Principal Auditor• VALERIE BEATTIE - Head of Workforce Services• GEORGE DOHERTY - Associate Director of Workforce• ALEX KILLICK - Director for Workforce• WENDY REID - Senior Charge Nurse, Ward 31• CHRIS GORDON - Domestic Services Manager• NICK GARRAD - National Procurement• DANIEL COURTNEY - Workforce Manager• IRENE THOMPSON - Learning & Development

Coordinator

RIE TEAM GOALS

• Reduce the amount of paper processes• Release time for providing support and

guidance on Workforce and recruitment matters

• Reduce turnaround time in recruitment process

• Improve communications to internal/external customers

• Improve quality and flow of payroll documentation

• Review of Corporate Induction Processes• Better signposting to Workforce

information on Staffnet• Reduce Locum Agency Doctor

expenditure/review process for booking an Agency doctor

Why an RIE?

Single Recruitment Pathway

• More recruitment work coming into the department

• Reduction in staff

Clear need to tackle waste and variation

Processes were in need of an overhaul

Recruitment ProcessBefore• Delays in the vacancy authorisation process• Impact on service delivery• Supplementary costs (use of extra hours/bank)• Negative impact on staff morale• Delays and variations in practice at shortlisting

and interview stage• 75% of interview sessions had 1 or more DNAs

Recruitment Process

AfterWorking with managers to plan and build in dates at the beginning of the process:

• Closing date of advert• Shortlisting date • Who the selection panel members will be• Interview date (included in the advert)• Test/assessment/presentation if required• Interview venue• Discussions on-going to develop SOP with General Managers to overcome delays in approving Recruitment Authority Forms

Candidates Attending for Interview

Before • 75% of interviews had 1 or more DNAs• Ineffective use of time e.g. less time for patient care• No confirmation who would be attending for interview

After• 100% attendance• No wasted time • More time put back into: - clinical care - management business - administration • Improved communication with our customers

Management Guide to Recruitment and Selection

Before• No Guidance for managers

After• Clear, user friendly guidance • Improved person specification• Candidate assessment form• Accessible on Staffnet November 2010• Links to other recruitment documents

Corporate Induction and Manual Handling Event

Before• Unclear which disciplines of staff required

to attend the 1 or 2 day event • Some staff booked for 2 days but only

required to attend 1 day • High DNA rate (first quarter of 2010 =

14%)• Risk to NHST in failing to meet HSE

Regulations• Learning & Development issue dates

Corporate Induction and Manual Handling Event

After• Clarity as to who requires to attend 1 or 2

day events - flowchart• Working with managers to ensure new

members of staff attend• Monitoring the DNA rate• Work-in-progress to move the booking to

Workforce Services rather than Learning & Development by December 2010

Better Signposting on Staffnet

• Introduction of ‘tool tips’ against main navigation section headings (e.g. Working for Us) to provide users with a description of the information the section contains

• Spectra will detail the departments who have new sections live or new information such as updated Code of Corporate Governance

• Notification within the Home Page message of the day to highlight new sections live

Car User Application and Authorisation Form

Before• Complicated form to complete• Non productive information requested• No guidance for staff or managers on completion of form• Not compatible with e- Expenses• 15% WTE Workforce Assistant time but no added value• Delay in payment to staff• Risk to NHST around inappropriate vehicle insurance cover

After• Redesigned form • Clear and concise guidance on how to complete the form• Simple and user friendly• Compatible with e-Expenses• Fit for purpose• Accessible on Staffnet• Reduced step (by removing Workforce Services from the process saved 15% WTE)• Automatic alert to check appropriate business use insurance cover annually

Application for Training Leave and Expenses Form

Current State• Numerous forms in circulation across NHST• Printed - costly to produce• No guidance for staff or managers on completion

of forms• Differing methodology across NHST• 30% WTE Workforce Assistant time with no added

value• Delayed payment to staff• 5 forms not linked

Application for Training Leave and Expenses Form

Future• Redesign/integrate 5 existing forms• Fit for purpose and user friendly• Guidance for members of staff and managers on completion• Accessible on Staffnet• Links with PDP• No external printing costs• Reduce steps (by removing Workforce Services will save 30%

WTE)• Streamlined process = financial benefit of achieving discounts

for early payment• Timeous staff payments• Completion February 2011

Salaries and Wages Department

Before• No regular management meetings

• Not a full understanding of each other’s roles

• Incidents of overpayments

Salaries and Wages Department

After• More effective – working together• Senior management meet on quarterly basis• Junior management meet more often as required• Sharing of information• Guidance on completion of Staff Engagement Form for new members of staff (accuracy of data improved)• WS quicker in forwarding Staff Engagement Forms to payroll

Salaries and Wages Department

After continued…..• Tighter processes surrounding the governance of

Notification of Change Forms which have financial implications

• Discussions on-going regarding clarity as to who is responsible for completing payroll documentation e.g. Termination Forms - SOP completion date February 2011

• Guidance on how to complete ALL payroll documentation.

• Staff Movement within SSTS to be addressed by system redesign to reflect SSTS operation process

Salaries and Wages Department

After continued…..

Closer integrated working with Payroll and

Financial Services

Ongoing discussions on pilot co-locations

Locum Agency Doctors

Before• 2009/2010 = £2million

After• National Procurement have identified anticipated savings through the use of the National Framework Contract of £212K as follows:

Savings target = £186K Meal Breaks = £ 26K

• Work-in-progress to reduce

locum agency expenditure even further

Locum Agency Doctors

• Earlier work with MD/AMDs resulted in MD issuing guidance on the level of authority

• Work-in-progress to develop a procedure outlining options which must be considered to cover gaps/meet service needs before considering the use of internal and external locum doctors. Completion date mid November 2010

• Limit the level of authority even further

Locum Agency Doctors

• Identified areas where Workforce Services add no value in the current process

• Pilot scheme to trial a new process is under discussion

• New process will eliminate waste and improve control measures

Future Plans• Complete pieces of work-in-progress

• Evaluate new processes

• Report to ET - Locum Agency Procedure/Expenditure - Payroll Documentation (SOP) - Training Leave Expenses

• Workforce Services team attending Lean Principles Awareness Events – introduce a lean culture into the department

• Ongoing continuous improvement in our processes

Future Plans continued….

• Postgraduate Medical Office developing a web-based Medical Personnel System for trainee doctors. Available early 2011

• Involve WS in final phase of development

• System will be shared with key managers i.e. GMs, CSMs, TPDs

Items we were unable to take forward

• Scanning of Staff Engagement Forms and emailing to Payroll on first day at work

Reason - New EESS/ePayroll systems will provide electronic data interfaces. Outlay for scanners would not be appropriate with this in mind

Items we were unable to take forward

• Development of SHOW to reduce number of steps in recruitment

Reasons: - Lack of confidence in system - Wrong time - slowdown in recruitment - Implementation of EESS will

streamline recruitment process

Items we were unable to take forward

• Laboratories to process EPP blood results quicker for new starts

Reason - Significant change in

how OHSAS submit samples which would have implications e.g. confidentiality, etc

Challenges

• Communication – informing all who need to know and ensuring compliance with new processes

• Overcoming resistance to changes

What Now?

This is the final report out but not the end of the work. The action plan is live and by applying lean principles Workforce Services will continue to improve processes

THANK YOU

ANY QUESTIONS