Transcript Slide 1

Workforce Performance Report
June 2014
Jayne Halford
Deputy Director of HR
Caring, safe and excellent
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Headline HR KPIs
General Note:
The new structures are reflected in this month’s report. Some minor refinements
and adjustments may be necessary over the Coming weeks.
Turnover – Target 12% - Actual 12.75%
Overall wte figures dropped again in June to 4685.43 – a number TUPEs out –
CASH, Crisis Reablement and Diabetic Podiatry amongst these have had an affect
together with a small number of leavers under the MARS scheme and agreement
not to recruit to posts particularly in the Corporate Directorate. However this does
not affect turnover and so turnover is now at its highest for a considerable period
of time. Reasons for leaving for the month show 20% of people not disclosing the
reason but main known reasons for leaving for the month of June are relocation
followed by promotion and work-life balance. There were 43 internal promotions
over the last 12 month period - a rate of 0.7% of staff, the majority in clinical
Posts band 5 to 6. Further analysis will be done.
Sickness – Target 3.5% - Actual 4.03%
Sickness absence has been generally static from November 2013 but above
4%; in previous years this has fallen in June and there does not appear to be a
particular underlying cause – note that capability (ill-health) case management has
increased in Older Peoples Directorate.
Bank and Agency; Target 5% Actual 5.5%
There was a significant increase in usage of both bank and agency in June – this
may be linked to both the increase in turnover and increased sickness. It is most
marked in Community Hospitals, Oxon Clinical Pathway, CYP Swindon/Wilts/Banes
and in Corporate – CEO Office. Sessional usage remains reasonably stable. The
June bank And agency figure is also out of kilter with June of previous years.
Vacancies: Target 9% actual 5.1%
Although recruitment activity is very high inflated by recruitment of seasonal
trainees the vacancy rate against budget remains below target due to some
recruitment being held back and difficulties in recruiting to some job types and
geographical locations.
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Headline HR KPIs - Sickness
Sickness Reasons
The main reason for sickness absence remains stress,
anxiety etc but this has dropped from the level of the
previous month.
However musculoskeletal has
increased and so these 2 sickness types together
continue to make up the most significant absence
types.
The other main types of sickness remain constant.
The stress management workshops piloted by
Occupational Health are being reviewed in terms of
content but will be continued.
Long Term Sickness
Long term sickness at 2.22% is at its highest level for
some time with a significant number however a
number of cases in small teams – Dental. Children
and Young People management, Strategy and
Development are skewing figures.
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Directorate Performance – Headlines
Older People’s Directorate
The HR Department and Directorate SMT are working together to develop options and implement actions to try to overcome difficulties recruiting
to a range of services (notably some Community Hospitals, District Nursing and some CPN posts).
•Some services continue to report unsatisfactory performance from new agencies on the framework. In some areas block booking has been made
with previous agencies – however this will not present a long term solution. Managers are aware of the Trust position on the new agency
framework. HR and Procure 4 continue to monitor agency performance.
•The team is managing 23 formal health capability cases. This is an increase and results from an additional staff member supporting the Older
People’s HR team.
•The team is in the process of training managers in timely and ongoing sickness absence management.
•Absence levels continue to be monitored and managed in accordance with Trust policies.
•Childrens and Young People
The HR team is currently managing 10 formal cases, which consist of 3 disciplinary matters, 5 capabilities and 2 allegations of Bullying &
Harassment.
HR continues to work closely with managers and staff in all performance management matters, and have delivered bespoke performance
management training to a number of services. Recruiting successfully training, which also includes Safer Recruitment has been rolled out across
Oxfordshire, Buckinghamshire and Swindon for June/July and August.
Summary: All formal case work has associated action plans with either investigations underway or Hearing Panels arranged. There are no
suspensions or ET claims in the Directorate. Partnership working continues to ensure formal case work is at a low level. Bespoke performance
management training has received excellent feedback.
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Directorate Performance – Headlines
Children & Young People Directorate ctd
Bank & Agency spend remains below trust target. Staffing establishments have been agreed within Highfield Oxford, a total of 16 posts have
been recruited to. The resourcing project lead continues to monitor agency framework performance and feedback.
Recruitment are managing a total of 192 vacancies with 121 offers accepted. Of the 121 candidates in the pipeline awaiting pre employment
checks, 68 have been cleared.
HR support Organisational Change/TUPE and tendering processes most recently the Bucks CAMHS tenderThe SHN consultation ends in July;
1:1s were conducted over 2 days in June.
Adult Directorate
Specialist Mental Health and Specialised Mental Health are now together in one Directorate and so the figure for bank and agency has
increased together with Safer staffing level reporting leading to shifts being covered more consistently. Previously Adult inpatient wards
were not on the agency framework but they are now so where NHSP cannot fill a vacancy it goes directly to an agency. In particular Oxon
Clinical pathway is exhibiting a high vacancy rate, high bank and agency , high turnover and high sickness. Turnover is as a result of
organisational change and decisions not to stay with the new structures and sickness resulting from the high turnover. To address vacancies a
recruitment day is planned for in July and the results will be reported in September. Overall the highest users of Bank and Agency are those
with vacancies;
Allen Ward 29%
The ward currently has 10 vacancies and interviews are taking place from the recruitment open day held on July 2nd.
Phoenix 16%
5 staff recruited going through employment checks and interviews are taking place from the recruitment open day
Vaughan Thomas 18%
7 staff recruited going through employment checks and interviews are taking place from the recruitment open day
Wintle 16%
3 staff recruited going through employment checks and interviews are taking place from the recruitment open day
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•
Directorate Performance –Headlines
Harm Min 39% (currently in specialised services)
6 staff going through employment checks. This had been a difficult area to recruit to and has used long term agency staff. The service is out to
tender
North & West AMHT 24%
2 staff recruited and going through employment checks. An additional 2 staff have had offers made and an recruitment day has been
organised for the 14th Aug. Difficult to recruit to in Banbury as a standalone unit
Luther Street 15% (currently in specialised services)
This service is always hard to recruit to as a homeless charity.
Corporate
There are some high levels of vacancies where post are not being recruited to as part of the CIPS programme; where teams are
small and one or two vacancies make the vacancy rate look high and where engagement of one agency worker to cover sickness also skews
figures.
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Recruitment Data
The overall recruitment activity has increased due to
the seasonal advertising that occurs each year for
our trainee/student posts where the courses start in
September. Although the number of live adverts
has increased we are still seeing a reduction in
applications which indicates that the pre-application
questions are continuing to make an impact as
individuals who cannot confirm that they have the
necessary qualifications or experience are unable to
proceed to the stage where you complete an
application form.
We are planning a recruitment open day in August
for Deputy Ward Managers for the Oxford Mental
Health Inpatient Wards and Care Coordinators for
the Adult Mental Health Teams in Oxfordshire all of
which are paid at Band 6.
We will also shortly be presenting a proposal to the
SMT to introduce Apprenticeships for young people
across the Trust, this will initially be for
administration roles but if they prove to be
successful we will then look to consider Health Care
Apprenticeships. TVHE have advised the Trust that
the DoH are pushing for all NHS Trusts to offer more
young Apprenticeships over the forthcoming year.
Across the region they expect the numbers of young
people in apprenticeships to double and will be
monitoring the Trusts to ensure that this is
happening.
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Casework Data
80
Open Cases By Directorate
70
60
50
40
30
20
10
0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
2013
Apr
May
Jun
2014
Children And Young People
10
9
7
10
8
8
11
8
8
8
7
6
7
7
7
7
7
6
Adult
23
20
22
23
16
18
24
26
25
25
21
32
28
22
28
28
24
25
Older Peoples
15
16
16
17
16
16
11
12
18
18
18
22
31
27
22
23
22
27
Corporate
6
6
6
5
5
6
7
8
5
3
3
3
3
2
1
4
7
7
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Casework Data
The trend of increase numbers of cases closing continued in
month. 16 cases were closed in June. This is as a result of HR
team and Operations staff working together and reducing
timescales.:
• 3 in Older People
•8 in Adult
• 3 in Corporate
Overall in month the number of cases remained fairly static and
are running at considerably lower than the high number of
open cases at the start of the year.
In Older Peoples Directorate the majority of cases in the
Directorate are capability (ill-health). With additional HR
resource in the team cases are now being progresses more
intensely.
Case length is continuing to decrease as revised policies have an
impact and cases are more tightly managed.
Numbers of staff on suspension reduced by 2 in month.
Numbers of suspensions are kept under review and timescales
for such suspensions a key consideration.
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Friends and Family Test
The Staff Friends and Family test was introduced on 1st April
2014. The aims as announced by the Prime Minister are:
•
To encourage improvements in the service delivery – by
‘driving hospitals to raise their game’
•
To increase transparency by enabling patients and the
public to readily access and compare scores for different
providers and services.
The two questions posed by the SFFT were:
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How likely are you to recommend this organisation to
friends and family if they need care or treatment?
•
How likely are you to recommend this organisation to
friends and family as a place to work?
Key messages from the test are:
Quality of Care
•
+ Staff felt that the Trust was forward-thinking and
continually striving to do better, whilst learning from past
mistakes.
•
- Staff were concerned that due to staff shortages, there
was a danger of good quality care being spread too thinly.
First hand / family / friend experience
•
+ Staff want the best for their friends and family and
those who had experience of using the services described
the care as outstanding.
•
- Staff had experienced negative staff attitudes towards
patients.
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Friends and Family Test
Resources
+ Staff were felt to be dedicated to patient care and to
providing the best possible service.
- Staff felt that due to departments being short staffed,
workloads were becoming unmanageable which could
compromise the standards of care being given.
Service
+ Staff felt that the Trust offered a broad range of services
which were committed to excellence.
-Due to recent restructuring, staff felt that areas of services
felt stretched and fragmented.
Oxford Health as an employer
+ Staff felt supported and valued, with clear support
structures in place for staff.
- Due to the size of the Trust, staff did not feel valued as
Individuals and a felt a lack of recognition of staff
achievements.
Learning and Development
+ Good training opportunities were highlighted and staff felt
encouraged to develop their professional skills.
-Staff felt there were limited career development
opportunities for staff working in low bands.
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Friends and Family Test
•
•
•
Wellbeing
+ Staff described a great working atmosphere at the Trust, supported by a proactive approach to staff wellbeing and family support.
- Restructuring and heavy workloads has left staff stressed and with low morale.
Next steps following this first test are:
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Only 6% response rate
•
Communicating results to staff
•
Next survey commences on 28th July 2014
•
Changing the method of raising staff awareness – emailing individuals
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