Recruitment and Retention Strategy.pdf - Croydon Health Services ...

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Recruitment and Retention Strategy.pdf - Croydon Health Services ...

Date: 3 June 2013 Agenda No: 8.3

REPORT TO TRUST BOARD

Title of Document:

Recruitment and Retention Strategy

Report Author:

Lead Director:

Summary:

Jaswinder Mallan, Recruitment and Retention Manager

for Sally Quinn, Deputy Director of HR & OD

Michael Burden, Director of Human Resources and OD

The purpose of this paper is to update the Trust Board on the Recruitment and Retention Strategy and

Action Plan

Recommendations:

The Trust Board is asked to note the Strategy, Action Plan and KPIs

NHS Constitution considerations:

Copy available at http://www.dh.gov.uk/en/Healthcare/NHSConstitution/DH_093184

Who have you engaged with in the production of this document:

Patients Public Staff

Partners Patient Assembly

Other please state

Trust Committees please state

Outcomes of engagement:

Has an equality impact assessment form been completed?

Yes/No/Not applicable for this document

Key Risks: Not recruiting the correct staff or enough staff and not retaining them. Not becoming an

employer of choice or a local employer of choice.

Other implications including financial /legal/governance/diversity/human resources:

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RECRUITMENT AND RETENTION STRATEGY

2012-2016

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CONTENTS

1. INTRODUCTION

1.0 Why we need a Strategy

1.1 Strategic Direction & Context

1.2 Key objectives of the Strategy

2. RECRUITMENT STRATEGY

2.0 Attraction Strategy

2.1 Building a Professional Reputation

2.2 Improving recruitment processes

2.3 Recruitment Challenges within CHS

2.4 Innovative Recruitment Solutions - Improving the way we advertise

2.5 Targeted Recruitment Campaigns

2.6 Develop the organisation as a socially inclusive employer

2.7 Engaging the Local Community/labour market

2.8 Engaging with Academic Institutions

2.9 Maintaining links with Jobcentre Plus

2.10 National and International Recruitment Markets

2.11 Remaining Competitive

2.12 Return to Practice

2.13 HCA Secondment to Nursing/Midwifery Degrees

2.14 Foundation Degrees

2.15 Student District Nurses and Health Visitors

3. RETENTION STRATEGY

3.0 Corporate Retention Strategy

3.1 Career Pathways

3.2 Flexible Working

3.3 Developing a Flexible Workforce

3.4 Temporary Workforce

3.5 Nurse Resource Office Service Review

3.6 Flexible Careers

3.7 Staff Involvement & Engagement

3.8 Exit Questionnaires & Interviews

3.9 Developing our current staff

3.10 Developing a Talent Management Framework

3.11 Improving the Staff Experience

3.12 Improve working conditions

3.13 Valuing Diversity

3.14 Staff Health and Well-being

3.15 Pay and conditions

3.16 Review of Staff Non-Pay Benefits

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3.17 Accommodation

3.18 Developing Corporate Induction

3.19 Students

3.20 Volunteers

3.21 Work Experience

3.22 Strategies for professional groups

3.23 Delivery and Review

4. SUMMARY

5. Appendix 1 – Strategy Action Plan 2013

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1. INTRODUCTION

The NHS is undergoing a period of significant and rapid change and is constantly

in the spotlight. The recruitment and retention of good staff remains a huge

challenge to ensure the NHS meets key targets and the modernisation agenda for

the health service including the lessons learnt from the recent Francis Report and

how we can ensure the recruitment of quality staff who not only exhibit the key

skills and experience to undertake their job roles effectively but also demonstrate

the right attitudes and behaviours to deliver compassionate care.

Croydon Health Services NHS Trust (CHS) needs to employ more staff in some

areas and improve how it retains, manages and develops its existing workforce as

well as ensure that our workforce requirements continue to be at the levels to

accommodate safe and effective service delivery needs.

The demographic realities of an ageing workforce and the increasingly attractive

career opportunities outside the NHS make the recruitment and retention of staff

one of the biggest challenges the NHS faces.

Croydon Health Services as an Integrated Care Organisation (ICO) has a vital role

to play in providing high quality patient care and improving the health and

wellbeing of the local community. We consider that a workforce who represents

the local community is fundamental in creating the inclusive environment, in which

we can continue to ensure the highest standards of health care provision and

commissioning is achieved primarily through the calibre and commitment of its

workforce, both individually and collectively in teams. To do this, the Trust must

have the right numbers of staff with the appropriate skills and experience to deliver

services. The diversity of our employees as a fair representation of the local

community is essential to the way we work and, to absorb the personal and

cultural perspectives from the community at large will enrich our values and

deepen our understanding of our healthcare responsibilities. The Trust is therefore

committed to working in partnership with local organisations such as Job Centre

Plus and Croydon College in developing the skills of local residents, particularly

those from disadvantaged groups, bringing them into employment locally and

using schemes such as Apprenticeships to provide qualifications along with work

experience.

This document sets out the strategic direction in which the Trust will work towards

recruiting and retaining the best skilled and dedicated workforce who are signed

up to our vision and the ‘Here for You’ patient promises and behaviour standards.

It highlights how CHS can become an employer of choice, enabling staff to provide

excellent patient care. Trust employees are required to have the right range of

skills, experience and qualities to meet the demands of an evolving

business/customer focused organisation The Trust employs staff from a wide

range of professions and different professional groups face different challenges

with regard to recruitment and retention.

As an ICO the Trust aims to attract, retain and develop a skilled and flexible

workforce that is committed to delivering high quality, safe, compassionate care to

the local population within an environment of continuous development. . The

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changing landscape of the NHS will require a workforce with greater flexibility and

transferable skills. As service transformation and further integration continues

Foundation Trust status will enable staff to gain new involvement through staff

membership and this participation in decision making will lead to improved staff

retention. Foundation Trust status will also give the organisation increased

freedom to introduce initiatives such as recruitment and retention premia for areas

with high vacancy rates.

The strategy sets out the corporate initiatives that are in place and/or need to be

implemented across the Trust and the strategies needed to be employed for

particular staff groups across the Trust in order to achieve the long term business

aims and objectives.

1.0 Why we need a strategy

The shortage of candidates with the right skills, abilities and experience in some

NHS professions has created a competitive market. The ability to deliver high

quality, compassionate care depends upon recruiting and retaining the right

people with the right skills. Therefore an effective recruitment and retention

strategy that complements the Trust business plan is essential.

The results of the Trust’s 2011 staff survey indicated that a high percentage of

staff were considering leaving the Trust and that they would not be happy to

recommend the Trust as a place to work or receive treatment. A significant

number of staff also stated that they did not feel there was equal opportunity for

career progression or promotion. A strategy is required to address these issues

and to focus on recruitment to those areas with significant vacancy levels.

As documented in the Human Resources (HR) Risk Register, the Trust is at

significant risk due to the inability to attract, recruit and retain a high calibre and

skilled workforce in areas which are hard to recruit to e.g. Junior Doctors/Locums,

midwives, clinical coders, Health Visitors/Children's Universal Services, District

Nurses and some posts in Accident and Emergency, ITU and Theatres. This

Recruitment and Retention Strategy will help inform actions to be implemented to

minimise this risks.

1.1 Strategic Direction and Context - Intended Outcomes of the Strategy

This document outlines the strategic direction in respect of the Recruitment and

Retention initiatives within the Trust over the next three years. It provides

guidance on key objectives and in addition provides a summary of the activities

that are currently being undertaken in support of that direction as well as highlight

how some of these will be further developed over the course of the Strategy

period. It has been developed in conjunction with the key stakeholders and clinical

leads, human resources and finance teams.

The Strategy compliments and should be read in conjunction with the wider HR

and OD Trust Strategies such as the Workforce, Organisational Development

Health and Well Being Strategies as well as the broader NHS Strategies.

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The intended outcomes of this strategy are as follows:

1. CHS will recruit high calibre nurses, midwives, healthcare professionals to

ensure the provision of safe integrated care and high level clinical services

both within the acute and community environment.

2. CHS will manage its staff talent effectively so that it always has the right staff

and skill mix to be able to respond speedily and effectively to necessary

changes. This is key in an NHS where services are expected to develop

continuously and to move to new providers as the result of tendering processes

3. Staff work effectively in their roles and find their working life with CHS to be an

enjoyable and rewarding experience. Flexible patterns of work are encouraged

and managed in the context of Trust objectives

4. Staff do not leave CHS because of failings in relation to their working

conditions and the quality of their working experience

5. Staff are loyal to CHS, understand and are committed to its aims, and remain

in its employment for as long as this provides mutual benefit

6. High performing staff become the norm for CHS through its approach to the

recruitment, development, rewarding and retention of staff

7. Poor performers are equally managed through the Trust supportive policy

frameworks such as the Capability Policy to ensure improved performance or

that this is appropriately managed.

1.2 Key objectives of the Strategy






Increasing some Nurse/Midwifery establishments in line with RCN and DH

recommendations and best practice with regards to staff to patient ratios

and service delivery needs should result in reducing the Trusts dependency

on temporary agency and bank staff and therefore reduce overall workforce

costs as well as ensure the provision of consistent high quality care.

Raise the profile of the Trust as the place to work and be treated

Ensure a regular and consistent flow of both trained and untrained

healthcare workers to meet vacancy needs as a result of on-going

recruitment in areas of high turnover and hard to recruit areas.

Continue to recruit nurses internationally where relevant and appropriate in

hard to recruit areas or to specialised roles to complement other UK and

more local recruitment campaigns and initiatives.

Maximise cost effectiveness of Recruitment Advertising across the Trust.

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Elevate the Trust Corporate Brand amongst key audiences by professional

corporate branding and high quality promotional material.

Developing Trust E-Recruitment Capacity and Capability

In response to LiA Feedback improve the efficiency and dispel perception of

the recruitment process being lengthy and with unnecessary delays.

Reduce the time taken to recruit and fill a vacancy.

Develop new roles and innovative new ways of working in order to re-skill

and flex our workforce to deliver care in different ways and in different

settings e.g. Acute Hospital and Community based healthcare

environments.

Monitor recruitment activity and outcomes and produce management

information to illustrate such activity in partnership with recruitment and

workforce information teams.

Improving overall job satisfaction for our staff through regular opportunities

for feedback and valuing and developing our staff their working environment

and improving our retention rates

2. ATTRACTION STRATEGY

2.1 Building a Professional Reputation

In order to become an Employer of Choice and have in place a positive image

within the local community and the wider population, the Trust will need to ensure

a more professional, co-ordinated approach to recruitment and we will:






Develop an annual recruitment planner which is proactive and has a coordinated

sustainable through-flow pipeline of candidates in the recruitment

process linked to the Trust’s Workforce Plan which will focus on Directorate

needs.

Improve service standards throughout the recruitment process by evaluating

selected recruitment campaigns. We will survey applicants at the end of the

campaign and obtain feedback from recruiting managers and new starters.

The results will be evaluated and the process revised appropriately.

Develop, review and promote a standard advert template that that will reenforce

the values of the Trust as an ICO. The Trust currently uses the NHS

jobs site to advertise all its vacancies.

Further develop the existing recruitment information on the website including

the benefits of working in an ICO.

Improve the quality and presentation of recruitment materials and develop

literature regarding career opportunities within CHS in order to promote the

wide range of jobs in the Trust.

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CHS recognises that the foundation for effective recruitment and retention of

staff is based on reputation as a good employer and as an organisation, which

acts professionally in all of its activities.

Actions that CHS will take to build and develop this reputation will involve the

following:

Ensure exemplar activity in respect of employment law and employment

practices, in particular its recruitment processes and its approach to the

support, development and management of staff by ensuring effective HR

support and input that ‘adds value’ to the organisation.

Ensure appropriate marketing of its achievements through Trust News local,

national and international journals and other media

Work towards developing a positive working relationship with local media and

securing positive public exposure of CHS and its work

Continue to develop a strong distinctive brand, which differentiates it from other

NHS and non NHS organisations as well as our more local competitors, and

incorporating this into all recruitment and recruitment marketing literature eg.

The Trust’s five ‘Here for you’ promises.

Recruitment and development of highly motivated and proactive HR

professionals able to deliver an effective, efficient and timely recruitment

service

Developing an efficient and effective Temporary staffing service that meets the

needs of the organisation and its community.

Developing E- Recruitment Capacity and Capability

Ensure wherever possible all vacancies are posted onto the Trust website and

all vacancies include an electronic:

• Job Description

• Person Specification

• Department/Unit Organisation Structure

• Details of whom to contact for additional information

• General information regarding the unit/department/Trust such as

flexible working arrangements available, training and development

opportunities.

Wherever possible candidates are encouraged to apply on-line rather than

requesting a hard copy application form this includes applications to join the

temporary staffing bank, although for some areas this may be more appropriate or

in the instance that someone genuinely does not have access to internet services.

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The Trust will explore ways in which potential candidates can be sent details of job

vacancies and interviews directly into their email accounts and/or to their mobile

phones via SMS text messaging. Sending reminders to candidates of interview

dates may also reduce the number of applicants who fail to attend interviews thus

saving time as often recruiting panels are left waiting for candidates to arrive and

they do not attend.

Maximising the efficient and effective use of NHS Jobs 2 and ESR to ensure both

HR Teams and Recruiting managers are adequately trained to ensure the systems

full use.

2.2 Improving recruitment processes

CHS is committed to professional and responsive recruitment processes to assure

that the right skill mix is secured and maintained.

There are a number of things that can be done to enhance the current recruitment

process. Systems can be introduced that will better support managers throughout

the recruitment process, reduce the admin burden and bottlenecks in the system.

Streamlining Pre-appointment checks in line with a Pan London approach and

working with NHS Employers to ensure the NHS Check Standards are practicable

and relevant. Further actions include:







Review processes and develop performance indicators to ensure time-scales

are kept to a minimum. Recruitment will be managed as a speedy and

streamlined process to minimise the possibility of loss of good candidates to

other organisations and to optimise the future relationship between the

successful candidate and the Trust. Time to recruit will be a key performance

indicator.

Ensure full and effective utilisation of IT systems such as NHS Jobs and ESR

to streamline the Recruitment processes wherever possible and ensure

consistency in approach.

Use the Knowledge and Skills Framework and competency based assessment

in the selection process

Consider Occupational testing as part of the Recruitment and Selection

process where appropriate and ensure where used they continue to remain fit

for purpose.

Continue to provide recruitment and selection training for managers and all

staff involved in the recruitment process

Establish a system to utilise good candidates who have been interviewed but

not appointed in the first instance. When similar jobs become vacant this

database of staff can be managed via a waiting list system- used before going

out to advert.

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Ensure that a key component of the recruitment process will be the

identification by the selection panel of any candidate’s development needs,

both immediate and longer term. The former will then be translated into a

Personal Development Plan for immediate implementation, and longer term

personal development needs will be incorporated into the appraisal process.

This process will increase the immediate effective contribution of the employee,

reduce the potential for errors, reduce the risk of accidents, and provide the

new employee with the information and tools they need to work productively.

In order to ensure that jobs are well designed, the following work will be

undertaken :

o Develop guidance on job design for managers

o Undertake a review of all vacancies that are not filled and those that are

vacated in a year to ensure jobs are designed well.

Whilst recruitment administrative processes are currently under internal review as

part of a Pan London Workstream of Streamlining Pre-Appointment checks and

any accepted recommendations will be implemented accordingly, it is fair to say

that on occasion the ‘hard to fill’ areas may need a more flexible/local approach to

their recruitment processes, although the need for consistency and fairness must

remain priority.

It is important that all key personnel are briefed about specific campaigns that the

Trust may be running so that all potential callers/enquiries are handled by

knowledgeable staff that are positive and can give information regarding

vacancies, the department and Trust.

2.3 Recruitment Challenges within CHS

Recent service developments have highlighted that there is a limited pool of

people in some professions, making successful recruitment increasingly difficult.

The Trust currently faces challenges recruiting the following staff groups:







A & E

Health Visitors

Midwives

ITU

Theatres

Medical Secretaries

These ‘hard to recruit’ areas will be given priority when running recruitment

campaigns.

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2.4 Innovative Recruitment Solutions - Improving the way we advertise

This links to the above objective. It is anticipated that more sophisticated

advertising would result in raising the profile of the Trust, attracting good quality

candidates and reducing costs.

Detailed below are strategies the Trust will employ to get better value for money

and improve the effectiveness of advertising:






NHS Jobs provides NHS organisations with a cost-effective approach to

recruitment advertising. CHS will advertise the majority of posts on the NHS

Jobs. However, we will exercise flexibility where either

The applicants will have an exceptional skills base

The applicants would normally be drawn from the local community eg

healthcare assistants and administrative and clerical staff.

The applicants may not easily have access to an electronic application

system.

Or posts where it is felt that based on past experience NHS Jobs has not

produced the calibre of candidates required.

Where appropriate, CHS will use a variety of traditional media for attracting

applicants, such as professional journals, local/national newspapers, attend

relevant job fairs as well as explore more innovative and creative recruitment

solutions such as holding Open days, developing specific microsites, on-line

advertising campaigns, digital media, job boards and Professional Networking

Groups and some other social media channels such as use of Twitter, Facebook

and LinkedIn (as appropriate) in order to reach a wide and mobile audience to

attract the best possible candidates.

The use of social media options will normally have little or no associated costs and

is immediate, hence this could be a cost effective way to recruit to some posts.

Working in partnership with organisations such as Job Centre Plus, the Trust is

developing ‘live’ job chat forums which if planned well can be a positive and

engaging method to attract good candidates.

Investing in recruitment events can be another option as this can leave a positive

impression on candidates and give them an opportunity to ask questions. This is

something you cannot do in a printed or on-line advert.

Any such events should be followed up to track candidates who attend and/or

apply for vacancies so that it is possible to monitor the effectiveness of such an

event against positive outcomes. Over time this will allow the Trust to build its own

database of potential candidates who can be specifically targeted at a later date

should a suitable vacancy arise.

This will be subject to agreement with the Trust Recruitment and Retention

Manager and key stakeholders and possible funding from the Divisions and Trust

support.

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The Trust will run corporate generic recruitment campaigns at regular intervals

throughout the year to ensure a regular supply of potential candidates to fill ongoing/anticipated

vacancies and establish an on-going presence in the job

market place.

Further develop the recruitment website which promotes the Trust as a good

employer. All adverts will point to this site where information about the

organisation will be promoted. This will link to the Trust’s jobs on the NHS jobs

site.

Improve the quality of adverts, using branded adverts and developing a set of

standard adverts that will re-enforce the values of the Trust five ‘Here for you’

promises. The HR Administrator will support recruiting managers to take

ownership for copy-writing adverts, ensuring they meet the corporate image

Advertise using composite adverts, rather than for individual jobs

Explore and if appropriate work in partnership with the Trust’s nominated

advertising agency to develop specific or targeted recruitment advertising

campaigns to address highly specialised or hard to fill vacancies.

Develop a recruitment booklet that gives an overview of the organisation and

details the benefits of working for CHS.

2.5 Targeted Recruitment Campaigns

For those areas which have a high vacancy rate due to national shortages such as

Health Visiting, Midwifery and District Nursing we will run focussed campaigns.

These could include:






National advertising (to tie in with regional/national campaigns such as the

NHS London Health Visitor recruitment initiative).

Development of a recruitment microsite

Vacancy and Directorate specific recruitment literature

Ensuring a Trust presence at profession specific events

Open Days for specific professions

2.6 Develop the organisation as a socially inclusive employer

The Trust is committed to ensuring all local groups have equal access to

opportunities of employment within the organisation. Through raising awareness of

employment opportunities within CHS, we will be able to attract a more diverse

workforce.

Set out below are the key strategies the Trust will employ to address the

recruitment problems within the organisation and improve the effectiveness of

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ecruitment within the Trust. The priorities listed are not in any order of priority but

are all informed and support the overall strategic direction of the Trust.

The Trust aims to progress this in a number of ways:



Promote the Trust as an employer of choice within the local area.

Continue to recruit service users through the user employment project,

volunteer programme and other initiatives

2.7 Engaging the Local Community/labour market.

The Trust is aware that a workforce which is representative of its local community

can build trust and confidence among patients and provide better quality patient

care.

The Trust is committed to developing a workforce which represents the diversity of

the community at every level, including traditionally excluded or marginalised

groups such as those with disabilities. The Trust will review its recruitment

processes to ensure support is available for specific groups who are unable to

apply via online recruitment.

By developing initiatives which will actively encourage local residents to come

To work for the Trust, we can develop a workforce which is more representative of

the local community.

Work with the local BME communities to raise the profile of the Trust as an

employer of choice, emphasising different routes into healthcare.

There is a common misconception that careers within the NHS comprise of clinical

roles only, whereas in fact there are over 300+ roles that are available across

different staff groups. Many of these roles can be carried out by people with a

disability and raising awareness of these options is important in attracting

prospective employees.

The Trust will work with local organisations to identify target groups.

CHS serves a diverse population across a diverse geographical area of South

London, which includes areas of social and rural deprivation as well as more

affluent and urban areas characterised by high income and the range of factors

which underpin the maintenance of good health.

National directives for both healthcare provision and associated staffing need to be

customised to meet local needs and expectations and the workforce itself needs to

be responsive to changes in service provision and to have sufficient flexibility in its

skill base to respond to short and longer term change.

The Trust will need to take these factors into account when recruiting staff locally.

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2.8 Engaging with Academic Institutions

The Trust will continue to engage with academic institutions such as schools,

colleges and universities in the area by, attending careers events and job fairs

both locally and nationally where appropriate, providing information about working

in the NHS and for CHS, promoting careers within the NHS and inspiring college

and university leavers to consider healthcare as a serious career choice thus

engaging with the potential younger workforce and ensuring a future pipeline of

healthcare workers.

2.9 Maintaining links with Jobcentre Plus

Work with Job Centre Plus to utilise employment schemes to recruit the long term

unemployed to suitable positions and/or target job seekers who may wish to work

within CHS.

It is essential for the Trust to maintain good relationships with local Jobcentre Plus

and other specific agencies whose aims are to support recruitment into the health

and care sector of the local economy, and in particular get people back into work.

To this end the Trust recognises its social responsibility and is committed to

working in partnership with Jobcentre Plus to attract and recruit suitable potential

candidates for level entry jobs within the Trust such as Health Care Assistants and

Administrative and Clerical/support staff via this route it at all possible.

The Trust has an excellent working relationship with Croydon College and works in

partnership to manage our Apprenticeship Framework.

Through what was NHS London and now LETB funding we jointly recruit up to 15

business administration apprentices per year enabling 16-19 year olds experience

of work.

The year long programme provides excellent placements, a qualification and

vacancies appropriate to the successful completion of their apprenticeship and

suitability to a role.

The Trust aims to recruit 100% of the candidates though our normal recruitment

and selection process providing potential candidates meet the person specification

requirements.

2.10 National and International Recruitment Markets

The Trust will continue to explore the viability of recruiting nationally and

internationally, however this is a costly and time consuming process. The, benefits

of such an undertaking will be thoroughly evaluated and other local and national

initiatives explored prior to approval. Previous campaigns in Scotland and the

Republic of Ireland had limited success:

Croydon has a large migrant and refugee community including people who have

worked within the health service in their country. Often the skills of this group are

not utilised locally due to difficulties transferring professional registration or lack of

hands on experience within the UK health system. This is an area for further

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development and the Trust will develop links and build good working relationships

to advertise level entry jobs post language testing with local refugee organisations

to take this forward.

2.11 Remaining Competitive

In some aspects of its work, and some areas of its geographical location, CHS

recognises that it will experience competition from other employers. It will continue

to seek to recruit from outside the immediate area it covers to attract staff with

specific experience and skill sets and to import new ideas and practices into the

organisation.

In addition to recruiting on a local and national level CHS, will continue to work

with a Department of Health, NHS Approved Nominated Agency to recruit nurses

from overseas as mentioned above, where it is deemed a real need to address

shortages in the workforce within the UK and in particular in the ‘hard to recruit’

and key hot spot areas. Croydon Health Services NHS Trust has successfully

employed a number of nurses in 2012/13.

2.12 Return to Practice

The Trust will continue to promote this initiative which encourages return to

practice of nurses, health visitors and AHP’s who have not been working in the

NHS for six months or more.

The proposal is to have an annualised number of placements available twice a

year, this fits with the HEI intakes. A predetermined number of places will be

commissioned annually and CHS will advertise twice a year for placement

candidates.

It is envisaged the clinical areas support these placements.

Once placements are completed CHS needs to endeavour to recruit the

successful candidates into vacant staff nurse posts and again the nursing

workforce plan should incorporate this.

2.13 HCA Secondment to Nursing/Midwifery Degrees

The proposal here is that HCAs are seconded from their substantive posts to s

salary supported student status. The manager can recruit into the vacant post as

the HCA will be seconded for three years.

When the successful HCAs complete their degrees and qualify CHS will

endeavour to ensure that all secondees are recruited into vacant staff nurse posts.

If a post is unavailable then a vacant HCA post will be found until such time as a

suitable staff nurse post becomes available to apply for.

2.14 Foundation Degrees

These are substantive HCAs who are sponsored by their line managers to

complete foundation degrees. The proposal for discussion is that staff are

released to complete one day per week at university, outstanding hours against

shift length should be given as study time.

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CHS is creating a nursing workforce strategy that will incorporate the Band 4

Associate Practitioner role across the integrated Trust as part of Modernising

Nursing Careers.

The decrease in the number of student nurse commissions will be supported by a

nursing workforce plan that supports HCAs in a developmental career path to

becoming a qualified nurse.

2.15 Student District Nurses and Health Visitors

The proposal is to ensure that CHS provides a career path to develop both District

Nurses and Health Visitors and works with NHS London to ensure adequate

numbers of student Health Visitors are recruited and supported to grow the

workforce in the community as part of the Trust’s integrated services.

The above proposals aim to create agreement around a strategic approach to

each of these developmental opportunities.

3. CORPORATE RETENTION STRATEGY

Highly competitive national and local labour markets and the increasing difficulty in

recruiting hard to fill posts such as Midwives and Community Nurses places an

enormous pressure on current recruitment and retention practices. The Trust will

review staff benefits currently being offered to enable it to compete with other

employers.

According to the CIPD, the UK average turnover is 15%. In 2011, the Trust had a

turnover rate of 13.75% (excluding Medical and Dental Staff) However, some staff

groups have a relatively high turnover.

Below is a breakdown of the turnover by staff group:

Staff Group

Turnover

Add Prof Scientific and Technical 15.03%

Additional Clinical Services 11.50%

Administrative and Clerical 10.65%

Allied Health Professionals 17.98%

Estates and Ancillary 8.62%

Healthcare Scientists 24.76%

Nursing and Midwifery Registered 15.31%

Grand Total 13.75%

Retaining good staff is key to service delivery in the current employment climate. It

should be noted that some employee turnover benefits the organisation and

turnover rates do not always reflect the culture of the organisation. Low turnover

can reflect stagnation rather than a happy, productive workforce. (Michael West,

2004).

Becoming a model employer is key to recruiting and retaining staff within the NHS.

The following strategies will be employed by the Trust to aim to become a model

employer and improve retention within the Trust:

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E.g. flexible working options, accommodation, child care co-ordinator, self

rostering etc.

The key elements of our Retention Strategy are:

3.1 Career Pathways

The Trust is committed to developing well defined career pathways to contribute to

improved retention rates, therefore current initiatives need to be further developed

and new ones introduced with a particular focus in areas such as Midwifery,

District Nursing and Health Visiting.

3.2 Flexible Working

Continuing to promote flexible ways of working within the organisation is key to

attracting and retaining staff. Flexible working options include part time working,

job share, compressed hours, term time only and career breaks. We will continue

to promote these options where ever it can be accommodated operationally, by

ensuring they are widely advertised on the staff Intranet and in Team Brief or via

the HR Bulletin.

3.3 Develop a Flexible Workforce

The Trust recognises that the way healthcare services are provided is changing in

line with Government policy and that the commissioning and tendering of services

is now a normal feature within the NHS.

It was agreed by the Trust Board that a skills audit would be conducted to check

our current internal skills sets across Trust management and all consultants

exploring training and experience in relation to productivity, service transformation

and methods.

This will enable the Trust to develop a ‘Skills Asset Register’ so that it is able:

• to identify unused skills and experience

• provide additional training and development to develop skills which will be

required in the future match staff potentially ‘at risk’ with new job

opportunities

• develop and harness unused talent in situations of service change

• to form part of the Trust’s overall Leadership and Talent Management

Strategy.

The development of a Skills Asset Register will also be beneficial in the event of a

major incident as it will facilitate the transfer of skills within the Trust.

Strategic workforce planning will enable the Trust to flex its workforce in line with

peaks and troughs in activity and demand for services and ensure the most

effective use of current and temporary workforce across the Trust. E Rostering

can help to identify ‘gaps’ in staffing and potential shortages in skill mix

requirements. With service redesign and integration of community health services

there is opportunity to review and if necessary work differently.

18


Mutual respect and collaborative working across the health and social care

communities is critical in delivering a high quality integrated health service.

3.4 Temporary Workforce

To continue recruiting high quality temporary workers to maximise the availability

of temporary staff and build greater flexibility in the workforce as well as provide a

pool of staff that can move into permanent posts if appropriate

3.5 Nurse Resource Office Service Review

A review of the Nurse Resource Office Service that provides temporary staff

across the Trust through an in house bank service is to be reviewed to ensure the

service continues to meet the needs of the Trust and its customers and is fit for

purpose. This includes the tendering of an Agency Master Vendor Provider to

support the Trust’s temporary staffing needs when any gaps in skills/workforce

needs cannot be met internally.

3.6 Flexible Careers

As well as encouraging flexible working patterns, developing flexible working

careers will assist in the retention of skilled, experienced staff. The NHS

Plan/Constitution encourages NHS organisations to work creatively to meet the

needs of both patients and staff, this can be done in a variety of ways for example

rotational schemes, secondments, role redesign and skill mix.

Utilising the above initiatives will encourage the Trust to think more creatively

about the ways in which staff work and are utilised. They will support managers

and staff in maintaining a work life balance which is right for the individual, helping

to improve staff morale and maintain their commitment to the Trust and the NHS.

As an Integrated Care Organisation the Trust will offer staff the opportunity to

develop their skills by rotating across acute and community settings.

3.7 Staff Involvement and Engagement

Engagement is about creating opportunities for employees to connect with their

colleagues, managers and the wider organisation. It’s about creating an

environment where employees are motivated to want to connect with their work

and really care about doing a good job and going the extra mile.

Staff Involvement and engagement is therefore a key factor influencing staff

morale in the workplace, and is a high priority within CHS.

We know from the results of our last NHS Staff Survey that a high percentage of

Trust staff would not recommend the Trust as a place to work or receive treatment.

There was a higher score this year on staff intention to leave their jobs, staff not

feeling valued, staff not rating leadership or seeing management as effective.

Equally as a Trust we struggle to get staff to complete the survey.

The Trust is committed to maintaining effective staff communication at all levels,

and will continue to ensure that staff involvement and engagement is maintained

through focus group sessions, feedback initiatives, improved communication

19


processes and enhanced partnership working. Listening into Action/Pulse check is

just one example of the Trust’s commitment to engaging with its workforce.

Listening into Action (LiA) across NHS Trusts is a leading approach to engaging

and empowering clinicians and staff around priority outcomes for patients. This

takes the whole concept of staff engagement to a new level.

3.8 Exit Questionnaires

It is important to determine what causes staff to leave and gain a better

understanding of why people are leaving the organisation.

If the Trust is to maintain good employees it is crucial that our existing staff feel

valued and supported when at work. To this end further work needs to be

undertaken to better understand why people leave the Trust. The Exit

Interview/Questionnaire Processes, documentation and reporting need to be

reviewed and re-launched as well as a campaign to improve return rates in order

to analyse trends within the organisation.

The Trust will:

Strongly encourage all employees who resign from employment to either complete

an exit questionnaire, or attend an exit interview. The interview will be conducted

in accordance with the Exit Interview Procedure.

Results of the completed questionnaires and interviews will be collated and

analysed on a quarterly basis. Where necessary, an Action Plan for improvement

will be developed and incorporated into the Quarterly Workforce Report, taking

into account common themes and issues raised. Whilst it may be too late to retain

the leaver, the feedback gathered may assist in improving things for new

employees coming in and hence improve retention rates in the future.

Consider making the Exit Questionnaire available to complete on-line. This may

encourage more leavers to complete it, as they can complete it in their own time or

explore using an external provider to conduct these on our behalf. To this end the

Trust Recruitment and Retention Manager in Partnership with a HR Business

Partner will explore further options for consideration for the Trust based on what

other Trusts/organisations do and/or best practice.

It is also envisaged that we as an organisation are more proactive in following up

leavers after they have left the organisation to get their valuable feedback on their

employment experience, their reasons for leaving and whether there is anything

the Trust could have done to make them stay. In areas of high turnover the

Recruitment and Retention Manager may if felt necessary follow leavers up for

such feedback.



An Action Plan will then be drafted to ensure that CHS effectively addresses

any aspects of activity, attitude, management style and working circumstances

which contribute to the avoidable loss of staff.

Continue to use the staff survey to identify areas of improvement within the

20


Trust. The outcomes of the staff survey will be disseminated, and a plan

produced based on issues raised with actions and progress regularly reported

to the Board.

Promote a ‘team based’ culture which promotes diversity and values

differences.



Promote an environment that promotes dignity at work that is free from bullying

and/or harassment, where staff feel supported and safe in their environment

and feel able to challenge discrimination and/or unacceptable behaviour.

To positively promote the benefits of a healthy work/life balance for all staff, in

order to retain a motivated, healthy and committed workforce.

To promote our successes by highlighting interesting stories and/or

achievements both in Trust magazine/HR Bulletin and consider editorials in

relevant healthcare journals and publications/recognition schemes.


Ensure staff are aware of the diverse range of staff benefits available to them

during their Induction, NHS Discounts and interest free travel loans or cycle to

work schemes, on site gym and child care provision such as on site Nursery.

To ensure that the Trust website also reflects these in order to attract

prospective employees and highlight benefits available at the Trust.

3.9 Developing our current staff

CHS encourages internal movement and makes a number of internal

appointments. In order to make this process easier and more effective we need to

develop systems and policies to better manage this process, in line with

developing a Trust Leadership and Talent Management Strategy.






Appropriate systems will be developed, tailored to meet the needs of each staff

group. These will include developing competency based progression for staff.

Leadership Development Programmes for staff across all bands up and

including senior management and a clinical Leadership Development

Programme

Use of Occupational Testing eg Management Development

Across the Trust the following will be developed:

Internal staff movement policies

Acting up policy

It is a contractual obligation for every member of staff to have an annual

performance appraisal and the Trust is committed to this principle.

21


Staff work more effectively if they clearly know what is expected of them and how

well they are performing. Performance appraisals also provide an opportunity for

managers to identify any learning needs the staff member has.

The Trust is committed to achieving a target of 100% of staff having an annual

Performance and Development Review and ensuring that 100% of these

appraisals are of a consistently high quality.

The introduction of a new PDR template is to ensure that there is a robust process

and documentation for reviewing performance which also includes behaviours and

talent management. It is also designed to embed our values and Trust objectives

throughout each and every member of staff’s objectives to enhance both individual

and overall Trust performance for the future.

3.10 Developing a Leadership and Talent Management Framework

The Trust needs to identify and develop staff at every level in order to meet future

challenges. Focussing on developing talent at all levels will send the right

message to staff, which is critical to delivering our vision of high quality and

compassionate care.

In order to retain highly skilled workers the Trust continue work to identify:




what talent the Trust currently has, where it is and how good it is

how we can best develop that talent to meet future needs identify transferable

skills so that staff can move between acute and community role Develop a

framework to establish a system of Leadership and Talent

Management/Succession Planning

Whether the Trust has the right staff in the right place at the right time,

attracting and integrating highly skilled workers and developing and retaining

existing workers is critical.

In conjunction with the Workforce Strategy the Trust will continue to further

development and enhance a dedicated, targeted development programme for

staff from across all departments who have been recognised (or who may

recognise themselves) as having the raw talent for leadership roles. Through a

formal and transparent process of initial selection and appraisal, the strengths

and potential of these individuals will be explored and, with their managers, a

blended approach with different interventions and methods will form part of a

development plan enabling them to work toward reaching their potential

through promotion. Succession planning and the developing and nurturing of

existing staff who can be supported and retained within the organisation sends

a positive message that the Trust values its workforce and invests in staff as

well as recruit new talent from external and international sources when

necessary.



Developing and sustaining systems to capture leadership and management

behaviours through formal standards, performance reviews, organisational

requirement as well as informal and formal learning and practice will allow the

Trust to retain its ‘best talent’.

The Leadership and Talent Management Strategy will be clearly aligned to the

overall Trust Business Strategy and our obligations in respect of Equality and

Diversity policies and legislation.

22


The Trust recognises the need to recruit and retain much needed skills and

talent as part of the NHS reforms and in preparation for when the economy

recovers. Talent Management will therefore be recognised at all levels of the

organisation

3.11 Improving Staff work experience

One of the four main elements of the workforce strategy is to “improve the quality

of the work experience” and become an employer of choice.

The national staff survey provides useful information on how staff view their work

experience and enables benchmarking against other Trusts and our competitors.

The Trust aims to develop and review policies and initiatives including developing

appropriate action plans to address concerns and issues raised by staff in order to

support and encourage all staff to recommend CHS as a place to work or be

treated.

To this end the Trust has introduced monthly feedback forums for nurses,

midwives, health visitors and school nurses to share their experiences upon

joining the Trust. These forums are chaired by a Senior member of the Nursing

Team and the Trust Recruitment and Retention Manager in an attempt to iron out

any issues or concerns early on in the employment hence improving retention

rates.

3.12 Improve working conditions

All staff have the right to work in an environment which is conducive to effective

working practices and which ensures they can work safely and healthily. The

following actions in a number of different areas will be required in achieving this









Improve the physical working environment for staff

Continue to ensure our staff feel safe in the workplace

Undertake an audit of stress within the organisation and develop a strategy to

address causes of work related stress within the Trust?

Regularly monitor sickness absence and ill health retirement to identify

underlying causes

Develop a control of working hours policy to ensure compliance with the

European Working Time Directive

Staff Involvement is a key factor influencing staff morale in the workplace.

The Trust is committed to maintaining effective communication at all levels

and will continue to ensure that staff involvement and partnership working is

maintained at all levels in the organisation through the LiA process.

Croydon Health Services NHS Trust recognises the importance of a healthy work

life balance for its employees and its responsibility to support parents and others

with their caring responsibilities and improving their work life balance and morale.

Managers are encouraged to discuss this as part of the PDR process. Whilst the

Trust’s first duty of care is to the patients and users of its services, it recognises

that the staff who deliver the services have personal responsibilities as well as the

important roles they deliver for the Trust. Therefore, the Trust needs to positively

facilitate the integration of work with the events staff have in their personal lives.

23


Developing and promoting work-life balance within the organisation is key to

attracting and retaining good staff over the coming years. A number of initiatives

have already been developed to improve the work-life balance of staff. Many staff

have access to flexible working opportunities across the organisation. Childcare

support is available for staff with childcare responsibilities and there is an active

uptake of carer leave. However, further work can be done in this area. The

following areas will be further developed to improve the working lives of staff:





Deliver the childcare strategy, providing support and advice to people with

childcare responsibilities

Provide support for people with caring responsibilities by developing an

information resource on the intranet

Implement the Flexible Working policy and right to ask procedure for staff and

monitor its implementation to ensure that it is applied fairly and consistently

across the organisation.

3.13 Valuing Diversity

The Trust is committed to ensuring its workforce is reflective of the community it

serves within Croydon and so as to be able to deliver more culturally sensitive

care to patients and service users that is appropriate and meets their personal

needs

3.14 Staff Health and Wellbeing

The Trust currently has a wide range of benefits and policies to support Staff

Health and Wellbeing in line with the wider NHS Staff and Well Being Agenda.

Ensuring Staff are well supported is critical to the Trust being able to provide safe

and effective care. Flu vaccinations, access to Occupational Health services

including counselling services are just some of the support initiatives in place. The

Trust also has its own gym on the Croydon Hospital site. Membership costs

relatively little and is taken directly from individual salaries.

3.15 Pay and conditions

CHS recognises that its pay reward systems are confined to three national sets of

terms and conditions for NHS staff. These are Agenda for Change, which applies

to the majority of the staff, Very Senior Managers, which applies only to Executive

Directors and Medical and Dental staff.

Whilst the Trust cannot operate outside these sets of terms and conditions of

service, it will use the considerable flexibility contained within them to support both

the recruitment and the retention of staff.

In respect of staff on Agenda for Change terms and conditions, the Trust will be

proactive in optimising the benefits, which can be achieved by highly performing

staff.

3.16 Review the range of Staff non- pay benefits

Currently the only non-pay benefits that are offered are the provision of a nursery

on the Croydon Hospital site for children between the ages of 3 months and 5

years. It offers a secure environment that encourages learning and development

and peace of mind to working parents in the Trust. Child care vouchers and a

24


cycle to work scheme and salary sacrifice opportunities such as the former Home

Computer Initiative.

Similar opportunities will be assessed and considered in the future by the

Recruitment and Retention Manager in consultation with Trust staff.

The Trust will actively explore the possibility of engaging with corporate suppliers

of a range of benefits, goods and services to its staff, to enhance

the pay and reward package available, build the Trust’s position as an employer of

choice, and enhance recruitment and retention of staff.

The Trust will actively raise awareness of and promote NHS Discounts to staff

working in the Trust and consider introducing a Total Reward Statement for staff

highlighting the full sum of rewards.

3.17 Accommodation

The Trust has some provision for accommodation for health workers and is

available on short hold tenancy agreements.

3.18 Induction

Further develop the Corporate Induction programme for all newly appointed staff.

The provision of an effective induction programme is essential to ensure that staff:










Understand the Trust role and its purpose in order that the safety and wellbeing

of patients and other staff is not compromised

Are aware of the ethos and culture of the organisation and are clear as to the

performance standards expected of them

Know the ‘geography’ of their immediate workplace, including all facilities, and

where appropriate, the location of other bases

Know how to use machinery, information technology, and other items

connected with their roles in a safe, appropriate and time efficient manner

Have all the basic information and tools to perform effectively in their new roles

staff

Understand their key working relationships and meet members of the team

they will be working with staff

Understand key policies and procedures, including those relating to health and

safety, stress management and systems for payment of salary and other

financial benefits

Can contribute effectively to the work of the organisation from as early as

possible in their employment staff

Do not make errors or mistakes because they have not been properly briefed

staff feel supported and comfortable in the organisation and in their role

25


3.19 Students

All students who train at CHS will be guaranteed an interview for substantive posts

providing they meet the minimum criteria set for the post.

3.20 Volunteers

The Trust is supported by over 200+ volunteers and play an important part in

ensuring the efficient and effective running of the hospital and its services.

Volunteers work alongside staff complementing their work and enhancing the

patient experience and hence are an integral part of the team. Many of the

volunteers are local people and therefore involving them in the planning and

delivery of our services is critical to the Trust securing Foundation Trust status.

Many of the volunteers gain valuable experience of working in the health and

social care environment and some have gone on to join the Trust in substantive

appointments.

3.21 Work Experience

The Trust supports work experience where it is part of a structured programme of

learning and/or as part of a programme to rehabilitate/introduce long term

unemployed into the job market and improve their chances of employability.

3.22 Strategies for Professional Groups

The recruitment and retention challenges within the Trust are profession specific.

In order to address this, the Trust will develop recruitment & retention strategies

tailored to meet the needs of the key professional groups with identified lead

representatives from the respective areas. Develop a flexible Retirement Policy

CHS recognises that the terms of the NHS Pension Scheme offer considerable

flexibility for staff in respect of when and how they draw down retirement benefits.

The Trust will provide, through its payroll service, regular updates and briefings for

staff that are approaching retirement age, to provide them with the various options

available to them to continue working after retirement.

Where an employee is contemplating working beyond retirement age, possible

flexibility in working arrangements will be afforded to the employee, particularly

where this will facilitate the retention of valuable and/or scarce skills and

experience.

3.23 Delivery and Review

An action plan will be developed to ensure the successful implementation of this

recruitment and retention strategy. Progress will be reviewed on a six monthly

basis.

The strategy will be reviewed on an annual basis.

26


4. SUMMARY

This strategy sets out the many challenges facing the Trust in achieving its aim of

recruiting and retaining a workforce with the requisite skills, within an environment

which supports flexible and healthy working practices and professional

development to make the Trust an employer of choice.

The challenges are significant but we are confident that with the participation

and commitment of every member of staff at every level, the Trust will achieve and

maintain a skilled and dedicated workforce representative of the local community,

and capable of delivering high quality and compassionate patient care to the

people of Croydon.

In summary this Strategy covers both Recruitment and Retention and the short,

medium and long term objectives of the Trust, in relation to how it attracts,

develops and retains its workforce.

Whilst the current NHS Reforms and uncertain economy may cause some anxiety

amongst staff, The Trust recognises that unless we have an appropriately skilled

and motivated workforce, we will not be able to deliver our strategic and

operational objectives and deliver the best possible care to our patients, their

families and the community we serve. To this end CHS is committed to retaining

its ‘best staff’ to deliver quality care with improved outcomes for patients and a

continual service improvement plan which supports its 5 key promises to the

people of Croydon:

We are always here for you:

We will do our best to ensure:

• You feel cared for

• You feel in safe hands

• You feel confident

• You feel we value your time

• You feel it’s getting better

This should run through everything we do and positive behaviours should reinforce

the promises.

27


Appendix 1 - Recruitment and Retention Strategy - Action Plan 2013

1. Recruitment of more

nurses in line with RCN and

DH recommendations to

ensure 70:30 split with

regards to safe staffing levels

against patient ratios

2. Improve/Streamline

Recruitment processes to

reduce time to recruit

Actions Considerations Responsibility Timescale Key Performance

Indicator (KPI)

Current on-going fast track

Recruitment & Retention July – Achievement of 70:30

recruitment campaign to

Manager in partnership September ratio.

recruit to revised

with Senior Nurses 2013

establishments to address

On target for recruitment

skill mix review.

timescales

Recruitment Planner and

schedule have been

developed.

Review and streamlining of

ATR Process and reducing

time to recruit.

Ensuring applications

shortlisted in timely way

and assessment panels

and interview panels set

up in advance and to keep

to weekly timetable

schedule.

Consult with Finance and

key stakeholders in the

process and agree revised

process and necessary

communication.

Recruitment & Retention

Manager in partnership

LiA HR Sponsor group,

Finance.

Immediate

Reduction in end to end

process by 30%

Weekly review meetings of

bottlenecks in the pipeline

by Recruitment & Retention

Manager.

Ensure effective IT

Systems are in place and

utilised such as NHS Jobs,

ESR and E-CRB if

implemented.

Review Assessment

Selection tools to assist

with recruitment to ensure

right calibre of candidates.

Pipeline meetings to pick

up exceptions and ensure

speedy follow up of

outstanding checks to

ensure time to recruit is

minimal.

Reliance on IT support to

enable improvements to

electronic systems.

Delivering appropriate

training.

28

Recruitment & Retention

Manager with HR

Administrators and HRBP

Divisional Teams.

Recruitment & Retention

Manager in Partnership

with Deputy HRD and IT


Develop Refresher courses

and/or master classes for

Recruiting managers to

update on Recruitment

&Selection Skills,

compliance and processes.

Recruitment & Retention

Manager /HRBPs

Summer

2013

Significant management

attendance

Flexible approach to ‘hard

to recruit areas’ recruitment

e.g., informal visits and

coffee mornings to engage

with successful candidates

pending start dates.

Recruitment & Retention

Manager /HR Teams

June 2013

Adherence to Fast track

recruitment schedule

Monitor hits on Intranet

page. Obtain feedback

from managers

3. Continue to work towards

becoming a socially inclusive

employer

Design and publish

Recruitment Intranet pages

to assist Recruiting

Managers

Continue to work in

partnership with Job Centre

Plus through raising

awareness of level entry

vacancies.

Recruitment & Retention

Manager /HR teams/

e-Communications

Manager

By end of

June 2013

On-going

Increase number of

applicants/appointments

sourced by this method

Work with local BME

communities and

organisations to raise

profile of Trust as an

employer of choice and

career pathways into

healthcare.

Sustain/and or improve %

of BME appointments to

workforce

Work in partnership with

local authority to advertise

key roles and opportunities

to support the Trust’s work.

Evidence of building

relationships with local

authorities

29


4. Develop more innovative

Recruitment Solutions such

as use of Social Media e.g.

Twitter, Linked or microsites

where appropriate.

Recruitment & Retention

Manager Consider and

develop recruitment

solutions in partnership

with recruiting managers as

part of Trust’s Attraction

Strategy

Ensure Trust Attraction

Strategies are relevant and

appropriate to today’s

more mobile and

technological savvy Job

Seekers.

Recruitment & Retention

Manager in partnership

with recruiting managers

and HR team.

September

2013

Active use of social media

tools and monitoring of

attraction rates.

5. Engaging with Academic

Institutions such as Schools,

colleges and Universities in

the area.

To build and develop good

working relationships with

the Institutions and attend

and support key careers

events and Job fairs both

locally and nationally

wherever possible and

build into annual

Recruitment Planner

Recruitment & Retention

Manager in partnership

with Workforce

Development, Medical

Staffing HRBP and Key

Stakeholders and clinical

leads.

On-going

Attend 50% of appropriate

job fairs/events available

to the Trust

Continue to work with

Croydon College in respect

of Apprenticeship

Framework

Ensure we bid for monies

from the South London

Education & Training

Board

L&D Consultant

Maintain annual numbers

(10-15). To reach 100%

recruitment target at end

of year.

6. Ensure appropriate Career

Development Pathways for all

staff groups across the Trust

as part of wider Leadership

and Talent Management

Strategy

Ensure and enable

managers to provide all

staff with an annual

appraisal and a PDP Plan.

Ensure fair and equitable

access to Leadership

Development Programmes

PDR paperwork to include

appropriate CPD and

Training and Development

areas linking to Leadership

& Talent Management

Strategy

Workforce

Development/HR teams

Annual /

On-going

100% of appraisals

conducted for all staff

across the Trust

30


7. Staff Involvement and

Engagement

Ensure that feedback from

Listening into Action, Staff

Survey, exit interviews and

new starter feedback is

reviewed to fully

understand the staff

experience.

Recognition of Staff

achievements is celebrated

and communicated through

Trust News and Intranet

stories etc.

Ensure staff feel listened

too and that their concerns

are taken seriously and

followed up with action

plans on a Trust and local

level.

Ensure relevant

information pertaining to

the quality of the

recruitment service is

captured via the LiA HR

Enabling People Scheme

Staff are nominated for

awards both internally and

externally where good

work is being done

Service Leads/HRBPs

Deputy Director of HR/OD

Improved positive

feedback from staff

through exit interviews,

questionnaires and staff

survey and LiA

Increase in overall

response rates to key

questions in Staff Survey.

Repeated LiA pulse check

in Sept/Oct to show

improvement

Feedback including feeling

valued and recognised as

well as nominations and

success of Awards.

8. Review of Exit Interview

process and

Review of current Exit

Process to consider if it is

still fit for purpose.

Currently very poor returns

not sufficient to make

informed decisions.

Recruitment and Retention

Manager in Partnership

with HRBP Lead (Projects)

& Deputy HRD

End of June

2013

Increase in No of returns

received and validity of

intelligence gathered

Review to be conducted

and recommendations as

to if and how the process

and returns can be

improved upon

Some staff reluctant to

complete/provide feedback

for fear of repercussions

Consider if more cost

effective to gain information

via another method

Some staff give reason for

leaving as ‘unknown’ which

does not give intelligence

as to why they are leaving

31

Evaluation of free trial

exit/starter surveys from

Great With Talent.


9. Ensure Staff are aware of

diverse range of Staff Benefits

available to them both in

monetary terms and non-pay

benefits

Communicate these at

point of recruitment e.g.

highlight at interview,

Induction and as part of

starter pack information.

Ensure information

regarding benefits is easily

accessible to staff and

updated.

Recruitment & Retention

Manager in partnership

with Trust

Communications

Department

On-going

Focussed staff survey to

obtain feedback and LiA

pulse checks.

Research other staff

benefit options

Include information such

as Salary Sacrifice

Scheme for IT (e.g.

Computers/Ipads),

Childcare vouchers and

Car Scheme in induction

information and on the

Intranet and Internet

N.B Items not necessarily listed in order of priority.

32

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