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

More documents

Recommendations

Info

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. 6
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. 7
Page 1 and 2: Date: 3 June 2013 Agenda No: 8.3 RE
Page 3 and 4: CONTENTS 1. INTRODUCTION 1.0 Why we
Page 5: 1. INTRODUCTION The NHS is undergoi
Page 9 and 10: CHS recognises that the foundation
Page 11 and 12: Ensure that a key component of the
Page 13 and 14: The Trust will run corporate generi
Page 15 and 16: 2.8 Engaging with Academic Institut
Page 17 and 18: CHS is creating a nursing workforce
Page 19 and 20: Mutual respect and collaborative wo
Page 21 and 22: Trust. The outcomes of the staff su
Page 23 and 24: The Trust recognises the need to re
Page 25 and 26: cycle to work scheme and salary sac
Page 27 and 28: 4. SUMMARY This strategy sets out t
Page 29 and 30: Develop Refresher courses and/or ma
Page 31 and 32: 7. Staff Involvement and Engagement

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

Create successful ePaper yourself

Delete template?

Save as template?