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Continued from page 1I am very fortunate to have been asked to leadthe work of the HPMA over the next two years. Theoutgoing President – Debra O’Dea – has achievedso much to help build a national HR network forhealthcare; quite how she performed this role alongwith her day job is a question I may be able toanswer in 2010!There are now so many able people working atall levels in HR in the NHS that using HPMA as avehicle for networking and synergy is realistic anda win-win scenario. My aspiration is to help developregional branches and create a broad church tomake all health HR professionals welcome. TheNHS needs an effective and cohesive HR functionnow more than ever and HPMA can be a positiveforce to sustain the profession during this period.Welcome to our Askthe Experts featureintended to give ourmembership theopportunity to poseany HR and legalquestions to healthsector employmentspecialists atBeachcroft LLP andour panel of HRprofessionals.Rachael Heenan.Katy Horner.2Ask the expertsQuestion: There has been the threat ofindustrial action by our trade unionsrecently and as a Trust we are concernedabout the effect of picketing on ourservice. What are the rules on lawfuland unlawful picketing?Answer:Lawful and unlawful picketingThere are limits on how, where, and for what purposepicketing can be undertaken. These limits helpensure proper protection for those who may beaffected by picketing, including those who wish tocross a picket line and go to work.Lawful picketing only occurs where it isundertaken in contemplation, or furtherance, of atrade dispute. The purpose of the picketing must beto obtain or communicate information or to persuadeany person to work or abstain from working.Lawful picketing can only be undertaken by:● a worker (who is employed by the employerwho is a party to the dispute) at or near his orher place of work;● an ex-worker of the employer who is a party tothe dispute (so long as that employer was theex-worker’s last employer and he or she wasdismissed in connection with the dispute or thedismissal is one of the reasons for the dispute)at or near his or her last place of work with thatemployer; or● a trade union official who represents and isaccompanying either of the above, at theirplace, or last place, of work.The picketing must be done peacefully, in otherwords, there must be no intimidation or threateningbehaviour.Provided these conditions are met, and theindustrial action is official (i.e. it takes place furtherto a compliant ballot), the picketing will be lawful.In contrast, secondary action can never belawful picketing. Secondary action occurs whenaction is taken by a person who is not a party tothe dispute. For example, if a picket persuaded alorry driver employed by another employer notto cross the picket line to deliver goods to besupplied under a commercial contract to the Trustin dispute, the interference with the lorry driver’scontract is the secondary action.Secondary action also includes picketing bynon-employees and sympathetic employees fromother employers.Practical guidance for dealing with picketingIt is imperative that a proactive approach is takenin dealing with industrial action.The Department for Business, Enterprise andRegulatory Reform has produced a code of practiceto give practical advice and guidance to employersand employees on dealing with picketing( While compliance with thecode of practice is not compulsory it providessound advice to all parties including guidance onorganising a picket.Other practical tips for employers● Think very carefully as to how to handle discussionsand negotiation with pickets and unions. Appointa spokesperson to deal with media enquires andprepare a series of press releases dealing withthe possible outcomes.● Consider how the picket line will be observed.Consider CCTV footage if the picket is likely tobe aggressive or otherwise controversial.● Consider who, if anyone, will observe the picket.The police should be informed of the strikeaction so that they can be available should thisbe necessary. Consider whether the Trust willpermit the picket to take place on Trust premisesin order to minimise publicity and problems justoutside the company premises.● Plan the way in which to escort employees andnon-employees and workers onto the premises.It may be necessary to arrange for these individualsto meet in an alternative location.As with so many things in life, the Boy Scoutsmotto, ‘Be prepared’, rules the day!Beachcroft has a specialist Employee Relationsand Trade Union unit. For more details please contactRachael Heenan (

networkFight the bean counters, get peopleon the board agendaMaybe you agree that HR can now demanda seat at the board table but as we hitrecession, the bean counters are back infashion and organisations will look to shrinkcorporately not grow. In this climate, howcan HR refocus the board room debate onthe people agenda, and exert their credibility,influence and impact?Does the people/HR agenda excite your board andyour chief executive? Well it should; the 2008PWC’s global survey of CEOs revealed that the‘war for talent’ ranks as one of the greatest threatsto business growth, second only to a potentialeconomic downturn. Leading CEOs across the worldrecognise there is a measurable value on good HR.HR brings a return on investment that affects theorganisation’s bottom line and has the potential torelease capacity and productivity by upto 40%.Last Monday (24 November), a group ofLondon HPMA members met with HR leaders fromthe East Midlands to take part in a WorkforceMatters debate and dinner at the Hilton hotel,Euston. The evening programme, organised by theNHS Institute for Innovation and Improvement andNLIAH, was part of a coproduction developmentprogramme, for Directors and senior managers ofHR and Workforce in the NHS East Midlands. Theevent included a debate HR creating board impactled by NHS Employers joint director Sian Thomasand Linda Holbeche, director of policy and researchat CIPD (formerly director of research and strategyat Roffey Park Institute).The event concluded that the value of HRcomes in helping the organisation become moreagile and lean. Healthcare HR can and mustinnovate just as other health professions have,to embrace technology and keep pace with thespeed of care. Perhaps this is the only strategy toavoid becoming marginalised. The association’sannual awards programme is testament to HPMA’scommitment to promoting and celebratinginnovation in HRM.Just as in the wider economy, the majorchallenges to the business of health in the nextfive years are people issues:● talent● leadership● cultural change.The people agenda is so important that for leadingcompanies like Vodaphone, HSBC even Tesco, the‘people’ person on the board is now arguably thechief executive. Even institutions like the BBCare prioritising the ‘people’ investment. Sian sharedrecent news that for the first time, the BBC hasa talent management strategy for those behindthe camera. At the BBC this new lead on talentmanagement has just 67 roles to ‘manage’, and10 of these roles are within digital media; notsimply the top jobs – a range of roles identified askey for future of the organisation. And note thatthis is backed up by an impressive ratio (1:67) thatreinforces the new focus.Aside from fighting the war for talent, HR hasa role in challenging the mindset of employees,influencing their attitude: getting them from goodto great – and keeping them great (Jim Collins,2001). Linda Holbeche reminded the group thatengaged staff is not the end point – staff must beagile, flexible and seize opportunities. HR is vital inachieving this: building cultures where innovationand improvement can thrive, unblocking thesystem, identifying what motivates people, anddeveloping strategic awareness.Many would agree that HR professions needto build commercial acumen rapidly, and perhapsLinda’s advice - to get board experience and gofor non-exec positions – should be seized.HR in healthcare has a good deal of credibility‘banked’: as a profession you have deliveredAgenda for Change, an invaluable vehicle forchange management. Your organisation must tacklethe people agenda to flourish – so it’s vital yougrab your board’s attention? A disaster scenario,or simply focusing on service deliverables. HPMAwants to help you drive the board agenda.Further links and readingNHS Institute for Innovation and Employers www.nhsemployers.orgCIPD 11th Annual Global CEO Survey, downloadthe executive summary to Great by Jim Collins (2001), publishedby Random House available from Thomas.Linda Holbeche.3

How can HR reallyadd value?Jane Burtoft.HR must add value to our organisations. This isbecoming more important as service line reportingis rolled out with line managers having a cost linefor HR. It is essential that we assess what is importantto managers and what adds value for them.In Ulrich’s book The HR Value Proposition herecommends undertaking a HR added value survey.As an HR director, I was a little nervous about thisidea. The team, however, won me over and wedeveloped an assessment tool linked to our HRstrategy. The tool reminded people what thestrategy was about and to assess how HR addedvalue for them.I was nervous because I wrongly assumed thatmanagers didn’t know how HR could add value.I have since done assessments in a number oforganisations and the results are the same – managersdo know what adds value and we have to ensurethey see where and how we are doing this. Wemust ensure the service HR provides ultimatelydelivers the business objectives. The assessmentcan provide tangible measurements that canunderpin service level agreements for HR or aperformance review process linked to objectives.In terms of measurement, we have to measurethe right things such as:● Where are the delays in recruitment?● How many hours are available for recruitmentand what is that equivalent to in the number ofjobs/capacity?● How much does a reduction in sicknessabsence save?● Who does it well in the organisation?The big question, often not measured, is who carriesout appraisals? This is essential to add value. Weknow from the research of Prof Michael West et althat the impact of appraisal on mortality rates, jobsatisfaction and productivity is massive. If our managersknew this, the business of undertaking appraisal of allstaff would be given the priority it needs. We have togive the responsibility for HR back to managers.If we are to show where we add value, we have toshow how HR links to business objectives. We haveto have tangible performance measures and we haveto change our practice to meet service needs.Ultimately building capacity and capability inmanagers adds value; doing it for them, doesn’t.Are your HPMA colleagues getting eNetwork?If you or any of your colleagues have experiencedproblems downloading, viewing or receiving the latestissues of the electronic newsletter please Chamberlain Dunn Associates.BRANCH MEETINGSMeetings at branch level take place usually on a bi-monthly orquarterly basis. They typically include speakers, presentations,social gatherings, workshops or educational activity and manybranches run regular employment law updates.Contact HPMA administrator Lauren Crawfordon 020 8334 4530 or fordetails on your local branch.● NHS Employers Equality and Diversity conference20 January 2009 Park Plaza Victoria, London● HSJ World Class Workforce27-28 January 2009 Holiday Inn, Birmingham● South East Branch HPMA meeting Kent & Medway Room, York House*Friday 6 February 2009 09:30 – 14:00Thursday 7 May 2009 09:30 – 14:00Thursday 3 September 2009 09:30 – 14:00* Venue is subject to change if expected numbes exceed room capacity● HPMA Welsh Branch Conference7 May 2009 Venue to be confirmedDATES FOR YOUR DIARY4

networkA new ACAS Disciplinary andGrievance Code of Practice for 2009Approved by the Secretary of State for Business,Enterprise and Regulatory Reform the new newlyrevised ACAS Disciplinary and Grievance Proceduresare now awaiting Parliamentary approval and due tocome into effect on 6 April 2009.The revised edition follows a consultationprocess which ended in the summer of 2008 andwhich sought to ensure that the revised Coderemained fit for purpose in terms of both the lawand the primary aim of improving employmentrelations in the workplace.HR practitioners are encouraged to download andreview the current draft publication and to take noteof the following amendments in relation to their ownlocal disciplinary and grievance procedures;● The opening paragraphs have been revised to makeit clear that the Code applies only to disciplinaryand grievance situations and not to redundanciesor the termination of fixed term contracts● The paragraph relating to the development ofrules and procedures has been changed to makeit clear that rules need to be developed with theinvolvement of employees and representativesrather than their agreement● Further guidance has been included in relationto investigations and clarification of the fact thatit is advisable that where practicable, differentpeople should carry out the investigation anddisciplinary hearing● Guidance is included suggesting that copies ofwritten evidence should be provided prior to thehearing including witness statements● There is now further clarification on the role ofrepresentatives in formal hearings● Further guidance is included on the importanceof formal written notification of dismissal afterany formal meetings● A new paragraph has been added to coversituations where employees refuse to attend adisciplinary interview● Clarity around the fact that appeal hearingsshould be conducted by a manager notpreviously involved in the case● More guidance on what should happen incriminal offence cases● In the grievance section clarification thatemployees should seek to use formal grievanceroutes prior to taking a case to a Tribunal● A new section has been added relating to situationswhen an employee raises a grievance during adisciplinary process. The advice is that the disciplinaryprocess may be temporarily suspended in order todeal with the grievance or where the disciplinaryand grievance cases are related it may be appropriateto deal with both issues concurrently.The full draft document is available to downloadfrom Gregory,for Consult Gee NHS with yourselfGood to see so many HPMA members out in forceat the NHS Employers' conference and exhibition inBirmingham earlier this month/last month. Andwearing our GateHouse hats, (as opposed to our HPMAT-shirts) good to see that training and developmentwas much in the news.Secretary of State for Health Alan Johnsonapologised on behalf of his predecessor for cuts intraining budgets saying: ‘Cutting training budgetsis a false economy – I know it happened and it wasnot our finest hour. It is crucial to continue to provideprofessional development for staff, especially nowin the context of the Darzi review.’David Nicholson, NHS chief executive, who alwaysplugs the value of training, had a clear message todelegates: ‘My message to you is take your own personaldevelopment seriously. Start with yourself. You can’tbe too busy to improve your own performance.’And at least two well-known HR people whostopped to chat at the Chamberlain Dunn/GateHouse stand were shining examples of creativepersonal development. Keith Johnston of NHS Plusis learning the saxophone and Sally Storey, HRdirector at Queen Elizabeth Hospital NHS Trust,in Woolwich has taken up Barbershop Singing.She at least was at home with the motivationalcommunal singing session even if others felt alittle uncomfortable.You can find out more about GateHousetraining on or call uson 020 8334 4525.Alison DunnEditor in chief,Chamberlain Dunn employment reportsTel: 020 8334 4500EmployingNurses & MidwivesThe online report on employment trends and dataEmployingDoctors & DentistsThe online report on employment trends and dataEmployingAHPs & Health ScientistsThe online report on employment trends and dataEmployingHealthcare ProfessionalsThe online report on employment trends and data5

HPMA webwatchWith all the talk of innovation at the NHS Institute debate thismonth’s Webwatch looks at creativity and idea spurringIf you have a suggestionor nomination to share,please is maddeningly little known about dayto-dayinnovation in the workplace. Where dobreakthrough ideas come from? What kind ofwork environment allows them to flourish?What can leaders do to sustain the stimulantsto creativity – and break through the barriers?Teresa Amabile has been grappling with thosequestions for nearly 30 years. Here are herSix Myths Of Creativity (Find the full article byBill Breen at Creativity comes from creative typesThere’s this common perception among managersthat some people are creative, and most aren’t. That’sjust not true. Don’t ghettoise creativity; everyone inyour organization can produce novel and useful ideas.2 Money is a creativity motivatorResearch shows that people put far more value ona work environment where creativity is supported,valued, and recognised, than on money alone. Peopleare most creative when they care about their workand they’re stretching their skills. If the challengeis far beyond their skill level, they tend to getfrustrated; if it’s far below their skill level, they tendto get bored. You need to strike the right balance.3 Time pressure fuels creativityWhen people are working under great pressure,their creativity goes down not only on that daybut in the subsequent days as well. Time pressurestifles creativity because people can’t deeplyengage with the problem. Creativity requires anincubation period; people need time to soak in aproblem and let the ideas bubble up.4 Fear forces breakthroughsThere’s this widespread notion that fear and sadnesssomehow spur creativity. Amabile’s team found thatpeople were more likely to have a breakthrough ifthey were happy the day before. There’s a kind ofvirtuous cycle. When people are excited about theirwork, there’s a better chance that they’ll makea cognitive association that incubates overnightand shows up as a creative idea the next day.5 Competition beats collaborationThere’s a widespread belief that internal competitionfosters innovation, but the most creative teams arethose that have the confidence to share and debateideas. When people compete for recognition, they stopsharing information. And that’s destructive becausenobody in an organisation has all of the informationrequired to put all the pieces of the puzzle together.6 A streamlined organisation is a creativeorganisationCreativity suffers greatly during a downsizing.Anticipation of the downsizing is even worse thanthe downsizing itself – people’s fear of the unknown ledthem to basically disengage from the work. Unfortunately,downsizing will remain a fact of life, which meansthat leaders need to focus on the things that get hit.Communication and collaboration decline significantly.So too does people’s sense of freedom and autonomy.Leaders have to work hard and fast to stabilise thework environment so ideas can flourish.But for a more direct, practical tool to help youinnovate how about the SCAMPER techniquefrom Carl Robinson( technique is described in Michael Michalko’sbook, Thinkertoys ( )S = Substitute?C = Combine?A = Adapt?M = Modify? = Magnify?P = Put to other uses?E = Eliminate or minify?R = Reverse? = Rearrange?How to spur on ideas using SCAMPER:1. Isolate the challenge or subject you want tothink about.2. Ask SCAMPER questions about each stepof the challenge or subject and see what newideas emerge. Asking the questions triggersnew ideas.Michael wrote in Thinkertoys, that “even the hot dog,as we know it, is the result of asking the right SCAMPERquestion at the right time. In 1904, Antoine Feutchwangerwas selling sausages at the Louisiana Exposition. Firsthe tried offering them on individual plates, but thisproved too expensive. He then offered his customerswhite cotton glove to keep the franks from burningtheir fingers. The gloves were expensive too, andcustomers tended to walk off with them. Antoine andhis brother-in-law, a baker, sat down to figure outwhat inexpensive item could be “added (magnify)” tothe frankfurter to prevent people from burning theirfingers. His brother-in-law said something like ‘Whatif I baked a long bun and slit it to hold the frank?Then you can sell the franks, and I can sell you buns.Who knows, it might catch on.’”

networkTUPE and transfer of partof an undertakingThe Transfer of Undertakings (Protection ofEmployment) Regulations 2006 (‘TUPE’) wereintended to bring some welcome clarity to themurky question of employees’ rights on the transferof an organisation; but, arguably, they have onlymuddied the waters further. This was illustratedrecently by the decisions in Thomas-James vCornwall County Council (May 2008) and KimberleyGroup Housing Ltd v Hambley (June 2008). Bothof these cases considered how TUPE applies wherea service provided by a single organisation is splitbetween multiple incoming contractors. This is acommon scenario within the NHS and could occurwhere, for example, part of a GP’s practice istransferred out to two existing surgeries: how mightemployee rights and liabilities be allocated?In Thomas-James, a national telephone helplinemanned by Cornwall County Council employees wassplit between various incoming helpline providers,located throughout the UK. When the service wastransferred to providers at different geographicallocations nationwide, it was impossible to tracewhich parts of the service had transferred to thevarious different regional providers. An EmploymentTribunal, therefore, held that TUPE did not apply asit was impossible to identify a ‘nexus’ between theincoming and outgoing contractors.A contrasting decision was reached inKimberley Group Housing Ltd v Hambley. Thiscase provided the first appellate court guidance onliability for employees on the transfer of part of anorganisation to two incoming service providers.Leena Homes provided accommodation andrelated services for asylum seekers, under a contractwith the Home Office, which it lost in 2006 to twoincoming contractors providing the same service.Leena’s employees were all dismissed, and sixbrought claims in the Employment Tribunal. TheTribunal held that there had been a service provisionchange under the TUPE Regulations and that liabilityfor the claimants’ dismissals should be split betweenthe two new contractors according to the percentageof the service that they had taken on.The EAT held that the Employment Tribunal’sdecision was wrong: although there was a valid serviceprovision change under TUPE, liability could not bedivided up between the new contractors. The EAT’sview was that splitting liability in this way would beunsustainable where employees remained employedafter the transfer. Instead, it should be a questionof fact for a tribunal to decide if an individual wasassigned to the part of an undertaking that transferred.Returning to the example of the GP’s surgery, if aCommunity Nurse is dismissed on the transfer ofpart of a surgery’s services to two incoming surgeries,in deciding which surgery should be liable for thedismissal, an employment tribunal would look atwhich took on the majority of the nurse’s duties.This will, of course, involve difficult questions of factfor a tribunal to determine in each case; but,unfortunately, simplicity and the TUPE Regulationsrarely go together.John Moore of Bevan BrittanLLP.John.Moore@bevanbrittan.comTel: 0870 194 7825WinterHPMAmembership offer50% discount on NHS corporate membership(covering as many members as you wish)£175 (under £150 million turnover)£225 (over £150 million turnover)Valid for Membership 2008/09(ending 1 April 09)7

Working time changes – are you ready?Andrew Rowland is aPartner at healthcareemployment lawspecialists Capsticks.Andrew welcomes yourcomments or queries onthe issues covered in theupdate; contact him on020 8780 4740or by email new report has warned that many hospitalswill not be compliant with the 48 hour weeklyworking limit applicable to doctors in trainingfrom 1 August 2009. This, combined withongoing uncertainty over the future of theopt-out and the status of “inactive” on-calltime, is likely to cause a continuing headachefor NHS management in the coming months.48 hour Working WeekCurrently, doctors in training cannot work more thanan average of 56 hours a week (unless they sign anopt-out), and this will be reduced to 48 hours inAugust 2009. Doctors in training are also subject tothe New Deal Regulations, which set additional timelimits, applicable even where the doctor has signedan opt-out.The recent report by the Royal Colleges ofAnaesthetists and Surgeons has identified that levelsof compliance with the 48 hour weekly working limitare low, and that most trusts which are not complianthave no costed plan in place to become so. Whilstthe NHS National Workforce Projects has developedsome pilots to explore new ways of working to helpachieve compliance, it is unclear whether thechanges will be implemented across the NHS in timeto ensure compliance.Opt-Out and On-Call TimeIn June 2008, the European Council reached agreementthat workers could continue to opt-out of theweekly working limit, although there would be aseries of protective conditions for workers opting-out.In addition, the Council agreed that “inactive” on-calltime (time when a worker is on-call but not actuallyrequired to carry out duties) would not count towardsworking time. However, there is now uncertaintyabout whether the EU Parliament will adopt thesepositions at its session in December, since an EUCommittee voted in November against the proposals.ConclusionThe report from the Royal Colleges shows that thereduction of the working week for doctors in trainingto 48 hours is posing an enormous problem for theNHS, bringing with it a range of financial, resourcingand patient care issues. The news that the agreementreached by the European Council on the optoutand the status of inactive on-call time is nowpotentially under threat will therefore be unwelcome.The European Parliament will be voting on theseissues in December, and if an agreement cannot bereached, it may be some time before we have clarityon these contentious issues.8Honorary life membership awardsAt the London branch meeting at UCLH educationcentre on 4 Dec the HPMA presented an honoraryaward of life membership to Terry Davies. Terry wasnominated by secretary John Adsett, and the newaward recognises his long service to the HR professionand to the association itself.We asked Tracy Myhill, Interim Director HRDepartment Health and Social Care, WelshAssembly Government to share her memories ofTerry with Network, “We had a Llandough hospitalreunion last month and the team with most peopleturning up was HR! There were people I had notseen for twenty years and it felt like it was yesterdayTerry was there and that shows what a real teamhe developed that we came from all over to bethere so many years on!“I remember him when Ken Jarrold was HRDand Eric Caines and terry organised for me tospend two weeks with Eric at DOH. He was great atdeveloping staff! Look at me! He strongly encouragedme put my first NAHSPO entry in the excellencecompetition and we won the overall competitionand went on to win many more!“I remember many many conferences he supportedand he always supported staff to be there first. Heis still an avid supporter of HR and still provides mewith guidance now and he watches the professionand his old staff develop with interest.“He taught me to put HR centre stage and hecertainly put Wales on the HPMA map and made asignificant contribution to HPMA in his day.Tenacious and determined he taught us all how todebate and how to influence. He deserves this.”A past association president himself, and the veryfirst from Wales, Terry was presented with a souvenirtrophy by new HPMA President Kelvin Cheatle.A second honorary life membership will beawarded to Tony Anhoury at a branch meeting inthe new year. Tony’s award recognises in particularlyhis role in many memorable association conferences.Some of the conferences went down in ‘folk lore’for a variety of reasons: Blackpool, where theNorbreck Castle Hotel went into administrationweeks before the conference; Keele, wheresome of the residential accommodation was a hikeaway from the conference venue; Manchester,where we had to go last minute as an alternativeto Belfast because of the Canary Wharf bombing;York, where Tony kept everyone entertainedpost-disco with “community singing” around thepiano in the bar. His repertoire included FatsDomino and Jerry Lee Lewis!

networkTotally rewarding salariesFollowing the November HPMA UK Councilmeeting, we are delighted to endorse thenew NHS Discounts Total Rewards Scheme.Outgoing president Deborah O’Dea praisedthe accessible price of the product, at just£250 per organisation, and is delighted torecommend the product to members.Designed as a web-based service to display the fullbenefits of individual employment packages, thisfree service has already proved itself to be a usefulHR tool that is capable of raising satisfaction withemployee reward packages.The scheme which also helps employee’s understandthe full value of the benefits they receiveprovides personalised, individual statements for eachemployee. It will typically detail elements such assalary, holidays, pension contribution from the Trustand other benefits. By focusing the employee tothe full total worth it reduces the reliance of salarybeing the key driver of remuneration satisfaction.Having been trailed during 2008 at HounslowPCT the findings clearly demonstrate that TotalReward Statements can be used both to motivateexisting staff and to attract new staff. With estimatessuggesting that each new member of staffcosts £10k to recruit and train, Total RewardsStatements assist busy HR teams by offering acommunication tool that is admin free and reliable.Since the inception of Agenda for Change, manylong serving NHS employees have not realised thefull range and value of their entitlements and salaryscales. Total Rewards Statements clearly detail allthe benefits available to staff including Trust pensioncontribution, holiday entitlement and sick pay.Nikki Hill, Associate Director of Human Resourcesand Organisational Development for NHS Hounslowcomments, “We believe that by developing thissystem, staff working in the NHS will have a greaterunderstanding of the true worth of their total salaryvalue. Market forces are changing in the NHS whichmeans staff are often tempted by a higher initialsalary to organisations outside but there are a lot ofNHS benefits that staff are just not aware of whichadd significant value to their overall salary package.”NHS discounts CEO Chris Heather says, “Havingworked with the NHS over the last seven years thislaunch is the natural progression to the services wealready provide via our voluntary benefits schemewhich supports almost 600,000 NHS employees.“I am grateful to Nikki and the team at Hounslowfor their support throughout the trial and delightedby the high levels of interest already expressedfrom Trusts across the NHS.”For more details contact on the product pleasecontact David Woodrow on 0118 9831224 or emaildavid.woodrow@brincltd.comHeadlines from Personnel TodayDoctors, nurses and other NHS staff are being called on to develop new standards to measureand improve the quality of care in the health service.Local NHS organisations are being encouraged to engage with staff to help develop a framework for newindicators that will measure quality at local, organisational, regional and national levels. The indicators willalso be used to help implement improved healthcare as part of health minister Lord Darzi’s NHS Review.The Department of Health (DoH) has identified a list of existing indicators used by various parts of the NHSto measure performance. Staff are being invited to comment on the usefulness of each indicator, whichapplies to their specialism and to suggest other measures they may already use, but which are not on the list.A record number of sacked government workers successfully overturned their dismissalslast year, with total compensation breaking the £1m barrier for the first time.The Civil Service Appeal Board’s annual report, published this morning, showed that it upheld 80 appeals againstdismissals, costing taxpayers a total of £1,133,608. More than one in four appeals were upheld in 2007-08 – thehighest proportion in seven years. Reasons appeals were upheld included insufficiently thorough investigationsunacceptable delays in the disciplinary process and failure to follow statutory and disciplinary procedures.Nearly two thirds of public sector HR professionals feel their department is insufficientlyprepared to make changes.Research by consultancy Penna found 96% of public sector HR professionals want to take personalresponsibility for change programmes in the workplace, but 62% said their department is not equipped tomanage changes properly. Another three-quarters said they need to up-skill to properly handle challengespresented by change programmes. Philip Webb, Penna's head of public sector, said it was worrying thatHR professionals did not feel they had the necessary skills and resources to do their job properly. “Thepace of public sector change is demanding and unremitting and HR professionals are central to its successor failure,” said Webb. “During these times of uncertainty and reform, it is crucial to address areas such asorganisational development, leadership, employee engagement and talent management”.9

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