1 Agenda Item 12.5 “Our People” Public Board Meeting 29th March, 2018 Presented for: Information Presented by: Wyn Jones, Deputy Director of Human Resources (Resourcing & Workforce Systems) Author: Dean Royles, Director of Human Resources & Organisational Development Previous Committees: Trust Board public meetings Key points This paper presents an update on the key deliverables of the LTHT People Strategy with supporting narrative and metrics to track progress. For discussion and review Trust Goals The best for patient safety, quality and experience The best place to work A centre for excellence for research, education and innovation Seamless integrated care across organisational boundaries Financial sustainability
Transcript
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Agenda Item 12.5
“Our People”
Public Board Meeting
29th March, 2018
Presented for: Information
Presented by: Wyn Jones,
Deputy Director of Human Resources
(Resourcing & Workforce Systems)
Author: Dean Royles, Director of Human Resources & Organisational Development
Previous Committees:
Trust Board public meetings
Key points
This paper presents an update on the key deliverables of the LTHT People Strategy with supporting narrative and metrics to track progress.
For discussion
and review
Trust Goals
The best for patient safety, quality and experience
The best place to work
A centre for excellence for research, education and innovation
Seamless integrated care across organisational boundaries
Financial sustainability
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1. Summary This paper outlines updates and metrics that provide a position statement on progress towards the delivery of the ambitions within the Our People Strategy and supporting chapters.
2. Background
The Trust Board approved the overarching People Strategy and the five supporting chapters (plans) in March 2015. We have made good progress in the first three years. The strategy and plans (Workforce Plan, Volunteer Plan, Staff Engagement Plan, Talent and Leadership Plan and Training & Education Plan) have been developed to achieve our ambition to be “the best place to work” and to support the contribution of our People to the delivery of our vision and goals over the next few years. This work built upon and supports the delivery of our five year strategy and the development of the “Leeds Way” highlighting the values and behaviours we live by at the Trust. We have refreshed all the chapters. Different parts of the strategy are updated at alternative Board meetings.
3. People Strategy
3.1 Workforce Planning
The Trust submitted a draft workforce plan to NHS Improvement on 8 March 2018. The plan has been developed as part of integrated approach across the finance, quality and performance teams.
Improving The Employee Journey
In the last “Our People” report which focused on this area it was noted that the Trust had been shortlisted in two categories of the national In-House Recruitment Awards and we were delighted to win the Best On-Boarding Strategy category.
Careers site
During the past 12 months there have been over 104,000 visitors to the Trust’s career site, which is slight increase on the previous 12 months. The number of new visits is up by 1,400 on the previous 12 months.
The site has had over 4,750 people register with the site since its establishment. January and February 2018 saw an increase in the monthly number registering with the site after a dip in November and December. The Career site sends out vacancy alerts to those people who express an interest in our vacancies and the number of alerts is continuing to increase. The last four months have averaged 14,000 alerts per month.
On-boarding
The Trust’s On-boarding system is for new starters to the Trust; it went live for Doctors in February 2016 and other staff in September 2016. Up until the end of February 2018 over 5,150 people had booked their pre-employment check through
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the system and completed their necessary starter forms. There were 3,300 booked in the past 12 months, with May 2017 seeing 465 appointments in one month.
Line Manager Portal
The third product of the Improving The Employee Journey project is a Line Manager Portal which will allow managers to see the progress of their new starters, complete HR forms and access key management support documents. The system remains in User Acceptance Testing, following the introduction of the new Workforce Controls the system required a significant re-build of the system. User Acceptance Testing has gone well and we are planning to start to roll out across CSU’s in the next quarter. Two CSU’s have agreed to test the system.
Trust Starters
The level of recruitment is slightly down on previous years, but we are still recruiting on average 260 people per month.
The Trust now employs 17,768 staff who are working 15,481 FTE. This compares to 17,280 staff working 15,113 FTE 12 months ago. In January 2015 the Trust employed 15,689 staff who worked 13,652 FTE. From January 2015 to 2017 the flexible FTE worked reduced from 2,074 to 930.
Impact of Brexit
The graph below shows the situation for starters and leavers for the Trust for EU nationals. The data shows no clear pattern, although there are indications that voluntary turnover may be starting to increase, however, due to the volatility of the data this is not a clear trend at this time. The data will continue to be monitored and the Trust is continuing to actively support staff who have queries and concerns.
Grand Total 3,201 2,985.09 Grand Total 3,131 2,846.80 Grand Total 2,593 2,178.10
Highest total of the three years is shown in green
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Sickness Absence
The annual rolling sickness absence rate has followed the same pattern as the previous year, but remains slightly higher. The most common reasons for sickness are anxiety/stress/depression followed by musculoskeletal problems (including back problems) and cold/cough/flu. There has been an increase in both short and long term sickness levels.
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3.2 Staff Survey Update
Our latest NHS Staff Survey concluded in early December, the Trust received question level responses a week after the survey closed. Every member of staff has received an initial summary of the results for their CSU and management teams are developing their local action plans, which will be shared with staff in early April.
The national comparators have now been released and the positive progress that LTHT has made over the past five years can be seen below.
This progress is also reflected in our staff engagement score, which has continued to improve and remains above the national average.
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6 4 4
2 1
5
9 14 11
5 3
4
8
7 11
11
6
1
3 3
5
8
9
0
2 1
1
6
13
0
5
10
15
20
25
30
35
2012 2013 2014 2015 2016 2017
Annual progress
Sum of Number of best scores (ietop 20% of acute Trusts)
Sum of Number of scores betterthan average
Sum of Number of averagescores
Sum of Number of scores worsethan average
Sum of Number of worst scores(ie bottom 20% of acute Trusts)
This year’s results have demonstrated that where there is organisational effort, a corresponding positive shift in results is seen. This is reflected in the positive change that we have seen in key findings related to the reporting of incidents, staff perception of their ability to make improvements and staff health and wellbeing. The corporate focus in 2018-19 will be on celebrating the great care the LTHT staff provide to our patients. A detailed breakdown of the staff survey will be discussed at the Quality Management Group meeting.
3.3 Health & Wellbeing
Health and wellbeing continues to be an organisational priority, with a range of activity designed to encourage staff to participate in health and wellbeing activity. The graph below shows how many staff have accessed services in quarter two.
An eight week challenge is running during quarter three, where over 600 members of staff are competing as teams to make healthy changes together. In addition, the new class timetable will launch, with a broader range of class on offer.
The launch of the prevention of work related stress policy, will occur in quarter three, supported by a comprehensive training and communication package.
During 2018 there will be a focus on organising more events that provide opportunity to LTHT staff to participate as a team to both support health and wellbeing and encourage team working. These will include a charity walk in September, in aid of the Leeds Hospital Charitable Foundation.
3.4 Gender Pay Gap
We published our first gender pay gap report on 8th March 2018 which was based on 31st March 2017 data. The publication date was aligned with International Women’s Day and we collaborated with a number of other trusts in Yorkshire and Humber to release the data at the same time.
We have published data on the mean & median pay gap, the bonus (CEA) pay gap and the gender distribution across the highest and lowest paid quartiles of the
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workforce. In addition to the statutory requirements, we also completed further analysis of the pay gaps by banding. This has been published on the national government reporting portal and on our Trust external website.
Mean Gender Pay Gap
27.94% £5.82 per hour
We have reported an overall mean gender pay gap of 27.94% and a mean bonus pay gap (clinical excellence awards) of 39.64%. Over the previous few months we have been engaging with staff side colleagues regarding the pay gap reporting requirements to ensure the difference between equal pay and the gender pay gap is not misunderstood amongst our workforce. It is important to recognise that equal pay is in relation to pay differences between men and women who carry out the same job for different pay, which is unlawful. The gender pay gap shows the difference in average pay of all men and the average pay of all women employed by the Trust. It is therefore possible to have genuine pay equality but still have a gender pay gap.
Alongside the report, we have also published vignettes from senior females in the organisation who have shared their experiences of being employed in the NHS.
We have identified a number of different areas of focus for the coming year to reduce our gender pay gap, which include:
• Use the Female Leaders programme to encourage women to progress more quickly into leadership roles.
• Explore how we can attract more men into the organisation at the lower bands, to create a more even gender balance.
• Take account of gender in the providing of leadership opportunities, including the recently launched NHS Insight Improvement Programme and Shadow Board Programme.
• Offer workshop sessions to Consultants to encourage CEA applications from across the workforce.
3.5 Building our Social Media Reach
We remain one of the fastest growing trusts on social media with a regular increase in the number of people we engage with our Facebook and Twitter activity in particular. Our aim by 2017/18 is to have doubled our @LTHTrust Twitter following (baseline of 2,400 in May 2015) and secure the top position for our corporate
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Facebook page against the 50+ NHS trusts we currently benchmark (baseline third as of October 2017).
In the last two months we have increased our Facebook followers by 685 and now have 19,415 followers. We are now the second most ‘liked’ trust on our corporate Facebook page (against the benchmark of the 51 NHS trusts we monitor). We have by far the largest Facebook presence of any trust in the Yorkshire and Humber region. Our regular features ‘Meet our People’, ‘Team of the Week’ and ‘Friday Flashback’ continue to be popular.
Twitter has continued to grow in importance and we now have over 8,600 followers on the @LTHTrust Twitter account. In addition we currently have around 2,000 followers on the separate @LTHT_People Twitter account and we are using this to promote vacancies, careers and developments within Human Resources.
Organisational Learning also has its own Twitter account, @OrgLearnleedsth with around 1,900 followers. As a Trust, we have an additional 72 twitter accounts which are run by various Clinical Service Units, service areas or corporate support departments giving us a broad and varied profile across the twitter community.
We are planning to launch an Instagram account to engage with a younger audience of patients and the public. We hope that this will be ready for the NHS70 events and will showcase the photos that we take, as well as having a similar level of growth as our other social media accounts.
We are also using our social media channels to promote this years’ Time to Shine awards which will enable us to reach a wider audience in Leeds and increase the number of nominations we receive from our patients.
3.6 Modern Slavery
The Trust complies with the Modern Slavery Act, specifically section 54 ‘Transparency in supply chains’ which is the section directly relevant to the corporate sector. The Trust uses the Crown Commercial Services Supplier Questionnaire to ask questions of suppliers to ensure their compliance with the Modern Slavery Act. In addition, products purchased through third party distributors such as NHS Supply Chain, have the assurance of national frameworks to ensure compliance with the Act.
4. Volunteers
Active Volunteers (@ 26/02 2018)
This period (@ 26/02/18)
Satellite Teams (SROC/LCS, Chaplaincy, Haamla, YCC, Hospital Radio, Charitable Foundation)
193
Clinical Support or Service Teams (CSUs) 252
TOTAL 445
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Third-Party Volunteers
The process by which volunteers deployed across the Trust who have been recruited by third party external organisations will be managed was approved by the Volunteer Strategy Group in January 2018. Guidance notes for managers have been uploaded to the Voluntary Services intranet pages.
Ward Trolley Service
Responsibility for the Ward Trolley Service at LGI was formally handed over to the Royal Voluntary Service (RVS) in December 2018, following a thorough review of the service and subsequent consultation with volunteers. All existing Trust volunteers previously involved (10) agreed to be transferred and are now providing an expanded service under RVS leadership.
Hospital Radio
Work has been carried out over recent months to formally extend the Constitution and Charitable Objectives for Radio Allerton (CAH) to potentially cover broadcasting across all LTHT sites under the new identity of Leeds Hospital Radio (LHR). A number of options for the service are being investigated and considered as part of a wider service review. The options are being considered at PESG in March 2018.
Library Trolley Service
The library service is provided by three long-standing volunteers at the Trust and continues to provide reading material to a small number of wards at SJUH. It has been identified that the service requires further input to ensure that its patient benefit is maximised and it is anticipated the service could be expanded if local line manager responsibility can be secured. This is currently being investigated and will be progressed over the coming months.
As shown above, 61 volunteers are currently awaiting start of placement and a further 118 are progressing through the recruitment process. Of those 27 are new within this reporting period and 152 remain from the previous reporting period. Reasons for these delays include, time to obtain references, difficulties providing appropriate documentation for pre employment screening and delays in CSUs notifying Voluntary Services of the volunteers start date.
Current and Planned Recruitment
Voluntary Services continues to receive regular requests from CSUs, and are working on a number of new initiatives. In the past six months there have been:
14 CSU contacts/requests for support
11 adverts placed on NHS Jobs
199 applications
43 confirmed new starters We are currently working with CSUs to develop the following initiatives:
Mobility volunteers, to help patients get up and active. (ESM).
‘Hospital to home’ patient transport drivers (Estates & Facilities)
Volunteer drivers to support on-site patient and materials movement (Estates & Facilities)
Outdoor site support volunteers – e.g. car park and sign posting (Estates & Facilities)
Student Nurse volunteer programme, in collaboration with the University of Leeds (Adult and Children’s Services)
Progress has been made on a number of previously-reported initiatives:
Neonatal Services - ‘SuperSibs’
This scheme is due to launch on 20 March 2018, and will allow parents of newborns to spend more time with their new arrivals by offering short-term onsite childcare. 14 volunteers have been recruited and are helping to shape the service as well as work within it.
‘Model Ward’ (AMS)
This is a collaboration with Helpforce, a national volunteering charity and is a programme of establishing ‘what good looks like’ in using volunteers to fill gaps in the patient journey – for example mealtime and activity volunteers, ‘meet & greet’ roles and patient support volunteers. Ward J46 is our pilot area and six volunteers have been recruited to date. Further recruitment is planned.
NHS Digital
A partnership with NHS Digital will see a cohort of 15 graduate trainees be released for half a day per week to volunteer with LTHT – initially in Children’s Services and Elderly Medicine. There has been some delay as referencing and recruitment processes were agreed between the two organisations, however DBS checks will commence in the next few weeks.
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Volunteer Supervisors & ‘Hospital Navigators’
This new initiative is being piloted with Estates & Facilities to provide additional leadership and support for volunteers, thus relieving the pressure on Trust staff to do so. It’s being run in conjunction with the implementation of ‘Hospital Navigators’ (enhanced ‘meet & greet’ roles) and if successful will be rolled out into other areas of volunteering.
Winter Pressure Pool
In January 2018, some 85 volunteers together provided c.35 hours of volunteering support in additional to their normal duties, to help support winter pressures in ED and on elderly wards. This initiative has been considered a success and will be repeated in the future.
Attraction
Expressions of Interest
The Trust’s Careers Website currently holds 1756 active expressions of interest in volunteering. These individuals receive an automatic alert whenever a new volunteering opportunity is posted on NHS Jobs.
Recent Website Activity
December 2017 January 2018 February 2018
Site visits - new (total) 341 (495) 566 (785) 431 (634)
New registrations of interest 28 47 54
0
100
200
300
400
500
600
700
Volunteer Website Activity: September 2016 to February 2018
New Visits New Registrations
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How people find us online:
Google 55.0%
Direct from LTHT website 32.5%
Other search engines & referrals 12.5%
Volunteer Training
Mandatory Training
Executive agreement has now been reached for the future provision of volunteers refresher mandatory training. Improvements to the process include a training season, which will be in line with appraisal season at the Trust and options for the volunteers regarding how this training is delivered. The progress made will result in a much improved picture from previous systems and will commence in April 2018.
Vocational Training
Following the successful delivery of Moving & Handling training for c.20 volunteers in January 2018, other training that would be beneficial – or essential are being considered as a wider training plan for volunteers. A project has been set up to investigate this in collaboration with CSUs and to date suggestions for training have included personal safety training, dementia training and feeding which will all be progressed in the coming months.
Local Induction Training
Compliance with local induction for volunteers has improved and remains on an upwards trajectory. Although there is an improving picture there remains work to do to meet policy monitoring standards. Voluntary Services are currently working with CSUs to better understand the barriers and are working to refine the process to ensure this is both user friendly and embedded with both Trust colleagues and volunteers.
Volunteer Engagement
Christmas Celebration
In December 2017, a Christmas celebration event was held at Scarcroft Village Hall, hosted jointly by Voluntary Services and colleagues from the Robert Ogden Centre. Approx. 90 volunteers attended and were treated to a Christmas meal, a quiz and presentations from representatives of the Trust’s Executive team. Following the event, Voluntary Services received lots of positive feedback from volunteers who reported they had thoroughly enjoyed the day.
Focus Groups
Focus groups continue to be provided for volunteers and are held quarterly at varied times of day and across all sites. Following feedback at the January 2018 focus group, it was suggested that the volunteers would like Voluntary Services to be more accessible. As a result, drop-in sessions are being piloted from March 2018.
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Volunteers will be able to attend a one-to-one private session with a member of the team or drop in for a cup of tea and a chat.
Staff Satisfaction Survey
In October 2017, Heads of Nursing, Matrons, Senior Sisters and General Managers were surveyed to gain an insight into front-line attitudes about the usage and value of volunteers. 35 responses were received, about 10% of those surveyed. Headlines 66% of respondents said they use volunteers in their ward or department. Of those which do deploy volunteers, 75% consider volunteers to be ‘Essential’ or ‘Very Important’ to making a noticeable and positive difference to patients. In terms of reliability, 90% confirmed that their volunteers either Always or Usually turned up when they were expected. No respondent had ever experienced a problem with volunteer behaviour or attitude, and 92% described volunteer performance against Leeds Way values as Excellent or Good.
Positive free-text comments:
They (Volunteers) are a real asset to the team.
They are a hugely valuable resource and I can't wait for my new ones to start!
I think the volunteer service is brilliant.
The volunteers we have had in the past have been amazing.
I am very grateful for my volunteers.
I think volunteers are incredibly useful.
Overall, the results are reassuring and are an indication that Voluntary Services are providing CSUs with the right level of support throughout the process. It is however recognised that there is more to do in accessing those CSUs who do not utilise volunteers at present and demonstrating the benefit to patients more widely.The results will inform the team’s strategic action plan for the coming year, and the exercise will be repeated in 2018, along with the Volunteer Satisfaction Survey.
7. Financial Implications and Risk
Consideration of the financial implications associated with delivery of the various programmes underpinning the People Strategy and Plans are detailed through the various work programmes. Risks associated with each programme are managed through the People/HR Risk Register and are also reported as part of the work stream updates to the Staff Engagement Group.
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8. Communication and Involvement
Strong communication and engagement plans underpin the delivery of the People Strategy and the supporting plans. Existing and new innovative communications mechanisms are being utilised to achieve this.
9. Equality Analysis
Equality considerations are embedded in each of the chapters of the People Strategy with a number of bespoke actions presented in order to progress the equalities agenda in the Trust. This is also aligned and mapped to the key objectives of the new Equality & Diversity Strategy (approved by Trust Board in May 2015).
10. Publication under the Freedom of Information Act This paper is made available under the Freedom of Information Act 2000.
11. Recommendation
The Trust Board is asked to review and discuss progress against the key deliverables of the LTHT People Strategy. Feedback regarding the suite of indicators and presentation of this report is also welcomed. Dean Royles, Director of Human Resources and Organisational Development March, 2018
