Recruitment & Retention Plan - Civica · recruitment and retention plan that complements the Trust’s People Strategy 2014 – 2019 and Trust objectives and vision is essential.

Meeting and date BOARD OF DIRECTORS – 6 OCTOBER 2016

Title Recruitment & Retention Plan

Summary of paper GWH needs to increase substantive staff numbers in some areas in order to ensure we meet safer staffing standards and reduce pressure on individuals and teams. Recruitment & retention of good staff remains a key challenge and as such we cannot rely on traditional models as it’s a time to be bold and innovative in our approach and plans. This paper provides the Board with our approach and plans, update on our current vacancy position, turnover by professional group, explains contributing factors and actions being taken to ensure we increase our staffing levels. As there are many reasons why staff join and leave our organisation, there are wide ranging actions needed to recruit and retain staff to our organisation. In order to increase substantive staff numbers there are corporate actions that need to take place as well as profession specific actions. Optimising Nursing & Midwifery Programme Board has been overseeing the Nurse Recruitment and Retention Plan since May 2016 and this is being monitored monthly. An AHP and ST&T recruitment and retention plan will be developed by Dec 16 and an A&C and support worker plan will also be developed by Dec 16.

Consultation / other committee views

People Strategy Committee (September 2016)

Optimising Nursing & Midwifery Programme Board (June 2016)

Executive Committee (August 2016)

Finance and Investment Committee (September 2016)

Recommendations/ decisions required

Trust Board are asked to:

(a) Review the actions underway to determine if the pace on recruitment and

retention is appropriate

(b) Task People Strategy Committee to continue to oversee outcomes

Link to Trust Priorities Link to Quality - We will make the patient the centre of

everything we do. - We will innovate and identify new ways of

working. - We will build capacity and capability by

investing in our staff, infrastructure and partnerships.

(1) Safety (staffing, falls, never events, handover, SI, safeguarding, infection control, environment, medicines, equipment)

(2) Effectiveness (HMSR, SHMI, Mortality, Clinical audits, care bundles, deteriorating patient)

(3) Caring (patient experience, patient surveys, friends and family test, patient stories, response to call bells)

(4) Responsiveness (complaints, waiting times, cancelled operations, ambulance stays, translation services, comfort factors – TV and seating)

(5) Well led (staff survey, staffing levels, sickness rates, flu vaccinations rates, board/ward interactions, staff reports, governance and reporting, risk management, financial control)

Risk issues Continued difficulty in recruiting sufficient registered nurses poses a risk to delivering consistently safe staffing. Failure to manage the pay bill effectively.

Risk Register Ref No. 815 1071

Risk Score 16 16

Resource Implications

Regulations and legal considerations

CQC Fundamental Standards

Mutual Recognition of

Professional Qualifications

(MRPQ) Directive

Quality consideration and impact on patient and carers Staffing is a key determinant of quality of care.

NMC Registration

Requirements

Report Sign Off

Financial

Operational

HR Oonagh Fitzgerald, Director of Human Resources

Confidentiality This report does not contain any confidential information.

Equality Impact Assessment Great Western Hospitals NHS Foundation wants its services and opportunities to be as accessible as possible, to as many people as possible, at the first attempt. This report has been assessed against the Trust’s Equality Impact Assessment Tool and there are no proposals or matters which affect any persons with protected characteristics.

Name of Lead Executive Director

Oonagh Fitzgerald, Director of Human Resources

Report Authors Oonagh Fitzgerald, Director of Human Resources Kimberley Sumbler, Head of Human Resources & Workforce Planning Kelly Ody, Senior HR Business Partner

1. Introduction

The NHS is undergoing the most significant period of change that has been seen and remains constantly in the spotlight. Recruitment and retention of good staff remains a challenge ensuring the organisation meets key targets but is nimble enough to meet future agendas for health and social care. Any plan for sustaining and innovating the workforce must reflect lessons learnt from national reports or investigations where staffing has been the focus i.e. Francis Report and Cavendish review. The plan articulates how we will develop the recruitment and retention of quality staff who exhibit the key skills, experience, values and beliefs to undertake their job roles effectively, whilst demonstrating their ability to deliver compassionate high quality care. Great Western Hospitals NHS Foundation Trust (GWH) needs to increase substantive staff numbers in some areas in order to ensure we meet safer staffing standards to eliminate reliance on the variable workforce and in particular agency staff and improve how it retains, manages and develops our existing workforce. As such it is suggested that a plan cannot rely on traditional models as it’s a time to be bold and innovative with a mandate that supports new ways of working. The demographic realities of an ageing workforce and increasingly attractive career opportunities outside the NHS or in the immediate locality make the recruitment and retention of staff one of the biggest challenges the NHS faces nationally but is further exacerbated by our location and demographics. GWH has a unique and vital role to play in providing high quality patient care and improving the health and well-being of the local community. We consider that a workforce who represents the local community is pivotal in creating an inclusive environment, in which we can continue to ensure the highest standards and quality of health care provision. The Trust will work in partnership with local organisations such as Job Centre Plus, Schools, The National Apprentice scheme, FE colleges and Universities in developing the skills of the local community and, bringing them into employment locally, we will continue to utilises schemes such as Apprenticeships and widening access models, providing knowledge and qualifications along with work experience. This plan sets out how the Trust will work towards recruiting and retaining the best skilled and dedicated workforce who are signed up to our STAR values.

Ensuring there are enough staff with the right skills to meet the demand for high-quality, safe patient care is essential

to the effective delivery of our services. By analysing the flow of people into and out of the organisation it is possible to

understand the impact of recruitment and retention on our staffing levels.

1.1 Why we need a plan

The shortage of applicants with the right skills, abilities and experience in many professions has created a more competitive market, coupled with an ageing workforce and increasing turnover. 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 plan that complements the Trust’s People Strategy 2014 – 2019 and Trust objectives and vision is essential. Between January and March 2016, 29,000 nursing and midwifery vacancies were advertised on NHS Jobs. Each month the NHS is advertising between 9,000 and 10,000 nursing jobs. Nationally the percentage of staff who would recommend their organisation to friends and family as a place to work is 64%, whilst the percentage who would not recommend their organisation is 18%. GWH was better than average for the last three quarters, however in Q1 16/17 due to our staff responses, we dropped to 61% and 17% respectively. Our bed occupancy rate and the pressure on staff to deliver services with increasing demand has contributed to this reduction. Nationally the percentage of staff who would recommend their organisation to friends and family in need of care/treatment is 80%, whilst the percentage who would not recommend their organisation is 6%. GWH is below average, with 77% and 6% respectively. The Trust is at significant risk in its ability to deliver our vision due to our inability to attract, recruit and retain a high calibre and skilled workforce in areas which are hard to recruit to e.g. registered nurses, certain medical specialities for example Care of the Elderly and therapists. This recruitment and retention plan will aid in informing actions to be implemented to mitigate these risks.

The intended outcomes of this plan are as follows:

GWH will recruit high calibre health care professionals to ensure the provision of safe care and high level clinical services within the acute & community environments

GWH will manage talent effectively so that it always has the right staff and skill mix to be able to respond speedily and effectively to necessary changes

Staff work effectively in their roles and find their working life with GWH to be an enjoyable and rewarding experience. Flexible patterns of work are encouraged and managed in the context of Trust objectives

Staff do not leave GWH because of failings in relation to their working conditions and the quality of their working experience

Staff are loyal to GWH, understand and are committed to its aims

High performing staff become the norm for GWH through its approach to the recruitment, development, rewarding and retention of staff

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 plan

Ensure a regular and consistent flow of both registered and unregistered healthcare workers to meet vacancy

needs as a result of on-going recruitment based on turnover and service demand.

Reduce the Trusts dependency on agency staff, thus reducing overall workforce costs as well as ensure the

provision of consistent high quality care.

Improving overall job satisfaction for our staff through regular opportunities for feedback

Improving our retention rates.

Continue to raise the profile of the Trust as the place to work and be treated

Continue to recruit internationally where relevant and appropriate to complement other UK and more local

recruitment campaigns and initiatives.

Maximise cost effectiveness of Recruitment Advertising and use of multimedia platforms.

Establish the GWH Brand amongst key audiences.

Improve the efficiency of the recruitment process being lengthy and with unnecessary delays.

Develop new and innovative new ways of working, or up-skilling existing workforce whilst flexing our workforce to

deliver care in different ways and in different settings.

Monitor recruitment activity and outcomes and produce management information to illustrate such activity in

partnership with recruitment and workforce information teams.

Valuing and developing our staff and their working environment.

2. Attraction Strategy

2.1 Building a Professional Reputation In order to enhance our reputation as an employer of choice and support a positive image within the local community and the wider population, GWH must maintain a professional, co-ordinated approach to recruitment and retention. We will:

Develop an annual recruitment planner (Gant Chart) which is proactive and has a co-ordinated sustainable flow of

candidates within the recruitment processes linked to the Trust’s Workforce Plans focussing on Divisional

demand.

Improve service standards throughout recruitment processes by evaluating selected recruitment campaigns. We

will survey applicants at the end of campaigns and obtain feedback from recruiting managers and new starters.

The results will be evaluated and presented to Executive Committee and the process revised appropriately.

Develop our recruitment brand that will re-enforce the values of the Trust and use wider and appropriate

marketing of roles beyond NHS Jobs and locally within communities.

Improve the quality and presentation of our website and recruitment materials and refresh literature regarding

career opportunities.

Improve national visibility and GWH brand across the NHS by ensuring appropriate marketing of our

achievements.

Recognise that 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.

Developing an efficient and effective Temporary staffing service that meets the needs of the organisation.

2.2 Enhancing recruitment processes

GWH will deliver robust values based recruitment that ensures the right skill mix is secured and maintained. Streamlining Pre-appointment checks in line with STP ambitions working with NHS Employers to ensure the NHS Check Standards are practicable and relevant will improve the process and minimise bottlenecks. Additional actions include:

Review workforce structures to give greater emphasis to talent development and succession planning.

Review processes and develop performance indicators to ensure time-scales are minimised.

Recruitment will be managed as a 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 GWH. 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.

The use of values based assessments through the recruitment process.

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 candidates can be managed via a waiting list system-used

before going out to advert.

Specific campaigns will be run frequently by GWH

Ensure that jobs are well designed innovative and attractive, the following work will be undertaken:

o 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

‘Hard to fill’ areas may need a more flexible/local approach to their recruitment processes, although consistency and fairness must remain priority. 2.3 Recruitment Challenges GWH currently faces challenges recruiting the following staff groups:

Registered Nurses all areas

Medical Staff (some specialities)

Certain support and administration and clerical staff workers

Therapists

Healthcare Scientists

These ‘hard to recruit’ areas will be given priority when running recruitment campaigns. 2.4 Innovative Recruitment Solutions – Improving the way we advertise There is a need to raise the profile of the Trust and a need to develop greater branding of GWH. More sophisticated advertising through a multimedia approach would take the brand to more potential applicants; however the brand needs to ensure the unique selling points are conveyed together with establishing GWH as the employer of choice not just in Wiltshire but nationally. 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. GWH will

advertise all posts on the NHS Jobs. However NHS Jobs alone will not attract the significant calibre of applicants

we aspire to therefore the following media will be considered:

- Job fairs/Open days/Job boards

- Microsites/on-line advertising campaigns/digital media/professional networking/‘live’ job chat forums

- Work Shadowing/Internships and placements/Work experience

- Social Media – Facebook, Twitter, Linked in

- Text alerts/Web banners

- Professional journals/Local & national newspapers (cost)

- Recruitment agencies

Any such recruitment activity must be followed up to track candidates. We will establish an intelligent engagement and communication database to track those who attend interviews and/or interact with the Trust through multi-media. Over time this will allow the Trust to build its own database of potential candidates, and a candidates news round up so they are aware of GWH successes. We will target local colleges e.g. secretarial and admin for candidates. Care access courses for clinical support staff and develop relationships with Universities for professionally registered staff.

3. Current vacancy position

We currently have 366 wte vacancies across our organisation which equates to 9.6% vacancy rate. Nurse vacancy

rate as a July 16 is at 11.30% with band 5 vacancy rate at its highest at 18.29%.

The workforce map in Appendix 1 shows us that 828 new starters joined our organisation over the last 12 months

(excluding junior doctors). However 748 have left the Trust giving us a turnover of 15.15%. Highest turnover groups

are unregistered nursing at 16.23% and nursing at 15.68%.

In an August survey of our staff, 443 responses were received and the top four reasons for joining the organisation

were wanted to work in public services, hours of working, job close to home and logical next step in career plan.

Source: 443 responses – August 2016

4. Why staff may leave?

0.0%5.0%

10.0%15.0%20.0%25.0%30.0%35.0%40.0%45.0%

Our turnover is at 15.15% and is higher than neighbouring Trusts. Reducing the number of leavers to 13% is a priority

for our organisation. Feedback from staff in our recent survey demonstrates that the top 5 reasons for leaving are

future promotion prospects being poor, salary, not feeling appreciated or part of the team, working conditions and that

their role is too stressful.

When we analyse leaver’s data we know that Bristol and Bath are high destinations for clinical and operational staff.

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

The following table shows the breakdown of voluntary turnover, by professional group over the last 12 months.

Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16

Staff Group All

Turnover %

Leavers WTE

All Turnover

%

Leavers WTE

All Turnover

%

Leavers WTE

All Turnover

%

Leavers WTE

All Turnover

%

Leavers WTE

All Turnover

%

Leavers WTE

All Turnover

%

Leavers WTE

All Turnover

%

Leavers WTE

All Turnover

%

Leavers WTE

All Turnover

%

Leavers WTE

All Turnover

%

Leavers WTE

All Turnover

%

Leavers WTE

Admin and Clerical 14.79% 14.07 15.02% 13.43 16.32% 28.81 16.09% 7.28 16.18% 13.47 15.70% 7.26 15.10% 5.48 15.06% 12.31 15.01% 9.33 14.88% 13.03 15.22% 12.93 15.50% 12.76

Allied Health Professionals

15.67% 2.40

16.22% 6.78

16.87% 8.30

15.55% 3.00

16.68% 8.04

17.12% 9.43

17.12% 1.12

17.18% 3.95

16.55% 7.00

16.19% 8.55

14.89% 1.00

18.34% 10.45

Medical and Dental 13.04% 3.29 12.59% 0.30 11.49% 0.00 10.70% 0.00 9.35% 2.00 9.71% 3.80 10.00% 1.60 11.03% 2.49 11.74% 1.20 10.93% 1.14 10.97% 2.30 9.22% 0.60

Non-Clinical Support 17.28% 1.47 17.63% 0.21 17.63% 0.44 17.79% 1.27 17.34% 1.77 17.45% 0.25 17.20% 1.28 16.13% 0.61 15.79% 0.16 13.13% 1.00 15.64% 3.07 12.99% 0.00

Registered Nursing and Midwifery

13.19% 24.24

12.88% 21.24

13.06% 14.16

13.01% 18.20

13.85% 29.92

13.73% 14.42

13.86% 10.58

13.94% 17.48

14.44% 18.33

14.42% 14.14

15.68% 25.17

17.09% 23.89

Scientific, Therapeutic & Technical

16.55% 5.50

15.89% 1.00

15.42% 5.00

14.64% 3.00

14.38% 3.00

13.84% 1.60

12.49% 2.60

14.64% 9.57

15.63% 7.72

14.85% 3.80

14.10% 3.15

13.50% 5.24

Unregistered Nursing and Midwifery

11.95% 9.68

13.03% 15.54

12.78% 1.03

13.52% 9.11

13.11% 3.80

13.51% 11.27

14.80% 10.48

14.65% 10.13

15.44% 6.57

15.84% 5.68

16.23% 5.64

16.63% 7.93

Trust 14.07% 60.65 14.14% 58.50 14.42% 57.73 14.19% 41.85 14.45% 62.00 14.37% 48.02 14.36% 33.13 14.59% 56.55 14.93% 50.32 14.70% 47.34 15.15% 53.26 15.54% 60.87

5. Modelling impact of reduced turnover

Registered Nursing, Unregistered Nursing and Allied Health Professionals are those professional groups with the highest turnover levels. The impact of reducing voluntary turnover for these professional groups is demonstrated in the table below;

Professional Group Reduction of 0.5%

turnover

Reduction of 1% turnover Reduction of 2% turnover

Registered Nursing 0.7 less leavers a month

1.3 less leavers a month 2.7 less leavers a month

Unregistered Nursing

0.3 less leavers a month 0.6 less leavers a month 1.1 less leavers a month

Allied Health Professionals

0.2 less leavers a month 0.4 less leavers a month 0.8 less leavers a month

If the Trust had achieved a 2% reduction in voluntary turnover of Registered Nurses than in 2015/16, our current vacancy position would be 32 wte less. For Band 5 Nursing only, it would mean 16 wte less vacancies.

Some voluntary turnover is unavoidable, for example seven members of staff retire every month, and therefore the organisation must continually predict turnover levels and plan mitigating actions to address any gaps. An analysis of Band 5 starters and

leavers is demonstrated in the chart below which shows the Trust has exceeded its leaver target every month since August 2015.

We have set a target of only 8 leavers per month for 16/17 but have not achieved it as yet.

Appendix 1 – Workforce Map

Appendix 2 – Corporate recruitment and retention action plan to be monitored by Executive Committee

Feedback from staff Why staff may leave

Source: Survey August 2016

Actions

Desired Outcome

Including KPI

Action due date

Person

Responsible

Progress against

KPI/Target

Status

Establish weekly recruitment and retention taskforce to prioritise and monitor actions.

Mind set change

around recruitment

and retention.

Maintain momentum

To commence July 2016

Director of Human Resources

Weekly meetings established. July/August – idea generation. September plan agreed & implementation commenced

Green

Listening into action - Develop survey to understand why staff joined and remain in our organisation in order to inform and refresh recruitment and retention plans. Set up workshops and meetings to explore further.

To reduce turnover to

13% and to improve

staffing levels

Survey to be issued July 16

Director of Human Resources

Survey issued and 443 responses received. Outcome presented to ExCo in August 2016, plan developed to support.

Green

Map and design recruitment process and service to ensure standards are set for each stage of the recruitment process.

Slick and efficient

process from start to

finish in 40 days

September 2016 Head of Recruitment Services

To be monitored through Executive Committee in Workforce report.

Amber

“Future promotion prospects are poor”

Establish job shop in Atrium to attract visitors to jobs in the Trust and to remind staff that we offer alternatives jobs across our organisation.

To reinforce brand,

improve staffing levels

and to reduce turnover

to 13%.

To reassure staff we

are being pro-active

To open end of October 2016

Head of Recruitment Services with Director of Estates

Area identified Career information being gathered

Amber

Feedback from staff Why staff may leave

Source: Survey August 2016

Actions

Desired Outcome

Including KPI

Action due date

Person

Responsible

Progress against

KPI/Target

Status

“The salary isn’t good”

Develop a reward and recognition offer that sets GWH out as an employer of choice of permanent and temporary staff.

Increase in staff survey

results in relation to

reward and recognition

Improved retention

rates to 13%

December 16 Head of Human Resources & Workforce Planning & Recruitment and Resource Manager

Benchmarking neighbouring Trust reward packages Review current NHS Jobs recruitment pages offer detail Guidance for managers on recruitment & retention to be issued 18.9.16 Review bank offer for e.g. if you work xx hours, you receive xx hours of training

Amber

Design and implement new recruitment marketing material to include key messages from our staff

Advertising strategy for

2016/17 with up to

date and attractive

material

October 16 Director of HR and Communications team

Survey undertaken during August to determine reasons staff join and remain in organisation. 443 responses. Information used for design brief out to agencies – 10 Sept 16.

Amber

“It’s too stressful, I need to find something easier”

Liaise with armed forces to establish GWH as a destination for military or ex-military staff

Increase clinical &

non-clinical staffing

levels

Sept 16 Oonagh Fitzgerald, Director of HR & Hilary Walker, Chief Nurse

Meeting with Graeme Banfield & Martyn Walsh on 9

th September 16

Lunch at RMCS, Shrivenham 22

nd

September 16 Advert in Civvy Street Magazine Sept 16

Corporate recruitment and retention action plan to be monitored by Executive Committee

Feedback from staff Why staff may leave

Source: Survey August 2016

Actions

Desired Outcome

Including KPI

Action due date

Person

Responsible

Progress against

KPI/Target

Status

Redesign leavers process and questionnaire in order to secure valuable intelligence of staff motivation for leaving the organisation.

Discuss options to

encourage staff to

remain in organisation.

Improved data to

refocus retention plans

– to be refreshed every

quarter

Increase in completion

rates for exit

questionnaires

To achieve five

returners back to

organisation within 18

months

October 16 Head of HR and Workforce planning

Designing opportunity for leavers to talk to OD team Keep in touch process for leavers being developed

Red

“Future promotion prospects are poor”

Establish career clinics for staff linked to career frameworks (triangles). Launch CPD awareness month

To reduce by 10% staff

saying they would

leave due to poor

future promotion

prospects

To improve staff

awareness of Learning

& Development and

increase number of

staff accessing cpd by

10% from 574 staff in

15/16.

November 16 Training Manager for Clinical Skills

To be launched in November 2016

Red

Corporate recruitment and retention action plan to be monitored by Executive Committee

Feedback from staff Why staff may leave

Source: Survey August 2016

Actions

Desired Outcome

Including KPI

Action due date

Person

Responsible

Progress against

KPI/Target

Status

Launch a ‘Fresh Eyes’ Campaign which asked new starters a series of questions about the Trust as an employer after three weeks joining the Trust. Wards/departments with turnover over 13% to develop a local recruitment & retention plan.

Provision of clear

feedback to the

organisation as to what

action needs to be

taken to improve the

experience of a new

starter in order to

retain them.

Reduction in leavers to

13%

Launch August 16 Oct 16

Vanessa Ongley, Head of Learning & Development Kim Sumbler, Head of HR and Workforce planning

Scheme launched August 2016 Exec Co to be briefed 20 Sept 16

Green

“Its too physically & mentally demanding. It’s too stressful, I need to find something easier”

Develop and implement Health and Wellbeing Strategy and Action Plan with Public Health support

Maintain the Health

and Wellbeing of all

staff

Improvement in Staff

Survey results

Increased attendance

to 96.5%

Earlier intervention and

short term sickness for

work related stress

CQUIN target

achieved set by

Swindon and Wilts

CCG

Increased use of Trust

HWB interventions

Reduction in sickness

absence for hot spot

areas and conditions

Provision for a

healthier workplace

Reward package links

to Gyms

CQUIN/HWB action plan KPI approved and underway. Q1 reports complete

Deputy Director of HR & HWB Committee members

Strategy due for final sign off. Links made with Public Health for input and support Council links joint training plan for July. Restructure and review of HWB and OH team to meet needs of staff and KPI measures links made to STP. Q1 report and plan to CCG. CQUIN compliance – complete. Agreed and reviewed CQUINs with two CCGs HWB plan and roll out Dedicated HWB working group Health Checks and Lifestyle adviser role Completion of HWB questionnaire

Amber

Corporate recruitment and retention action plan to be monitored by Executive Committee

Feedback from staff Why staff may leave

Source: Survey August 2016

Actions

Desired Outcome

Including KPI

Action due date

Person

Responsible

Progress against

KPI/Target

Status

“The hours don’t suit me”

Further develop and promote flexible working options available to staff including part time worker, flexible contracts of employment, annualised hours and career breaks

Current and future

employees have a

range of flexible

working options

available to them

within the Trust so that

a reduction in the

number of staff leaving

for work-life balance

reasons is achieved.

Mind set changed from

managers

November 2016 Claire Warner, Senior Employee Relations Manager

Oct – test myths with Line Managers & Staff on current policy

Red

“The journey to work & transport are a problem. It’s too stressful, I need to find something easier”

We will review our Car Parking Policy with a view to increasing from 6 out of 10 days parking. Review cycle schemes Review alternative options for new starters

Car parking mentioned

in fewer leavers forms

as an issue

February 2017 Director of Estates & Facilities & Director of Human Resources

Phase I – extra spaces open for staff in gravel Sept 16.

Red

“Future promotion prospects are poor”

Monitor and evaluate the effectiveness of the existing internal transfer programme Redesign & relaunch.

Reduction in the

number of staff leaving

the Trust to further

enhance their

development

Meet the needs of

Generation Y.

November 2016 Mel Murrell, Recruitment & Resource Manager

Red

“The salary isn’t good”

Develop a Recruitment & Retention Premium Options Policy which will set out hotspot posts/areas to be included, costs and benefits.

Reduction in turnover

of hotspot areas by

quarter 3

Maintain and

development of staff

groups longer periods

of employment and

into developed career

pathways within GWH

July 2016 Head of Human Resources & Workforce Planning

Paper submitted to

Optimising in June.

Costs to be

completed by

Finance early July

ExCo approved

process via VRP in

August 2016.

Process out to

Divisions 19/9/16

Green

Corporate recruitment and retention action plan to be monitored by Executive Committee

Corporate recruitment and retention action plan to be monitored by Executive Committee

Feedback from staff Why staff may leave

Source: Survey August 2016

Actions

Desired Outcome

Including KPI

Action due date

Person

Responsible

Progress against

KPI/Target

Status

Appendix 3 – Nurse Recruitment and Retention Plan being monitored by Optimising Nursing and Midwifery Programme Board

Feedback from staff Why staff may leave

Source: Survey August 2016

Actions

Desired Outcome

Including KPI

Action due date

Person

Responsible

Progress against

KPI/Target

Status

“It’s too stressful, I need to find something easier”

Advertise & promote on social media and recruit to Return to Acute Care and Return to Practice nurses

Reduce nurse vacancy

levels to 10% by March

17.

Aim to recruit 12 per

annum from these

cohorts.

3 programmes a year – Oct, Jan & May

Shelly Knight, Student Placement Manager

Ads out September 2016 Green

“It’s too stressful, I need to find something easier”

Establish programme for UK based overseas registered nurses.

Reduce Nurse vacancy

level to 10% by March

17

Target 20 per annum

from these cohorts

3 programmes a year – Oct, Jan & May

Vanessa Ongley, Head of Learning & Development

Advertising campaign – Summer 2016

Green

“It’s too stressful, I need to find something easier”

Refresh the recruitment strategy for nursing posts which will include the 16/17 International Recruitment plans and UK based International Recruitment.

Reduction in the

number of nursing

vacancies across the

Trust to 10% by March

17

Attract 5 EU leavers

back to the Trust by

March 17

End of September 2016

Oonagh Fitzgerald, Director of Human Resources

International Recruitment Steering Group – first meeting 8

th Sept 2016.

Amber

“It’s too stressful, I need to find something easier”

Refresh the recruitment strategy for nursing posts which will include the 16/17 International Recruitment plans and UK based International Recruitment.

Reduction in the

number of nursing

vacancies across the

Trust to 10% by March

17

Attract 5 EU leavers

back to the Trust by

March 17

End of September 2016

Oonagh Fitzgerald, Director of Human Resources

International Recruitment Steering Group – first meeting 8

th Sept 2016.

Amber

Feedback from staff Why staff may leave

Source: Survey August 2016

Actions

Desired Outcome

Including KPI

Action due date

Person

Responsible

Progress against

KPI/Target

Status

“Future career prospects are poor”

Develop Trainee Senior Sister/Charge Nurse & Trainee Matron posts across the Trust with a 12 months cyclical training/mentoring programme available.

A pipeline of future

managers and leaders

are created to ensure

that future vacancies

are filled in a planned

and efficient way.

Senior Sister and

Matron roles filled on

first advert

Programme to start at the end of January ‘17

Trish O’Connell, Matron USC Kimberley Sumbler, Head of HR & Workforce Planning & Vanessa Ongley, Head of Learning & Development

To include an assessment at the end of the training programme which acts as a passport to next role when post becomes available.

Red

“Future career prospects are poor”

Fast track band 5 to 6 innovative training & development programme. New role titled Senior Staff Nurse with separate uniform, competencies & pay.

A reduction in the

number of nurses

leaving to further their

career.

A pipeline of future

managers available for

succession planning.

December 2016 Nicola Lennon, Senior Sister Sue Harmsworth, Matron Kimberley Sumbler, Head of HR & Workforce Planning & Vanessa Ongley, Head of Learning & Development

Pilot on SAU & Saturn established July 16. Roll out plan to be developed. Tailor made education and training programme to progress to a band 6 within 12-24 months, depending on progression through competency framework. Includes practical support and training.

Amber

“Future career prospects are poor”

Fast track new recruit programme for specialist roles (elderly care) (Ipswich model)

Attract nurses from

Swindon and beyond to

join the Trust –

reduction in vacancies

to 10%.

Improved clinical

outcome in relation to

elderly care.

October 2016 Sue Harmsworth, Acting Matron, Planned Care Sarah Fallon, Interim Matron Acute Care Chris Bull, Matron ED Rachel

An initiative that fast tracks new recruits into band 6 roles in a bid to attract more nurses into specialist roles in elderly care on ED, LAMU, Surgery, Medicine. This programme will guarantee that entry level band 5 nurses, who want to work with elderly people, with complex

Amber

Nurse Recruitment and Retention Plan being monitored by Optimising Nursing and Midwifery Programme Board

Nurse Recruitment and Retention Plan being monitored by Optimising Nursing and Midwifery Programme Board

Feedback from staff Why staff may leave

Source: Survey August 2016

Actions

Desired Outcome

Including KPI

Action due date

Person

Responsible

Progress against

KPI/Target

Status

Palfreeman, Matron Planned Care

needs, can move up to the higher band within 18 months of joining. The Trust will offer specialist dementia care training. Access to temporary accommodation if re-locating.

“Future promotion prospects are poor”

Develop Rotational Programme across band 5 nursing areas including educational placement or equivalent to some programmes

Reduction in the

number of staff leaving

the Trust to further

enhance their

development

Meet the needs of

Generation Y

November 2016 Shelly Knight, Student Placement Manager Kim Sumbler, Head of Human Resources & Workforce Planning

Rotational programme needs to be refreshed. Feedback from Fresh Eyes says more work needs to be done.

Red

“Future promotion prospects are poor”

Redesign band 5 recruitment process

Slick and responsive

process that will yield

at least 90% of OBU

graduates and ongoing

new staff for our

pipeline

End of Sept 2016 Vanessa Ongley, Head of Learning & Development

Meeting with Chief Nurse and HRD 2

nd Sept to set

policy going forward. Draft design submitted 9/9/16. Meeting with Senior Nurses to launch 21 Nov 16.

Amber

Appendix 3 – Media Coverage

- GWH in recruitment drive - Hospital offering nurses fast-track job option - Hospital's drive for recruiting nurses - Insight into healthcare - A fast-track way to the most rewarding career' on offer at Swindon's Great Western Hospital

recruitment event - Students get a taste of working life in the NHS - Doctors of tomorrow see how it's done at Great Western Hospital - Praise for hospital staff during ceremony - Hard-working medics given care awards - Pilot scheme set to offer hospital staff free childcare - GWH nominated for Placement of the Year for second year running - Chinese healthcare leaders look to GWH for inspiration - GWH celebrates its unsung heroes on International Nurses Day - Nurses young and old invited to join the team at Savernake Hospital in Marlborough - Young people encouraged to look to GWH for their first step on the career ladder - Forget uni and be an apprentice - Young people encouraged to look to GWH for their first step on the career ladder