NETCARE LIMITED Online report 2015 02 NETCARE LIMITED Online report 2015 01 During 2015, we reviewed our executive structure and introduced a new, smaller executive team. This team is tasked with driving key business improvements and ensuring BMI Healthcare is the UK’s leading acute healthcare provider in the independent sector. We develop the skills of our leaders at all levels of the organisation, including hospital managers who are pivotal to the quality of healthcare we deliver to our patients and to staff satisfaction levels. In 2015, all hospital leaders undertook personal and team resilience development and were given access to executive coaching. In addition, over 400 operational managers undertook transformation influencer workshops designed to develop the practical skills required to implement complex change and to engage effectively with stakeholders. Feedback from these workshops showed that 95% of attendees agreed or strongly agreed that they clearly understood what they as an individual needed to do to influence change in their hospital. Some 93% agreed or strongly agreed that the workshop would help them to have crucial conversations successfully, and 85% agreed or strongly agreed that the intervention would have a positive impact on the way in which they influenced staff and key stakeholders. We aim to implement a national framework to direct staff development to meet our future needs. This will include specific training and development for talented individuals, and accredited training programmes delivered in the workplace. Our innovative learning platform and open source software has been well received across the business and has resulted in a strong uptake of online training for 2015, with a 19.8% increase in completed modules compared to 2014. We have published a 90-day national induction framework to support new staff and speed up the time required for them to become effective in their roles within BMI Healthcare. This is a further step in ensuring we deliver relevant people services to support objective to be an employer of choice. We also implemented a National Care Certificate for all new healthcare assistants and further upskilled our existing healthcare assistants. We have also introduced a bespoke 12-week theatre development programme for registered nurses who want to become theatre practitioners specialising in both circulating and scrub roles. The 2015 intake catered for the development of 35 participants and the initiative will continue through to 2020. We are actively looking to partner with organisations in the United Kingdom (UK) and European Union (EU) for the 2016 intake. During 2015, 132 206 (2014: 110 290) e-learning modules were successfully completed, 9 653 employees received some form of training and 44 470 training workshops (2014: 43 244 workshops) were delivered. UK: PEOPLE, PERFORMANCE AND CULTURE REPORT We strive to be an employer of choice to attract the best consultants and staff. Introduction In 2015, we focused on a proactive approach to the recruitment, development and support of our staff. Our aim is to ensure that our people have the right skills, expertise and behaviours to support the delivery of excellent services and care. In last year’s report we set the following objectives for 2015, with our progress discussed below: ✛ Leadership and talent – addressing theatre staff shortages and maintaining talent development and training initiatives; and ✛ National employment conditions – harmonising the main terms and conditions of employment across our network. Leadership and talent Our leadership development programmes enhance our leadership capability by re- energising our people and upskilling them to meet current and future challenges. A total of 450 leaders and hospital managers received development training in 2015. UK | PEOPLE, PERFORMANCE AND CULTURE REPORT UK | PEOPLE, PERFORMANCE AND CULTURE REPORT
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NETCARE LIMITED Online report 2015
02
NETCARE LIMITED Online report 2015
01
During 2015, we reviewed our executive structure and introduced a new, smaller executive team. This team is tasked with driving key business improvements and ensuring BMI Healthcare is the UK’s leading acute healthcare provider in the independent sector.
We develop the skills of our leaders at all levels of the organisation, including hospital managers who are pivotal to the quality of healthcare we deliver to our patients and to staff satisfaction levels. In 2015, all hospital leaders undertook personal and team resilience development and were given access to executive coaching. In addition, over 400 operational managers undertook transformation influencer workshops designed to develop the practical skills required to implement complex change and to engage effectively with stakeholders. Feedback from these workshops showed that 95% of attendees agreed or strongly agreed that they clearly understood what they as an individual needed to do to influence change in their hospital. Some 93% agreed or strongly agreed that the workshop would help them to have crucial conversations successfully, and 85% agreed or strongly agreed that the intervention would have a positive impact on the way in which they influenced staff and key stakeholders.
We aim to implement a national framework to direct staff development to meet our future needs. This will include specific training and development for talented individuals, and accredited training programmes delivered in the workplace.
Our innovative learning platform and open source software has been well received across the business and has resulted in a strong uptake of online training for 2015, with a 19.8% increase in completed modules compared to 2014.
We have published a 90-day national induction framework to support new staff and speed up the time required for them to become effective in their roles within BMI Healthcare. This is a further step in ensuring we deliver relevant people services to support objective to be an employer of choice. We also implemented a National Care Certificate for all new healthcare assistants and further upskilled our existing healthcare assistants.
We have also introduced a bespoke 12-week theatre development programme for registered nurses who want to become theatre practitioners specialising in both circulating and scrub roles. The 2015 intake catered for the development of 35 participants and the initiative will continue through to 2020. We are actively looking to partner with organisations in the United Kingdom (UK) and European Union (EU) for the 2016 intake.
During 2015, 132 206 (2014: 110 290) e-learning modules were successfully completed, 9 653 employees received some form of training and 44 470 training workshops (2014: 43 244 workshops) were delivered.
UK: PEOPLE,PERFORMANCEAND CULTURE REPORTWe strive to be an employer of choice to attract the best consultants and staff.
IntroductionIn 2015, we focused on a proactive approach to the recruitment, development and support of our staff. Our aim is to ensure that our people have the right skills, expertise and behaviours to support the delivery of excellent services and care.
In last year’s report we set the following objectives for 2015, with our progress discussed below:
✛ Leadership and talent – addressing theatre staff shortages and maintaining talent development and training initiatives; and
✛ National employment conditions – harmonising the main terms and conditions of employment across our network.
Leadership and talentOur leadership development programmes enhance our leadership capability by re-energising our people and upskilling them to meet current and future challenges. A total of 450 leaders and hospital managers received development training in 2015.
UK | PEOPLE, PERFORMANCE AND CULTURE REPORT UK | PEOPLE, PERFORMANCE AND CULTURE REPORT
NETCARE LIMITED Online report 2015
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NETCARE LIMITED Online report 2015
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Engaging with our employeesLine management briefings are a key communication channel across the business and the Chief Executive Officer provides regular briefings and communication to all staff.
Our leadership development programmes for 2015 centred on assisting our leaders and senior managers to deal with change and operationalise business improvements. We ran two change-focused surveys in 2015 for 500 key operational managers. With a 45% response rate, the results showed that 95% of respondents agreed that they understood the purpose of the changes being implemented and 85% agreed that they were being held accountable for managing the change. The survey also allowed participants to articulate lessons learned, highlighting where communication, planning and engagement had been used effectively. The BMiSay staff survey is scheduled to take place in February 2016.
RecruitmentA total of 984 clinical staff joined BMI Healthcare in 2015 as part of our national recruitment drive to improve our skills mix and staffing profiles. This is being supported by our development programmes, that add to our attractiveness as an employer and hence our ability to recruit the specialised staff we require.
We continue to experience a shortage of skilled clinical candidates, resulting in increased demand for clinicians at a national level. A range of factors including a shortfall of training institutions, tightening immigration and visa requirements, and changes to recommended acuity ratios has brought this situation about. These factors have a direct impact on our need to use agency staff, which increases our staff costs.
However, the UK Government has temporarily simplified the recruitment of nurses from outside Europe. We are working with international agencies to recruit nurses from the Philippines and India. To date this shift has enabled us to recruit 24 nurses and 80 healthcare assistants.
We are developing robust plans to ensure the right profile of staff is in place to meet our needs. In addition, we refreshed our recruitment strategy to make better use of technology and social media to increase awareness of our corporate brand.
Operational deliveryFrom 1 February 2015, we outsourced the human resource advisory function to a third-party provider to improve the access our managers have to advice, and to improve the management information available to the business. The new service has been positively received with managers now accessing information and policies through a web portal, as well as speaking to advisors telephonically. This is providing better consistency in our approach to people issues, as well as improving data management and
understanding of the types of challenges being raised by our managers. The implementation submitted with our third party HR partner, AdviserPlus, won the HR Impact award in the Personnel Today awards in November 2015.
National employment conditionsTo provide consistent and standardised people management practices, we introduced a new set of employment conditions for all contracted staff in 2015. A standard set of overtime, unsocial hours1 and on-call payment rates became effective across BMI Healthcare from 1 October 2015. We now have national employment conditions in place that are fair, consistent, reasonable and comparable to other private providers. This was achieved by working together with our National Employee Engagement Forum and local hospital forums. These employment conditions have also been endorsed by major professional bodies and support our ability to attract, reward and retain employees.
1. Work done at any time on a Saturday, Sunday or public holiday, or any time after 8pm and before 7am from Monday to Friday.
Headcount
2015 2014
Permanent employees at the beginning of the year 7 805 7 761Appointments 1 636 1 457Decreased: 2 002 1 413– resignation 1 214 1 118– retirement 70 76– dismissal 72 83– death 6 9– redundancies 286 37– other 353 90Permanent employees at the end of the year 7 439 7 805Annual employee turnover (%) 26.9 18.1
The 2015 turnover includes exceptional headcount decrease from redundancies related to a specific business efficiency project and the transfer of staff due to the outsourcing of the catering function included under the ‘other’ category. Removing these exceptional headcount decreases shows an 18.3% turnover for 2015.
UK | PEOPLE, PERFORMANCE AND CULTURE REPORTUK | PEOPLE, PERFORMANCE AND CULTURE REPORT continued
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