Criteria Essential Desirable
Education, Qualifications
and Training
E.g. Professional registration (GMC,
NMC, CIPD etc.) and qualifications
(or equivalent experience)
Experience & Knowledge
Required
E.g. Knowledge of key issues within
area of expertise
E.g. NHS Experience/ specialty
experience
Skills & Attributes E.g. Ability to influence and lead
Aptitude & Personal
Qualities
E.g. Ability to work as part of a team,
flexible approach
Values, Drivers &
Motivators
Ability to demonstrate our
organisational values and behaviours:
• Improving lives
• Respect & dignity
• Everyone counts
• Commitment to quality of care
• Working together for patients
• Compassion
Add department specific
behaviours
The link between values,
behaviours and competencies
Our core values and
behaviours are based
on extensive research
with staff and
stakeholders
The values and
behaviours allow us to
look at both “what” we
achieve as well as
“how” we achieve it
Core competency framework
Core competencies set the expectation of
the skills, knowledge and behaviour
required at each level of the organisation:
Service Deliverer – someone who delivers
a service, but has no line management
responsibility
Line Manager – someone with people
management responsibilities
Senior Leader – someone who is a
Director or Assistant Director
Development stages
For each of the 6
behaviours the
competency framework
distinguishes development
stages of:
– Developing
– Consolidating
– Excelling
Engaging staff
Embedding the values and behaviours into all of our ways of working....
– Recruitment
– Induction
– Training
– PDPR
– Recognition of Excellence Scheme
– Staff Suggestion Scheme
Donor Carer RecruitmentBackground Healthcare Assistant equivalent on Band 3 (approx 1,560)
Leaver rate high
New starters not understanding role
Inconsistency of recruitment across 90 mobile/static teams
High cost of recruitment and management time
High cost of training and inconsistency of completion times
Our approach
HR Business Partner lead
Set up as a project with Directorate buy-in
Seconded a project manager from training for short-term
Set up working group with recruitment, training and line
manager representation
Design, pilot and roll out
Stage 1 of RecruitmentFor shortlisted candidates:
Invited to visit session – mandatory
Tour and information regarding travel,
holidays, working hours, duties etc
Completion of questionnaire to give
feedback and confirm understanding of
requirements – passed to interview panel
15% withdraw due to too much lifting, not wanting to drive
vehicles, fainted on session etc.
Stage 2 of Recruitment Welcome and DVD regarding NHSBT
Venepuncture demo inserting needle in
plastic arm
Customer Service DVD and written test
Numeracy and literacy completed on PC
to include keyboard skills
10% withdraw due to concerns regarding venepuncture, not
happy with performance on tests etc.
Stage 3 of Recruitment Pass mark of 80% (30% failure rate)
Behavioural interview
Set interview questions
Set interview assessment form
Panel review session visit questionnairewith candidate to ensure no change
40% interviewed were appointed
Reserves held for 6 months
Outcome
Since March 2012 held approx 310 assessment centres
370 Donor Carers appointed
Leaver rate reduced from 19% to 7%
99% of managers rated recruitment service as good/excellent
Reduction in the cost of recruitment, training and management time
Consistent approach across all sites
Other Posts for Roll Out
Senior Sister / Charge Nurse
Sister / Charge Nurse
Healthcare Technical Officer
Transport Drivers
Senior Manager posts (8a and above)
Quick Wins
Contract includes NHS Constitution and our values
Recruitment information referencing our values – careers site, NHSJobs
Changes to recruitment course
List of interview questions linked to our values
Information for agency workers
Referenced in induction booklet and welcome day
Use of NHSJobs application questions
Assessment CentresSheffield Teaching Hospitals NHS
Foundation Trust
Sam DebbageProfessional and Practice Development Lead
Debbie PadwickHead of Employee Resourcing
The Challenge of Recruitment• Workforce of over 15,000
• 2160 band 5 Nurses and Midwives
• 1390 HCA’s
• Turnover rates and local labour market
What is an assessment centre?
• A systematic and OBJECTIVE method to observe competence and behaviours of individuals against pre-set criteria
• STH values and behaviours:
– P atient first
– R espectful
– O wnership
– U nity
– D eliver
What sort of activities do we use?
Relevant to vacancy being recruited to:
• Case Studies/ Scenarios e.g.
– Deteriorating patient
– Drug administration
– Confidentiality
– Safeguarding
– Advocacy
– Current topic
• Interview
• Presentations
• Simulation
Why hold assessment centres
• One of the most reliable methods of assessing candidates
– Interviews (taken alone) may be as low as 15% accurate. Combining with a number of different selection exercises their accuracy can rise to over 60%
• Fair
• Provide assessors with more information
• Thorough assessment
– Most candidates say they have had an enjoyable experience (even if they are unsuccessful)
Challenges
• Cost to set up
– Training of assessors (Experienced interviewers)
– Refreshments for candidates and assessors
• Resource intensive
– Assessors
– Duration of assessment centre (4-6 hours)
– On going training
– Venue
• Nerves of candidates
• Assessment skills
Training of assessors
• Halo and horns effect
• Perceptions
• Facilitation skills
– Clarification
– Encouraging participation
– Challenging dominance
• Observations & objectivity
• Active listening
What happens
• Candidates are informed by letter (at least 10 working days prior to attendance)
• Session takes 4-6 hours (depending upon number of scenarios)
• Candidates are all welcomed at the beginning
– Outline of the session
– PROUD video
– Timetable (candidates and assessors)
– Name badge
What happens cont.
• Candidates grouped into 4-6 (A, B, C etc)
• Groups stay together for entire session
• Non assignment roles
• Assessor only assesses 2 candidates at any one time (stay at one station)
• HR station (checks and photograph)
• Interview (Dragons den)
• Clinical choice
• Break with refreshments
Immediately following assessment
• Assessors score candidates immediately (on leaving the station). Ongoing throughout session
– Pre-printed assessment criteria for every station for every candidate
• Criteria (with examples)
• Scores (1-5)
• Candidates dismissed following all assessments
• Informed of outcome within 24 hours
Job offer or not?
• Sharing of scores by assessors plus time for some discussion
• Consolidation
• Offered if above line (matching after all have scored)
• If only failed one station brought back for a further interview
• Only supported to attend assessment centre twice
Allocation of job
• Rank scores (top to bottom)
• Review clinical choice, hours wanted etc
• Match with vacancy
• Inform candidate (within 24 hours of assessment centre)
Evaluation of Impact
• Turnover rates
• Stability Index
• Internal Transfers (workforce development)
• Sickness Levels
• Engagement scores
• Line Manager surveys
• Patient Satisfaction surveys
What do we want?A framework to define the behaviours that our staff must demonstrate for our organisation to perform effectively
Why do we need it?• We want a statement of who we are and what our values stand for• What our patients can expect from us • What we expect from each other• Our values and behaviours should be at the heart of everything we do
How shall we decide it?A framework put together by our staff, for our staff
Our Framework
What is Caring?What does it look
& feel like? What is it not?
What is Creative?What does it look
& feel like?What is it not?
What is Community?What does it look &
feel like? What is it not?
Living Our Values
“To care with compassion & treat everyone with respect”
• Treat people as though they matter
• Be kind, patient and considerate.
• Ensure our patients are central to care decisions
• Make eye contact during interactions & smile where appropriate
• Develop self-awareness, be aware of your impact on others and act on feedback
• Promotes dignity and respect in patient care
What it is….and what it isn’t
• Fail to respond to patient needs
• Act with indifference, insensitivity or unkindness
• Lack empathy & understanding towards others’ concerns
• Ignore poor standards of care
• Talk about, or over patients as though they aren’t there.
• Bring your personal problems to work
• Gossip about others, hold grudges, demean or demoralise colleagues
Embedding the FrameworkContractThe Behavioural Framework forms part of an individual’s contract with our organisation
Job DescriptionsKey behaviours are outlined in job descriptions, and the framework is referenced
Welcome to our TrustThe importance of our values are reinforced at local and Trust induction. Our leaders talk about the importance of values and behaviours
AppraisalOur appraisal process is values-based with a focus on behaviours and attitude
FeedbackStaff are encouraged to feedback to colleagues on the behaviours that they see and experience
Living Our ValuesCaringWorking as a team playerManaging your own attitude and behaviourCaring with compassion and respectAddressing concerns with colleaguesCommunicating respectfully, openly and professionally
CreativeEmbracing change, developing best practice & open to challenge new ways of workingAccessing opportunities for learning & developmentBeing the best you can everydayWorking creatively and in partnership with patients and the health community
CommunityTaking pride in yourself and our organisationPromoting a positive cultureFocusing on achievements and what we can do together
Insert your relevant values here
Insert your relevant values here
Insert your relevant values here
Insert your relevant values here
Our Values ADD YOUR LOGO HERE
Insert values here Insert values here Insert values here Insert values here Insert values here Insert values here
Insert your relevant values here
Insert your relevant values here