NOTES+FROM+OUR+DISCUSSION

1) HR Function/Org Strategy § NHS is a service industry – people are central to everything we do / no ‘product’ as such so people management v important §  Putting patient at the centre/first is a key objective of all of our orgs §  Patient experience is very much led by staff attitude/ability/motivation etc §  Every member of staff should understand how their work contributes to patient care § Measuring performance/meeting targets becomes ever more important as time goes on (although difficult to measure input of individual members of staff into patient experience). Specific important ones are achieving Healthcare Commission star ratings and meeting 18-week target § Equality & diversity are v important - Agenda for Change payscale has harmonised pay/conditions / need to be representative of local community in terms of staff composition § Leadership is an ongoing problem within NHS (Darzi report highlighted this) § Frequent change – time/money wasted, staff disillusioned § NHS Constitution published at beg of 2009 – sets out rights & responsibilities of staff & patients § Difficult to communicate with nurses etc on wards – don’t have own PCs, spend majority of time with patients (but they are the ones delivering patient care/have ability to deliver objectives of org) ** 2) HR Function/Line Mgrs  **  The specific areas HR can assist line managers with are:  §  Sickness absence (& service continuity) – problem in NHS (burn-out, staff assaults, stress etc) §  Improving performance / staff motivation – rewards are not great (no PRP etc) so managers often need help improving motivation (e.g. succession planning, training & development, secondments, coaching). The rewards/benefits that are open to staff (e.g. good pension/mat leave, A/L, sick leave) are NHS-wide and do not encourage loyalty to the individual Trust §  Recruitment – time to hire too long due to Occ Health & CRB/POCA checks / quality of staff pool to choose from can be poor / differentiation/specialisation – need to attract excellent clinicians/researchers to achieve differentiation and to specialise in specific areas of clinical practice / need staff to be representative of local community § Grievances/disciplinaries – lots! HR could help with mediation techniques and coaching for managers § Interpreting the many complex HR policies & procedures (& employment law) § Implementation of change – change is frequent so staff consultation/involvement important / liaising with unions <span style="font-size: 10pt; font-family: Wingdings; mso-list: Ignore; msofareastfontfamily: Wingdings; msobidifontfamily: Wingdings; msolist: Ignore;">§ Leadership – this is poor and managers need to be given opportunities to develop / org-wide leadership progs <span style="font-size: 10pt; font-family: Wingdings; mso-list: Ignore; msofareastfontfamily: Wingdings; msobidifontfamily: Wingdings; msolist: Ignore;">§ Queries – line managers need quick & efficient responses to minor queries regarding pay etc <span style="font-size: 10pt; font-family: Wingdings; mso-list: Ignore; msofareastfontfamily: Wingdings; msobidifontfamily: Wingdings; msolist: Ignore;">§ Data management – line managers need HR staff to maintain accurate staff data e.g new ESR, which will be for all HR/Managers **<span style="font-weight: bold; font-size: 10pt; font-family: Arial; mso-bidi-font-weight: normal; msobidifontweight: normal;">HR Models in our Orgs ** Susan/Amy recently centralised but each member of staff has responsibility for a specific division Donna centralised and always been that way during Donna’s time there Sarah recently decentralised after a long period of being centralised

**<span style="font-weight: bold; font-size: 10pt; font-family: Arial; mso-bidi-font-weight: normal; msobidifontweight: normal;">Theoretic Models to mention ** <span style="font-size: 10pt; font-family: Wingdings; mso-list: Ignore; msofareastfontfamily: Wingdings; msobidifontfamily: Wingdings; msolist: Ignore;">§ AMO (sometimes hard to find candidates with sufficient ability / hard to motivate staff when no real rewards available, plus staff shortages mean many are over-tired & burnt out / opportunity for individual staff to have some autonomy in the way they deal with patients, plus unionised so participate via union reps, national staff survey each year. Not much else though – forums/suggestion schemes few & far between, staff consulted but tokenistic) <span style="font-size: 10pt; font-family: Wingdings; mso-list: Ignore; msofareastfontfamily: Wingdings; msobidifontfamily: Wingdings; msolist: Ignore;">§ Best Practice/Fit – NHS generally aims for best practice but not all of it is quite right for the org <span style="font-size: 10pt; font-family: Wingdings; mso-list: Ignore; msofareastfontfamily: Wingdings; msobidifontfamily: Wingdings; msolist: Ignore;">§ Ullrich – none of our orgs really have this structure. No Business Partners (‘business’ is a word clinicians don’t particularly use/like) <span style="font-size: 10pt; font-family: Wingdings; mso-list: Ignore; msofareastfontfamily: Wingdings; msobidifontfamily: Wingdings; msolist: Ignore;">§ Other theories re relationship between people mgmt & performance Could look at Mazlow re needs