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Workforce Performance Report February 2014 Jayne Halford Deputy Director of HR Caring, safe and excellent 1.

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Presentation on theme: "Workforce Performance Report February 2014 Jayne Halford Deputy Director of HR Caring, safe and excellent 1."— Presentation transcript:

1 Workforce Performance Report February 2014 Jayne Halford Deputy Director of HR Caring, safe and excellent 1

2 Headline HR KPIs Turnover – Target 12% - Actual 11.97% Turnover has fallen back to Autumn 13 levels and is back to below the target figure. A CIPD report in partnership with Hays on resourcing and talent planning showed turnover rates for 2013 at between 16.3% (private sector services) and 8% (manufacturing and production services with the median being 11.9% - so we are in line with the median. There were 78 new starters in February and 83 leavers Sickness – Target 3.5% - Actual 4.26 % Sickness is at practically the same level as last month and is showing a typically high seasonal level with the figure being very similar to that of 2013. Intensive management of sickness absence continues and as can be seen under casework there are 18 formal capability cases relating to ill-health. Bank & Agency- Target 5% - Actual 3.9 % Bank and agency continues to be below target and has shown a sharp drop over last month back to a similar level to last year. Vacancies - Target 9% - Actual 7.4 % Vacancies also remain below target and at a higher level than last year which can be attributed partly to the vacancy control measures in place. At 2.8% sessional usage remains at a constant level. Headcount has dropped as a result of 16 staff in SCAS TUPEing out at the end of January. Spend Staff spend for the month is £396,949 above target; the biggest overspend being in Community where sickness rates are high and turnover above target. 2

3 Headline HR KPIs - Sickness 3 Sickness Reasons There has been a reduction in sickness absence due to the reason of Anxiety/Stress/Depression for the second consecutive month. This reduction is largely in medium term episodes where Anxiety/Stress/Depression accounted for 34% of absence in Dec 13 but has now reduced to 15%. Short term Cold, Cough and Flu remains the top reason for short term absence, however this reason is cited less in February 2014 than for the same period last year. The Health Protection Agency reported low influenza activity in February (2 per 100, 000) and that this is below expected seasonal levels. In addition flu vaccination figures as reported last month were 56% of frontline staff.

4 Divisional Performance – Headlines 4 Turnover District Nursing exit data has been analysed and further leavers followed up resulting in an action plan which includes reviewing leadership development, reviewing the preceptorship programme, reviewing and improving induction and developing team working supported by HR staff. Sickness Although sickness absence rate in Specialised Services has reduced from November’s peak of 6.6%, it remains above target; a number of long term absence cases will be resolved shortly. In Community, managers were recently trained in the revised policy as there is a reasonably high level of ill health capability cases. The HR team will be reviewing support mechanisms for stress related absence and developing tool kit for managers. In Children and Families there have been 4 long-term sick absence returns to work and 1 retirement. Vacancies Standing Proud – a promotional video about working in the community is live on our you tube channel, a link to this video is included in all community adverts on NHS Jobs. Community Nursing Teams have had higher success rates at interview in the last 3 months, having appointed 14 Community Nurses across City and South localities since the start of the year. Community are analysing recruitment figures to consider whether a Recruitment and Retention allowance may be necessary in some areas for Community Hospitals and District Nursing. In Children and Families Highfield Oxford successfully recruited to 11 of the 12 vacancies and start dates are currently being confirmed. Bank and Agency Although the use of sessional contracts is the preferred approach to additional staffing, there are pockets of relatively high agency use in some Specialised Services areas. The senior management team have plans in place to reduce agency spend in these areas. * Turnover in Specialised Services now excludes all leavers from Bullingdon Prisons - Healthcare ** Includes Core Corporate services, also Junior Doctors, Students, Research & Development, Pharmacy and Estates and Facilities

5 Divisional Performance – Headlines 5 Bank and agency There is a high level of B/A in the Adult Oxford wards due to recruitment issues. The Resourcing team are working with Service Managers to look at a range of solutions. Buckinghamshire Wards had high usage as a result of providing cover whilst staff attended training in relation to the new working environment prior to the move to the new Whiteleaf Building. Some recruitment in Bucks Adult inpatients was held in preparation of Organisational Change for Older Adults but all staff have been assigned to posts and unfilled posts are being advertised. Marlborough House Swindon staff are working with HR to trial a new risk assessment form aimed at safely maintaining staff in their substantive roles for as long as possible during pregnancy. Historically they would have been removed from their ward duties as soon as they advised the Trust of their pregnancy. The individuals have been responsive to this trial as they do not like being moved into none clinical roles for such long periods. The cost savings from this will also be reviewed as part of the trial. Other Older Adult teams will transfer to new Directorate on the 1 st April and Specialised Services will transfer in. HR have spent significant time and resource supporting all organisation changes

6 6 Recruitment Data The Recruitment team prepared for the transition to NHS Jobs II which comes on stream in March 2014 for all recruitment activity. The new system provides appointing managers with an overview of their recruitment activity and current recruitment status for each of their vacancies; managers can therefore monitor progress to the point of the new recruit starting in the team. This is a welcomed approach and we are looking forward to full benefits realisation from the new system. The total numbers of advertisements dealt with by the Recruitment Team in the reporting period was approximately 100 – back to a more consistent figure after an autumn increase. Recruitment activity within the staffing groups is fairly consistent t over the last three months with over a third of vacancies being for nursing posts followed by clinical support posts and admin/clerical taking up approximately 18% of vacancies for each category. The consistency has been due to the vacancies review in place to ensure savings plans are realised and recruitment activity in the current economic climate is controlled. The total number of Applications received within the reporting period and processed totalled 1134, a drop on both December and January but commensurate with a shorter month. The Recruitment team have been working on numeracy and literacy tests which will form part of the interview process for Band 1-5 non-professionally qualified roles as a result of the Francis Report.

7 Exit Questionnaire Data 7. In previous months we have reported on reasons for joining the Trust, what people enjoyed about their jobs and reasons for leaving. This month we report on where Oxford Health scores well as an employee and what might have encouraged a member of staff to have stayed. Promotional opportunities or lack of is a recurring theme and we will do further analysis on this. Terms and conditions including flexible working appear to be viewed relatively positively. We will correlate this information with the staff survey and formulate joint action plans. Potential Reasons for staying Better management19% Greater access to training2% Greater Variety of work5% Improved promotion prospects19% Increased pay8% Less responsibility2% More flexible working hours5% Not applicable - I am retiring9% Nothing33%

8 Casework Data 8 In February 15 new cases were opened; the majority of which concerned conduct relating to safeguarding followed by health capability cases. Six of the cases were in Older Adults Mental Health and 4 in Community. 15 cases equates to 0.23% of the workforce. The HR Department continues to run Managing Performance courses on a regular basis. The data cannot represent the significant amount of coaching and advisory work carried out by HR staff which results in issues being reconciled before they become formal cases. Analysis of whistleblowing cases has taken place which shows that in other organisations many of the cases recorded by the Trust as whistleblowing would elsewhere be categorised as grievances or complaints albeit anonymous. The trend will most likely be to show a decrease in whistleblowing cases. A new Probationary Period Policy has now been published to take effect from 1 April. Training for managers has been set up commencing March.

9 Casework Data 9 Cases opened this month exceeded those closed by 3. Total cases open at 28 February numbered 61 representing 0.97% of headcount and made up as follows: Bullying and Harassment 3 Capability-health 18 Capability-performance 8 Complaint (3rd party) 1 Conduct - other 2 Conduct - safeguarding 6 Disciplinary 15 Employment Tribunal 2 Grievance (ind) 6 The average length of time that the various types of cases are open is as follows; Disciplinary – 111 days Conduct - 122 days Bullying and harassment - 123 days Grievance - 127 days Capability - (health) 171 days We have not as yet found benchmarks against which to measure these timelines but would expect to see improvements in times taken. Disciplinary, capability and grievance policies are currently being reviewed for consistency and to streamline processes.

10 Casework Data 10 This is the starting point for Whistleblowing statistics. With the new approach to categorizing anonymous complaints it is expected that numbers will decrease. As can be seen the most common outcomes after investigation are: no further action or local/remedial action.

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