Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

NHS HR performance management

646 views

Published on

Published in: Technology, Business
  • Be the first to comment

  • Be the first to like this

NHS HR performance management

  1. 1. UNISON National Conference for Ambulance Staff: 13 November 2003 Simon Bennett Human Resources Directorate Department of Health
  2. 2. NHS HR Performance Management Framework <ul><li>Why a new approach to HR performance management? </li></ul><ul><li>Engaging the NHS </li></ul><ul><li>What it looks like </li></ul><ul><li>Next steps </li></ul>
  3. 3. HR Performance Management - Why? <ul><li>Crusade for HR </li></ul><ul><li>“What gets measured gets done” </li></ul><ul><li>NHS Plan commitment to measure how NHS treats staff </li></ul><ul><li>Better approach to HR performance management </li></ul>
  4. 4. Killing Several Birds <ul><li>Don’t just feed the information machine </li></ul><ul><li>Cut bureaucracy and duplication (currently over 50 individual workforce targets) </li></ul><ul><li>Local business planning as well as input to star ratings and CHI/CHAI assessments </li></ul><ul><li>Self monitoring and benchmarking </li></ul><ul><li>National and SHA level monitoring </li></ul>
  5. 5. What Do We Need To Measure? MORE STAFF WORKING DIFFERENTLY The NHS as a Model Employer Improving Working Lives and Beyond The NHS as a Model Career Four Modernisations:: Workforce Planning Pay Regulation Education & Training The Psychological Contract Between staff and Employers Between Staff and Government Between Staff and Patients Building Capacity Quality and ‘ Attitude’ The Three Star Trust The Skills Escalator Improving Staff Morale HRM Development
  6. 6. Which Approach? Increasing Experience Sophistication of Monitoring KPIs <ul><li>Key outcomes </li></ul><ul><li>Focus on external measures </li></ul>“ Balanced Indicators” <ul><li>Covers internal and external measures </li></ul>Balanced Scorecard <ul><li>Includes learning and growth </li></ul>EFQM <ul><li>Driven by detailed best-practice checklists </li></ul>
  7. 7. What Is A Balanced Scorecard? <ul><li>Framework for business planning and measuring organisational performance </li></ul><ul><li>Generic scorecard recognises not only financial measures of performance but other factors too </li></ul><ul><li>Typically: customer satisfaction, business processes and organisational capability Design Pilot </li></ul><ul><li>Rationale: organisation’s people must design, operate and improve business processes in order to satisfy customers and that this results in positive financial performance </li></ul>
  8. 8. NHS HR Balanced Scorecard Discretionary Performance Indicators for local use (examples) Mandatory Indicators   Wt % Organisational Cap./learning Process Staff Key Results More staff… 30% ..Working differently 20% Model employer 15% Model career 15% Improving morale 10% HRM Develop’t 10%
  9. 9. Engaging The NHS <ul><li>Stakeholder workshops </li></ul><ul><ul><li>40 representatives from NHS, CHAI, DH May 2003 </li></ul></ul><ul><li>NHS-wide consultation </li></ul><ul><ul><li>Document published June 2003 </li></ul></ul><ul><li>Design Pilot </li></ul><ul><ul><li>Completes November 2003 </li></ul></ul><ul><li>Operational Pilot </li></ul><ul><ul><li>Completes Q1 2004 </li></ul></ul>
  10. 10. Key Responses <ul><li>A good concept locally and nationally </li></ul><ul><li>Simple; minimum number of Performance Indicators </li></ul><ul><li>Mix of input/output, quantitative/ qualitative </li></ul><ul><li>Key for Consultant Contract & Agenda for Change </li></ul><ul><li>Ambitious timetable at time of unprecedented HR change </li></ul>
  11. 11. Design Pilot: October - End November <ul><li>Test balanced scorecard framework </li></ul><ul><li>Develop/refine key performance indicators </li></ul><ul><li>Test ‘strategic dialogues’ </li></ul><ul><li>Support Operational Pilot </li></ul>
  12. 12. Design Pilot Findings <ul><li>Useful for both board and front-line management engagement </li></ul><ul><li>LPD targets not sufficiently disaggregated to trust level </li></ul><ul><li>Clarity of definition key for comparative data </li></ul><ul><li>Robust data collection is a challenge for large trusts </li></ul>
  13. 13. Performance Framework   Discretionary Performance Indicators for local use (examples) Mandatory Indicators   Wt Organisational Capability /learning Process Staff Key Results More staff… MS06 - Joiners MS03 - Leavers MS07 - Number of days to fill vacancies. MS08 - Stability MS01 - Progress towards LDP Headcount Target 30% ...Working differently WD08 – Planned Productivity Initiatives (to be determined during pilots) WD07 - Turnover in key positions WD01 - Progress towards LDP Productivity & Skill-mix Targets 20% Model employer ME05 - Equal Opportunities (to be determined during pilots) ME04 - Junior doctors’ hours & ME03 - Staff satisfaction with employer ME01 - IWL Accreditation & MS02 - Number of vacancies 15% Model career MC05 - Number of training hours/study leave MC02 - A4C Pay-band Occupancy MC06 - Staff satisfaction with career prospects MC04 - Number of appraisals and PDPs 15% Improving morale HRM02 - Professional qualifications IM05 - Staff incidents IM01 - Take up of IWL policies - FW/CC/FR IM06 - Staff satisfaction with morale IM02 - Overall Staff satisfaction & IM03 - Sickness absence 10% HRM Develop’t HRM02 - Management qualifications, for HR only HRM07 - Standards in HRM HRM08 - Staff satisfaction with HRM HRM06 - HR Staff in post 10%
  14. 14. Next Steps <ul><li>Design scorecard - Concours Group </li></ul><ul><li>Design Pilots – complete mid November </li></ul><ul><li>Operational Pilots start - end November </li></ul><ul><li>Meeting with PM colleagues and CHAI to explore eventual integration </li></ul><ul><li>Agree the set of indicators </li></ul><ul><li>Shadow HR performance framework from April 2004 </li></ul>
  15. 15. Performance Management <ul><li>Quotations from other industries: </li></ul><ul><li>“Never has so little been measured so much” </li></ul><ul><li>“65% of performance indicators do not relate to organisational strategy” </li></ul><ul><li>“We use 2% of what we measure” </li></ul>

×