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NHS HR performance management


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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>