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9 The Talent for Care

10 Background Development of support workforce in spotlight HEE agreed in 2013 that would develop national strategy for bands 1-4 Consultation between Jan-March 2014

11 Headline feedback Design strategy for all support staff, not just HCAs Culture shift Consistency Development for those who want to progress and those content in job they do

12 Strategic framework overview Strategic themes Sub-themes Work streams including: Work experience programmes, e.g. The Prince s Trust New Trailblazer reviews including Higher Get In Induction Development within B1-4 roles Apprenticeship in adult nursing (part time route to nursing degree) Values based recruitment Cavendish Certificate of Care The Talent for Care Get On Progression into B5+ roles and Cavendish Higher Certificate Assistant Practitioners development Career Progression Framework Go Further Internal processes (project management) Independent / academic review of outcomes New bridging programmes Access programmes and GCSE English and Maths Raising the profile of the value of B1-4 workforce The above is not an exhaustive list

13 Get In, Get On and Go Further Band 1 & Pre-employed Prince s Trust; Job Centre Plus; NHS Careers and Schools; Traineeships; Project Search Band 2 & 3 Band 4 inc Assistant Practitioners Foundation degrees; Higher apprenticeships Minimum standards; Certification; Apprenticeships and Advanced Apprenticeships Band 5+ Registered professions & specialist roles Pre-degree care experience pilot; part-time undergraduate courses (OU) Incorporating the Cavendish recommendations Incorporating the NHS Constitution and Values

14 Get In Attract more young people/improve diversity Increase work experience opportunities Promotion of NHS Careers to schools, colleges and communities

15 Get On Development programme for all support staff Care certificate and Higher Care Certificate Double number of apprenticeships by March 2016

16 Go Further Simplify career progression Universal acceptance of prior learning, vocational training and qualifications Nurture talent

17 Making it Happen HEE leading development of strategic framework in partnership with: NHS Employers National Skills Academy for Health Skills for Health Social Partnership Forums Trade Unions

18 Making it Happen Inviting employers to make a partnership pledge with actions to show commitment As part of pledge there is expectation that employers ensure they are making right level of investment to implement strategic intentions

19 Get Britain Working

20 Background NHS Employers are leading the delivery of a work programme that aims to promote the benefits of joint working between the NHS and JCP VBR and ensuring compassion is at the centre of workforce are key strategic priorities, as is the need to harness young talent to address the ageing workforce WORKING WITH JCP CAN HELP!

21 What s working well?

22 Next Steps? Complete the form to let us know if you re working with JCP and provide a few words to let us know what you re doing If you re not working with JCP but would like to find out more please indicate on the form Happy to broker contact with your local JCP office

23 Further Information Access our web resources to find out more about JCP

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26 Values Based Recruitment Changing the way we do things around here

27 Why Change? Local recruitment issues High vacancy factor High turnover rates Lengthy Trust administered recruitment process Inefficient use of managers time Staff with the wrong attitude and aptitude being recruited

28 National Drivers for Change Recent reports following Mid Staffs Francis report (2013) the cleaner can make all the difference, by drawing a nurse s attention to a distressed patient as opposed to assuming the patient s welfare is someone else s job. Cavendish report (2013) employers should be supported to test values, attitudes and aptitudes for caring at the recruitment stage.

29 Our VBR Journey Establish a set of values for Facilities: Linked to our 6 Trust values Linked to the NHS Constitutions values Map the values!

30 CRH Values Provide high-quality, safe and person centered care Deliver sustainable, appropriate and highperforming services: and Build on existing partnerships and create new ones to deliver better care Support and develop our staff Manage our money wisely, foster innovation and become more efficient to improve quality of care Provide an infrastructure to support delivery Facilities Values Listening in order to improve and always seeking to improve Caring about what we do Have the ability to relate to and empathise with our patients Respecting and valuing colleagues Always doing what we can to be helpful and improve the patient experience Committed to the Trust by providing exceptional facilities services within the clinical setting

31 Key Changes Adopt an assessment centre approach to recruitment Add the values to all facilities JD s and PS Establish generic interview questions Establish generic observational criteria Process recruitment through a central point within facilities Established a waiting list

32 Assessment Centre Morning Session Welcome and introductions Facilities Journey DVD Candidates undertake a range of various tasks and activities, whilst being observed Any unsuccessful candidates are informed and feedback is available Lunch and networking

33 Afternoon Session Structured interviews

34 Evaluation Seven events undertaken since April 2013 An eighth planned for tomorrow!! A constantly evolving process Collecting data on: Time Costs Retention rates Staff views

35 Then and Now Time Pre VBR / unlimited time spent per year!! Post VBR / 30 hours per year = 4 days Vacancy Factor April % = 27 vacancies December % = 4 vacancies

36 Initial Impact Survey Staff survey Sample / VBR and Non VBR 6 questions Response rate 72%

37 Question 1: Does the job meet your expectations Not at all To a limited extent To some extent To a large extent Completely VBR % 63% Not VBR % 28% 27% Question 2: I understand what my role within the department is Strongly disagree Disagree Neither agree or disagree Agree Strongly agree VBR % 64% Not VBR % 36% 56% Question 3: I understand how my role contributes to improving the patient experience Strongly disagree Disagree Neither agree or disagree Agree Strongly agree VBR % 55% Not VBR 0 0 9% 54% 37%

38 Question 4: I would recommend CRH to my family and friends as a safe place to receive treatment Strongly disagre e Disagree Neither agree or disagree Agree Strongly agree VBR % 45% Not VBR 10% % 27% Question 5: I would recommend CRH as a good place to work Strongly disagree Disagree Neither agree or disagree Agree Strongly agree VBR 0 0 9% 36% 55% Not VBR 0 9% 27% 36% 28% Question 5: I would recommend CRH as a good place to work Strongly disagree Disagree Neither agree or disagree Agree Strongly agree VBR 0 0 9% 36% 55% Not VBR 0 9% 27% 36% 28%

39 Costs of VBR Cost per candidate traditional = Cost per candidate VBR = It s not about numbers it s about getting the RIGHT people through the door!

40 Conclusion =

41 Candidate Feedback Was fun and helped me relax I found today really enjoyable and helped my confidence with meeting new people Very good way of getting us to interact

42 Managers Feedback It has changed the way we look at recruitment, now we recruit for the future not just the job on offer Andrew Jones, Director of Facilities The values based recruitment process has enabled our facilities service to build a team that are fundamentally committed to improving facilities for our patients and that have the core values that allow continued personal and service development Chris Tann, Head of Estates and Capital Projects I would fully advocate any service use VBR in its recruitment process Justin Wyatt, Facilities Matron

43 Impact of VBR Reducing agency spend and recruitment costs Boosting staff morale Creating a positive working environment Staff feeling valued and are more engaged Increased job satisfaction and staff retention Ensuring the patients receive the best care possible

44 What Next? Keep improving the VBR process Embedding the values across our: Training programmes Working environment Appraisals Staff Charter Communications Pledge Career pathways for support staff

45 HCA Career Pathway HCA recruitment/staff retention problematic Values based career development pathway - Available to all facilities support staff Key Players Facilities Services Senior Managers Clinical Skills Team Human Resources Senior Nursing Colleagues

46 Moving forward Hosted two information sessions Clinical skills Bespoke application pack Covering letter to candidates Application form Personal statement Learning contract JD & Person Specification inc values

47 Next steps 14 applications received 4 th December short listing 9 th January Interviews Training to commence Early Feb 2015 HCA vacancies to be filled by candidates from the programme from April 2015 Evaluate programme

48 Questions

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51 Recruiting Health Care Assistants using Values Jenny Richards 5 BOROUGHS PARTNERSHIP NHS FOUNDATION TRUST

52 About the Trust 5 Boroughs NHS Foundation Trust is a North West based Trust We provide Mental Health, Learning Disabilities and Community Health Services across Halton, Knowsley, St Helens, Warrington and Wigan We employ 3,200 staff across 85 sites The Trust introduced its Values in 2011 and these have been integrated into a number of processes including the Performance Review Process

53 Why did we want to introduce VBR? Trust Key Objective Complemented our existing Coaching Culture and higher level Culture of Care Strategy It is the right thing to do for our patients and service users To improve the quality of staff recruited to our organisation To improve the level of care we provide our patients and service users

54 Why did we want to introduce VBR? Gloucestershire hospital nurses too busy to feed patient. BBC News, January 2013 Whipps Cross Hospital workers jailed for patient abuse three health care assistants who abused elderly patients at Whipps Cross University Hospital in East London hospital have been sentenced. BBC News, August 2013 Paediatrician who sexually abused boys found with 1.2 million indecent images and videos. The Telegraph, October 2014 Stafford Hospital: Dementia patient abused an elderly man was called an animal by one worker at Stafford Hospital, where up to 1,200 patients died prematurely. Sky News, February 2013 Nurse on duty during Kieran Nichol death struck off NMC struck him off citing his lack of care for his patient and his evident lack of insight and remorse. BBC New, January 2013

55 What did we want to achieve? To embed Values Based Recruitment across the organisation To support recruiting managers to identify the right people To produce a series of Values Based interviews questions to use during the selection process To introduce other Values Based selection methods To implement relevant development sessions for managers

56 Our Trust Values

57 The Six C s

58 HCA Advert Received 108 applications Shortlisted 32 applications 2 Stage Approach Application questions and values based interview

59 The Tools Application Form Added 4 values based questions to the NHS Jobs application form. 1. Using your own words what does excellent patient care mean to you? 2. Describe a time you needed to support someone who was upset or distressed. What did you do? 3. Using your own words, what does treating patients with 'dignity and respect' mean to you? 4. Why have you chosen to work as a Nursing Assistant in Mental Health? What difference do you feel you could make?

60 The Tools - Interviews Incorporated 5 core Values with a series of question options within each of these. Values were aligned to the Six C s and Trust Values. Inserted technical questions aligned to the person specification. Clear, simple scoring criteria.

61 Interviews Interviewed 32 candidates 45 mins per interview We used values based questions based on the 6C s care, compassion, communication, courage, commitment Also used 4 competence questions, one of which was around safeguarding The answers we received were really good and allowed the candidate to open up and show their caring qualities

62 Peeling Back the Layers Open Questions Funneling Questions Probing Questions Contrary Evidence Evidence of Values, Behaviours & Attitudes

63 Outcome 14 Excellent Successful Candidates

64 What questions do you have for me?

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68 1.How do you balance recruiting for values with the difficulties of recruiting to nursing roles? 2.Which do you perceive to be the greater risk a gap in the nursing workforce or employing staff with misaligned values? 3.Have you done any international recruitment of nurses? If so have you used VBR? 4.Have you done any evaluation on your approaches to VBR for nurses if so what do the results show? 5.Is your chief nurse (or equivalent) involved in the values based recruitment process?

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70 Values Based Recruitment and Beyond Entry Natalie McMillan Head of HR

71 Getting the right person Attitude & values prioritised over everything else, including experience & qualifications

72 HCA s & Support Staff

73 The case for change High Turnover Low retention particularly in the first year (52% of HCA leavers with less than one years service) Vacancy factor High sickness High temporary workforce spend Monthly advert, unmanageable number of applicants (120+), massive DNA rate at interview (20%), low numbers of appointable candidates (13%) Feedback

74 What did we change Mandatory open events Change of person specification with emphasis on values and commitment to care Shortlisting for values rather than experience Interview emphasis on values and compassion Mandatory 2 week classroom induction aligned to organisational values Year long preceptorship and competency assessment Buddy scheme

75 Values Throughout Essential Aptitude & Personal Qualities Values, Drivers & Motivators Caring Compassionate Patience Polite & Friendly Approachable Professional Honest Motivated Sympathetic Reliable Able to cope with emotionally stressful situations Ability to demonstrate our organisational values & behaviours: Caring about what we do Respecting & Valuing each other Listening in order to improve (always seeking to improve) Always doing what we can to be helpful Committed to putting the patient first

76 Values Throughout Criteria to be assessed (Please ensure consistency with Person Specification) Committed to putting the patient first (double weighting) Compassionate/ caring/ friendly (double weighting) Understanding of the role

77 More effective recruitment Applicant DNA Appointable Recruited Before After

78 Results Sickness 8% to 6 % Turnover 17% to under 10 % Quarterly recruitment Recruitment costs 1000 to 600 per round Reduction in temporary workforce spend Process transferred to other staff groups Better job satisfaction (staff survey) Better patient satisfaction (reduced complaints) Registered nurses, domestics, phlebotomy Need to utilise for senior appointments along with fit and proper framework

79 Now embedding beyond entry - Talent management - Appraisal - Performance - Visually displayed to patients, visitors and staff - Start and end of meetings - Business cases

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