JOB DESCRIPTION

Job Title:

Head of Learning & Organisational Development

Department / Directorate

Workforce & Organisational Development

Band:

8c

Hours:

Whole-time

Responsible to:

Director of Workforce Transformation

Accountable to:

Chief Executive

Base:

St Peter’s Hospital (with cross-site working) and at other locations as required

DBS Check: Standard

Job Summary:

Build capacity and capability in systems, processes and people through a range of OD, leadership, coaching, talent management and consultancy services, which lead to improvements in staff engagement and drive improvements in organisation performance. Ensure that the corporate learning and development function contributes to the delivery of excellent patient experience and excellent staff experience, through a broad range of learning services for staff from induction and throughout their career at ASPH. Work with the leadership teams, and in particular the Director of Clinical Education, to assess current and future learning & education priorities and design / commission interventions to support delivery of this. Provide specialist expertise in the development of organisation culture, staff engagement and transformational change working closely with colleagues in service improvement.

I. Strategy, Leadership and Management

i. As a member of the senior Workforce & OD team, support the Director of Workforce Transformation in the development and delivery of the Trust’s workforce strategy. Work with other senior WOD colleagues to develop the key training, engagement and OD functions, systems and policies enabling the Trust’s corporate aims and objectives to be achieved.

ii. Participate in the setting and monitoring of performance targets for the Workforce Directorate including translation of those required through the workforce strategies, national human resources performance framework and other human resources targets to produce monitoring/reporting accordingly.

iii. Provide a highly visible, competent and coaching leadership style which is consistent with the Trust values (4P’s), building and maintaining effective working relationships with managers, staff and external organisations.

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II. Learning & Development Strategy

i. Lead the delivery of the priorities identified in the Learning Development and Talent Management Strategy ensuring that the strategy is regularly refreshed and delivery is evaluated so that it delivers expected outcomes.

ii. Lead the process for developing an Annual Learning and Development Plan in collaboration with senior managers, ensuring that appropriate diagnostic tools are used. This will include diagnosing, designing and delivering appropriate interventions that define and embed the vision, values, behaviours, desired culture and strategic direction of the Trust.

iii. Work with the Director of Clinical Education (new role) and other key stakeholders to actively promote inter-professional learning and development throughout the Trust and to ensure that learning and development plans are aligned with education requirements.

iv. Horizon scan, collate and interpret information, write and present strategic papers to the Trust Executive, Workforce and OD Committee and other relevant corporate committees including providing regular briefings on relevant national and local policies and developments, progress against targets, and risks.

v. Commission specialist tools, interventions or services from internal and external colleagues, as required to deliver the aims of the learning and development and OD strategies.

vi. Develop and maintain relevant learning, development and education policies and procedures, ensuring that they support the Trust strategy, business plans, new legislation and statutory requirements and reflect current best practice.

vii. Work with key partners to maximise the opportunities for our staff to participate in appropriate development opportunities e.g. national programmes for senior staff through the Leadership Academy and developing apprenticeships and career progression.

viii. Demonstrate the benefits and outcomes of learning and development interventions through regular evaluation.

III. Organisational Development

i. Provide specialist expertise to the Director and the Executive Team in the development of organisational culture, performance management, leadership, transformational change, staff engagement and all aspects of organisational change and development.

ii. Contribute to the development of a learning organisation through appropriate OD interventions that encourage personal and organisation growth, reflection, innovation and team building.

iii. Work with Directors and other stakeholders to ensure the organisation culture is defined and developed in line with the requirements of business delivery. Ensure that learning and development interventions support a culture of engagement and develop appropriate interventions to facilitate the embedding of this culture.

iv. Work with the Senior WOD Team to address the implications of developments and shifts in national and local policy for the Trust, by critically analysing complex and conflicting areas of workforce development and organisational development policy, facilitating creative thinking and offering a balance of challenge and support.

v. Identify and facilitate suitable OD solutions to support new ways of working, including designing and delivering / commissioning general and tailored OD interventions to teams that result in behaviour change and performance improvement.

vi. Share best practice in Organisational Development to build OD capability across the Trust. vii. Evaluate the effectiveness of OD interventions and initiatives to ensure that organisational

development and associated learning is effective. viii. Provide leadership to ensure that the Trust maximises development of opportunities for

creating new apprentice roles and ensure there is suitable career progression and support to this workforce group.

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IV. Leadership, Appraisal & Talent Management

i. Work with the Director of Workforce Transformation to design and implement a talent management strategy to support successful succession planning and to build sustainable workforce solutions.

ii. Develop the leadership and management framework for the Trust, setting out the expectations for leaders and managers, to enable planning of learning activities and provide pathways for leaders to develop themselves.

iii. Ensure there is a sustainable approach to leadership development to grow the leadership capacity and capability within the organisation by developing and delivering appropriate leadership and management development programmes/opportunities. This should include making best use of current resources and maximising the contribution of internal experts by developing an internal faculty for leadership and management development.

iv. Ensure links between talent management and leadership development, including designing, planning and delivering bespoke development activity for senior staff within the organisation, up to and including Board level. This will include supporting learning needs assessment, talent management and career development conversations for senior managers and directors.

v. Ensure that the Trust is utilising the coaching framework and approved register, ensuring that access to coaching is made available where appropriate, and that there is a mechanism in place for assessing the Trust’s return on the coaching investment.

vi. Provide expert facilitation, coaching and personal and team development to improve individual and team effectiveness and to enable senior people in the organisation to deliver the organisation’s objectives.

vii. In partnership with the Project Management Office, design and facilitate programmes which support quality improvement capability.

viii. Lead on implementation of effective appraisal Performance Development & Reviews across the Trust; promoting values based appraisals and supporting this with appropriate training and reports on appraisal compliance rates. Act to improve the quality as well as the quantity of appraisals to ensure these contribute to workforce transformation.

ix. Oversee the 360° feedback tool and provide reports and feedback to staff as appropriate. x. Work with senior WOD team to ensure that there is adequate support for staff undergoing

organisational change.

V. Engagement & Staff Feedback

i. Promote employee engagement across the Trust by creating effective relationships, partnership working and supporting line managers to become good people managers, through providing advice, guidance, support, coaching and training.

ii. Use a wide range of communication skills (optimising use of technology for engagement and change management) to win hearts and minds on highly sensitive change issues. Find ways to engage with disaffected groups in order to improve engagement and overcome reticence to change.

iii. Lead the organisation’s strategy and approach for monitoring staff attitudes and levels of satisfaction, including project managing the ASPH’s National Staff Survey (NSS) and Staff Friends and Family Test (FFT) to drive improvements in staff’s performance and retention.

iv. Undertake analysis at a corporate level to identify areas of good practice, and areas for development and, in collaboration with colleagues lead the approach to action planning. Ensure that project timescales contain clear lines of responsibility and accountability, measurable outcomes and timescales for delivery.

v. Develop local approaches to monitoring staff satisfaction on a regular, on-going basis to complement the current feedback methodology.

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VI. Financial & Commercial

i. Be accountable for the corporate learning and development budget, ensuring expenditure against agreed target is monitored and any anomalies are investigated and appropriate action taken, in accordance with the Trust Standing Financial Orders. Monitor the utilisation of external development monies to ensure these are utilised correctly and to provide audit returns as required.

ii. Actively identify and access additional monies from both NHS and external sources for learning, development and training within the Trust, and develop imaginative and commercially orientated plans to support the development of the total workforce that maximise opportunities for multi professional working and learning.

iii. Ensure that resources invested directly support delivery of strategic priorities and optimise opportunities for the development of new roles and career pathways within the Trust, including bands 1 – 4 and to promote workforce transformation and innovation based on future need. This includes being accountable for maximising the opportunities for training through the apprentice levy and the creation of apprentice roles.

iv. Work collaboratively with the senior team, including contributing to or preparing business cases for income generation and / or development of staffing and facilities.

VII. Governance

i. Work with the Director of Clinical Education to ensure that the quality of learning and development within the organisation, which may be subject to external scrutiny by HEKSS, CQC and NHSLA.

ii. Provide assurance to the Trust Board around compliance with learning and development standards, identifying any gaps in compliance. Provide reports for presentation at Trust Board, Executive Leadership Team, and Portfolio and Business Unit meetings and attend as required.

iii. Chair, and provide senior leadership and challenge, to the Trust’s mandatory training committee, and drive compliance of this agenda in line with Trust targets.

iv. Ensure that all audit and review requirements are met.

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PERSON SPECIFICATION

POST Head of Learning & Organisational Develo pment BAND 8c

DEPT/WARD Workforce & Organisational Development

Essential or Desirable

ATTRIBUTES � Evidences commitment to and behaviours in line with the Trust values – 4Ps

E Interview

EDUCATION/ QUALIFICATIONS

� Degree, and Masters level qualifications or equivalent experience. Evidence of cont learning/development

E CV

� Coaching qualification and/or membership of CIPD or equivalent professional qualification.

D CV

SKILLS/ ABILITIES

� Proven strong and effective leadership skills with the ability to provide a strong sense of direction and help others to work through ambiguity.

E

Interview/ Ref

� Exceptional written and oral communication skills for a variety of formal and informal purposes; able to articulate a vision with clarity

E CV/Interview/ Ref

� Highly developed interpersonal skills including expert facilitation, negotiation and influencing skills.

E Interview/ Ref

� An adept communicator, in both 1-1 and group settings Able to apply coaching and mentoring approaches appropriate to the situation.

E Interview/ Ref

� Ability to analyse and understand business, financial and workforce data. Advanced use of Windows based packages e.g. Word, Excel, Access, Projects and PowerPoint and familiarisation with social media as an engagement tool.

E CV/Ref

� Ability to interpret and apply own knowledge and expertise to the Trust workforce strategy

E Interview

� Problem solving ability, seeking out and exploiting opportunities and innovations

E CV/Interview/ Ref

� Evidence of creativity and originality in dealing with complex and competing organisational issues.

E Interview/ Ref

� Ability to scan the internal and external environment and to demonstrate a long term perspective on complex organisational development issues.

E Interview/ Ref

EXPERIENCE � Demonstrable / credible exp in a snr learning /OD role E CV/Ref ♦ Experience of leading organisational development or

service improvement projects E CV/Interview/

Ref ♦ Experience of writing & delivering an annual business

plan such as the Annual Learning and Development plan.

E CV/Ref

♦ Evidence of achievements in successfully implementing Leadership Development interventions in a large complex and challenged organisation.

E CV/Interview/ Ref

♦ Evidence of providing expert facilitation, coaching and personal and team development to senior individuals and teams.

E CV/Interview/ Ref

♦ Experience of working across organisational and professional boundaries and of delivering projects across multiple sites, working with a wide range of stakeholders.

E CV/Ref

♦ Proven track record in the creative design and delivery of leadership and management development to meet the needs of individuals and the organisation.

E CV/Ref

WOD Organisation Chart – November 2016

Chief Executive

Director of

Workforce

Transformation

Deputy Director of

HR 8d

Business Partnering

& internal cons

Medical Workforce

HWB & Occ Health

Staff side

Head of Workforce

Planning &

Resourcing 8c

Recruitment &

Temp Staffing

Staff Benefits

Payroll & Pensions

Workforce planning

& intelligece

Head of Learning &

Organisational

Development 8c

OD & Staff

Engagement

Leadership & Talent

Mgt

Learning &

Development

Induction &

Mandatory Training

Apprenticeships

Working for the Trust: A. Values and Behaviours The Table opposite is a guide outlining the values and behaviours expected from Trust employees measured as exemplary, acceptable and not acceptable. These standards will be used as a reference for the recruitment to this post, and throughout your employment, in appraisal, objective setting, development opportunities and career progression.

B. Summary of Trust Policies The information listed below is a summary reference guide for candidates and members of staff. It is the personal responsibility of all employees to be aware of their duties and responsibilities under the Trust policies, which outline expected standards of behaviour. Full details of all policies can be found on the Trust intranet site, Trustnet. All employees can access Trustnet, candidates and employees can contact the Workforce & Organisational Development Team for a copy of any Trust workforce policy. 1. Communication and Confidentiality (Information G overnance) Effective communication is essential through active listening and responding to what people are saying:

a) check information from other people and check its accuracy b) establish any help people require and act on this appropriately c) ensure confidentiality at all times

Employees of the Trust must not without prior permission disclose any information regarding patients or staff obtained during the course of employment except to authorised bodies or individuals acting in an official capacity. The Data Protection Act may render an individual liable for prosecution in the event of unauthorised disclosure of information. The latest Confidentiality Policy, Information Governance Policy, Freedom of Information Policy can be found on Trustnet, along with the Trust’s Information and Technology Policies for employees who use computer systems at work. All staff should update their Information Governance training annually. 2. Diversity and R ights All staff have a duty to promote people’s equality, diversity and rights, and treat others with dignity and respect. The Trust is unreservedly opposed to any form of discrimination being practiced against its employees whether on the grounds of gender, ethnicity, marital status, sexual orientation, disability, race, religion, or national origin or age. A copy of the Trust’s Single Integrated Equality Scheme is available on the Trust’s Intranet site. 3. Monitoring and Maintaining Good Health and Safety The safety of patients, staff and visitors is paramount. All staff have a duty to recognise safety as a fundamental element of their role and to comply with Trust policies, procedures, protocols and guidelines related to safety and well-being, and to keep up to date with Health & Safety training. Under the Health and Safety at Work Act 1974, all employees have a duty:

a) to take reasonable care of ourselves and others at work b) to co-operate in meeting the requirements of the law c) not intentionally or recklessly interfere with or misuse anything provided in the interests of

health safety or welfare

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Familiarise yourself with the Trust’s Health and Safety Policies on Trustnet. There will be local, department policies that cover your department/workplace and you should make sure your line manager explains these to you during your local induction. 4. Mandatory Training All staff have a responsibility to ensure that they are up to date on the latest knowledge and skills related to their job and workplace. Staff must ensure that they attend Mandatory Training sessions, and a Mandatory Training Matrix is available on Trustnet. 5. NHS Constitution The NHS commits:

• To provide all staff with clear roles and responsibilities and rewarding jobs for teams and individuals that make a difference to patients, their families and carers and communities.

• To provide all staff with personal development, access to appropriate training for their jobs and line management support to succeed.

• To provide support and opportunities for staff to maintain their health, well-being and safety. • To engage staff in decisions that affect them and the services they provide, individually,

through representative organisations and through local partnership working arrangements. All staff will be empowered to put forward ways to deliver better and safer services for patients and their families.

Staff responsibilities:

• You have a duty to accept professional accountability and maintain the standards of professional practice as set by the appropriate regulatory body applicable to your profession or role.

• You have a duty to take reasonable care of health and safety at work for you, your team and others, and to co-operate with employers to ensure compliance with health and safety requirements.

• You have a duty to act in accordance with the express and implied terms of your contract of employment.

• You have a duty not to discriminate against patients or staff and to adhere to equal opportunities and equality and human rights legislation.

• You have a duty to protect the confidentiality of personal information that you hold unless to do so would put anyone at risk of significant harm.

• You have a duty to be honest and truthful in applying for a job and in carrying out that job. Details at: http://www.nhs.uk/choiceintheNHS/Rightsandpledges/NHSConstitution/Pages/Overview.aspx 6. Whistle -blowing The Trust is committed to achieving the highest possible ethical standards by encouraging openness and honesty in the workplace. The term “Whistleblowing” is the disclosure of information by an employee or worker which relates to some danger, fraud or other illegal or unethical conduct in the workplace. The Whistleblowing Policy provides advice and guidance and sets out the procedure by which employees and others that work at the Trust can report concerns about workplace malpractices relating to any of the protected matters specified in the Policy. The Trust welcomes your genuine concerns and is committed to dealing responsibly, openly and

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professionally with them. It is only with the help of our staff that the Trust can deliver a safe service and protect the interests of patients and staff. If you are worried, we would rather you raised the matter when it is just a concern, rather than wait for proof. The Public Interest Disclosure Act 1998 governs the making of disclosures concerning workplace activities and is intended to protect employees who blow the whistle on bad practice from being subjected to any detriment or unfairly dismissed as a result. In providing this protection, the Act also reinforces the obligations of all persons employed by the Trust not to disclose to external sources any trade secrets or confidential information acquired during the course of their employment, unless they fall within the qualifying criteria for protection disclosures. Details of when and how concerns may properly be raised within or outside the Trust are available in the Trust’s Whistle-blowing Policy on Trustnet. We hope that you will be able to raise concerns with your manager or Head of Service. However, we recognise that this may be difficult and therefore the policy enables you to raise a matter directly with Senior Management. The Director of Workforce Transformation is the designated Director for Whistle-blowing, but you can approach any member of the Trust Board. 7. Requirement for Flexibility in an Emergency Situati on In the event that the Trust is affected by an emergency situation (including but not limited to a flu pandemic or a pandemic of any other disease or illness), whether relating to its staff and/or patients, you agree that the Trust may require you to: (a) Carry out additional and/or alternative duties to those contained in your job description; and/or (b) Without prejudice to the other terms of your employment, perform duties (including any additional and/or alternative duties as mentioned above) at any other location where NHS services are provided. 8. Safeguarding All Trust employees have a responsibility to take appropriate action if they believe that a child or vulnerable adult is in need of services or in need of protection and they must be committed to safeguarding and promoting the welfare of children, young people and vulnerable adults. Everyone is responsible for accessing the relevant level of training and following the Trusts local and SSCB’s Child Protection and Safeguarding procedures. Information on Child Protection or on the Abuse or Suspected Abuse of Vulnerable Adults is on Trustnet The Trust complies with the requirements of the Disclosure and Barring Service (DBS) and the requirement to report safeguarding issues to the Disclosure and Barring Service. All staff required to have a DBS disclosure for their post will undergo a recheck every three years. Employees must cooperate with the renewal process and complete their DBS applications promptly when requested. JD/PS updated November 2016 LMcK