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The Talent for Care

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

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

Strategic framework– overview

Get In

Get On

Go Further

The Talent for Care

• Induction• Development within B1-4

roles

• Progression into B5+ roles

• Internal processes (project management)

• Independent / academic review of outcomes

Strategic themes Sub-themes Work streams including:

• Work experience programmes,

e.g. The Prince’s Trust

• New ‘Trailblazer’ reviews

including Higher

Apprenticeship in adult nursing

(part time route to nursing

degree)

• Values based recruitment

• Cavendish Certificate of Care

and Cavendish Higher

Certificate

• Assistant Practitioners’

development

• Career Progression Framework

• 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

Incorporating the NHS Constitution and Values

Band 1 &Pre-employed

Prince’s Trust; Job Centre Plus; NHS Careers and Schools; Traineeships; Project Search

Band 2 & 3

Minimum standards; Certification; Apprenticeships and Advanced Apprenticeships

Band 4 incAssistant Practitioners

Foundation degrees; Higher apprenticeships

Band 5+Registered professions & specialist roles Pre-degree care experience pilot;

part-time undergraduate courses (OU)

Get In, Get On and

Go Further

Incorporating the Cavendish recommendations

Get In

• Attract more young people/improve diversity

• Increase work experience opportunities

• Promotion of NHS Careers to schools, colleges and communities

Get On

• Development programme for all support staff

• Care certificate and Higher Care Certificate

• Double number of apprenticeships by March 2016

Go Further

• Simplify career progression

• Universal acceptance of prior learning, vocational training and qualifications

• Nurture talent

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

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

Get Britain Working

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!

What’s working well?

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

Further Information

Access our web resources to find out more about JCP

http://www.nhsemployers.org/your-workforce/recruit/employer-led-recruitment/access-recruitment-support-via-jobcentre-plus

Lisa.atkin@nhsemployers.org

@NHSE_Lisa

Values Based Recruitment

“Changing the way we do

things around here”

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

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”.

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!

http://www.nhsemployers.org/case-studies-and-resources/2014/04/values-mapping-tool

Always doing what we can to be helpful and improve the patient experience

Caring about what we do

Committed to the Trust by providing exceptional facilities services within the clinical setting

Facilities Values

Provide high-quality, safe and person centered care

Deliver sustainable, appropriate and high-performing services: and

Build on existing partnerships and create new ones to deliver better care

Manage our money wisely, foster innovation and become more efficient to improve quality of care

Support and develop our staff

Provide an infrastructure to support delivery

Have the ability to relate to and empathise with our patients

Respecting and valuing colleagues

Listening in order to improve and always seeking to improve

CRH Values

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”

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

Afternoon Session

• Structured interviews

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

Then and Now

• Time

– Pre VBR / unlimited time spent per year!!

– Post VBR / 30 hours per year = 4 days

• Vacancy Factor

– April 2013 11% = 27 vacancies

– December 2014 1.56% = 4 vacancies

Initial Impact Survey

• Staff survey

– Sample / VBR and Non VBR

– 6 questions

• Response rate – 72%

Question 1:

Does the job meet your

expectations

Not at all To a limited

extent

To some

extent

To a large

extent

Completely

VBR 0 0 0 37% 63%

Not VBR 0 0 45% 28% 27%

Question 2:

I understand what my role

within the department is

Strongly

disagree

Disagree Neither agree or

disagree

Agree Strongly agree

VBR 0 0 0 36% 64%

Not VBR 0 0 10% 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 0 0 0 45% 55%

Not VBR 0 0 9% 54% 37%

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 0 0 0 55% 45%

Not VBR 10% 0 0 63% 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%

Costs of VBR

• Cost per candidate “traditional” = £81.88

• Cost per candidate VBR = £75.50

• It’s not about numbers it’s about getting

the RIGHT people through the door!

Conclusion

=

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

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

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

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

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

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”

Next steps

• 14 applications received

• 4th December – short listing

• 9th January 2015 - Interviews

• Training to commence Early Feb 2015

• HCA vacancies to be filled by candidates

from the programme from April 2015

• Evaluate programme

Questions

Recruiting Health Care Assistants using Values

Jenny Richards

5 BOROUGHS PARTNERSHIP NHS FOUNDATION TRUST

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

Why did we want to introduce VBR?

• Trust Key Objective 2014 – 2015

• 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

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

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

Our Trust Values

The Six C’s

HCA Advert

• Received 108 applications

• Shortlisted 32 applications

• 2 Stage Approach – Application questions

and values based interview

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?

The Tools – Application Form

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.

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

Peeling Back the Layers

Open Questions

Probing Questions

Funneling Questions

Contrary Evidence

Evidence of Values, Behaviours & Attitudes

Outcome

14 Excellent Successful Candidates

What questions do you

have for me?

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?

Values Based

Recruitment and

Beyond Entry

Natalie McMillan

Head of HR

Getting the right person

Attitude & values prioritised over everything else, including

experience & qualifications…

HCA’s & Support Staff

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

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

Values ThroughoutEssential

Aptitude & Personal

Qualities

Caring Motivated

Compassionate Sympathetic

Patience Reliable

Polite & Friendly

Approachable

Professional

Honest

Able to cope with emotionally stressful

situations

Values, Drivers & MotivatorsAbility 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

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

More effective recruitment

0

10

20

30

40

50

60

70

80

90

100

Applicant DNA Appointable Recruited

Before

After

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

Now embedding beyond entry

- Talent management

- Appraisal

- Performance

- Visually displayed to patients,

visitors and staff

- Start and end of meetings

- Business cases