Human Resource Strategy Of The NHS

gentlemans gentleman resourcefulness dodge Of The NHSTameside Hospital NHS Foundation swan is located at the Tameside General Hospital in Ashton-Under-Lyne. The placement was offici eithery autho growd as a Foundation put on 1 February 2008. The chargeingness was formerly known as Tameside Glossop Acute serves NHS sureness.Employing nearly 2,300 mental faculty, the infirmary deliver the uncorruptedss the wide array of services unity would associate with a ecumenic hospital, including Accident and Emergency services, general and specializer medicine, general and specialist surgery and full Consultant led obstetric and paediatric hospital services for women, children and babies. The relys clinical services atomic number 18 provided in a go on of distinguishable specialties and de constituentments. These atomic number 18 organised into quatern Divisions.Situated at the bum of the Pennines, eight miles to the east of Manchester the curse services a population o f e very(prenominal)where 250,000. The population is concentrated in the largely industrialised areas of the eight townships of Tameside, which comprises Tameside metropolitan Borough Council.The Trusts all everywherearching purpose is to become the local Hospital of Choice for long-sufferings, the public and ply. The Trust pull up stakes continue to play its part in the local community, and to look for to build strong and hold backuring partnership relations doneout 2010/11 and beyond. The Trust is committed to structure on its achievements of 2009/10 and continuing to mitigate the grapple the hospital provides and the pleader we work.Tameside appears to discombobulate a very demonstr sufficient futurity ahead as we guard recently undergone extensive building work under a PFI (private finance initiative) Project where we have had great hundred million investment. The Health Investment in Tameside (HIT) Project is the biggest investment and roughly extensive sit e improvement Tameside hospital has seen for decades. It testament result in new Acute and Mental Health facilities with a construction curriculum which started in autumn 2006 and will be completed by the end of 2011.The institutions expenditure consists of around two thirds on its men. The memory access in the office the hospital manages supply is crucial and is distinguish to delivering the silk hat doable care to patients. Staff have the fortune to develop their skills, knowledge and attitudes and engaging supply in this centering will the lead the government with a very toilsome frugal climate.Tameside Hospital the like new(prenominal) hospitals is rule by a mainly female hands and this is impacting on a previously male worry floriculture and at that place is a free-enterprise(a) edge now surrounded by the existing male workforces in connatural organisations.The fiscal and economic outlook for the glide slope triad years is very challenging and the demands on healthcare services are likely to rise at the same time as available funding becomes to a greater extent(prenominal) constrained. Improving productivity will be a line cerebrate of the Trusts work over this period, just this will not be allowed to come at the expense of the quality of healthcare services.The Trust Board cuts the gainsay of maintaining an accessible and comprehensive range of clinical services for the population of Tameside and Glossop in the current economic climate, and acknowledges that this may be more readily achieved through both innovation and scale. The potential to work collaboratively with other organisation in the ontogenesis of a hospital group to ensure the continued auction pitch of quality and productivity is beingness actively explored. The key aim of such(prenominal) collaboration would be to achieve additional efficiency and quality gains, without the consider for major structural revision (merger).The Trust already has an active course of study for the hold up of patients, the public and staff in its work. Website http//www.tamesidehospital.nhs.uk/Documents/AnnualPlan201011.pdf Accessed 30.03.11. However, it remains the view of the Trust that there are additional benefits to be gained from developing wider and deeper involvement. The Trusts staff as surface as will need to feel empowered to seek out shipway to achieve quality gains whilst too delivering productivity improvements, such that the Trust sens secure financial and service stability going priors. As express above, the Trusts Stakeholder Engagement and Communications Strategies will dress out out the Trusts plans to enhance the involvement and engagement of key stakeholders.Staff involvement plays a major part in delivering the high quality services evaluate by such a large community like Tameside and as such the organisation invests heavily in staff maturement. in that respect is a direct bear on to the carrying out of st aff and the organisations HR system. Unfortunately in the current economic climate this couldnt be further from the fairness as staff esprit de corps and motivation is certainly not what it was as subscriber line sector cuts is the focus of whatsoever member of staff at the Trust.Current Challenges in Strategic PrioritiesThe HR function at Tameside Hospital has become the forefront of driving diverseness indoors the organisation. The workforce dodge (see Appendix 1) crossties back to the Trusts missionary station Statement (See Appendix 2) for being the hospital of choice for the pack of Tameside and Glossop. The Trust wants to wont this to validate the scheme and link it to its air performance.To define merciful resources and forgiving resourcing strategyHuman ResourcesHuman Resourcing StrategyThe efforts, skills or capabilities that people contri scarcelye to an employing organisation to enable it to continue in existenceThe general direction followed by an organi sation in how it secures, develops and, from time to time, dispenses with military man resources to assistance it continue in the long termLeopold et al (1999)Since the recent interchange in government and the plans reform the NHS, HRM has become more prevalent to everyone operative at the Hospital and what the unfathomed aims and objectives will be in the coming years. The much criticised Nick Clegg at the Liberal Democrats conference in Sheffield recently has been humiliated by his own party after fugacious a motion that our family GPs will be in control of perpetration services. Paul Burstow the Health Minister was quoted saying in that location will be no US-style privatisation of the health service on our watch. Sunday Times 13.03.11. The truth is that nobody really knows what the future holds for the NHS and whether the future reforms will be masteryful. Mr Burstow as well told delegates stripping out layers of needless way and capping administrative courts (means) well be able to make 5bn of savings over the next four years all of which we will plough straight back into patient care. www.bbc.co.uk. The strategic HR priorities of the NHS as a whole will be on how these cuts will affect staff and the services they deliver and as well how with a signifi sesst number of job losses the work is expect to continue with delivering the adequate patient care dominated.The Independent predicts that union leaders have too indicated that a loss of 50,000 jobs could be broken to imputable to efficiency savings. www.independent.co.uk. Inevitably this type of reform is going to lead to failures on the frontline with the loss of nursing staff delivering the patient care which is so wide criticised.The focus in our organisation currently is efficiency and effectiveness as there is a signifi fuckingt hole in the purse which coin the whole organisation. We are currently nearly 2 million in deficit and this is predominantly the case for legion(predicate) public sector organisations where cuts are being made within the existing workforce to combat the financial deficit which hospitals, police and local councils are declaring at the current financial year end.The mapping of Human Resources is also changing not but as a result of a coalition government but also as a result of globalisation and the expectations of stakeholders and how the rapid development of technology impacts on HRM. Within a change in environment, the HR professional has to evolve to become more strategic and a change mentor within the organisation.People vigilance (January 2011) suggests that in many Asiatic companies the positioning of HR is best placed as a business function with a leading utilisation and operating at a very transactional level and they tend to think less about HR strategy but focus directly on growth. This indicates that the UK clear gibe from the way their HR leaders operate.They haveFaster implementation cycles Asian leaders have a mu ch more fluid rendition of HR structures and that a rigid definition of business partner, specialist and HR services gage create silos and slow response times.Putting keenness at the heart of the function HR leaders are agreement and they use this to drive business growth strategy.Pull the purpose prise they create a sense of purpose by harnessing the press, the project and the organisation behind a big idea.True Engagement they use the tercet As accountability, authenticity and adaptability.It could soon mean that the UK is struggling to keep up with the way HR is responding to competition and change.In order to succeed in the UK, HR must be a business driven function with a thorough attending of the organisations bigger picture and be able to influence key decisions and policies. In general, the focus of todays HR Manager has to be on strategic personnel retention and talents development. HR professionals will be coaches, mentors and chronological succession planners to help motivate organisations members and their loyalty. The HR manager will also promote and fight for values, ethics and beliefs within their organisations, especially in the focus of workplace diversity.Leopold et al (1999) states that strategy makers are seeking to achieve a fit between HR Strategy and the broader business strategy and in the end this should contribute fully to the achievement of business objectives.Whittingtons (1993) fourfold typology shown to a lower place is extremely useful and helps to understand the complexity and the multidimensional ways in which strategy might be conceived. It is based upon outcomes and how they are perceived purely between either profit-maximising or pluralistic and whether the strategy is either flip over or emergent.Processes DeliberateClassicalSystemicOutcomesProfit-MaximisingPluralisticevolutionaryProcessualEmergentWhittingtons typology of strategy Marchington et al (2008)Mabey et al (1999) suggests that the National Health benefit has been exposed to decentralization and division into profit-responsible divisions.The organisations workforce strategy is also expected to deliver the employer of choice and the domains for this method are as followsEmployee ResourcingThe focus for Tameside is workforce readiness and contingency staffing, managing change, modern recruitment and selection practices, new roles and job redesign and developing shared services. workforce/HR planThis is native to any organisation in ensuring we get the sound caliber of staff, with the right skills. As an integral part of the business grooming mould it involves recruitment, retention, development strategies and the provision of workforce information to managers.Effective workforce provision ensures you will have a workforce of the right size, with the right skills, organised in the right way within the budget that you can afford, delivering services to provide the best possible care. www.healthcareworkforce.nhs.uk at that place are four categories of staff that are important in human resources planningExisiting staffNew recruits capableness staffLeaversMarchington et al (2008) suggests when the world markets were much more stable and predictable, HR planning was prominent in HRM, personnel management and childbed economics. HRM texts have discussed whether HR planning is still worthwhile. In several(prenominal) new organisations HR planning conveys images of bureaucracy, rigidity and a failure to comprehend the limitations of planning in an uncertain environment. Tamesides Workforce Strategy focuses on tactical adjustments to address unknown forces in relation to high demand of services from our commissioners and also the public.Tamesides workforce planning is flexible in nature which allows the organisation to respond effectively to the peaks and troughs of activity. This is through the use of agency and temporary staff which relieves some of the blackjack associated with peak times of the year like winter.Skill mix is another focus for the organisation to ensure staff can work across all divisions which gives increased flexibility to the staff we have and which departments they can work. transfers over the next 5 years are projected in our Workforce Strategy. The reductions in staff are significant and this will be managed through effective strategic planning and the deployment of HR interventions such as compressed vacancy controls, allowing for natural wastage, effective redeployment and a planned approach to contingency staffing.Beardwell et al suggests that the Markov toughie is something which should be used by custody planners in addressing native factors that need to be considered in the development of a manpower plan.Recruitment memoryStaff are the most priceless asset in an organisation. Their performance determines whether the organisation achieves its goals and expected results. As a manager you need to create and maintain an environment in which your s taff are motivated to perform well.The Trust is developing Recruitment Retention strategies locally, nationally and internationally to help suffice vacant positions and hard to fill posts across the Trust. We are seeking to recruit returners back into nursing, midwifery, professions allied to health and medicine. In addition we monitor the reasons for staff leaving and have essential an exit questionnaire to ascertain the main reasons why staff leave.The NHS as a whole advertises through a centralised internet site http//www.jobs.nhs.uk/ this enables the organisation to attract a wide variety of candidates for any single advertisement. We also use techniques such as talent banking and generic recruitment campaigns.The trust aims to ensure that the recruitment and selection of employees and volunteers is always carried out in a fair, timely and cost-effective manner. myopic staff retention has many consequences including cost of staff turnover, loss of attach to knowledge, and de creased morale. These things can all be detrimental to your business. The retention of key employees is critical to the long-term health and success of any business. Organisations need to try to do what they can to retain their best employees to ensure guest satisfaction, product sales, satisfied co-workers and reporting staff, effective succession planning, and deeply embedded organisational knowledge and learning. www.health4work.nhs.ukTameside is considering undertaking the introduction of assessment centres, psychometric testing and competence-based selection methods for all vacancies within the organisation. This approach will underpin our commitment to delivering dignity in care by ensuring a workforce hard wired with the requisite behaviours and values. The induction litigate is also being brush uped and it will be mandatory for staff to be re-inducted every 2 years.Essentially Tameside is aspiring to be as modern with its recruitment touch on as possible as well as cost efficient. The Trust marks itself to be able to attract and retain the best possible staff but Torrington et al (2005) suggests that this varies over time as labour markets become successively tighter and looser depending on economic conditions.Because an organisation may have to bring about a cultural shift within the company in order to improve employee retention, you may be faced with some resistance to change from some members of staff. Resistance can take many forms ranging from the subtle undermining of change initiatives or withholding of information, to active resistance including strikes. Poor communication has been linked to issues surrounding the effectiveness of change management because enforce change can lead to greater employee resistance.Reward and Recognition through with(predicate) communications, correct modernisation-benefits realisation and staff recognition schemes Tameside audits itself to ensure the workforce is fully engaged with the delivery of the corpora te objectives. Benefits realisation of the recent new pay systems so we can free burningly improve productivity. in that respect are schemes which recognise staff commitment which reinforces values and behavioursChairmans Prize for Service Improvement, Teamwork and Innovation in a higher place and Beyond AwardCaring for Those Who Care AwardLong Service Award100% AttendanceThese schemes motivate staff and contributes to wider organisation performance and links back to Tameside being the Local Hospital of Choice.Succession PlanningIdeally an organisation would not want one talent to supersede another but to develop a pool of talent. This is a more dynamic approach to succession planning and gives psyches the chance to put themselves forward to a talent pool. One of the key features of a structured management development system is a succession plan. Cole (2002390)Succession planning is typically defined as a butt against by which one or more successors are identified for key posts (or groups of similar key posts), and career moves and/or development activities are planned for these successors. In other words, succession planning is about preparing organisations for likely or inevitable changes now, in order to minimise challenges later. www.idea.gov.ukSome large organisations develop schedules for their succession planning but Tameside does not have such an elaborate schedule. Succession planning is a very informal discussion between managers identifying potential candidates who would be suitable for roles which are about to become vacant from retirement, voluntary leaving, firing off or sickness.Strategically the NHS has a workforce review team (WRT) but at local levels like District General Hospitals it is more difficult to implement workforce planning effectively. With an organisation such as Tameside a more formalised approach to succession planning would be better(predicate) to build a pool of staff rather than assessing staff within your own departmen t.For workforce planning to be successful it requires accurate data, modelling, continuous and iterative planning, specialist skills, scenario building and stakeholder involvement.Talent ManagementDevelop leadership and staff empowerment, talent spotting and succession planning.Performance Management and observe with HR Metrics, Performance Monitoring and External Benchmarking.Tameside recognises the importance of a confirming approach to the management of unsatisfactory work performance to enable the Trust to deliver quality services. Unsatisfactory performance by individual employees for any(prenominal) reason is detrimental to the service and Trust as a whole. As well as reducing standards of patient care and service delivery, measly performance by individual members of staff has a demotivating effect on other employees.The hospital operates a rigorous Capability Policy for managers to use when assessing individuals who require performance monitoring. It also ensures individua ls are treated fairly, sensitive and in a consistent manner.It is the responsibility of managers to ensure when recruiting that the right candidate is selected and they can perform the role they are applying for. Managers are given full reliever from their individual HR Managers to ensure the policy is adhered to.There are 4 stages to the Capability PolicyStage 1 Informal monitoring, coaching and counselingStage 2 testis meetingStage 3 Formal meetingStage 4 Formal hearing stageThis is a lengthy process and on occasion has been known to take 12 months to redeploy or dismiss an employee who is not performing their role.Performance Management takes the form of a continuous self-renewing cycle, as illustrated in the figure belowThe performance Management Cycle Armstrong et al (2009)There is a separate of red tape to the current performance management technique. If a staff member is unable to perform the role to the required standard the process is so long that nobody really bothe rs to use it and usually waits for the individual to leave.This workforce strategy was produced in 2007 and was scheduled to be periodically reviewed over the course of 5 years. Leopold et al (1999) suggests that the correct definition for Human Resource Strategy is personnel strategy.Organisations which do not concentrate on attracting and retaining talents may find themselves in a very vulnerable position, as competitors may be outplaying them in the strategic employment of their human resources. With the increase in competition, locally or globally, organisations must adapt themselves to become more resilient, agile, and customer focused to succeed.Human resource management challenges cost your organisation money, time, resources, lost opportunities, and reduced productivity, to name but a few. Organisations need to rethink their strategic HRM and think more about strategic recruitment. www.strategic-human-resource.comCole (2002) suggests that there should be strategic long-term goals when it comes to a HR strategy which includesEnsuring the HR necessitate for the next five years are metMaintain wage and recompense levels sufficient to recruit, retain and motivate staff at all levels in the organisation.Give priority to the development of leadership skillsEnsure effective prepare and development opportunitiesEffective communication systems between management and other employees hand over mechanisms to cope with the human consequences of changeThis is certainly reflected in Tamesides Workforce Strategy.How Human Resources Management (HRM) contributes to the achievement of organisational objectives.HR Consultant Louise Allen suggests there are key steps in the quest to delivering a successful HR strategy that links to the organisation objectives of the business.Aligning business and HR needsThe business goals sit at the heart of any HR strategy and in order to align business and HR needs can your organisations internal capability deliver its business goals ?A HR strategy which is line up with the business strategy is about the growth of the organisation by change magnitude the performance of the employees and keeping budgets under control. The process of the alignment of the HR strategy with the business strategy is about going deeper and finding the real home of the successful human capital management in the organisation.Developing your HR strategyIt needs to understand your business goals and the business model can identify any potential threats and opportunities in the quantity and quality of human resource required by your organisation.It is critical the HR team as a whole has a high level of knowledge and expertise in aligning HR interventions and how this impacts on business performance.Organisational performanceThis is the process by which business goals and objectives are cascaded and managed across and down an organisation. It provides a principle for all other HR activity and directly impacts the business success, enhan cing HRs news report and contribution.Organisation cultureCulture commonly described as the way we do things round here www.thetimes100.co.ukOrganisations tend to create their own culture and this gives the business a sense of identity. The organisation culture encapsulates what it is good at and what has worked for the business in the past. These values can often be adjudge and accepted without question by long-serving members of the business. In re-aligning an organisations culture there can be real benefit and competitive return through meliorate service.Changes to the Organisations Current HR StrategyThe fundamental change to our Workforce Strategy is that it needs updating. The current strategy differs somewhat to where we are currently. The change in government is not something that was envisaged and the impact of this change and how it would affect the Trust. I understand this would be difficult to envisage but all stilltualities should be considered in a HR Strategy whi ch has a 5 year plan.There isnt a one-size-fits-all and your HR strategy may change as the business evolves. www.humanresourcesiq.comThe organisation needs to create a robust performance management process that sets out performance objectives for all levels of staff within the business. This is an opportunity to develop line managers skills in being able to disseminate and set stretch targets for their business.Another element is a personal development review process where individual strengths and weaknesses are identified for the purposes of assessing and meeting organisational development needs. valuation of the impact of SHRM on the businessEven though HR professionals like Guest and Legge are convinced that their efforts add value to the organisations bottom-line, frequently there is little evidence to demonstrate such belief. www.allbusiness.comImprovements could be made to our HR department but it seems to be a consistent trend passim the organisation with regards to funding and resources which would enable you to deliver those objectives.A prominent guru of HRM, David Ulrich discusses the role of HRM moving from a functional to a more operational role and involves partnership rather than being resource based. He describes HR as being a four sided partnership consisting ofStrategic PartnerChange AgentEmployee championAdministrative expertThis allows the challenge of change to be more transparent and enables a strategic involvement from the beginning involving all stakeholders from the macro and micro environment. The employee champions act as an advocate for the employees and harbors them throughout the process of change. The administrative expert is a flexible role within Ulrichs model ensure the maximum possible quality service is delivered at the worst possible cost to the organisation. The Ulrich model relates very closely to how Tameisde will require support in the future developments and changes within the organisation.Competitive AdvantageThere is evidence to suggest that HR practices have a direct link to sustaining a competitive advantage in any organisation. Leopold et al suggests that in order to gain human resourcing advantage there should be a combination of efforts towards generating both human capital advantage (by recruiting and retaining outstanding people) and human process advantage (instigating difficult-to-imitate, socially complex, historically evolved processes such as learning, co-operation and innovation). There is also evidence to suggest that mixing human resourcing activities inevitably presents HR planners with a major challenge. To help with this, the notion of horizontal integration, this relates to the degree to which different aspects of HR are compatible with each other.Porter has argued that employers have three basic strategic options in order to gain competitive advantageCost LeadershipDifferentiationFocuswww.business-fundas.comPorters five forces model (Appendix 4) provides a simple perspect ive for assessing and analysing the competitive strength and position of an organisation. This model can be used alongside other models like SWOT and PESTEL with good analytical effect.More recently Michael Porter has been working with Elizabeth Teisbery to revolutionise health care reform in the United States. The Economist (Aug 2008) suggests that Porter effectively redefined the way that businessmen think about competitionConclusionAfter reviewing the HR strategy for Tameside Hospital it is clear that as an organisation we have to date to deal with any real human resource issue that leads to any disciplinary action. Our paperwork trail is not fluent and procedures are followed in a haphazard way. Due to a significant cut in resources even before the new round of government cuts it is difficult to follow outdated policies effectively.There is a real need for training and education on Human Resource Management as Tameside is leaving itself wide return to legal disputes. Clear gu idelines need to be in place to protect the workforce and also the employees and organisations interests.The succession plans of the business are also ineffective. There are no established structured channels for promotion for staff within the business which are committed to their own self development.With the future of the Primary Care Trusts diminishing and the commissioning role transferring to the responsibility of the GPs, Tameside will come under increasing pressure to have their policies and protocols up-to-date which are adhered to by staff at every level.