Workforce planning

KMPT objectives include a clear reference to the importance of our workforce to achieve our aims: Recruit retain and develop the best staff making KMPT a great place to work. The detail of this is further clarified in our People Strategy, with associated annual People Plan.

KMPT People Strategy

Vision

To deliver quality through partnership. Creating a dynamic system id care, so people receive the right help, at the right time, in the right setting with the right outcome. 

Four HR Pillars

• Recruitment and retention
• Leadership, management and employee development
• Succession planning and talent identification
• Employee engagement

What you can expect from us

• Committed to providing the best service possible
• Open and honest in our dealings with others
• Putting patients and their families at the heart of what we do
• Listen and responds to our employees
• Respect
• Open and honest communication
• A supportive working environment which helps you develop 
• A management structure which listens and responds to ideas and concerns

Priority areas

1. Recruitment and retention - become an employer of choice (reduced resilience on temporary staff)
   1. Business critical posts
   2. Consultants
   3. Band 5 nurses
   4. Hard to recruit localities
2. Employee engagement
3. Leadership and management development
4. Health and wellbeing
5. Diversity and inclusion

Enablers

• Values
• ICT
• Workforce
• Finance
• Partnerships
• Research

The Board is provided with detailed reports on workforce and organisational development issues against the plans. The Workforce and OD Committee is a sub-committee of the Board and reviews data, progress and risks at a more granular level. To supplement this sub- committee an operational group has been established (Brilliant People group) to support further development of the workforce agenda.

Our Integrated Quality and Performance Reports (IQPR) includes a dedicated section on workforce. This is an extremely important area of focus for us because without brilliant people,

we cannot deliver brilliant care. Reducing our turnover rate, improving the robustness of our appraisal and supervision, and helping our workforce stay well and at work, are all essential in meeting our strategic objectives. Care Groups also report on the same IQPR KPI’s.

Business planning includes a section on workforce, including staffing plans and future developments. These are linked to financial and clinical objectives and strategies, as appropriate.

Workforce challenges are discussed regularly as part of the Care Group Quality Performance reviews and are part of the KMPT IQPR and the Workforce and OD Committee and Board reporting. Current risks are noted in the risk register and any new issues are agreed at Workforce and OD Committee. The highest scoring risks are also included on the Board Assurance framework and are reported to Board. Each risk has associated scores, actions and controls identified.

The top 3 risks are as follows:

Description of workforce challenge	Impact on workforce	Initiatives in place
Recruitment	Difficultly in recruiting to establishment; difficulty in rostering, reliance on bank and agency	Centralised recruitment panels for nursing; Overseas recruitment for nursing and medical staff Rotational posts; Revised care models; New posts
Retention	Difficultly in retaining staff, resulting in ; difficulty in rostering, reliance on bank and agency	NHSI retention cohort, career development, retention calls, supervision/appraisal, succession planning and talent identification, Care Group plans
Staff engagement	Potential impact on retention, sickness absence, turnover	NHS Employers - Clever Together pilot, NHSI Health and Wellbeing Programme, Creating a ‘Just and Learning’ culture, Developing capable teams and reviewing lead department, change maturity – agree QI approach, Freedom To Speak Up – Guardian, Leaders events/Big Conversations, HR2U, Staff app; Every Employee Counts and Staff Charter

There is a small increase in vacancy rate of 0.7% from November to December 2018. Medical staffing has shown a decrease, but nursing is an increase of 0.9%. In total, there are 44.4 WTE Band 5 and 6 nurses in the recruitment pipeline.

To support the recruitment of medical staff we have advertised a programme for specialty doctors to progress through portfolio to consultant roles (Certificate of Eligibility for Specialist Registration Fellowship). We received 28 applications and interviews were held at the end of January and so far 4 offers have been made. We also attended a consultant psychiatrist conference in India at the end of January 2019.

We are exploring how a neighbouring Trust has used an ‘Academy’ model to recruit and train Nursing Associates and Registered Nurses.

In addition to the above, the Acute Care Group has successfully converted agency staff to substantive staff, holding Recruitment Open Evenings and using a CV Search website as pilot which is showing early signs of being a positive tool for recruiting.

We continue to review our models of care and have started a pilot in East Kent using Advanced Clinical Practitioners and use of Non-Medical Responsible Clinicians.

We are part of a Health Education England initiative to support retention; Best Place to Work, which will dovetail into the ‘Just and learning culture’ work to support positive cultural changes and create the ‘perfect day at work’.

The Staff turnover main areas of concern are in East Kent for nursing and medical staff. There are recruitment and retention plans for both these areas which are regularly reviewed. Through a range of interventions, supported by the NHSI retention programme, including the delivery of retirement workshops, we are supporting staff approaching retirement and providing information for options to remain at KMPT. The highest number of unplanned leavers is due to opportunities/development in other organisations/higher pay or band. We continue to work on developing career pathways and have developed specific workbooks to support our staff.

Sickness for the month is running at 4.8% against an annual target of 4.3%. Year to date sickness is 4.2% against a year-end target of 4.3%. We continue to pro-actively support staff to have the flu vaccination and we are currently at 51% of staff who have been vaccinated.

Long term and short term sickness have shown increases in month. Activities to support sickness absence are; being part of NHS Improvement Health and Wellbeing Programme, accessing the best practice guidelines, monthly case review meetings, monthly Health and Wellbeing meetings, preventative work and contact within first 7 days, and working with the Community Care Group on a ‘Manage Your Mind’ workshop approach. We are also reviewing the sickness absence policy with a view to creating a keeping people at work policy with more emphasis on preventing people going off sick.

We know that our workforce plans are well-modelled because staff engagement is increasing. After accounting for an admin error, staff response rate increased by 16% points in 2018 compared to 2016. Our 59.5% return rate compares with the highest performing mental health trust at 60.5%.

We are part of a Health Education England initiative to support retention; Best Place to Work, which will dovetail into the ‘Just and learning culture’ work to support positive cultural changes and create the ‘perfect day at work’.

Description of workforce risk	Impact of risk (high, medium, low)	Risk response strategy	Timescales and progress to date
Recruitment	High	Review of Roster Templates in line with agreed safe staffing levels; Escalation Policy; Implement Band 7 cover arrangements for extending hours to ensure senior cover is available; Therapeutic staffing model; Medical Recruitment and Retention Group; Recommend a Friend New Hire Bonus; nurse and Consultant, Consultant mentoring in place; Improved Induction Process; Open Days; Review of end to end recruitment process; SafeCare Pilot.	Centralised recruitment panels for nursing in place Overseas recruitment for nursing and medical staff underway Rotational posts being developed Revised care models in place New posts in place

Retention	High	Exit interviews with HRBP's for business critical posts, Supervision and Appraisals, Health & Wellbeing Group, Medical Recruitment and Retention workgroup Engagement activities, EU exit implications reported and actions in place, NHSI retention programme cohort	NHSI retention cohort; career development/pathways in train; retention calls underway; supervision/appraisal process reviews; succession planning and talent identification for 2019/20; Care Group plans completed
Staff Engagement	High	Quarterly Staff Friends & Family Test, NHS Staff Survey; Embedded Trust values as part of performance framework, new objectives Engagement with staff through Intranet, staff forum, local and KMPT wide leadership groups, Care Group; Staff Awards, Stress Policy, HR2U; Freedom to Speak Up and Safe Working Guardians, with Green Button option, Health & Wellbeing Group, Supervision and Appraisal policies; Big Conversation; MT ‘Working With’ Days; Agreement of 'Just learning' approach review of culture	The following are underway: NHS Employers - Clever Together pilot; NHSI Health and Wellbeing Programm; Creating a ‘Just and Learning’ culture, Developing capable teams and reviewing lead department; change maturity – agree QI approach; Freedom To Speak Up – Guardian completed and ongoing; Leaders events/Big Conversations; HR2U completed and ongoing; Staff app;,Every Employee Counts and Staff Charter

 

Description of long-term vacancy, including the time this has been a vacancy post	Whole-time equivalent (WTE) impact	Impact on service delivery	Initiatives in place, along with timescales
Band 5 nurses	44	Patient safety and experience	There are 44.4 WTE Band 5 and 6 nurses in the recruitment pipeline; exploring how a neighbouring Trust has used an ‘Academy’ model to recruit and train Nursing Associates and Registered Nurses; Acute Care Group have successfully converted agency staff to substantive staff; , holding Recruitment Open Evenings and using a CV Search website as pilot.
Medical Consultants	32	Patient safety and experience	Pilot in East Kent for Advanced Clinical Practitioners and use of Non-Medical Responsible Clinicians; advertised a programme for specialty doctors to progress through portfolio to consultant roles (Certificate of Eligibility for Specialist Registration Fellowship); we continue to review our models of care.

KMPT is leading the Sustainability and Transformation Partnership (STP) work on Mental health and has already collated a whole systems approach to workforce planning. KMPT is also leading the Temporary Staffing agenda to support reduced costs and improve patient experience. This will be achieved by closer agency contract management, movement of all

non-medical temporary staffing usage to an external provider and opportunities for collaborative working, including review of bank rates

As referenced above, the Brilliant People group will develop the workforce plans and models for the future, include assessment of CESR Fellowship role, Advanced Clinical/Nurse practitioners, Responsible Clinicians and Nurse Consultants. Creating Apprenticeship opportunities internally and working with external NHS providers will also form part of our strategy to support recruitment and retention.