Strategic & Operational HR

This case study details the Countess of Chester Hospital’s experiences of rolling out the functionality of manager self service.From the outset, the trust has utilised the full functionality of self service, in addition to integrating the OLM/e-learning functionality, and this has positioned them as one of the leaders across the north west region.Overview:The HR and Wellbeing Business Services (HRWBS) have now fully implemented ESR Manager, Supervisor and Administrator Self-Service for the Countess of Chester NHS Foundation Trust (COCH).

Health Education North West hosted an event on the 30th September 2015 to explore the evidence base and good practice on the impact of placement experience on student retention on their course of study. Presentations and workshops provided a wealth of intelligence into the planning of the next steps on this agenda. Copies of the agenda and presentations are linked to the page. Further information on next steps will also be published on this page when they have been finalised. 

The HEE Mandate, requires us to reduce avoidable attrition from training programmes by 50% by 2017. It is clear from research that not all students are at the same risk of leaving a course and that a direct comparison between HEIs does not provide a true picture that allows us to compare improvement. True success needs to be based on the difference between what the expected attrition rate for a HEI is calculated at against its expected rate, given the characteristics of the individual students, such as socio-economic status and disability, that are on that course of study.

Yorkshire & Humber ESR Self Service EventDue to the increasing interest from the region the Yorkshire and Humber Special Interest Group held a Self Service Event, to enable users to share experiences of implementing ESR Self Service, lessons learned, resources required and the benefits.

The Transforming Community Services (TCS) programme is working closely with the Strategic Health Authorities to ensure PCTs separate commissioning of services from provision as smoothly and as effectively as possible.

The Greater Manchester (GM) PCT Shared HR Service was built with the main aim of keeping the PCT’s HR functions resilient throughout major NHS reforms, and also to ensure sustainability of the service following the abolition of PCTs whilst driving down costs. This service went live on 1st April 2011, the same date a the TCS transfers, and since then has demonstrated significant progress towards the estimated managerial costs saving of 40%. 

NHS Bradford and Airedale identified a need to employ more disabled people. The Every Body Matters project is the way they responded to this need. The project was developed by the trust in conjunction with Arthritis Care. It was a one-day positive action course aimed at disabled people who had applied for a position at the trust but had been unsuccessful. Three of these courses were held in 2009 and then independently evaluated.

This project was set up by NHS Blackburn with Darwen Care Trust Plus in June 2010 to develop a team of volunteer interpreters from the local community, who could offer interpretation in multiple languages over a 12 month period. It was also created in order to support the 3 Community Development Workers (CDWs) in developing their project management skills with mentorship from the Equality Manager.

In July 2008, reported sickness absence across University Hospital of Morecombe Bay NHS Trust (UHMB) averaged 5%. There was also a tendency for the same members of staff to take sickness absence. Therefore the HR team embarked on a structured and robust policy to reduce sickness absence with the aim of bringing down the average level to 3.5% by 2012 which it is set to achieve

Salford Royal NHS Foundation Trust (SRFT) is committed to the development and implementation of a process of managing individual employee contribution, which will lead to the creation of a performance-driven culture. Therefore, as part of the Trust’s overarching plans for organisational development, with accountability, performance and leadership as key components, the Trust is implementing a Performance Framework and associated Reward Strategy.