Strategic & Operational HR

It is a contractual obligation for individual trusts to monitor junior doctors’ hours every six months, to make certain that they are compliant with the Junior Doctor Contract (known as New Deal), and that doctors’ pay is correct, yet this process is carried out with variable success across the North West. Therefore Health Education England’s Junior Doctor Advisory Team (JDAT) reviewed a selection of monitoring exercises across the North West, all of which had taken place in the last five years.

This case study details the reward and recognition philosophy York Hospital NHS Foundation Trust developed to underpin the existing benefits package that was in place for staff.None of initiatives introduced incurred any cost to the Trust; they were self-funded through the Staff Lottery, Staff shop and by sponsorships/advertisements.  The salary sacrifice schemes have generated an annual £211k efficiency saving.The project received national recognition at the 2012 Healthcare People Management Association (HPMA) awards where judges agreed that:“The Trust had set out to have the wow factor an

In 2009, Greater Manchester Children, Young People and Families’ NHS Network undertook the expansion of a consultant-delivered service using a ‘Resident Shift Work Consultant (RSWC) work plan’. The public consultation decision to this reconfiguration was to reduce the number of 24 hour consultant-led units for paediatric and maternity services in the Greater Manchester area from 12 to a maximum of eight, and to increase the number of neonatal intensive care units from two to three.

The aim of this project was to significantly increase mandatory training and appraisal compliance at Barnsley Hospital NHS Foundation Trust in order to ensure a safe, competent and valued workforce.Overall training compliance for mandatory subjects increased from 45% in April 2011 to 84% in March 2012. Appraisal compliance increased from 58% in April 2011 to 88% in March 2012.

Mid Cheshire Hospitals NHS Foundation Trust introduced training for healthcare assistants (HCAs) in April 2011. The initial drive for an improvement in the training of HCAs arose from recognition that this workforce received very little tuition prior to working on acute care wards.The programme is a mandatory three-day training programme for all newly recruited HCAs. It covers a range of topics across nine core clinical skills, and includes both theoretical and practical teaching sessions.

The aim of this innovative project, introduced by York Hospital NHS Foundation Trust, was to review the way Health Care Assistants were recruited to the Trust. Prior to the introduction of the project the Trust had experienced a low retention rate for this staff group.

Prior to the implementation of RosterPro Central, Harrogate and District NHS Foundation Trust used a variety of legacy systems to produce and manage staff rosters.

Yorkshire Ambulance Service is an integral part of the NHS in Yorkshire. We work closely with hospitals, health trusts and healthcare professionals, as well as the other emergency services.