Key Successes and Priorities in Workforce Performance Report November 2022

Workforce Performance Report: November 2022 PLC Committee Charmaine De Souza, Chief People Officer Caring, safe and excellent

Executive Summary It has been an unpredictable autumn but despite the challenges, we have seen progress in some key areas in relation to people related activity: - The priorities set out in the People Plan that were agreed by the People, Leadership and Culture Committee have now been expanded upon with detail added about key deliverables for each of the three priority areas Upskilling Line Managers, New Starter Experience and Data Quality and Systems. The focus continues to be on activity that will improve retention and recruitmentwhich are the Trust s high risk areas. This will sit alongside the reset 12 week plans for the recruitment and retention workstreams that have been agreed as part of the IQRA programme. - The Clinical systems outage, which started in mid August, created new urgent work for HR teams such as agreeing ways to thank staff; setting up a database of internal admin staff, facilitating redeployment across teams, supporting staff to be paid for additional hours via the staff bank and increased rates of pay in specific services. The impact of the outage has meant that some work which would have involved non essential engagement with staff has had to be paused. This has impacted our ability to continue with the focus groups for the discovery phase of the culture change programme which were postponed. Despite these challenges there has been notable progress in the following areas: Improved performance has continued in relation to driving up Statutory & Mandatory training compliance and systems development; this has risen to 84% and is line with the forecast trajectory. Recommendations have now been agreed by the Executive in relation to the QI review of PDR compliance and these are set to be implemented in Q3 and Q4 with a trajectory now in place for the remainder of this financial year. The Staff Survey for 2022 has been launched as has GratitudeWeek with a focus on wellbeing. As part of this, Covid stars have been given to staff, instigated by the Chief Nurse as a way of saying "thank you" to staff for going above and beyond during the pandemic. Funding has been announced for teams to take time out for wellbeing. An in-depth review of our HR Workforce Systems has been undertaken to inform a Strategic Outline Case for future investment. The national Pay Award for staff on Agenda for Change has been implemented including flexibility for specific grades where the effect of the pay award meant higher pension contributions creating potential unexpected hardship. Work has been progressed over the summer to engage with Staffside colleagues and staff to understand what measures would best support staff with regards to increased cost of living building on the work already done to ease financial pressures for staff. A new risk has been added to the risk register to reflect the impact of cost of living on workforce issues. Lastly, the function will be undertaking team training in November with 20+ colleagues undertaking Level 2 QI training the intention is for all of our change programmes to be undertaken through the lens of QI which is a strategic aim for the Trust. Benefits of using this approach can already be seen in the progress made on Statutory & Mandatory training and analysis of barriers to PDR compliance. Caring, safe and excellent

Workforce Overview (Successes, Priorities, Opportunities, Risks and Threats) Successes The following summarises the key successes along with the priorities, opportunities, risks and threats to achievement of the required workforce performance. Resourcing: A 60,000 marketing budget has been allocated to Resourcing allowing the Campaigns team to promote vacancies to a wider audience; part of this budget has been used to bulk purchase advertising slots in specialist publications/websites at a greatly reduced cost to the Trust . This has included a contract with the British Medical Journal to provide enhanced advertising for medical vacancies Resourcing: TheRecommend a Friend program launched on 1st October 2022 to support attraction, and has already had applications made since it's launch Resourcing: A new NHS Jobs platform has been rolled out successfully across the Trust, providing a more streamlined application process for candidates and an improved candidate experience Resourcing: A Return to Practice campaign for both Nursing and AHP roles is live across Oxfordshire, Buckinghamshire and Wiltshire which has included local press and social media promotions Resourcing In October we held our first Armed Forces Insight day in 3 years as part of our recently renewed Armed forces Covenant commitment. Furthermore, our application for VCHA Veteran Aware accreditation was approved on 3rd November, which is something we will be celebrating in upcoming communications for Remembrance day Medical Workforce: Thejunior doctor induction welcomed 70 doctors in training to OHFT. This was very successful with input from teams across the Trust, including: college tutors, IT, pharmacy, junior doctor forum representatives and a welcome from the CPO and CMO Medical Workforce The medical workforce restructure has progressed with posts being advertised. The aim is to have the team fully established by Q4 22/23. Learning and Development: A new format of the Corporate Induction is being launched in November, including an increased focus on welcoming new starters to the Trust with members of the Executive Team acting as Master of Ceremonies as well as lunch and a wellbeing pack being provided. The addition of an e-learning day will also support improved compliance with Statutory & Mandatory Training requirements Learning and Development: Work on Statutory and Mandatory training continues with compliance rates at 82.3%. All data relating to Statutory and Mandatory training in the L&D system is now accurate Learning and Development: The Trust received a Good rating from a full Ofsted inspection of its Apprenticeship programme with very positive comments particularly around Leadership and Quality of Education. Their report has been published Learning & Development The Trust has been commissioned to provide 2 cohorts of the Mental Health Wellbeing practitioner programmes for SE region which will provide additional revenue Learning and Development - The team have been awarded a 15k grant to develop use of Virtual reality training for Infection control OD/L&D: The new PDR process went live on 1 November with a simplified off line form. PDR completion dates will be recorded on the Learning & Development system to ensure reporting is accurate OD: The Flexible Working Steering Group are meeting to agree a programme of work to improve Flexible Working across the Trust. Each working party will report back on progress made to the Steering Group by Christmas. OD: 26.8% of staff had completed the 2022 Staff Survey by 26 October with 14.9% of Bank Workers completing the Bank Worker Only Staff Survey. The OD Team is visiting teams who have historically had a low response rate to promote the staff survey over 8 weeks with photos taken on site featuring on the Trust intranet site and ebulletin. WORKFORCE Caring, safe and excellent

Workforce Overview (Successes, Priorities, Opportunities, Risks and Threats) Successes The following summarises the key successes along with the priorities, opportunities, risks and threats to achievement of the required workforce performance. OD: World Menopause Day was marked with a special guest speaker; COVID Stars, Hampers, and Gratitude week have also been launched. OD: TheOccupational Health team have worked with the IPC team during Infection Prevention and Control awareness week visiting the Whiteleaf and Fulbrook Centres to review skin conditions and advise about skin care for staff; Dr Anne-Marie O Donnell led a webinar on skin care. They are also supporting the annual flu campaign. OD: The Race Equality Work Programme was approved by the People, Leadership, and Culture Committee. The programme includes three QI-led WRES projects: An Inclusive Recruitment training programme which is live, Staff equality networks and support group meetings which are due to commence in Quarter 3. Reward: National arrangements for the annual pay review and pensions arrears payments resulted in some individuals due to receive a reduction in pay arrears or take-home pay in September. Individuals affected were written to and pension arrears payments were spread over 6 months to mitigate the impact. Employee Relations: 30 staff who are currently absent with Long Covid have been consulted with regarding the withdrawal of national temporary terms and conditions that were in place relating to sick leave, sick pay and the application of the sickness absence policy. Employee Relations: The operational teams have reviewed the last 12 month s ER casework to identify services and teams with high numbers of cases and explore key themes that have emerged. Actions have been agreed to address the findings. Employee Relations: Oxford Health has worked in partnership with Bucks Council to restructure the Section 75 Health and Social Care Model. A minority of staff who were placed at risk have all secured new roles under a ring fenced process. Employee Relations: 62 staff have TUPE transferred from Oxfordshire MIND into Step 2 TalkingSpace Plus Service in addition to 19 staff from 4 Thames Valley prisons. Employee Relations - Proactive work is taking place to support the probationary process in Community Services. HR Policy - The Resourcing and Onboarding Policy has been developed in line with the Trust s new HR policy development approach. Workforce Systems: A draft Outline Business Case following the HR Systems Strategic Review has been presented to the Chief People Officer and key Executives ahead of full EMC discussion. WORKFORCE Workforce Systems: Workforce Data cleansing work has commenced with the alignment of the organisational structure across HR systems, Finance and TOBI. This has resulted in improved reporting across all systems and the ability to identify areas more easily. Workforce Systems: Work to upskill staff in all 32 inpatient units to ensure they have a high level of knowledge to build efficient rosters is complete. This has received positive feedback and should aid efficient rostering to drive down temporary staffing use. Workforce Systems: The Additional Bank Holiday in relation to the Queen s Death required significant system and payroll work to ensure staff were paid correctly and had the correct leave entitlement. Governance : A new format Workforce Report has been developed and presented at the People Leadership and Culture Committee. It will continue to evolve based on feedback from stakeholders and the chair of the PLC. Caring, safe and excellent

Workforce Overview (Successes, Priorities, Opportunities, Risks and Threats) The following summarises the key successes along with the priorities, opportunities, risks and threats to achievement of the required workforce performance. Priorities Resourcing: A University Strategy to target Y2 and Y3 students across Nursing / AHP / Social Worker courses has been developed and implemented. This will strengthen our relationship with local universities and allow a more streamlined approach to the recruitment of newly qualified staff Resourcing: As a result of the clinical systems outage the resourcing team has received a high volume of additional assignments to process for bank workers. It has been a priority to process these without causing delays to substantive recruitment Resourcing / OD: Continue with the discovery phase of the New Starter QI Project. The insights gained from these questionnaires will drive QI rapid improvement PDSA cycles Medical Workforce: Progress, at pace, the work relating to medical workforce agency spend as part of the IQRA programme Medical Workforce: Procure a master vendor and direct engagement solution to contract with medical agencies as part of our temporary staffing spend reduction plan Learning and Development: Complete the root cause analysis of the Supervision process generating a recovery plan with the Deputy Head of Nursing to increase clinical and management supervision recording compliance. This will be reliant on the system being worked on concurrently with processes. OD: Increase staff access to H&W support; Delivery of COVID Stars/Hampers; H&W Framework gap analysis; BOB Kindness Project preparation OD:Deliver on the next phase of the flexible working project as part of the Trust s retention agenda OD: Deliver the QI WRES projects; Equality Delivery System (EDS) OD: Review activities in Occupational Health that may be impacted by the pandemic and develop an action plan to mitigate any risks Reward: Implement financial wellbeing measures to support staff to manage through the cost-of-living crisis Employee Relations: Review and refresh the content of the management toolkit specifically the Managing People Session with a plan to increase training on probation, capability and lower- level conduct issues. New cohorts planned across 2023. Employee Relations: Continue to focus on exploring the key themes emerging from casework including FTSuG. Take action to address these and share information with the Directors/Services Directors and Heads of Service. Employee Relations: Continue to closely manage staff absent with Long Covid following the recommencement of NHS terms and conditions relating to sick pay/sick leave in line with the Trust Sickness Absence policy. Employee Relations: Progress the full review of HR policies, including the programme of training and awareness for managers and staff as policies are revised. Employee Relations: Review the Trust s use of Goodshape to ensure best value is obtained from the contract and that the data is used intelligently to drive interventions to reduce sickness absence levels, supporting individuals back to work Workforce Systems: Draft Outline Business Case for HR Systems to be reviewed by the EMC and next steps agreed. Workforce Systems: Continue data cleansing work reviewing positions in ESR and subjective codes. Workforce Systems: If funding agreed, develop and launch process for viewing making changes to Personal, Contractual and Service details in the Employee and Manager Web Portals. WORKFORCE Caring, safe and excellent Workforce Systems: Complete re-procurement of eExpenses, Cohort and Payroll contracts Workforce Systems: Develop detailed business continuity plans for all systems in conjunction with IT

Workforce Overview (Successes, Priorities, Opportunities, Risks and Threats) The following summarises the key successes along with the priorities, opportunities, risks and threats to achievement of the required workforce performance. Risks & Threats Opportunities Resourcing: Engage with branding experts to define clear, consistent candidate attraction messaging Resourcing: Work with the Prince s Trust to assist with their employability programme, supporting 16-30 year olds to get into healthcare Learning & Development: L&D have funded a year's subscription to NHS Elect, starting November 2022, which will be integrated into our leadership training offer. OD: Retire and Return QI Project will initially review national best practice and conduct an audit of the current process within Oxford Health. OD: Scoping is taking place to enable options to be considered for the delivery of Oxford Health s Staff Awards in Jan Mar 2023. OD: Scoping is taking place of 'Stay conversations' with the L&D team; to provide a forum to encourage people who signal that they are considering leaving to explore options on how we could meet their requirements and convince them to stay . OD: Kindness into Action is a leadership toolkit which has been procured by the BOB ICS and is going to be rolled out across the Trust to support our compassionate and inclusive culture OD: Use the information provided from the Onboarding/New Starter Questionnaire Dashboard to better improve the experience of new staff OD: Scoping is taking place within Occupational Health to understand how we could better support disabled employees within the Trust; Development of skin care resources and training; NHSE/I Growing OH & Wellbeing strategy has now been launched Reward: The challenges we face in terms of recruitment and retention are pushing us to develop a more coherent and rounded articulation of our overarching reward strategy and approach (in both financial and non-financial terms) Reward: Design our strategic approach to reward (in its broadest sense); enabling the Trust to become the NHS employer of choice in the region utilising flexibilities within our T&Cs to improve recruitment and retention Resourcing: Processing an increased volume of additional assignments poses a risk to a slow down of substantive and flexible recruitment to the Trust Resourcing: An increased volume of vacancies being advertised in the last 6 months has increased pressure on clinical teams with higher vacancy rates, and the resourcing team who are managing higher recruitment volumes with no additional resource. OD: Access to prompt physiotherapy for work-related injuries is restricted by current service limitations which may delay staff returning to work from sickness. OD: Increase in staff perception feeling unable to raise concerns as reported through the Wellbeing team, this is being reviewed as part of the Freedom to Speak Up month OD:: Disabled staff are not being supported with reasonable adjustments due to six month wait time to access the external Access to Work scheme. Reward: Loss of staff to neighbouring Trusts who provide or are perceived to provide other local financial rewards/incentives (including London Weighting) to new starters. Cost of Living: We continue to put measures in place to support our staff to manage financially as the cost of living crisis continues, but this does present an ongoing risk in terms of staff recruitment and retention Medical Workforce: An ongoing inability to recruit to medical posts impacts on both quality of care and Trust finances; the run rate in year is above that incurred last year and requires urgent remedial action. This is being managed through the IQRA programme. Employee Relations: Detailed planning is underway should the ballot action currently being undertaken by unions (including Unison and RCN) result in industrial action, impacting on our services at OHFT. Workforce Systems: The legacy Document Management System is unstable, a decision has been made to prioritise the development of a new document management system as part of HR Systems strategic review. In the interim the number of documents that need to be manually tagged will be reduced by the process which is being developed to manage change forms through the Manager web portal. Caring, safe and excellent

Workforce Key Performance Indicators (excl Covid spend) Vacancy FTE Vs FTE in Recruitment Process Bank as % of Total Pay Higher is better Agency as a % of Total Pay Lower is better Recruitment : Offers sent 289 7.6% 2389.5 2000 1000 860 Do our peop le have the Do our peop le have the Do our 3000 500 14.8% 4000 Target <= 10.2% Target >= 8.7% TRAC FTE Vacancy FTE Early Turnover (within 1st year of employment) Lower is better Sickness Absence Lower is better Turnover Lower is better PDR Completed Higher is better 5.3% 29.2% 17.1% 14.9% Do our peop le have the Do our peop le have the Do our peop le have the Do our peop le have the Target >=90% Target <=3.5% Target <= 10% Target <= 10% PPST Completed Higher is better Clinical Supervision Higher is better Management Supervision Higher is better Pulse (Staff Egagement Score) Higher is better 6.74 83.7% 46.9% 36.6% Do our peop le have the Do our peop le have the Do our peop le have the Target >=90% BOB Median 6.5 Target >=95% Target >= 90% - Caring, safe and excellent