January 2017 Workforce Performance Report analysis led by Executive Lead Mike McEnaney reveals increased temporary staffing spend, shifting trends in agency usage, and updates on vacancy and sickness rates within the organization. Key highlights include a rise in agency spend above NHSI targets, insights on temporary staff usage distribution, and improvements in vacancy rates while managing sickness rates effectively.
Please find below an Image/Link to download the presentation.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.
You are allowed to download the files provided on this website for personal or commercial use, subject to the condition that they are used lawfully. All files are the property of their respective owners.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author.
Workforce Performance Report (January 2017) Workforce (Executive Lead Mike McEnaney) Temporary Staffing spend increased in January 2017, spend on agency increased sharply. This is likely to have been utilised in December. Agency increase was mainly across the Allied Health Professionals and Nursing Staffing groups. There continues to be a decrease in NHSI agency overrides as more Framework agencies are being used and price caps met. Agency spend was 104% above the ceiling set by NHSI. Temporary Staffing Spend This Month: 13.65% 2.488m Last Month: 11.04% 2.072m Last Year: 11.09% 1.993m Reduction Reduction
Workforce Performance Report (January 2017) Workforce (Executive Lead Mike McEnaney) For those units on the Workforce Management System 61% of the temporary staffing use was to cover vacancies, with 25% used to cover additional workload and 5% to cover sickness. 136 agency workers are currently engaged on lines of work mainly to cover vacancies. Both agency and bank spend increased significantly in January across the Adult directorate The top contributors to agency spend are, Ashurst, Highfield and Kestrel wards. Temporary Staffing Spend
Workforce Performance Report (January 2017) Workforce (Executive Lead Mike McEnaney) The Vacancy rate has dropped slightly this month from 8.5% in December to 8.0% in January and remains below the 9.0% Trust target. The improved position reflects a long-term reduction in the vacancy rate in the Support to Clinical Staff, Qualified Nursing and Medics staff groups. Vacancy Target: 9.0% This Month: 8.0% Last Month: 8.5% Last Year: 10.1%
Workforce Performance Report (January 2017) Workforce (Executive Lead Mike McEnaney) Sickness decreased in January to stand at 4.75% following a significant increase over the last three months. This is being driven by a marked increase in short-term episodes of Cold/Flu and longer-term incidents of Stress/Anxiety. However, Stress/Anxiety did decrease markedly in January after four months of increase to result in on overall reduction in the sickness rate. This was due to the return-to-work of a significant number of staff following periods of Stress/Anxiety absence. Sickness Target: 3.50% This Month: 4.75% Last Month: 4.94% Last Year: 4.36%
Workforce Performance Report (January 2017) Workforce (Executive Lead Mike McEnaney) The Turnover figure has increased slightly from 14.60% in December to 14.83% in January. The primary driver for the increase has been the turnover in Medical Staff since August 2016 and a long-term increase in turnover in the ST&T/AHP staff group. The impact of this has been felt in the Older Peoples and Corporate directorates which has shown a persistent increase in turnover over the last 12 months. Turnover Target: 12.00% This Month: 14.83% Last Month: 14.60% Last Year: 14.22%
Workforce Performance Report (January 2017) Workforce (Executive Lead Mike McEnaney) Recruitment Report at 13th February 2017 Advertisement & Interview Of which Vacancies being recruited to Total at offer Start date agreed Live on NHS Jobs/ at advert Awaiting interview outcome Directorate: At Interview Arranged Being checked Checks cleared Shortlist 110 60 Adult Services 247 27 33 17 43 17 13 Children and Young People 55 159 19 13 30 42 13 29 22 Corporate 68 15 6 1 12 34 29 5 2 Older People 269 82 19 15 43 110 69 41 33 Vacancy Summary Totals %age at each stage 743 262 71 62 102 246 154 92 70 100% 35.30% 9.50% 8.30% 13.7% 33% OOH GP 47 29 18 5 Staffing Solutions 18 14 4 1 Apprentices Grand Total: 743 262 71 62 102 311 197 114 76
Workforce Performance Report (January 2017) Workforce (Executive Lead Mike McEnaney) WRES Update January 2017 Indicator 2016 WRES Agreed action Plan Update This will be kept under review by effective workforce planning and incorporated into workforce strategy. Percentage of staff in each of the AfC Bands 1-9 and VSM (including executive Board members) compared with the percentage of staff in the overall workforce White: 84.3% BME:14.1% Not stated: 1.6% NHS Jobs data shows: 66.2% of job applicants were White 30.5% of job applicants were from other ethnic origins 3.3% of job applicants declined to disclose their ethnicity E&D Lead and Recruitment SHRBP to discuss steps towards positive action and how managers and Recruitment can use Positive Action measures. Board will need to consider Positive Action measures particularly with reference to forthcoming senior appointments (HR Director, Service Director). In January 2017 there were 129 new starters. Of these 67.4% were White; 32.6% were from other ethnic origins Continue to train managers involved in the recruitment process. Continue to review recruitment process proportionality by each key stage of the process. NHS Jobs data shows: 75.3% of applicants shortlisted for interview were White 21.5% of applicants shortlisted were from other ethnic origins 3.2% of shortlisted candidates declined to disclose Relative likelihood of staff being appointed from shortlisting across all posts. Relative likelihood of White staff being appointed from shortlisting compared to BME staff 1.05 times greater. Continue regular reviews by E&D Lead and Recruitment SHRBP. Plan accordingly
Workforce Performance Report (January 2017) Workforce (Executive Lead Mike McEnaney) WRES Update January 2017 Indicator 2016 WRES Agreed action Plan Update Extended session on Equality at Trust induction Introduction of Unconscious Bias training. Conduct 65.4% of disciplinary cases involved White staff, 34.6% were staff in other groups Relative likelihood of staff entering the formal disciplinary process, as measured by entry into a formal disciplinary investigation. Relative likelihood of BME staff entering disciplinary process compared to White staff: 4.64 times greater Preliminary review at the earliest possible stage of any disciplinary process to ascertain if there are cultural issues that could be addressed outside the formal procedure. Current staffing is White: 83% Other: 17% Action for L&D to review in 2016 Relative likelihood of staff accessing non-mandatory training and CPD. Relative likelihood of White staff accessing non-mandatory training compare to BME staff: 1.18 times greater Helen Green reviewing but believes that ethnicity is not known by L&D Stepping Up programme for Bands 5 7: D Leveson to discuss with H Green about how to get Trust support and communications
Workforce Performance Report (January 2017) Workforce (Executive Lead Mike McEnaney) WRES Update January 2017 Indicator 2016 WRES Agreed action Plan Update Line managers to continue to address concerns locally. Fair Treatment Facilitator training in October 2016 %age of staff experiencing bullying from patients , relatives White: 28.67% BME: 27.35% Plans to set up network of Fair Treatment at Work Facilitators under way. 2016 survey result: 26% reported experiencing Mixed response from Directorates on staff survey action plans. Line managers to continue to address concerns locally. A toolkit to allow managers to work with teams to address issues of local concern arising from staff survey has been implemented and feedback requested in September 2016 in the form of "You Said...We Did" %age of staff experiencing bullying from staff White: 22.98% BME: 26.87% 2016 results indicate average of 15% did report experiencing bullying by colleagues. Average 88% did not report experiencing bullying by managers. Fair Treatment Facilitator training October 2016 Plans to set up network of Fair Treatment at Work Facilitators under way. November 2016: Mo has commenced discussions with BME staff working in services about their experiences. Report in due course. %age of staff believing the Trust provides equal opportunities White: 88.8% BME: 70.51%
Workforce Performance Report (January 2017) Workforce (Executive Lead Mike McEnaney) WRES Update January 2017 Indicator 2016 WRES Agreed action Plan Update As above, line managers to continue to address concerns locally. A toolkit to allow managers to work with teams to address issues of local concern arising from staff survey is available. %age of staff experiencing discrimination at work (continued) White: 6.12% BME: 16.37% Casework data at 20/12/16: D@W 67% of Dignity at Work claims were made by White staff, 33% were made by staff in other ethnic groups. Plans to set up network of Fair Treatment at Work Facilitators under way. Grievance 100% of grievances were brought by White staff Performance 80% of staff being performance managed were White, 20% were in other ethnic groups E&D Lead in conjunction with HR and L&D will explore options for schemes to coach, mentor and provide shadowing opportunities at work to support the career advancement of staff from BME backgrounds.
Workforce Performance Report (January 2017) Workforce (Executive Lead Mike McEnaney) WRES Update January 2017 Indicator 2016 WRES Agreed action Plan Update E&D Lead to explore options for WRES Roadshow/ event during Black History Month Exec approved proposal to hold a series of roadshows celebrate Black History month (Oct 2016). Also to ensure BME staff were made aware of these events, including Linking Leaders in September and be offered the opportunity to attend. KR to discuss with the Comms team picking up on the positive stories %age of staff experiencing discrimination at work (continued) November 2016- Remuneration and Nomination Committee of the Council of Governors met to discuss succession planning in connection with NED departures on the Board in 2017 and early 2018. The concept of the associate director role was supported in principle with further clarity being required about the role before it could be progressed further. It was agreed that the priority should be to address the equality imbalance on the Board amongst voting directors, and that the recruitment process should include robust efforts to attract candidates from BME groups Board to consider options to increase diversity (Associate Director role)
