MAXIMISING EMPLOYEE POTENTIAL POLICY

Contents

1. Introduction 2

2. Purpose and Outcomes 2

3. POLICY IN PRACTICE 2

3.1 Appriasal 2

3.2 Talent Management and Succession Planning 2

3.3 Leadership and Development 3

3.4 Training and Development 3

3.5 Preceptorship 4

4. Monitoring Compliance and Effectiveness 4

Appendix 1 Procedural Responsibilities 5

Appendix 2 Policy Definitions / Glossary 7

Appendix 3 Further Guidance – for appraisee and managers 10

Appendix 4 Policy Review and Approval Process 38

Appendix 5 HR Policy & Guidance Implementation Plan 39


MAXIMISING EMPLOYEE POTENTIAL POLICY

1.  Introduction

The Trust is full of talented people committed to delivering the best healthcare. Having skilled, motivated well supported and developed staff is our greatest assurance that we can provide the necessary care to our patients now and in the future. To achieve this we need to know where our talented people are and how best to develop them. By considering the value they bring to their current roles, how they can be most effective and what will help them reach their future potential in the NHS, we can maximise the potential of our employees.

2.  Purpose and Outcomes

The Trust recognises that all staff are entitled to receive feedback on their performance and be given equal opportunity to develop the skills, knowledge, attitude and behaviours needed to do their job effectively. Everyone is responsible for ensuring that our employees are developed to their full potential.

3. POLICY IN PRACTICE

3.1 Appraisal

Quality appraisals help promote positive attitudes, motivation and the development of new skills, all of which results in staff working more effectively and driving improvements in patient care. Appraisals are essential for the effective performance management and evaluation of staff and provide an opportunity for individuals, in conjunction with their line manager, to agree objectives and development needs. It is essential for our Trust to not only ensure appraisals actually take place, but that they are of good quality.

With effect from 1st April 2013, automatic incremental pay progression ceased for all staff on Agenda for Change terms and conditions. From 1st April 2014 the appraisal process informs incremental progression decisions for all Trust staff. There should be no surprises at the appraisal meeting, capability and behaviour issues should be dealt with separately using the Trust Capability Policy.

The appraisal process incorporates assessment of performance in role, expected behaviours and a talent discussion. Each year staff will be expected to meet agreed performance objectives ‘what was achieved’ but also consider their behaviour ‘how they achieved it’. Before staff can progress onto their next incremental point specific criteria must be achieved, which includes 100% compliance for Mandatory Training. Whilst performance considers actions carried out today the talent conversation is about spotting the qualities an individual has now that make it likely they will succeed in the future. It considers support and development needed by the employee along with their future potential to grow.

3.2 Talent Management & Succession Planning

Talent Management (TM) offers a process to attract, develop and retain skilled and valuable employees. Its goal is to have the people with right skills, knowledge, experience and behaviours needed for current and future success.

This means making sure:

·  We have the right people, in the right role and with the right values

·  We know where our talent is and where / when they are progressing

·  Our talent is able to access the right opportunities, exposure, stretch and development to reach their potential in current role or for a future role

·  We are planning for the future to ensure effective succession to roles

Talent Management is not to be a standalone activity and is integrated into our approach to developing our people to support organisational objectives and workforce strategy. Talent Management is now an integral part of the appraisal meeting and personal development planning process, considering current and future needs of both the individual and the organisation. The Talent Management conversation recognises the value individuals bring and the roles which best suit their skills, considering everyone as an individual and the development that is right for them.

Talent Management assessment and development practices help support organisational talent mapping and succession planning, which increase employee retention and satisfaction. Succession planning helps us identify posts that are critical to the success of the Trust and how best to satisfy future requirements. Recognising and developing individuals with the potential to fill these key roles through a succession planning process, increases the availability of experienced and capable employees to ensure we can provide the necessary care to our patients now and in the future.

3.3 Leadership & Management

Managers and leaders play an important part in helping the Trust meet its aims and objectives. The Trust recognises that high quality leadership is essential at all levels and in all areas of the organisation. The level of change and uncertainty that is faced requires that we have people who are able to develop and lead others in a way that inspires them and releases their potential. The ability to facilitate and coach others as well as giving direction and make difficult decisions is essential to the continuing success of the Trust.

Creating Derby LEAD and engaging with our leadership community, the Trust has also implement and embedded the Leadership Development Framework to support Leaders in identifying their future development needs. This provides a structured approach to Leadership Development within the Trust. It offers a clear pathway for leadership development at differing levels within the organisation.

3.4 Training and Development

The Trust aims to provide appropriate and timely learning and development opportunities to support business objectives and role requirements. The Induction Policy encompasses all new employees, internal transfers and promotions to ensure that all staff are properly inducted into the organisation and their department so they fully understand their role, rights and responsibilities within the Trust. The Mandatory Training policy defines essential training for all staff groups and the frequency they are required to attend. The appraisal process ensures all staff have the opportunity to review their performance, discuss development needs and agree a development plan. Incorporating the talent conversation into the appraisal process not only gives staff the opportunity to have a discussion about the now but also their potential where they want to be in the future.

Development opportunities include education & training, ensuring the following:

·  All training and development needs are systematically identified through service planning, performance and development review

·  All employees are properly guided, supported and developed in order that they are able to perform their jobs, contribute to the objectives of their department, display the standards required by the Trust and fulfil their potential

·  Training and development activities undertaken by employees add value to the Trusts activities by being planned and application of learning is evaluated and shared

·  All employees and managers are informed of their rights and responsibilities with regard to learning and development

·  Provide guidelines for access and release to learning and development activities

·  Provide evidence of training and development activities, meet accreditation requirements and enable the Trust to prioritise resources

·  Provide evidence that all employees have consistent and fair access to training & development which includes study leave.

3.5 Preceptorship

The period of time following registration as a health care professional, whether on completion of an education programme or following an extended break from practice, can be a challenging time requiring support and guidance enabling the transition from student to newly qualified registrant. Supporting this effective transition results in providing effective care more quickly, and individuals feeling better about their role meaning that they are more likely to remain within the profession. This means they make a greater contribution to patient care, but also ensures the benefits from the investment in their education is maximised. (Department of Health 2010)

Preceptorship applies to all band 5 newly qualified registrants, band 4 newly registered dental nurses, and those returning to practice after an extended period of absence. It does not include maternity/paternity leave or long term sickness, or those entering a new part of the Nursing and Midwifery Council or Health & Care Professions Council e.g. a nurse becoming a midwife or health visitor. Preceptorship can also be undertaken by those individuals new to an area that their manager feels may need additional support in practice. The guidelines may also be used for new starters within the organisation to provide guidance in their development.

4. Monitoring Compliance and Effectiveness

Maximising Empoyee Potential will be monitored in a composite report presented through our Monitoring Report Template:

Monitoring Requirement : / Information on appraisal compliance and talent mapping data resulting in maximising the potential of our employees
Monitoring Method: / Statistical reports
Report Prepared by: / Assistant Director of Organisational Development and Learning
Monitoring Report presented to: / Education Training and Development Committee
Workforce Assurance
Frequency of Report: / Annually

Appendix 1 Procedural Responsibilities

1.1 Executive Director of Workforce Management and Organisational Development - Has responsibility for ensuring implementation and monitoring of compliance for HR policies and procedures. This work is maintained by partnership working and reported to Workforce Performance Committee.

1.2 Education Training & Development Committee (ETD) - Contributes to the strategic direction for education, training and development in the Trust and monitors implementation of key objectives. It leads and co-ordinates organisation wide education, training and development. The committee provides assurance and evidence to assist in meeting national, regional and local educational standards. It monitors compliance of associated policies and ensures plans are implemented to address deficiencies in order to meet CQC Standards. The committee reports to the Trust Workforce Performance Committee.

1.3 Assistant Director for Education and Organisational Development – Has the responsibility for ensuring implementation and the monitoring of compliance for the Trust education and training policies (excluding Consultants & Drs in training).

1.4 Executive Medical Director – has overall responsibility for the education and training of all medical staff employed by the Trust. To ensure medical staff are able to access leave to support revalidation, professional and study leave is managed in accordance with national guidance.

1.5 Director of Postgraduate Medical Education has the responsibility for approving study and professional leave applications from doctors in training in accordance with the regional East Midlands Healthcare Workforce Deanery Study Leave Policy.

1.6 Divisional/Business Unit Management Teams – Have a responsibility to ensure systems are in place locally to support learning and development. Identify broad areas of need and skills gaps.

1.7 Department/Divisional/Business Unit Managers - Have a responsibility to ensure all staff are aware of the mandatory/role essential training required and the frequency they are to attend. Ensure that appraisal meetings are held annually with staff to evaluate performance and identify training and development needs. Follow the procedure and timescales for the employee’s right to request learning and development. Provide support and advice, access and release to agreed learning and development opportunities and evaluate application of learning. Monitor compliance and follow up non-compliance with those staff that fail to attend and take necessary action.

1.8 Employees – Have a personal responsibility to achieve and maintain their competence to meet the requirements of their role. They should assess their own abilities, recognise their limitations and discuss development needs with their manager. They should actively contribute to the appraisal process, participate in learning & development opportunities, attending mandatory/role essential training and any other development identified in their PDP, applying their learning back into the workplace. Employees have a right to request training, expect appropriate support and raise any concerns about learning and development with their manager.

Monitoring of personal training compliance can be done through the Training Passport APP

1.9 Workforce Management Resources Department– Have a responsibility to provide all parties with support and advice to ensure the policy is applied fairly and consistently. The HR Support & Advice Teams which are within each business unit,

1.10 Learner Reps – The purpose of union learner reps is to promote, encourage and support employees and employers around lifelong learning opportunities both in and out of the workplace.

1.11 The Workforce Policy Review & Approval Process

The recognised formal committees and forums are responsible for the approval, review and monitoring of this policy are as follows:


- Workforce Policy Review Group
- Trust Joint Council
- Joint Local Negotiating Committee
- Partnership Forum
- Workforce Performance Forum

- Management Executive

Appendix 2 Policy Definitions / Glossary

TALENT / High performing individuals, displaying lots of potential to grow on all organisational levels, who can make a positive difference to organisational performance and drive improvements in patient care.
TALENT MANAGEMENT / TM is based on the assumption that there is potential in each and every one. There are certain key individuals an organisation requires for sustainable competitive advantage; therefore, the aim of Talent Management is to attract, identify, develop and retain talented individuals. The goal is to have the people with right skills, knowledge, attitude, experience and behaviours needed for current and future success.
TALENT MAP / The 9-box grid used by the Trust as a tool to facilitate a talent conversation, and help establish individuals’ position on the map, measuring individuals’ performance and behaviour including their potential. Talent Map is used to enhance the appraisal process and identify individuals’ development needs, as well as support employee development and succession planning.
TALENT CONVERSATION / It is an open, honest and constructive conversation between a line manager and an individual, around their performance, behaviours and potential to explore where they are now, where they want to be, and how to be supported to get there; or simply identify and maximise how they are currently performing.
LEADERSHIP / It is a set of skills and behaviours, which should be role-modelled by all staff on all organisational levels. It is not restricted to designated management /leadership roles, but in fact is most successful wherever there is a shared responsibility for the success of the organisation, services or care being delivered.
Not everyone is necessarily a leader, but everyone can contribute to the leadership process by using the behaviours described in the domains of the Leadership Framework.
LEADERSHIP FRAMEWORK (LF) / It provides a consistent approach and standard to leadership within the Trust. It describes the qualities and behaviours for staff irrespective of discipline, role, function or seniority and has been developed nationally.
SELF-ASSESSMENT FORM / This aims to help individuals to identify and manage their own learning and development needs by allowing them to reflect on which areas of leadership skills and behaviours should be developed further.
APPRAISAL / A vital performance management tool (enhanced by the Talent Conversation and a Talent Map), no longer just seen as a way of determining pay, or whether or not a set of objectives has been achieved. It should be used to address a wider range of issues, such as staff learning and talent development, health and well-being, aligning it more closely with talent management and broader organisational objectives. It should be used to strengthen the working relationships and leave staff valued, engaged and motivated.
PERFORMANCE / Is what you achieve measured against SMART work-based objectives, including organisational vision, values and shared objectives.
BEHAVIOURS / Staff should understand the need to demonstrate positive behaviours in their daily work. This supports high standards of care through leadership development.
POTENTIAL / This is an individual’s capacity, ambition, motivation and readiness to move on in their career path immediately, short or long term?
SUCCESSION PLANNING / This process helps to identify posts that are critical to the success of the Trust and how best to satisfy future requirements. Identifying and developing individuals with the potential to fill these key roles increases the availability of experienced and capable employees now and in the future.
COACHING / This provides support for talented individuals to become self-aware, competent and motivational leaders, by improving leadership competencies. Coaches develop individuals’ performance by unlocking their capabilities and potential through guided conversation and questioning.
MENTORING / Is based on advising and developmental relationship with a senior manager. Mentors are crucial support in hands-on learning and networking.
STUDY LEAVE / Employees with 26 weeks or more continuous service have the right to request time to train for anything that is intended to improve their effectiveness in their current or future role (Employment Right Act 1996, section 63D). It is expected that training needs will be discussed and agreed during an appraisal discussing PDP process. The employee must then complete a study leave form to be authorised by Business Unit General Manager/Matron/Clinical Director.
APPRAISAL OUTCOME e-FORM / Upon the completion of the Appraisal meeting it is important for line managers to complete and submit an Appraisal Outcome e-form available on Flo http://flo/depts/nonclinical/human-resources/appraisals/appraisal-return-form/
Outcome will be recorded on ESR and feed into Divisional monthly Appraisal Compliance reports, Incremental Pay Progression, and Succession Planning.


Appendix 3. Further Guidance – for Appraisee and Line Managers