JOB DESCRIPTION. Director of Workforce and Organisational Development. Director of HR and Organisational Development

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1 JOB DESCRIPTION Director of Workforce and Organisational Development Post: Director of HR and Organisational Development Band: VSM Division: Trust HQ Department: Human Resources and Organisational Development Responsible to: Chief Executive Responsible for: Corporate HR Function, Organisation Development, Shared responsibility with Medical Director for L&D staff in UHSM Academy Health & Well Being, professionally accountable for the HR Teams within Divisions Job purpose The Director of Workforce and Organisational Development is a non-voting member of the Trust Board, sharing corporate responsibility for strategic planning, corporate policy-making and the delivery of Trust objectives, while providing professional advice to the Board both strategically and in relation to the Board s responsibilities as an employer.

2 The post-holder will ensure that the Trust has an appropriate, well-motivated, highly skilled and high-performing workforce. He or she will also lead transformation of the workforce to deliver the Trust s objectives and develop the organisation to instil a culture of clinical, professional and managerial expertise with sensitivity to individual needs, in line with the Trust s vision and values. The Director of Organisational Development & Workforce will be responsible for oversight of all aspects of the Trust s education and training activities, including leadership development, other staff development programmes and essential training of staff. The Director of Human Resources and Organisational Development will be responsible for oversight of all aspects of the Trust s OD and learning activities, including leadership development and other staff development programmes, essential training of staff, and work with the UHSM Academy, ensuring they provide the education and training programmes required for academic and professional partners. He or she will represent the Trust s interests at local education and training fora. The post-holder will lead the Human Resources function inside the Trust, ensuring that it serves the needs of clinical and non-clinical departments across the Trust and works in partnership with staff and staff representatives. Main duties and responsibilities Strategy and Policy Interpret and anticipate national, regional and local health policy to ensure the Trust s strategic plans support effective recruitment, retention, leadership and management of staff. Ensure all workforce and organisational development strategies and plans support the Trust s mission and delivery of the Trust s strategic objectives, and are properly integrated into wider corporate and divisional planning. Work with other Human Resources and change leaders across the South Sector to interpret and develop policy and share learning. Develop and embed policies and procedures, appropriate to the needs of the organisation, consistent with the Trust s values and compliant with legislative and regulatory requirements, ensuring that the Trust operates fair and responsible employee relations which support effective and efficient management of staff. Organisational Development Provide executive leadership for the South Manchester Way, ensuring that there is an ambitious, highly visible, actively managed programme of organisational development initiatives in train, designed to shape the organisational culture in

3 support of the Trust s mission, values and commitment to putting patients first. Work closely with other Executive Directors and Divisional leaders to introduce new, flexible roles and ways of working, putting workforce redesign at the heart of service transformation. Enhance devolved leadership at every level of the Trust, through development and delivery of high quality development programmes, and provision of advice and support to line managers, in support of positive culture change and innovation. Develop the reward and recognition framework to incentivise appropriate behaviours and high performance throughout the Trust. Working in partnership with staff and staff representatives, lead the Trust s approach to securing value for money and best practice through optimising the terms and conditions of staff. Develop and implement plans to nurture and develop clinical and managerial talent for future leadership roles. Implement a formal succession planning framework for critical posts in the Trust to maintain service continuity and effective leadership, Work with the Communications Team to ensure that the Trust has a well informed and highly engaged workforce. Learning & Development Lead the development and implementation of the UHSM strategy to develop our position as an employer of choice who invests in staff. Ensure that the strategy exploits all opportunities for innovation in the delivery of effective and efficient education, training and development. Work closely with universities and colleges, the Deanery, The UHSM Academy, the Chief Nurse and the Medical Director in leadership of the training and development of clinical professional staff. Workforce Planning and Performance Develop and implement a workforce planning strategy, underpinned by an annual planning process that is integral to the Trust s annual plan,ensuring the organisation has an appropriately skilled and experienced workforce at all levels. Develop and implement proactive recruitment and retention plans, which ensure

4 that the Trust has the right numbers of appropriately qualified and trained staff for both the short and long term. Lead on the development, implementation and monitoring of key performance indicators and provide workforce information to the Trust Board and managers to facilitate improved individual and organisational performance. Ensure there is a clear and transparent framework in place for appraisal and performance management of individuals, supporting delivery of the Trust s workforce objectives, and that line managers are trained to use it robustly and held accountable for people management and performance at local level. Employee Relations Develop and promote productive partnership working with staff, trade unions and staff governors, involving them in strategic and operational planning. Work cooperatively with trade unions and professional bodies to enable the Trust to deliver its business objectives. Use national and local surveys and other methods to understand staff views and develop and implement plans to improve staff satisfaction. Human Resources function Provide professional leadership, vision and direction for the human resources function and provide high quality, innovative and consistent operational services to meet the needs of clinical and non-clinical departments across the Trust. Develop the capacity and capability across all aspects of the HR and OD functions to ensure a fit for purpose team Develop a Trust wide workforce strategy in line with the Trust 5 year strategic plan. Ensure Strategic Business Partners mirror this approach within Divisions. Work with Southern Sector partners to review capacity for shared transactional services Deliver year on year efficiency improvements within own areas of budgetary responsibility. Provide advice and support to the Chair, Chief Executive and other Executive Directors as required on specific senior employee relations or other workforce issues.

5 Provide confidential, professional advice and support to the Remuneration & Nominations Committee. Support the Chief Executive to develop the senior leadership team. Be responsible for the medical staffing function, working closely with the Medical Director. Chair the Workforce and Education Sub Committee Be responsible for the Health & Well Being Team Ensure that there is an active programme in place to make demonstrable improvement to staff health and well-being. Ensure the Trust meets it obligations in relation to all Equalities duties. Executive Director Responsibilities Contribute fully as a Director to the Trust s overall strategy and direction, the effective functioning of the Board and executive team, and the promotion of strong partnerships within and outside the local health community. Assume joint responsibility, with other directors, for corporate performance and risk management and the achievement of the Trust s strategic objectives for service, teaching and research. Contribute to the achievement of the Trust s Financial Plan, ensuring that the workforce is deployed as productively and efficiently as possible within the overall pay budget. Support planning and delivery of the Trust-wide savings programme and lead Trust-wide initiatives to reduce the overall pay bill. Participate in the Executive Director on call rota. Equal Opportunities The Trust is committed to eliminating unlawful discrimination and promoting equality of opportunity. All staff have a personal responsibility to contribute towards an inclusive and supportive environment for patients, carers, visitors and other colleagues from all the equality strands (race, gender, age, sexual orientation, religion, disability). Staff have a personal responsibility to: Ensure their behaviour is not discriminatory

6 Does not cause offence To challenge the inappropriate behaviours of others Adhere to the Trust s values, including Respecting Everyone, as well as the Staff Conduct Policy and the Equal Opportunities policy Health and Safety Under the provisions contained in the Health and Safety at Work Act 1974, it is the duty of every employee to: Take reasonable care of themselves and for others at work To co-operate with the Trust as far as is necessary to enable them to carry out their legal duty Not to intentionally or recklessly interfere with anything provided including personal protective equipment for Health and Safety or welfare at work. Senior Management is responsible for the implementation throughout the Trust of suitable arrangements to ensure the health, safety and welfare of all employees at work and the health and safety of other persons who may be affected by their activities. Where health and safety matters cannot be resolved at Senior Management level the appropriate Executive Director must be notified. Line Managers are responsible for the health and safety management of all activities, areas and staff under their control. This includes responsibility for ensuring risk assessments are completed and implementation of suitable and sufficient control measures put in place. Health and safety issues are dealt with at the lowest level of management practicable. Where health and safety matters cannot be resolved at a particular management level the appropriate Senior Manager must be notified. Everyone has a responsibility for contributing to the reduction of infections. Safeguarding Children and Vulnerable Adults University Hospitals Bristol is committed to safeguarding and promoting the welfare of all children, young people and vulnerable adults, and as such expects all staff and volunteers to share this commitment. Quality and Clinical Governance Quality in the NHS has three core dimensions: Patient Safety, Patient Experience and Clinical Effectiveness. Clinical Governance is about the systems, processes and behaviours to ensure that high quality services are provided to patients. Every member of staff has a role to

7 play in striving for excellence: it is important that everyone is aware of and follows policies and procedures that govern their work; and if something goes wrong, everyone has an obligation to report it so lessons can be learned from mistakes, incidents and complaints. If any member of staff has concerns on any clinical governance matters, they should raise them with their line manager, professional adviser, or a more senior member of management. Reference should be made to the Trust s guidance on Raising Concerns about provision of patient care. Information Governance It is the responsibility of all staff to respect the confidentiality of patients and staff, as specified in the Caldicott Principles, Data Protection Act and the Human Rights Act. It is the duty of every employee to: Only access person identifiable information as required in the execution of their duties. Disclose information appropriately, in line with the Data Protection Act To ensure good quality data by recording, promptly and accurately, clinical and non-clinical information within agreed timescales to PAS, the health record or the appropriate clinical or non-clinical information system Always trace patient notes on the Patient Administration System Maintain the confidentiality of their password / username and if in possession of a Smartcard abiding by the terms and conditions of its use. Job Description Agreed March 2014 but will be reviewed with successful post holder.

8 PERSON SPECIFICATION Criteria Essential Desirable Education/ Qualifications Experience Educated to a master s degree, equivalent post-graduate qualification, or evidence of working at that level Membership of Chartered Institute of Personnel and Development or equivalent Evidence of on-going personal and professional development Working at Board level Managing workforce issues arising from significant structural reorganisation or service change Experience of workforce planning in an environment of comparable complexity Leading the Human Resources function and developing and implementing sound workforce and employee relations strategies, policies and procedures Budgetary and financial management Working across professional and organisational boundaries, and in partnership with a wide range of key stakeholders Successful track record in a senior Human Resources role in a consumer services provider operating in a complex environment/sector Formulating and implementing successful workforce and organisational development strategies Evidence of success in implementing transformational change within a large and complex organisation, including service and workforce redesign in the public or commercial sector Demonstrable achievement in delivery of corporate objectives and performance improvement in a devolved management structure Consultation, negotiation and influencing different stakeholders, including staff and staff Formal training or qualification in management and/or leadership Working with higher or further education institutions Managing services or departments within the NHS Working in an NHS Foundation Trust Leading the workforce and organisational development agenda outside the NHS

9 representatives Building personal and professional credibility with Board, management teams and staff Criteria Essential Desirable Skills, Knowledge and Abilities Broad understanding of the current NHS policy context, financial regime and workforce and training issues and of NHS working practices Highly developed leadership, negotiation and influencing skills with the ability to motivate, challenge and engage individuals and teams Ability to communicate directly to individuals at all levels both within the Trust and across partner organisations Ability to set out a clear strategic direction, inspire others and assume command, together with an ability to translate strategic objectives into deliverable operational plans Ability to develop effective working relationships with key partners and influence a wide range of internal and external stakeholders to bring about positive change Ability to contribute to effective board working and organisation, monitor compliance with risk management, legal, ethical, clinical, social and environmental requirements Proven ability to analyse, interpret and present complex data and build business cases supported by clear evidence Knowledge of diversity and equality agenda, and appreciation of proactive approach to diversity on patient care

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