NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

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1 NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) 3. Purpose of Paper To present the NES People & Organisational Development Strategy to the Board for approval. 4. Key Issues The HR & OD Directorate has been developing and aligning its structure and focus of activities over the last two years to meet the strategic requirements of NES and NHSS governance and legislative frameworks. In recent months we have been able to invest in our learning and organisational development activities and this enhanced capacity together with the clear route map provided by the NES Strategic Framework has enabled us to formally document an aligned People and Organisational Development Strategy. This Strategy has the support of the Business Group, Staff Governance Committee and Partnership Forum. 5. Educational Implications The People & Organisational Development Strategy is aligned with the NES Strategic Framework. 6. Financial Implications The financial context within which NES is operating is recognised and reflected in the strategic aims and objectives. 7. Which NES Strategic Objective(s) does this align to? The People & Organisational Development Strategy is aligned with the NES Strategic Framework. 8. Impact on the Quality Ambitions The People & Organisational Development Strategy is aligned with the NES Strategic Framework. 1

2 9. Key Risks and Proposals to Mitigate the Risks The development of supporting strategies and policies are approved by the Staff Governance Committee. 10. Equality and Diversity Impact Assessment Please select one of the boxes Impact Assessment is not required at this stage because: Equality and Diversity Impact Assessment has been planned (briefly summarise your arrangements for undertaking the EQIA): Rapid Impact Assessment completed* Full Impact Assessment completed* * Copies of Impact Assessments can be provided upon request. The results of Impact Assessments are summarised in the main paper. Advice on Equality Impact Assessment is available on the intranet at or from the Equality and Diversity Adviser or ). The Strategy has been Equality Impact Assessed. 11. Communications Plan A Communications Plan has been produced and a copy sent to the Head of Communications for information and retention: Yes No A Communications Plan format template is available in the Meetings and Communications sections of the NES Intranet. To be developed following completion of the approval process. 12. Recommendation(s) for Decision The Board is asked to comment on and approve the NES People and Organisational Development Strategy. NES/December 2011 DW/CMcCole/TP 2

3 NHS EDUCATION FOR SCOTLAND PEOPLE & ORGANISATIONAL DEVELOPMENT STRATEGY Delivering Through People Enabling the right people, with the right skills, in the right place, at the right time 1

4 Introduction This Strategy outlines how the Human Resources and Organisational Development (HR&OD) Directorate will enable the delivery through people of NHS Education for Scotland s corporate Strategic Framework over the next three years. It is based on the premise that we are an organisation where the knowledge, skills and expertise of our employees play a key role in our mission to provide educational solutions that support excellence in healthcare for the people of Scotland. By enabling the effective leadership, management, development and engagement of our people, HR&OD has a key role in the delivery of our mission. NES corporate mission is to be achieved in the challenging operating context of needing to be more efficient with the resources we have whilst developing new and improved ways of working and delivering enhanced quality. We must therefore improve our organisation s effectiveness whilst reducing costs. Whilst not a new organisational challenge, for many public sector organisations this represents a significant change from existing ways of working. Developing and maximising the potential talent of our workforce will be a key driver of success for NES in this respect. This must be done in a planned and systematic way to make best use of the limited resources available and realise the full potential of our human capital. Such challenges are not fixed in either form or duration. In order to keep our organisation fit for the future we also need to ensure that we not only have a robust talent pool people with the knowledge, skills and expertise to deliver future success but that we also have in place working practices that retain and develop people who feel motivated and fully engaged in the organisation s core purpose. This Strategy sets out how HR&OD will support the organisation in achieving its strategic objectives, how we will develop and deliver sustainable services that support these aims, and how we will measure our progress in doing so. The Strategy is intended to be relevant to all staff, including line managers responsible for managing and leading individuals and teams, colleagues in the HR&OD function who are responsible for supporting and enabling effective leadership, management and engagement, and our partnership forum who play a key role in supporting employee engagement. We are all working in a changing, complex and challenging environment where collaborative working and learning from one another will be a key to achieving the required improvements in quality and efficiency savings. Dorothy Wright Director of HR&OD 2

5 The Strategic Context for our organisation and our people Like all public sector bodies, we are operating in a period of significant, ongoing and increasing financial constraint. Social and economic policy changes affecting the NHS mean that historic resource allocations are not sustainable. The effect of this is that the Scottish Government Health Department (SGHD) has confirmed that we will need to be more efficient with the resources that we have, and, like other bodies across NHS Scotland, must develop new and improved ways of working 1. Accordingly, the recently launched NES Strategic Framework Quality Education for a Healthier Scotland - outlines a number of key drivers for change. These, and the likely consequences for our working practices, are as follows: Key driver for change Financial constraints Focus on collaborative working in the public sector Policies driving towards a fairer, healthier, better educated Scotland NHS Scotland Quality strategy Increasing diversity in our workforce Changes in the way patients receive their healthcare As a result we need Greater efficiency through improved planning, process design, productivity and performance management More joined-up, team based approaches to work and effective partnership arrangements Maximum public value to be obtained from available resources Collaboration and communication to develop integrated and innovative working practices that are efficient and effectively meet stakeholder needs Flexible but consistent and fair working practices in the way we deliver our services A skilled workforce that is able to maximise use of technology, supported by robust systems and flexible processes that are responsive to change. These challenges and requirements demonstrate a need for change within the organisation if NES is to deliver its strategic objectives. Moreover, they represent an opportunity for 1 Reflecting the SGHD s ongoing Efficiency and Productivity programme work stream: Developing the Workforce. 3

6 everyone across the organisation to re-appraise what we do, how we do it, and way in which the services we provide can be developed to deliver maximum benefit to our internal and external stakeholders. This includes helping people throughout the organisation understand the opportunities that change brings and the potential for individuals career development arising from it. HR&OD has a central role in facilitating engagement in this activity, and supporting effective management of the internal changes required to deliver our services in a way that meets the above requirements. The above emphasise the principles of the NHSScotland Staff Governance Standard and related guidance, which provides that all our people must be: Well informed Appropriately Trained Involved in decisions that affect them Treated fairly and consistently Provided with a safe and improved working environment National Staff Survey outcomes and performance management against the Government s Self Assessment Audit Tool have helped us to demonstrate good progress in respect of these standards. They will continue to influence and inform the development of our people and OD services going forward. 4

7 The importance of our corporate values The effective management of change is going to be essential if the organisation is going to continue to demonstrate its value as a Board which, through education and training, directly impacts on and influences the quality of patient care. This is reflected in the values developed in partnership with our stakeholders, as detailed in the Strategic Framework These eight ways of working illustrate what we and our stakeholders want our service delivery to look and feel like, whether as a patient, a customer or as a colleague. These are: be open, listen and learn work together with others to benefit patients look ahead and be creative promote equality and value diversity always aim for quality and excellence understand and respond quickly and confidently work to a clear common cause; and give people power and lead by example These are all behaviours required to support the agility and open-mindedness required by complex and changing environments. They are an important clarification of what NES is trying to achieve, and these values must underpin the actions required by people across the organisation in responding to the changes outlined above. These values underpin our commitment to equality and diversity and the promotion of equal opportunity for all. The challenge will be to ensure these values are positively enacted throughout the organisation for the benefit of all stakeholders at a time of increasing scrutiny on public finances and performance. HR&OD will act as a champion for these values by incorporating them into our ways of working with and supporting our workforce. Given their focus on human behaviours, the way that our people are supported in responding to the challenges we face, and how we build on the opportunities for personal and organisational development that they present, will be critical if NES is to sustain these values and be an employer of choice. The HR&OD Directorate will continue to develop and apply expertise in people management and organisational effectiveness in support of this activity. 5

8 Priority Strategic Themes & Objectives for HR & OD The Strategic Framework also sets out a number of Corporate Themes and linked Strategic Objectives against which Operational Plans are to be produced and corporate performance is to be measured. As all the themes shape how the organisation should function, they affect all our people. However, an examination of the objectives linked to each theme reveals a number of priority areas where HR&OD activities will need to be focussed, namely: SO3 - Building coordinated joint working and engagement with our partners. To ensure that NES is aligned with the wider health service and able to play an active and visible role in supporting the delivery of safe and effective patient care through the recruitment, selection and in some cases employment of trainees. SO5 - Developing our support for workforce re-design To facilitate the internal role development and succession planning necessary to provide a flexible and multi-skilled workforce, support for external role development, and develop an integrated, multi-professional approach to workforce planning in NHS Scotland. SO8 Developing flexible, connected and responsive educational infrastructure To support the development of the talents of our people so that they benefit through maximising their contribution to organisational effectiveness, and to ensure that we meet an exceed all statutory and mandatory training requirements. SO9 - Establishing systems which connect individual performance to our objectives To enable a performance culture where a person-centred approach to performance review and development planning also serves organisational interests, supporting continuous improvement in ways of working and quality of outputs. SO10 - Improving the sharing of knowledge across our organisation To support the design, development and adoption of new systems and structures which embed integrated working and knowledge sharing across the organisation in order to avoid duplication and waste whilst improving consistency and quality. 6

9 Maintaining and developing HR&OD core business The management of people across NES is the responsibility of line managers. They must deploy a range of skills in respect of managing the performance of individuals and teams in line with organisational needs and supporting their personal and professional development. HR&OD has a key enabling role to ensure this is done as consistently and effectively as possible. We will do this through the provision of high quality policies, procedures, development, support, advice and information. Accordingly, alongside our strategic priorities, we are responsible for providing technical support for the core activities associated with this day-to-day management and development of people. For many employees, this is the most visible aspects of the work the Directorate does, and we aim to ensure an appropriately person-centred approach to reflect this. This involves working in partnership with staff side representatives to ensure an appropriate balance with the legal, policy and other procedural requirements placed on us as an employer. Following a realignment of our delivery model in 2010/11, we now need to build on initial successes in this area by developing our HR capabilities as a Directorate in order to ensure we provide the highest possible standard of service to our customers. In addition, OD capability must also be developed to take a planned and systematic approach to developing our people, including our leaders and managers, and their ability to engage with and take advantage of the opportunities presented by change. Through leading the development of organisational agility in this way, HR&OD will play a lead role in supporting NES ongoing ability to operate successfully in a changing context. By including in this Strategy the development of our Directorate s capability to deliver core business we provide the foundation for embedding effective HR and OD support across the organisation. This is essential if we are to enable the levels of organisational effectiveness required for the corporate objectives to be achieved. We will do this by seeking to ensure that NES has the right people, with the right skills, in the right place, at the right time as we evolve to meet the corporate challenge of delivering sustainable high-performance and continuous improvement in a challenging financial environment. We will pursue this aim in partnership, working to secure full staff engagement in the design and delivery of organisational change. 7

10 People and Organisational Development aims: In delivering the above vision, our aim is to develop a high performance working system that provides HR&OD solutions which enable the effective leadership, management, development and engagement of our people. This seeks to balance: The long-term focus required to support corporate strategic aims with the operational focus required to deliver effective technical support services. The process focus required to deliver activity consistently with the project focus required to support innovation and service improvement. It involves a delivery model for HR&OD that has been adopted by many successful organisations with four key elements, as shown below: Strategic & Long Term Focus Process Focus Acting as a Strategic Business Partner HR & OD Business Partnering Project Focus Integrated Service Delivery Developing Centres of Excellence Operational & Day to day focus This is based on the premise that we will be an integrated service which effectively connects HR and OD expertise, and looks to work in partnership with the business to develop services which add value to what we do. The following sections describe our aims in respect of each delivery area and how we intend to achieve these during the lifetime of this Strategy. 8

11 Delivering HR&OD strategic aims and operational priorities As a Directorate, we will work to deliver our strategic aims and operational priorities over the next three years as follows: Acting as a strategic business partner: Working alongside and contributing to the development of corporate strategy, planning and performance management is a key responsibility. This reflects best practice HR&OD in organisations world-wide, and the national emphasis placed on a person-centred approach to the delivery of services by NHSScotland. Over the duration of this strategy, we will act as a strategic partner to the business by: Supporting the Strategic Framework through facilitating ways of working that support greater collaboration, integration and connectedness Providing strategic project leadership to enable the organisation to develop its portfolio of activity within existing and in new sectors, such as social care. Enabling a culture of continuous improvement by engaging people with the principles of effective performance management, efficiency and productivity. Facilitating Board and management engagement in key activities affecting our people through effective partnership working. Supporting external engagement through forming, collaborating with and influencing local and national policy development networks, This will help to maintain NES position as an influential Health Board which, through education and training directly impacts on and influences the quality of patient care, and develop our services and ways of working with internal and external partners in a way that supports the achievement of our corporate objectives. It includes working collaboratively with other Health Boards, the NHSS HR & OD community - such as NHSS HR Directors, Depute HR Directors and OD Leads - and public sector partners on the design and delivery of activities where appropriate. HR and OD Business Partnering: This means working to develop a detailed understanding of the requirements of different Directorates and provide specialist expertise to develop solutions to the strategic challenges they face, either individually or as part of the whole-system. This will be underpinned by 9

12 joined up working within the HR&OD Directorate to ensure appropriate sharing of knowledge and information. During the next three years, we expect to apply this expertise to support: Workforce Planning by producing the annual NES Workforce Plan and leading the engagement of Directorates in exploring integrated and innovative workforce design to meet new and challenging circumstances. Policy Development by interpreting national legal and policy requirements, NHSScotland best practice guidance and prioritising local work accordingly. Employee Engagement & Partnership Working to inform policy development and ensure that the staff experience informs and is enhanced by this. Policy into Practice by raising awareness, providing innovative learning solutions to support implementation and measuring effectiveness. Health, Safety, Welfare and Wellbeing by acting as a champion for improving health and safety standards and embedding wellness resources across NES. Intelligent Governance through effective use of audit tools and action plans to direct and prioritise our work in areas such as staff governance and equalities. These activities are important to ensuring that NES is an employer of choice, providing a safe and effective working environment for employees where ways of working are developed in partnership and robust systems are in place to ensure the welfare of our people and direct the focus of our work. Integrated Service Delivery: This means the development of our HR&OD capability, systems and ways of working in ways that optimise our performance for the benefit of people across NES. This is necessary to ensure a connected, well informed and responsive HR&OD service. Highly skilled people and efficient systems and business processes will reduce waste, enabling resources to be used more effectively. Over the lifetime of this strategy we will do this be addressing the following priorities: Transactional HR capability developed in line with best practice, which meets the needs of employees and the organisation, and is right-first-time, all the time. Management Reporting that is easy to access, of a consistently high standard, is informed by organisational priorities to support performance management. 10

13 Online Service Delivery for as many HR&OD services as possible, increasing speed of delivery, accuracy, and consistency, so expertise can be applied more widely. Staffing Establishment through the continued maintenance of accurate data and support for the control processes necessary to ensure effective management of headcount. Systems Development that enables better workforce information sharing, improved data quality and service delivery enabling managers to make better people decisions. Shared Services both within and across the public sector that maximise the benefits of consolidated expertise and economies of scale and drive efficiencies. The above are important steps to ensuring that HR&OD expertise is deployed effectively and activities add value to our customers and eliminate waste wherever possible. We will work to support service improvement activity wherever possible to ensure that maximum return is obtained form the public investment made in our organisation. Developing Centres of Excellence: We need to ensure the sustainability of these service improvements and the other organisational changes required to achieve our strategic aims so that we can adapt to future, as yet unknown challenges. Centres of Excellence provide a means of doing this by holding and building knowledge and experience of best practice techniques that can be used by people to support organisational learning and high-performance working. Over the next three years, we will work to develop centres of excellence in: Performance Management that aligns organisational priorities with individual objectives and development, identifying and recognising contributions and enabling continuous improvement of team and individual performance. Learning & Development that is innovative and demonstrates positive return on investment, contributing to individual and organisational success. Leadership & Management Development that enables teams and individuals to be supported effectively through the challenges of organisational change. Career Development and Succession Planning that supports our people and the organisation in taking advantage of the opportunities arising from change. Talent Management that equitably identifies and nurtures emergent and existing leaders to benefit individual careers and organisational sustainability. Service Improvement & Efficiencies that builds on and embeds work already underway and makes continuous improvement the norm. 11

14 Investors in People to ensure the effective management of change around people, their needs and contribution to the organisation. By taking these steps, we are seeking to support NES aim or retaining and developing a highly-skilled and motivated workforce by advocating a person-centred approach to the management of change. This is an ambitious agenda, but is at the heart of the Corporate Strategy. Potentially utilising the Investors in People (IIP) Framework with a view to obtaining longer-term recognition for our achievements in the above areas will be a key measure of success for this People & OD Strategy. For further details on how we will measure the success of this delivery model, see section on Monitoring and Review. 12

15 Objectives and targets connected to the Strategic Aims To provide focus for our work, and enable us to measure the success of our efforts, we have developed twenty Strategic Objectives for HR&OD that we believe will support the delivery of the corporate strategy through the model described. Each of these represents a three year target, with in-year objectives identified and reviewed annually as part of the operational planning process. The strategic objectives, intended outcomes and anticipated benefits are detailed in Appendix 1. They are aligned to ten HR&OD Themes that reflect the strategic priorities for our delivery model, as follows: Corporate NES-wide HR&OD Themes: Workforce Planning Organisational Development and Change Performance Management Personal Development Planning Learning and Career Development Leadership and Management Development Health, Safety and Wellbeing Employment of GP Registrars Directorate - HR & OD Specific HR&OD Themes HR & OD Service and Capability HR & OD Systems and Metrics Some of the above themes such as workforce planning, performance management and the employment of GP Registrars can be specifically aligned with the five corporate objectives previously identified as priorities for HR&OD. In other instances for example Health, Safety and Wellbeing and HR&OD Service and Capability objectives linked to these themes act as foundations and support the achievement of our other objectives and the corporate strategy as a whole by ensuring the provision of a fair, safe and effective working environment. This reflects the unique position of HR&OD as a strategic partner and cross-organisational support function working for the benefit of the whole organisation. The alignment between the Corporate Objectives and Strategic Themes for HR&OD is shown in Appendix 2. 13

16 Detailed Action Plans will be developed in respect of each objective and updated annually, with progress reviewed by the Staff Governance Committee. They are and will continue to be reflected in our entries on the Corporate Performance Dashboard, Risk Register and in Action Plans connected to the Staff Governance, Single Equalities Scheme and Corporate Communications. 14

17 Monitoring and Review The success of this Strategy and the effectiveness of our ongoing operational activity can only be determined through effective dialogue with people in our organisation and systematic measurement of performance. We will do this through a range of engagement and measurement activities, as follows: Engagement activities Communication with people across the organisation to determine what HR and OD services work well, what do not, and why Consultation with staff side representatives and Local Consultative Groups on plans for HR&OD service development. Development in partnership of policies and procedures affecting our employees to ensure these reflect their needs. Dialogue with external colleagues through professional networks to inform the development of HR&OD services and working practices. Undertake formal return on investment evaluations from the planning stage of developing new HR&OD Services and working practices. Measures of Success National Staff Survey results remain in the upper quartile or improve year-onyear where they currently sit below 75% satisfaction Suite of Key Performance Indicators developed that can be used to benchmark our performance against comparable organisations. KPIs relating to HR&OD interventions demonstrate improving year on year performance during lifespan of this Strategy. Improvement in the allocation of human capital resources towards more value adding activities evident in future Activity Based Costing reports. Staff Governance Standards & Self Assessment Audit Tool, Single Equalities Scheme Action Plans Key performance metrics and balanced score card measuring improvements in internal customer service & efficiency At least 80% of HR&OD Strategic Objectives completed on target, with risks and issues identified and mitigated appropriately. 15

18 We will monitor our performance against this strategy using the Corporate Performance Dashboard and relevant Action plans relating to Staff Governance, the Single Equalities Scheme and Communications. 16

19 Appendix 1: HR Strategic Objectives, Outcomes and Benefits HR THEME IMPROVEMENT TARGET OUTCOME TARGET BENEFIT TARGET NES Workforce Planning HR/OD 1. Articulate HR/OD framework to align Workforce with future staffing requirements. HR/OD 5. Facilitate development of an Integrated Workforce Plan HR/OD 1: Workforce Planning methodology agreed and published, with training provided for managers. HR/OD 5: Integrated Workforce Plan in place by 2012/13 and updated to meet changing demands on organisation. HR/OD 1: Improved capacity for workforce planning in support of service redesign and organisational change. HR/OD 5. Workforce that is aligned with corporate objectives with opportunities for career development. NES Organisational Development and Change HR/OD 2. Facilitate ways of integrated working that align with future strategic requirements. HR/OD 14. Facilitate regular review of processes and work streams to identify value and eliminate waste HR/OD 2: Organisational culture, capacity and capability evolves to meet requirements of NES Strategic Framework. HR/OD 14: Lean Roadmap in place and service improvements implemented in line with priorities identified via ABC. HR/OD 2: Corporate objective relating to integration and connectedness achieved. HR/OD 14: Improved service delivery and reduced waste across Directorates demonstrated through ongoing review of ABC data. NES Performance Management HR/OD 16. Enable a Performance Culture in NES that supports the development of people and services HR/OD 16: Performance Management Framework in place that aligns objective setting and development planning. HR/OD 16: Effectiveness of Performance Management arrangements audited. HR/OD 16: Engagement with performance management as an approach for improving outcomes through development of individuals. HR/OD 16: Improved alignment between business outcomes and individual objectives, with evidence of benefit to service delivery. 17

20 NES Personal Development Planning HR/OD 12. Develop capability within NES to understand and deliver the Strategic Framework HR/OD 12: Further training and support provided, linked to performance management framework and aligned with PIN Guidelines. HR/OD 12: Audits undertaken to determine effectiveness of Development Planning. HR/OD 12: Targeted learning and development interventions to support Directorates in embedding development planning. HR/OD 12: Improved alignment between development plans, business outcomes and individual career development. HR THEME IMPROVEMENT TARGET OUTCOME TARGET BENEFIT TARGET NES Learning & Career Development HR/OD 12. Develop capability within NES to understand and deliver the Strategic Framework HR/OD 18. Work collectively with Directorates to enhance the organisation's knowledge base and develop the pool of talent. HR/OD 18: Learning and Development Plan produced that supports enhancement of knowledge base and develop the pool of talent.. HR/OD 18: Audit undertaken to determine ongoing alignment off Learning and Development Plan with individual and collective needs. HR/OD 18: Clearer, more streamlined approaches to accessing learning and development and talent management. HR/OD 18: Requests for and access to learning and development is evidence based and linked to business outcomes. NES Leadership & Management Development HR/OD 3. Develop the management and leadership capability to deliver transformational change HR/OD 10: Leadership and Management Development Framework aligned with national strategy and based on impact assessment of current provision. HR/OD 10: Ongoing evaluation undertaken to determine ROI of updated provision. HR/OD 10: Leadership and Management Development provision aligns needs of organisation and needs of individuals. HR/OD 10: Ability to accurately determine ROI of Leadership and Management Development activity. 18

21 NES Health, Safety and Wellbeing HR/OD 11. Implement a fit for purpose HR policy framework that supports staff engagement and promotes Health, Safety and Wellbeing of all employees HR/OD 11: Wellness Strategy implemented and suite of resources established and available to all staff. HR/OD 11: Development of HR Policies and wellbeing informed by effective partnership arrangements. HR/OD 11: Further ROSPA Audit demonstrates HSE standards met and exceeded through actions following 2011 report. HR/OD 11: Support for mental and physical wellbeing of staff enhanced NES reputation and supports performance improvement. HR/OD 11: Staff engagement activities and experience of employees supports the effective development and implementation of HR policy framework. HR/OD 11: Reduced risk of harm to staff or stakeholders through best in class Health and Safety practice. NES Employment of GP Registrars HR/OD 21. Enable NES to support safe front line clinical care by effectively managing the employment and clinical governance of GP Registrars in training. HR/OD 21. Clarity about responsibilities of all parties involved in the recruitment, training and employment of GP Registrars HR/OD 21: Those involved in delivery of service and training enabled to focus attention on these areas more effectively. HR/OD 21. Reduced risk of wasteful litigation arising from inappropriate employment practices or patient harm through poor clinical governance of GP Registrars. HR THEME IMPROVEMENT TARGET OUTCOME TARGET BENEFIT TARGET HR / OD Service and Capability HR/OD 6. Consolidate / enhance NES reputation with key HR/OD networks and strategic partners. HR/OD 9. Align the HR / OD Structure and roles to delivery the HR / OD Strategy. HR/OD 10. Develop skills of HR / OD Directorate to enhance service delivery HR/OD 13. Agree and implement service standards measuring and reporting on HR/OD performance HR/OD 15. Implement new HR/OD working practices that deliver process improvements across Directorates HR/OD 6: Evidence of increasing and effective NES HR/OD inputs to on national policy developments. HR/OD 9: Evidence of progress in all Objectives with at least 80% on target. HR/OD 10: Individuals' PDPs demonstrate evidence of increased professional capability within Directorate. HR/OD 13: Service standards agreed with business are published and 80% of KPIs being met. HR/OD 15: Survey evidence of HR/OD working practices improving experience of Directorates over duration of Strategy. HR/OD 6: NES continues to influence development of NHSS HR/OD agenda to meet corporate objectives. HR/OD 9: Directorate is able to demonstrate benefits of effective planning, increasing confidence of internal and external stakeholders. HR/OD 10, 11 & 15: Retention of effectively performing staff and improved customer experience. HR/OD 11 & 15: NES is able to demonstrate benefit of investment in HR and OD, and identify where adjustments to configuration required. 19

22 HR / OD Systems & Metrics HR/OD 4. Determine and measure impact of HR / OD Strategy. HR/OD 8. Maximise innovation through benchmarking and facilitate implementation of best practice HR/OD 17. Optimise use of technology and best practice processes to enhance customer service delivery. HR/OD 19. Collaborate with external partners to influence development of integrated information systems HR/OD 20. Promote the use of management information for measuring quality / driving continuous improvement. HR/OD 4: Stakeholder survey linked to Strategic Themes and Objectives to determine effectiveness of outputs. HR/OD 8: Benchmark data available in respect of principal HR/OD activities, with Strategy reviewed and refined to reflect emergent priorities. HR/OD 17: Investment in HR/OD Systems in line with Corporate ICT Strategy and resource availability. HR/OD 19: Contribution made to development of integrated national HR systems, ensuring alignment with NES ICT Strategy. HR/OD 20: Ongoing provision of quarterly management metrics, developed to include HR/OD Benchmarking and KPI data. HR/OD 4 & HR/OD 8: HR/OD Strategy can be revised and further developed to meet changing stakeholder requirements and operating environment HR/OD 17: HR/OD Systems maximise efficient use of human capital and contribute to integration of NES ICT infrastructure. HR/OD 19: National HR Systems reflect NES requirements, minimising cost and effort required to integrate and adopt. HR/OD 20: Directorate is better able to measure quality of outputs and determine if improvements result form implementation of Workforce Planning and HR/OD Strategy. Appendix 2: Link between HR&OD Strategic Themes and Corporate Objectives HR & OD STRATEGIC THEME Workforce Planning Organisational Development and Change Performance Management Personal Development Planning Learning & Career Development Employment of GP Registrars CORPORATE OBJECTIVE SO5 - Developing our support for workforce re-design SO10 - Improving the sharing of knowledge across our organisation SO9 - Establishing systems which connect individual performance to our objectives SO9 - Establishing systems which connect individual performance to our objectives SO8 - Developing flexible, connected and responsive educational infrastructure SO3 - Building coordinated joint working and engagement with our partners. 20

23 Leadership & Management Health, Safety HR / OD Service HR / OD Systems Development and Wellbeing and Capability and Metrics 21

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