BOARD OF DIRECTORS. David Wilkinson Director of Workforce & OD. For Assurance

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1 BOARD OF DIRECTORS Date of Meeting: 26 March 2014 Title of Report: Status: Public Report of: David Wilkinson Director of Workforce & OD Prepared by and contact details: Purpose of the Report: Sue Smith Executive Chief Nurse Anne Fleming To provide an update on the recruitment of nurses and to highlight further actions being taken. For Decision For Assurance For information Executive Summary: Recruitment and retention of nurses is a key strategic risk for the Trust a number of interventions has reduced the current vacancy levels for nurses to 3.5% (registered) and 10.5% (unregistered). Focus is now shifting towards filling unregistered vacancies through introduction of a modern apprentice programme. To address ongoing recruitment requirements, the Trust will adopt a cohort recruitment approach (based on workforce modelling) and talent pooling to reduce delays in recruitment processes and ensure that reliance on contingent staff is kept to a minimum. Recommendation(s): The Board of is asked to consider the contecnt of ths report

2 Implications and Monitoring Assurance Framework Summary Link to Strategic Objectives- Please insert details below Links to Risks on Board Assurance Framework (BAF),Corporate (CRR) or Divisional Risk Register (DRR) - Please insert details below including the Risk Reference Number (The BAF and CRR can be found on the Governance Webpages) Strategic Risk 6: Failure to ensure that the Trust recruits and retains appropriate staff in the right numbers a with the appropriate breadth and depth of skills and experience to support the organisation's transformation Failure to deliver strategic workforce and OD interventions which result in failure to meet licence conditions cause harm to patients. Have all implications been considered? Quality and Safety Legal Financial Human Resources IM&T Estates Patients and Carers Please indicate below with an () that all areas have been considered Engagement and Communication Equality and Diversity Any Action Required? Yes Detail in report N/A Comment Previous Meetings Please insert the name of the committee/group and date the paper was presented and what the outcome was e.g approved, noted etc. Version Control:- Please insert the final version control number e.g 1.0;

3 UNIVERSITY HOSPITALS OF MORECAMBE BAY NHS FOUNDATION TRUST INTRODUCTION 1. This paper outlines the current status of the recruitment for the Nursing and Midwifery (registered and unregistered) workforce. It also seeks to update the Trust Board about the on-going recruitment challenges for this staff group and makes recommendations about the approach to recruitment and retention. BACKGROUND 1. Recruitment to the nursing and midwifery workforce (hereafter referred to as nursing) remains one of the Trust s key strategic risks and has been the focus on intense activity over the course of the last 12 months. 2. It has been a key HR priority to baseline the Trust s current vacancies and has led to the establishment of improved workforce metrics to regularly report and review the progress against recruitment into key vacancies. 3. Targeted recruitment campaigns, including attendance at recruitment fairs and overseas recruitment, have been undertaken to maximise opportunities to recruit to vacancies. 5. Alongside this, a number of innovations have been introduced in the recruitment process, such as the introduction of TRAC (electronic online recruitment system) and the use of electronic Disclosure and Barring Scheme application, which have both reduced the overall time to recruit and utilised resource in a much leaner and proactive way. CURRENT VACANCY STATUS 6. The current vacancy status for the nursing workforce (as at February 2014) is as follows: Feb'14 Staff in Post v Establishment Recruitment Staff Group Budgeted Establishment FTE Staff in Post FTE FTE Variance Vacancy Factor No of posts Advertised/ pre- Interview Processes** Pre employment stage Not in Active recruitment Vacancy Factor (including recruited posts) Commenced in Post in Month Health Care support worker % % 1.53 Qualified Nursing & % % 4.60 Grand Total % % 6.13

4 7. The vacancy position demonstrates the impact of the recruitment campaign on filling registered posts, with the emphasis now shifting to filling the large number of Care Support Worker vacancies. This will include looking at the introduction of Modern Apprentice roles as previously outlined by the Executive Chief Nurse. CASE FOR CHANGE 8. The current demographics for our nursing establishment identifies a concern in relation to the percentage of staff above the age of 50 (25% of registered, 38% of unregistered nurses) which was initially highlighted in the 2013/14 Workforce Plan. In addition, it is reasonable to anticipate that the current turnover rate of approximately 8% will continue for the foreseeable future. It is unlikely, therefore, that the current pressure on nursing recruitment will abate in the coming years and as such it is necessary to continually identify more innovative, streamlined, lean approaches to meeting this rising demand 9. The Trust is reviewing its approach to the recruitment and selection of all staff to ensure that its vision and values are hard-wired into new recruits. The introduction of values-based selection processes/techniques for all front-line staff will ensure that the Trust has staff with the right values, attitudes and behaviours to deliver the standards of care expected for every patient, every time. 10. Recruitment is currently largely based on an individual vacancy approach i.e. as someone hands in their notice, a specific recruitment process is commenced to fill this. In many cases, interview panels will see a number of appointable candidates but only offer post according to the vacancies available the other appointable candidates are lost to the system. This approach to recruitment is time-consuming, labour intensive for all staff involved in the process and leads to delays in filling vacancies. 11. It is therefore proposed to introduce cohort recruitment, namely where candidates who are deemed appointable are placed into a talent pool and allocated to vacancies based on an identification of need. 12. This simple change will lead to a more efficient, streamlined approach to the recruitment process which will be more responsive to the Trust s needs. Cohort recruitment would be managed through assessment centres where the selection would focus on the Trust values in addition to clinical skills. Site-specific recruitment cohort days on a monthly basis will be held with a two stage recruitment process; first stage - assessment/interview; cohort recruitment and assessment centres will form part of stage one for Bands 1-7 with multiple testing to ensure that staff are recruited not only with the skills the Trust needs but, critically, with the values it wants second stage - clearances and associated paperwork. Development of electronic forms to have one stop clearance process for pre-employment checks and will also pro-actively arrange all post-employment paperwork (IT access, ID checks, Uniform details, car parking, etc.). 13. The cohort recruitment solution would make better use of time and resources and increase fill rates whilst ensuring high quality, compassionate candidates. Cohort recruitment will help stabilise the nursing workforce and the Trust will see a reduction in the reliance on the need for temporary staff.

5 14. In addition to moving to cohort recruitment the Trust will continue to develop other initiatives such as: international recruitment involvement with schools, colleges and universities and local community projects reviews in skill mix and service redesign innovative schemes to grow our own a review of the Trust Bank to consider whether it is the right provider for this service RECOMENDATIONS 1. The Trust Board is asked to consider the content of this report

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