Staff Survey 2003/4 Action Plan

Transcription

1 Staff Survey 2003/4 Action Plan ATTACHMENT A Employee Development Staff not receiving a well structured performance Concern about lack of feedback on performance and extent work is valued Staff who received an had agreed clear objectives PDPs not agreed as part of performance Training agreed within PDP not always received 4 = low To have clear organisational objectives from Trust Board To have a clear, coherent and integrated performance management process, linked to the business objectives That all staff receive a formally structured yearly performance review, including objective setting, based on cascade system Trust Board / Senior Trust Board / Senior Corporate objectives agreed by Trust Board PDP agreed by Board Summer 2003 working party developed system and management guidelines Appraisal system rolling out in practice cascade objectives cascade objectives develop local plans to deliver and monitor (frequency and quality) July July Plans for delivery developed by August All staff to be appraised at least annually report on compliance That all staff agree their development plans with their managers, and link these to objectives Fragmented approach across Trust To agree training needs for division To agree a PDP as part of As part of annual Action Plan - May

2 Managers have a need for s skills training 4 = low To train all managers in conducting effective s To have a system to assess training needs and to record training to develop and deliver to ensure Autumn / Spring 'Introduction to performance management' training course delivered To further develop training course Publicise course dates To develop short term plans to ensure managers attend training End October To have a system to evaluate effectiveness of training Basic evaluation of in house courses Participated in first national staff survey Autumn 2003 Review evaluation though new Training Stategy Measure progress through annual staff survey December Annually Perception that staff have not received training in qual opportunities, harassment etc. That all managers will attend a training programme covering Trust Policies / TU / Managers responsibility to ensure Current programme of equal opportunities training, also covered through induction To publicise existing courses To write / update policies and develop / deliver training courses To develop local plans to ensure, but significant progress required End June Staff feel they are not rewarded for acquiring new skills and competencies 2 Development linked to competencies through Agenda for Change and KSF Low / TUs / Managers Project management underway project management To have a system of recognition for staff / Managers Review existing arrangements 2

3 Working Hours proportion of staff feel they are working extra hours partly due to pressure of the job and to provide the best care for patients 3 To develop an integrated approach to workforce planning /All managers Approach outlined at Business Planning meeting Training of HR staff being progressed Review and implement new workforce planning arrangements across the Trust End May 2005 for first phase Staff unaware of flexible working options Staff in job design To train managers in dealing with flexible working requests to develop and deliver. responsibility to ensure Project underway as part of Agenda for Change Drafting of policies underway Policies groups being established Clarify all job descriptions To review policies and deliver training August and ongoing, but significant progress required To publicise work life balance options Managers /Work life balance coordinator Arrangements patchy across the Trust To raise awareness Staff not aware of childcare options available 2 To publicise options available /Work life balance coordinator Work life balance co-ordinator in post Plans in place for Summer To refresh publicity Publicise June Some staff do not realise here is access to a counselling service 2 To publicise counselling service /Work life balance coordinator RSH Nursery being planned Counselling service available Complete and implement To refresh publicity staff newsletter/intranet To monitor access rates November August 3

4 Team Working Staff do not feel they are working in well structured teams Objective Priority Responsibility Progress so far Work to be done Timescale As part of the management restructure staff are aware of their team and areas of responsibility New management structure being implemented Local plans to enable staff Teams do not meet regularly to discuss improvements Clear communication surrounding management restructure / ongoing communication New management structure being implemented Local plans to implement effective communication and staff July Publicise new structure Clarify local objectives (see above) Regular team meetings 4

5 Communication Ineffective communication To have a Trust communication strategy Draft strategy completed establish local implementation plans Developed by July Implemented by September Lack of in important decisions To utilise the IWL subgroups to lead on communication initiatives IWL subgroups Staff Reps Local in change patchy IWL subgroups in place develop systems to involve staff in planning/decisionmaking Team meetings by July To strengthen partnership working with staff and staff organisations TNCC and HNCCs established Significant staff in Agenda for Change project groups To improve strategic content of TNCC discussions New Change Policy required September 5

6 Health and Safety Fairness and effectiveness of incident reporting procedures Work related stress and moving / handling most likely to cause illness / absence 3 To have a whistleblowing policy and training Incident reporting policy 3 To have statutory training policy To have a stress management policy Health and safety / Health & safety Whistleblowing policy drafted Incident reporting in place Implement whistleblowing policy cascade information to all staff in both areas Policy drafted ensure staff attend relevant training at the right time To develop policy June June September Perception of effective action towards violence and harassment To ensure appropriate equipment is deployed 4 Develop and deliver harassment and bullying policy Communication of zero tolerance Low / Health and safety Health & Safety Corporate services Director Harassment & Bullying Policy drafted Violence & aggression policy drafted To asses current equipment and future requirements Introduce harassment & bullying policy Implement policy September September Whistleblowing policy Whistleblowing policy drafted (see above) Implement policy July Clear reporting channels Guidelines issued re reporting incidents cscade policies and encourage reporting of all incidents 6

7 Job Satisfaction Quality of senior management leadership People don t always feel involved in decisions which affect them Work pressure felt by staff 3 To have clear structures and support mechanisms To have robust HR policies in place with supporting training To have a performance development plan Managers New structures being implemented Policies prioritised and policy groups being established PDP agreed by Board develop local plans to ensure Ensure adequate workforce planning systems in place to reduce pressure (see above) Team meetings by July Moderate staff job satisfaction Staff intention to leave jobs 4 Staff strategy Clear communication strategy Managers Strategy being developed for Communication and Staff Existing arrangements to be reviewed and new plans to be developed Developed by July Implemented by September Recruitment and retention policy / strategy Low Arrangements being reviewed To approve recruitment and selection strategy and implement August Improve alternative options to retirement IWL Sub group Policy drafted Finalise policy Publicise options November 7