Embedding our Values. Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay)

Transcription

1 Embedding our Values Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay)

2 Making a Difference Together Here at UCLH we are clinically excellent, consistently in the top 10 performing Trusts in the country e.g., Dr Foster. UCLH is in the top 20% nationally for inpatient and outpatient surveys, however for the 5% of patients rating their care as poor this represents some 20,000 patients per year we want to do better. We want be known equally for our staff and patient experience. By improving the experience of staff and our patients we can achieve true excellence. 2

3 Making a Difference Together Campaign Goals Introduce organisational values and a set of behavioural standards that are based on staff and patient feedback and that are conducive to the Trust achieving its mission by supporting the creation of a values-led culture of excellence. Embed those values into the day-to-day operations of the Trust by including them in the HR mechanisms that guide how we recruit, manage, develop and reward our staff. 3

4 Making a Difference Together - Involvement 1.5m awarded by UCLH charity in November 2011 to transform patient and staff experience using a valuesbased approach Bottom up process to develop values involving 2000 staff Values signed off by the Trust board in April

5 Making a Difference Together Campaign Goals Values Video 5

6 Making a Difference Together - Involvement 6

7 Our Values 7

8 Embedding the Values Recognition Recruitment Performance Management & Development Appointment Induction 8

9 A Values Based Culture Trust Wide OD Programme 9

10 Embedding the Values Through Recruitment The project objective is to take steps to ensure attraction, selection, recruitment and on-boarding processes are fully aligned with the highest quality recruitment practices. To attract staff who embody the values of the organisation To ensure a reduction in administrative burden for hiring managers To reduce attrition, attract great people to do their best work and to develop with us 10

11 Embedding UCLH Values into our recruitment of medical & dental consultants Jeremy Over, Head of Workforce (Medical & Pay) Dr Megan Joffe, Edgecumbe Health

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13 Recruiting the best consultants project why we did it what it involved what we learnt 13

14 What our stakeholders said Key hires but how we do it doesn t reflect that Interview too short and superficial / prescribed Too heavily weighted towards technical (plus research) Not enough focus on o Understanding the person/values/behaviour o Leadership qualities o Teaching o Possible problematic behaviours Not enough work pre-selection to involve relevant stakeholders 14

15 3 key selection questions Can they do the job? Abilities, potential, intellect/mental ability to learn, problem-solve, handle complexity, make decisions etc How will they do the job? Personality and style; work style; working relationships; handling pressure; engaging with the team and organisation Do they want to do the job? Aspiration; values and motivation; fit with the organisational culture (the more engaged, the less likely to fail) 15

16 Our evidence base Personality and job performance 3 decades of research on personality and job performance Longitudinal studies of impact of personality on medical student performance Literature review of psychological factors affecting doctors performance The role of behaviour and non-clinical attributes in doctors performance NCAS data on referrals Royal College of Surgeons Teamworking Behavioural marker systems for surgery (NOTS) and anaesthetics (ANTS) Literature on medical errors Competency based selection and assessment of doctors into specialist training (UK) 16

17 Role of Psychometrics: personality, motives, values, preferences Personality tells you what a person MAY do in certain situations Value and interest inventories tell us what a person WANTS to do People tend to prefer to work with others who share their values; are happiest in environments that are consistent with their values; and more stressed when acting contrary to their values Cannot easily infer values because they are private Values describe the kind of culture you will create as a leader 17

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19 What we now assess (in addition to clinical skills and experience) Leadership qualities and potential Motivation for joining UCLH Career aspirations and compatibility with the clinical service and UCLH strategy Attitudes and behaviours with regard to each of the UCLH Values

20 The assessment components Presentation & Q&A with stakeholder group Practical exercise Application form & CV Psychometric profile Structured interview 20

21 What did we learn? Desire for change was unanimous! Don t underestimate importance of interview skills training Candidate care: VBR is 2-way Design & facilitation of practical exercise/s It s a partnership - control for clinical service partners Top-level sponsorship & support important When not to appoint! Assess for contra-indicators as well as positive behaviours Enabled greater focus on recruiting for the future Quality not quantity: reduce the size of panels 21

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23 A candidate s viewpoint.. This was a very different experience; I think the process shows that UCLH wants to recruit people who are more rounded as a person What I didn't expect was how the psychometric tests were used in the interview. The questions went right to your core, and I remember feeling quite exposed - which isn't a bad thing. I think the interview questions encouraged honesty and to be yourself in the interview setting. Overall, I think the framework was good 23

24 Values Based Recruitment The Best People Doing Great Work Claire London, Head of Workforce Development Tim Cornell and Colin McKinnon, Chemistry Group

25 Embedding the Values Through Recruitment Our turnover in 2012/13 was 840 million. Last year over 38,000 individual application were received for 1400 wte posts. On average we receive 27 applications per post advertised. Desire to give a tangible message about what is important to us from the start. Attract great people to do their best work and to develop with us 25

26 Predicting Future Performance 75% 25% Intellect Values Motivations Behaviours Experience Hard Easy 26

27 Screening applicants based on values Values Motivations Behaviours 27

28 The innovation 28

29 An Example Values What does Great look like for Advisor and Guru roles? Motivations Projected 5.5m saving (3 yrs) Behaviours New hires delivering FAN scores of over 91% Identify Resourcing Challenges high volume labour intense measured experience, not fit 29

30 Values Based Recruitment Until now High volume applications to shortlist from No ability to drive eligibility to apply Volume, quality and technology issues as constraints Variable quality of questioning No assessment of practical skills Little focus on values Future Pre-application selection tool for all prospective candidates based on values scenarios Eligibility driven application process Technology enabling swifter journey from application to interview A values based question bank of pre-drafted questions that are values-driven Menu of exercises, assessments and tests available (if required). Support for hiring managers in making decisions on their use Values embedded throughout the process Practical recruitment skills training Little or no candidate follow up or pooling of appointable candidates Practical values based recruitment training for hiring managers to become fit to practice On-boarding team to provide candidate follow up in resourcing rather than recruiting model 30

31 Embedding the Values Through Recruitment Attraction Impact, Aligned to Brand and Marketing Strategy, Role Specific Embedding Workforce Measures On Boarding, probation, policies and procedures, appraisal, talent management and exit Applicant Self Assessment Values-based assessment tool within recruitment process to screen for high-values driven candidates Evaluation Key metrics, quality, satisfaction, turnover, ER, staff survey etc. Selection Methods Values-based interview skills, suite of tests to support making great appointments Making Great Appointments Retention and development of talent, reduce turnover, improve stability 31

32 Beyond Recruitment Other Values Based Projects Claire London, Head of Workforce Development

33 Embedding the Values - Recognition 33

34 Embedding the Values On Boarding Shortening the length of time it takes to bring great new staff into work. Improving their welcome and on-boarding Giving them access to learning and support to prepare them for day one in advance. Spending good quality time at induction contextualising our values 34

35 Embedding the Values Appraisal 35

36 Embedding the Values Talent Management 36

37 Embedding the Values Work Based Learning 37

38 Questions Claire London