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ExecuApril 2010

ExecutiveBriefing Latest News – ESR upgrading to Oracle Release 12 later this year The ESR solution is based on the Oracle Human Resource Management System (HRMS) software platform, and to date has run on HRMS Release 11. In January 2007 Oracle launched Release 12, and over the last 3 years a number of large organisations have adopted this latest platform. Release 12.1.2 is the latest and most advanced version of the Oracle E-Business Suite. It contains functional changes, mainly around the Self Service and Learning Modules, some of which have been developed by Oracle at the request of the NHS. These changes will offer further benefits to all NHS organisations, whilst ensuring minimal disruption and change for some key users, notably within payroll. An upgrade of the Oracle software has always been envisaged within the ESR lifecycle, in order to ensure that the ESR solution delivers progressive benefits to the NHS as a result of Oracle‘s product development. In January 2010, McKesson undertook a thorough impact analysis of deploying Release 12. The findings of this analysis have been presented to the NHS Central Team and the ESR National User Group, and a decision has been made to upgrade ESR to Oracle Release 12.1.2 in December 2010, between Christmas and the New Year. A formal project has been commissioned to implement the Release 12 upgrade. McKesson and the NHS Central Team will ensure that key ESR stakeholders are made aware of progress, as well as communicating the new functionality being introduced and familiarising users to the look and feel of Release 12. Further updates will be cascaded to ESR users and stakeholders via ESR’s existing communication channels. Additionally, a Release 12 bulletin will be introduced to provide key updates during the course of the project.

ESR and Workforce Planning – new tools to meet the Quality and Productivity Challenge Around 70% of an NHS organisation’s costs relate to its people. In the current economic downturn, facing the challenge of doing more with less, it is essential that workforce information and intelligence is readily available as the basis for management action and future planning. In the past workforce planning in the NHS has been a rather hit and miss affair with a poor reputation. Now, with ESR and new tools available to all NHS organisations, the discipline of workforce planning as never before, can make a major contribution to improving the quality of service delivery, increasing productivity and containing costs. ESR’s ‘Added Value’ ESR’s database contains all the information about an organisation’s employed workforce required as the starting point for workforce planning and modelling. The system holds the record of each employee. When the full functionality of ESR is utilised, including Self Service and Learning Management (OLM), the range of information available, and the scope of access to it, in real time, is powerfully increased. Particular benefits now available with ESR are: • Using OLM, easy access to information about completed appraisals, training and development, training needs and skill gaps; • With Self Service, managers are responsible for their own data and its accuracy. They have access to reports and information in real time for review and aggregation; • Information about staff costs as the basis for modelling future requirements. Workforce Planning – the discipline • Workforce Planning is ‘The process by which an organisation or industry decides upon the kind of workforce

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that it requires and will require in the future and then draws up and implements plans for creating such a workforce.’ (House of Commons Health Committee Report on • Workforce Planning (22 March 2007) In the past, workforce planning has been a ‘once a year’ review, providing answers to the questions set out overleaf. But this annual activity can miss critical changes and does not provide the intelligence required to respond to in-year service requirements, changes in the labour market or tracking trends and progress when embarking on service reconfiguration within the annual time-span. Regular, consistent reporting and analysis of key dimensions of the workforce at different levels of aggregation is essential for understanding workforce dynamics in an organisation and for developing organisational capability. This intelligence can then build into an annual overall workforce plan with real integrity since the data has been regularly collected and reviewed as a key management process.


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Building a Workforce Plan The basic information needed to feed a planning process, showing how future supply and demand for workforce will be matched is: 1. The composition of the current workforce showing staff numbers, skills profile, gender, ethnicity and age profiles and attrition rates; 2. Future requirements; staff numbers and skills required based on the business plan and influencing factors such as the age profile of staff in specific professional groups – how many staff with what skills are likely to be available?

April 2010

How to build a Workforce plan ESR

Demographics

Current Workforce Staff Numbers

Gender

Skills Profile

Ethnicity Profiles

Attrition Rates

Age

This analysis will enable an assessment of the number of staff to be recruited, the personal training and development, and workforce development activity required to achieve the plan.

Technology

Business Planning Developments

How many staff with what skills are likely to be available?

Health Policy

Workforce Plan How future supply and demand will be matched

Number of staff to be recruited

There are five key questions that need to be answered in building the plan: 1. What is the current workforce capacity position against plan in terms of staff numbers and skills? 2. Is the organisation complying with statutory employment regulations, diversity requirements, pre-employment checks etc? 3. What is stopping full workforce utilisation? 4. What are our service and development plans and the impact of technology, research and demographics? 5. What are our future workforce requirements?

Staff numbers and skills required in the future

Training & Education Required

Workforce development activity required to achieve plan

Five Key Questions 1. What is the current position against plan? Capacity

Skills

2. Are we complying with:

Numbers

5. What are our future workforce requirements?

Workforce Plan

Statutory regulations? Diversity? Pre-employment checks?

3. What is stopping full WTE utilisation?

Absence

Impact of: Turnover / Stability Workforce Age Profile

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4. What are our service and organisation development plans?

Time and Attendance

Impact of: Technology and Research Demographics


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Workforce Planning and ESR A suite of standard workforce reports in local ESR production systems, matched with similar reports available to SHAs from the ESR Data Warehouse, provides much of the information required for workforce planning. The standard reports provide information on: • Staff numbers • Skills, competence, skill mix, skills gaps • Registration profile • Diversity and age profiles • Turnover and stability • Absence • Staff costs • Use of temporary staff and overtime • Sources of recruitment • Appraisals and personal development planning

Building a Workforce Plan The approach: YEAR 1

START

Play into the plan: • Age profile (Retirements) • Diversity (Equality Plan) • Turnover and Stability • Sources of Recruitment • Costs

These reports provide the basic information about the workforce needed to begin the planning process.

Using ESR Data The following organisations are all using ESR data as part of their work: 1. Skills for Health (www.skillsforhealth.org.uk) Skills for Health provide practical assistance, tools and training to enable NHS organisations to plan their workforce strategy and deliver their workforce plan. The Skills for Health Workforce Portal (www.healthcareworkforce.nhs. uk) gives access to SHA on-line

Learning Network Communities for information about local developments, including planning tools and workforce planning training opportunities. 2. The Information Centre for Health and Social Care (www.ic.nhs.uk) 3. The NHS ESR Central Team is working in partnership with the Information Centre (IC) to make it easier for NHS organisations to improve their data quality. Trusts can now access ESR data validation reports and as a result, the quality of data accessed by the IC from the ESR Data Warehouse has improved markedly over the past year. The IC ‘iView’ tool, which uses a monthly extract of data from the Data Warehouse to run pre-built reports in an Access Database is now being used by many NHS organisations. A major benefit is the ability to

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YEARS 2–5

END

FORECAST

All reports are available in

ESR benchmark information with other similar organisations. 4. The IC/ESR agenda is currently focussing on tighter and more appropriate definitions of Job Roles and Areas of Work with the intention ultimately to drop Occupational Codes. The result will be the ability to more accurately aggregate workforce data, and provide transparency at all levels for better planning and education commissioning. 5. Centre for Workforce Intelligence (CfWI) 6. In January 2010 the Department of Health commissioned Mouchel to establish the Centre for Workforce Intelligence, which will become the primary source of workforce intelligence for health and social care. The Centre will have a key role in driving and supporting workforce planning priorities across the healthcare system to deliver the Quality and Productivity Challenge. A website for the Centre will be available shortly.


ExecutiveBriefing

Workforce Planning in challenging times Workforce Planning can provide a basic, unifying process for meeting the challenge of delivering a quality service within a tight financial regime. Understanding the workforce, and future workforce requirements are critical in developing a strategy for delivering the changes necessary to increase productivity and improve the quality of patient experience. The regular review, with staff, of the key

April 2010

workforce performance indicators detailed overleaf (Workforce Planning and ESR) can provide the basis for a controlled re-profiling of the workforce to meet service changes within a defined strategy. Approaches, similar to those developed by NHS Plymouth and NHS North West, could provide this.

understanding workforce dynamics to support workforce planning and development within an organisation at different levels of aggregation. It can also improve performance by highlighting areas for management intervention and leadership. The NHS Plymouth Scorecard and their approach have been adopted across the South West as the basis for organisation and regional workforce planning and education commissioning.

Score Card Reporting – the NHS Plymouth Approach Using these reports in a ‘Scorecard’ format can provide a powerful tool for

Workforce Planning and Performance Scorecard Month/Year Workforce Plan Reviewed Date Management Accountant Employee Relations Manager

Directorate : Clinical Example Organisation Group Name : Assistant Director (L4) Example Budget Holder : A. Manager Componant

May

June

July

Aug

Sept

Oct

Nov

01 Pay Variance (excl Bureau/Agency)

-6123

-22707

-17990

-32608

-26656

-72339

-69788

-46312

0

02 Bureau/Agency Spend

8610

51000

73940

119403

154885

203422

238594

237920

Locally Agreed

03 Whole Budget Variance

92784

-23790

-74589

125058

164684

190662

21941

261526

0

04 Establishment (FWTE)

204.57

204.57

204.57

204.57

204.57

204.57

209.19

209.19

Locally Agreed

05 Staff in Post (FWTE)

202.29

202.74

202.77

208.37

209.91

210.01

219.51

215.39

= Establishment

9202.29

06 Vacancies (FWTE)

April

: Decebruary 2009 : : A.C. Countant : A.N. Erm Dec

Jan

Feb

Mar

Target

1.83

1.8

-3.8

-5.34

-5.44

-10.32

-6.2

Locally Agreed

07 Headcount

232

231

233

237

235

236

246

241

Locally Agreed

08 Sickness %

5.52

5.52

5.65

5.78

5.96

6.04

6.15

6.35

4%

09 Sickness Cost

16462

16462

37192

60705

89767

113437

136825

166525

Locally Agreed

10 Bradford Scores>300

59

63

64

62

63

55

57

53

Locally Agreed

11 Bureau Cost less Sickness Cost

8610

34538

36748

58698

65118

89985

101769

108954

Locally Agreed

12 Turnover

15.94

15.91

15.83

15.78

15.94

15.91

15.83

15.78

Locally Agreed

13 Stability Index

83.98

84.05

84.12

84.12

83.98

84.05

84.12

84.12

Locally Agreed

14 Personal Development Plans

42.67

41.99

43.78

44.3

47.23

55.08

61.38

56.43

85%

15« Mandatory Training – Fire

65.95

54.98

63.09

63.29

60

73.73

82.93

83.82

100%

16 Mandatory Training – MH

81.03

82.25

82.4

84.81

84.68

86.02

90.24

90.46

100%

17 Mandatory Training – Diversity

78.45

68.83

69.1

69.2

65.11

80.51

63.41

64.32

100%

18 Training (HC)

113

61

126

104

81

72

104

145

Locally Agreed

19 Potential Retirees (HC)

46

45

45

45

47

49

49

51

Locally Agreed

20 % Staff at band 5 and above

58

58

58

58

58

58

57

60

Locally Agreed

21 % Staff at band 8 and above

3

3

3

3

4

4

4

4

Locally Agreed

26.54

27.23

41.95

60.16

61

100%

22 Safeguarding Childred Private & Confidential

For more information contact David Priscott or relevant support service

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ExecutiveBriefing

April 2010

Based on regular scorecard reporting, NHS Plymouth has developed a dashboard format for reporting and easy identification of trends in workforce performance.

Â

Example of the NHS Plymouth Dashboard report: mid-year – October

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April 2010

Example of the NHS Plymouth Dashboard report: end of year

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April 2010

Â

Led by David Priscott, Head of Workforce Planning and Information, NHS Plymouth is currently developing a Dashboard for monthly reporting at department and organisation level which combines workforce, finance and productivity information. Faced with the emergence of the Quality and Productivity Challenge and CQUIN measures, there was a need

to join up reporting on different indicators, within the same timeframe and address the difficulty of navigating detailed, single focussed reports. The aim was to bring together workforce, productivity, finance and quality measures into a single page report which can be produced at different organisational levels.

For more information contact David Priscott, Head of Workforce Planning and Education at david.priscott@plymouth.nhs.uk

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ExecutiveBriefing

NHS North West’s Workforce Information Network (eWIN) Due to be launched on 1 June, eWIN will be a key component in NHS North West’s workforce response to the Quality and Productivity Challenge, providing an information exchange and workforce data modelling facility to the NHS in the North West. eWIN will underpin the Quality and Productivity Challenge and aims to provide support to address the key challenges of the current economic climate and encourage working in a more efficient way to best utilise resources. This Workforce Information Network is designed to supply a repository of North West workforce indicators, best practice and benchmark comparisons, to enable targeted improvements in workforce efficiency and productivity. The eWIN portal gives access to three areas, starting with workforce data from iView for all NHS organisations in the North West to enable benchmarking. Each organisation is a member of a peer group or reference group for

April 2010

benchmarking purposes to enable appropriate comparisons. The second area gives access to a savings calculator which quickly and easily models the costed impact of changes in key workforce indicators. The third area is an information exchange, where relevant policy documents and research reports, together with case studies will be available. eWIN will ultimately be funded by NHS organisations in the North West who will be expected to contribute a number of case studies each year. It is essentially a modelling tool, and its development will be driven by the HR community. Robert Sumpter, NHS North West’s Assistant Director of Workforce Strategy, who is leading the development, said ‘eWIN will be a one-stop-shop for all Workforce Planning tools and modernisation information, workforce modelling and benchmarking data, and links to innovative research and case study material’. For more information contact andrew.milner@northwest.nhs.uk

If you have any comments or wish to discuss the content of this briefing with a member of the NHS ESR Central Team, please contact esr.programme-director@nhs.net Look out for the next edition of this series that is scheduled for the Summer – it will focus on Talent and Leadership development, Training and Development plans and ESR

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Effective Workforce Planning Workforce Planning as a tool for organisational planning and control is too important to be a once a year activity consigned to a small team of information analysts. It should be everyone’s business, delivering tangible benefits to the workforce and to the organisation by providing the intelligence for effective management of around 70% of an organisation’s costs. A systematic approach of regular workforce reporting and review at all levels can be embedded in the organisations culture. If data is input into ESR at department level, on a ‘right first time’ basis, by people who understand and use it, data quality will improve as the foundation for accurate and reliable reporting, review and future planning.

http://www.electronicstaffrecord.nhs.uk/fileadmin/documents/executive_bulletins/ESR_Executive_Briefi  

http://www.electronicstaffrecord.nhs.uk/fileadmin/documents/executive_bulletins/ESR_Executive_Briefing_April_2010.pdf

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