Academi HPMA NHS Wales WOD Development Workshop

‘Developing a Centre of Excellence for NHS Wales Workforce & Organisational Development (WOD) Profession’ Scoping Workshop Wales Healthcare People Management Association Winter Event, Cardiff 25 January 2017 Visual minutes & report design Scarlet Design Int. Ltd. www.franohara.com ohara@scarletdesign.com Facilitation by Scarlet Design Int. Ltd. and Academi Wales #HPMAWALES2017

2

“TRANSFORMATION THROUGH PEOPLE: TOGETHER WE CAN BE A FORCE TO BE RECKONED WITH.”

Wales Healthcare People Mana gement Association Muller Room, All Nations Centre, Cardiff Wednesday 25th January 2017 ‘Developing a Centre of Excellenc e for NHS Wales WOD Profession ’ Scoping Workshop 09:45 10.1515

‘Developing a Centre of Excellence’ Scoping Workshop Workforce and OD Directors have identified the need for a programme of work to engage the WOD community in Wales in regular CPD, Networking and Training. This work aims to facilitate Workforce and OD staff at all levels to reach their full potential, enabling them to provide the best advice and support to all NHS services in Wales.

The purpose of this report is to share insights and findings from a scoping workshop, hosted by HPMA Wales, in partnership with Welsh Government and NHS Wales.

The scoping workshop is part of a process to understand the future needs and priorities, develop a vision for the community and explore the potential for a ‘Centre of Excellence’, ideally suited to NHS Wales and comparable with the best anywhere.

The aims for the workshop were to: • Explore the challenges and opportunities facing the NHS in Wales, • Understand the implications for the skills, capabilities and roles needed by the WOD function in the future.

Registration – Refreshments and

Community Networking

Welcome, Introduction and Conte xt Setting: Julie Rogers

Director of Workforce and OD, Health

and Social Services

Table Exercise 1 : Table Exercise 1 : Visualise the future (Part 1) Future priorities for NHS Wales and implications for the WOD function Visualise the Future Workforce and OD Survey Resul ts Workforce and OD Survey Resu lts Sarah Morley Director of Workforce and OD, Velind re NHS Trust HPMA Wales Branch Chairr

12.15 13:00

Table Exercise 1: Visualise the future (Part 2) Future skills, capabilities and roles for delivery Lunch & Community Networkin

g

Welsh Finance Academy Prese ntation and Q&A Alan Brace Director of Finance, Health and Socia l Services HPMA London Academy Mode

l

Table Exercise 2 : How will we address the challenges?

Solutions/Thinking Differently 14.30 14.50

16.00

Refreshments & Community Netw

orking

Table Exercise 3 – Moving Forw ard Together: BIG THOUGHTS? Review AND Next Steps : Julie Rogers Director of Workforce and OD, Welsh Government Close Follow us on twitter: @HPMAWAL

• Explore what could be put in place to support and promote the required developments Participants engaged in a range of activities to generate and capture their views. Working in groups, with a spread of roles and experience, they answered questions, clustered responses and defined themes. The report shares the emerging themes.

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP

ES #HPMAWales17

WORKFORC R NHS WALES EXCELLENCE FO A CENTRE OF ‘DEVELOPING

WORKSHOP SSION’ SCOPING E & OD PROFE

S2017 #HPMAWALE

hop: day’s works Aims for to and e challenges Wales.

• Explore th in S H N e es facing th opportuniti e skills, ations for th d the implic Workforce e th by • Understan ed ed and roles ne nction elopment fu capabilities ational Dev is an rg O d . an in the future t and ne to suppor do hat could be w . e ts ib en cr pm es lo D • ve required de promote the

Introduction and context setting: Julie Rogers, Director of Workforce and OD, Health and Social Services

© SCARLET DESIGN INT. LTD 2017 MAPS: WWW.FRANOHARA.COM

3

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP

Visual Minutes Map

by Isabel Vander and Fran O’Hara, Scarlet Design Int. Ltd.

4

Q1. What will the W&OD function need to do to respond/support the future NHS Wales?

N’ SCOPING WORKSHOP FORCE & OD PROFESSIO FOR NHS WALES WORK NCE ELLE EXC OF TRE #HPMAWALES2017 ‘DEVELOPING A CEN

Visualise the Future

(Part 1)

s for re priorities/scenario tu fu e th t ou ab ng ki Thin years time: e we need to be in 10 er wh d an es al W S NH

D Q1. What will the W&O respond function need to do to /support the NHS Wales priorities/scenarios?

Di

st-its to the top se scuss Q1 and add po

• Improve communication Communication is key to delivering a vision of organisational change: “Don’t forget to take the workforce with you,” was the message on one post-it note.

Participants agreed that improved internal and external communication is key to success. “We need to communicate better with each other to enhance our relationships,” said one delegate. “And we need to tell our story more effectively to create a brand so everyone knows what we can do.”

ction on your table-sh

eet

Sharing stories and successes, both to learn from each other and to avoid duplication was mentioned as a winning factor. Participants said it’s vital that no department is left out, with a shared communication strategy across all levels of WOD in Wales, including IT and tech teams: “We need a compelling narrative, with simple messages to share what works.”

Better communication means improved partnership working and collaboration: People need time and space to plan for the future and think creatively. We also need to

build in time to effectively engage with partners and stakeholders, within public services in Wales and the general public: “People need to know what we do, and what only we can do.”

Considering the needs of an ageing workforce and re-skilling people might mean redesigning roles: “We need rotational posts so people can gain a broader experience and adopt a more flexible approach.”

• Grow our own

High Impact and flexible HR practices can facilitate this movement.

Traditional HR troubleshooting managers need to give way to more change and organisational development managers, skilled in the best HR practices.

Getting talent management right is essential for transformation of the workforce. Helping people achieve more by building their capabilities and developing a sense of meaning and purpose in their work is vital.

Participant conversations highlighted the need for less HR, and more high impact practices that embody a coaching and mentoring style. More managers should become skilled in HR practices, and encourage people to grow their capabilities.

Some people mentioned the impact of Brexit on recruitment, and said adopting an agile and optimistic culture of growing and retaining talent will be essential for the changed landscape: “We need to introduce training and qualifications to enable people to broaden the scope of their career path, so you could have what’s effectively three careers over 50 years, rather than be stuck and not developed in one.”

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP

Participants shared the potential for transformational practices that keep people interested in their work. They said “taking the workforce with you” is vital and can come from “involving” rather than “engaging” people, with more growth and development opportunities so staff don’t leave.

• Build a high impact learning culture It was agreed that keeping staff interested and invested in the mission of the NHS is vital to retain staff, with an enhanced learning environment where everyone can fulfil their potential. Feedback suggested that future training offers might change to reflect different learning styles: “The learning styles of individuals are

5

Q1. What will the W&OD function need to do to respond/support the future NHS Wales? not taken into account, e-learning doesn’t work for everyone…”

It was suggested that embedding a person-centred approach was something managers can also learn: “Staff need to know that managers understand and value their input and will nurture their potential. We need to educate and develop managers’ people management skills,” one group agreed.

Modelling values of compassion and openness emerged as an essential leadership skill. Participants called on managers to be more approachable, have a “human face”, and “practice what they preach.”

Ensuring compassion is at the heart of service delivery is key to delivering efficient and safer health care, and participants said this can be achieved by prioritising wellbeing in the workplace and enabling staff to take on flexible working.

• Develop shared vision “A change in culture needs to start with us all working together,” was a key message from the groups.

Working collaboratively for All Wales means getting unstuck from silo thinking, and suggestions to help this included an all Wales HR Helpdesk,

All Wales practitioner meetings to share best practice and empowering managers to make decisions and take flexible risks.

An All Wales approach doesn’t mean introducing a one size fits all policy, reminded one delegate: “We need a one size fits one, not a one size fits all,” she said. And we need to remember to plan the workforce around the needs of patients. How we live now is different to how services are planned, more needs to be done in the community and we need to encourage healthier living earlier on and perhaps need new roles to reflect this.

The importance of thinking time emerged as vital to creating a shared vision: “We need time to think and plan creatively.”

• Move towards Generalism Delegates agreed that workforce development needs to reflect the changing needs of the population, and be able to move to a 21st century prevention model rather than the acute and expensive specialist model we have now: “We now need a focus on whole person care, and that means less specialists and more generalists.”

Participants called on any workforce transformation plan to consider the need to deliver care in a different way, and think of developing more new roles in the community so people can be treated where they are. Patients need to be at the heart of the project, and this will involve rethinking the workforce, with more integrated care and planning: “We need integration with other bodies, and to integrate WOD functions within health boards and trusts,” one group said.

• Do digital better Effective use of digital technology can help enable the workforce, and we must use it better. Feedback from groups recommended that better use of digital can help efficiency, communication and transformation of the workforce. One sign of this digital evolution will be the move to paperless notes: “It’s absolutely time to move away from handwritten notes,” wrote one delegate.

• Become more business savvy Participants called for robust processes to evaluate what works: “We need to identify skills and competencies and how we train and measure them.” We need to invest in function and be businesslike: “We

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP

need to be at that table, and think of ourselves in a business partner model.”

Becoming more business savvy also means being creative with the funds available to us, suggested one group: “We can operate as change agents, identifying the skills that are required for the future.”

The importance of prudence was mentioned both in terms of spending and in terms of values of moving towards coproduction and equity: “We need to become more prudent in our thoughts and actions.”

• Celebrate success Fostering a sense of employee pride is essential to motivate and transform the workforce: “Stop undervaluing us and our profession. We need to be proud of who we are and what we do by celebrating our successes and sharing our stories.”

Job satisfaction and feeling valued was a core message from the groups.

Employees say they will value an organisation that values them. We need to “take the blinkers’ off”, said one delegate: “Transforming the workforce must start with transforming ourselves.”

6

Q2. Which Skills, Capabilities and Roles are needed to deliver these ‘future’ priorities/scenarios?

COPING WORKSHOP CE & OD PROFESSION’ S NHS WALES WORKFOR FOR NCE ELLE EXC OF #HPMAWALES2017 ‘DEVELOPING A CENTRE

Visualise the Future

(Part 2)

rmation implications this info Thinking about what D function: highlights for the W&O

ilities b a p a C , ls il k S h ic h W .

2 Q deliver and Roles are needed to os? these priorities/scenari Discus

to the bottom secti s Q2 and add post-its

Having focused on future NHS priorities and the WOD responses required, participants were asked to consider the implications for future service delivery in relation to the skills, capabilities and roles required.

• Leadership & Navigation Skills Every new venture needs a road map: a clear communication of our vision and the benefits a Centre of Excellence can bring: “We need to position ourselves as different to HR. This is about inspiring and evolving leadership for the profession as a whole - on a local and All Wales level.”

on on your table-shee

t

Leaders must ‘horizon scan,’ and be able to adapt, innovate and become more resilient to future uncertainty.

Communicating a clear vision for the future of WOD is essential to bringing it to life. Leaders must model knowledge of OD and be able to sell its benefits across the NHS and partner organisations: ”Good strong OD knowledge means more managers will come for help”

• Risk taking The language of courage and risk featured significantly in participant feedback, with comments like: Be bold and brave. Be different. And be prepared to take risks. Others

were more cautious: “Apply risk appropriately. Sometimes it’s needed: sometimes it is inappropriate!” read one post-it note. Overall, participants saw the Centre of Excellence as an opportunity to embrace the new: “Let go and innovate” read one person’s feedback.

Sustainable, whole-system change requires new levels of openness and creativity. Conversations focused on the potential of the Centre of Excellence to be a safe environment to road-test ideas, and share knowledge between stakeholders, including sharing successes and mistakes: “We can gather evidence and data, challenge assumptions and research innovation.”

All agreed that an organisational development approach to transformation is about taking time to explore fresh ways of thinking and working. “Let’s rip up the rule book,” suggested one delegate.

• High level skills Delegates felt that increasing automation will mean an end to many low level jobs: “We need people with the mentality of activists, and advanced skills in HR, finance, technology and computing.”

Successful organisational development depends on its leadership modelling

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP

values of openness and compassion: “We need clear communicators who understand the vision and can explain how organisational development can improve outcomes for patients and staff.”

“We can shape and influence leadership to take healthy risks and embrace change,” suggested one delegate. But modelling the vision must come with advanced conflict resolution and mediation skills: “Enough pink fluff” was the message on one post-it note.

• Put technology to work Harnessing digital is a crucial part of workforce transformation. Digital technology has the power to make the NHS more precise and efficient for staff and communities: “We must maximise technology to do ‘core’ HR work, then we can focus on where we can add value.”

Digital technology can enable people to learn differently and work flexibly.

There were calls for a “wiser use of technology,” to help staff work smarter. “Technology can help us stay connected in every sense,” said one delegate. “Even if we’re working from home.”

Lack of access to technology was

7

Q2. Which Skills, Capabilities and Roles are needed to deliver these ‘future’ priorities/scenarios? flagged as an ongoing issue for some staff. People need the confidence and competence to embrace digital technologies, but first they need access to it. All agreed that workforce data analysis and access to technology is vital to a whole systems approach to organisational development, as well as being able to maintain confidentiality, and share data safely and securely.

Being ‘paper-lite’ was highlighted as a benefit for a digitally enabled workforce, and that “technology must help, not hinder us.”

• Be ‘Champions for Change’

• Create an ongoing learning culture

Encouraging creative ideas and agile ways of working is seen as a core leadership skill. Leaders are seen as talent managers who can train managers to inspire and motivate their teams, and look at how we recruit the staff of the future: “OD leaders are not firefighters but champions for change.”

Research tells us that patient satisfaction is directly linked to employee satisfaction. Successful OD strategy must have the wellbeing of the workforce at its heart, and encourage creative, flexible thinking. Participants were inspired by WOD’s potential to reinject confidence, optimism and pride in the workforce: “We need to put the fun back in the NHS … Let’s make wellbeing and happiness a priority.”

Participants said that there are no quick fixes to the journey ahead, and staff need time to think and plan: “Create protected time to allow people to see projects through from start to finish …

We need to be given space and time to think outside the box.”

A successful All Wales vision for WOD will require leaders who model the values of OD and are able to plan, challenge and mediate: “Leaders must be skilled in both strategy and operational management.”

They need to be champions for the culture of the NHS and staff by enhancing their experience at work: “Enable the workforce to self-regulate, and promote flexible thinking and working,” wrote one delegate.

Others said we need to “align WOD priorities to NHS Wales priorities, and be clear on what needs to be achieved.”

“We need to clarify our offer,” suggested one participant.

“It’s essential we can deliver WOD skills for managers and all WOD staff.”

• Future proof

One group said moving to a business partner model can help: “ We need to learn from best practice in the private sector, and also have a healthier turn-over to get ‘fresh blood’ into the profession.”

Those leading change need to ‘challenge the norm’ and inspire and develop a courageous, values-driven workforce. Delegates questioned the numbers of managers with the correct competencies to lead change and influence, and said training must be a priority: “We need to simplify and demystify what we do, and hold managers to account via PADR objectives for ‘people management’ as a tier 1 priority, equal to finance…”

Identifying key ‘big picture’ themes RKSHOP OPING WO ESSION’ SC ALES2017 & OD PROF #HPMAW ORKFORCE S WALES W NCE FOR NH OF EXCELLE TRE CEN G A 3) ‘DEVELOPIN ture (Part

Visualise

• Collaborate Across Boundaries An All Wales approach requires consistency and cross fertilisation across boundaries. Effective co-production means building relationships across internal and external boundaries and functions: “We need to pay attention to the wider health and social care landscape, and engage the emerging workforce with attractive placements and apprenticeships.”

Recruiting tomorrow’s workforce is vital. Some suggested reaching out to universities, and also creating an apprenticeships structure with multilevel entry: “Secondments can also help widen access and opportunity, and enable staff to experience a broader range of functions.”

the Fu

emes - 4 key th Identify 2

ts table-shee from your

the post-its § Review ble sheet on your ta rching 2 - 4 overa § Define ’ themes ‘big picture ost its. on large p § Capture

mov

tions, . the 2 ques e’ themes -its across tify the ‘big pictur L the post er to iden st Review AL clu d an -its around e the post

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP

8

Q3. To enable quality future delivery of this theme: What do you need? How should this be provided?

OD PROFESS S WALES WORKFORCE & OF EXCELLENCE FOR NH ‘DEVELOPING A CENTRE

ION’ SCOPING WORKSHOP #HPMAWALES2017

nges Addressing the Challe

nd locally…

Think nationally… A

Go paperless: while making sure that we have robust and secure networks to preserve confidentiality.

Q3. To enable quality eme: future delivery of this th • What do you need? rovided?

• How should this be p Writ

tional’ and ‘local’ e your ideas in the ‘na

Themes identified at the end of the previous discussion (Visualise the Future - Part 3), were collated and 12 overarching areas of focus were identified.

Each table explored one of these ‘big picture’ themes in more depth, considering the Local and National opportunities.

Participants had the chance to contribute to an additional theme of their choice using a World Cafe approach

sections on the tables

info graphics, e-Rosters, e-Coaching network and interactive chat rooms and webpages as well as Skype for business.

LOCAL Investment: in digitising WOD: “We need timely and robust investments in the digital infrastructure”.

heet

TECHNOLOGY NATIONAL Remove barriers: Digital maturity depends on removing barriers to adoption: “Local Authority and Health Boards still struggle with restricted access”. It’s also important that we align system governance across L.A., NHS, primary care and other relevant stakeholders.

Streamline: We need our innovations to be backed by robust data. We need All Wales digital tools to help streamline processes, and to introduce things like visual

Joined Up: IT must be more useable and joined up for our clinical teams, patients and all staff: “We need an agile and flexible approach to communicating and collaborating both internally within the organization and with patients.”

Recruit right: Getting in experts is essential: “We need data analysts with advanced skills to make the most of mobile health and the potential for digital transformation of the workforce.”

R&D investment in robotics software and other innovations can help us work more efficiently, deliver work more effectively and avoid duplication.

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP

VISION NATIONAL Work in Partnership: in order to realise the vision of the ‘Centre for Excellence’: “We need agreed partnerships between NHS, Local Authorities and Welsh Government, as well as partnerships between corporate support services e.g.

Finance, Planning etc.

Align: Align R& D with our vision and strategic model and translate the research into more effective practices and better outcomes for patients and staff.

Benchmark: understand the health context and horizon scan the workforce issues of Scotland, Ireland and England.

Imagine: Allow time to properly envision what the workforce will look like in the future to inform accurate planning.

Modernise: Create parity with contracts and pay: “We must be able to read across from NHS to Local Authorities T&C’s and salaries.”

Ensure Medical contracts and terms and conditions are fit for future purpose given our medical workforce challenges.

Nurture: Support staff growth: “We need an innovative career pathway

9

Q3. To enable quality future delivery of this theme: What do you need? How should this be provided? to support WOD staff to develop their skills.” Connect with registered bodies like the Chartered Institute of Personnel and Development (CIPD) to help staff find meaning and purpose in work.

LOCAL Integrate: “We need better integration of services e.g, between Health & Social Services, and to make sure we’re communicating and supporting all partners.”

Embed vision: “It should be set out in organisational Integrated Medium Term Plans (IMTP’s).”

Transform: “We need to share resources - Services, People, Technology.”

Flexibility: “Introduction of flexible contracts to meet the peaks and pressures.”

Horizon scan : “We need leaders to know what’s coming and adjust to the climate.”

LEARNING & EDUCATION KNOWLEDGE NATIONAL Secure commitment at an All Wales level to support the development of WOD practitioners.

Prioritise training, create time for learning and use credible trainers.

Realistic goals and expectations: instil competence and confidence in staff.

Raise morale and empower staff using team building exercises and online transformation tools.

Create secondment opportunities: release and support practitioners to work beyond organisational boundaries.

Deliver training via an NHS Wales WOD academy, probably run by the Healthcare People Management Association (HPMA).

LOCAL Engage Managers to make sure they understand the benefits of L&D and give fair opportunities for staff at all levels.

Identify and agree learning needs at staff appraisal and nurture engaged employees who want to develop.

Release staff to train and resource training with sufficient, not just adequate budget; “ensure back fill is funded”.

Share best practice by giving staff opportunity to work across other organisations.

Support skills growth with a focus on transformation and change.

pathways.

CAREER PATHWAY NATIONAL Introduce a workforce passport to prove that staff are appropriately qualified and licensed to carry out their roles with a link to the Electronic Staff Record (ESR).

Create a competency framework to help staff develop their skills Invest in the future.

LOCAL Expose staff to best practice from other Health Boards and Public Sector organisations.

Develop a range of trainee opportunities, including apprenticeships.

Be Robust with performance assessment and discussion about career pathways.

TALENT AND SUCCESSION NATIONAL Identify talent in a systematic way: create a talent pool to find the best people to work in the NHS. Introduce a framework of excellence with a UCPID career map and be ambitious with tailored career

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP

Encourage learning relationships and shared purpose through coaching and mentoring.

Grow the workforce: opportunities to grow and develop can impact staff wellbeing and patient safety and experience.

Redesign roles to fit current and future context and develop T&C’s for integrated roles.

LOCAL Rotate staff across different functions in , workforce and OD to build experience.

Expose staff to other sectors outside of the NHS or Public Services.

10

Q3. To enable quality future delivery of this theme: What do you need? How should this be provided?

Provide opportunities for staff growth and development including secondments, coaching, mentoring and shadowing.

Engage the future workforce: provide work experience opportunities/apprenticeships.

Monitor Personal Appraisal Development Reviews (PADRS) to ensure ongoing development and highlight rising stars.

LEADERSHIP BEHAVIOURS NATIONAL Define the leadership behaviours required and live them.

Improve strategic direction and set the tone from the top.

Motivate staff and encourage the development of skills that are most needed.

Identify future leaders with a succession planning system.

LOCAL Map the leadership behaviours you need and recruit with them in mind, through values and competency based interviews.

Measure leadership behaviours via PADR and feedback and manage the performance of those who do not

display them consistently.

work life balance.

Model a culture of improvement and continuous learning.

Shift mindsets with transformational champions of change.

Develop opportunities: “We need training, shadowing, mentoring experience.”

Create a culture of experimental learning: don’t be afraid to make mistakes and learn from them.

Maximise staff potential with talent mapping for future opportunities.

CULTURE NATIONAL Celebrate success: recognise good leadership and innovation.

Challenge unacceptable behaviour consistently.

Empower staff and build confidence and pride in the workforce.

Promote profession and challenge negative media portrayal of the NHS e.g. Create a facebook page dedicated to positive comments about the NHS.

for joint working and partnership arrangements.

NATIONAL Save money through integrated procurement e.g rostering.

LOCAL Provide all new staff with a comprehensive induction so they understand the values of the organisation and how other functions/departments work. Shadow other roles within the WOD function and promote integrated working across departments.

Build a single ‘Centre of Excellence’ to be applied across Wales.

Develop relationships with higher education bodies /organisations.

Be inclusive: involve staff in decision making and developing national policies.

Streamline Workforce and OD so there are fewer departments and therefore a more integrated way of working.

INTEGRATION

Communicate: ensure all stakeholders are aware of the need

Focus attention on staff wellbeing.

LOCAL Understand organisational values and required behaviours. Challenge locally when you see unacceptable behaviour.

Celebrate success with your teams.

Promote positive messages about

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP

11

Q3. To enable quality future delivery of this theme: What do you need? How should this be provided?

COLLABORATION

WORKFORCE PLANNING

NATIONAL Develop the workforce at all levels: ensure no one is left behind.

NATIONAL Use robust data to inform decision making and include analysis of environmental and technological factors.

Inject dynamism into workforce by introducing new blood into meetings and discussions.

Think Big and consider the wider health and social care context.

Network to share knowledge and promote best practice.

Create communities of practice through Forums and online collaboration.

Know Who’s Who with a Directory of Expertise held nationally.

Establish an All Wales WOD Academy to inspire and promote excellence.

LOCAL Build a contacts directory with local lists and stakeholders.

Breakdown barriers and move beyond an “us and them” mentality.

Establish a culture where hierarchy doesn’t limit freedom of speech.

Encourage diversity: value peoples’ differences and address their different needs and strengths.

RIGHT ROLES, NOW AND IN THE FUTURE

Wales supporting new models of working

NATIONAL Create All Wales WOD Centre of Excellence with specialists on hand to advise and guide

Engage and Inspire: share best practice across platforms, including live stream

Engage in the changing political agenda. Communicate key messages: influence, engage and inform

Review roles and identify skills gaps, linking any new roles to the NHS Wales Vision

Be strategic: see the bigger picture and not be driven by numbers.

Introduce a National helpdesk so someone is always on hand to help advise staff

Prioritise staff shortages in specialist roles Work closely with finance and other stakeholders Create culture of openness in relation to planning and not be afraid to share mistakes and successes LOCAL Attract the ‘right people, at the right place and the right time’.

Map Assets: “Ask what do we have and what do we need?” Consider demand and demographics.

Flexible working conditions, to include intergenerational leave for those caring for older parents Understand business in order to influence and challenge and use data to inform change

LOCAL Analyse the workforce to identify current and future job needs Engage the future workforce with job experience opportunities and outreach

Develop links between finance and workforce Diversify thinking and approach, work outside traditional boundaries Collaborate with others across the workforce to identify overlaps and gaps in service Build the evidence base and map the change we want to create Move from focus on acute services and crisis management to a culture of transformation, continuous learning and change

Be Change Agents: champion change and attract the right people through storytelling and effective communications

LOCAL Stay connected: have the confidence to challenge and engage early in the process

Assess current skills and competencies and give staff clear development and career pathways

Build in space for reflection time and next steps

TRANSFORMATION AND CHANGE NATIONAL Go Digital: National strategy for

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP

Focus on strategy rather than day to day management. WOD staff need to see the bigger picture Develop a stakeholder map to increase understanding of other departments, public health and the 3rd Sector

‘DEVELOPING A CENTRE O F EXCELLENCE FOR NHS W ALES WORKFORCE & OD PR OFESSION’ SCOPING WO RKSHOP

Moving forwards

12

‘Big Thought’ participant poster designs

together Your ‘Big Thought’ fro m today… Divide int o 2 groups on each table and des ign a poster – be cre ative!

#HPMAWALES2017

BIG THOUGHT?

Discuss what’s been sa id / not said Key messages What resonated for you?

After 15 minutes we will ask each group to present their BIG Poster… in under 60 THOUGHT seconds! A prize if you achieve this!

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP

13

‘Big Thought’ participant poster designs: key messages

develop ownership

challenge bad practice

what shadow do we cast? (individual, organisational, professional) horizon scanning once for wales

branding & vision integrated working

working together: in-house & other healthboards

Continuos review & improvement career pathway: clear structures of development

we can do it bigger & better

we do need to change

people at the heart

we need a pathway to our future

same goals & ideas for future

workforce planning

protecting future generations: succession planning. paying now to plan ahead

development coaching / L&D mentoring complex journey - feed each stage

rotate roles / organisations

research & cpd

one nhs

near future: collaboration -integrated wod

future hr - no boundaries

investing in the future

wod: own house in order

use current experience share best practice

skill mix of future workforce

blue sky thinking

fga

confidence in the model cipd

managers to manage: more efficient more time for l&D take action - create the space leading by example

team working

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP

self care

wod academy

14

Photostory & Next Steps Next Steps Julie Rogers, NHS Wales Director of Workforce and OD thanked all participants for their contribution to the days activities. The information generated from the wider WOD community will be collated and shared with WOD Directors and key stakeholders. Bev Edgar, WOD Director ABMU has been seconded to develop this programme of work and will be using the intelligence shared to inform the way forward.

HPMA: ‘DEVELOPING A CENTRE OF EXCELLENCE FOR NHS WALES WOD PROFESSION’ SCOPING WORKSHOP