North Bristol NHS Trust People Strategy - NBT

The People VisionOur vision at NBT is to create an empowered workforcethat is fit for the future. This means we need to dothings differently and evolve our offer to reflect thechanges in society and the way we all live our lives.As individuals, we have a changing relationshipwith work and our home life. This is becoming lesscompartmentalised and more varied and fluid. We needto create a stronger emotional and personal connectionbetween work and ourselves.As individuals we need to strive to be the best version ofourselves. On the days we cannot, NBT as an employerwill support you and recognise your unique contribution.It is only when we create the right environment that themagic happens. Core to this is creating a ‘Just Culture’,where we are open and fair and learn together whenthings go wrong. At NBT we want everyone to be ableoffer their view, influence decision making and speak upwhen things are not right and feel supported to focus onwhat has happened, without blame and with emphasison learning and improvement. We want to be a beaconof inclusivity.We are committed to continuing and maturing our ServiceLine Manager (SLM) model of delegated leadership,where decisions are clinically led and made at the mostappropriate level. To further develop our service linemanagement leaders we will provide support to: By 2025We will have an inclusive, adaptive and motivatedworkforce within both the ICS and wider NHS and Healtheconomy. A culture that supports development, careerprogression and provides an open, compassionate andinclusive environment where individuals and teams flourish.NBT Hero – Omar Bah,Team Leader, FacilitiesOmar is a Team Leader in Facilities. He wasnominated as an NBT Hero for “his ongoingsupport and commitment he has shown overthe years in supporting the domestic staff ontheir mandatory training courses”.Develop line managers’ skills in compassionateleadership.Ensure there is the right level of support between ourservices and our divisions and directorates aligningeveryone to deliver great patient care.ICS “Healthier Together” looks across care pathways andis a vital ingredient in this strategy. We will move fromorganisational working to system working by committingto work in collaboration and partnership whereverpossible. For example: 10Developing our university pipelines.Creating training passports to help satisfy supply anddemand particularly in scarce skills and complimentaryterms and conditions to help staff more easily intoroles across the regionShared hubs for resourcing and deploying staffacross BNSSGAspire to be a regional employer of choice for all rolesin healthNBT Hero – Robert Brown,PharmacistRobert was nominated because he hascontinually provided amazing leadershipto his team, including during the pandemic.His nomination reads: “Through it allRobert has been a welcome source ofencouragement, steady communication,and calm leadership”.

Our 3 key strategic themes1. Great Place to workThrive Building on our strong emphasis of staff wellbeing A just culture is a culture of trust, learning and accountability.In the wake of an incident, a restorative just culture asks:Growing our flexible working offersVigorous approach to ED&I – diverse teams thatreflect the population we serve and enhances theexperience of our patients‘Who is hurt, what do they need, and whoseobligation is it to meet that need?’“Valuing You culture” as set out in our 2020EDI StrategyJust Culture – focus on fairness andaccountability rather than blame and sanction Links to quality and safety It doesn’t dwell on questions of rules and violations andconsequences. The main question for a just culture isnot about matching consequences with outcome.Instead it asks:Free from harm – not from errorEncourages and supports speaking up, especially forthose staff who are disproportionately represented/implicated in formal cases‘Did the assessments and actions of theprofessionals at the time make sense, giventheir knowledge, their goals, their attentionaldemands, their organisational context?’Restorative actions/conversations where possiblewhich aim to put things right (meeting hurt and harmwith healing, not with more harm)Reduction in formal ‘cases’ – and those that occur arehandled efficiently and limit harmVoice Empowering staff to have their say, involved indecisions and lead through innovation Wellbeing conversations built into appraisals Regular listening events and pulse surveysEncouraging staff to speak up against issues suchas bullying and issues relating to patient safetySummary of Measures of Success An increase in the reporting of adverse events/patientsafety concerns / staff speaking upA reduction in sickness absence and staff turnover Reduction in Suspensions, Disciplinary cases andEmployment Tribunals Increase in employee engagement Increase in number of BAME staff in senior roles A better WRES and WDES position year on year indicating improved inclusivity CCQ Well Led assessment shows tangible progress onEDI agenda and its impact on staffFurther improved well-being offer to include extendedmental health, keep well and financial wellbeingsupport by the end of 2021/22From Sep 20 well being conversations will be builtinto all staff appraisalsIntroduce ‘Just Culture’ to be fully operational by2021/22 reducing episodes of formal disciplinary actionExceptional healthcare, personally delivered11

2. Growing and Developingour Workforce A blended composite workforce with a broad varietyof jobs and career pathways for all professions Self-directed e-Learning –upskilling and growing capability Multi Professional teams Developing managers and leaders to build a cultureof compassion and inclusive leadership Clear supply routes for shortage specialties Focussed retention strategy Improved real time People data, analytics and PeopleScore Card reportsGrowing our international staff pipelinesMaintaining education to grow our future, expandingour offer for ACP rolesSupporting Clinical PlacementsImproved approach to workforce planning andscenario planningImplementing e-Rostering Job Planning Line Managerand individual ESR Self ServiceContinue to expand our Apprenticeship portfolio9,269staff employed2,1042,8812,463NBT 25%)(75%)Summary of Measures of Success 12Comprehensive and easy to use People BalancedScorecard, data and reports by 2021/22Career pathways are developed across professionsand with our staff using them for developmentpurposes by the end of 2024/25Trust wide retention plans in place by 2021/22 andreducing turnover, continuously monitored Staff survey assessments of managers show greatercompassion and inclusivity year on yearTrust wide workforce plans which address shortagesand different scenariosInternational resourcing pipelines which fulfillworkforce plansIncreased flexible working in line with consistentBNSSG approach

3. Better People Support Providing single point of access to our services ‘onestop shop’ through intranet with easy to use intuitivenew policy guidance Dedicated complex casework team with EmployeeRelations case trackerStreamlined digital enhanced recruitment and onboarding working alongside the community for hardto reach groupsFlexible working arrangementsHR balanced score card reports and workforce data,that is timey and reliableCustomer focused delivery of people servicesSummary of Measures of Success Implement a new intranet People portal with easyaccess and navigation by November 2020 to coincidewith Trust rollout of the new intranetAll policies reviewed, streamlined and improved byend of 2020/21 Implement ESR self-service by the end of 2022/23with progress measured against numbers of staff thatare users by the end of 2021and 2022By Jan 21 all roles will be considered for flexibleworking patterns with role modelling from the topReview end to end recruitment process to identify aquicker, seamless intuitive system and process by 2021/22Suite of toolkits, guidance and development onlineand easily accessible for managersExceptional healthcare, personally delivered13

Governance and ways of workingEach year, in line with our Trust and the ICS businessplanning cycle we will publish our planned activity tosupport national, regional and Trust ambition. This willform part of our annual operational plan. Our activitywill be developed locally in consultation with divisionalPeople Partners focused on the priorities identified inthe overall strategic direction of the Trust, Divisional andTransformation plans. We will assure the Trust Board ofour progress through the People & Digital Committee. TheAnnual Plan will plot our progress to enable the ambitionset out in the Trust 5 year Strategic Plan.Working with our partnersWe will continue to strengthen our relationship with ICSand South West Leadership Academy in 2020 through: A one system workforce approach, to enable an agile,system way of working across health and care Collaborative approach to inclusion, using our jointresources to deliver changeDevelop our hubs of resourcing and deployment andwork together to recruit and retain more people intohealth and care and support all our services to be safe,resilient and supportive places to workStrongly commit to a joint Learning Academy,integrated with the Community and Primary CareTraining HubExtend and deepen our consistency of Terms andConditions across BNSSGDevelop our Employer Value Proposition – includingworking with schools and colleges to promote healthand care as a place to workNBT Hero – Michael Okocha,ST3 DoctorNBT Hero – Linda Madge,Safeguarding OfficerMichael is a doctor in training. Michael wasnominated as an NBT Hero for organising anevent to celebrate junior doctors and theirquality improvement work. This event wasdescribed as “an amazing day with lots ofpositive feedback”.Linda is a Safeguarding Officer. She recentlywon an NBT Hero Award after beingnominated by a colleague.Linda has been working with the bereavementservice during COVID-19. She was nominatedfor supporting and contacting bereavedrelatives with “compassion and class”.Her nomination also says that “She is notonly one of the nicest people I’ve met, butshe is also incredibly hard-working”.14

Our immediate prioritiesOur activities will be delivered using a planned approachover the next 5 years. Our immediate priorities in2020/21 are:1. Digitalisation and benefits realisation of people systemsand processes – including ESR, E-rostering, automationof processes, data and policy infrastructure2. ‘Just Culture’ – continuing to develop our culturebased on our values3. Workforce planning - short and long term, witha defined focus on a composite workforce4. Thrive, well-being and voice – our employee offerto include:a. Retention – lead a national NHS/I Pathfinder projectto deliver and showcase best practiceb. Health and wellbeing, physically and mentally –Psychological support offer for teams and individuals.Health and Wellbeing built into inductionc. Agile ways of working – new flexible working offersd. “Listen Up” opportunities – regular listening eventsand pulse surveys5. Improved, faster recruitment and “on boarding” process6. Equality, Diversity and Inclusivity (ED&I)NBT Hero – Becca Smith,Deputy Director of Researchand Head of Research &InnovationBecca recently won an NBT Hero Awardafter being nominated by a colleague. Beccawas nominated for her incredible workmanaging the Trust’s PPE resources duringthe pandemic, which is one of “the mostcrucial roles required to support NBT in itsCOVID-19 response”. Her nomination says, “Iam absolutely in awe of the way in which shehas seamlessly delivered this most challengingof tasks and always with a smile.”a. A vibrant BAME network with dedicated facilitytime off and development opportunitiesb. Wellbeing Guardian at NED Level; BAMEExecutive Championc. Trust to join Stonewall and champion Allies Programmed. Expert led education seminars on health inequalitiesand racial injustice7. Setting challenging objectives to address issues ofinclusion, as indicated through our WRES / WDES8. Aligning our People Service teams to matrix working,enabling self-service through our ‘One Stop Shop’using the Trust intranet linksNBT Hero – Chinedu Nkole,Stroke ConsultantChinedu is a Stroke Consultant. Chineduwas nominated for an NBT Hero awardfor showing “outstanding care andcommunication to all members of the team,patients and their relatives, despite theenormous amount of pressure the medicalteam are under”.Exceptional healthcare, personally delivered15

Work already underwayOur People Strategy builds on work already underwaywithin the Trust and across BNSSG. We will develop thissolid foundation to enhance our offer to staff and createan environment where we all can thrive. 16 The development of our ‘Valuing You’ inclusivityapproach underpins our aim for staff to feel valuedand respected in their rolesWe have a comprehensive and multi award-winningwellbeing programme in place, including access toa 24/7 employee assistance programme, dedicatedphysiotherapy and psychology support for our staff.The programme is continuously being developedand improvedOur wider offer to staff includes onsite childcareservices, a comprehensive travel to work scheme,a salary sacrifice scheme, the opportunity to buyadditional leave, onsite facilities for staff includingcatering, hospital art and sustainability programmesWe have taken an active approach to engagementand retention, leading to a sustained improvementin staff turnover Our recently launched OneNBT leadership andmanagement development programme is wideranging and offers opportunities for all levels ofstaff. It was developed to support our service linemanagement framework and aids our people todevolved decision making and empowers ourfrontline staff to leadOur talent acquisition approach to nurse recruitmentleads to a tailored, candidate focused approach andis delivering a reducing vacancy positionOur apprenticeship programmes are established andconsistently exceed the 2.3% public sector targetImplementation of our ER Case Tracker (Selenity) is almostcomplete, which will enable full benefit realisation interms of better formal case data, better management ofcases and proactive support for managersJust Culture pilot areas are in place and partnershipworking with Patient Safety and Unions is established

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SummaryThis document is only the start of our promise to you.We recognise that the impact of Covid-19 will be withus for some time and we do not yet fully know what thiswill mean for how we work in the future. What we cansay is that this document sets out a foundation for howwe intend to put our staff at the heart of all we do. Youare what makes NBT what it is and our commitment toyou is clear. We want you to work in an environmentwhere you feel supported, where you know that wevalue your health and well-being and that we want you18to be the best that you can be. We will not only supportyou in this journey but we want your voice to be heardand to have a clear say in everything we do. You havealready told us we have to change and we have listened.The way we work, where we work, who we work withand the support we need cannot stay the same, thatmuch is clear. But we have achieved much and willcontinue to achieve great things, not by working asindividuals but as one team, as OneNBT.

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If you have any questions or comments about thisor any other guides please contact a member ofthe communications team by emailingNBTCommunications@nbt.nhs.uk

Strategy Transformation Plan Operational Plan Enabling Strategies Our People Strategy will underpin and support the strategic direction at the Trust, ICS and national initiatives. It will enact as an enabling strategy to the Trusts 5 Year Strategic Plan. OneNBT People Strategy Leading and working with partners