Workforce Performance Report September 2013 Jayne Halford Deputy Director of HR Caring, safe and excellent 1

Headline HR KPIs Turnover – Target 12% - Actual 12% Turnover is slightly up this month from 11.94% last month; turnover is largely constant this year and an overall improvement on last year. Leavers have outstripped starters this month which is reflected also in the vacancy rate. The exit questionnaire in this report provides more detail on reasons for leaving. Sickness – Target 3.5% - Actual 4% See also overleaf. As predicted there was an increase in sickness absence rates over the holiday period – this is an annual feature. The pattern mirrors that of the previous year albeit August and September are reversed. Intensive management of long-term sickness absence continues in all divisions. Wellbeing initiatives include : Wellbeing Days, Health Walks, Fitness Classes, Mindfulness Sessions and promotion of Wellbeing Champions. Bank & Agency- Target 5% - Actual 4.2% Bank and agency has remained the same as in August and therefore continues to be above last year’s rate. Use of sessional contracts at 2.7% has remained practically constant throughout the last 12 months. The split between agency (3.2%) and bank (1%) is also the same as last month. There does not appear to be a correlation with vacancy rates nor with sickness and it is more likely to be linked to patient profiles and activity. Total staff costs are within budget. Vacancies - Target 9% - Actual 7.2% Vacancies have increased over last month but are still below 2012/13 levels and below target. There were 156 leavers in September – an increase of 53 over last month; but this includes for example 22 students. 2

Headline HR KPIs - Sickness Anxiety, stress and depression continue to represent a significant cause of sickness absence with gastro-intestinal issues, back problems and other musculo-skeletal problems comprising the other significant blocks of absence. Other reasons – such as injury, cough /colds and other unclassified reasons are amongst the remainder of sickness absences. Two-fifths of organisations report an increase in stress/anxiety/depression. (Chartered Institute of Personnel Development (CIPD) (2013) The CIPD report on absence (2013) quotes the following as the 4 main reasons for long-term absence : acute medical conditions such as stroke/ cancer, mental ill-health, musculo- skeletal and back pain. In this we do not differ widely from the mainstream. Long-term sickness mirrors the overall sickness absence breakdown to some extent; cancers replace gastrointestinal problems as one of the 4 most prevalent reasons for sickness absence. Short-term absences present a typical profile of gastro - intestinal problems, cold and headaches. Anxiety, stress/depression/other psychiatric illnesses are prevalent in all areas of the organisation. Back problems are significant in Childrens and families and other musculo- skeletal problems are significant in both community and more surprisingly some corporate areas. 3

Headline HR KPIs – Short Term Sickness 1 and 2 day absences form the majority of short-term absence with 1 day absences being significantly greater than other lengths of absence. The reasons for short-term absence are in line with those quoted by the CIPD for short-term absence who state colds, stomach aches, headaches. The CIPD reports as follows on length of absence (2013 Report); “Overall, two-thirds of working time lost to absence is accounted for by short-term absences of up to seven days. A fifth of absence is attributed to long-term absence (four weeks or more), while 14% is attributed to absences of between eight days and four weeks “ The Trust differs from this profile in that generally long term absence forms the majority of our sickness absence - either we manage short-term sickness more effectively or long-term absence is more complex. Managers are provided with reports of short term absence so that early intervention can take place. Sickness guidelines will be published shortly to accompany the revised policy and workshops continue to be delivered. An emphasis is placed on return to work interviews particularly as the 4 th highest cause for 1 day sickness is unknown. The CIPD reports ways of tackling absence related to stress are: staff surveys, risk assessments, flexible working, Employee Assistance Programme (EAP), Stress Policy, training. The Trust carries out all of these but does not have an EAP. 4

Divisional Performance – Headlines 5 Turnover Specialised Services and Community are above target particularly community hospitals and nursing and countywide services. Specialised Services still reflects the impact of Bullingdon. An exercise is taking place approaching District Nurses to understand reasons for leaving and Thames House leavers are being monitored. Stability Stability is consistently at the 85% plus mark; areas of highest stability include Complex Needs, Medical Director and Estates/Facilities. Sickness Most areas of Mental Health, Community and Specialised Services are above the Trust’s target of 3.5%. In Specialised Services levels are down from a previous peak and a number of people on long-term absence have returned to work or left the Trust. Childrens and Families and most areas of Corporate remain below target. This largely correlates with areas of highest stress, turnover and lower stability. In Community Division, manager briefings on the new sickness absence policy have been delivered and a leaflet has been produced for staff explaining main features of the policy. In Reablement an action plan has been created to reduce sickness absence levels. Bank and Agency Bank and agency in Community, Specialised Services and Tier 4 of Childrens and Families correlates with high vacancy rates primarily and in the case of Specialised Services with areas of higher sickness rates. However budgets in Tier 4 have been reviewed and an increase in budgeted establishment will allow recruitment of further permanent posts which should have an impact on the need for bank/agency. A number of HCA posts are at offer stage. Vacancies The vacancy rate is below target and the scrutiny of recruitment to all vacancies is continuing. Vacancies in Corporate are above target because posts are being reviewed on a weekly basis prior to advertisement. ** Includes Core Corporate services, also Junior Doctors, Students, Research & Development, Pharmacy and Estates & Facilities.

6 Recruitment Data Total Posts advertised807 Applications received7232 Candidates shortlisted2879 New starters681 DBS checks411 TABLE 1 - Recruitment Activity: April 2013 to Sept 2013 TABLE 2 - Days to Completion of Recruitment Activity Stage Recruitment and Selection In the period April 2013 to September 2013, the Recruitment team has assisted service managers with the recruitment and selection of 681 permanent and temporary staff in a variety of roles both clinical and non-clinical, with activity broken down in Table 1. The recruitment team introduced a Payroll forms log, with which we are able to monitor payroll KPIs, expanding the use of IT to deliver enhanced client access to services, or reducing administration and costs to service users. We are working more collaboratively within divisions, increasing manager’s understanding of workforce planning. The Recruitment team are producing KPI reporting and performance management data to reflect the value and quality of services provided to managers and to work to improve timelines particularly time to offer made and start date. For the latest report provided to managers please see Table 2. In addition, the Recruitment team have assisted with the appointment of casual or sessional workers to cope with emergency staffing in situations such as Bed Escalation/Winter pressures and Flu vaccination. Recruitment Hotspots Where we are having difficulties recruiting, for example in District Nursing, Occ Health, Clinical Researchers, the mid to long term plan is to re-profile some of the workforce through role re-design. This will enable us to deliver an appropriate service with suitable qualified professionals that are available in the employment market. This will include the development of extended nurse roles and providing a consultant -led service, using the WTE and budget for the current difficult to fill vacancies. Recruitment Activity Stages Work days to complete each stage Calendar days to complete each stage Target (in working days) Closing of NHS Jobs1014 Sent to Manager for Shortlisting11.41 Shortlisting Completed68.45 Latest Interview Date79.87 Offer Made Date Cleared Start Date Totals

Exit Questionnaire Data 7. What attracted you to your job? PercentageUnsatisfying SatisfyingPercentage 6% || Caring/Contact with service users |||||||||||||||||||||||||||||| 94% 9% ||| Contributing to the local community ||||||||||||||||||||||||||||| 91% 22% ||||||| Job content/variety of duties ||||||||||||||||||||||||| 78% 44% |||||||||||||| Feeling valued and supported |||||||||||||||||| 56% 31% |||||||||| Working relationships |||||||||||||||||||||| 69% 31% |||||||||| Communication/feeling involved |||||||||||||||||||||| 69% 25% |||||||| Level of responsibility |||||||||||||||||||||||| 75% 25% |||||||| Flexible working |||||||||||||||||||||||| 75% Flexible Working Policies || 1% Job Security ||||||||| 5% Location ||||||||||||||||||||||||||||||||| 17% Pay || 1% Pension Scheme |||||| 3% Promotional Prospects ||| 2% Reputation of the Trust ||||||| 4% Role/Job Description |||||||||||||||||||||||||||||||||||||||||||||||||| 26% Terms and Conditions |||| 2% Training/Development Opportunities |||||||||||||||||||||||||| 14% Working for the NHS |||||||||||||||||||||||||||||||||||||||||||||||||| 26% What parts of your job did you enjoy? Top 10 reasons for leaving Return Rate Since the introduction of the new Exit Process the return rate from 1 st June until end of September 2013 is 38.3%. The 3 tables opposite illustrate why people join the Trust, what they enjoy about working in the Trust and why staff leave the Trust. Top 3 reasons for attracting new staff are Location, Role/JD and Working for the NHS Top 3 most satisfying parts of the job role are, Caring/Contact with service users, Contributing to the local community and Job content and Variety of duties Top 3 reasons for leaving, Job promotion, Relocation, Workload. Exit information is discussed with Divisional Senior Management teams on a monthly basis. Controlled Not treated fairly/equitably ||||||||||||| 7% Obtaining a better job/promotion ||||||||||||||||||||||||| 13% Pay and conditions ||||||||||| 6% Relationship with supervisor ||||||||| 5% Staffing levels |||||||||| 5% Workload |||||||||||||||||||||| 11% Uncontrolled Childcare/carer responsibilities ||||||||| 5% Relocating ||||||||||||||||||||||| 12% Retirement |||||||||||||||||| 9% Travelling difficulties |||||||||| 5%

8 Casework Data The graph shows a slight increase in Conduct, Bullying and Harassment cases with a reduction in cases relating to staff Disciplinary and Capability, with Grievances remaining the same as the previous month. The number of new cases during September Mental Health - 2 Children Young People and Families - 1 Community –3 Specialised Services - 3 Corporate - 1 The number of open cases in each division for the month of September is: Mental Health - 18 Children Young People and Families- 8 Community- 18 Specialised Services - 7 Corporate – 5 The majority of current cases relate to Disciplinary cases at 32%. At the end of the month 7 staff members remain suspended from duty pending investigation or panel hearings.