1. HR Shared Services NHS Fife 4 September 2017

2. HR Shared Services Update
Part of the Efficiency and Productivity Framework across NHS Scotland
Underpinning ethos of the Shared Services agenda is:
Simplify: processes and procedures are as “lean” as possible, minimising inappropriate waste
Standardise: variation between health boards and individual users is removed
Share: where there are benefits in doing so processes are delivered from a single (or limited number of) locations
3 HR workstreams – Recruitment, Doctors and Dentists in Training and Employee Services

3. Recruitment Shared Services

4. Recruitment Shared Services Work to date
Definition of in-scope activities and recruitment process maps
Data collection, benchmarking and analysis
IT and Customer Service Systems
Options Appraisal and Refinement
Stakeholder engagement events in February and March 2017 to input to the development of potential service delivery models
Developing a Business Case for Chief Executives

5. Recruitment Shared Services Options Appraisal and Refinement
Workshop 2: 23 March 2017
Appraisal of Six options – National / Regional with or without local presence, assessed and scored against benefits and risks identified by stakeholders and Shared Services Development Group.
Three options shortlisted.
Option 1
One national recruitment service, primarily delivered from one main location, with some local presence in NHS Scotland Boards (e.g. Customer engagement between the national recruitment service and understanding the of local needs but not involved in the day to day recruitment process).
Option 2
One national recruitment service, delivered solely from regional hubs. No local presence in NHS Scotland Boards.
Option 3
One national recruitment service primarily delivered from regional hubs with some local presence in NHS Scotland Boards (e.g. Customer engagement between the national recruitment service and understanding the of local needs but not involved in the day to day recruitment process).

6. Recruitment Shared Services Options Appraisal and Refinement
Overall Conclusion
Local management and accountability of vacancies remains a key component of the model
Recognition that while Boards face different challenges in terms of geography and sustainability, transactional processes and quality should be the same across Scotland
Activities in scope for a recruitment shared service would be standardised and delivered away from a local model
Optimum solution in terms of efficiency and effectiveness is that these activities should be carried out in regional hubs

7. Recruitment Shared Services Options Appraisal and Refinement
Proposal:
One option should be developed further for the business case i.e.
“Allowing for a period of transition, ultimately one national* recruitment service delivered from regional hubs.”
A proposal not a decision – which will be subject to further discussion
*In this case national means a national governance structure to ensure collaboration between, and consistency across, regional hubs, not a national organisation

8. Recruitment Shared Services Transition Process
Timescale for transition a matter for discussion and further engagement – but will be phased with the service provided on a virtual basis over a transition period.
Evolution – not revolution.
Under the current proposal recruitment service delivery will remain in local boards until at least 2019.
Planning for structural change will be co-ordinated with planning for eESS and I-Rec replacement.

9. Recruitment Shared Services Transition Process
Phase 1 – Quick Wins – Standardisation and Simplification/ National Metrics/ IT System Procurement and Development (2017/18)
Phase 2 – Shadow Regional Hubs operating Virtually (2018/19)
Phase 3 - Regional Hubs fully operational (2019)

10. Recruitment Shared Services Transition Process
What does a “Virtual” recruitment service look like?
Recruitment service delivery still provided by, and managed from Boards locally
Transition process for both recruitment staff and service users
Implementation of “Once for Scotland” approach with national policies, processes, SOPs, and one national IT system for recruitment
Work to reconfigure the service from a virtual shared service towards full implementation
Over what period would service be provided on a virtual / transitional basis?
Suggestion is one year (2018/19) – but not decided yet

11. Recruitment Shared Services Next Steps
Stakeholder feedback from engagement at local Board level on proposed service delivery model, transition process and timescales
Develop and discuss Governance options for a shared service
Explore and agree final number of hubs
Economic / Financial analysis of options
Broader stakeholder workshop in mid/end August

12. Recruitment Shared Services Stakeholder Feedback
What is your Boards view of the potential option being developed?
Do you have enough information on the process so far?
What further information would be useful to you?
What further engagement opportunities do you think would be helpful?

13. Doctors and Dentists in Training (DDiT) Shared Services

14. Doctors and Dentists in Training Shared Services
Key objectives for a shared service:
Provide optimum continuity of employment and positive employment experience across NHSS;
Ensure consistent application of employment policies across NHS Scotland;
Minimise duplication or unnecessary processes in “on-boarding” throughout rotations for clinical placements;
Promote continuity and consistency in Payroll arrangements;
Ensure access to appropriate and high quality training experiences;
Effective information sharing and engagement between NHS Boards and NES in the management of performance and training of DDiT.
National Stakeholder Event on 13th December 2016
Agreement that shared service would be implemented regionally but smaller specialty groups continuing to be employed nationally.

15. Doctors and Dentists in Training Shared Services Next Steps
Nationally
GP Trainees first moving to shared service under NHS Education Scotland in August 2017, with NHS Grampian confirmed as early implementer placement Board
A number of working groups progressing supporting work streams e.g. PVG and Disclosure, HR Medical Workforce system (TURAS) link to eESS, OHS Passport, Protection & Contracts, Immigration, top priority Policies & Procedures, national Medical jobs Application Form
Remaining DDiTs moving to shared service in August 2018
Initial discussions on possible allocation options of trainees across Fife, Borders and Lothian being progressed

16. Doctors and Dentists in Training Shared Services Next Steps
Regionally
The proposal agreed by the core steering group for Fife, Lothian and Borders is:
NHS Lothian acts as employing Board on behalf of Borders and Fife, handling all FYs and the specialty allocation similar to total current levels of activity across Borders, Fife & Lothian (excluding GP trainees and the minor specialties that are to be handled once for Scotland). – further exploration underway in relation to wider impact of one employing Board within region, e.g. Line management, HR / ER, Payroll & Finance.

17. Employee Services Shared Services

18. Employee Services Shared Service Aims and Scope
The aim of the workstream is to identify what could be done to make an easier transition to a shared service which delivers:
The delivery of workforce information to leaders within the organisation which is consistent, accurate and timely, and which will allow managers of people to make informed decisions.
The management of HR transactions not covered by eESS self-service.
The management of cases under workforce policy.
The management of workforce and HR data and the provision of management information.
The scope includes career grade medical and dental staff, but excludes Recruitment and all issues to do with Recruitment and the employment of Doctors and Dentists in Training. .
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19. Employee Services Shared Service Work to Date.
2011 HR identified as a second wave Shared Service work programme.
August 2016 – HR Shared Services Refresh Event
September Employee Services Working Group was formed and led by Jacqui Jones, NSS Director of HR with representation from Grampian, Lanarkshire, Forth Valley, NSS, Greater Glasgow and Clyde, Lothian, NES, Golden Jubilee, State Hospital, Western Isles and Employee Directors
The working group have:
Explored current HR delivery models in place in the boards participating in the work stream.
Development of in-scope activities
Outlined assumptions for a shared service
Undertaken a PESTLE analysis
Articulated what a great HR Service would look like
Are now seeking your views and perspectives
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20. Employee Services Shared Service Scope – Tiers
Tier 0 Self Service
Tier 1 HR Service Centre/Hub
Tier 2 HR Specialist Services
Tier 3 HR Process Owner /
Business Partner
Tier 2 HR Specialist Services
Tier 1 HR Service Centre/Hub
Tier 0 Self Service
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21. Employee Services Shared Service Tier 0 - Self Service
Guidance Documents
F.A.Q.s
Management information
Tier 0 Self Service
Process maps
Job Evaluation Admin Self Service
Toolkits
Guidance on T&C contractual topics
Dashboards
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22. Employee Services Shared Service Tier 1 – HR Service Centre or Hub
Managers and employees access services through Single phone/
Case management triage
Case allocation
Tier 1 HR Service Centre/Hub
Case analysis results
General advice on HR Policy
Call logging
Case Management
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23. Employee Services Shared Service Tier 2 – HR Specialist Services
Training for managers
Workforce Systems
Grievances/
Appeals & Tribunals
Continuous Improvement
Employee
Relations
Tier 2 HR Specialist Services
Teams aligned
to HR
Specialisms
Develop & maintain HR Connect
toolkits
Policy
Quality assurance & case review
Workflow end to end
process
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24. Employee Services Shared Service Tier 3 – Process Owner
Overall responsibility for process areas
Escalation process and point of escalation
Tier 3 HR Process Owner / Business Partner
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25. Employee Services Shared Service Assumptions to date
Standardisation
Common understanding of processes and policies.
Process for converting PIN Policies into one agreed simplified business focused process using “Once For Scotland” approach.
All necessary systems are in place – including case management module and eEES.
Consistent understanding of the purpose of shared services, including whether it will generate a tangible cost saving.
People
Resources are in place.
Providing Managers with the competencies and skills required.
Providing HR staff working within the shared services model with the competencies and skills required.
Scope
Viability of proposal is achievable across all Health Boards
Deliverables can realistically be implemented throughout all boards
Chief Executives find the Business case acceptable.
HR Business Partner work was out of scope for HR Shared Service at this stage
The ability to dovetail the ‘organisational change’ in all Boards to change to a shared services model.
Stakeholders
Buy in/support/agreement from a range of stakeholders – users of the HR services and HR colleagues – that the shared service model provides what the service requires.

26. Employee Services Shared Service Next steps Working towards the Business Case
The planned timelines are currently:
Visioning / case for change and scope by mid June 2017
Service delivery models by mid September 2017
Assessing the options by mid December 2017
Complete and sign off Business case for Chief Executives by Spring 2018
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27. Employee Services Shared Service What further engagement do you need?.
Consider what information and engagement you might need.
What do you need clarified?
What do you need to know?
What services need to remain delivered locally in the Board?
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