1. Anne MacPherson
Director of Human Resources & Organisational Development
NHS Greater Glasgow & Clyde

2. NHS Scotland HR/Workforce Directors
Why are we here?
What is important to us?
How can we make a difference?

3. Strategic Priorities National Workforce Plan
1. Championing and supporting transformational service change within Boards and across Boards at regional and national level.
National Workforce Plan
Sustainability across services
Clinical Strategy, HSC Delivery Plan
‘Once for Scotland’
Transformational Change

4. Purpose Enabling Affordable Sustainable Skilled Adaptable
Person Centred
Drive, Inform, Shape
• Policy
• Strategy
• Key priorities
PATIENTS
SERVICE USERS
• Scottish Government (Key Partners)
NHS Scotland Workforce Strategy
Collegiate
Leadership
Best Practice
Once for
Scotland
Innovation
Quality
Improvement
Planning
Workforce
Vision

5. Strategic Priorities What Next?
2. Leading driving and implementing HR transformational change: initial priorities being eESS and HR Shared Services Programme.
Recruitment
Employee Services
Medical Trainees
What Next?

6. Strategic Priorities
Leading workforce sustainability and resilience strategies to enable service sustainability driving the development of an effective National, Regional and local Workforce Plan.
• Relationships/Collaboration
Stakeholders
- HSCP’s
- Local Authorities
- Workforce
- Voluntary Sector
- Service Users
National
Regional
Local
Phase 1
Phase 2
Phase 3
September 2017/
March 2018
Annual
NHS Scotland “Employer of Choice”
Analysis
Predict
Reshape

7. Strategic Priorities
4. Shaping influencing and developing a modern reward strategy for NHS Scotland, covering pay, terms and conditions and employment policies. • Scottish Government/Employers pay group • Reward strategy • Performance Management approach • Policy review • Public Sector pay policy

8. Strategic Priorities
Shaping, championing and driving innovative approach to leadership, management and workforce development.
Succession
Appraisal
Talent Management
Innovation
Quality
Improvement
Competences
PDP

9. Strategic Priorities iMATTER
Championing and driving improved staff engagement and staff experiences, linked directly to patient experience and quality data.
iMATTER
Local & national service improvement QI
Patient experience
People performance dashboard

10. Strategic Priorities
Driving and supporting a values based culture with particular focus on positive employee relations and partnership.
Leaders
Employee Relations
Culture
Staff
Governance
People