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•

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Criteria Essential Desirable

Education, Qualifications

and Training

E.g. Professional registration (GMC,

NMC, CIPD etc.) and qualifications

(or equivalent experience)

Experience & Knowledge

Required

E.g. Knowledge of key issues within

area of expertise

E.g. NHS Experience/ specialty

experience

Skills & Attributes E.g. Ability to influence and lead

Aptitude & Personal

Qualities

E.g. Ability to work as part of a team,

flexible approach

Values, Drivers &

Motivators

Ability to demonstrate our

organisational values and behaviours:

• Improving lives

• Respect & dignity

• Everyone counts

• Commitment to quality of care

• Working together for patients

• Compassion

Add department specific

behaviours

Values Based Recruitment

Gill Travis, Head of Recruitment and Transactional Services

Slide heading

The link between values,

behaviours and competencies

Our core values and

behaviours are based

on extensive research

with staff and

stakeholders

The values and

behaviours allow us to

look at both “what” we

achieve as well as

“how” we achieve it

Core competency framework

Core competencies set the expectation of

the skills, knowledge and behaviour

required at each level of the organisation:

Service Deliverer – someone who delivers

a service, but has no line management

responsibility

Line Manager – someone with people

management responsibilities

Senior Leader – someone who is a

Director or Assistant Director

Development stages

For each of the 6

behaviours the

competency framework

distinguishes development

stages of:

– Developing

– Consolidating

– Excelling

Engaging staff

Embedding the values and behaviours into all of our ways of working....

– Recruitment

– Induction

– Training

– PDPR

– Recognition of Excellence Scheme

– Staff Suggestion Scheme

Donor Carer RecruitmentBackground Healthcare Assistant equivalent on Band 3 (approx 1,560)

Leaver rate high

New starters not understanding role

Inconsistency of recruitment across 90 mobile/static teams

High cost of recruitment and management time

High cost of training and inconsistency of completion times

Our approach

HR Business Partner lead

Set up as a project with Directorate buy-in

Seconded a project manager from training for short-term

Set up working group with recruitment, training and line

manager representation

Design, pilot and roll out

Stage 1 of RecruitmentFor shortlisted candidates:

Invited to visit session – mandatory

Tour and information regarding travel,

holidays, working hours, duties etc

Completion of questionnaire to give

feedback and confirm understanding of

requirements – passed to interview panel

15% withdraw due to too much lifting, not wanting to drive

vehicles, fainted on session etc.

Stage 2 of Recruitment Welcome and DVD regarding NHSBT

Venepuncture demo inserting needle in

plastic arm

Customer Service DVD and written test

Numeracy and literacy completed on PC

to include keyboard skills

10% withdraw due to concerns regarding venepuncture, not

happy with performance on tests etc.

Stage 3 of Recruitment Pass mark of 80% (30% failure rate)

Behavioural interview

Set interview questions

Set interview assessment form

Panel review session visit questionnairewith candidate to ensure no change

40% interviewed were appointed

Reserves held for 6 months

Outcome

Since March 2012 held approx 310 assessment centres

370 Donor Carers appointed

Leaver rate reduced from 19% to 7%

99% of managers rated recruitment service as good/excellent

Reduction in the cost of recruitment, training and management time

Consistent approach across all sites

Other Posts for Roll Out

Senior Sister / Charge Nurse

Sister / Charge Nurse

Healthcare Technical Officer

Transport Drivers

Senior Manager posts (8a and above)

Quick Wins

Contract includes NHS Constitution and our values

Recruitment information referencing our values – careers site, NHSJobs

Changes to recruitment course

List of interview questions linked to our values

Information for agency workers

Referenced in induction booklet and welcome day

Use of NHSJobs application questions

Questions

Assessment CentresSheffield Teaching Hospitals NHS

Foundation Trust

Sam DebbageProfessional and Practice Development Lead

Debbie PadwickHead of Employee Resourcing

The Challenge of Recruitment• Workforce of over 15,000

• 2160 band 5 Nurses and Midwives

• 1390 HCA’s

• Turnover rates and local labour market

What is an assessment centre?

• A systematic and OBJECTIVE method to observe competence and behaviours of individuals against pre-set criteria

• STH values and behaviours:

– P atient first

– R espectful

– O wnership

– U nity

– D eliver

What sort of activities do we use?

Relevant to vacancy being recruited to:

• Case Studies/ Scenarios e.g.

– Deteriorating patient

– Drug administration

– Confidentiality

– Safeguarding

– Advocacy

– Current topic

• Interview

• Presentations

• Simulation

Why hold assessment centres

• One of the most reliable methods of assessing candidates

– Interviews (taken alone) may be as low as 15% accurate. Combining with a number of different selection exercises their accuracy can rise to over 60%

• Fair

• Provide assessors with more information

• Thorough assessment

– Most candidates say they have had an enjoyable experience (even if they are unsuccessful)

Challenges

• Cost to set up

– Training of assessors (Experienced interviewers)

– Refreshments for candidates and assessors

• Resource intensive

– Assessors

– Duration of assessment centre (4-6 hours)

– On going training

– Venue

• Nerves of candidates

• Assessment skills

Training of assessors

• Halo and horns effect

• Perceptions

• Facilitation skills

– Clarification

– Encouraging participation

– Challenging dominance

• Observations & objectivity

• Active listening

What happens

• Candidates are informed by letter (at least 10 working days prior to attendance)

• Session takes 4-6 hours (depending upon number of scenarios)

• Candidates are all welcomed at the beginning

– Outline of the session

– PROUD video

– Timetable (candidates and assessors)

– Name badge

What happens cont.

• Candidates grouped into 4-6 (A, B, C etc)

• Groups stay together for entire session

• Non assignment roles

• Assessor only assesses 2 candidates at any one time (stay at one station)

• HR station (checks and photograph)

• Interview (Dragons den)

• Clinical choice

• Break with refreshments

Immediately following assessment

• Assessors score candidates immediately (on leaving the station). Ongoing throughout session

– Pre-printed assessment criteria for every station for every candidate

• Criteria (with examples)

• Scores (1-5)

• Candidates dismissed following all assessments

• Informed of outcome within 24 hours

Job offer or not?

• Sharing of scores by assessors plus time for some discussion

• Consolidation

• Offered if above line (matching after all have scored)

• If only failed one station brought back for a further interview

• Only supported to attend assessment centre twice

Allocation of job

• Rank scores (top to bottom)

• Review clinical choice, hours wanted etc

• Match with vacancy

• Inform candidate (within 24 hours of assessment centre)

Evaluation of Impact

• Turnover rates

• Stability Index

• Internal Transfers (workforce development)

• Sickness Levels

• Engagement scores

• Line Manager surveys

• Patient Satisfaction surveys

OurBehavioural Framework

Community

CreativeCaring

Our Values

• ‘Contracts’• ‘Rules’• ‘Charters’• ‘Standards’• ‘Frameworks’

Fact finding - Behaviours

What do we want?A framework to define the behaviours that our staff must demonstrate for our organisation to perform effectively

Why do we need it?• We want a statement of who we are and what our values stand for• What our patients can expect from us • What we expect from each other• Our values and behaviours should be at the heart of everything we do

How shall we decide it?A framework put together by our staff, for our staff

Our Framework

What didn’t we want it to be?

Our Framework

What is Caring?What does it look

& feel like? What is it not?

What is Creative?What does it look

& feel like?What is it not?

What is Community?What does it look &

feel like? What is it not?

Living Our Values

“To care with compassion & treat everyone with respect”

• Treat people as though they matter

• Be kind, patient and considerate.

• Ensure our patients are central to care decisions

• Make eye contact during interactions & smile where appropriate

• Develop self-awareness, be aware of your impact on others and act on feedback

• Promotes dignity and respect in patient care

What it is….and what it isn’t

• Fail to respond to patient needs

• Act with indifference, insensitivity or unkindness

• Lack empathy & understanding towards others’ concerns

• Ignore poor standards of care

• Talk about, or over patients as though they aren’t there.

• Bring your personal problems to work

• Gossip about others, hold grudges, demean or demoralise colleagues

Our Framework

Living Our Values Workshop

Embedding the FrameworkContractThe Behavioural Framework forms part of an individual’s contract with our organisation

Job DescriptionsKey behaviours are outlined in job descriptions, and the framework is referenced

Welcome to our TrustThe importance of our values are reinforced at local and Trust induction. Our leaders talk about the importance of values and behaviours

AppraisalOur appraisal process is values-based with a focus on behaviours and attitude

FeedbackStaff are encouraged to feedback to colleagues on the behaviours that they see and experience

Embedding the Framework

Living Our ValuesCaringWorking as a team playerManaging your own attitude and behaviourCaring with compassion and respectAddressing concerns with colleaguesCommunicating respectfully, openly and professionally

CreativeEmbracing change, developing best practice & open to challenge new ways of workingAccessing opportunities for learning & developmentBeing the best you can everydayWorking creatively and in partnership with patients and the health community

CommunityTaking pride in yourself and our organisationPromoting a positive cultureFocusing on achievements and what we can do together

Framework Toolkit

360o Feedback

Questions & Reflections

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