The NHS Knowledge and Skills Framework Overview of the KSF.
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Transcript of The NHS Knowledge and Skills Framework Overview of the KSF.
NHS KSF - Main Purpose
To provide an NHS-wide framework that can be used consistently across the service to support:
• personal development in post
• career development
• service development
Agenda for Change Pay Structure
1
765432
8 Pay Band
Gateway
Gateway
IncrementalPay Points
Develo
pm
en
t
Develo
pm
en
t
2
876543
9
What the NHS KSF is Not
It does not seek to describe what people are like or their attitudes
It does not describe the exact knowledge and skills that people need to develop
It does not determine job weight or pay band
Structure of the NHS KSF
30 dimensions
• 6 core dimensions for all posts• 24 specific dimensions
Each dimension has 4 level descriptors
Further supported by indicators
Clear examples of application that can be applied to different posts
6 Core Dimensions
NHS KSF
Equality & Diversity Personal &
People
Development
QualityService
Improvement
Communication
Health, Safety & Security
24 Specific Dimensions (in four groups)
NHSKSF
Health & Well-being
HWB 1-10
Estates & Facilities
EF 1-3
Information &
KnowledgeIK 1-3
General
G 1-8
4 levels to each dimension
Eg Personal and People Development:
Level 1 Contribute to own personal development
Level 2 Develop oneself and provide information to others to help their development
Level 3 Develop oneself and contribute to the development of others
Leve 4 Develop oneself and others in an area of practice.
Develop own skills and knowledge and provide information to others to help their development:
• Takes responsibility for own personal development and takes an active part in learning opportunities
• Offers information to otherswhen it will help their development and/or help them to meet work demands
Offering information to
others might include:
– During induction
– During ongoing work
– When changes are being made to work practices
Indicators: Examples of Application:
Personal & People Development, Level 2:
The KSF & Personal Development - Lifelong Learning
Commitment to annual development reviews and development of all individuals
Everyone to have a personal development plan
Everyone is expected to learn and develop within their job role
Enshrined in the AFC Agreement – part of everyone’s terms and conditions
The NHS KSF - Summary
Identifies the knowledge and skills that people need to apply in their post
Helps guide development
Provides a fair and objective framework on which to base review
Provides the basis of pay progression in the service
What is a full KSF Post Outline?
Identifies the KSF dimensions and levels that apply to a post in the NHS – a broad outline
Puts the outline in context through identifying the specific areas/activities to which the dimensions and levels are applied
Sets out the ‘foundation subset’ as well as the full outline for the post
Agreed in partnership
Outlines - Dimensions
• All core dimensions must be included
• Specific dimensions should reflect the major areas for development within the post
• The number of specific dimensions should be kept to the minimum necessary to cover the post
• KSF Dimensions do not influence pay bands
A Healthcare Practitioner
CORE
HWB6 Assessment &
treatment planning
HW
B7
Inte
rven
tions
and
trea
tmen
ts
Ik2
Info
rmat
ion
Co
llect
ion
&
anal
ysis
G6 People
Management
KSF Post Outline
SPECIFIC DIMENSIONS
YHWB10 Products to meet health and well-being
needs
YEquality and diversity
YQuality
YService Improvement
YHealth, safety and security
YPersonal and People Development
YCommunication
4321CORE
Level for postRequired for
post?
Title of Post: Catering Assistant
KSF Post Outline
SPECIFIC DIMENSIONS
xYHWB10 Products to meet health and well-being
needs
xYEquality and diversity
xYQuality
xYService Improvement
xYHealth, safety and security
xYPersonal and People Development
xYCommunication
4321CORE
Level for postRequired for
post? Title of Post : Catering Assistant
KSF Post Outline
SPECIFIC DIMENSIONS
xYHWB10 Products to meet health and well-being
needs
xYEquality and diversity
xYQuality
xYService Improvement
xYHealth, safety and security
xYPersonal and People Development
xYCommunication
4321CORE
Level for postRequired for
post?
Title of Post : Catering Assistant
KSF Post Outline
KSF Dimension Levels
There are only four!
Points do not mean prizes!
It is in everyone’s interest to make sure the level is the right one for the post
KSF OutlinesSpecific areas of application
• Review all the examples from the KSF Handbook
• Think about the specific post:
•Is the example fully appropriate? If so leave it unchanged
•If it is too general, or only partly relevant – then amend it
•If it is inappropriate or irrelevant, delete it altogether, and consider if it should be replaced with something else
•Add in any areas of application which are important for the post, but not included in the handbook examples
Purpose of a Foundation Gateway Subset
To focus development in the first year on enabling the individual meet the essential demands of the post
To check that the individual is likely to develop to meet the full demands of the post over a number of years
To inform recruitment and selection processes
Options for Developing the Subset
• To develop a foundation gateway subset you can:
• Reduce the level at which the individual needs to be working within a dimension
• Reduce the number of indicators that apply within a dimension
• Reduce the specific areas of application within a dimension
• Use a combination of these approaches
Keep it Simple and Feasible! [KSF]
• Don’t aim for absolute perfection – refine outlines after they have been tested in use
• Be practical and pragmatic – this is about supporting staff development
• Enjoy the process – it’s a great way to understand NHS roles and how they interact together
The NHS KSF and Development Review
KSF outline developed for each post
Individual is matched against the KSF outline for their post
Personal development plans jointly agreed and supported
Individual supported to learn (in a variety of ways)
Joint evaluation of learning
Development Review Process
Jointly produce Personal Development Plan
- identify needs& agree goals
Joint review of individual’s work against the NHS
KSF outline for the post
Joint evaluation of applied
learning and development
Individuals undertake supported
learning & development
Development Review Process
The development review should be a focussed discussion about how the individual is doing against the appropriate outline for their post
The emphasis should be on development – what has been achieved in the past year and what needs to be achieved in the next year
Most of the ‘evidence’ provided will be verbal – part of the discussion process, based on the manager and individual’s views of how they are getting on at work
Each development review will result in a personal development plan (PDP) setting out the individuals development needs and how these will be met
Information for Reviews
Clear links to what the individual does at work
Use what is already available (eg observations of work, records, staff supervision notes)
Same information as would be used in a good quality appraisal system - don’t create a paper chase!
Gateway Reviews
Same process as other reviews
Build on the information gathered over time i.e. not isolated incidents but assessments which review the information gathered
Information at gateways can be from others (besides individuals and their managers) e.g. 360o feedback if available, information from colleagues
Foundation and Second Gateways
Foundation gateway review against subset of full KSF outline for the post
2nd gateway review against full KSF post outline
The Foundation subset contains the elements of the outline that are essential for all postholders within the first year of appointment.
Responsibilities in the Review
There is a responsibility on both the individual member of staff and their manager to review how the individual is applying their knowledge and skills to meet the demands of the post as described in the KSF outline
It is important that both managers and staff prepare in advance by thinking through whether there are any likely development needs and how these might be met.
Manager’s Responsibility
Regular informal discussions with individual staff member throughout the year
Providing constructive feedback on the individual’s work and related development
Any issues with the individual’s work must have been discussed prior to the formal review meeting – ‘no surprises’
Keep it Simple and Feasible!
The KSF process should not be difficult or onerous!
•It is not helpful to over-complicate KSF outlines (eg by including too many dimensions, or leaving in examples of application which are not relevant to the post
•The development review should focus on:
• making sure the individual is aware of and understands their KSF outline• identifying development needs (if any) in order to help them fulfil the
outline• agreeing a PDP which sets out how the development needs will be met
•There is no requirement for complex or extensive written evidence