Two independent practitioners who worked in a front-line public-facing service were experiencing difficulties working together. The parties were peers and had worked together for a significant time in the same organisation. It was well known that they could not get on and this was causing rostering difficulties with the manager feeling that they could not be rostered together.
Two healthcare professionals, who were part of a small team, had been unable to work effectively together for a considerable period of time with the potential detrimental impact to team dynamics and ultimately patient care. One of the parties was more senior to the other. At the suggestion of their manager, they both agreed to try mediation as a way in which to resolve their differences.
A large general hospital based in the West Midlands with a revenue of £317m and a deficit of £2.5m therefore requiring a cost improvement programme. The Trust was under severe financial pressure and required savings from specialties across the Trust with medical productivity and job planning being a big priority. Dearden HR was commissioned to lead on this work in partnership with Kingsgate (a specialist financial and operational management organisation) who were undertaking a wider turnaround piece of work.
A medium sized, two site district general hospital with an income of £350m. The Trust was embarking on a major reconfiguration of services as part of the overall Trust strategy. At the same time, they were facing a significant financial sustainability challenge. Dearden HR worked in partnership with Kingsgate to deliver a significant CIP programme to improve the long term financial future of the Trust.
Working with Kingsgate on a £17.5m CIP required
The need for a robust, consistent and transparent job planning policy and guidance
Lack of understanding at Clinical Led/General Manager level of the job planning process
Refreshed the job planning policy and guidance
Produced detailed guidance about how to manage job planning
Delivered job planning training for Clinical Leads, General Managers and HR
A large general Acute Foundation NHS Trust with an annual income of £350m and more than 6,500 staff. The Trust has significant financial difficulties and is undergoing a major realignment of services to achieve greater levels of efficiency whilst also improving the quality of services to patients. Workforce productivity is a particular challenge and Dearden HR is working with the Trust to secure improvements in the utilisation of their medical workforce through revised job planning and working with specialties to reduce their SPA time.
Potential recurring savings achievable through reduction in consultant SPAs
Job planning process was out of date and not fit for purpose
Ensured all the work is undertaken in partnership with the Trust and its clinical leads
Built into the job panning process an approach that delivers equity, transparency and consistency between, and within, specialties