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Is it Too Late for an NHS SKills Passport?

August 23, 2010 in Leading and Managing Results, Public Services, Workforce Management

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The Sector Skills Council for UK Healthcare – Skills for Health has recently published the results of pilot work it was undertaking over a year with seven NHS Trusts on a ‘skills passport’.

The system, built by Skillsprofile based on work it has done withing other industries, allows workers to create an online record of their skills, qualifications and experience, verified by qualified line managers, enabling prospective or existing employers to save duplicating training where it is not needed – especially stautory mandatory training if staff move between employers.

Skills for Health endorsed the work delivered by the organisations, stressing the potential to reduce administrative costs associated with taking on new staff and a range of other benefits for employers and employees.

David Foster, Deputy Chief Nursing Officer for England has spoken favourably about the pilot, suggesting it had ” …confirmed the case for a skills passport, … also highlighted a range of potential additional benefits for employers, health workers throughout the UK, universities and, most importantly, those who use health services. But is this initiative too late? Read the rest of this entry →

Outsourcing: Are HR and Payroll So Different?

July 12, 2010 in Corporate Services, Shared Services and Outsourcing

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Image : Tychay, Flickr

Over the last decade, it’s become increasingly clear the transactional side of Human Resources and the Payroll service are two sides of the same coin.

The HR team helps managers source and deploy people into effective roles on the right employment terms. The Payroll team implement those terms accurately and in accordance with tax legislation.

Completing the cycle, the Payroll Team provide invaluable workforce and cost information which cab support strategy, planning and policy review.

Both teams help manage the workforce and support the reduction of associated risks while removing burdens from front line management, allowing them to focus on operations and team leadership.

In the article “The Other”, SystematicHR described the highly structured environment payroll inhabits and the contrast with the “flexibility” which managers and HR departments so highly value. Working with both teams regularly, Attractor recognises the description and accepts there are elements of truth in the common stereotypes.

There is something else which, until recently at least, distiguished the two departments.

In the UK, organisations have traditionally been happy to outsource payroll transactions to a commercial partner. They recognise the work needs technical skills but can be labour intensive. They consider it safer to pass risks to a specialist body who guarantees compliance and, hopefully, generates economies of scale.

Some perceive the reluctance of organisations to outsource HR as protectionism or empire-building by the management team. HR is often considered more central to business operations, making it less attractive to outsource. Fears often arise over “losing control” of key issues on staff appointments and difficult people management issues. With HR supporting action by senior and line managers, it isn’t possible to  transfer “compliance risk” in the same way. Read the rest of this entry →

Maximising Value from HR

June 7, 2010 in Our Track Record

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In the past, UK organisation were stereotyped by their slashing of training budgets when finances were tight – and then suffering the skills shortages which followed.

A new stereotype might be organisations looking to make efficiencies and reduce expenditure in their back-office functions so they can protect front line services.

Across the public sector, this “mantra” is being widely and loosely used without being explained in detail.

Real dangers exist where the implications of change are poorly thought through.

In richer times, it is easy to make the case for investment in services which support staff delivering effective front-line services. When times are hard, this is more difficult and its vital then, more than ever, to demonstrate how corporate teams impact on the business.

When organisations are looking to reduce expenditure, it is common to look for reductions in “overheads” – costs which can be reduced with little impact on front line services. Corporate back-office functions look “vulnerable” in this climate.

Organisations should always strive to ensure they are working in the most effective way – the optimum value between expenditure and achieving required outcomes. Back-office functions should be scrutinized as closely as other areas though it’s vital to keep a focus on what will maximise value rather than simply “reduce expenditure”. Read the rest of this entry →

Benchmarking and QIPP

May 31, 2010 in Our Track Record

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Photo: Darren Hester, Flickr

NHS managers looking at our benchmarking solution have described how they will use it to plan and monitor local actions in response to the challenge of the NHS Quality, Innovation, Productivity and Prevention initiative (QIPP).

A Payroll Manager explained it would enable him to demonstrate how service plans would adjust the profile of the organisation changing high level and detailed performance data.

As well as providing an evidence-base for improvement planning, the tool would enable them to meet the recommendations of the Operational Efficiency Programme, collating relevant information and providing comparison data to inform their decisions.

The solution has been created specifically for NHS organisations (versions for other part of the public sector or on the drawing board). Back-office benchmarking is new for the NHS and, obviously, depends on having significant volumes of data from relevant organisations to provide comparative information.

While still at an early stage in its service lifecycle – only just moving from planning to delivery – the early signs are promising. Already, 60% of the NHS organisations which evaluated the service have subscribed while others are still considering their position. No organisation having reached this point has, yet, decided not to subscribe.

Attractor is now marketing the service widely for the firs time and expects sufficient sign-up from NHS organisations to provide subscribers with authoritative, persuasive and compelling evidence to support local decision-making. Read the rest of this entry →

Will Centralising Whitehall’s HR Services Create Efficiency?

May 27, 2010 in Corporate Services, Public Services

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The UK’s coalition government has made few changes to government departments – but the underlying “machinery of government” is under scrutiny.

According to reports in Personnel Today, the government is planning a cross-government HR framework – aiming to “eradicate duplication” and “simplify HR functions”.

The new Efficiency and Reform Group is looking at the creation of  “a single coherent HR policy” to be used by all Whitehall departments by March 2012. The Cabinet Office is considering a simpler approach to Civil Service pay, terms and conditions.

By focusing savings and streamlining efforts on back-office functions, the aim is to protect front-line services. Francis Maude is quoted saying - 

“Good government can cost less. It won’t do just to carry on as before. By joining forces and concentrating our efforts where the money actually gets spent, we can make sure the maximum amount gets taken out of government overheads, not front-line services.”

That sounds good though in reality the vast majority funds “actually gets spent”  delivering programmes and services rather than in the back office. There are potential savings to be made by the adoption of shared services and outsourcing for back-office solutions – though savings are by no means guaranteed. Even assuming savings are delivered, the financial benefit is likely to be small compared to the overall financial challenge facing the government. Read the rest of this entry →

NHS Shared Services – A Rising Tide

April 29, 2010 in Corporate Services, Public Services, Shared Services and Outsourcing

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While the 2010 UK General Election is underway, the convention of “purdah” prevents the development or official announcements of new policy.

Purdah avoids binding a future government to current policy it disagrees with. It also presenting challenges for people delivering strategy and companies seeking to work with the public sector.

It seems clear that public services will need to look for efficiencies in their back office functions. Currently, however, few decisions are being taken to help drive forward delivery on this agenda.

The DoH has established a dedicated national workstream under the Improvement and Efficiency Programme. “Back office efficiency and optimal management”, led by Tony Spotswood (Chief Executive, Royal Bournemouth and Christchurch Foundation Trust) doesn’t have the “catchy” title.

Public attention is likely to focus on changes to clinical services arising under the QIPP programme. It’s obvious however the conclusions and adopted mechanisms from any “back office programme” will be important for the future of shared service delivery in the NHS. Read the rest of this entry →

Why Bother With HR Performance Measurement?

April 22, 2010 in Leading and Managing Results, Public Services, Workforce Management

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Photo:Darrren Hester, Flickr

Christine Buss makes raises doubts about how useful HR Scorecards are for most Senior Managers.

Nevertheless, producing such data is commonplace, despite the difficulties in drawing meaningful conclusions from any set of numbers.

Identifying areas for focused attention and improvement action is far simpler when measuring the delivery of HR services.

Yet, working with NHS client organisations, Attractor often finds HR and payroll departments are not routinely measuring their own business performance. The NHS appears to have less of a measurement culture for back office functions than UK local authorities. Read the rest of this entry →

Successfully Deploying HR Self Service and Portals

April 14, 2010 in Leading and Managing Results, Workforce Management

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Public sector organisations want to use self service technologies to streamline activities and deliver efficiencies.

Moving away from paper can provide benefits for speed of service response, process cycle times, accuracy of information, eliminating waste, delays and service failures.

The challenge today is to encourage adoption by the “Generation X” and “Boomers”, the population of older managers and staff used to working in more traditional ways, helping them to adapt to new ways of working.

Your younger “Generation Y” employees – the net generation – have grown up with Facebook, Twitter and a virtual world. They expect to interact with your organisation using online tools … considering it’s bizarre to work with paper in the 21st Century.

But obtaining the benefits promised by self service tools shouldn’t be considered “low-hanging fruit”. It depends on good design, smart implementation and effective change management. Read the rest of this entry →

Are Shared Services and Business Partners Effective?

March 26, 2010 in Corporate Services, Leading and Managing Results, Shared Services and Outsourcing

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Even before public sector organisations began to implement shared services, they were adopting the language of the Ulrich model.

Rather than HR Managers, job adverts increasingly referred to “Business Partners”.

But in those organisations will anything have really changed … and if they are now looking to implement HR shared services, have they thought about how this works differently? Read the rest of this entry →

Cost Pressures and HR Job Prospects

March 22, 2010 in Corporate Services, Public Services

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According to press reports, public sector employers are anticipating having to make workforce reductions of between 5% and 20% over the next few years.

In that context, back-office functions, including Human Resources, may see proportionately larger cuts as employers seek to protect front line services.

There is no doubt a financial squeeze of the scale being discussed requires major change and reorganisation of front-line service delivery.

It’s important to demonstrate corporate teams are reviewing their own activities and resources alongside front-line teams. As public services are reduced it would be inappropriate to leave corporate functions undisturbed.

There are certainly significant savings available for organisations which identify their back-office teams are working inefficiently. Change here could reduce costs without impacting service quality. It’s important to recognise these functions correspond to a small fraction of the entire workforce however. Read the rest of this entry →