Title: Medical Personnel and Specialty Training NAMPS Conference David Amos Director of Workforce UCLH NHS
1Medical Personnel and Specialty TrainingNAMPS
ConferenceDavid Amos Director of
WorkforceUCLH NHS Foundation Trust15th
November 2007
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3THANKS
4Medical personnel and specialty training
- Something about UCLH and the NHS
- The medical recruitment business
- Take on Tooke
- The future of human resources
- Tomorrows targets for todays doctors
- Standards for us all
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6University College London Hospitals
- University College Hospital Royal
London Homoeopathic Hospital - EGA Obstetric Hospital The
Hospital for Tropical Diseases - The Heart Hospital
Eastman Dental Hospital - National Hospital for Neurology and Neurosurgery
-
7Trust profile
- 80,000 inpatients and day cases - 500,000
outpatients - 510m revenue - 260m salary bill
- 6000 staff working in specialist hospitals
- 6.5 vacancy rate
- 9 turnover
- 1100 doctors
- Considerable diversity
8The NHS and social care
- Million patients treated every 36 hours
- 1.3m NHS staff fourth largest employer in the
world - Labour intensive service 70 of 100bn spent on
staff - 100s of employers
- Incredible diversity
9Re-engineering NHS jobs around patient Pathways
Increasing staff numbers
10The medical recruitment business
- Personnel at DHA HQ
- Consultant contracts held by the Region
- Workforce planning has gone wrong (1978) but not
sure what to do - Massive increase in numbers and remuneration
11Consultant recruitment
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13Take on Tooke
- Employers taking control and being held to
account
14Take on Tooke
- What actually went wrong?
- What can we learn?
- How prepared are we for what happens next?
- Challenging and implementing the recommendations
15The future of human resources
- HR turning on its head
- Where its great you (almost) dont need an HR
director - Central and local staff services
- The role of the medical staffing officer
16Central and local HR services
Heads of Workforce AHB SHB Professionally
accountable to Director of Workforce
17Tomorrows targets for todays doctors
- Patient safety and quality
- INFECTION CONTROL
- 18 weeks
- Financial and quality standards
- Design and deliver on our mission
18Satisfaction with NHS by acquaintance with
someone who works in the NHS
Satisfaction
Dissatisfaction
Net
Personally work in the NHS
14
Member of family works in the NHS
25
Friends work in the NHS
26
Know no-one who works in the NHS
36
Base All respondents (2,989)
19Top 5 key drivers of advocacy
Job satisfaction
Levels of customer focus
Attitudes to government
Commitment
Amount of responsibility
Advocacy
Skills Development
Worthwhile work
Communication from Government
Pay
Communication from employer
How I feel about my job
Wanting to be involved
Being in tune with objectives
Level of bureaucracy
Work-life balance
Senior management
Internal communications
Line management
Team working
20UCLH Service Commitment
- To be friendly, helpful and welcoming
- To introduce ourselves by name and role, and
explain what we do - To give each person our full attention
- To anticipate the needs of our patients and
visitors - To take time to listen and find out what people
really want or need - To respond promptly and do what we have promised
- To be well-informed and pass on information
- To treat everyone with respect, apologising if
appropriate - To offer to help not wait to be asked
- To find someone to help if we arent able to
21Patients and customers
- UCLH Service Commitment
- Sets out the standards that we expect from every
member of staff in delivering top quality patient
care - Incorporated into staff induction, training and
appraisals - Annual staff awards scheme
22DEVELOPING WORLD CLASS SERVICES