Sheffield

Primary Care Trust

Human Resources Key Performance Indicators and Workforce Information Report

April 2007

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Human Resources Key Performance Indicators and Workforce Information Report

1. 1.1 INTRODUCTION Initial Report This is the first report setting out how we will report on the performance of the Trust through: a. Human Resource Key Performance Indicators. More specifically, it: Explains why the measures we have chosen are important indicators of performance; Explains how they have been calculated and why caution must be exercised when making external comparisons; and Describes our aspirations for improving our HR KPIs over time.

HR KPI reports will be provided to the Provider Services Management Board and the full PCT Board on a monthly basis. b. Detailed workforce information, which benchmarks the Trusts workforce profile over s defined period. 1.2 Purpose of Key Performance Indicators The Human Resource Key Performance Indicators (KPIs) have been designed to provide information and analysis on key staffing-related themes for the Trust. The purpose of introducing Human Resource KPIs is: To provide a framework for monitoring and analysing standard staff-related data within the Trust. To set benchmarks and measure performance against these, at both a local and Trust-wide level. To identify and analyse trends which will help us to plan targeted action.

1.3

Structure and presentation of KPIs Human Resource information will be produced to monitor and manage performance against published KPIs at both directorate (for the full PCT Board) and department (for the Provider Services Management Board) levels, in reflection of the Trusts management structure. The developed KPIs will form a key part of the overall HR Business Plan for 2007-2008.

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This report sets out baseline data. In future reports we will be highlighting performance both through continued benchmarking and by measuring progress towards targets or benchmarks. 1.4 Workforce Information The workforce information or profiling will over a defined period build up a picture of the changes in the profile of the staffing of the Trust. It will detail whole time equivalents (wte) for the Trust, broken down further by Directorate, staff group, and ethnic origin, age and gender and disability. 2. KEY PERFORMANCE INDICATORS (KPIs) 2.1 Turnover

High turnover usually results in increased costs due to agency use or overtime, and increased costs through the need to recruit replacement staff. The Institute for Innovation and Improvement has identified that a 1% reduction in turnover can have a 1% positive impact on the pay-bill from staff efficiency. The method we have used to calculate our turnover is the number of all leavers (WTE) divided by the actual number of staff (WTE) within the Trust. The calculations are used over the financial year noting for 2006/07 this is from the creation of the PCT on 1 October 2006. Current Turnover
Whole Time Equivalent by Staff Group
600.00 500.00
Contract Count

400.00 300.00 200.00 100.00

Physiotherapy Manager Medical & Dental Mental Health Maintenance

0.00
Counsellors Ancillary Dietetics A&C

Pharmacy

Podiatry Qualified Nursing S&LT

S&LTSupport

Technical Therapy Support Unqualified

Sure Start

Staff Group

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Nursing

Leavers Wte by Staff Group October 06 to March 07

50.00 40.00

Leavers Wte

30.00

Wte
20.00 10.00 0.00 Physiotherapy Manager Podiatry Counselling Sure Start Medical & Dental Unqualified Nursing Ancillary Qualified Nursing S&LT Support Technical A&C S&LT

Staff Groups

Current Turnover Based on 95.03 wte leavers in the 6 months Oct 06 to March 07 the projected total annual leaver rate is 11.17%. Staff groups with projected rates over 10% are A&C 23.5%, Ancillary 10.94%, Counselling 17.01%, Managers 15.14%, Medical & Dental 12.28%, Podiatry 10.92%, S&LT Support 22.94% Technical 11.32%. . Quantitative Our specific measurable Key Performance Indicator (KPI) objective is to have a lower turnover rate. Although not fully documented as one figure, reports indicate turnover within the NHS varies in terms of professions and areas and is between 8% and 20%. Qualitative Analysing turnover with feedback from the Staff Exit Interviews will also help us identify the factors that influence our staff to seek employment with other organisations. Target At a time of acute workforce reorganisation and change, a higher level of turnover, especially in areas highlighted in the change process such as administrative and management staff, is expected. The PCT should have a target to reduce turnover and to aim for a overall figure below 10% by year end.

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2.2

Sickness

Quantitative The Trust has a responsibility to monitor sickness absence and to manage it effectively. There are a number of reasons for monitoring sickness. The first clearly relates to cost. However, sickness also has an impact upon the continuity of care to the client and affects the morale of colleagues when it is excessive or frequent. It is essential that time lost and time available, are measured in the same way. The Trust records the hours lost due to sickness and compares this to the hours available for work in the same period, thus generating an accurate figure of absence lost to sickness as a percentage. Current Sickness Levels
Monthly Sickness Absence Rates
7.00% 6.00% 5.00% % Rate 4.00% 3.00% 2.00% 1.00% 0.00%
ct N 06 ov D 06 ec -0 Ja 6 nFe 0 7 bM 07 ar -0 Ap 7 rM 07 ay -0 Ju 7 n0 Ju 7 lAu 0 7 gSe 07 p A v -07 er ag e
National 4.5%

Total

Month

The Department of Healths Autumn Performance Report 2006 identified that sickness levels within the NHS for the year 2005 was running at 4.5%, which was a 0.1% reduction on the previous years returns. The latest national figures for PCTs showed a sickness level at 4.3% for 2004. The Trust currently has a current annual rate of 4.6%

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In order to strengthen the Trusts approach to the management of sickness absence the Sickness Absence Policy will be fully reviewed. Qualitative Long Term Sickness - The PCT will aim to ensure that all long term sickness absence, defined currently as a period in excess of four weeks absence, is effectively managed within twelve months wherever possible. Short Term Sickness The PCT will manage proactively short etrm absences that exceed the agreed trigger points to ensure a reduction in short term sickness absence levels. Target 1. No member of staff will have a long term sickness in excess of twelve months unless there is an clear indication of an imminent return to work or substantial reason for doing so. Via the management of long term and short term absence the overall sickness absence percentage will fall to below that of the national PCT average of 4.3% Instances of Disciplinary, Grievance, Suspensions by Ethnic Origin, Gender and Disability

2.

2.3

Quantitative The PCT has a statutory duty under its published Equality Schemes (Gender, Race and Disability) to monitor employees by racial group, gender and disability status who are involved in grievance, suspended or subject to disciplinary procedures 1. Grievances Gender Female Disabled No

Number Ethnic Origin Category 4 A White British 2. Suspensions

Number Ethnic Origin Category 1 A White British 3. Disciplinary Action

Gender Male

Disabled No

Number Ethnic Origin Category 1 F White / Asian 1 C White Other 1 A White British -6-

Gender F F F

Disabled No No No

Qualitative In undertaking its statutory role as detailed above, the PCT has both a duty to promote equality the and to be able to demonstrate it is an employer who is committed to achieving equality in both employment and service provision. A measure of this is that the number of instances of grievances, suspensions and disciplinary action match in percentage terms the breakdown of the workforce by ethnicity, gender and disability. Current figures for the PCT at 31 March 2007 indicate the following percentages: Ethnic Minorities Employees Indicating a Disability Gender Target The target would be to have instances of grievances, suspensions and disciplinary action, which match the above figures. Where instances are above the percentages reported investigative action will take place and outcomes reported. Ethnic Minorities (%) Employees indicating a Disability (%) 0 0 Gender (%) 7.6% 1.95% 11.4% male 88.6% female

Grievances (4) Suspensions (1) Disciplinary Action (3) Total (8)

0 0

0 Male 100 Female 100 Male 0 Female 0 Male 100 Female 12.5

66 12.5

0 0

In noting the instances are small in umber, this demonstrates the instances of actions occurring within the PCT compare at this time favourably against the current percentages within the workforce. 2.4 Personal Development Reviews

Quantitative Historical Activity Training Completed Within 12 Months

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Training

No of Staff Completed 311 81

Your PDR aimed at staff members Effective PDR aimed at managers/reviewers Training Completed Within 24 Months Training

No of Staff Completed 858 260

Your PDR aimed at staff members Effective PDR aimed at managers/reviewers PDR Portfolios

1,944 PDR portfolios have been distributed to staff over the past twenty months. PDR portfolios are automatically issued on Corporate Induction.

Information, including contacts, documentation and process information has been available on the intranet since 15 August 2006. PDR Time Frame March May 2007 (as at 17 April 2007) Qualitative The PCT has an annual cycle of objective setting via formal Personal Development Reviews (PDR), which is led by the Chief Executive and Board and cascaded via Directors to all staff. This ensures the key business objectives of the organisation and its Directorates and Departments via this cascade, are informed and understood by all staff. It further enables an analysis of the development areas for staff, thus via a Personal Development Plan (PDP), identifies where training and development is required to meet the objective and enables a costed and resourced training plan to be developed. Target The PCT has a documented target that all staff have a formal PDR and have an appropriate PDP identified between March and the end of May on an annual basis. At present this target is not met. % Completed 0.5%

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Action to Achieve Target 2.5 Offer a PDR help desk style facility throughout April and May Continue to offer training for both managers and staff Introduce PDR drop in advice centres for managers throughout April and May Circulate general flyers for staff notice boards Attendance at Essential Training

Quantitative % Achieved Basic Life Support 24 Months 31% Conflict Resolution One-Off 30% Essential Awareness 24 Months 43% Fire Safety* 12 Months 33% Total differential on previous month Qualitative Essential Awareness is the general update session incorporating statutory and mandatory requirements. Fire Safety is included as part of the essential awareness sessions; therefore employees attend the fire safety lecture or complete the online training every twenty-four months. Planned Activity April/May 2007 Area Basic Life Support Conflict Resolution Essential Awareness Fire Safety Target The PCTs publicised target is for all staff to have attended the above generic essential training on a bi-annual basis. Actions to Achieve Target During April and May 2007 staff within Education and Training section of Human resources will: No of Sessions 6 2 6 3
(Plus online training)

Area

Frequency

+/Previous Month + 9% + 6% + 1% + 4% +20%

Attendance Capacity 72 42 144

Attendance Reservations 31% 83% 37%

Reservations co-ordinated by Sheffield Care trust

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Inform employees of their responsibilities using intranet home page, team brief, and ETD May monthly update email. Notify individuals their essential training has expired. Provide directorate/department reporting for each area of generic essential training, identifying: - Percentage achieved and non-compliance - Upon request, naming of individuals non-compliance Recall staff within a lead-time of three months of renewal

3.

WORKFORCE INFORMATION

The workforce information or profiling will over a defined period build up a picture of the changes in the profile of the staffing of the Trust. Detailed below is information concerning; whole time equivalents (wte) for the Trust, broken down further by Directorate, staff group, and ethnic origin, age and gender.

3.1

Whole Time Equivalent

1. PCT Whole Time Equivalent 1800 1600 1400 1200 1000 800 600 400 200 0 Nov-06 May-07 Dec-06 Apr-07 Oct-06 Aug-07 Sep-07 Feb-07 Mar-07 Jan-07 Jun-07 Jul-07

Wte

Wte

Month

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3.2

Whole Time Equivalents by Directorate

2. Wte By Directorate Excludes Provider Services Wte = 1297.09

Standards & Engagement

Corporate Services

140.00 120.00 100.00 80.00 60.00 40.00 20.00 0.00

Directorate

Wte

Performance

Directorate

3.3

PCT Age and Gender Profile

3. PCT Age and Gender Profile (Headcount)
450 400 350 Headcount 300 250 200 150 100 50 0 20 to 24 25 to 29 30 to 34 35 to 39 40 to 44 45 to 49 50 to 54 55 to 59 60 to 64 16 to 19 65+

Age Groups

Females

Males

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Public Health

Strategy

Finance

3.4

PCT Ethnic Origin profile (excluding White British)

4. PCT Headcount by Ethnic Origin Excluding White British

Mixed Other

Bangladeshi

40 35 30 25 20 15 10 5 0
Mixed White and Mixed White and White Other Mixed White and White Irish

Headcount

Asian Other

Caribbean

Pakistani

Indian

Ethnic Origin

Commentary 3.1 Graph 1

From Oct 05 to March 07 there was a small decrease in the total wte of 32.74 representing a decline of 1.93%. This was mainly accounted for by A&C staff at 22.89 wte. Qualified Nursing staff represent the largest staff group at 31.67% followed by A&C staff at 25.9%. 3.2 Graph 2

Wte figures for the new directorates as based on the most likely destination of existing staff. 3.3 Graph 3

The workforce is predominantly female at 88.62%. 28.65% of the workforce are aged 50yrs or more. 3.4 Graph 4

160 employees have identified themselves as belonging to a minority group which represents 7.6% of the workforce compared with 8.8% for the city as a whole.

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African