Recruit and Retain

Neil R Galbraith

Enniskillen 6 May 2014

Why the Recruit and Retain Project is Important

“Without data you are just another person with an opinion” W. Edwards Demming Improvement Org.

Why the Recruit and Retain Project will make a Difference

“ What policy-makers actually need is information on the relative impact and cost-effectiveness of different packages of human resource interventions in a variety of contexts.

Rigorous evaluation methods to

answer such questions are currently not available”

World Health Organisation Bulletin 2010

Scotland

2020 Vision and Route Map

Three Key Challenges for Health in Scotland:

1) Scotland’s public health record esp. Health

Inequalities.

2) Changing Demography & shifting patterns of

Disease.

3) Economic Environment.  

Scottish Data POPULATION 2014-2024-The proportion of over

75s in Scotland’s population– will increase by over 25%.

POPULATION-By 2033 the number of people over 75 is likely to have increased by almost 60%.

DISEASE 2014-2034 -The number of people with dementia is set to rise from 71,000 to 127,000

COST 2014-2034 -demography alone could increase expenditure on health and social care by over 70%.

Data: The Remote and Rural Health Problems in Scotland

1 Higher Suicide rates.2 Higher Incidence of Alcohol-

Related Diseases.3 Higher number of Accidents.4 Higher Palliative Care

demands.5 Higher Aged population.6 Lower Working population.

Workforce- Why we need high quality workers in the Public Service

1 Maintenance of Rural Areas.2 National Standards. 3 Financial Efficiency.4 Range of Challenges.5 Access to Services.6 Vision.7 Innovation.

How we create a high quality workforce • Recruitment : Front Door.• Retention : Back Door.

• Where does the effort go?

• Where should the effort go?

Attraction/Disincentive-Location

Stornoway, Western Isles - “Beautiful but it is like living on an Oil Platform in the middle of the Atlantic Ocean”

Attraction/Disincentive- Social Expectations

“Very scenic, but where are all the people?”

Attraction/Disincentive- Spatial Freedom

“Plenty of space but its not exactly easy to get about, unless you are a sheep”

Attraction/Disincentive- TransportBarra, Western Isles -“What do you mean I can fly to work but I have to land on the beach???”

Attraction/Disincentive Leisure

“Is there anything else to do apart from Fishing, Swimming and Diving?”

Attraction/Disincentive: Technology

“How far behind are you in applying technology?”

1 Exciting Work and Challenge. 2 Career Growth, Learning and Development. 3 Working with People. 4 Fair Pay. 6 Being recognised, valued and respected. 8 Making a Difference. Source “Love ‘Em or Lose ‘Em-Getting Good People to

Stay - Kaye and Jordan-Evans

Recruiting and Keeping Staff – How about asking them?

How to Lose Staff• View people as a resource-

valuable but expendable.• Do not bother training managers

in people-management.• Dilute accountability for actions.• Do not conduct staff surveys.• Do not share success.• Promote a culture of fear as

motivation.

Business Forum Records of the reasons for the shortest time of staying in a job, in order.

1 A Scary Boss2 Thrown in at the Deep End3 Pressure4 Boredom5 Need for Change6 Upsetting WorkSource UNUM-” Everyone needs a back-up plan”

Retention: Real Cost of Losing Staff

• Cost of Hiring New Person.• Cost of Induction and Training.• Productivity Dip.• Loss of Engagement and Tribal

Knowledge.• Service Errors. Basic Direct Costs c.£35,000 Other Indirect Costs c.£80,000

Key Feature:Getting the Message Clear

The Job Description

“It was not a lie, it was an ineptitude with insufficient cover”

(TV Programme Madmen)

Scotland

2020 Vision and Route Map

Three Key Challenges for Health in Scotland:

1) Scotland’s public health record esp. Health

Inequalities.

2) Changing Demography & shifting patterns of

Disease.

3) Economic Environment.  

Scottish National Health Driver 1

QUALITY STRATEGY

“Measurement is an important tool for driving large-scale improvement”.

QMF: QOMs, HEAT Targets & Local Measures

Scottish National Health Driver 2 HEALTH AND SOCIAL CARE

INTEGRATION BILL

“acknowledges that joint commissioning strategies and delivery plans will require...effective information systems”.

• HEAT TARGETS DELIVERY• HEALTH INEQUALITIES• TASKFORCE REPORT

Scottish National Health Driver 3

NATIONAL INTELLIGENCE AND INFORMATION FRAMEWORK

“the aim of having information and intelligence that drives the delivery of high quality health and social care outcomes for the citizens of Scotland.

Scottish National Health Driver 4

STRATEGIC AIM: eHealth

National eHealth strategy 2011-2017 : “developing a strategy for real time and near real time performance data”.

“Availability of real time/near real-time information for service improvement and service integration”.

Conclusion

“In order to carry a positive action

we must develop here a positive vision”

The Dalai Lama