HR Business Partner, Band 8a - People and OD
NHS Jobs Gloucester
Strategic Leadership, Planning and Workforce Sustainability i. Support the divisional annual operational planning round, ensuring that sustainable workforce risks are captured, with live plans in place to address critical shortage occupation areas.
vi. Work closely with colleagues within the operational resourcing functions to ensure recruitment activity is proactive, innovative and meets the need of the service. Transformation and Organisational Change i. Work with internal and external stakeholders, to support the development of integrated care pathways across Gloucestershire Integrated Care System.
ii. Support improved transformation and development of systems ensuring we maximise and capture opportunities for improved quality, efficiency and cost improvement. iii. Support the Division to identify and deliver workforce related cost efficiency schemes.
Analyse the cost, benefits and risks of specific programmes. iv. Partner senior leaders in the management of complex organizational change programmes, providing expert Human Resources support, advice on employment law issues (such as TUPE/ contractual changes) v.
Act as an advocate for change, supporting the divisional management team to deliver productivity and efficiency improvements through working practices. Policy, Terms & Conditions, Risk Management i. Support the management of highly complex or very senior employment relations cases; including those involving medical staff, providing expert advice on policy, procedure and technical points of employment law.
ii. Ensure workforce metrics are understood by stakeholders and where appropriate linked to divisional risk registers, with suitable action plans in place to mitigate performance concerns. iii. Oversee and challenge risks on the divisional risk register with a clear workforce element, ensuring that risks are articulated and scored robustly with appropriate action plans in place.
iv. Work with divisional colleagues to develop and sign off the workforce and colleague engagement aspects of business plans v. Lead on the development and implementation of specific Trust-wide policies, initiatives and schemes as agreed with the Deputy Director for People & OD.
vi. Ensure managers and clinical leads are equipped to manage informal issues with their staff effectively. Provide best practice advice in order to minimise escalation to formal processes where appropriate. vii. Lead on specific areas of responsibility for the People and Organisational Development function as agreed such as job evaluation, information governance and corporate initiatives.
Resourcing, Pay and Reward i. Oversee and input into the Trusts job evaluation processes, ensuring key principles of fairness, consistency and an appropriate level of challenge feature throughout. ii. Provide constructive challenge and a solution focused approach to requests to remunerate outside of Agenda for Change.
iii. Within the bounds of national Terms and Conditions, drive the development of innovative pay and reward initiatives, ensuring that the development of business. iv. Cases for new initiatives are well articulated, demonstrate quality measures and return on potential investment.
v. Support the management and understanding of divisional and Trust expenditure on remuneration, highlighting and managing the financial pressures associated with pay whilst balancing this against the need for a fully resourced service. vi. Improve recruitment and retention outcomes in accordance with service need, identified areas of concerns and in support of the overarching People and OD objectives.
Colleague Experience, Equality, Diversity, Inclusion and Human Rights i. Support the Division to manage People and OD Key Performance Indicators such as: appraisal, mandatory training, absence management, retention. ii. Partner with divisional colleagues to ensure staff survey results are understood, supporting operational areas to develop targeted and intelligent action plans to improve colleague experience.
iii. Support divisional colleagues to triangulate colleague experience data and employment relations activity with patient experience information and divisional quality outcomes, ensuring priority focus is given to areas of concern. iv. Drive improvements for staff who report experiences of bullying, abuse, harassment and violence, working with divisional colleagues to inspire and deliver sustainable change.
v. Support the continued development of a culture where colleagues feel valued, respected and treated with fairness and civility regardless of personal or protected characteristics. vi. Support the Trust to meet the objectives set out within the annual Equality of Opportunity, Diversity and Inclusion action plan.
Team Management i. HR Business Partners may be required to manage more junior staff members such as: The HR Advisory Team (working under the supervision of a HR Manager) Key Relationships Work closely with Executive and Senior colleagues, forming close relationships with Divisional Leadership Teams to provide a strong divisional partnership model.
Working across numerous corporate specialties such as: Finance, Procurement, Payroll, as part of a comprehensive and professional business partnering service to the Trusts Operational Divisions. Linking closely with colleagues across the People and Organisational Development function to ensure Divisions access well integrated and proactive support.
ii. Ensure workforce information is benchmarked appropriately through the use of recognised and accepted mechanisms (i.e. model hospital), to develop a greater understanding of strengths, weaknesses and opportunities for development. iii. Lead the development of workforce plans and annual refresh to an agreed Trust template, within nominated Division(s) triangulating critical workforce information and trends with key quality measures, accepted safer staffing models and business intelligence.
iv. Planned delivery of succession planning to support workforce sustainability at all levels. v. Support the best use of apprenticeships across the Trust, to support the future proofing of our workforce whilst ensuring the apprenticeship levy is utilised to its full potential.vi. Work closely with colleagues within the operational resourcing functions to ensure recruitment activity is proactive, innovative and meets the need of the service. Transformation and Organisational Change i. Work with internal and external stakeholders, to support the development of integrated care pathways across Gloucestershire Integrated Care System.
ii. Support improved transformation and development of systems ensuring we maximise and capture opportunities for improved quality, efficiency and cost improvement. iii. Support the Division to identify and deliver workforce related cost efficiency schemes.
Analyse the cost, benefits and risks of specific programmes. iv. Partner senior leaders in the management of complex organizational change programmes, providing expert Human Resources support, advice on employment law issues (such as TUPE/ contractual changes) v.
Act as an advocate for change, supporting the divisional management team to deliver productivity and efficiency improvements through working practices. Policy, Terms & Conditions, Risk Management i. Support the management of highly complex or very senior employment relations cases; including those involving medical staff, providing expert advice on policy, procedure and technical points of employment law.
ii. Ensure workforce metrics are understood by stakeholders and where appropriate linked to divisional risk registers, with suitable action plans in place to mitigate performance concerns. iii. Oversee and challenge risks on the divisional risk register with a clear workforce element, ensuring that risks are articulated and scored robustly with appropriate action plans in place.
iv. Work with divisional colleagues to develop and sign off the workforce and colleague engagement aspects of business plans v. Lead on the development and implementation of specific Trust-wide policies, initiatives and schemes as agreed with the Deputy Director for People & OD.
vi. Ensure managers and clinical leads are equipped to manage informal issues with their staff effectively. Provide best practice advice in order to minimise escalation to formal processes where appropriate. vii. Lead on specific areas of responsibility for the People and Organisational Development function as agreed such as job evaluation, information governance and corporate initiatives.
Resourcing, Pay and Reward i. Oversee and input into the Trusts job evaluation processes, ensuring key principles of fairness, consistency and an appropriate level of challenge feature throughout. ii. Provide constructive challenge and a solution focused approach to requests to remunerate outside of Agenda for Change.
iii. Within the bounds of national Terms and Conditions, drive the development of innovative pay and reward initiatives, ensuring that the development of business. iv. Cases for new initiatives are well articulated, demonstrate quality measures and return on potential investment.
v. Support the management and understanding of divisional and Trust expenditure on remuneration, highlighting and managing the financial pressures associated with pay whilst balancing this against the need for a fully resourced service. vi. Improve recruitment and retention outcomes in accordance with service need, identified areas of concerns and in support of the overarching People and OD objectives.
Colleague Experience, Equality, Diversity, Inclusion and Human Rights i. Support the Division to manage People and OD Key Performance Indicators such as: appraisal, mandatory training, absence management, retention. ii. Partner with divisional colleagues to ensure staff survey results are understood, supporting operational areas to develop targeted and intelligent action plans to improve colleague experience.
iii. Support divisional colleagues to triangulate colleague experience data and employment relations activity with patient experience information and divisional quality outcomes, ensuring priority focus is given to areas of concern. iv. Drive improvements for staff who report experiences of bullying, abuse, harassment and violence, working with divisional colleagues to inspire and deliver sustainable change.
v. Support the continued development of a culture where colleagues feel valued, respected and treated with fairness and civility regardless of personal or protected characteristics. vi. Support the Trust to meet the objectives set out within the annual Equality of Opportunity, Diversity and Inclusion action plan.
Team Management i. HR Business Partners may be required to manage more junior staff members such as: The HR Advisory Team (working under the supervision of a HR Manager) Key Relationships Work closely with Executive and Senior colleagues, forming close relationships with Divisional Leadership Teams to provide a strong divisional partnership model.
Working across numerous corporate specialties such as: Finance, Procurement, Payroll, as part of a comprehensive and professional business partnering service to the Trusts Operational Divisions. Linking closely with colleagues across the People and Organisational Development function to ensure Divisions access well integrated and proactive support.
Manage relationships with external stakeholders, including but not limited to: Trade Unions, commissioners, Integrated Care System partners, NHS England, NHS Resolution, ACAS.
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