Job summary
We are looking for two Strategic HR Business Partners to join our team here at St George's.
On successful appointment, you will be a senior, high profile, and integral part of either a clinical divisional senior management team or the Corporate leadership teams. You will lead on strategic workforce solutions aligned to the business units, with a view to enabling delivery of the clinical strategy and organisational objectives. Working closely with the Divisional Triumvirate teams/Corporate Services and other key individuals, you will lead of all aspects of work associated with the forward planning, modernisation, engagement, motivation and performance of the workforce. In addition, you will embed excellent OD and HR practice and standards and increase management capacity within the division. Your ability to establish and maintain positive interpersonal relationship with all stakeholders based on the Trust's values will be a key attribute, pulling in resources from shared services and centres of excellence within the wider People and OD department.
Main duties of the job
As part of the senior Divisional/Corporate Services management team, the post-holder will lead the local implementation of the human resources aspects of the divisional business plan. This will be achieved by leading on identifying the workforce implications that flow from the strategy anddevelop initiatives to implement changes that improve performance.The Strategic HR BP will develop and implement initiatives which directly support the delivery of the Trust's OD and Workforce Strategy and add value to the overall performance of the Trust. This role will develop excellent working relationships built on trust, confidence and mutual respect, and which underpin a reputation for being a highly credible and knowledgeable experts in the application of strategic and operational OD and HR.
The post-holder will proactively work with HR colleagues to develop and implement a HR & OD service to a designated Division/Corporate Service which supports the work of the Trust through establishing, maintaining and improving people management practices and skills within the Trust,and addresses the issues outlined in the Trust and Divisional/Corporate Services business plan and workforce strategy.
About us
St George's, Epsom and St Helier University Hospitals and Health Group cares for a population of four million people in South West London and North East Surrey.Our sites include St George's Hospital, one of 11 major trauma centres in the UK and the largest healthcare provider and major teaching hospital in the area; St Helier Hospital, home to the South West Thames Renal and Transplantation Unit and Queen Mary's Hospital for Children; and Epsom Hospital, home to the South West London Elective Orthopaedic Centre (SWLEOC).
After years of collaboration, our two Trusts became a hospitals group in 2021. While remaining as two separate Trusts, being a hospitals group will help us to collaborate more closely on research, and the development, education, and training of our 17,000-strong workforce.
Job description
Job responsibilities
Workforce modernisation
- Act as an advocate for change, in identifying the need for delivering productivity and efficiency improvements through working practicesActively lead by commissioning and supporting the implementation of OD and workforce improvement initiatives
- Coach managers in the process of implementing change and supporting those involved in and affected by itRegularly review and assess established working practices and staff management practices to ensure they continue to support efficient operational delivery
- Act as an advocate for change in identifying the need for delivering productivity and efficiency through working practices e.g. new roles and ways of working that are supported by influencing a review of the clinical pathways, role design, educational plan and improved performance measurement systems
- Actively lead and support the implementation of OD and workforce improvement initiatives through internal consultancySupport financial planning activity within the division through contribution to workforce planning, efficiency programme and agency worker control achieved by developing an annual resourcing pipeline report and monitoring accordingly
Workforce planning
- Consider and plan for emerging trends and uncertainties in workforce demand and supply within the multi-disciplinary teamLead on the identification and development of Workforce Cost Improvement Initiatives,project managing these and engaging with relevant stakeholders to ensure delivery
- Lead on the development of workforce plans in all Workforce related business cases providing the required trajectory for resourcing accordingly
- Explore and apply novel approaches to overcome identifiable difficulties
- Lead, develop and evaluate an effective and deliverable workforce plan that fully supportsthe delivery of divisional/corporate services and Trust key business objectives
- Establish and oversee the delivery of an affordable divisional/corporate services in recruitment and retention plan
- Increase workforce planning awareness and capability across the division, and commission appropriate associated training and development interventions
- Proactively support the Divisional Medical Director, clinical leads and operational managers in the effective application of annual consultant job planning process, ensuring alignment to the business needs of the division and hence capacity
- In conjunction with the OD team, ensure that the talent management strategy is embeddedin the divisions/corporate services, including the development of career pathway/progression plans
Workforce performance
- Lead the workforce component of the divisions cost improvement plans to ensure effective delivery to agreed timescales
- Analyse divisional workforce data to identify priorities and plan future actions through regular review of workforce metrics
- Ensure the efficient supply of relevant workforce intelligence for managers, in order to inform management decision-making and to improve the divisions performance in relation to workforce key performance indicators (KPIs)
- Benchmark against other NHS organisations to seek best practice
- Provide strategic, specialist advice to the Divisions/Corporate services on the workforce impacts and implications of short to long term business planning (1-5 years) to enablethem to meet present and future business challenges to provide top quality patient careand meet its financial targets
- Support managers to interpret and analyse data to enable productivity gains including supporting the development of strategies to improve motivation, engagement,development and attendance of staff
- Lead on benefits realisation exercise on investment into new roles within Divisions/Corporate areas working with relevant key stakeholders
- Work with the Divisional Directors to develop appropriate metrics within the divisions that measure engagement, productivity and key HR & OD success criteria. Work with the Director of Workforce to develop metrics which measure contribution of the StrategicHRBP roles to Trust objectives
Employee Engagement
- Work with clinical leaders, managers and staff representatives to develop and prioritise a culture of effective employee relations and partnership working across all areas of the division
- Coach line mangers and other key individuals in the effective management and motivation of self and others
- Work with the Division/Corporate services to ensure staff have an annual Personal & Development Review and monitor the compliance requirements accordingly, taking remedial action when required
- Work with the Division/Corporate services to encourage and enable staff to feel empowered to change and improve the workplace through, for example, the application of engagement methodology, focus groups, and regular local surveys
- Develop in conjunction with the Trust engagement lead, a Division/Corporate staff engagement plan which aims to improve staff involvement, motivation and contribution, while also supporting personal and career development, and the health and wellbeing ofstaff
- Research reasons for leaving in order to inform retention initiatives and share learning across and between divisions / corporate services
Organisational Development
- To support, in collaboration with the centres of excellence, the design and delivery of strategies, that support the Trusts ambition to be a high performing organisation; to include initiatives which foster a high performance culture, where valuing learning, continuous improvement and diversity are the norm
- Ensure that the ways in which plans and strategies are delivered and change is implemented is coherent with Trust and departmental goals and values
- To identify opportunities for performance improvement through, for example, undertaking internal diagnosis and process/system reviews in order to understand barriers and devise possible solutions
- Take account of and develop staffs skills and engagement; use appropriate and effective leadership behaviours that are most likely to achieve success
Change management, engagement and staff well-being
- Working in collaboration with the centres of excellence for Staff Health and Wellbeing, Leadership and OD and Staff Engagement:Identify specific employment issues from workforce trends and staff feedback mechanisms and support the development of local and Trust-wide HR interventions to meet business needs
- Champion best HRM practice, influencing key business decisions to ensure the effective management of staff through the fair, efficient and pragmatic application of best HR practice; this will include working with the employee relations team to provide training andcoaching for managers in HR policy and practice, and the monitoring and development of best HR practice to embrace diversity in the workforce
- Lead the development of interventions which improve HRM practice, management competence and leadership for managers and all levels in the division
- Advise, coach and support local leaders and managers in the development of people management skills and competence within their teams Partnership working to ensure there are robust arrangements and positive relationships in place to engage with unions and professional association
- Foster a positive climate of employee relations within the Trust, to sustain an effective partnership approach, develop and maintain good working relationships with representatives of Trade Unions and staff organisations
Medical workforce planning
- Working with the Head of Medical Workforce and in partnership with the Divisional Chairs and clinical leads, ensure consultant job plans are integrated into the business planning process
- Ensure job planning is completed efficiently, providing coaching, advice and support to Clinical leads and managers as appropriate
- Ensure job planning is aligned to the delivery of business needs of the Divisions as part of the annual business planning cycle taking into account Commissioning intentions
Employee relations
- Working with employee relations centre of excellence, monitoring the type, complexity and volume of ER cases in the division to diagnose organisational health and other issues for the division which need to be addressed and then working collaboratively with specialist leads propose appropriate interventions/solutions
- To horizon scan the broader external climate to identify government policy, economic and other social issues which may affect trends in industrial relations and then proactively anticipate any issues for the Trust ahead of them occurring so contingency plans/solutions can be developed
- When required, provide senior HR advice and support at appeal hearings
Policy, service organisational and professional development
- To oversee the annual appraisal process, monitoring compliance with the timetable and working with the Director of People to ensure consistency of equality in appraisal documentation
- Support the planning of an annual OD work plan for the Division/Corporate areas in conjunction with the OD centre of excellence
- To contribute to the development of policies and procedures as required
Job description
Job responsibilities
Workforce modernisation
- Act as an advocate for change, in identifying the need for delivering productivity and efficiency improvements through working practicesActively lead by commissioning and supporting the implementation of OD and workforce improvement initiatives
- Coach managers in the process of implementing change and supporting those involved in and affected by itRegularly review and assess established working practices and staff management practices to ensure they continue to support efficient operational delivery
- Act as an advocate for change in identifying the need for delivering productivity and efficiency through working practices e.g. new roles and ways of working that are supported by influencing a review of the clinical pathways, role design, educational plan and improved performance measurement systems
- Actively lead and support the implementation of OD and workforce improvement initiatives through internal consultancySupport financial planning activity within the division through contribution to workforce planning, efficiency programme and agency worker control achieved by developing an annual resourcing pipeline report and monitoring accordingly
Workforce planning
- Consider and plan for emerging trends and uncertainties in workforce demand and supply within the multi-disciplinary teamLead on the identification and development of Workforce Cost Improvement Initiatives,project managing these and engaging with relevant stakeholders to ensure delivery
- Lead on the development of workforce plans in all Workforce related business cases providing the required trajectory for resourcing accordingly
- Explore and apply novel approaches to overcome identifiable difficulties
- Lead, develop and evaluate an effective and deliverable workforce plan that fully supportsthe delivery of divisional/corporate services and Trust key business objectives
- Establish and oversee the delivery of an affordable divisional/corporate services in recruitment and retention plan
- Increase workforce planning awareness and capability across the division, and commission appropriate associated training and development interventions
- Proactively support the Divisional Medical Director, clinical leads and operational managers in the effective application of annual consultant job planning process, ensuring alignment to the business needs of the division and hence capacity
- In conjunction with the OD team, ensure that the talent management strategy is embeddedin the divisions/corporate services, including the development of career pathway/progression plans
Workforce performance
- Lead the workforce component of the divisions cost improvement plans to ensure effective delivery to agreed timescales
- Analyse divisional workforce data to identify priorities and plan future actions through regular review of workforce metrics
- Ensure the efficient supply of relevant workforce intelligence for managers, in order to inform management decision-making and to improve the divisions performance in relation to workforce key performance indicators (KPIs)
- Benchmark against other NHS organisations to seek best practice
- Provide strategic, specialist advice to the Divisions/Corporate services on the workforce impacts and implications of short to long term business planning (1-5 years) to enablethem to meet present and future business challenges to provide top quality patient careand meet its financial targets
- Support managers to interpret and analyse data to enable productivity gains including supporting the development of strategies to improve motivation, engagement,development and attendance of staff
- Lead on benefits realisation exercise on investment into new roles within Divisions/Corporate areas working with relevant key stakeholders
- Work with the Divisional Directors to develop appropriate metrics within the divisions that measure engagement, productivity and key HR & OD success criteria. Work with the Director of Workforce to develop metrics which measure contribution of the StrategicHRBP roles to Trust objectives
Employee Engagement
- Work with clinical leaders, managers and staff representatives to develop and prioritise a culture of effective employee relations and partnership working across all areas of the division
- Coach line mangers and other key individuals in the effective management and motivation of self and others
- Work with the Division/Corporate services to ensure staff have an annual Personal & Development Review and monitor the compliance requirements accordingly, taking remedial action when required
- Work with the Division/Corporate services to encourage and enable staff to feel empowered to change and improve the workplace through, for example, the application of engagement methodology, focus groups, and regular local surveys
- Develop in conjunction with the Trust engagement lead, a Division/Corporate staff engagement plan which aims to improve staff involvement, motivation and contribution, while also supporting personal and career development, and the health and wellbeing ofstaff
- Research reasons for leaving in order to inform retention initiatives and share learning across and between divisions / corporate services
Organisational Development
- To support, in collaboration with the centres of excellence, the design and delivery of strategies, that support the Trusts ambition to be a high performing organisation; to include initiatives which foster a high performance culture, where valuing learning, continuous improvement and diversity are the norm
- Ensure that the ways in which plans and strategies are delivered and change is implemented is coherent with Trust and departmental goals and values
- To identify opportunities for performance improvement through, for example, undertaking internal diagnosis and process/system reviews in order to understand barriers and devise possible solutions
- Take account of and develop staffs skills and engagement; use appropriate and effective leadership behaviours that are most likely to achieve success
Change management, engagement and staff well-being
- Working in collaboration with the centres of excellence for Staff Health and Wellbeing, Leadership and OD and Staff Engagement:Identify specific employment issues from workforce trends and staff feedback mechanisms and support the development of local and Trust-wide HR interventions to meet business needs
- Champion best HRM practice, influencing key business decisions to ensure the effective management of staff through the fair, efficient and pragmatic application of best HR practice; this will include working with the employee relations team to provide training andcoaching for managers in HR policy and practice, and the monitoring and development of best HR practice to embrace diversity in the workforce
- Lead the development of interventions which improve HRM practice, management competence and leadership for managers and all levels in the division
- Advise, coach and support local leaders and managers in the development of people management skills and competence within their teams Partnership working to ensure there are robust arrangements and positive relationships in place to engage with unions and professional association
- Foster a positive climate of employee relations within the Trust, to sustain an effective partnership approach, develop and maintain good working relationships with representatives of Trade Unions and staff organisations
Medical workforce planning
- Working with the Head of Medical Workforce and in partnership with the Divisional Chairs and clinical leads, ensure consultant job plans are integrated into the business planning process
- Ensure job planning is completed efficiently, providing coaching, advice and support to Clinical leads and managers as appropriate
- Ensure job planning is aligned to the delivery of business needs of the Divisions as part of the annual business planning cycle taking into account Commissioning intentions
Employee relations
- Working with employee relations centre of excellence, monitoring the type, complexity and volume of ER cases in the division to diagnose organisational health and other issues for the division which need to be addressed and then working collaboratively with specialist leads propose appropriate interventions/solutions
- To horizon scan the broader external climate to identify government policy, economic and other social issues which may affect trends in industrial relations and then proactively anticipate any issues for the Trust ahead of them occurring so contingency plans/solutions can be developed
- When required, provide senior HR advice and support at appeal hearings
Policy, service organisational and professional development
- To oversee the annual appraisal process, monitoring compliance with the timetable and working with the Director of People to ensure consistency of equality in appraisal documentation
- Support the planning of an annual OD work plan for the Division/Corporate areas in conjunction with the OD centre of excellence
- To contribute to the development of policies and procedures as required
Person Specification
Experience
Essential
- Complex change management
- Knowledge and recent experience of undertaking internal consultancy work
Skills
Essential
- Strategic focus
- Commercial acumen
Desirable
Person Specification
Experience
Essential
- Complex change management
- Knowledge and recent experience of undertaking internal consultancy work
Skills
Essential
- Strategic focus
- Commercial acumen
Desirable
Disclosure and Barring Service Check
This post is subject to the Rehabilitation of Offenders Act (Exceptions Order) 1975 and as such it will be necessary for a submission for Disclosure to be made to the Disclosure and Barring Service (formerly known as CRB) to check for any previous criminal convictions.
Applications from job seekers who require current Skilled worker sponsorship to work in the UK are welcome and will be considered alongside all other applications. For further information visit the UK Visas and Immigration website (Opens in a new tab).
From 6 April 2017, skilled worker applicants, applying for entry clearance into the UK, have had to present a criminal record certificate from each country they have resided continuously or cumulatively for 12 months or more in the past 10 years. Adult dependants (over 18 years old) are also subject to this requirement. Guidance can be found here Criminal records checks for overseas applicants (Opens in a new tab).
Additional information
Disclosure and Barring Service Check
This post is subject to the Rehabilitation of Offenders Act (Exceptions Order) 1975 and as such it will be necessary for a submission for Disclosure to be made to the Disclosure and Barring Service (formerly known as CRB) to check for any previous criminal convictions.
Applications from job seekers who require current Skilled worker sponsorship to work in the UK are welcome and will be considered alongside all other applications. For further information visit the UK Visas and Immigration website (Opens in a new tab).
From 6 April 2017, skilled worker applicants, applying for entry clearance into the UK, have had to present a criminal record certificate from each country they have resided continuously or cumulatively for 12 months or more in the past 10 years. Adult dependants (over 18 years old) are also subject to this requirement. Guidance can be found here Criminal records checks for overseas applicants (Opens in a new tab).
