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Embedding our Values
Claire London, Head of Workforce DevelopmentJeremy Over, Head of Workforce (Medical & Pay)
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Making a Difference Together
Here at UCLH we are clinically excellent, consistently in the top 10 performing Trusts in the country e.g., Dr Foster.
UCLH is in the top 20% nationally for inpatient and outpatient surveys, however for the 5% of patients rating their care as ‘poor’ this represents some 20,000 patients per year – we want to do better….
We want be known equally for our staff and patient experience.
By improving the experience of staff and our patients we can achieve true excellence.
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Making a Difference TogetherCampaign Goals
Introduce organisational values and a set of behavioural standards that are based on staff and patient feedback and that are conducive to the Trust achieving its mission by supporting the creation of a values-led ‘culture of excellence’.
Embed those values into the day-to-day operations of the Trust by including them in the HR mechanisms that guide how we recruit, manage, develop and reward our staff.
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Making a Difference Together - Involvement
£1.5m awarded by UCLH charity in November 2011 to transform patient and staff experience using a values-based approach
Bottom up process to develop values involving 2000 staff
Values signed off by the Trust board in April 2012
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Making a Difference Together - Involvement
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Our Values
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Embedding the Values
Recruitment
Appointment
Induction
Performance Management
& Development
Recognition
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A Values Based Culture – Trust Wide OD Programme
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Embedding the Values Through Recruitment
The project objective is to take steps to ensure attraction, selection, recruitment and on-boarding processes are fully aligned with the highest quality recruitment practices.
To attract staff who embody the values of the organisation
To ensure a reduction in administrative burden for hiring managers
To reduce attrition, attract great people to do their best work and to develop with us
Embedding UCLH Values into our recruitment of medical & dental consultants
Jeremy Over, Head of Workforce (Medical & Pay)Dr Megan Joffe, Edgecumbe Health
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‘Recruiting the best consultants’ project
why we did it what it involved what we learnt
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What our stakeholders said
• “Key hires” – but how we do it doesn’t reflect that• Interview too short and superficial / “prescribed”• Too heavily weighted towards technical (plus
research) • Not enough focus on
o Understanding the person/values/behaviouro Leadership qualitieso Teachingo Possible problematic behaviours
• Not enough work pre-selection to involve relevant stakeholders
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3 key selection questions
Can they do the job?Abilities, potential, intellect/mental ability to learn, problem-solve, handle complexity, make decisions etc
How will they do the job?Personality and style; work style; working relationships; handling pressure; engaging with the team and organisation
Do they want to do the job?Aspiration; values and motivation; “fit” with the organisational culture (the more engaged, the less likely to fail)
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Our evidence basePersonality and job performance
• 3 decades of research on personality and job performance• Longitudinal studies of impact of personality on medical student
performance• Literature review of psychological factors affecting doctors’
performance The role of behaviour and non-clinical attributes in doctors’ performance
• NCAS data on referrals• Royal College of Surgeons “Teamworking”• Behavioural marker systems for surgery (NOTS) and anaesthetics
(ANTS)• Literature on medical errors
Competency based selection and assessment of doctors into specialist training (UK)
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Role of Psychometrics: personality, motives, values, preferences…
• Personality tells you what a person MAY do in certain situations
• Value and interest inventories tell us what a person WANTS to do
• People tend to prefer to work with others who share their values; are happiest in environments that are consistent with their values; and more stressed when acting contrary to their values
• Cannot easily infer values because they are private
• Values describe the kind of culture you will create as a leader
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What we now assess (in addition to clinical skills and experience)
• Leadership qualities and potential• Motivation for joining UCLH• Career aspirations and compatibility with the
clinical service and UCLH strategy • Attitudes and behaviours with regard to each
of the UCLH Values
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The assessment components
Structured interview
Application form & CV
Presentation& Q&A withstakeholder
group
Practicalexercise
Psychometricprofile
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What did we learn?
Top-level sponsorship &
support important
Assess forcontra-indicators
as well aspositive
behaviours
Enabled greater focus onrecruiting
for the future
When not toappoint!
Quality not quantity:
reduce the size of panels
It’s a partnership- ‘control’ for
clinical servicepartners
Design & facilitation of
practicalexercise/s
Desire for changewas unanimous!
Don’tunderestimateimportance ofinterview skills
training
Candidate care:VBR is 2-way
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A candidate’s viewpoint…..
“This was a very different experience; I think the process shows that UCLH wants to recruit people who are more rounded as a person…
“What I didn't expect was how the psychometric tests were used in the interview. The questions went right to your core, and I remember feeling quite exposed - which isn't a bad thing. I think the interview questions encouraged honesty and to be yourself in the interview setting. Overall, I think the framework was good”
Values Based RecruitmentThe Best People Doing Great Work
Claire London, Head of Workforce DevelopmentTim Cornell and Colin McKinnon, Chemistry Group
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Embedding the Values Through Recruitment
Our turnover in 2012/13 was £840 million.
Last year over 38,000 individual application were received for 1400 wte posts.
On average we receive 27 applications per post advertised.
Desire to give a tangible message about what is important to us from the start.
Attract great people to do their best work and to develop with us
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Predicting Future Performance
ValuesMotivationsBehaviours
Intellect
Experience
75%
25%
Hard
Easy
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Screening applicants based on values
ValuesMotivations
Behaviours
The innovation
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Projected
£5.5m saving (3 yrs)
What does “Great” look like for Advisor and Guru roles?
Values
Motivations
Behaviours
Identify Resourcing Challenges
high volume
labour intense
measured experience, not ‘fit’
New hires delivering FAN scores of over
91%
An Example
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Values Based Recruitment Until now… Future…
High volume applications to shortlist from Pre-application selection tool for all prospective candidates based on values scenarios
No ability to drive eligibility to apply Eligibility driven application process
Volume, quality and technology issues as constraints
Technology enabling swifter journey from application to interview
Variable quality of questioning A values based question bank of pre-drafted questions that are values-driven
No assessment of practical skills ‘Menu’ of exercises, assessments and tests available (if required). Support for hiring managers in making decisions on their use
Little focus on values Values embedded throughout the process
Practical recruitment skills training Practical values based recruitment training for hiring managers to become “fit to practice”
Little or no candidate follow up or “pooling” of appointable candidates
On-boarding team to provide candidate follow up in ‘resourcing’ rather than ‘recruiting’ model
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Embedding the Values Through RecruitmentAttraction
Impact, Aligned to Brand and Marketing Strategy, Role Specific
Applicant Self AssessmentValues-based assessment tool within recruitment process to screen for high-values driven
candidates
Selection MethodsValues-based interview skills, suite
of tests to support making great appointments
Making Great AppointmentsRetention and development of
talent, reduce turnover, improve stability
EvaluationKey metrics, quality, satisfaction,
turnover, ER, staff survey etc.
Embedding Workforce MeasuresOn Boarding, probation, policies and procedures, appraisal, talent
management and exit
Beyond Recruitment Other Values Based Projects
Claire London, Head of Workforce Development
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Embedding the Values - Recognition
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Embedding the Values – On Boarding
Shortening the length of time it takes to bring great new staff into work. Improving their welcome and on-boardingGiving them access to learning and support to prepare them for day one in advance.Spending good quality time at induction contextualising our values
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Embedding the Values – Appraisal
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Embedding the Values – Talent Management
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Embedding the Values – Work Based Learning
