HR Director Candidate Information Pack

Working together to achieve the healthiest life possible for everyone in Ayrshire and Arran

HR Director Candidate Information pack

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Pack Contents

To assist you with your application for the post of HR Director for NHS Ayrshire and Arran, this pack will provide useful information about the post, about NHS Ayrshire and Arran and about Ayrshire more generally.

Section 1 Welcome from the Chief Executive ...... 02 Advert ...... 03

Section 2 About NHS Ayrshire & Arran ...... 04 Delivering our services ...... 06 NHS Ayrshire & Arran as an employer ...... 10 NHS Ayrshire & Arran Health Board ...... 15 Key facts and figures ...... 17

Section 3 Living and working in Ayrshire ...... 19

Section 4 Job Description ...... 21 Person Specification ...... 27 Summary of NHS Scotland Core Leadership Competencies ...... 29

Section 5 Terms and Conditions of Service ...... 31

Section 6 Selection process ...... 34

Section One

Welcome from the Chief Executive

After a long period of stability within the Board’s Corporate Management Team, a number of Directors will be retiring in early 2020. This change presents an excellent opportunity for high calibre leaders to join a high performing, forward thinking, senior leadership team that is committed to excellence for its citizens and staff and using reform to achieve this.

Thank you for your interest in the post of HR Director for NHS Ayrshire & Arran. This vacancy has arisen as a result of the upcoming retirement of the current HR Director, Patricia Leiser.

The HR Director role is pivotal in driving the ongoing implementation of the Board’s People Strategy, continuing the Board’s reputation as an employer of choice and ensuring that our staff are at the heart of our reform agenda and full participants in shaping the services our patients need now and in the future.

In recent years through our culture development work we have re-defined the purpose, values and behaviours that are the foundation for our approach to health and social care delivery. You will find more information on our purpose and values in this pack.

As with other health and social care providers, we are delivering our services in challenging times. Demographic changes, increasing demand and wider socio-economic factors all impact on service delivery. We are committed to working together with the Integrated Joint Boards in Ayrshire on a whole system approach with our health and care teams and communities to reform services to meet these challenges and fulfil our purpose and deliver excellent, person centred care and services to the citizens of Ayrshire. We have set out our longer term strategic vision for health and care services under the banner of ‘Caring for Ayrshire’.

Delivering high quality, safe, person-centred care to every person every time is our clear aim. This can only be achieved when our staff feel valued and fully engaged. NHS Ayrshire & Arran has a clear commitment to retaining, developing, supporting and attracting, staff with a key focus on improving staff’s health, safety and wellbeing.

I hope that the information in this pack will be helpful to you and encourages you to apply for this post.

If you require any additional information or wish to discuss the role, informal enquiries are welcomed in confidence by myself and/or Patricia Leiser.

Kind regards,

John G Burns Chief Executive

Advert

Director of HR – NHS Ayrshire and Arran Salary Range Executive Grade E: £79,633 - £105, 927

This is an exciting opportunity for you to join an excellent team of Directors and lead NHS Ayrshire and Arran’s people agenda in support of the delivery of the Board’s purpose and strategic objectives. You will need to be an exceptional leader and have a proven track record of achievement in workforce strategy and management at a senior level in a complex organisation.

NHS Ayrshire and Arran is an ambitious, values based organisation with a strong sense of quality, culture and values; a strong whole system identity with well-established and effective integrated working across the health and care system; a highly engaged, skilled, knowledgeable and committed workforce; and through “Caring for Ayrshire” we have a clear long term strategic vision for how we want to reform our health and care system and deliver whole system excellence, quality, and improvement to the citizens of Ayrshire.

Our aim is to create an organisation with a positive culture, where people want to work and strive for excellence each day; where staff wellbeing and personal resilience is supported; where careers are interesting and developed; where staff are encouraged to reach their full potential; and where staff feel that their contribution is recognised and valued.

To do this we need to retain, develop, and support our current people and enhance their work experience and attract the right staff going forward. As HR Director you will drive this work through the ongoing implementation of our People Strategy and the supporting Staff Health Safety and Wellbeing Strategy, working closely with our Trade Unions and promoting and embedding an open, fair and just culture across the organisation, underpinned by clear values and continue to drive improved staff engagement and experience.

We are looking for an inspiring individual with a broad range of strategic and professional skills, with vision, drive and passion, and who is a strategic thinker with the ability to earn the confidence and respect necessary to bring about real change within the Board as well as influencing and shaping workforce strategy at regional and national level.

You should have extensive experience at Board/strategic managerial level with the NHS/healthcare related organisation or equivalent large complex environment and, beyond your functional HR leadership role, be able to contribute across the entirety of the corporate leadership agenda.

Ayrshire is a wonderful and exceptional place to have a true quality of life providing the best of all options – lovely towns and villages, city life within a short and easy commute, countryside, rolling hills, stunning beaches and sandy shores, the wonders of island life and excellent network of transport links throughout Scotland.

For a confidential discussion or to arrange to visit NHS Ayrshire and Arran, please contact John Burns, Chief Executive, Telephone 01292 513628 or email [email protected]

Closing date for applications: Friday 22nd November 2019 at 12 noon Interviews: Thursday 5th December / Friday 6th December 2019

Section Two

About NHS Ayrshire and Arran

NHS Ayrshire & Arran is one of 14 territorial NHS Boards within NHSScotland. Ayrshire & Arran NHS Board is responsible for the protection and improvement of the local population’s health and for the delivery of frontline healthcare services. Our operational frontline services are provided through four distinct operational units – Acute Services and the Health and Social Care Partnerships in East, North and South Ayrshire.

NHS Ayrshire & Arran serves a mixed rural and urban population of 376,000. We have a full range of primary and secondary clinical services, covering the mainland of Ayrshire and the islands of Arran and Cumbrae. NHS Ayrshire & Arran covers three local authority areas: East, North and South Ayrshire. There are major areas of widespread deprivation and social exclusion in both rural and urban areas.

The healthcare challenge within the area is considerable: our population suffers higher than average rates of coronary heart disease, lung cancer, respiratory illnesses and premature death among males. Ongoing lifestyle issues such as the prevalence of smoking, poor diet and lack of exercise are key factors, as is the steadily ageing profile of the population.

Here in NHS Ayrshire & Arran, we want the best for our staff and the best for local people. We pride ourselves on improving health and providing a comprehensive range of high quality, safe, effective and person-centred health services. Our strategic direction is based on continuous improvement and services that are centred on patients and service underpinned by our organisational commitments.

NHS Ayrshire & Arran’s Quality Strategy 2019-22: Excellence for Ayrshire

NHS Ayrshire & Arran has a long history of commitment, passion and achievement in quality improvement; undertaken by staff with skill and belief. NHS Ayrshire & Arran’s Quality Strategy 2019-22 Excellence for Ayrshire describes our commitment to deliver quality improvement and high quality care that will enable and support delivery of our strategic objectives, and our ambition for health and care service transformation.

Our strategic change principles include a clear commitment for delivery of safe, effective and person centred care as defined in the Healthcare Quality Strategy (2010) across NHS Ayrshire & Arran including our Health and Social Care Partnerships.

We have an ambitious vision that is supported at every level of the organisation where 4

we will enable everyone in Ayrshire and Arran to improve the quality and experience of care for our communities. This vision will be realised through a coordinated and prioritised programme of interventions aimed at improving the experience of care, the health of the population, reducing the per capita cost of health care and improving staff experience.

Our Common Purpose

Delivering our services

2020 vision

In September 2011, the Scottish Government set out the strategic vision for the delivery of healthcare services in Scotland.

Our vision is that by 2020 everyone is able to live longer, healthier lives at home or in a homely setting. We will have a healthcare system where:

 we have integrated health and social care;

 there is a focus upon prevention, anticipation and supported self management;

 if hospital treatment is required, and cannot be provided in a community setting, day case treatment will be the norm;

 whatever the setting, care will be provided to the highest standards of safety and quality with the person at the centre of all decisions; and

 there will be a focus on ensuring that people get back into their home or community environment as soon as possible with minimal risk of readmission.

In February 2014, Ayrshire and Arran NHS Board approved ‘Our Health 2020’ as NHS Ayrshire & Arran’s health and wellbeing framework. The framework described how we would fulfil the national 2020 vision for health services locally and a number of key statements of intent were defined:

Strategic Change - Our Health 2020

• An overall theme of partnership and co-production between the individual and the community with the NHS and its partners in the public, third and independent sectors. • A strong local health service supporting people in their day to day lives to get the best from their health. • Within this, a focus on making home and communities, rather than hospital, the hub for care. • Maximising the potential use of technology to improve health and healthcare. • A focus on reducing health inequalities, on prevention, anticipation and supported self management. • Where hospital care is needed, it will be person centred, safe and effective. • Where a pathway involving health and social care is required, it will be integrated and seamless.

The map below illustrates the key hospital sites throughout Ayrshire and Arran:

Lady Margaret Hospital H ISLE OF CUMBRAE Largs Millport NORTH AYRSHIRE Ayrshire Central H Hospital

Woodland Arran War Irvine View H Kilmarnock Memorial Hospital Brodick H University Hospital Firth of Clyde Crosshouse ISLE OF ARRAN Biggart Hospital H EAST AYRSHIRE

Population of Ayrshire and Arran - 367,160 Ayr East Ayrshire H Community Hospital H East Ayrshire - 120,210 Ailsa Hospital H University Cumnock

32.7 per cent of total population Hospital Ayr

North Ayrshire - 135,510 36.9 per cent of total population SOUTH AYRSHIRE Girvan South Ayrshire - 111,440 30.4 per cent of total population H Girvan Community Hospital

Key

H Acute Hospital with accident and emergency department H Community Hospital

Acute services

Emergency and elective hospital services are provided by our acute services, which includes inpatient, outpatient and day case care. There are two district general hospitals within Ayrshire: University Hospital Ayr and University Hospital Crosshouse. These hospitals provide a wide range of acute services:

• University Hospital Ayr University Hospital Ayr provides medical and surgical services on an inpatient, day case and outpatient basis. It is the main Accident and Emergency service for South Ayrshire. It provides a number of Ayrshire-wide services including Vascular Surgery, Ophthalmology and Urology. There are approximately 330 inpatient beds at Ayr.

• University Hospital Crosshouse

University Hospital Crosshouse provides medical and surgical services on an inpatient, day case and outpatient basis. It is the main Accident and Emergency service for East and North Ayrshire. Inpatient paediatrics, the Ayrshire Maternity Unit and the main Laboratories for Ayrshire are on the Crosshouse site. There are approximately 600 inpatient beds at Crosshouse

Community, mental health and learning disabilities services Following the introduction of Health and Social Integration, the operational delivery for the range of community healthcare services and mental health and learning disabilities services is through the three Partnerships in Ayrshire:

Ayrshire has well-established strong and effective integrated working across the health and care system. NHS Ayrshire & Arran works collaboratively with the three Integration Joint Boards, and three Ayrshire Councils to plan and deliver services that promote wellbeing in our local communities and provide easy access to high quality services for people who require them. Our joint working arrangements are comprehensive with Children’s services, Adults, Older people and Justice services all encompassed within our model of integration. At a governance level our Board Non Executive members fully participate in Integration Joint Boards (IJBs) alongside local Councillors at a Leadership level and the Chief Officers of the IJBs participate fully as operational directors on NHS Ayrshire & Arran’s Corporate Management Team.

Community services

General medical and dental services are provided throughout Ayrshire and Arran by general practitioners, dentists, community pharmacies and optometry practices. Community nurses, health visitors and Allied Health Professionals are all involved in providing care within our local communities.

Out-of-hours general medical services are provided by Ayrshire Doctors on Call (ADOC) within the community.

Mental health and learning disability services

The majority of our inpatient mental health services, including the Intensive Psychiatric Care Unit, are provided at the newly built Woodland View facility in Irvine.

Learning disability assessment and treatment services are provided from Arrol Park in Ayr. Elderly mental health inpatient services are provided from Ailsa Hospital in Ayr, Ayrshire Central Hospital in Irvine and East Ayrshire Community Hospital in Cumnock. Community based services are provided throughout Ayrshire for a range of clinical groups: adults, child and adolescent, elderly and addiction services.

For more information on the full range of clinical services provided by NHS Ayrshire & Arran, visit our website: www.nhsaaa.net.

NHS Ayrshire & Arran as an employer

NHS Ayrshire & Arran recognises that our staff are vital to delivering our purpose, values and commitments and to achieving our strategic objectives.

Our aim is to create an organisation where people want to work and strive to deliver excellence each day; where staff wellbeing and personal resilience are supported; where careers are interesting and developed; where staff are encouraged to reach their full potential; and where staff feel their contribution is recognised and valued.

To do this, we are implementing our People Strategy – People Matter and our Health Safety and Wellbeing Strategy to help us retain, develop, and support our current staff and attract the right staff with the right skills and values going forward and enhance their work experience. This will directly contribute to our aspiration to deliver excellent high quality services to every person, every time.

NHS Ayrshire and Arran has a suite of excellent Workforce Policies, including a number of policies for supporting life work balance, that demonstrate its commitment to being a modern, exemplar employer; showcasing our core values, and promoting consistent employment policy and practice that supports the implementation of the Staff Governance Standard and effective recruitment and retention.

Our staff have told us the unique factors that help to define us as an employer of choice:

• our friendly and supportive environment;

• our commitment to staff engagement and effective team working;

• our track record in creativity and innovation and our ability to successfully implement change and redesign;

• our track record in supporting our staff’s learning, development and career aspirations, from our initial comprehensive corporate induction programme to the availability of a wide range of internal training, development and leadership programmes;

• our commitment to supporting flexible working through a wide range of family friendly policies; and

• our commitment to support and improve our staff’s health, safety, wellbeing and resilience.

10 “Living in Ayrshire provides “I work in a good size a nice lifestyle. I drive to hospital, that is not too big work through lovely and I have really “The people working here countryside and I live close welcomed the opportunity are fantastic, and the to the sea. There are great to be involved in service organisation is so schools to choose from and if developments.” supportive of staff’s you want a big city fix, then development. Working you can get there in 30 mins. here fulfils you I wouldn’t want to live and professionally and gives work anywhere else. ”

great life work balance.”

Staff Health and Wellbeing NHS Ayrshire and Arran is fully committed to supporting and improving the health, safety and wellbeing of its staff. The Board’s Staff Health, Safety and Wellbeing Strategy outlines the approach being taken to this and the range of activities and improvements. Key to this is our Occupational Health Service and Staff Care Service who provide a range of support and interventions to our staff.

Given the importance that being active has to improving health and wellbeing, the Board has a very intentional, focussed and well publicised physical activity approach – Work on Wellness WOW, which has both general and season specific branding, and provides a visible framework for communicating and promoting staff wellbeing activities, including Step count Challenges, Forest Fit Runs, Dog Walks, Cycling Challenges.

The Board has achieved and maintained the Healthy Working Lives Gold Award.

Our three main hospital sites – University Hospital Crosshouse, University Hospital Ayr and Ayrshire Central Hospital have Cycle Friendly Employer Status awarded by Cycling Scotland; which is a national recognition programme that provides an award scheme and funding to help employers make it easier for staff to cycle. The Board supports the Cycle to Work Employment Benefit Scheme, which provides support to staff to purchase a bicycle to allow them to cycle to work.

Recognising Achievement and Celebrating Success

Recognising staff achievement and celebrating success is very important to NHS Ayrshire and Arran and Ayrshire Achieves provides a route throughout the year to recognise staff contributions and achievements and say thank you. Our annual Ayrshire Achieves Award Ceremony, funded by the Charity Fund, is a wonderful opportunity to applaud excellence, innovation and continuous improvement in the quality of care and services we provide and celebrate and thank those staff who demonstrate exceptional achievements during the year.

Board Accreditation and Awards

The range of Board accreditation/recognition awards help to describe what is important to NHS Ayrshire and Arran and reinforce what staff can expect from their employer when they join NHS Ayrshire and Arran:

Sustainability

NHS Ayrshire and Arran has been awarded a Silver Accreditation for our sustainability work – environmental, economic and social, and are the only Health Board in Scotland to have reached this standard. We want our staff to be active participants in this work to enable further improvements and work with us in making little changes that can make a big difference.

Some of our key successes have been:

 Energy – installing a combined heating and power plant to reduce utility costs and cutting CO2 emissions by 245 tonnes each year; installing a new renewable biomass plant, to reduce fossil fuel consumption and CO2 emissions by around 1,400 tonnes each year.

 Single Use Plastics – reducing single use plastic in a number of setting, e.g. stopping use of plastic cutlery in our staff dining rooms.

 Transport – procuring four new electric vehicles with Energy Saving Trust funding, and are working toward installing electric vehicle charging points, using Scottish Government funding; upgrading cycle paths at our sites to help those choosing to cycle to and from work.

 Greening Our Estate – developing a number of woodland walks and green spaces for staff, patients and visitors to use; developing a green gym and have an outdoor teaching & meeting centre. 30 hectares of underutilised woodland and meadowland have been used to create new pathways and green spaces; we have planted new trees and installed bat and bird boxes and bug hotels across our sites; and we have upgraded our cycle paths.

Equality for All

NHS Ayrshire and Arran is committed to creating an open, inclusive working culture where all staff are at ease being themselves at work. We work to improve and embed this by raising awareness of the protected characteristics covered by the Equality Act; sharing the steps being taken by NHS Ayrshire and Arran to support staff; promoting equality in the workplace and making sure that everyone has access to the same opportunities and the same fair treatment.

Disability Confident

NHS Ayrshire and Arran has achieved recognition as a Disability Confident Employer which confirms our employer commitment to be part of a movement of change, thinking differently about disability and taking action to improve how we 12

recruit, retain and develop disabled employees.

LGBT

We are proud to have achieved the LGBT Charter Award and remain committed to the Stonewall Diversity Champions Programme. LGBT employees and service users will feel safe, supported and included.

In 2018, NHS Ayrshire and Arran received a Special Recognition Stonewall Diversity Champions Award

Carer Positive

NHS Ayrshire and Arran has been recognised as a Carer Positive Engaged employer by Carers Scotland, in recognition of its commitment to supporting its working carers through workplace policies, working practices and the provision of access to support and information, Work is underway to progress to acquiring the next level of recognition with a long term goal of achieving Exemplary status.

Investing In Volunteers

In achieving this standard NHS Ayrshire and Arran demonstrates to our volunteers – and potential volunteers – how much they are valued and gives them confidence in our ability to provide an outstanding volunteer experience.

Global Citizenship

NHS Ayrshire and Arran is fully supportive of the NHSScotland Global Citizenship Programme and supports staff who want to make a personal and professional contribution to global health work in low and middle income countries. This valuable work not only helps to reduce common challenges such as disease epidemics, but provides mutual learning opportunities and brings proven benefits for our NHS staff and healthcare system.

Reservists

NHS Ayrshire and Arran recognises the value that serving personnel, reservists, veterans and military families bring to our organisation and the Board’s commitment to support the armed forces community was recognised in 2016 when the organisation received the Defence Employer Recognising Scheme Silver award.

Scottish Living Wage (Real Living Wage)

NHS Ayrshire and Arran has initiated the process of becoming an accredited employer, with the minimum hourly rate requirement already being exceeded for directly employed staff and data from third party contractors being collated.

NHS Staff Benefits

NHS Ayrshire & Arran works in partnership with NHS Staff Benefits to give staff access to a wide range of exclusive discounts and benefits. As a member of NHS staff, you can use www.nhsstaffbenefits.co.uk to save on holidays, home improvements, leisure, days out, wellbeing, weddings, motoring and online shopping.

NHS Ayrshire & Arran Health Board

Ayrshire & Arran NHS Board’s overall purpose is to ensure the efficient, effective and accountable governance of the organisation and to provide strategic leadership and direction focussed on improving health and care outcomes for the citizens of Ayrshire.

The Board is responsible for investing in healthcare services to monitor, protect and improve the health of the people of Ayrshire.

The NHS Board of Directors consists of the Chairman, Executive and Non-Executive Directors and is accountable to the Cabinet Secretary for Health and Wellbeing and the Scottish Government.

The Board governs the accountability and performance of NHS Ayrshire and Arran services. The Board Chair and each of the Non-Executive Directors are appointed by the Cabinet Secretary for Health and Wellbeing.

Non-executive Directors: Dr Martin Cheyne, Board Chair (until December 2019) Mrs Lesley Bowie, Vice Chair Mrs Margaret Anderson, Non-Executive Board Member Mr Michael Breen, Non-Executive Board Member Cllr Laura Brennan-Whitefield, South Ayrshire Council Mr Adrian Carragher, Chair, Area Clinical Forum Cllr Joe Cullinane, North Ayrshire Council Mrs Jean Ford, Non-Executive Board Member Mr Ewing Hope, Employee Director Mr Bob Martin, Non-Executive Board Member Mr John Rainey, Non-Executive Board Member Cllr Douglas Reid, East Ayrshire Council Ms Linda Semple, Non-Executive Board Member Miss Lisa Tennant, Non-Executive Board Member

Executive Directors - Board members: Mr John Burns , Chief Executive Professor Hazel Borland, Nurse Director Dr Alison Graham, Joint Medical Director Mr Derek Lindsay, Finance Director Directors - Non-Board members: Mr Stephen Brown, Director of Health & Social Care, North Ayrshire Mrs Kirstin Dickson, Director of Transformation and Sustainability Mr Tim Eltringham, Director of Health & Social Care, South Ayrshire Mr Eddie Fraser, Director of Health & Social Care, East Ayrshire Mrs Joanne Edwards, Director for Acute Services

Mrs Patricia Leiser, HR Director (until 30 April 2020) Dr Crawford McGuffie, Joint Medical Director Dr Joy Tomlinson/Mrs Lynne McNiven, Interim Joint Public Health Directors Mr John Wright, Director of Corporate Support Services

You can find further detail on:

 the role of the NHS Board;  our organisational structure;  our strategic intent;  how we make decisions;  how we perform;  our plans for delivery of healthcare services within Ayrshire;  our key publications; by visiting the NHS Ayrshire & Arran website: www.nhsaaa.net.

Key facts and figures

Our spending

Our typical annual revenue spend is approximately £850+million, of which over 50% is expenditure on staffing.

Our typical annual activity (approximate, between April 2018 and March 2019)

Our staff (approximate headcount as at 31 October 2019)

Section Three

Living and Working in Ayrshire

Situated in South-west of Scotland on the Firth of Clyde, Ayrshire is a unique and exceptional place to live providing a wonderful quality of life with the best of all options – picturesque and interesting large (Ayr, Irvine and Kilmarnock) and small towns, beautiful villages and hamlets, expansive countryside, island life, rolling green hills, 80 miles of varied coastline with stunning beaches and sandy shores, history, heritage with city life within a short and easy journey when you need it, using excellent network of road, rail and bus transport links throughout Scotland.

Ayrshire offers everything - all the benefits of living in a semi-rural area, with its own UK and International Airport, Glasgow Prestwick Airport and with Glasgow city centre life only a 30 minute drive away - so why would you want to live anywhere else?

The housing market has many and varied options to choose from – old castles to modern new builds at more affordable prices than in other parts of the UK.

There is always something happening in Ayrshire whether you are interested in music, history and heritage, outdoor pursuits, events and festivals, or simply food and drink, there is something for everyone. There is a wide range of excellent recreational activities, including hill climbing, horse riding, sailing and golf - Ayrshire boasts more than 40 quality golf courses, including two Open Championship courses at Turnberry and Royal Troon.

There are too many Ayrshire attractions to list but here are some:

Local educational standards are very high at primary and secondary level. However, private education is also available in the area. 19

See the links below for more information on local authority services:

East Ayrshire Council www.east-ayrshire.gov.uk

North Ayrshire Council

www.north-ayrshire.gov.uk

South Ayrshire Council

www.south-ayrshire.gov.uk

For further information on things to do and places to explore in Ayrshire, use the following link: https://www.visitscotland.com/destinations-maps/ayrshire-arran/

Section Four Job description

1. JOB DETAILS

Job Title: HR Director Health Board: NHS Ayrshire and Arran Responsible to: Chief Executive Directorate: Organisation & Human Resources Development (O&HRD) Job Reference: No of Job Holders: 1 Last Update: October 2019

2. JOB PURPOSE The role of the HR Director is to define, shape, drive and lead the Board’s People Strategy; providing overall leadership for all services provided by the HR Directorate – HR, Organisational Development, Occupational Health, Safety and Wellbeing; and providing professional advice to the Board.

This is a strategic leadership role with responsibility for improving and enhancing staff experience, leadership and development, culture development, workforce planning and staff wellbeing and resilience in support of the Board’s common purpose and clear vision for reform.

Beyond the functional Director responsibilities, the HR Director will be a full member of the Board’s Corporate Management Team influencing, shaping and contributing to the development of corporate objectives, performance management and governance of NHS Ayrshire and Arran to deliver the best health and care for the citizens of Ayrshire.

The HR Director will be required to operate at Board, regional and national levels – providing strategic HR leadership within the Board, providing robust HR Director leadership and input to drive, develop and improve workforce services across the region and positively influencing and shaping national workforce strategy and policy.

3. DIMENSIONS Revenue budget

• The revenue budget for NHS Ayrshire and Arran in 2019/20 is £850m • The revenue budget for the O&HRD Directorate in 2019/20 is £4.8 m

Number of Staff Employed by NHS Ayrshire and Arran

• There are currently c 10,584 staff employed by NHS Ayrshire and Arran

Number of Staff in the O&HRD Directorate

• Across all departments there are currently 104 wte

4. ORGANISATIONAL CHART

5. ROLE OF DEPARTMENT The role of the HR Directorate is to provide a range of professional and quality services to support and enable the Board to retain, develop, support and attract staff working within health and care services; to optimise staffs individual and collective contribution and to ensure a skilled, adaptable, resilient, motivated, and valued workforce exists to deliver high quality health and care services to the citizens of Ayrshire.

These services include: • Employment services advisory services; • Recruitment and Selection; • Employment policies; • Staff Governance and Employee relations support; • Organisational and team development; • Staff training and education; • Workforce planning and development; • Organisational change support; • Occupational Health services; • Health and Safety services.

6. KEY RESULT AREAS Board/Corporate Management

Provide Director level leadership for all services provided by the HR Directorate – HR, Organisational Development, Occupational Health, Safety and Wellbeing – ensuring services are effectively managed, developed and supported and staff are appropriately managed, motivated, developed and valued to achieve their objectives and so that they fully support the purpose and strategic objectives of NHS Ayrshire and Arran.

As HR Director for NHS Ayrshire and Arran participate in the NHS Board and Corporate

Management so that high level expertise and understanding exists across all aspects of the Board’s people pillar and People Strategy; and advise and support the Board on all professional HR matters.

Beyond the functional Director responsibilities, participate as a full member of the Board’s Corporate Management Team influencing, shaping and contributing to the development of corporate objectives, performance management and governance of NHS Ayrshire and Arran to deliver the best health and care for the citizens of Ayrshire.

People Strategy

Lead and drive delivery of a future proofed and sustainable Board People Strategy; anticipating, interpreting and leading the implications and implementation of national, regional and Board policy to ensure that the Board’s strategic plans support effective leadership and management of staff and enable the development of a skilled and engaged workforce capable of delivering a high quality and person centred care to patients.

Set the direction and create the conditions for the design and delivery of ambitious and effective annual Directorate People Plans, including measuring and improving staff experience to drive sustainable change and improvement in organisational culture. and assurance route into the Staff Governance Committee.

Work with other Directors and particularly the Employee Director on implementing the Staff Governance Standards within the People Strategy, ensuring effective systems exist for performance reporting, corporate accountability and assurance into CMT, Staff Governance Committee and NHS Board.

Coach and advise senior leaders on strategic HR matters and support them to proactively manage risk and impact. Exercise effective Director oversight of complex employee relations issues to minimise risk and promote organisational reputation.

Culture

Provide strategic leadership of improvement activity to embed a positive values based organisational culture of openness, fairness, compassion, and learning across the organisation; and enable all staff to live the Board values, exemplify positive behaviours and attitudes and demonstrate dignity and respect for all patients and staff.

Workforce Planning

Provide strategic leadership to drive and improve innovative and robust workforce planning and development strategies within an integrated landscape, ensuring appropriate congruence with service, financial and training plans and close working with other Directors, to enhance organisational workforce capacity and capability in support of delivery of safe and effective patient care and production of a three year Board Workforce Plan to support the Health and Care Delivery Plan.

Partnership Working

Provide strategic leadership, working closely with Directors, particularly the Employee Director and representatives of Trade Unions, to improve and embed effective partnership working and help to create the conditions for a productive and positive employee relations climate across NHS Ayrshire and Arran to assist in implementing the Board’s purpose through highly effective engagement, involvement and consultation through the Partnership Agreement. 23

Development

Provide strategic leadership for the design and delivery of organisational development frameworks and interventions, to create an environment to help deliver the Board’s common purpose by helping to deliver system reform and service redesign; whole system working; empowered high performance teams, underpinned by a robust performance management approach.

Staff Health Safety and Wellbeing

Provide strategic leadership to drive and delivery the Board’s Health, Safety and Wellbeing Strategy to create a healthy, safe and dynamic working environment in which staff wellbeing is promoted and individuals are supported & motivated to deliver high quality care.

National / Regional

Provide robust HRD leadership and input nationally to positively influence and shape national workforce strategy and policy.

Exercise strong leadership in the West of Scotland Region, collaborating with other NHS Board HR colleagues across the region to co-produce workforce strategies which promote and enable sustainable health and care services across the region and which support the delivery of the Regional Delivery Plan.

7. ASSIGNMENT AND REVIEW OF WORK The post holder reports to the Chief Executive of NHS Ayrshire and Arran and holds delegated responsibilities with much autonomy and freedom to act in providing strategic leadership, management and co-ordination for Human Resources, Organisational Development and Occupational Health and Safety services.

The post holder is accountable for leading and driving progress in the provision of Human Resources, Organisational Development and Occupational Health and Safety services within the parameters of established national and local priorities. These are informed on an annual basis through the Board Health and Care Delivery Plan, West of Scotland Delivery Plan and a range of national plans. The work of the post holder is largely self-directed and the post-holder is responsible for managing the ongoing prioritisation of work.

Management and review of performance is undertaken through regular 1:1 meetings and a cycle of annual performance objectives and individual performance appraisal by the Chief Executive, reviewed by the Chair.

8. COMMUNICATIONS AND WORKING RELATIONSHIPS The post holder will communicate with a wide range of Non-Executive and Executive Directors, with Senior Managers and with clinical and non-clinical staff across NHS Ayrshire and Arran. Effective communication and engagement will also feature across the wider NHS in Scotland and with senior officials within Scottish Government, North, East and South Ayrshire Councils. Excellent communication skills are required in order to positively engage, influence and negotiate the implementation of change. Strong presentation skills are required, as is the ability to express views convincingly and coherently using a variety of media.

Excluding the post holder’s immediate Senior colleagues within NHS Ayrshire and Arran, the following are key working relationships, with examples of the purposes of these contacts:

• With members of NHS Ayrshire and Arran Board, in particular the Employee Director and members of the Remuneration and Staff Governance Committees to ensure the provision of professional advice, information and support to enable them to effectively fulfil their roles as Non-Executives.

• With members of the CMT, senior managers; senior clinical staff and senior staff side representatives within NHS Ayrshire and Arran to ensure the development and implementation of Corporate and Service Strategies.

• With representatives of Local Government, voluntary and independent sector agencies and private sector organisations in discussions to agree human resources and workforce development strategies for joint provision.

• With Further and Higher Education Institutes and NHS Education for Scotland to promote developments and improvements in education and training delivery

• With Directors of neighbouring NHS Boards to promote NHS Ayrshire and Arran’s integration and contribution to relevant West of Scotland Regional initiatives.

• With Officers of the Scottish Government Health and Social Care Directorate to discuss national workforce strategy, to participate in national working or planning groups and to respond to parliamentary questions.

• With MPs/MSPs/Public Groups/Patient Representatives and others on matters relating to the workforce of NHS Ayrshire and Arran.

• With media to respond to media questions about matters within NHS Ayrshire and Arran relating to the post holder’s sphere of responsibility.

• With national, regional and local representatives of staff side organisations and partnership forums.

The postholder must use their interpersonal and communication skills, written and verbal, to ensure effective communication with all internal and external stakeholders including members of the public and elected representatives. This requires the ability to display tact, sensitivity and political astuteness. The postholder will be expected to influence change through other people, and to negotiate on complex issues. Highly developed interpersonal skills will include; leadership, persuasion, negotiation, assertiveness, listening and conflict resolution.

9. MOST CHALLENGING PART OF THE JOB As part of the Corporate Management Team, driving and inspiring creativity, innovation and thinking differently across the organisation to successfully implement reform and transformation of our health and care services for the citizens of Ayrshire at the same time as ensuring that all aspects of the Board’s People Strategy and Staff Governance agenda are delivered and embedded across the organisation to improve the experience of all staff and be an employer of choice.

10. KNOWLEDGE, TRAINING AND EXPERIENCE REQUIRED TO DO THE JOB Qualifications

 Educated to Degree level with HR related postgraduate/Masters level or equivalent knowledge;  Chartered CIPD Membership;  Demonstrable continuous professional development.

Experience, Skills and Attributes and Personal Skills

 Please see detail in the Person Specification.

Person Specification

HR Director

Criteria Essential Desirable

Qualifications Educated to Degree level with HR related postgraduate/Masters level or equivalent knowledge.

Chartered CIPD Membership. Fellowship of CIPD

Demonstrable continuous professional development.

Experience Extensive experience at Board/Strategic managerial NHS/Public Sector level with the NHS/healthcare related organisation experience at Director or equivalent large complex environment. level

Demonstrable evidence of successful strategic HR and OD leadership and direct management and development of senior professional staff.

Demonstrable evidence of success in leading and implementing reform and transformational change and finding innovative solutions for complex problems.

Experienced in effective management of performance and in ensuring that key targets are met.

Demonstrable evidence of creating, inspiring and driving cultural improvement and change.

Track record of working successfully with partners, contributing to shared decision making to problem solve and deliver strategic objectives.

Demonstrable evidence of understanding and ability to influence and work effectively within the local, regional and national political environment relative to the NHS in Scotland.

In depth and contemporary understanding of the Health and Care system in Scotland.

Skills and Well-developed and confident values based visible Attributes leadership skills.

Highly skilled communicator with ability to engage with individuals at all levels in local, regional and national setting, the public, politicians, the media.

Well-honed motivation, persuasion, influencing, negotiating, facilitation and mediation skills.

Strong people management skills and ability to build and sustain effective teams.

Ability to work with a range of stakeholders including Trade Unions to deliver and implement change.

Strong business management skills – innovation; delivery focussed; analytical and interpretation of data; informed decision making.

Effective strategic thinking and planning skills.

Creative and innovative approach to problem solving.

Personal Skills Self-starter with drive, determination and commitment to succeed.

Open, supportive and visible leadership style.

Positive professional approach – leading by example.

Commitment to and history of collaborative and partnership working.

Resilience stamina and pace of work required in a demanding and high profile role.

Personal integrity and credibility.

Ability to establish productive working relationships, challenge constructively and be open to challenge.

Emotional intelligence.

NHS Scotland Core Leadership Competencies

Core Competency Examples of performance criteria / related behaviours

1. Strategic Focus  Understands the vision of the organisation and their role in achieving this.  Sets longer terms plans and develops contingencies.  Understands external environment and its potential impact.  Is aware of relevant National and Local initiatives, imperatives and factors influencing local health service provision.  Translates broad strategies into specific objectives and action plans.  Aligns resources, processes and systems to support strategic priorities.

2. Collaborative /  Promotes collaboration and teamwork across organisational Partnership Approach boundaries.  Creates an open, team environment where differences can be discussed constructively.  A balanced view of conflicting perspectives is established.  Cultivates an active network of relationships inside and outside the organisation.  Understands current power and political relationships.  Recognises and responds to the concerns of others and takes a systematic approach to the development and maintenance of effective partnership working.  Has a sound understanding of multi-agency influencing and decision making protocols.

3. Achieving results and  Key accountabilities, judgement and decisions are accepted making decisions and acted upon.  Sets and pursues appropriate goals for self and service.  Is committed to achieving results and demonstrates a strong commitment to organisation success.  Manages stakeholder expectations to achieve results.  Reviews key indicators and uses management systems to monitor progress.  Demonstrates a creative approach to problem solving.  Able to work effectively under pressure.  Important issues in a complex situation and their implications are identified.

4. Managing resources  Recognises and capitalises on staff strengths  and abilities.  Engages staff in understanding all decisions affecting them.  Establishes clear objectives and results for all staff.  Develops staff to achieve.  Assigns clear authority and accountability.  Aware of employee issues and responds appropriately.  Aligns available resources to agreed service priorities.  Delivers financial responsibilities and develops contingencies.

5. Interpersonal approach  Promotes ideas and proposals persuasively; provides compelling rationales.  Shapes stakeholder opinions and negotiates win/win solutions.

 Builds a broad base of support among key decision makers and influencers.  A balanced approach which demonstrates both empathy and a focus on facts, problems and solutions is maintained when handling emotional situations.

6. Change and improvement  Champions new initiatives and service redesign.  Stimulates and develops innovative ideas and improvements based on accurate data.  Challenges status quo and resistance.  Prepares others to understand and accept change.  Is proactive, utilising intelligence to support proposals.  Is recognised as an enabler of change.  Demonstrates resilience to continuous/ concurrent change.  Able to make hard decisions when implementing change.  Works well with ambiguity or impartial data.  Is flexible and adaptable.

7. Professional development  Areas for development are identified through reflection and appropriate strategies pursued to improve performance.  Area of strength are recognised and consistently applied.  Constructive feedback is sought and acted upon to improve professional performance.

8. Respects diversity  Supports and enables fair treatment and equal  opportunity for all.  Establishes an environment where staff are comfortable raising issues or concerns.  Challenges inappropriate behaviour and prejudice effectively.  Managing people on an individual basis.  Fostering relationships with people who have different views.  Actively mentors and coaches staff and colleagues.  Recruits and develops talent from all backgrounds.  Actively seeks and applies diverse views and perspectives  Applies employee policies in a constructive way for all staff.  Uses inclusive language.  Applies inequalities sensitive approach to service delivery.

9. Governance  Maintains focus on strategic issues and priorities to ensure required organisational performance is achieved.  Monitors organisational performance and exercises accountability for results.  Makes and supports decisions that support effective financial, clinical and employee results.  Ensures organisation fulfils its financial, clinical and staff responsibilities.  Examines and defines factors that could adversely affect performance or delivery of committed activities.  Ensures compliance with statutory or policy obligations.  Quantified and assigns probabilities to risks and opportunities (level and likelihood).

Section Five Terms and Conditions of Service

Post

Director of Human Resources

Base

Current base is within the O&HRD Directorate, 69 Lister Street, University Hospital Crosshouse, Kilmarnock KA2 OBE

Further information about this post

Job description

A Job Description and Person Specification are included in the pack.

Grade and remuneration

Executive Level Grade E. Ranging from £79,633 - £105,927 per annum. Entry point of the salary scale will take account of previous experience. Your salary will be paid into your bank account on the last Wednesday of each month.

Hours of work

The post is full-time. For pay purposes the working week will be deemed to be 37.5 hours. You will be expected to work the hours required to do the job including evening and weekend work. The post holder will also be expected to participate in the Director on-call rota (for which additional remuneration in line with Agenda for Change on-call arrangements is made).

Annual leave/Statutory & Public Holidays

The annual leave entitlement including Public Holidays on appointment will be 35 days; upon completion of 5 years NHS service 37 days; and after 10 years NHS service 41 days. The leave year is from 1st April to 31st March.

Motor Vehicle Provision

There will be provision for a leased car reflecting Board Policy.

Sick pay

Entitlement to Statutory Sick Pay and Occupational Sick Pay will be in accordance with the UK Staff Council and as set down in the Agenda for Change NHS Terms and Conditions of Service.

No Smoking Policy

NHS Ayrshire and Arran operates a strict No Smoking Policy and it is the case that staff are not permitted to smoke on the premises or during working hours. It is a condition of employment that you comply with these requirements.

General conditions

Conditions of Service

Conditions of service are those laid down and amended from time to time by the arrangements for Executive and Senior Management Pay and by the UK Staff Council and as set out in the Agenda for Change NHS Terms and Conditions of Service Handbook.

Superannuation

On 1st April 2015 a new NHS Pension scheme (NHS 2015) was introduced. If you are joining the NHS Pension Scheme for the first time you will be in the 2015 scheme and your normal pension age (NPA) will be equal to your state pension age (SPA). If you have re-joined the scheme after a break of five years or more, you will be a member of the NHS 2015 scheme.

All new employees commencing employment will automatically become a member of the pension scheme. Further information on the scheme, protection and/or members guides are available at www.sppa.gov.uk. Alternatively contact an advisor of The Scottish Public Pensions Agency (SPPA) Tel: 01896 893000.

Disabled applicants

NHS Ayrshire and Arran encourages applications for posts from people with disabilities. NHS Ayrshire and Arran has been approved by the Employment Services Department as an Equal Opportunities Employer with a positive policy towards employment of disabled people. NHS Ayrshire and Arran guarantees to interview all applicants with disabilities who meet the minimum criteria for the post.

You will note on our application form we ask for relevant information with regard to your disability. This is simply to ensure we can assist if you are called for interview and have every opportunity to present your application in full. We may call you to discuss your needs in more detail if you are selected for interview.

Asylum and Immigration Act 1996 and 2004 (Section 8)

The Asylum and Immigration Act 1996 and 2004 requires employment checks to ensure that all employees are legally employed in the United Kingdom.

Candidates will be asked to provide relevant original documents prior to an offer of employment being made. Any offer of employment will only be made when the organisation is satisfied that the candidate is the rightful holder of the documents and is legally eligible for employment within the United Kingdom.

Travel Expenses Incurred when attending for Interview

Please note that NHS Ayrshire and Arran does not reimburse expenses incurred by candidates attending for interview.

Relocation Expenses

Relocation expenses will be payable to the successful candidate in accordance with the Board’s Policy. This is available on request from the HR Directorate. Candidates who require to relocate to take up post should discuss this with the Human Resources contact on appointment.

Medical Examination

Any offer of employment is subject to satisfactory Occupational Health clearance. Should you be invited to interview you will be asked to complete a Pre-Employment Health Questionnaire which you should return to HR before your interview. The Occupational Health Service will make an assessment on your fitness to carry out the post based on the information contained within the questionnaire. In certain circumstances, further information may be required before clearance can be given and Occupational Health may contact you by telephone to request that you attend for an appointment. Clearance must be obtained before any new employee commences employment with NHS Ayrshire and Arran. Clearance may be subject to you attending for a Post-Employment appointment and it is vital that you attend this appointment if required to do so.

References

Two written references will be obtained for the preferred candidate as part of the conditional offer of employment. These should include current and previous employers as requested in the job application form. This is consistent with the Recruitment and Selection Policy.

Section Six

Selection Process

The Job Description and Person Specification is designed to inform applicants of the essential and desirable criteria – qualifications, experience, skills and personal attributes - which are sought in the appointment of the HR Director.

Assessment against these criteria, as well as the NHS Core Leadership Competencies will inform the recruitment and selection process for the appointment.

This will include:

 Completion of an application form, which includes a statement in support of the application;

 Completion of Records of Achievement against key competencies;

 Shortlisting of candidates on the basis of comparison of the information in the application form and the Records of Achievement against the Person Specification.

The selection process for shortlisted candidates will take place on Thursday 5th / Friday 6th December 2019, in line with the NHS Scotland Values Based Approach to the recruitment of all appointments at Chief Executive, Executive Director, Director and the other next level immediate direct line reports to the Chief Executive. While it remains the responsibility of individual NHS Boards to carry out recruitment to the Executive Cohort, this will be done in line with the guidance contained with Values Based Recruitment Process for NHS Board Executive level appointments.

The selection process will include:

 Psychometric Assessment – shortlisted candidates will be asked to complete a DiSC behavioural assessment tool prior to interview, which will be used to inform the selection process;

 Scenario/Role Play Exercise – this exercise will involve candidates engaging with a number of Director colleagues; it will be presented on the day and preparation time will be given;

 Presentation – as part of the formal interview, candidates will be asked to give a five minute presentation without using visual aides or notes to the Interview Selection Panel on “Using examples from your career, describe your leadership style and journey”;

 Values Based Competency Interview.

Applicants should submit:

 an application form, including a supporting statement and details of two referees, one of which should be your present employer;

 two Record of Achievement statements showcasing and demonstrating evidence of your leadership in delivering reform.

For each achievement statement you should complete a separate form detailing the following aspects:

 Describe the context and content of the achievement.  What was your role?  What was the outcome?  What did you learn from your experience and what would you do differently next time?

This should be submitted to JobTrain at: https://apply.jobs.scot.nhs.uk/displayjob.aspx?jobid=5205

Record of Achievement

Guidance: You are asked to submit two achievement statements to demonstrate evidence of your leadership in delivering reform.

Achievement:

Describe the context and content of the achievement:

What was your role?

What was the outcome?

What did you learn from your experience and what would you do differently next time?