Leadership & Management

The NHS Leadership Academy provides leadership development for people of all backgrounds and experiences across health and care.

Edward Jenner Programme - Free Online course.

Your first port of call if you’re looking to build a strong foundation of leadership skills that can help enhance your confidence and competence in your role.

https://www.leadershipacademy.nhs.uk/programmes/the-edward-jenner-programme/

There are two levels within the Edward Jenner programme: Launch and Foundations.

Both Launch and Foundations are accessed via the NHS Leadership Academy website, after registering with our leadership community website NHSx and continue to be open access, online and with no charge.

Launch
Launch contains the elements below, each of which contains film, activities and discussions to take part in; it takes around 5 hours to complete.

Foundations
There is approximately 35 hours of learning in Foundations, which can be completed in as little as six weeks. However participants are given the flexibility to set their own timeframes for completing the programme.

There are other courses avaiable as you wish to progress, however, they will require funding.

Please visit: https://www.leadershipacademy.nhs.uk/programmes/ for further details

For more information on the Leadership Learning Zone courses below and how to book on click here.

This apprenticeship is suited to anyone new to a team leader role who directly supervises staff.

Duration: The apprenticeship will typically take approximately 12-18 months to complete.

For further information, please visit the Apprenticeship section on the Trust Intranet page.

This programme is suited for anyone wishing to progress onto senior management and leadership roles.

Duration: The apprenticeship will typically take 24-30 months to complete.

For further information, please visit the Apprenticeship section on the Trust Intranet page.

If you cannot find what you are looking for please visit the website for UK training and development at HHFT theskillsnetwork.com or contact professional.developemnt@hhft.nhs.uk

Guidance for Managers: Compassionate Conversations - Supporting vulnerable staff through the Covid-19 Pandemic

Taking care of our people is at the heart of creating a great place to work, where people are appreciated, engaged, productive and thriving. Where they actually want to work. That's why we're investing in their wellbeing.

We have a duty of care to, as far as is reasonably practicable, protect the health, welfare and safety of our staff and to ensure that they feel supported and are clear on the measures we are taking to keep them safe at work.  As a manager it remains your responsibility to have support, sensitive compassionate conversations to agree suitable measures to be put in place

Topics you might be discussing

Adjustments:

• To provide assurance that any adjustments to their role or working practice are to keep them as safe as possible; any adjustments will not affect their job or future plans
• Offer reassurance that if redeployment or working from home is required, their job and future development are not at risk.
• PPE
• Confirm that if adjustments are needed regarding PPE suitable arrangements needed to undertake their work safely will be put in place.
• Additional Support available
• You should make your staff are aware of the services available within H4W; encourage and support them to access them

Understanding your staff

• Staff members may be feeling anxious at this time and so it important that managers listen carefully and consider the feelings/preferences/concerns of the staff member, particularly with regards to their safety and their mental health to enable effective decision-making. 
• Ensure that cultural factors are sensitively taken into consideration so that staff members have the confidence to openly discuss concerns.  If you are not sure, please ask your staff member: do not assume you know what is best.
• Be open to listen to factors from outside work that may affect the member of staff.  Your conversation should be thorough and include how adjustments at work could help them cope with balancing home and work life.    

For additional Support in having a conversation you can contact:

• Employment Relations Team; employmentrelations@hhft.nhs.uk or extension 43195
• Inclusivity Champions: inclusivity@hhft.nhs.uk
• The BAME Network: bame@hhft.nhs.uk

To download a copy of this guidance, please select here.

The Leadership Academy has developed a Healthcare Leadership Model to help all staff develop their leadership skills.  The model has nine dimensions (below) which all staff can rate themselves against.

The model is useful to everyone, whether you have formal leadership responsibility or not, if you work in a clinical or not clinical setting. It describes the things you can see leaders doing at work and is organised in a way that helps everyone see how they can develop as a leader.  There is a self-assessment tool which will enables you to understand your own leadership behaviour and highlight particular areas of strengths and also areas which you may need to develop further.

Everyone is able to complete the free online self-assessment tool, you will need to register with the leadership academy first and then go to the self-assessment tool.

Once you complete the self-assessment, you will receive a downloadable report for you to identify areas of development and create your own personal development plan.

In addition to the free assessment, there is also a 360 degree questionnaire which includes getting confidential feedback from line managers, peers and direct reports at a cost of £40. To find out more, please go to the Healthcare leadership model 360 degree feedback tool website.

Reflective Practice

Learning from experience is vital for professional development, enabling you to become the best leader/manager you can be. Reflecting on both positive and negative experiences can facilitate personal and professional growth.

You should reflect in a way that suits you; often this takes the form of a reflective journal which you may choose to write in on a regular basis, or just after significant events. When noting your experiences; you can use bullet points, notes, narrative writing, voice recordings or even graphics and drawings.

Gibbs Reflective Cycle can be a useful tool for critical reflection:

The NHS Leadership Model can be useful when reflecting on your leadrship style. Everyone is able to complete the free online self-assessment tool, you will need to register with the leadership academy first and then go to the self-assessment tool. For more information on the leadership model, see the drop down box above.

As a manager it is essential to understand that you are dependent on your team to deliver all the required results and outcomes so that you can achieve its goals and objectives.  The diagram below illustrates HHFT’s expectations of managers to communicate with their team.

• Local Induction must be completed when a employee joins the Trust. For a copy a the check list please select here.
• Probation at ten and twenty weeks for setting objectives. This is an audit trail which a copy goes to the employee, line manager.
• Appraisals always occur once a year after the start date.
• 1-2-1s are strongly recommended for managers to provide undivided attention to discuss anything with their team members.
• Team meetings for sharing information, service improvement, change management, making sure ALL employees receive the right communication at the right time.
• Clinical supervision to discuss what happened? What went well? What didn’t go well?

There are recruitment, probation and appraisal policies as well as a comprehensive list of all Trust policies and procedures.

The Employment Relations (ER) team provide advice and guidance across the Trust on complex HR matters, including but not limited to policy advice and guidance on management of staff wellbeing and sickness absence, investigations and conduct, probation and performance management, and the resolution of grievances and disputes.  Email employmentrelations@hhft.nhs.uk or  telephone 01256 313195 or 01962 825309.

The Kubler-Ross change curve (below) illustrates the various stages of emotional response which employees will experience when going through change. As the NHS is everchanging, it is important that managers and leaders understand the curve and how to effectively commuicate wtith staff during the process.

If you are managing change, you are able to contact your HR Business Partner or the Leadership and OD Team for support.

The areas identified below are essential in understanding how the NHS is run:

• The Secretary of State for Health has ultimate responsibility for the provision of a comprehensive health service in England and ensuring the whole system works together to respond to the priorities of communities and meets the needs of patients.

• The Department of Health (DH) is responsible for strategic leadership of both the health and social care systems, but does not directly manage any NHS bodies. For detailed information about the department’s priorities and roles, visit the DH website.

• NHS England is an independent body, at arm’s length from the government. Its main role is to pass on money. It aims to provide leadership to improve health outcomes for people in England. NHS England has five regional area teams. Hampshire Hospitals comes under NHS England South East. This is then broken down further into local teams, ours is the Wessex team, which covers Hampshire, the Isle of Wight and Dorset.

• Clinical Commissioning Groups (CCGs) are clinically-led statutory NHS bodies responsible for the planning and commissioning of health care services for their local area. Commissioning involves assessing local needs, deciding priorities and strategies and then buying services on behalf of the population from providers such as hospitals, clinics, community health bodies, etc. CCGs are:

- Membership bodies, with local GP practices as the members

- Led by an elected governing body made up of GPs, other clinicians including a nurse and a secondary care consultant and lay members

- Responsible for commissioning healthcare including planned hospital care (e.g outpatient appointments and planned surgery such as hip replacements), rehabilitative care (e.g physiotherapy), urgent and emergency care (including out of hours), most community health services, mental health and learning disabilities services

- Independent and accountable to the Secretary of State for Health through NHS England

CCGs can commission from any service provider that meets NHS standards and costs. These can be NHS hospitals, social enterprises, charities or private sector providers. However, they must be assured of the quality of services they commission, taking into account both National Institute for Health and Care Excellence (NICE) guidelines and the Care Quality Commission’s (CQC) criteria regarding service providers.

Both NHS England and CCGs have a duty to involve their patients, carers and the public in decisions about the services they commission.

• Public Health England (PHE) is responsible for providing national leadership and expert services to support public health and also work with local government and the NHS to respond to emergencies. PHE’s role is to:

- coordinate a national public health service and deliver some of its elements

- build an evidence base to support local public health services

- support the public to make healthier choices

- provide leadership to the public health delivery system

- support the development of the public health workforce

• Health and Wellbeing Boards - Every local authority has established a Health and Wellbeing Board to act as a forum for local commissioners across the NHS, social care, public health and other services, for us this is at Hampshire County Council level. The boards are intended to:

- increase democratic input into strategic decisions about health and wellbeing services

- strengthen working relationships between health and social care

- encourage integrated commissioning of health and social care services

The Care Quality Commission (CQC) guidance and assessment frameworks for health care services have been published and the well-led domain now includes eight Key Lines of Enquiry (KLoE) below with clear statements regarding the characteristics for a Good and Outstanding assessment rating in the detailed framework.

By well-led, we mean that the leadership, management and governance of the organisation assures the delivery of high-quality and person-centred care, supports learning and innovation, and promotes an open and fair culture.

For further information, please visit the well-led framework.

Hampshire Hospitals Foundation Trust received an overall rating as good in the most recent report publish in April 2020. To view a copy of the report, please select here.