Tuesday, 20 October 2015

Improving the Process for Managing Staff Contracts Reliant on Fixed Term Funding Within ScHARR

Last month, we ran a three-day process improvement event looking at the process for managing staff contracts reliant on fixed term funding within ScHARR. We had worked with some of the project team previously mapping and getting some baseline data for the process. The headline figure from the previous workshop is that this takes 11 full time staff a month to manage this process. Our steer for the project was to remove unnecessary duplication of effort and unnecessary delays in decision making.

During the first day of the event we invited two members of staff on the receiving end of this process to share the problems they have experienced. This encouraged the team to think about new problems outside of their own perspective. Next task was spent unpicking the original process map because the process had changed in parts or was slightly different to the previous assumptions.

We used reverse brainstorming as a tool to help the team identify improvements (alongside other good ideas they had already identified). We were particular impressed that the team identified that the existing process was highly reactive and at times dealing with failure demand. The team not only improved the existing process but also designed a workforce planning process that should mean at least 25% of staff never need to go through funding sourcing processes. The new process has a clear comms pan and set of actions to assist implementation. It is due to be implemented on 1 December 2015, so lots of hard work will be required for the next few months.

Key benefits will be:
  • A clear, standardised process for all staff involved
  • Implementation of a new workforce planning process
  • Reduction in duplicated effort
  • Removal of unnecessary approvals
  • Better use of the current systems available
  • Involvement of the appropriate staff at the appropriate steps
  • Removal of unnecessary consultation meetings
  • Removal of unnecessary redundancy letters
  • Reduction in staff time managing the process
  • Greater equity for staff on fixed term and open ended contracts
  • Key principles for moving staff from fixed term to open ended contracts

Measures to monitor the improvements include:
  • Staff satisfaction
  • Reduction in numbers of staff on fixed term contract monitoring report
  • Reduction in the amount of bridging funding used
  • Reduction in the number of redundancy letters sent out

We would really like to thank the team for all their hard work and enthusiasm throughout the project so far and are really looking forward to catching up with the team in a month's time to review the progress they have made.

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