How We Do It

Bank Management

  • Trust Staff Banks often have the wrong staffing profiles, with insufficient numbers of staff with the key clinical competencies most frequently required.
  • They need to be actively managed and developed, and (appropriately) incentivise staff participation in them. The improved workforce planning described in Section 1 will also assist in making more effective use of Bank Staff, as well as actively supporting recruitment and managing the compliance of a working Bank Staff member.
  • To ensure that a Bank Staff member can be found at any time, an out of hours service will also be part of the total service delivered.
No wonder vacancy rates are so high - nothing to do with skills shortages (or not as much as made out), it is due to poor process.The recruitment process isn

Agency Management

  • Using a single agency to manage agency spend will help bring to bear the disciplines necessary to drive down spend in this area, by reducing reliance on off-framework premium providers.
  • The agency will engage with suppliers to ensure that their quality and compliance is of an appropriate standard and that there is consistency across charge rates and invoice reconciliation.
  • Delivering this service through a single partner that is also incentivised to shift spend to Bank is the only way to make a real impact on the volume of Agency Staff used.
  • The improved workforce planning described in Section 1 above will also assist in making more effective use of Agency Staff.
  • The agency will also provide an out of hours service to continue the one point of contact methodology that will make this service a success.
Medication errors are a major issue - usually as a result of Agency staff which are being over used.Community nursing is not the same as ward nurses (that you can get via Agency) as there is no ward supervision, these nurses are out on the front line on their own.

Branding and Engagement

  • There are a number of mechanisms used in any recruitment market where certain skills are scarce. These include developing the organisation’s brand so that they become an organisation that people want to work for.
  • Alongside this, active engagement with staff who may be potential future recruits in some of the scarcest skill areas, can also be effective in attracting those individuals when a vacancy does arise. This may include, for example, use of social media and other engagement techniques.
  • As well as engagement with potential employees, engagement with existing staff can yield insights as to the issues that contribute to high vacancy rates. Some examples of the outputs from a workshop with NHS community trust staff are shown on the right.