HR Case Study - NHS South East Coast

Situation

NHS South East Coast, established on 1 July 2006, is the name of the Strategic Health Authority that is the headquarters of the NHS in Kent, Surrey and Sussex. The recent merging of Strategic Health Authorities has led to a restructure and redundancy programme within the organisation, which comprises a workforce of around 120 people.

Peter Shore has worked in Human Resources for 25 years and works for People Vision as a Human Resources consultant. His work with NHS South East Coast began in February 2007 and he is scheduled to work until the end of May 2007. Carmel Martin is Associate Director, Strategic HR and Workforce Development, within NHS South East Coast.

Challenge

To project manage the redundancy programme across all levels of the organisation, from senior managers to administrative employees.

Staff had been given an employment guarantee period which entitled them to work until the end of March 2007. Peter was responsible for ensuring that this timetable was adhered to and surrounding issues dealt with in the time allotted.

To ensure that redundancies were managed in line with NHS procedures and that all efforts had been made to provide people with continued positions within the NHS or the Strategic Health Authority.

To manage case work of individuals preparing for redundancy and early retirements, including appeals and grievances, in a supportive environment for employees.

To manage judicial, legal and financial considerations surrounding the redundancies by working with other authorities and committees within the organisation and to ensure that good Human Resources practices were followed.

Action

In order to authorise redundancies senior management had to be satisfied that every attempt had been made to find suitable alternative employment within the organisation for the individual involved. Peter ensured that any redundancies made were necessary and correctly managed in accordance with NHS procedures, and he presented his findings at project review meetings.

Employees were under notice of redundancy from December 2006. When Peter entered the organisation in February 2007 he worked with individual employees to satisfy their queries regarding their situation. During his individual case work he provided impartial advice on early retirement, pensions and grievances.

Peter achieved very good cooperation from the Human Resources team. He liaised with them and delegated basic Human Resources procedures to improve the time effectiveness of his projects.

Peter is currently managing the few cases of appeals and grievances that arose, investigating the selections process for individual cases and preparing case papers for internal hearings. His investigations have researched each case in depth to ensure that new placements have been made in accordance with procedure.

Peter evolved his role across organisation, establishing working relationships with all departments and levels including the Chief Executive.

Results

Redundancies have been managed with great success. The schedule of redundancies has been well organised, with major changes completed by the end of March 2007 as planned.

People Vision's presence at the time of the merger enabled the existing Human Resources department to focus on generating a more positive culture for the organisation and its employees. This important distinction helped to create a clear structure within the company which improved morale as the organisation was able to concentrate on its new role.

Employees who had been displaced had a dedicated resource in Peter. Carmel noticed that he was 'able to turn the situation around so people feel they're getting the support they need'. Employees have been able to ask questions to Peter in confidence due to his impartiality within the organisation, which has led to satisfaction with the fair process of the procedure.

Peter's objectivity and ability to enter the organisation as an 'outsider' enabled him to see clearly the processes at work, and to focus on the specific situations, facilitating successful change management.

'Key benefits of People Vision's presence were being able to ensure value for money and to comply with legal and financial requirements', says Carmel Martin. 'Peter very quietly and very competently has been able to manage the expectations of senior management and keep the organisation on top of the situation.

Client Testimonial

'I had worked with Alyson in the past so People Vision were top of my list
of people to approach. I have nothing but good things to say about Peter, he's been a real asset and fits in with the team. I would certainly recommend him.'

Carmel Martin: Associate Director, NHS South East Coast