About the trust
NHS Norfolk was set up on 1 October 2006. It covers the majority of Norfolk, excluding Great Yarmouth, and serves a population of around 757,000 people.
Background
When NHS Norfolk split into two entities: Norfolk Community Health and Care and NHS Norfolk in 1 October 2010 the shared staff-side forum moved to the provider. This left NHS Norfolk with no means to formally engage staff. A staff engagement/partnership model was therefore needed that was relevant for a commissioning organisation where trade union membership was low and staff side was limited to only one active representative from one trade union.
Challenges
One of the key challenges was encouraging staff to see the relevance of trade unions at NHS Norfolk and in addition be willing to come forward as representatives.
Solutions
To overcome this the regional fulltime officers were asked to deliver a number of workshops and surgeries to staff to highlight the benefits of belonging to a trade union and the importance of their role in supporting staff. At these trade union awareness days the HR team promoted the approved staff engagement model to be used at NHS Norfolk and gave information to staff about how this impacted on them and their work.
Results
Following the implementation of the project there are now 12 active representatives at NHS Norfolk and a successful committee with seven regular staff side attendees and three management side including the chief executive officer and the director of finance. This group has been instrumental in supporting the delivery of the management cost savings at NHS Norfolk and has given staff confidence in the delivery of a robust and fair process of change.
The final outcome has been the development of an active and collaborative staff side, working in partnership with the employer to ensure that staff are consulted and engaged in decisions that affect them. All the parties involved are committed to maintaining robust partnership working so that it forms a key aspect of the delivery of the organisation’s objectives.
Top tips
- Be transparent with staff about the process
- Keep staff up to date with regular communications using media such as a employers intranet - where available
- Good planning is essential - be aware of and clear about processes, objectives and timelines.
HPMA Award 2011
This back to basics approach is a very solid example of partnership working, said the HPMA judges.
Further information and contact details
Michelle Pelling, HR team leader - 01603 257000
hrcommissioning@norfolk.nhs.uk