People Promise Flipobook V2

The People Promise A Unifying Framework North West Case Studies of Best Practice People Promise

North West People Experience & Engagement Team Introduction from Karen Gallagher Karen Gallagher, Head of Staff Experience in the North West People Team, sets the scene for this case study flipbook and highlights the work currently being conducted to fulfil our People Promise and improve the experiences of our colleagues across the North West. Click here

Work Priorities for 22/23 Experience & Engagement • Our priority is to improve the experience of our colleagues using national research, the People Promise and feedback from colleagues working across the North West. • Analysing and working with the outcomes of the National Quarterly Pulse Survey and National Staff Surveys, which in 2020 over 90,000 colleagues completed across the North West, we use the results from the surveys to show case best practice and address the challenges across organisations and systems. • Ensure accurate and open communication and co-ordination with organisations and systems to share best practice of staff engagement, and to bring innovation and learning from other organisations, systems, and national colleagues, drawing in expertise and additional support to the region. Health & Wellbeing • The Health & Wellbeing Framework (H&WB) is being used by organisations to develop wellbeing strategies to create improved cultures of wellbeing. • Existing H&WB offers, and initiatives are reaching their full potential and staff feel supported to stay in work healthy or return to work after a period of absence. • All staff feel confident to access the H&WB support they need and that the right support is available to meet their needs. • Proactive action is taken across organisations with higher levels of bullying and harassment to address cultural issues using the civility and respect toolkit. • A wellbeing element is built into all estates strategies moving forward so that core basic needs are met through improvements to staff environments. Retention • Focused on supporting systems and organisations to create workplaces where people choose to stay and thrive. This is through programmes of high-impact actions focussed around the People Promise, early career support, flexible working, menopause support, pension support and advice and alternative models for those in later-stage career. • We also have a key focus on improving leaver data by promoting the use of the ESR Exit Questionnaire and reducing the use of the leaving reason “unknown” in ESR. For more resources visit the Looking After Our People website here or visit the North West Futures Platform here

Contents We are always learning HCSW Training Programme: St Helens and Knowsley Teaching Hospital Teaching Hospital NHS Trust ……………………………………………………5-6 The Care Makers Programme: Wrightington, Wigan and Leigh Teaching Hospitals NHS Foundation Trust…………………………………………………7-8 We are safe and healthy Calm rooms: Lancashire and South Cumbria NHS Foundation Trust………….9 We each have a voice that counts Improving physical infrastructure: Lancashire Teaching Hospitals NHS Foundation Trust……………………………………………………………………10 We work flexibly Working from home: Pennine Care NHS Foundation Trust…………………….11 We are recognised and rewarded Staff Welfare Facility: Cheshire & Wirral Partnership NHS Foundation Trust.12-14 Staff Facilities Task and Finish Group Case Study: Warrington and Halton Teaching Hospitals NHS Foundation Trust…………………………………...15-18 We are a team Developing and Embedding the Staff Advice and Liaison Service (SALS): Alder Hey Children’s NHS Foundation Trust………………………………………...19-20 We are compassionate and inclusive Developing a person-centred approach to the employment of a candidate with Down’s syndrome: East Cheshire NHS Trust………………………………...21-22

Case study HCSW Training Programme Organisation St Helens and Knowsley Teaching Hospital Teaching Hospital NHS Trust Background St Helens and Knowsley Teaching Hospitals were faced with on-going issues around recruitment and retention of the Health Care Support Worker (HCSW) workforce. Feedback from several stakeholders including managers and new starters indicated that there was a gap between the training provided and individuals feeling skilled, prepared and “ward ready” when starting in post. Therefore, as part of work that was on-going to improve the vacancy position of HCSWs, the Trust recruited a Clinical Education Support Tutor, to assist with reviewing recruitment and assessment processes whilst facilitating the overhaul of the induction programme. The approach In June 2022, the Clinical Education Support Tutor, supported by colleagues from the across the Trust (HCAs, Matrons, Ward Managers and Corporate Nursing) devised a new training programme for all new HCSWs. In August 2022, the Clinical Education department launched the ‘Healthcare Academy’. The first aspect of this training is a full 5-day induction programme, which covers a range of different topics, such as practical clinical skills and human factors training. The incorporation of human factors training, specifically relating to stress and mental health and wellbeing, was due to feedback provided from HCSWs through a Health and Wellbeing Questionnaire. Once the 5-day induction programme is complete, each new HCSW commences the Care Certificate Programme. The new starter is monitored via a 12-week tracker and the Clinical Education Support Tutor undertakes ward visits to each clinical area, using the care certificate as a framework for induction. Around 7 – 8 modules of the care certificate align with the Trust induction, meaning a lot of it would be covered off within the 5-day induction programme. The Trust has an Internal Transfer Scheme but the scheme states that anyone wishing to utilise the scheme must have worked in their role for 6 months. However, it was identified that many new HCSWs were leaving the Trust within the first 12 weeks of starting. In response to this, the Trust made the decision, where it is felt necessary, to allow new HCSWs to move internally to a different ward or team during the 12-week programme. Once the care certificate is complete, the HCSW is then provided a further 12 weeks to embed into their new role. After 6 months, the Healthcare Academy team will then contact the HCSW to discuss their next steps, including whether they want to complete their Level 2 and Level 3 NVQ. This gives further opportunity to improve staff retention providing staff with ongoing development and emphasising the Trust’s commitment to on-going development of band 2 and band 3 HCSWs. By offering Level 2 and Level 3 NVQ Courses to HCSWs this supports the Trust in its plans to create a career pathway and talent pipeline for their Trainee Nurse Associate (TNA) Programme and further development opportunities. 5

The results As two cohorts totalling of 80 HCSW have just completed their eighth & third week of the programme, there is currently little in the way of qualitative results to track the programme’s success currently. However, no new starters within this period have left the Trust. In addition, qualitative feedback from those who are completing the programme has been very positive. During the ward visits undertaken by Clinical Education Support Tutor, feedback has suggested that staff feel more prepared to start in their new role. Feedback has also been obtained from ward managers, practice development nurses and clinical area based senior clinical staff who agree that new HCSWs now commence in their clinical areas much more prepared, fully understand what’s expected of them and have full working access to essential digital systems. Next steps The next 6 months of cohorts vary in size between 25 and 45 new starters, dependent on which training space is being used. New starters are allocated training dates as soon as they clear recruitment checks and this is the start of their employment journey in the Trust. The plan will be to review the number of leavers since the launch of the programme to see whether this has had a positive impact on retention. Regular feedback will also be gathered through surveys and focus groups to ensure that there is continuous improvement of the process and programme. 6

Case study The Care Makers Programme Organisation Wrightington, Wigan and Leigh Teaching Hospitals NHS BFaocukngrdoautniod n Trust Background The Trust identified an increasing need to support the existing Nursing and AHP workforce in response to the COVID-19 pandemic. The Trust already had several HCSW vacancies that had not been appointed to and the pandemic created a risk in the organisation’s ability to sustain a safe staffing workforce. The approach As the surge in the pandemic intensified the Trust identified that the local area was experiencing high rates of furlough and unemployment rates that were directly attributed to the pandemic. The Trust is known for employing local people and for their “WWL family” values. Local people therefore were keen to “do their bit” and contribute to the local hospital to help alleviate pressure. The Care Maker role created an opportunity to enable this to happen. It was an opportunity for the Trust to share social and economic responsibility with the local population, and not only from a paid employment perspective but also in terms of contributing to a bigger strategy that allowed people who had no experience in health to “test out” and explore if health would be a potential career for them. It was important that the Trust did not appoint Care Makers from the local care homes and the wider health economy and deplete their workforce. All care makers were appointed following a values-based interview. There was an essential requirement to demonstrate care and compassion at the interview, which was considered a key ingredient for the role. As well as recruiting from the local pool of furloughed and unemployed residents in the area, there were several young people that stepped forward to undertake the role. The Trust already had strong partnerships with local further education institutes and had a strong relationship with one college. The role was evaluated against a Band 2 Agenda for Change profile. Initially in response to the first surge in the pandemic the role was fixed term for 6 months. However, as further surges have occurred, some contracts have been extended and more have been recruited. Before Care Makers start, they are required to complete elements of training to meet some of the 15 standards identified in the Care Certificate. The clinical competencies were excluded, as these were not required within the Care Maker scope of practice Prior to the Care Maker’s temporary contracts ending, the Trust saw the potential to convert some of the Care Makers into a new career as a HCSW (Band 2). To do this, the individuals were required to complete the full Care Certificate. This initiative has encouraged individuals to begin a career as a HCSW through the provision of critical experience. Previously, the Trust expected applicants to have experience in a healthcare setting before joining as a HCSW. Furthermore, introducing the ‘Care Maker to HCSW’ pathway as part of the nursing recruitment and retention pipeline has enabled the Trust to close the vacancy gaps in the unregistered workforce without the need to recruit from local care homes and the wider health economy. 7

The results There have been high volumes of applicants joining the Trust as Care Makers. This scheme has afforded people critical insight into the HCSW role which reduces attrition through increased awareness and transparency about what is involved and expected. The Trust has seen an increase in social responsibility, with members of the community with no previous care experience engaging with the Trust as Care Makers. The Care Maker initiative has meant that people who may have been previously overlooked due to the quality of their application, are afforded the chance to join the Trust and be offered an alternative pathway into the career. The promotion of real-life experience and transferable skills has brought a whole host of new talent to the Trust. Younger people have been drawn into the Trust creating a new pipeline of future talent. For the individual Care Maker, the role provides the steppingstone supported by the Trust ‘Learn and Grow’ Strategy to develop as a HCSW if they wish and onwards through to professional registration. Next steps • To explore pre-steps: what support can be provided during the application process and how can the Trust continue to promote personal experience as a critical component within the application process. • To invite existing Care Makers to apply for current Band 2 HCSW vacancies. • Recruit and develop a 3rd cohort of Care Makers to keep the HCSW pipeline sustainable and achieve a target of zero HCSW vacancies by April 2021. • Enhance pastoral care for the Care Maker and HCSW roles as new staff join the Trust. • Further develop and embed the Trust Learn and Grow Strategy to include the Care Maker and HCSW career progression as part of the Nursing and AHP workforce pipeline. 8

Case study Calm rooms Organisation Lancashire and South Cumbria NHS Foundation Trust Background Over the last 12 months LSCFT has undertaken focused initiatives to promote wellbeing. Since 2019, the Trust has adopted Listening into Action (LiA) as a staff -led engagement model to drive positive change. In 2021, our Chief Executive Officer (CEO) sponsored the LiA Inspiring Change Programme engaging with 100+ leaders to focus on wellbeing and leadership behaviours. Five Trust wide ‘Courageous Changes’ where suggested by staff, one of which was facilities/space for wellbeing. Staff identified that they wanted a protected and respected place that they could access at all times, a place to go to take a pause, ground themselves if they were feeling overwhelmed, take a short rest, space to talk and to get support if needed. The approach LSCFT has introduced wellbeing spaces named ‘Calm Room’, these rooms provide a protected and respected place as identified as needed by our staff. Following a scoping activity 22 initial sites were identified as suitable to potentially have a calm room. Sites with high occupancy of shift working were prioritised as initial sites which included all our 7 inpatient sites. The first ‘Calm Room’ opened at one of our largest inpatient sites on 24th March, the first of 22 sites across the Trust over 22/23. 7 more calm rooms are now complete. The results 8 Calm rooms are complete and open, the 2nd phase will see a further 11 calm rooms, an additional 3rd phase capital programme of will take place for 22 sites. The initial benefits of this initiates have been collaborative working to make a staff ask a reality, in turn this also demonstrates to our workforce the power of engagement and that they are listened to and valued. Next steps This programme of work is in 3 phases: 1 complete, 2 now progressing, and 3 capital bids. Our current focus is engaging with staff at the sites where a Calm Room has been opened to gain feedback. We are also wanting to make sure that we have some level of constancy in both standard of the room and the resources provided in them. Above all it’s vital to ensure that the rooms are well respected and maintained for the use they are intended for. 9

Case study Improving physical infrastructure Organisation Lancashire Teaching Hospitals NHS Foundation Trust Background We used the NHS staff survey and friends and family data to focus on the day-to-day basics that employees need to support their physical and psychological health. Employees identified that they valued having somewhere to go for a break, sufficient access to food and drink, open air spaces to spend time out of personal protective equipment and somewhere to rest if too tired to drive home after a long shift. Following the results, we created our ‘rest and recreation’ programme, which aims to develop centralised spaces for employees to relax, get high-quality healthy food and unwind as well as supporting employees to make improvements to local break spaces. We are also in the process of renovating an area in the trust to provide sleep pods for junior doctors and other employee working long shifts when it’s not appropriate to drive home. The approach We used money donated by the trust’s charity along with matched funding from NHS charities to fund the project. During the summer of 2020, we launched a ‘break room refresh’ competition, inviting teams to submit applications for their break spaces to be updated. We received 75 applications and recently selected four winners. We are working with our charity and the winning teams on plans to makeover their areas. We are also looking at providing covered outdoor seating and designated garden areas. The results We’re still on a journey and we are not where we want to be yet. Employees have responded well to our plans to improve outdoor spaces, providing courtyards, and introducing picnic benches and seating areas. Even in winter employees say they value a few minutes outside after a long session in personal protective equipment and with the need to ensure social distancing in break rooms, having outdoor alternatives is important. Key lessons learned Clear and frequent communication is very important, while we are in a planning phase though, change is not visible, so keeping employees informed and using employee side representatives to help cascade information is crucial. We have found working with the charity a very positive experience. Our collaborative approach encouraged us to submit an additional charity bid which has enabled us to offer health checks for employees in COVID-19 higher risk groups. It’s important to manage people’s expectations. We must work within the funding available to us and we can’t realistically do everything all at once. It’s important to consider how you are going to prioritise the ask and make it into a longer-term commitment to continuous improvement. 10

Case study Working from home Organisation Pennine Care NHS Foundation Trust The background Over a third of our workforce became home workers overnight and rapidly had to get to grips with different ways of working, different work, lack of team connections, new technology and possible feelings of isolation. We wanted to look at how, as an organisation, we supported managers to support their employees and didn’t rely completely on them in their very busy roles. We also wanted to provide a space for those at home to connect and share their experiences. This was made more important when the government announced that people should go back into work if they couldn’t work from home and further contributed to rising anxiety for employees. Our target audience was any colleague now at home or working from home. The approach This was a piece of work that needed some rapid implementation. The organisational development team started by looking at what technology we could use to connect people, what content we may put in a session and who may deliver it. This was a ‘give it a go and see’ process and was set up within two weeks. The decided intervention was to offer two 1.5-hour sessions for employees to access using the Zoom platform. The session followed a model of a short input by a speaker followed by a section of questions and answers using the chat box and a feedback session. Our first speaker was a senior clinician working from home and shielding. He talked very honestly about how it felt for him and we then encouraged others to share how they were feeling. We then had two of our psychologists talking about the psychological impact of COVID-19 designed to reassure people that it was ok to not be ok, followed by us asking employees what tips and support they had found useful. Our next speaker was our director of workforce and organisational development who talked about what the organisations approach would be re returning to work safely and then further chat box questions and finally a session about the wellbeing offer available from line managers, the internal employee wellbeing services the national offer and the planned offer through the resilience hub in the North West. Several things enabled us to put this in place so quickly: • The technology. • The skills (and bravery) of the organisational development team in setting up the administration and facilitation of the event including using new technology to deliver remote sessions. • Drive from the director of workforce and organisational development as the sponsor to the session. • The willingness to support from the psychology team and the senior clinician. The sessions were well subscribed to with over 200 employees registering to attend the sessions with only a weeks’ notice. This would not have been possible if we were delivering the same sessions face to face. 11

Case study Staff Welfare Facility Organisation Cheshire & Wirral Partnership NHS Foundation Trust What was the initiative / intervention you introduced? The Trust undertook digitisation of all medical records which resulted in 15 redundant records stores across the Cheshire and Wirral Partnership’s (CWP) estate, circa 300 m2. The largest of the vacated areas was the centralised records store within Bowmere Hospital in Chester – circa 66m2. This vacated area was re-purposed into a staff welfare facility. Was there an evidence-based reason for this initiative / intervention? A feasibility study was undertaken to assess the best future use of all vacated space. Bowmere Hospital is situated on the Countess of Chester Health Park. Bowmere is a 120-bed adult mental health inpatient unit. The pressures placed on NHS clinical staff throughout the NHS are widely recognised – this was especially true of maintaining service throughout the pandemic and particularly true of working within mental health inpatient environments. CWP recognised that one way of demonstrating to its staff they are valued and listened to, was to engage with staff forums on how we can help to provide a better work environment for those staff working within inpatient environments. Who were the key stakeholders that you needed to engage to make this a success? It was important that the design and feel of the staff wellbeing and welfare facility was co-produced with staff representation and this was undertaken by way of numerous workshops and design meetings throughout the initiative. The Senior leadership team was also supportive and onboard. What did you do? Extensive staff engagement was undertaken with a range of options for how the Trust could support staff health & welfare. One way in which the Trust could help was to provide staff welfare facilities away from the pressured ward environment. Staff facilities were already available on each ward, but this would be a haven away from the normal work environment. 12

Design consultants helped deliver the workshops and co-production of the building and furniture designs. The brief was to resemble a Starbucks Coffee House – ‘a place to escape to’. This would be a place where staff noticeboards and ‘mandatory training’ would not be visible. A tranquil place. What were the costs and timescales? The construction costs were £35k including vat. Furniture solutions cost £20k including vat. The facility was delivered within 6 weeks from when the decision was given to proceed. In July 2022 the staff welfare facility was opened by the CEO and Chair of the Cheshire and Wirral Partnership. What happened because of the initiative? What were the benefits of the initiative? The initial feedback is very complimentary and encouraging. Staff feel more valued and recognise the significant investment made in response to what they said would be useful. 13

To your knowledge, how many staff and which staff groups have accessed this? There is a door entry system which will capture data to inform levels of activity and usage of the welfare facility, and how usage changes over time. Do you have any feedback or evaluation data? An end of project review is to be undertaken to revisit the early staff engagement sessions to compare the brief with the final project outcome, and to obtain qualitative data from staff. What will you do next? Are there plans to embed this in your team / organisation / system? Future proposals are being considered to rollout similar solutions across other CWP inpatient units based on the successful model achieved at Bowmere Hospital. What key piece of advice would you give to another Trust thinking of introducing something similar? Consider true co-production as opposed to engagement with staff. To create an idea and then ask if the staff agree with the plan (engagement) is not as beneficial as asking ,at the earliest opportunity, what would help staff with their welfare , this might be a facility such as this , it might be something different. 14

Case study Staff Facilities Task and Finish Group Case Study Organisation Warrington and Halton Teaching Hospitals NHS Foundation Trust Background Warrington and Halton Teaching Hospitals NHS Foundation Trust is an acute Trust based in the North West across the two sites of Warrington and Halton the key statistics in 2021-2022 for the organisation are illustrated in diagram one. The Trust recognises the importance of enabling our staff to enhanced access to staff rest facilities across both hospital sites. To ensure that the organisation listens to staff feedback the Trust has established a staff facilities task and finish group whose membership includes estates, facilities, medical, AHP and Trade Union representatives. Diagram One: WHH Key Statistics 2021-2022 Key Benefits and Outcomes The key anticipated benefits and outcomes from the activities and priorities identified through the staff facilities task and finish group are outlined in table one. 15

Table One: Anticipated Benefits and Outcomes Activity and Governance Overview WHH’s staff facilities task and finish group was set up in September 2021 in response to feedback from Staff Side colleagues regarding staff rest facilities across the organisation because of social distancing and IPC measures due to the COVID-19 pandemic. Membership of the Staff Facilities task and finish group is illustrated in table two. Table Two: Staff Facilities Task and Finish Group membership Table Two: Staff Facilities Task and Finish Group membership The group is governed through the Trust’s people governance routes and reported through to the Strategic People Committee and Trust Board. In addition, the outcomes of the task and finish group including priority setting is also reported via a standing agenda item through to the Joint Negotiating Consultative Committee with Staff Side colleagues. 16

To support the activities of the group, dedicated pages on staff facilities are available on our extranet pages as illustrated in diagram two under our staff engagement and wellbeing branding of “All About You” which includes information on catering options, rest spaces and also a handy checklist for managers on accessing funding to enhance any staff areas. Information about facilities is also embedded into our corporate induction to support individuals when they join Team WHH. Diagram Two: Warrington Site Catering Options Halton Site Catering Options Staff Facilities Extranet Pages Staff Facilities Ae you a manager, team leader or supervisor and want to enhance your staff area? Check out this website to see all the options available to you to enhance your staff rest area The enhancement and improvement of staff facilities is also reflected in the organisation’s Workforce Recovery programme plan which is evidence based and has a direct link to the Trust’s approach to staff engagement and wellbeing. The group have collectively identified priorities for the organisation which will continue on an annual basis and are highlighted in diagram three. Priorities three, four and five have been successfully implemented within the organisation. Examples of successful implementation include securing charitable funds to extend the outside space within the Trust for private pods to be placed on benches to protect spaces during the winter and enabling a private rest space, the provision of communications materials to support the promotion of staff facilities across both sites and a re-audit of staff facilities in partnership with Staff Side colleagues across both sites. Diagram Three: Priorities 17

Key Challenges and Learning Points The key challenges and learning points that the team encountered are defined in table three and are key considerations for implementation of any further activity. The most important theme relates to organisational buy-in and a shift from single perspectives to organisational need. Collaboration provides the best results to support the whole workforce and a focus on the enhancement of the existing estate to further impact positively on staff health and wellbeing. Table Three: Challenges and Learning points 18

Case study Developing and Embedding the Staff Advice and Liaison Service (SALS) Organisation Alder Hey Children’s NHS Foundation Trust Background The People Plan sets out the vision to create a healthy, psychologically safe, improvement focused, compassionate, inclusive, and learning culture to enable the delivery of outstanding care to our children and families. Key to the development and sustainability of such a culture are healthy, well- supported staff who feel safe, connected to each other, and valued for their unique role in the delivery of care at Alder Hey. Now after the experiences of COVID-19, responding to staff’s psychological and wellbeing needs is now even more crucial and essential for Alder Hey to be able to deliver first class, compassionate care. Whilst we currently have a range of support for our staff including the Alder Centre (a bereavement support service which also offers staff counselling), a Clinical Health Psychology Service, HR & OD teams, Occupational Health, there was not consistency for all parts of the organisation coupled with a range of difficulties for some in seeking support depending on their role in the organisation and what it is they might need help with. Keen to learn from other organisations, we contacted the West Midlands Ambulance Service intrigued by their Staff Advice & Liaison Service model. x We loved the idea so much that in late 2019, we proposed to the organisation the development of our own Staff Advice & Liaison Service (SALS): an enhanced staff support system to provide advice, guidance, and support on a range of domestic and work-related issues to complement the support systems already available. The system proposed was to combine the best of the staff support currently on offer in the organisation with several new elements to bring about the consistency and ease of access that would make staff support at Alder Hey outstanding. The need was identified following a very challenging situation for the organisation the year before and from other methods of organisational learning. We offer to all staff a service that will: 1. Listen 2. Work to understand the problem 3. Identify what is needed 4. Signpost to appropriate help AND/OR 5. Offer a range of interventions 19

The service is accessible and rapid, via a confidential phone line, email, or drop-in with potential to explore other on-line solutions (e.g. apps). The hours are currently seven days a week 9-5pm. Our learning from WMAS was that a key element of a SALS is peer support and the well documented benefits that this can bring, including: helping staff to feel more comfortable; talking to someone who may be able to relate to your own issues and may have lived experience themselves; reducing feelings of isolation that occur when life becomes difficult; offering universal support no matter what the source of stress; and finally building a more resilient workforce. Key Outcomes After its quiet launch in January 2020, where relationships were built and strengthened with other internal support services and positive news about the service was spread via word of mouth, COVID- 19 increased the work, the resource and the visibility of SALS almost overnight. Staff support and the SALS were positioned in the key messages in daily briefings from the Chief Executive with a strong emphasis on psychological safety and wellbeing throughout the acute phase. To meet the rising demand for support, the team were fortunate to be joined by another staff member (seconded into the role) and a trainee Clinical Psychologist working alongside the Associate Director of Organisational Development. . 20

Case study Developing a person-centred approach to the employment of a candidate with Down’s syndrome Organisation East Cheshire NHS Trust Background As a Disability Confident Leader, the trust is committed to offering paid employment opportunities to people with disabilities. The trust’s Workforce Disability Equality Standard (WDES) findings demonstrate that just 3% of our workforce voluntarily declare that they have a disability. This representation is not proportionate across all roles and disciplines in the workforce We see the value in taking positive action to improve diverse voices and representation across the trust. This work provides a ‘statement of intent’ to explore new ways in which to attract candidates with diverse abilities, bring about sustainable change and the development of a compassionate and inclusive culture. Over the winter of 2021, we worked with the Down’s Syndrome Association to introduce a new role within the HR / OD team and provide a candidate with a paid job opportunity. The approach WorkFit is the Down’s Syndrome Association’s employment programme which brings together employers and jobseekers who have Down’s syndrome. It is a tailored service dedicated to training employers about the learning profile of people who have Down’s syndrome so that they can be supported in the workplace. Working in collaboration with WorkFit, the trust introduced a new post and secured initial funding for a 6-month fixed term position. The role was developed with a specific candidate’s skills and abilities in mind, sitting within the HR & OD team, supporting activity relating to staff engagement, wellbeing and inclusion. Every step in the process was planned and measured to ensure the role and the environment was the best fit for the candidate as well as the trust It was recognised that our existing application process would not be suited to the needs of the candidate, so we took bespoke approach to recruitment, onboarding and induction. Whilst this process was underway, the HR team engaged in employer training so that they had the skills and knowledge to welcome our new team member. The work gave us an opportunity to review our recruitment and onboarding processes through the lens of our candidate and we set an expectation to all stakeholders that adjustments would be made to existing processes, including 1:1 delivery of revised statutory and mandatory training - it was a case of asking ‘how’ and not ‘if’. The results Our new colleague, Grace, commenced work with us in early 2022 and the role was confirmed as permanent in July. She works one day each week and is a valued member of our team who makes a real contribution to our engagement, wellbeing, and inclusion work. She has spoken to our Board 21

about her experience, she is flexible and produces work of a high standard. The impact on the team has been incredibly positive and the trust was proud to have been nominated by WorkFit to the British Association for Supported Employment (BASE) for a Best Employer Practice Award. The impact on Grace has been significant in terms of increased confidence, sense of purpose, and as her family tell us, a level of financial independence and hope for the future. Next steps • Grace will have her appraisal and we will develop her objectives and personal development plan. • We have the support of our Board to provide further paid job opportunities to people with disabilities. Plans are in place to engage with senior leaders to enable this in 2023. • WorkFit has created a promotional video highlighting Grace’s employment journey. We will use this to share our story and inspire other trusts to do the same. Click here 22

Thank you. For more information about these case studies, please contact [email protected] To access national and regional updates and supporting resources on Health and Wellbeing, Engagement and Retention to support you in your role, Join the North West People Experience and Engagement Team FutureNHS workspace: Click here Newsletter: Please email [email protected] Community of practice events: Please email [email protected] Access the first version of the People Promise: A unifying framework with North West case studies of best practice: Click here 23