Developing and Managing Performance
Developing and Managing Performance
Susan Bell has recently been appointed as an HR partner at Wellton NHS Trust. Wellton is a medium sized NHS Trust in the north of England. With an annual turnover of £330 million and around 6,000 clinical and support staff it provides medical services to a population of 450,000 people. The Trust Board is responsible for setting the strategic direction of the Trust lead by the Chief Executive Officer (CEO). Departments are organised into three clinical directorates, medical, clinical support and surgery, each lead by a director of services.
In 2013 the Trust introduced new performance related pay criteria in line with changes to the NHS Agenda for Change. Prior to the changes employees received automatic annual increments moving upwards through the pay points each year until they reached the top pay point for their job role. The change made movement through the pay increments dependent on individual performance. To move to a higher pay band individuals must now demonstrate the required level of performance and delivery and the knowledge and skills/competencies for their role, assessed against the six core dimensions of the simplified Knowledge and Skills Framework (KSF):
- communication
- personal and people development
- health, safety and security
- service improvement
- quality
- equality and diversity.