The Dying to Work Campaign was setup by a trade union member who received a terminal illness diagnosis and went on to try and ensure support for others in the workplace. The name was established by the campaign and supported by the TUC. You can see more of how it came about and those supporting through the link below.
Sadly, some of our staff are diagnosed with a terminal illness during their working lives. It is therefore vital that as an employer we work to try and remove any additional stress and worry.
The Dying to Work Charter was adopted by NHSScotland in March 2021, and endorsed by NHSGGC Chief Executive and Employee Director. It sets out an agreed way in which our staff will be supported, protected and guided throughout their employment, following a terminal diagnosis.
We will ensure that staff with life-limiting illness are not dismissed because of their condition unless leaving would benefit them, for instance to release a pension. We will provide job and financial security at a time of considerable personal stress and uncertainty and provide support and understanding.
The Charter is about choice. It’s about giving staff options on how they want to proceed at work and also provides guidance for Managers on how they can best support their staff.
This section provides procedure, guidance and associated documentation for injury allowance. Please contact the HR Support and Advice Unit if you wish clarification on this procedure or any further advice.
NHS Greater Glasgow and Clyde staff who are injured or become ill due to their NHS employment may qualify for Injury Allowance if their pay is reduced as a result of their health problems.
Eligibility is dependent on certain conditions being met. Details on this and how to apply can be found in the Board’s Injury Allowance Procedure.
Further information is also available in the Injury Allowance Guidance for Employees.
Organisational Development (OD) and its associated activities are undertaken by every manager across NHS Greater Glasgow and Clyde, the OD Team is here to provide focused support and expertise to:
Design, implement, monitor and evaluate leadership, individual, team, cultural and improvement activities
Provide an aligned resource to locally support senior managers and their teams
Facilitate directorate and professional teams to develop and improve how they work to deliver excellent service and patient centred care
Provide expertise on OD approaches, tools, models and interventions.
For further information and to answer any questions, please contact your Organisational Development (OD) Advisor.
Boardwide Leadership Provision
NHSGGC are committed to:
Developing leaders who can meet the challenges we face as an organisation,
Effectively engage with staff, partners and patients and who have the skills to deliver excellent services.
The Resilience and Wellbeing toolkit is designed as a practical resource for you to use in understanding what drives your own well-being at work.
Further development for managers is available via Resilient Leadership – a delivered module designed to help you understand your role in relation to the well-being, resilience, engagement and ultimately performance of your teams.
Our Resilience pages are currently being updated, in the meantime, please speak to your local Organisational Development (OD) Advisor.
Change and Improvement
Improvement modules and tools
Four videos designed to take you through the use and application of a series of improvement modules/tools, or help you to understand and plan for the reactions of people to change, can be used as individual approaches or in conjunction with each other to support a wider range of activities.
Understanding Your Process Through Mapping
Identifying Process Wastes and Organising the Workplace with 5S
Delivering the Root Causes of Process Waste
Making Improvements with the PDSA Model.
These short videos can be viewed on our Staffnet pages
Leading in changing times
Two videos designed to support you to prepare for and lead others through change.
Leading in Changing Times – Managing the Process
Leading in Changing Times – Managing the Transition
Each video focuses on one tool and can be viewed on our Staffnet pages
Meet the OD Team
Organisational Development – Acute and Corporate Services
Julie Pearson: Senior OD Advisor – Clyde Sector and Board Nursing Directorate, Public Health Directorate, Glasgow Centre for Population Health – julie.pearson@nhs.scot
Paul Cogan: Senior OD Advisor – Estates and Facilities and eHealth Directorates – paul.cogan@nhs.scot
Joyce Bowes: Senior OD Advisor – Regional Services and Diagnostics Directorates – joyce.bowes@nhs.scot
Claire Robertson: Senior OD Advisor – Women and Childrens Services and North Sector – claire.robertson22@nhs.scot
The aim of the Civility Saves Lives (CSL) campaign is to create, enable and maintain positive workplace relationships and environments where the culture is improved by promoting the value of civil, caring and compassionate interactions, raising awareness of unprofessional and unproductive behaviours, and understanding the negative impact that rudeness (incivility) can have.
Part of our Civility Saves Lives planned approach in NHSGGC is the practice of using trained ‘Civility Leads’ (CL) to be able to listen to and support members of staff who have been affected by specific incidents of rudeness or uncivil behaviour by another member of staff and to help them to work out the steps to resolve issues in a positive way. Civility Leads are trusted colleagues nominated by staff themselves in many departments/ services.
To access programmes such as Leading for the Future (LFTF), Scottish Coaching and Leading for Improvement Programme (SCLIP), Scottish Improvement Leader Programme (ScIL) please visit TURAS Learn.
Visit ProjectLift for access to the Leadership Self Assessment Questionnaire (SAQ) and learning resources.
Other programmes and resources can be accessed using TURAS Learn.
Career and Development Planning
This section is designed to offer you information to help to plan development activities for your current post and prepare for future roles as part of a career pathway:
Preparing for a development discussion
Developing Your Career Plan
Preparing for Development Discussions
Having effective development and career planning conversations are an essential part of creating a workforce skilled to deliver our services, teams who are continually learning and improving and individuals who are focused and engaged.
It is important to find time to plan and prepare for your development meetings.
Having a career plan helps us to clarify our short and long term learning objectives, how we will achieve these and the time we need to do this. A career plan is essentially a route map of development activities designed to take us to where we would like to be.
Regular review of our plan lets us see the progress we are making, build and adapt our development towards different roles or opportunities and continue the journey to our ideal job.
You can now access and complete the Project Lift Self Assessment Readiness Questionnaire via Turas. This will give you a comprehensive report of your strengths and areas for development to inform your career plan.
A wide range of information and resources are available for staff and managers on the Menopause including
What to expect,
Available treatments,
Where to get support and help,
Coping with the Menopause at work.
Information and Resource Links
Women’s Health – NHSGGC The Staff Health Page has a wide range of information and includes links to all the NHS Inform menopause videos/information in this one, easy to access location.
Your details will be resent to you so please ensure you have sufficient space in your mailbox to receive new emails. Please keep these details safe for future use.
Alternatively, access eESS via your ‘favourites’ menu on your Internet Explorer toolbar (just as you would access SSTS). Select favourites > GGC Shortcuts > Admin > eESS
How do I access eESS if I do not have a GGC email account?
For those staff who don’t have e-mail accounts, there will be no immediate change for you – your manager will be able to assist with the transactions on your behalf as they currently do. Considerations are ongoing with regards to future access for all staff.
For non NHS managers who manage NHS staff and will need access to eESS, this will be available in due course; however, we will provide further information on how the transactions will work to ensure that these are processed accordingly.
What do I do if I have forgotten my user ID or password?
Passwords on eESS are reset via a link sent by email. Click on the log-in assistance button on the log-in page and follow the instructions given.
What is a Proxy User?
In line with local arrangements there may be requirements to setup Proxy Users across NHS Greater Glasgow and Clyde for Manager Self Service. A proxy user is someone who will transact self-service functions on behalf of:
A line manager
Peer employees
Via self-service-based access.
Proxy for Manager Self Service must be specifically requested via the HR Connect Portal. The Proxy User Briefing document (which can be found within the portal) outlines the process for doing this and details the governance rules associated with Proxy Users.
How can I set up a Proxy User?
If you want to nominate a Proxy User to input transactions on your behalf, please complete the form at the end of the Proxy User Briefing document (which can be found within the portal) and return this via the HR Connect Portal Please note that for audit purposes, we require a “physical” signature rather than an electronic signature.
My annual leave entitlement is incorrect, how can this be amended?
If you’re annual leave entitlements is incorrect then please discuss this with your line manager who should arrange to update SSTS and then this will feed through to eESS.
Are New Start Engagement Forms still to be completed?
Yes, these should still be completed to engage a new start on to eESS and Payroll systems. Digital forms can be completed and submitted via the HR Connect Portal or paper copies can be sent to eESS Support Team, 2nd Floor, West Glasgow Ambulatory Care Hospital, Glasgow
Are Notifications of Change and Termination Forms still to be completed?
No, any changes or terminations should now be processed under manager self service.
(A notification of change letter still requires to be sent from the manager to employee)
Remember you can access step by steps guides and video tutorials on the eESS National website
Previous service
The eESS Support Team is aware that some employee’s previous service is not recorded on eESS. A process is currently being developed for this to be accurately recorded. Employees can detail any previous NHS service through ‘Previous NHS/ Reckonable Service’ via Employee Self Service SOP on the eESS National website
If you notice that you have staff wrongly assigned to you please contact the eESS Team via the HR Connect Portal as soon as possible, confirming the correct line manager if known (Name, eESS ID or payroll number required).
If you are contacting the eESS Support Team to advise that there are staff missing from your hierarchy then please confirm the employees name and eESS ID or payroll number.
Terminations/assignment terminations
If a manager tries to terminate an employee who has more than one post they will receive an error message asking them to contact HR. Where an employee has more than one post the eESS Support Team will check whether the post being terminated is set as the primary role, and is so will change this and confirm to the manager once this has been completed.
In order for the manager to progress with a termination for an employee has more than one assignment they should follow the relevant Standard Operating Procedure:
Please note that for Terminating an assignment there is two steps to this process as detailed in the above Standard Operating Procedure. If only one of the steps is completed this will not progress to Payroll and thus the termination will not be actioned.
To change an employee to a different department the cost code needs to be updated in ‘Change Job and Terms’, above the department heading there is red bold text advising the user that the cost code also needs to be updated in ‘Change Cost Centre’ and it is detailed within the Standard Operating Procedure (SOP). However, managers have only been updating either ‘Change Job and Terms’ or ‘Change Cost Centre’ rather than updating both. Please ensure that both ‘Change Job and Terms’ or ‘Change Cost Centre’ are updated which are separate functions under Manager Self Service.
If you are trying to complete a transaction to move an employee from one department to another or to change their banding and the ‘position’ field defaults to blank and you cannot choose any options it is likely that a new position requires to be created. This can be done by the eESS Support Team. Therefore, please contact the eESS Support Team providing the following information:
Cost code (if changing), job title, job family (i.e. nursing, admin etc) band (if changing) and location (if changing).
Once the new position has been set up the eESS Support Team will confirm the new details for the manager to enter the transaction on ‘Change Job and Terms’ via Manager Self Service.
Change job and terms: Use of temporary notes
A number of managers had advised that they had made changes on an employee’s eESS record, which their manager (Manager 2) had approved and therefore belief that an employee’s information has been changed and will be processed by Payroll. However, the ‘Temporary Change Notes’ does not form part of the Payroll Interface and therefore these notes are not received by Payroll. The only way to make a change on eESS that will progress to Payroll is to make amendments to the employee’s eESS record by following the appropriate Standard Operating Procedure.
Medical and dental
It was apparent that managers are unclear when completing transactions under Medical and Dental particularly relating to updating EPA details. As a result, NHSGGC had requested to the eESS National Team that the Standard Operating Procedure was revised and made more user friendly.
If an employee’s fixed term contact is to be extended then please contact eESS Support Team via the HR Connect Portal for this to be updated on the employee’s record confirming the new date the contract is to be extended to. When you are contacting eESS Support Team please provide the employees name and eESS ID
Change of contractual status
If an employee’s contractual status is changing, i.e. from fixed term to permanent, then please contact eESS Support Team via the HR Connect Portal for this to be updated on the employee’s record confirming the date from this changing. When you are contacting eESS Support Team please provide the employees name and eESS ID.
How to delegate worklist notifications
If you are going on leave and want to nominate a colleague to manage transactions in your absence you can set this up in Vacation Rules on your home screen. This needs to be a colleague who reports directly to someone who is a Band 7 or above, in order to meet Standing Financial Instructions (SFI). For further information please refer to NHSGGC : Manager Self Service
If a manager is off sick, the eESS Support Team will need to temporarily amend the hierarchy in the manager’s absence. Once the manager has resumed to work, then the eESS Support Team can be contacted to change to remove the temporary hierarchy changes.
It is important to ensure that no transactions are actioned until the hierarchy has been temporarily changed. If an employee/ manager 1 has already submitted the change job terms /termination transaction above (so it is sitting with the manager 1 or 2 who is off sick) they will need to delete it from the system. The eESS Support Team will then amend the hierarchy and the employee/ manager 1 can re-submit the transaction.
2) Manager Self Service LearnPro Module. Access LearnPro using the following link: LearnPro Login Page
Login to LearnPro using your Username and Password, then search for “eEES” under the Specialist Subjects tab.
Our managers are at the core of helping us deliver our objectives, to uphold our NHS values and their skills in managing people are vital for the function of all departments and the wider organisation. They organise the care or services delivered by each team and they work to ensure that all staff can not only operate at their best, but also experience NHSGGC as a great place to work and develop. This pathway is designed to provide clear guidance for managers joining NHSGGC and signposting next steps in development for their career journey.
The Induction pathway for new people managers is based on the following which have been developed using feedback from iMatter and Investors in People to ensure that our staff have the best experience of being managed:
People Management Guide: Being a Manager of People in NHSGGC – Responsibilities and Guidance
Equality Law: A Manager’s Guide to Getting it Right in NHSGGC
People Manager Self-Assessment Questionnaire
Systems and Processes
If there is any other information you need to support you in your new role please discuss with your line manager or contact the Learning and Education Team through our HR Portal.
1. The People Management Guide: Being a Manager of People in NHSGGC-Responsibilities and Guidance
This guide covers the following eleven main people management responsibilities. It is designed to set out in one place a summary of what is expected of you as a people manager in NHSGGC irrespective of your band or profession, and also to provide help and support for your development:
Staff Health, Safety and Wellbeing (ShaW)
Staff Engagement
Individual PDP&R
Service Performance, Team Meetings and Communications
Team Development and i-Matter
General HR Policy Awareness and Application
Equalities
Partnership Working and Managing Change
Attendance Management and SSTS
Recruitment and Retention
Leadership Skills
2. Equality Law – A Manager’s Guide to Getting It Right in NHSGGC
This guide has been produced for operational managers by NHSGGC’s Equality and Human Rights Team with the support of the Workforce Equality Group to highlight the key areas of the Equality Act 2010 which have specific relevance for operational managers in the management of teams and delivery of services.
3. People Management Self Assessment Questionnaire
The Self-Assessment Questionnaire accompanies the People Management Guide. This is developed to support you to identify where you think they are on the development journey as a manager. For many managers, this list of people management responsibilities will be a given, but there may be some activities listed in the guide that require additional advice or support.
As a new people manager, you are encouraged to complete the questionnaire and discuss this with your line manager to direct and support you through your induction period. The questionnaire should be completed within the first 3 months following appointment to your role in NHSGGC. A copy of the questionnaire results will be emailed to you to use for the basis of personal development conversations.
You will have the opportunity to discuss your personal learning needs at 121s and through your personal development planning and review meetings. Your line manager should provide time for development and be available to support discussion around specific areas of guidance and support.
Furthermore, the following resources and training opportunities can support you as a new manager with your people management responsibilities:
Staff Engagement – NHSGGC for more information and resources to improve staff engagement in your team or department.
4. People Management Systems
In the development of the pathway we identified people management systems that may be used by managers depending on their role and responsibilities. Information is added below and includes guidance on access to username, passwords and training resources:
Scottish Standard Time System (SSTS)
SSTS is an electronic duty sheet which must be completed by department managers with details of the shifts worked by staff and any absences ( AL, Sickness, etc).
JobTrain is the NHSScotland National Recruitment System to manage the key recruitment and selection activities and processes during the core stages of the recruitment process. To access JobTrain user guide click here.
eEmployee Support System(eESS)
eESS is a single, national NHS Scotland approach to HR systems providing a high quality, standardised HR functions including; Employee Self Service, Manager Self Service, Core HR and Oracle Learning Management System (OLM).
The Task Calendar is a platform being used to provide a structured approach to support departments to complete a range of activities that are within their Health and Safety Manuals. To access the user guide click here.
Datix
Datix is the software used by NHS Greater Glasgow and Clyde for clinical and non-clinical incident reporting and forms part of the boards Risk Management Strategy. It is also used for Risk Register, Legal Claims, Complaints and FOI Module.
i-Matter is the NHS Scotland Staff Experience continuous improvement tool, developed and designed nationally to help individuals, teams, Directorates, HSCPs and Boards to understand and improve staff experience, engagement, motivation and productivity. To access the user guide click here.
ServiceNow Portal
Service Now is a portal for HR, eESS and L&E related enquires and support.
MicroStrategy is a web based platform where most of the Workforce Analytics and monthly reports such as personnel, recruitment and training information can be obtained there. To access the MicroStrategy Web Help click here.
PECOS
PECOS (Professional Electronic Commerce Online System) is the online eProcurement system used by NHS Greater Glasgow and Clyde for ordering and receiving all goods and services. To access the user guide click here.
Managed car parking was re-introduced at many of NHSGGC’s hospital sites from Thursday 1st June 2023 during peak hours of 07:00-16:00 Monday to Friday. This action was taken to address some of the peak, weekday challenges that parking at busy hospital sites create, and in doing so strike a balance between the needs of staff, patients and visitors.
We recognise that car parking space allocation has to be properly managed to ensure that our hospitals remain accessible and so that we can minimise potential hazards for both pedestrians and other vehicles.
As was the case prior to the COVID pandemic, there is a system of permit and non-permit staff spaces, combined with allocated parking for patients and visitors as well as spaces for holders of blue badges, which can be utilised by both members of the public and staff.
Parking at our hospital sites will continue to be free for staff, patients and visitors.
The following information has been produced to give guidance to staff in relation to how the managed car parking process operates.
Frequently Asked Questions
What proportion of parking at each of our sites is dedicated to staff?
We have to ensure that there is access to parking at all of our sites for staff, patients and visitors. We have a system in place where there is an equitable distribution so that everyone who needs to access our sites and services can. Currently the share of parking for staff including both permit and non-permit at our main acute sites is as follows; Please note these figures exclude blue badge spaces, as these can be used by any blue badge holder (patient or staff).
Glasgow Royal Infirmary – 49%
Queen Elizabeth University Hospital and Royal Hospital for Children campus – 47%
Gartnavel campus – 54%
Royal Alexandra Hospital Campus – 53%
Stobhill – 56%
New Victoria – 40%
West Glasgow Ambulatory Care Hospital – 44%
Can we extend the amount of parking available to staff?
Unfortunately, at many of our sites, there is no additional land available to extend car parking. A prime example of this is at the GRI. We recognise that hospital sites are often very busy and that staff need parking areas that are dedicated to you. However, our patients and visitors also need to be able to access our buildings and a managed approach is the fairest and most equitable way of ensuring everyone can park free at our sites.
There are also planning restrictions in place at many sites that prevent any expansion of parking. Find out more about the Board’s net zero targets and aims for sustainability to reduce emissions on our Sustainability webpage.
Can a park and ride system be put in place for staff so we can park offsite and travel to main acute sites to reduce the number of cars on site?
Unfortunately, NHSGGC does not own surplus estate to make such a scheme possible. We do operate an inter-site bus service for staff, which is free, so that if you are able to use public transport to one site, you can still travel between others without the need for a private vehicle.
I have to work across more than one site, will my permit be transferrable?
Individual car parking permits issued for one site can be used at another one.
What is the criteria for use of NHSGGC pool cars?
As we are aware there has been a rise in the number of request to utilise pool cars across various areas of the board due to the increase cost of living. The Corporate Transport team have received high numbers of enquires and request for access to pool cars and for service related pool cars. These request have been managed by the Corporate Transport Team utilising where possible existing pool type cars. In some cases there has been a need to procure additional pool cars for service specific request
Pool Cars for ad hoc users
The Corporate Transport team have been working with a wide variety of service and departmental leads to identify cars/pool type cars that can be better utilised during core hours. There has been a number of services and pool cars identified through this work that would allow ad hoc pool car users to full utilise existing pool type cars within the current fleet of vehicles. Below outlines the current location, number of cars available and the contacts that should be used to book a pool car. It is recommended that booking should be made in advance where possible.
GP OOH – Caledonian House
Booking Number – 0141 636 8412
6 Cars available between 8.00am – 5.00pm
Pick up and Drop off address – Caledonia House, 140 Fifty Pitches Road, Glasgow,G51 4EB
QEUH Facilities Pool Cars
Booking Number – 0141 354 9650
4 Cars available
Pick up and Drop off address – QEUH Labs Building, 1345 Govan Road Glasgow, G51 ATF
Gartnavel Royal Hospital
Booking Number – 0141 211 6437
2 Cars available between 7.00am – 6.00pm
Pick up and Drop off address – Gartnavel Royal Hospital, 1053 Great Western Road, Glasgow, G12 0YN
Central Decontamination Unit
Booking Number – 0141 232 2800
1 Car Available
Pick up and Drop off address – Central Decontamination Unit (Cdu), 24 Finlas Street, Cowlairs Industrial Estate, G22 5DT
Central Stores/Pharmacy Distribution Centre
Booking number – 0141 211 6560
2 Cars available between 7.00am – 6.00pm
Pick up and Drop off address – 21 Dava Street, G51 2JA
Pick up and Drop Off address – Cuthbertson Building, Wishart Street, Glasgow.
Royal Alexandra Facilities
Booking Number – 0141 314 7082
1 Car Available
Pick up and Drop off address – Facilities Office at RAH, Corsebar Road, Paisley, PA2 9PN
Requirements to drive a Pool Car
Drivers making a booking request for the 1st time will be required to submit their driving licence, the new style photo card licence should be accompanied by the paper copy or the traditional paper copy will be sufficient. An annual driving licence inspection will be carried out by the transport department to ensure registration is maintained and active.
All drivers of NHSGGC pool cars are required by law to hold a full current driving licence, by signing the vehicle log sheet and / or in the course of driving on behalf of NHSGGC business you declare to be the holder of the appropriate licence.
All Pool Car driver must carry out a first use check on the vehicle to identify any defects, accident damage or missing parts. All users must complete the appropriate documentation that will be issued with the vehicle keys. At the end of each booking the driver is responsible for handing the vehicle back in a clean and appropriate condition. All documentation must be returned at the end of each booking with the keys. Damage and Condition of vehicles will be routinely checked with the last driver being held accountable for any un-reported damage or defect.
Future opportunities for Pool Car availability
Currently there are large numbers of vehicles not used during the out of hour’s period. Below is a list of pool type cars that if required could be accessible after 4pm but required daily at 8am.
10 Cars available at Royal Alexandra Hospital – Maternity – contact to be arranged.
4 Cars available at Vale of Leven – Maternity – contact to be arranged.
6 Cars available at Inverclyde Royal Hospital – Maternity – contact to be arranged
Recently developed Pool Cars
As outlined in the introduction there has been large amounts of work developed in conjunction with service leads and departments to provide Pool type cars for employees. Below outlines the services, location and number of Pool Cars place.
Renfrewshire HSCP – 3 Cars – based at Mile End and Dykebar Hospital
Care Home response team – 1 Car – based at 21 Dava Street Glasgow
Barr Street – home service 2 Cars – based at Barr Street Woodside Health Centre.
Greenock HC – nursing staff – 4 Cars – based at the Greenock Health Centre
Police Custody Nursing Staff – 2 Cars – based at Govan Police Station
Oral Health – Stobhill and Dykebar – 2 cars
Leverndale Occupational Therapist – 2 Cars based at Leverndale Hospital
Mental Health Liaison Service – 3 cars – based at QEUH, GRI and Stobhill
QEUH Neurology Ward – 1 Car – QEUH site
Recommendation
There is further opportunity to extend pool car facilities across the board. These opportunities can first be developed by looking at ways of better utilisation of existing fleet. There are a number of small type vans that can be used at certain periods of the day and there can be further developed pool share schemes with services operating out of the same location. The recommendation would be to work with services who have regular “Grey Mileage Claims” and “Staff Taxi Use” to identify pool car facilities that can be shared and better utilised.
How do I get more information on public transport services?
Traveline Scotland provide journey planning information for public transport services across Scotland.
Are there ways I can save money for travelling to and from work by public transport?
NHSGGC staff can purchase annual season tickets for First Glasgow, SPT ZoneCard and ScotRail and repay the cost via salary deductions over the year. More information is available from Travel Plan Office.
Are there alternatives to annual tickets?
First Glasgow offer 20% discount for NHSGGC staff on 4 weekly season tickets via their First Commuter Travel Club. More information is available from Travel Plan Office.
Do NHSGGC offer any options for staff to purchase a bike?
Through Cyclescheme you can save between 25-39% on a brand new bike and accessories and spread the cost over 6, 12, 18 or 24 months through your salary. More information is available from Travel Plan Office.
Where can I get more information on car share options?
The aim of our Investors in People (IiP) journey is to enable all of us to contribute our best and be involved in making ongoing positive changes in our workplace.
Our corporate objective of ‘Better Workplace’ sets out our priorities for creating a great place to work and growing our great community.
Our Workforce Strategy sets out how we aim to achieve this, and has Investors in People (IiP) at the core, reaffirming our commitment to the National Staff Governance Standards.
Making work better together is one of the key enablers of better patient care.
Our engagement with IiP assesses us as an employer, providing external benchmarking and assurance, continuous improvement opportunities and accreditation for achieving high workplace standards and being a great place to work.
IiP is an international global benchmark which is recognised in over 66 countries and working with them will provide us with an independent assessment of areas for improvement and celebration.
IiP provides a consistent framework that helps us to align all our initiatives within a holistic approach, including iMatter, Collaborative Conversations and other values and culture work. External benchmarking from IiP then provides NHSGGC with an independent assessment of areas for improvement and celebration.
Investors in People assesses organisational standards across 3 broad areas:
Leading
How much trust is there between leaders, colleagues and teams??
Do we together live up to our values, and inspire the right kind of culture?
Supporting
Are colleagues and teams rewarded for doing well?
Improving
Are we as ready as we can be for any changes the future might bring?
Following the pilot and achievement of IiP accreditation at the Inverclyde Royal Hospital, colleagues and teams working within corporate services, including Estates and Facilities at our non-acute sites, have also successfully achieved the Investors in People standard.
Investors in People continues to make great progress across the organisation, and NHSGGC is aiming to continue our Board-wide work with Investors in People (IiP) in the next cycle of assessments.
Continuously learning about our opinions and viewpoints is essential to ensuring we can continue to grow and develop our workplace.
Frequently Asked Questions
Why did we choose Investors in People?
Over the years we have done a great deal of work to support staff and ensure that as an employer, NHSGGC is doing its best for staff. iMatter is the framework to develop our culture and collective leadership. It now includes the development of our staff mental health and wellbeing plan. Since the launch of iMatter, we have been looking for a way to assess and benchmark how well these efforts actually improve NHSGGC as a place to work for our staff and how we compare with other employers.
IiP is a key element of our Workforce Strategy and reaffirms our commitment to the Staff Governance Standards.
What is the aim of IiP?
The aim of IiP is to enable our staff to be involved in making ongoing positive changes. Our long term objective is to embed good people management practice in the core of services. The IiP process supports NHSGGC to put staff at the front and centre of our organisation. The IiP approach emphasises partnership working, collaboration and team working across staff groups and also along management and directorate lines.
What are the benefits of IiP?
Improved staff motivation and morale.
Provides independent in-depth insight into organisation culture and practice.
Gives a clear road map and route for progression.
Provides a consistent framework against which we can conduct internal and external benchmarking of people processes and performance.
Enhances organisational reputation and is also a factor for being a more desirable employer to attract the people we need.
Alignment of key people issues to the organisation’s performance and goals.
All these contribute to enhanced patient experience and quality of care.
Who was involved?
IiP assessment has been rolled out across Acute and Corporate sites in five clusters, 344 Senior Managers and Medical Consultants
A randomly selected 5% sample of all colleagues were invited to take part. Of that sample 25% were senior managers, invited to in-depth discussions. 75% of the sample were staff groups invited to workshops for in-depth discussion.
This comprised of:
1310 – Members of staff taking part. That’s approximately 16 working weeks or 594 hours of dialogue with staff about what’s working well and what could be improved.
344 – Senior managers who took part in online interviews with IiP specialists.
337 – Face to face focus groups.
38 – Assessors who supported the focus groups.
What did we find?
What we do well as an organisation:
Our staff told us we were getting quite a few things right, such as:
Operating in line with our NHS values, adopting and living the values
Empowering our staff
Making decisions
Setting objectives
Our approach to recognition and reward where staff are recognised for excellence
Designing roles that were fit for purpose
Creating autonomy in roles so our staff can give their best
Enabling collaborative working with colleagues
Supporting learning and development
Creating a culture of continuous improvement
Understanding the external context
Areas where we could do better
• Creating Transparency and Trust, specifically for leaders to provide more clarity around the organisations purpose, vision and objectives.
• Deploying the right people at the right time, specifically that recruitment and selection is fair, efficient and effective and fits with the organisations objectives and that any room for improvement in process (within the national policy and process) or queries, concerns and escalations are prioritised. Staff are also looking to be kept updated of plans around staffing challenges.
• Improving through internal and external resources, that the investment we make in our people is evaluated and the results are used to improve performance.
• Focusing on the future, specifically for leaders to communicate more around future priorities (staff want to know what/how things are happening and what/how to prioritise).
• Embracing Change, specifically when change happens it is communicated in a timely and transparent way across the organisation.
What happens next?
There are 5 Investors in People clusters across our Corporate and Acute Sector sites. Each Cluster has developed their own improvement plans, tailored to respond to feedback from colleagues in the cluster.
The IiP Clusters are:
Corporate Cluster
The Corporate Cluster is chaired by Anne MacPherson, Director of Human Resources and OrganisationalDevelopment and supported by Paul Cogan, Senior OrganisationalDevelopment Advisor.
The Corporate met the standards of IiP and achieved accreditation in April 2022.
The cluster is made up of all the corporate directorate office staff and the Facilities and Estates staff who work in discreet units, such as the Decontamination Unit and the Laundry (i.e. the Corporate and Facilities staff not based on acute sites).
They included staff from the following directorates:
Chief Executives Office
Board Medical Directorate (Excludes pharmacy as is covered as are in all hospitals sites, but incudes staff at Clarkston Court )
Board Nurse Directorate
Board Administration
Corporate Communications
Finance
Human Resources & Organisational Development
Non-Acute site eHealth (non-site based, Call centre in Hillington and Paisley Smithhills Street and Westward house)
Public Health (including contact tracing, test and protect recovery and COVID Vaccinations)
Non-Acute site Estates and Facilities (Cowlairs FM, Cowlairs Estates, Inverclyde CDU, Laundry)
Clyde Cluster
The Clyde Cluster is chaired by Melanie McColgan, Director for the Clyde Sector, led by Louise Watson SChief AHP Clyde and supported by Julie Pearson, Senior Organisational Development Advisor.
The Cluster is made up of all staff at :
Royal Alexandra Hospital in Paisley
Vale of Leven Hospital
Inverclyde Royal Hospital
Inverclyde Royal Hospital was a single site pilot in 2021 and is now been included in the Clyde Cluster.
North Cluster
The North Cluster is chaired by Neil McCallum, Director for the North Sector, led by Alison Leiper, Chief AHP for the North Sector and supported by Claire Robertson, Senior Organisational Development Advisor.
The Cluster is made up of all staff at
Glasgow Royal Infirmary Campus
Stobhill Hospital
Lightburn Hospital
Rowanbank Clinic
Leverndale Hospital
South Cluster
Jamie Redfern, Director of Women and Children’s Services is the Chair for the South Cluster, supported by Sue Tanner, Human Resources Manager South Sector and John Scrimgeour, Senior Organisational Development Advisor.
Sites in the South Cluster is made up of staff at:
Queen Elizabeth University Hospital Campus
Queen Elizabeth University Hospital
Institute of Neurological sciences
Spinal injuries Unit
WestMARC on two sites QE and Yoker
QEUH Maternity Unit
Royal Hospital for Children
Laboratory Medicine
New Victoria Ambulatory Care Hospital
West Cluster
The West Cluster is chaired by Susan Groom, Director of Regional Services and supported by the West Cluster Senior Organisational Development Advisor and Nicola Bailey, Head of Human Resources for Regional and Diagnostics.
The Board Partnership Agreement was developed jointly by the Board and the Trade Unions/Professional Organisations representing staff. The Agreement is designed to ensure staff are effectively involved in influencing the shape and implementation of decisions that affect their work, and offer managers the means where staff views can be considered before taking the decisions for which they are accountable. We are delighted to support this Board Partnership Agreement and commend it to you. Currently under review the updated version will be linked when available.
Facilities Agreement
The Facilities Agreement was developed jointly by the Board and the Trade Unions and Professional Organisations representing staff and has been designed to establish a formal policy and procedure on trade union/professional organisation facilities. In developing the agreement, cognisance was taken of the legal requirements placed on the Board, the Staff Governance Standard and the Partnership Information Network Policy and Practice. Currently under review the updated version will be linked when available.
Area Partnership Engagement Process
In early 2022, the Area Partnership Forum agreed engagement process documents which outline the process for bringing papers to the Area Partnership Forum for both Acute and Community and the process for seeking staff side representation for meetings. Links to documents will be added in due course; if you wish further information on either process, please contact the APF Administrator by emailing Kirstin.McKenzie@ggc.scot.nhs.uk.
The Employee Director is a Non-Executive Director member of NHS Greater Glasgow and Clyde (NHSGGC) and Co-Chair of the Area Partnership Forum who works in partnership with the Board and its Executive Management to provide advice on workforce issues directly affecting NHS Greater Glasgow and Clyde. Working alongside the Employee Director are 2 Staff Partnership Leads and an APF Administrator.
Directly accountable to the Chairman of the Board and elected as the Chair of the Staff Side, the Employee Director and Employee Director’s Office is the Board’s conduit for 15 Trade Unions/Professional Organisations and takes forward staff side views to influence Board Policies and to ensure that staff interests are properly reflected in Policy Development and encourage the ethos of Partnership Working.
Portraying positive behaviours and encouraging collaborative working, the Employee Director’s Office work with the Board to achieve its objectives and represent the views of NHS Greater Glasgow and Clyde staff by influencing debate and discussion.
To find out more about the Team and to access Trade Union/Professional Organisation links and other useful information, please see the tiles below.
