Transforming Resourcing Processes in Healthcare: The Journey of Mrs. Karyn Patterson
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The Journey so far
How
Mrs Karyn Patterson
Head of Resourcing, SHSCT
Member of the Regional Resourcing Managers Network
Laying the Foundations
Identification of service pressures
Endorsement of HR Directors
Agreement through Professional Head of Service
Meetings
Consultation with stakeholders including Trade
Union representatives
The Goal
-
To have one Regional Waiting List
Building the Process
The Process
Met with Professional Heads of Service to discuss the
Concept and the Selection Process
All are qualified
Need a process to Rank Order
Need a process to ensure suitable employees
Options for Selection
Interview Only
Occupational Based Written Assessment Only
Combination of Occupational Based Written
Assessment and Interview
Building the Process
Developed the Documentation
Regional Advertisement
Applicant Information Pack
Preference Pro-forma
Waiting List Principles
Design and Development of the Assessment
Building the Process
Described in the Applicant Pack
Written Invite to Assessment
Partial Booking for interviews
The creation of a Regional Waiting List
Communication During the
Selection Process
Vacancy notified to host organisation
Host organisation applies filters to waiting list to
find highest ranked person whose preferences
match the post available
Offer made and pre-employment checks
completed
The Offer Process
Financial Savings Achieved
For every 2 exercises we save enough to employ 1 x Band 5 AHP.
Efficiency for Front Line Services
Complaints – no more than previously
Research conducted confirms;
Interviews – 40% predictor of job performance
Occupational Based Written Assessment – 60% predictor of job
performance
Occupational Based Written Assessment with Situational Judgement
Questions - 80% predictor of job performance
Evaluation
The Future Approach
The Regional Shared Service Centre is now
operational and will be taking over responsibility for
hosting future exercises.
The Assessment process to be used – as always this
is entirely at the discretion of the professional Heads
of Service
The Statistics
The remainder of the morning will be looking at the future agenda but in doing
this I would ask you to remember there is a need to manage expectations of the
applicants about the number of posts available;
Thank you for your time
Mr. Karyn Patterson, Head of Resourcing at SHSCT, has led a transformative journey by identifying service pressures, building a regional waiting list, and enhancing the selection process. Through stakeholder consultation, professional meetings, and efficient communication, the resourcing approach has evolved, resulting in financial savings, operational efficiency, and improved job performance predictors. This comprehensive strategy includes endorsement by HR Directors, documentation development, communication strategies, and effective evaluation methods.
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Presentation Transcript
The Journey so far How Mrs Karyn Patterson Head of Resourcing, SHSCT Member of the Regional Resourcing Managers Network
Laying the Foundations Identification of service pressures Endorsement of HR Directors Agreement through Professional Head of Service Meetings Consultation with stakeholders including Trade Union representatives
Building the Process The Goal - To have one Regional Waiting List The Process Met with Professional Heads of Service to discuss the Concept and the Selection Process All are qualified Need a process to Rank Order Need a process to ensure suitable employees
Building the Process Options for Selection Interview Only Occupational Based Written Assessment Only Combination of Occupational Based Written Assessment and Interview
Building the Process Developed the Documentation Regional Advertisement Applicant Information Pack Preference Pro-forma Waiting List Principles Design and Development of the Assessment
Communication During the Selection Process Described in the Applicant Pack Written Invite to Assessment Partial Booking for interviews The creation of a Regional Waiting List
The Offer Process Vacancy notified to host organisation Host organisation applies filters to waiting list to find highest ranked person whose preferences match the post available Offer made and pre-employment checks completed
Evaluation Financial Savings Achieved For every 2 exercises we save enough to employ 1 x Band 5 AHP. Efficiency for Front Line Services Complaints no more than previously Research conducted confirms; Interviews 40% predictor of job performance Occupational Based Written Assessment 60% predictor of job performance Occupational Based Written Assessment with Situational Judgement Questions - 80% predictor of job performance
The Future Approach The Regional Shared Service Centre is now operational and will be taking over responsibility for hosting future exercises. The Assessment process to be used as always this is entirely at the discretion of the professional Heads of Service
The Statistics The remainder of the morning will be looking at the future agenda but in doing this I would ask you to remember there is a need to manage expectations of the applicants about the number of posts available; Total Posts Offered from list (Permanent and Temporary) Applicants who completed Assessment No.placed on Waiting list Applications Received % of Waiting list used Profession Selection Method Occupational Therapy (2014/15) 352 332 139 81 58.27% Written Assessment Physiotherapy (2013/14) 292 247 154 72 46.75% Written Assessment Pharmacy (2013/14) 223 196 53 35 66.04% Combination SLT (2013/14) 169 158 47 21 44.68% Interview only Radiography (2013/14) 131 124 103 82 79.61% Written Assessment Dietetics (2013/14) 89 87 55 26 47.27% Interview only Podiatry (2013/14) 43 40 43 9 20.93% Interview only
