Directorate actions – 2016 to Present Directorate Priority 1: Priority 2: Priority 3: Blood Donation Quality Protect We’ve introduced a Blood Donation Focus group, which meets throughout the year and takes feedback directly from our teams to implement new ideas. If you’d like to know more about this, contact Jamie Moore. Respect We’ve introduced more bespoke support (9 box grid now in place for band 7s). We’re aware of continuing cost constraints. That’s why we cancelled our Blood Donation Management conference to ensure we still have resources to provide to our teams. Support Focus groups have taken place throughout the year, which have been very successful in identifying opportunities to make Blood Donation a great place to work. We hosted our Back to the Floor Annual event to improve senior leadership visibility, and plan on hosting another one this autumn. We’ll also be updating our engagement strategy because of the Our Voice results this year. Communication We have introduced ‘drop in’ spots on our SMTS, and are focusing on more local communication including local ‘thank yous’ and recognition in all areas. Leadership Development We are contributing to the service through a consultant-based service as opposed to regulatory and have placed a particular emphasis on secondment opportunities. Well-Being We have developed QA Directorate ways of working which promotes inclusion, collaboration and respect. For more information about this, contact Dapo Odumeru. Manufacturing /Logistics Recognition To celebrate the achievements of our transport and logistics colleagues, M&L created a Driver of the Year which was featured at our 2017 awards ceremony in Birmingham. Achievement We’ve established publicity of Staff achievements. Successes and compliments are Feedback We’ve ensured that our Driver of the is Publicised in the Network for each month and good news stories including long term service have been developed.
raised at centre meetings and are also being published in connect magazine. Hospital Feedback is being passed onto drivers and published it on our Bulletin Boards. People Administrative Improvements We are continuing our mission to streamline processes and administration for both our customers and People Directorate team members. This helps us to reduce administrative workloads and free our time to concentrate on value added and more rewarding work. Cross Directorate Working During the past year we have encouraged more cross working between different disciplines in the People Directorate. . Well Being As part of our commitment to promoting and minimising stress, 13 People Directorate team members volunteered to be trained as Mental Health Wellbeing champions to act as a resource to both the People Directorate and corporately to the wider organisation. Finance Succession Planning We’ve established network-based plans to commence within Finance to help all colleagues with succession planning. Team Building Finance has committed to new team building and away days, including areas such as Pay Support. ODT 70% Continue We’ve continued to focus on communication, including ODT blogs on inside NHSBT. We’ve reinforced that staff are not expected to be ‘always on’ and prioritised the review of alternative to 24 hour working in the ODT services team. 20% Adapt We’re reviewing our communication channels to identify ways to share information more effectively. We’re also exploring digital options such as video messages and podcasts. 10% Create We’re increasing our senior leadership visibility through sharing our vision for the hub and priorities as part of our Director Roadshows. We’re also ensuring locale responses to surveys are taken in all teams, and are targeting teams with lower scores to help them, including learning from teams with higher ones. ICT Senior Management Visibility We’ve began rotating our SMT around key sites, and hosted an ICT conference Skills, Development and Role Understanding We’ve developed numerous initiatives Communication
in 2017 to improve the communication structure within our directorate’s leadership. to help with skills, including introducing ICT graduates, of Network Development’, apprenticeship rotations, among various training programmes. We’ve hosted monthly webinar briefings and have also had coming to present at our SMT across the country. We’ve also improved our recognition of ICT achievement through more nominations, and letters sent from our Chief Executive (as well as a screensaver). DTS Work Life Balance We’ve introduced a Saturday pilot to reduce reliance on staff working overtime and to provide a more robust service. This will improve work life balance. For more information about this, please contact Kay Harding. Recognition We have just introduced Tom Tom devices in the retrieval team- liveried vehicles and are also looking to introduce Therapeutic Apheresis Services driver of the month. Well Being Our Health, Safety and champions in each area of tissues are having a monthly telecon to work through the action plan for them to feed back to their teams, this is the top agenda item in every meeting across TES and we’re cascading it via Team Talk. Clinical Feedback/Motivation We’ve put more staff towards recognition of excellence and are considering introducing team awards within the Clinical area. If you have an idea for this, please contact Marc Lyon. Career Progression Managers are having better career conversations with their staff as part of the PDPR succession planning strategy. We’re ensuring that with our PDPRs, we’re linking this to the science strategy to identify any common themes and areas for development. Communication We’re producing an infographic showing functions within the clinical area for distribution within our teams. We’ve also began opening seats at our SMTs and team meetings- if you’re interested in joining one of these please contact Marc Lyon. Marketing and Communications Well Being Succession Planning Communication
We’ve committed resources towards improving forward planning of work and prioritising resources, including flexible working (particularly for those who are ill). We’re encouraging succession planning at our SMT based on PDPR discussions and are including development opportunities in Team Talk to ensure colleagues can have career progression discussions. We’re continuing regular context setting and ensuring our leadership members are more visible to our local teams. We’re also considering a ‘shadow’ SMT to get more colleagues involved and are sharing SMT outcomes to all colleagues more promptly. We’re also developing a communications charter for what the directorate does with a one-page slide for each team.