Head of Organisational
Development, Leadership and
Learning
038380
Job Pack
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Dignity and Respect Openness, Honesty and
Responsibility Quality and Teamwork Care and Compassion
Contents
Welcome to NHS 24
3
Our Organisation
4
Our Structure
5
Workforce
6
Our Centres
9
The Role
10
This Opportunity
11
Job Description
133
Recruitment Process
211
Welcome to NHS 24
Thank you for your interest in this position.
This information pack details information about both NHS 24 and this vacancy. I hope
that you find this information useful and it helps inform your decision to apply to come and
work with NHS 24.
Now is a great time to be joining NHS 24 as we continue to grow and deliver safe,
responsive person centred services to the public of Scotland.
We are proud to employ 1900 staff across our centres in Scotland. As the Interim
Director of Workforce, I am committed to ensuring that NHS 24 is a great place to work.
Our staff are our greatest asset who deliver high quality safe and effective care to our
patients.
I am committed to putting our staff at the centre of everything we do and to working to a
common set of values to guide the work we do, the decisions we take and the way we
treat each other. Our values are: care and compassion; dignity and respect; openness,
honesty and responsibility; and quality and teamwork.
If you would like to be part of our team and feel you have the skills and share our values I
would be delighted to hear from you and welcome your application.
Linda Davidson
Interim Director of Workforce, NHS 24
Reference Material
You can find more information about NHS
24 and our services at:
About NHS 24
NHS 24 Services
Key Documentation
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Dignity and Respect Openness, Honesty and
Responsibility Quality and Teamwork Care and Compassion
Our Organisation
NHS 24 is the national provider of digital and telephone based health and care services
for Scotland. We provide people with access to information, care and advice through
multiple channels including telephone, web and online.
We work in collaboration with partners, the public and our people to co-design services
using technology and a digital first approach to sustainable service development and
delivery.
Our Services
As Scotland's national telecare and telehealth organisation, we're at the forefront of
pioneering new and innovative ways of working. It might surprise you to know that we're
not just a phone service, we increasingly engage with people in Scotland through our
websites, social media and webchat.
There's no such thing as a typical job at NHS 24. We employ a wide range of clinical and
non-clinical staff. From call handlers and nurse practitioners to physiotherapists, the
diversity of our workforce reflects the constantly evolving needs of our patients.
As an integral part of the NHS in Scotland, NHS 24 continues to develop, provide, and
facilitate an expanding range of multichannel, patient centred, safe and effective
tele-health and tele-care services.
For example:
People across Scotland can call NHS 24 using the free phone number 111. This
gives people access to the help and advice they need when it cannot wait until
their GP surgery reopens.
NHS 24 works in close partnership with all Health Boards and the Scottish
Ambulance Service to provide essential services to patients in need of urgent
advice and care during the out-of-hours period when their GP surgery is closed.
NHS 24 employs a range of staff across its locations, including clinical and
non-clinical staff and essential support services staff.
NHS 24 provides access to trusted health information and support through a range
of different services, including NHS inform, Care Information Scotland, Breathing
Space, Living Life and Quit Your Way Scotland. Some of these services are
available to the public via a range of delivery channels, including the internet, over
the telephone and web chat.
NHS 24 delivers a national health preparedness campaign on behalf of
NHSScotland called 'Be Health-Wise'. The campaign runs across the Easter and
Festive periods.
Our Structure
SERVICE DELIVERY
• Service Planning and Delivery • Operational Input to
Service Development • Operational Management
and Team Leadership • Service Performance
Against KPIs • Operational Resource
Planning
SERVICE DEVELOPMENT
• Service Transformation and Innovation • Digital Development and Delivery • Stakeholder Engagement • Equality and Diversity • Patient Focus & Public
Involvement
NURSING
• Professional Leadership and Standards • Clinical Education
• Clinical Governance • Public Protection • Patient Safety
• Clinical Input to Service Development • Quality Improvement
• Patient Affairs
MEDICAL
• External Clinical Engagement • Patient Safety
• Clinical Content
• Clinical Input to Service Development • Resilience Planning
• Caldicott Guardian
WORKFORCE
• Organisational Development • HR Policy
• Learning and Development • Performance Management • Trade Union Partnership
Engagement • Workforce Strategy • Planning and Resourcing
FINANCE
• Governance
• Financial and Strategic Planning • Financial Control
• Risk Management • Performance Reporting • Operational Costing and Efficiency • Revenue Development • Facilities Management and
Procurement
INFORMATION & COMMUNICATIONS TECHNOLOGY
• Information and Records Management • Data Security
• IT Strategy • Data Strategy
• Technical Contract Management • Technology Support
• Information Governance • Data Architecture and Standards
COMMUNICATIONS
• Corporate Communications • Media and Campaigns • Internal Communications • Social Media Delivery • Stakeholder Engagement • Public Relations • Public Affairs
• Advertising and Marketing • Audio-Visual Production
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Dignity and Respect Openness, Honesty and
Responsibility Quality and Teamwork Care and Compassion
Workforce
"Our vision is for NHS 24 to be a modern and innovative employer
that values and invests in its people."
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Dignity and Respect Openness, Honesty and
Responsibility Quality and Teamwork Care and Compassion
HR Business Support:
Our Centres
There are four NHS 24 Regional Centres, two located in the West, one in the East and
one in the North as well as two new centres - the Lightyear Building in Paisley and the
Lumina Building in Hillington.
This post will be based at our Lightyear Centre.
Cardonald
Fifty Pitches Road
Cardonald Park
Glasgow
G51 4EB
Clydebank
5
thFloor,
Golden Jubilee National Hospital
Beardmore Street
Clydebank
G81 4HX
NHS 24 is scheduled to relocate from the current Clydebank site during 2021Lightyear Building
9 Marchburn Drive,
Glasgow Airport Business Park,
PA3 2SJ
Lumina Building
40 Ainsley Road
Hillington
Glasgow
G52 4RU
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Dignity and Respect Openness, Honesty and
Responsibility Quality and Teamwork Care and Compassion
The Role:
Head of Organisational Development, Leadership and Learning
Skills
Excellent influencing and motivational
skills are required along with the ability to
deal with complex programmes of work,
covering a range of challenges facing the
NHS.
Qualifications
Masters level qualifications or equivalent
experience, plus a post graduate diploma
or equivalent on Organisational
Development / Human Resources /
Leadership / or Quality Improvement
This Opportunity
Job Reference:
038380
Position Title:
Head of Organisational Development, Leadership & Learning
Hours:
37.50
Location:
Lightyear Centre
Band:
Band 8b
Job Type:
Permanent
Salary:
£59,539 to £64,095 per annum (pro rata) and enrolment into
SPPA pension scheme. Placement on salary scale is
dependent on confirmation of previous relevant NHS service.
WHO ARE YOU?
You will be passionate about driving organisational transformation through a range of
organisational development, leadership, management development and learning.
As part of a multi-disciplinary team at NHS 24 you will be skilled at making the
connections in business change, across the organisation.
AVAILABLE HOURS
This is an 'in hours' role for 37.5 hours per week, Monday to Friday. Flexibility may be
required outwith this pattern.
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Dignity and Respect Openness, Honesty and
Responsibility Quality and Teamwork Care and Compassion
BENEFITS
NHS 24 offers a complete benefits package, with a permanent contract on Band 8b
£59,539 to £64,095. Placement on salary scale is dependent on confirmation of previous
relevant NHS service.
We also offer you many supportive policies to enhance your employee journey and have
a comprehensive Employee Assistance Programme Provider, Cycle to Work Scheme,
bursary scheme and a range of learning and development. As an NHS Scotland
employee you will be entitled to:
35 days annual leave (rising to 41) pro-rata
development opportunities including study bursaries, e-learning and classroom
based courses
enhanced pay for working public holidays
enrolment into the Scottish Public Pensions Agency (SPPA) pension scheme
NHS discounts on goods and services
Job Description
Job Title: Head of OD, Leadership & Learning (OD, L&L)
Reporting To: Director of Workforce
Department(s)/Location: Glasgow
Job Reference number (coded):
1. JOB PURPOSE
To lead the development and delivery of a range of organisational development, leadership, management development and learning that supports NHS 24 at this exciting and challenging stage of its development, facilitating the cultural and wider transformational change required. To achieve this, the post holder will be responsible for clearly articulating the role of the organisational, leadership and learning team, influencing and engaging with a wide range of colleagues at all levels across the organisation.
The post holder will engage at an early stage on business change to advise on culture and organisational capability, co-creating the OD solutions that improve the experience leaders, managers and staff have of working in NHS 24.
Making connections and working across organisational boundaries, the post holder will bring a presence and capability to partner with the Executive Management Team and senior leaders in developing the organisation, integrating organisational, leadership and workforce development into transformational change plans.
2. ORGANISATIONAL POSITION
3. SCOPE & RANGE
The post-holder’s designated functions are part of the Workforce Directorate and provide professional leadership to the following services-
Organisational Development (including Succession Planning and Talent Management)
Executive and senior management development
Leadership and Management Development
Coaching and Mentoring
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Dignity and Respect Openness, Honesty and
Responsibility Quality and Teamwork Care and Compassion
Knowledge management (encompassing the library service and evidence-based research support)
In terms of functions of the team cover values and culture, transformational change, career development, engagement and ways of working.
Delegated budget authority for designated organisational development services– circa £
Responsible for a workforce of circa 1,600 covering organisational development, leadership and management development, learning and development and knowledge management services.
Working closely with Directors and senior managers the post holder has overall responsibility for the development and implementation of long-term organisational development strategies across the organisation.
NHS 24 staff: circa 1,600 staff across 6 national sites with the majority of our staff being based in West Central Scotland.
4. MAIN DUTIES/RESPONSIBILITIES
Articulate the organisation’s strategy in terms of the workforce design, culture, values, behaviours and working practices and processes that will drive the strategy and ambitions of NHS 24.
Develop a credible voice and purpose for the OD L&L Team demonstrating strategic
experience of organisational development and change at Director and senior manager level. Lead and develop the OD, L & L team with the organisation to serve the organisational agenda and implement collaboratively with managers across the organisation.
Lead on organisational development strategies that support and enable organisational change and that are focussed on outcomes, impact and people including:
Analysing the gap between the desired state and the current state;
Designing, planning and costing the interventions that bring about the desired improvements and changes;
Equipping leaders, managers and all our people to lead and engage in the changes that bring about the desired state;
Drawing attention to and helping people to understand the human systems and relationships that can both support or create barriers to successful change.
Contribute to the organisation’s strategic planning processes with responsibility for devising specific workforce development elements of the organisational Workforce Plan and Corporate Plan.
Leading, articulating, costing and implementing organisational development strategies that will deliver the workforce design, culture, values, behaviours, working practices and processes that will deliver the organisation’s strategic ambitions.
Lead and oversee approaches to the collection and analysis of data and information that enables identification of the gap between current and desired state including identification of skills gaps and the identification of how we need to adapt and change our ways of working. Lead and oversee the internal talent management process including the equitable
identification and development of leadership talent at all levels throughout the organisation and maximises the potential of all our employees.
Lead and oversee the development of our coaching and mentoring frameworks, policies and implementation of organisational action plans.
Horizon scan, identify and analyse new thinking and initiatives relating to leadership,
organisational development, values, culture, staff engagement and learning and development to evaluate the implications and impact for NHS 24, identifying the models, tools and
techniques that best deliver organisational objectives.
Responsible for ensuring the provision of services that support and develop teams and Directorates across the organisation and support cross –boundary collaborative working. Ensuring there is a focus on supporting constructive dialogue, building effective relationships and building individual, team and organisational resilience within a context of continuous change and development.
Working in partnership with our Education team in Service Delivery, take responsibility for ensuring the provision of learning and development services that enable learning for all our people by providing fair access to a range of learning and development opportunities that equip people with the skills, knowledge and behaviours they need to deliver our contribution to expanding and improving health and care services, including the development of an appropriately focused workforce development plan.
In partnership ensure surveys are developed and undertaken to support information in relation to levels of staff engagement, the impact of OD & Learning interventions and evaluation of OD & Learning services.
Lead, engage and manage the OD, L & L team, ensuring that all activities are delivered to meet customer needs and that continuous improvement, planning and excellent people management are effectively & consistently applied, and that all employees are engaged & enabled to make an effective contribution to the organisation’s strategic & operational aims and objectives, and its cultural advancement.
Deputise for Director Workforce as required.
5. SYSTEMS & EQUIPMENT
Use of the following electronic equipment & software:
Personal laptop computer
Printer
Microsoft Word, PowerPoint, Excel
Intranet and internet
Office equipment – photocopier, telephone
Audio-visual equipment for presentations & training
Video conferencing
The post-holder participates in systems as follows:
Accessing the workforce management information system (‘e-ESS’)
Accessing iMatter in the role of Organisational Lead
Accessing Learning and Appraisal systems (TURAS platform)
Accessing integrated planning information
Preparing invitations to tender and making recommendations for awarding tenders in line with standing financial instructions
Access to PECOS Financial system to authorise payments and manage budget allocation
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Dignity and Respect Openness, Honesty and
Responsibility Quality and Teamwork Care and Compassion
Meeting the requirements of partnership working
The post-holder is responsible for ensuring monitoring and reporting on the following:
Monitor completion rates and quality of objectives and personal development plans as part of the overall appraisal process , and corporate learning requirements
Monitor access to and uptake of training and development opportunities
Monitor progress with Staff Governance Action Plan and 2020 Workforce Vision
Monitor roll out and progress with iMatter
Creation, maintenance & authorisation of corporate & operational risks
Design of and adherence to robust corporate procedures for OD, L &L administration
6. DECISIONS & JUDGEMENTS
The post-holder is expected to exercise high levels of autonomy and judgement in the interpretation of matters regarding strategic opportunity, organisational reputation and performance with respect to their designated functions.
Monthly review meetings are held with the Director of Workforce and regular directorate management team meetings to plan & review strategy and work plans, with more regular or
ad hoc updates as necessary.
Annual performance and development review is carried out, objectives set and personal development plan agreed with the Director Workforce as part of appraisal and on-going development review.
As the Head of OD, L & L, ensure diagnosis and sound judgements are made on
organisational development and change management issues, providing consultation, advice and guidance to the Chief Executive, directors, managers and staff at all levels. Ensuring tough actions that make the organisation more effective are decided and implemented in a manner that supports partnership working and builds on employee engagement.
Analysing and assessing national policy and initiatives to evaluate the implications for NHS 24 and making decisions on implementation of national priorities and initiatives e.g. Project Lift, iMatter employee engagement tool, NHS Scotland workforce vision and priorities Provide professional and strategic consultation and advice to the Executive Management Team on performance & development needs as they relate to the post-holder’s designated functions.
Make decisions that impact on the requirement for action or joint working from employees across the organisation in order to meet strategic & operational objectives.
Make decisions regarding tactical and strategic approaches to fully engaging employees with the work of the post-holder’s designated functions (including new initiatives) in order to gain maximum impact.
Delegated budgetary authority for the post-holders designated functions, including the responsibility for assessing budget implications, and including the re-allocation of resources in negotiation with a range of colleagues & stakeholders.
Make decisions relating to the analysis & presentation of highly complex performance management information from the post-holder’s designated functions to the Executive Management Team and other committees / groups which will have a direct impact on business decisions taken by the organisation.
Recommend remedial action for issues with corporate impact, often with sensitivity over actions or behaviours of colleagues that are inhibiting achievement of organisational objectives.
Ensure robust processes are followed in evaluating external consultancy proposals and make judgements and decisions on which proposals will best meet the needs of NHS 24. Overall responsibility for recruitment & performance of all employees within the post-holder’s designated functions.
Deputise for the Director of Workforce as required
7. COMMUNICATIONS & RELATIONSHIPS
Internal
The post-holder’s main internal contacts are:
Chief Executive, Director Workforce and other Directors to provide professional consultation and advice on highly complex issues and to prepare written reports as required.
Directors and senior managers to build effective working relationships, consult & influence them on corporate projects, and provide professional advice on potential high risk issues pertaining to the post-holder’s designated functions.
Non-executive directors to build trust & integrity in relationships and ensure high quality corporate governance and to support individual and team development.
Head of Finance to monitor organisational performance against budgetary targets and generate recommendations for remedial actions by the Executive Management Team if appropriate or required.
Employee Relations and Recruitment Managers to discuss the planning & practical implementation of organisational change programmes and areas of workforce design.
Heads of Department to engage in change processes
Individuals requiring coaching support
Internal improvement groups to ensure project flow and appropriate support
Teams and individuals at all levels to support development of resilience, working relationships and changes in ways of working to increase their effectiveness. Often involving working with sensitive and complex issues.
Employee Director and other workforce representatives on an on-going basis to progress corporate people issues through the proactive application of partnership working principles.
External
The post-holder’s main external contacts are:
National OD Leads and OD and Leadership networks and communities of practice within the NHS, senior colleagues within the Scottish Government, and colleagues within professional organisations for mutual sharing of information and to contribute to a joint & consistent approach to the development and implementation of OD and Leadership and policy and strategy across NHS Scotland.
Providers of services relating to the post-holder’s designated functions (e.g.
consultants, outsourced service providers) on a regular basis to negotiate contracts, review performance and to resolve issues.
Members of national working groups to represent the interests of the organisation.
8. PHYSICAL DEMANDS OF THE JOB
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Dignity and Respect Openness, Honesty and
Responsibility Quality and Teamwork Care and Compassion
Inputting at keyboard to respond to email, write reports, prepare presentations and enter data (can be for extended periods of time, and on a daily basis).
Preparing, lifting, carrying materials and equipment for development events.
Setting up venues, moving furniture and equipment. Mental effort
Frequent intense concentration for varying periods of time, for example to interpret complex reports, strategies or policy documents, or prepare papers & reports required for internal and / or external professional audiences when required. Also to set up the strategy, policies, procedures and systems necessary for the effective and efficient delivery of OD services.
A high degree of creativity is required for the design of appropriate programmes and activities to achieve high impact in a short space of time and the effective use of resources.
Interpreting and understanding human systems and applying this thinking in a complex organisational environment. Reading and reacting to group dynamics at all levels in the organisation to bring about a constructive shift in dynamics.
Responding to unpredictable demands; dealing with frequent interruptions; meeting tight deadlines; being alert for long periods; frequently changing from one activity to another; managing complex workloads; dealing with rapidly emerging and often conflicting priorities.
Chair or present at internal or external meetings, for example Board Committees, Executive Management, Team, Area Partnership Forum, and at training events on topics such as organisational change, leadership and management development, Workforce Development Plans.
Liaise directly with Board members, senior policy leads in Scottish Government, and a very broad range of other external agencies to advise, influence, and to account for the delivery of agreed objectives.
Emotional effort
Be sensitive to and manage a wide range of differing viewpoints and agendas from different stakeholders within a climate of limited resource, conflicting priorities and change.
Feedback to others (not within line management responsibility) on quality of work such as reports for business performance and to ask for work from others often within tight timeframes.
Provide direct interventions and advice on support to achieve positive outcomes in organisational relational issue, dealing with sensitive issues and people who are in high emotional stakes.
Managing significant barriers to change using facilitation, influencing and conflict management skills. Using coaching skills to support managers and staff to make the transition to new ways of working, new systems and new processes.
Give responses to internal colleagues and external agencies (e.g. deliver responses to consultations on policies, strategies and other papers) that have an equally strong sense of their own priority or business need.
Engage colleagues across the organisation with respect to the post-holder’s designated functions, encountering & proposing solutions and compromises to conflicting priorities and differing viewpoints.
Responsible for line management and appraisal of employees including recruitment & performance management.
Provide leadership & support at a senior level with more challenging situations involving upset & emotional employees.
Challenging existing practice and encouraging collaborative solutions
Leading change and supporting staff to manage change effectively, including dealing with highly sensitive issues and with resistance to change.
Coaching individuals on areas of personal and leadership development and self-discovery.
Dealing with complex and sensitive employment issues, including attendance, discipline, grievance and performance.
Challenging constructively behaviours which do not align with the organisation’s values.
Working conditions
Occasional continuous use of laptop computer and mobile communications equipment when preparing written reports or responding to a series of detailed emails.
Travel between regional sites across Scotland as required, Scottish Government and offices of Boards and other stakeholders as required
Such travel necessitates use of road, rail and occasionally air transportation, (depending on the meeting location).
9. MOST CHALLENGING/DIFFICULT PARTS OF THE JOB
Ensuring that all people and working environment strategies, policies, processes and services effectively support the delivery of the organisation’s strategic & operational objectives over the short, medium and longer terms.
In particular, developing, implementing and evaluating an organisational approach to organisational development; leadership and management development; values,
behaviours and engagement and internal improvement that is aligned with and supports delivery of the organisation’s strategy whilst also supporting people to think beyond the strategy to the next emerging horizon.
Working with uncertainty, ambiguity and complexity and supporting people to work with emergent change.
Working within a complex changing environment and being able to deploy a small specialist resource effectively to have maximum impact. Ensuring goals are met within tight timescales.
Working with people who are in emotional high stakes and supporting them to find ways of changing their responses and strengthening their resilience.
Engaging and managing team members to prioritise workloads in order to maximise impact
10. KNOWLEDGE, TRAINING & EXPERIENCE REQUIRED TO DO THE JOB
Masters-level qualification in a relevant subject or equivalent experience
Requirement for a post-graduate diploma-level or equivalent qualification in Organisational Development/HR/Leadership/Quality Improvement
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Dignity and Respect Openness, Honesty and
Responsibility Quality and Teamwork Care and Compassion
High level skills and competencies in the following key areas: self-awareness; effective communication; facilitation; interpersonal skills; relationship builder; adaptability and flexibility; systems thinking.
Effective & proven highly effective collaborative & influencing skills both internal & external to the organisation, with a proven ability to build new & utilise existing networks to
maximum effect.
Change management, leadership and influencing skills, particularly with the ability to influence change and offer responses beyond the confines of direct management authority.
Highly effective report writing skills and experience in preparing and quality assuring Board-level governance papers.
Highly articulate with ability to present cogent arguments & analyses effectively and clearly, with the pragmatism to improvise where necessary in accordance with legislation and organisational policy.
High level skills in accessing & utilising a wide-range of information intelligence sources.
An ability to lead teams that are focused on the delivery of corporate objectives and on the needs of the customer – both internal & external.
An ability to challenge current thinking to create opportunities for creating new possibilities and solutions.
Knowledge of and ability to set, manage and monitor budget spend to deliver programmes and projects within limited budgets and on time
An understanding of approaches to improvement.
Recruitment Process
The NHSScotland Everyone Matters 20:20 Workforce Vision outlines the commitment the
Scottish Government has in putting people at the centre of everything the NHS in
Scotland does. Working to a common set of values will guide the work staff do, the
decisions that we take and the way we treat each other. Using a Values Based Approach
to recruitment will ensure that NHS 24 staff members not only have the competencies
required for the role, but they will live and breathe the values needed, to ensure that
patients receive the best possible care, and that all staff are valued and treated well.
We will use a Values Based Approach in our selection process which will consist of the
following assessments:
Application Shortlisting
– applications forms received are reviewed and those meeting
the role requirements will be invited to a competency based interview.
Psychometric Testing
– candidates whose application passes shortlisting will be invited
to complete a psychometric test via an external resource.
Interview / Assessment
– these competency-based interviews have a focus on NHS 24
Values and the candidate's technical expertise. The interview may also include a role
specific test or a presentation topic.
QUERIES:
For any queries in relation to this vacancy, please contact a member of the HR Business
Support Team via email:
recruitment24@nhs24.scot.nhs.uk
For an informal discussion around this role please contact Linda Davidson (Interim
Director of Workforce) on 07823 326265.
GENERAL:
Equality & Diversity:
NHS 24 is committed to equality & diversity:
http://www.nhs24.scot/about-nhs-24/policies/equality-and-diversity/
Working Time Directive:
Where you choose to combine working with NHS 24 and another employer, please note
that NHS 24 complies with the Working Time Directive regulations of staff working no
more than 48 hours per week on average across all employments with appropriate rest
breaks between shifts.
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