Strategic goal: Champion our people
Since its inception, QEF has grown from around 300 employees to over 840, with our people at the heart of everything we do. Our People Strategy sets out how we will build an inclusive, supportive and engaging workplace where everyone can thrive, while continuing to attract and retain the talent we need to deliver high-quality services.
In developing this strategy, we considered external factors such as NHS workforce priorities, the proposed Labour Employment Rights Bill, and shifts in the employment market. We also reflected on financial pressures across the NHS and the opportunities created by the Great North Healthcare Alliance to share and develop talent across organisations.
The strategy has been shaped by feedback from our staff, customers and partners, including a recent culture audit which highlighted the importance of leadership development, equity and engagement. By listening and responding, we will continue to champion our people, strengthen our culture, and ensure QEF remains an employer of choice. In response to the context we are operating in, we have identified 3 strategic people objectives. Each of these is supported by three strategic aims which will guide where we will focus our activity to achieve our goals. These are summarised below:
Improve the experience of our people
Engage and listen to our teams and ensure everyone is treated with kindness and respect
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We will foster a culture where our values and behaviours are consistently demonstrated. Diversity is celebrated and we are respectful of everyone, regardless of background, identity, or experience
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We will be open and transparent in our communications. Our leaders will be visible, accessible and take time to listen and respond to the views of our people
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We will value and recognise the contributions of all our teams, taking time to celebrate successes and achievements
Support and develop our teams
Provide equitable access to training and opportunities so that everyone can flourish in their role
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We will embrace a culture of continuous development, with meaningful appraisals, tailored learning activities, and equitable access to promotion opportunities
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We will equip our managers to lead compassionately and support all who want to progress in their career
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We will provide a supportive work environment that prioritises the health, well-being and resilience of our people
Enhance our ways
of working
Improve the way we plan, recruit and retain our workforce to support delivery of high-quality services
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We will proactively utilise data to support workforce planning and to understand our people performance, experience and engagement
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We will improve recruitment processes and create alternative routes to employment within our local communities
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We will focus on retaining our people and continuously improving a sense of belonging and engagement within our teams
As part of turning this strategy into a reality, our aim is to:
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Establish a clear annual plan for implementation as part of the annual business planning cycle
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Utilise these aims to set clear objectives for individuals as part of the appraisal process, as well as the creation of divisional business plans
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Review progress against objectives through monthly divisional team meetings
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Oversee progress across all Divisions through regular performance reviews
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In addition, reports on key strands of the annual plan will be reviewed through our governance structures as outlined in the diagram to the right
Given the current financial environment within which we are operating, our year 1 plan has been established based on what can be achieved within the resources and capacity available wherever possible. In the short-term, aspects requiring additional funding may include:
Year 1
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Development of training / plan roll out
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Release of time for teams / leaders to attend training
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Support to communication plan (e.g. website refresh)