Role Summary
Leading the People and Workforce agenda for South Warwickshire University NHS Foundation Trust (SWFT) and George Eliot Hospital (GEH), the Chief People Officer (CPO) will be fundamental to both Trust’s Executive Teams.
This role is pivotal in shaping a strategic approach to our workforce and ambition to be a very flexible employer. The post-holder must understand the requirements of the future workforce as well as national strategies to lead changes to the Trusts in support of this. The post holder will continue to build on the values led and patient-centred culture in both Trusts that recognises and rewards the skills of individuals, supports continuous improvement and inspires new ways of working. They will share a passion for emboldening our workforce through devolved decision making as well as inspiring and empowering teams to be the best they can to deliver the best care to patients.
Our values define what is important to us and set out how we aspire to work with each other in a caring, supportive and compassionate way to deliver our services to our patients, service users and the communities. Each Trust has its own set of values and behaviours, that have been developed by staff and drive our culture.
SWFT and GEH are members of the Foundation Group of NHS Trusts which also includes Worcester Acute Hospitals NHS Trust and Wye Valley NHS Trust. The Group has a shared Chief Executive and Chairman and the Trusts work together strategically, sharing best practice, learning and improvement initiatives. SWFT and GEH already work closely together to provide acute and community services to residents of Warwickshire and are actively looking for ways to further collaborate for the benefit of patients and staff. The CPO will form a vital part of this.
Key Responsibilities
The Chief People Officer will lead the development and implementation of workforce strategies across the Trusts. They will have a fundamental role in ensuring that the workforce is supported, empowered, and valued. The CPO is responsible for shaping recruitment and retention strategies, nurturing and developing talent, and fostering a culture of inclusivity and wellbeing. A key part of the role will be ensuring that the organisations have a workforce fit for future needs, and that our workforce is developed in line with relevant national and regional strategies.
At the core of the role is the commitment to championing the needs of colleagues across GEH and SWFT. The CPO will support both organisations in a shared ambition to ensure a culture where we listen and value the feedback from colleagues, where we seek to understand their challenges, aspirations, and needs and address these in the context of the organisations’ development.
The CPO is also responsible for championing inclusion, fairness and equality, working to ensure that every member of GEH and SWFT has equal opportunities to grow and succeed, regardless of their background or circumstances.
The Chief People Officer is a strategic leader, collaborating with other executives and senior leaders to shape the future direction of GEH and SWFT, continually looking for innovative ways to enhance and improve our colleague experience and develop the experience for our patients.
Key Responsibilities and Functions:
Strategic Leadership:
The CPO will provide strategic leadership and direction for all aspects of the organisation's people support, ensuring that the People Function aligns all its initiatives with the organisation's values, vision, and Big Moves (goals); Lead the implementation and operational delivery of a strategic approach to people and workforce development across both organisations to ensure we deliver the ambitions of the long term workforce plan, ensuring that strategic workforce plans are financially robust and sustainable. Lead the development of workforce strategies, policies and processes that deliver the organisational vision and goals. Provide impartial, professional advice, making the best use of data, to support formulation of strategy, planning and decision making. Take responsibility, with other members of the Executive Team for the development of the strategic direction of the Trusts and for its overall quality, operational and financial performance. Lead strategic workforce transformation in the context of financial and supply challenges, including responding to service and technological advances. Work with partners across the system and Group to share best practice and make the best use of resources. Promote and use the Staff Survey to seek and respond to the views of staff. Ensure a culture of continuous improvement to make SWFT and GEH employers of choice. Provide leadership to the People Board to ensure appropriate governance to ensure delivery of the wider People and Workforce agenda. Act as Executive lead for Freedom to Speak Up and support the Freedom to Speak Up Guardian. Ensure that our policies and processes support a culture of openness, where all staff are encouraged to raise any concerns. Talent Management: Oversee talent acquisition, development, and retention strategies to ensure the organisation has the right people, with the right values and skills in the right roles. This includes workforce and succession planning, and leadership development. Colleague Experience: Create an engaged, positive and inclusive colleague experience. Promote a culture of inclusion, kindness, civility and respect and wellbeing, which will be supported by colleague engagement initiatives. Organisational Development: Champion a professional and open culture which empowers staff to consistently deliver the highest levels of compassionate care. Enable and empower our managers and leaders through leadership and management development, supporting the development of a culture where everyone has a voice and feels able to speak up, change management, and performance management processes. Equality, Diversity and Inclusion: Deliver demonstrable improvements to inequality issues identified in, and measured against, the Workforce Race and Disability Equality Standards, gender pay gap and the experience of colleagues with protected characteristics as measured through the annual NHS Staff Survey. Champion equality, diversity and inclusivity across both organisations. Operational People and Workforce: Lead the operational People Functions (HR operations) to enable high levels of performance in line with agreed standards, ensuring that appropriate systems are in place to support. Be responsible for ensuring that our People, Education and OD policies, processes and interventions are efficient, effective, and aligned with best practice and compliant with employment law and regulations. Take the lead in advising the Trust Board on all matters related to the Executive Director’s portfolio. Produce written reports and make presentations as required to the Trust Board. Advise the Managing Directors/Chief Executive on matters of personnel management, inclusion, cultural development. Support the development of the wider executive team. Ensure that any matters relating to workforce fraud are appropriately managed through the relevant employee management policies and reported to counter fraud where appropriate. Health & Wellbeing: Continually champion a focus on health and wellbeing including development of wellbeing initiatives, promoting healthy work-life balance and implementing our Big Move to “be a very flexible employer.” Ensure that colleagues have access to a responsive Occupational Health Service to support both staff and their managers. Employee Relations: Foster and maintain excellent partnership working relationships with trades unions, local representatives and staff networks. Innovation, Improvement and Education: Work with the Chief Medical Officers and Chief Nursing Officers to ensure appropriate Undergraduate and Postgraduate training Programmes are in place. Contribute to the development of a culture of continuous improvement to achieve and deliver financial and performance targets. Collaborate with academic partners, as appropriate, to foster high-quality education, research, training and innovation throughout both organisations. Supporting a Data-Driven Decision-Making culture: Ensure that GEH and SWFT use data analytics and insights to make evidence-based decisions to drive People activities. This will include analysing workforce trends, employee engagement metrics, and performance indicators. Stakeholder Engagement: Develop effective working relationships with key external stakeholders including other NHS organisations, ICB, NHSE, local further and higher education providers and other local health and care providers. The CPO will lead the development of GEH and SWFT as anchor organisations, with a particular focus on inclusive culture and local employment opportunities. Operational and Financial: The CPO will be responsible for ensuring that activity and service objectives are effectively met in compliance with the organisations' Standing Orders and SFIs, scheme of delegated authority and legislation and play an active role in the overall management of both GEH and SWFT. Work closely with other Executive and Directorate/Divisional colleagues to ensure that robust workforce and pay controls are designed and implemented to reduce reliance on temporary spend. Work closely with other Executive and Directorate/Divisional colleagues to improve workforce optimisation and attendance, enabling a reduction in temporary staff usage and spend. Adhere to the standards laid down in the NHS Code of Conduct for managers and, at all times, act in a manner that reflects and promotes Trusts values. Take responsibility for the CPO budget, with an approach of continuous improvement through identifying and realising efficiencies. Undertake Chief Officer responsibilities, including participation in the executive on call rota.
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The CPO will provide strategic leadership and direction for all aspects of the organisation's people support, ensuring that the People Function aligns all its initiatives with the organisation's values, vision, and Big Moves (goals); Lead the implementation and operational delivery of a strategic approach to people and workforce development across both organisations to ensure we deliver the ambitions of the long term workforce plan, ensuring that strategic workforce plans are financially robust and sustainable. Lead the development of workforce strategies, policies and processes that deliver the organisational vision and goals. Provide impartial, professional advice, making the best use of data, to support formulation of strategy, planning and decision making. Take responsibility, with other members of the Executive Team for the development of the strategic direction of the Trusts and for its overall quality, operational and financial performance. Lead strategic workforce transformation in the context of financial and supply challenges, including responding to service and technological advances. Work with partners across the system and Group to share best practice and make the best use of resources. Promote and use the Staff Survey to seek and respond to the views of staff. Ensure a culture of continuous improvement to make SWFT and GEH employers of choice. Provide leadership to the People Board to ensure appropriate governance to ensure delivery of the wider People and Workforce agenda. Act as Executive lead for Freedom to Speak Up and support the Freedom to Speak Up Guardian. Ensure that our policies and processes support a culture of openness, where all staff are encouraged to raise any concerns. Talent Management: Oversee talent acquisition, development, and retention strategies to ensure the organisation has the right people, with the right values and skills in the right roles. This includes workforce and succession planning, and leadership development. Colleague Experience: Create an engaged, positive and inclusive colleague experience. Promote a culture of inclusion, kindness, civility and respect and wellbeing, which will be supported by colleague engagement initiatives. Organisational Development: Champion a professional and open culture which empowers staff to consistently deliver the highest levels of compassionate care. Enable and empower our managers and leaders through leadership and management development, supporting the development of a culture where everyone has a voice and feels able to speak up, change management, and performance management processes. Equality, Diversity and Inclusion: Deliver demonstrable improvements to inequality issues identified in, and measured against, the Workforce Race and Disability Equality Standards, gender pay gap and the experience of colleagues with protected characteristics as measured through the annual NHS Staff Survey. Champion equality, diversity and inclusivity across both organisations. Operational People and Workforce: Lead the operational People Functions (HR operations) to enable high levels of performance in line with agreed standards, ensuring that appropriate systems are in place to support. Be responsible for ensuring that our People, Education and OD policies, processes and interventions are efficient, effective, and aligned with best practice and compliant with employment law and regulations. Take the lead in advising the Trust Board on all matters related to the Executive Director’s portfolio. Produce written reports and make presentations as required to the Trust Board. Advise the Managing Directors/Chief Executive on matters of personnel management, inclusion, cultural development. Support the development of the wider executive team. Ensure that any matters relating to workforce fraud are appropriately managed through the relevant employee management policies and reported to counter fraud where appropriate. Health & Wellbeing: Continually champion a focus on health and wellbeing including development of wellbeing initiatives, promoting healthy work-life balance and implementing our Big Move to “be a very flexible employer.” Ensure that colleagues have access to a responsive Occupational Health Service to support both staff and their managers. Employee Relations: Foster and maintain excellent partnership working relationships with trades unions, local representatives and staff networks. Innovation, Improvement and Education: Work with the Chief Medical Officers and Chief Nursing Officers to ensure appropriate Undergraduate and Postgraduate training Programmes are in place. Contribute to the development of a culture of continuous improvement to achieve and deliver financial and performance targets. Collaborate with academic partners, as appropriate, to foster high-quality education, research, training and innovation throughout both organisations. Supporting a Data-Driven Decision-Making culture: Ensure that GEH and SWFT use data analytics and insights to make evidence-based decisions to drive People activities. This will include analysing workforce trends, employee engagement metrics, and performance indicators. Stakeholder Engagement: Develop effective working relationships with key external stakeholders including other NHS organisations, ICB, NHSE, local further and higher education providers and other local health and care providers. The CPO will lead the development of GEH and SWFT as anchor organisations, with a particular focus on inclusive culture and local employment opportunities. Operational and Financial: The CPO will be responsible for ensuring that activity and service objectives are effectively met in compliance with the organisations' Standing Orders and SFIs, scheme of delegated authority and legislation and play an active role in the overall management of both GEH and SWFT. Work closely with other Executive and Directorate/Divisional colleagues to ensure that robust workforce and pay controls are designed and implemented to reduce reliance on temporary spend. Work closely with other Executive and Directorate/Divisional colleagues to improve workforce optimisation and attendance, enabling a reduction in temporary staff usage and spend. Adhere to the standards laid down in the NHS Code of Conduct for managers and, at all times, act in a manner that reflects and promotes Trusts values. Take responsibility for the CPO budget, with an approach of continuous improvement through identifying and realising efficiencies. Undertake Chief Officer responsibilities, including participation in the executive on call rota.
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