NHS Highland

Personnel Management Skills Training Programme

A dynamic new initiative has emerged out of pure imagination. Following an organisational restructure and implementation of a number of new Partnership Information Network (PIN) policies, NHS Highland saw a dramatic surge in requests for its HR team to support line managers with people management issues.

The HR team recognised that line managers could do with brushing up on their people management skills since, with new PIN policies and new legislation, there had been many changes to the way things are done. They realised that managers needed new skills too, such as how to implement policies, how to ask the right questions and how to be objective. However, there was no system in place to develop these skills.

A fictional solution provided the real life antidote. In a truly original management development programme, NHS Highland created a fictional hospital ‘The Lilly Harlie Memorial Hospital, organised in ‘NHS Pinland’. An easy-to-use training manual was produced with all the relevant staff information about NHS Pinland including biographies of the well thought out characters, corporate initiatives, policies, a detailed organisational chart and structural plans of the hospital.

NHS Pinland was trialed initially in a pilot scheme for a range of managers from NHS Highland. This tested the viability of the project and confirmed that the use of practical case studies was the way forward for learning. Since that pilot intake, members of the Personnel Team have had the opportunity to become familiar with the content and materials with a view to rolling-out the programme across NHS Highland. It has also been ILM accredited as part of the Management Development Programme in the organisation.

The programme aims to increase managers’ knowledge of policy and procedure and their awareness of the principles of Staff Governance. It provides a neutral and safe environment to learn, practice techniques and develop skills. It promotes confidence in managers to handle their department’s personnel cases with minimal involvement from the HR Staff.

The programme covers all aspects of core skills in people management through case studies and role play. A number of case studies are presented detailing a ‘problem’ faced by the staff members of NHS Pinland and participants are asked to work through the problem, plan what to do, show how they would handle it, who would be involved and in what way. Context is provided for each situation showing how and why the issue has developed.

The key benefits reported include increased confidence when dealing with personnel issues, the ability to handle situations assertively and objectively, the ability to see the big picture, the knowledge to ask the right questions when dealing with cases and an appreciation that they are not alone.

Participants also commented that the training provides them with realistic experiences which they found key to implementing learning once back in their day-to-day environments.

Plans for the future include altering the delivery of training to meet the needs of more rural areas. Another possibility is the development of a computer based, interactive programme.

For others looking to implement a similar training programme, careful planning is recommended for the amount of time that its development and implementation will take up. NHS Highland’s experience is that much more time and support was required than they could have ever imagined.

Overall, there is a recognised need for this programme as training gaps are continuously being identified via staff Personal Development Plans. Consistency in managing staff is essential, which is where the culture change will come in. Getting real consistency is the next hurdle.