Workforce Innovation Award

Workforce Innovation Award

workforce_innovation_award_0.jpgThe NHS does not have a bottomless pit of money or an endless supply of suitably trained staff. It needs to make best use of the staff it has – whether they are temporary or permanent. That can include deploying them in the most effective manner – for example, through good rostering which considers demands and skill mix to provide the required level of care with the fewest staff. Another way to make use of existing staff is through training and developing them well so they can work more productively and, for healthcare professionals, practice at the top of their license.

This award is open to companies that provide a service to the NHS that demonstrates innovative use of an administrational or organisational product that improves the quality, safety and cost effectiveness of care. Examples of the sort of innovation we are looking for include e-rostering systems, HR package, training and development programme or a payroll system. The judges will be looking for evidence that one or more trusts have adopted the innovation and that it has made a difference to them – for example, reduced costs or improved care.

Eligibility

  • Entrants could be any business or entity working with NHS clients to deliver improvements in workforce management
  • Judges will be looking for innovations and improvements for either single or multiple clients
  • Evidence must relate to services provided within the past 2 years up until the awards entry deadline
     

Criteria :

Ambition

  • Describe the context in which an innovation was necessary, what issues needed solving and how were these problems effecting staff, patients and administration?
  • How did the project team come together and what assessment of options took place?
  • How were goals developed and what were they and how were various stakeholders included in the partnership?
  • Judges are looking for ambitious projects which can demonstrate a clear need for change and an approach which would improve the efficiency of workforce management and had clear benefits for staff, the teams that manage workforce and by inference improve the delivery of services.

Outcomes

  • How was the project realised and what were the results?
  • Describe with supporting evidence how the innovation improved workforce management.
  • How did the partnership help staff create better workflows, create more visibility around demand and improve communication between various stakeholders?

Spread

  • Was the project related to a specific area of workforce management or the whole of the NHS organisation and as such has the success of the partnership enabled operational improvement in any other parts of the organisation?
  • Have the project team disseminated success to any other NHS organisations?
  • Judges are looking for partnerships which have the potential to be picked up elsewhere or have already been copied and applied in other organisations.

Involvement

  • How were stakeholders included in the inception of the partnership?
  • What efforts were made to include end-users in the implementation of any new systems or processes?
  • Judges are looking for evidence that consultative measures were taken to inform, involve and enable participation in the design of any new workforce innovation.
  • Furthermore, how has the partnership involved stakeholders in adaptations, amendments and feedback in the design of the solution?

Value

  • How has the partnership added value to the operations surrounding workforce management?
  • Describe with supporting evidence any time saved and efficiency improvements.
  • Judges will want to consider proof of enhanced communication between stakeholders which has led to better relations and ultimately better service delivery.

Enter now

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