Making it happen: aims and key measures
The development of an articulate organisational narrative and inspiring shared vision will be essential to create a sense of purpose and direction, as we work to embed this pillar. Central to this will be the alignment of our people and processes to our overall strategy.
This means our leaders, managers and staff working collaboratively to identify the best interventions to address their challenges and improve performance.
This strategic pillar will be further measured through an operational dashboard. This will be used to communicate and monitor key people objectives and their impact at service level.
To successfully deliver on our business priorities it is essential that we are able to attract the best people, both from within and outside of the sector, recognising the value of diversity. Recruiting and retaining staff with the right values and in sufficient number enables us to provide our service more consistently, reducing agency usage, which provides greater continuity to the people we support, which in turn supports them to achieve their outcomes.
Our people are our core strength; supporting, developing and training our staff to achieve their full potential enables us to provide quality care to the people we support. As the environment in which care and support is provided continues to change, we need to have the agility in our workforce, where skills are transferable, new ways of working are adopted and we embrace and develop core digital skills.
We want to create a culture in which our staff feel engaged, have autonomy in their roles, are highly productive and give their best. To achieve this staff need to feel aligned to our purpose and be clear as to how they contribute to our success and be rewarded for doing so. We also want to place health and wellbeing at the centre of this to encourage everyone to look after their wellbeing.
A successful future needs excellent leadership, which is transformational. This means that our leaders are supported and inspired to have the courage to think differently and look for new solutions to the challenges we face. It is imperative that we have the leadership in place that has the capability and confidence to achieve optimum performance of our services, develop new services and facilitate the high performance of our staff.
We build a culture to support our people to fulfil their potential with wellbeing at the heart of all we do.
We engage directly with our workforce through listening events, engagement surveys and external audit from Investors in People. We tailor-make the organisation to meet the current and future needs of the workforce in response to feedback.
Taking a Practice Development approach we identify, research and develop models of working to provide high quality person-centred care and support.
Creating greater autonomy with a shared understanding of team goals and purpose through a programme of learning and development activity designed to increase team effectiveness and decision making.
Recruiting and retaining staff with values aligned to the organisation and in sufficient numbers to provide continuity of service and being ready for whatever comes our way.
Our core aim is to attract the best people, with values aligned to Making Space and in the right numbers. People we support and their carers will be at the heart of our recruitment campaigns.
Through a programme of leadership investment, our current and future leaders will be supported to have the courage to think differently and look for new solutions to the challenges we face.
Developing the digital skills of our workforce, in line with the Skills for Care Core Digital Skills model will increase the autonomy and agility of our teams.