Dearden have a long and envious track record of providing interim support within the NHS, either from within the Dearden team or from our growing pool of interim executives. We have particular expertise in providing Dearden Consultants as interim Directors of HR, experience which has included working in acute Trusts, Teaching Hospitals, Foundation Trusts, primary care and specialist mental health and learning disability Trusts. Dearden Search and Selection also have a wide selection of interim executives who we can offer to you.
Interim work does not suit everyone. To be successful as an interim you need someone who:
- can develop close and effective working relationships with the CEO, Executive colleagues, the Trust Board and their functional team without delay;
- has the political antennae to sense the culture of your organisation, and adjust their style accordingly;
- has the commitment and passion to focus steadfastly on delivery, performance and outcomes; not forsaking good process, but recognising that outcomes are fundamental to success;
- can manage the total agenda for their area, prioritise effectively and has the judgment to know when to inform and involve others; and,
- who will find their way through the mire of administrative issues that beset an interim, and become fully functioning without delay.
Example Case Study
Usually interim assignments are for a fixed short term period of between three and six months, although Dearden also have experience of longer term assignments, and one such recent assignment in a large acute Teaching Trust over a 2 year period provides the evidence of quantitative and sustainable achievement:
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HR metrics
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2005 – 2006
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2006 – 2007
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2007 - 2008
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Agency spend
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£19m
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£8.5m
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£9.9m
|
|
Sickness absence
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3.89%
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3.47%
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3.13%
|
|
Turnover
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13.18%
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13.56%
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12.08%
|
|
Vacancies
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7.9%
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4.4%
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7.87%
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The huge investment in clinical and supporting services over the last year enabling the achievement of access targets has temporarily increased agency and vacancy rates, although the long trend is downwards. It should also be noted that staff satisfaction scores also improved during the period.
Major changes were made to the organisation’s recruitment service which reduced the length of time from interview day to start day, from 85 days to 60 days. By setting up planned interviews panels for Band 5 nurses in advance, the organisation has all but eliminated any delay between shortlisting and interview. Indeed in some services such as midwifery there is now a waiting list of staff, many of whom are working on the bank, waiting to apply for permanent positions. All of this was achieved whilst the HR department absorbed a cost improvement initiative resulting in a 20% recurring reduction in their operating budget.
