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day is run per week. This means that employees requiring occupational health time have to wait longer than stated in the Managing Attendance Policy due to overflow. Absence levels also seem to be on the increase (Appendix xxx: Absence Report) and although pro-active health and wellbeing programs are run they are not ran coherently with the business.

Appendix XXX: OH expenditure

The expenditure costs of outsourcing a HR service are comparable with that of a full time occupational health nurse.

Appendix xxx: Advert OH nurse

When SLHD became an ALMO a shared services model of the Occupational Health service was ran in conjunction with DMBC. This tie was severed for reasons unknown; however it is known that the HR department at SLHD receives comments frequently stating that it was much better as a shared service.

A survey was therefore conducted in order to ascertain customer satisfaction with the current occupational health service and to ascertain whether or not employees preferred to share a service with DMBC.

Appendix xxx: Customer Survey

Appendix xxx: Analysis of Customer Survey Data

From review of the customer survey data it is apparent that 89% of employees that responded preferred the previous shared services model with DMBC. An extract of additional comments can be found in Appendix XXX

Both the feedback from customers and the cost of the Occupational Health service, comparable with that of either a full time Occupational Health Nurse or that of an Service Level Agreement (SLA) between DMBC and SLHD induce questions as to why the current service should be used.

The HR Model Analysis

Policies and procedures

It was apparent from focus groups with stakeholder that there were issues with the policies and procedures implemented by HR. The concerns stemmed from them not being either up to date or lack of clarity in the content.

A list of SLHD HR policies can be found at , most of which are either missing or older than 3 years.

Although there was a general feeling of contempt for all procedures specific ones were highlighted as the worst, these were:

4.3 Recruitment

The overall consensus was that the process was lengthy and difficult to keep track of. It was also apparent that budgets were overrun as found in Appendix xxx and xxx.

A contributing factor to this was the number of fixed term appointments used as a 'temporary fix'. This added workload to the HR team and increased advertising costs.

Appendix xxx: 2008 Northwest ALMO Benchmarking Survey:

The above survey displays a high turnover of staff in relation to the ALMO average and therefore increased recruitment costs.

It was generally recognised that with this level of recruitment, significant savings in time can be made by streamlining and e-enabling this process.

4.5 Performance management

The majority of stakeholders indicated that improvements in the pro-activity of the HR team towards addressing areas of poor performance were necessary. It was also raised that there was lack of clarity in how to address performance management issues and where the process started and finished.

4.9 HR strategy

The focus group did not picture the cur