A Knowledge Transfer Partnership between Bath and North East Somerset Primary Care Trust (BaNES PCT) and the University of Bath has helped to develop improved performance management systems for staff, along with new management training courses.

Impacts

  • The KTP led to the development of performance models that include both quantitative and qualitative measures of performance
  • Individual performance management systems were developed and implemented
  • Action plans were developed and implemented to tackle issues raised from annual staff surveys
  • A range of people management training courses were designed and facilitated. The course structures and associated materials are being used by the training department within the Primary Care Trust.

"A very simple statement – 'How do I know I'm doing a good job?' - has led to an in-depth piece of action research which has enabled our staff to become much clearer about the value and contribution they make to patient care." (Amanda Phillips, Director of Provider and People Development, BaNES Primary Care Trust)

About the research

Bath and North East Somerset Primary Care Trust (BaNES PCT) develops and delivers local health services to a population of over 186,000. The Trust, which directly employ around 1,000 members of staff, had worked with the University of Bath on a previous KTP project and realised the need for a second project which strengthened the organisation’s focus on individual performance evaluation. The project, funded by the ESRC, aimed to develop targets and performance indicators aligned with the Trust’s objectives to support and motivate staff.

The research within the Trust found that staff did not always relate their work to organisational performance measurement systems, which were predominantly based on quantitative measures without reflecting quality aspects of performance.

Building on results from four national staff surveys from 2003 to 2006, KTP Associate Michelle Farr developed a model incorporating different aspects of performance within a role, including quality measures and translating performance measures into aspects that staff can relate to in their everyday practice.

The Trust now has detailed longitudinal information that it can benchmark itself against when it comes to people management practices. Each year an action plan has been developed as a result of the staff survey, and human resource practices have been publicised and developed as a result of staff survey findings.