Guidance

Seminar 3 notes: FR20 employers respond to the opportunity

Updated 22 April 2016

Facilitator: Brigadier Mark van der Lande CBE, Head of Reserve Forces and Cadets, Ministry of Defence

Speakers: Dr Mike Seeley, Associate Director of HR, Gloucestershire Hospitals NHS Foundation Trust; Gemma Wright, Programme Lead, NHS Employers; Phil Crick, Forces’ Champion, Carillion

Seminar outline

Brigadier Mark van der Lande introduced the offers and asks around the reserves in context of both the green and white papers on FR20. Defence hadn’t always got it right in the past with employers, and the response has been setting up Defence Relationship Management in order to better consider the employer and meet them in the middle.

Dr Mike Seeley emphasised the emotive link between ‘our NHS’ and ‘our armed forces.’ This link is extended to deployed NHS personnel, and their experiences on operations bring positive benefits on return to the NHS. Such experiences cannot be replicated in peacetime. NHS Medical Reserves partnership was explained, which is an advisory body that is far-reaching, providing support and connecting to the wider defence community. The Gloucestershire Hospitals NHS Trust’s 2015 Defence Employer Recognition Scheme gold award was a highlight in their relationship with defence and the trust is proud of this prestigious achievement

Gemma Wright introduced NHS Employers and the background of how key stakeholders were gathered early on in response to FR20. Engagement continued at a ground level, with a series of informative roadshows. In order to spread the message further, NHS Employers have found social media to be the best platform for sharing best practice and advocacy. This helped create an environment where the military network has been listened to and initiatives for partnering with defence suggested. The key challenge identified is at middle manager level, where they may not understand the benefits of having a reservist initially. This challenge has been met with the provision of manager guides in order to help them better understand reservists and their commitments. Existing electronic staff records have also raised the question of tracking where reservists sit within the NHS.

In terms of recruitment, the NHS outwardly encouraged membership of the reserves. This has been enhanced by a series of case studies, using the platform of online blogs. In just one year, the hit rate of such blogs has gone from 4,300 to 15,000 hits.

The benefits of supporting reservists are obvious. From collaborations within future talent such as apprenticeship schemes, to the skills gained on operational deployments, which ultimately help save lives when they return. To make it easier for reservists to connect their two roles, the NHS has created a Reserve Forces Footprint map. This enables units, Defence Relationship Management, reserve champions and individuals to connect and work together.

Another initiative that has gained traction is ‘Military March’ (an annual event that includes themed events), mobilisation week, public commitments and knowledge forums. New for 2016 is a guide produced in partnership with HR, publically available and used during inductions and trainings.

Carillion introduced the business as largest construction and facilities management company in UK with £4 billion turnover. Responding to FR20 made business sense, with many synergies identified with existing cultures within the business. At the beginning 2 teams, one outward looking and one inward looking, were tasked with looking at the proposition and were to report their findings to the main board in 2013. Three stages were identified: prove value, convince board, and gain commitment.

Findings centred on skills gaps, corporate social responsibility and client obligations. Opportunities to contribute to the MOD’s Engineering Staff Corps were also explored. All of this work resulted in a return on the initial investment. Some changes were also made to the business, in order to accommodate the proposal, such as extra leave and adjustments to HR systems. It came at a minimal cost, recognising the benefits on return. They were also able to advocate this work to their supply chain.

The importance of maintaining momentum was also identified. With any corporate social responsibility programme there is a risk of ‘initiative fatigue’, particularly considering the length of time it takes for a reservist to join and train. This led to a aspirational target of 1 percent of Carillion’s workforce to embrace reservist life, meaning 300 employees would hope to join. At the moment, this sits at 170, but they are hopeful that this year they will reach their target.

Internal advocacy is equally as important, with case studies being a strong example. It helps highlight the mutually beneficial nature of working with the reserves, back up by internal comms and senior leadership engagement.

Question 1

Each of the companies profiled in the seminar has an obvious skills transfer and mutual benefit. What would you say to companies with a less obvious link?

Carillion’s Phil Crick emphasised the qualities of reservists and soft skills such their personal attributes, motivation and output focus means that all sectors can benefit. Dr Mike Seeley added that this view is shared by those working in the NHS.

Question 2

What is the appeal of more imaginative terms of service and employment models, rather than the ‘traditional’ view of a reservist and their employer as discussed?

Brigadier Mark van der Lande said the MOD is always looking at more novel ways of working with employers. Work is currently underway looking at flexible engagement models and gaining a better understanding of an individuals’ development over a lifetime and how aspirations match the different stages of a career. This may be different throughout the lifecycle, providing us with different reasons for both joining and leaving the reserves. All of this must match the operational capability, with possible commitment varying dependent on the speciality or trade. This may lead to more imaginative forms of reserve service.

Question 3

For firms with no obvious FR20 links, what is the response looking like?

Brigadier Mark van der Lande cited the example of nearly 900 Armed Forces Covenant signings to demonstrate the wide-reach of the appeal. As part of the everyday corporate social responsibility business of a company and the requirement of the need for the type of individual qualities that industry is looking for, companies are now beginning to demonstrate and share best practice.

Dr Mike Seeley of Gloucester Hospitals NHS Foundation Trust explained that reserve service has had little or no negative effect on the NHS. The challenge remains with middle managers. ‘Intelligent mobilisation’ has also helped employers.

Gemma Wright of NHS Employers said the Defence Relationship Management model on a regional basis is accessible to SMEs and larger employers wanting to engage with reserves.

Question 4

What’s the future of supply chain advocacy?

Phil Crick said joint advocacy has proven to be very powerful with Carillion.

Question 5

What is the industry attitude toward cadet instructors?

At Carillion, they are treated no differently to reservists and the NHS are supportive of them.

Question 6

An attendee wanted to know more about employees’ disclosure of reserve service.

Carillion’s Phil Crick said reservists should be encouraged to tell their line manager about their service as this will open up the HR benefits in place.

NHS Employers’ Gemma Wright noted that negative experience of line-managers may impact the open dialogue. Employer notification will help with this. Also, if employers get the internal comms right, then the reservists will identify the benefit of an open dialogue.