Model Office

Through the adoption of ESR Model Office behaviour, case study evidence has identified that ESR is a consistent enabler to delivering against the QIPP agenda, with further benefits exceeding £530m being potentially achievable. NHS organisations deploying the ESR model office' fully utilise all of the functionality available within the ESR solution and linked systems, including:

  • Exploiting the integrated workforce functionality within ESR to streamline their Recruitment, HR, Payroll and Finance functions into a single corporate service function;
  • Using the interface capability within ESR for all applicant data capture, saving administration time and effort by reducing data duplication;
  • Transfer of employee records to and from other NHS employing organisations when processing starters and leavers. The ESR Inter Authority Transfer (IAT) process transfers an employees qualifications, training, appraisal and employment history directly from the previous employing organisation to the new employers. This eliminates paper records, reduces the risk of errors and speeds up starter/leaver process;
  • Using IAT to transfer Occupational Health (OH) vaccination and immunisation details of all applicants in relevant staff groups from their current employer. This supports the OH clearance pre- employment check, thereby reducing corporate and clinical risk and increasing patient safety;
  • Integration of identity checks for new starters within their HR and Registration Authority functions. They also use the ESR interface to the Connecting for Health Care Record System (CRS) to drive Position Based Access Control to patient records based on the employees role within their organisation. This provides improved assurance around identity management and access control, resulting in a reduction in corporate risk and an increase to patient safety;
  • Having a disciplined approach to collect and record all Equality and Diversity data at the point of hire and to undertake annual reviews of their complete workforce.  This provides assurance and evidence around their compliance with Care Quality Commission (CQC) regulations that are derived from the Health and Social Care Act 2008, and form part of the CQC registration process;
  • Using information from the comprehensive workforce data on ESR to support their workforce planning and workforce development activities at department and organisation level;
  • Using the ESR interface to the General Medical Council (GMC) database to deliver real time data and alerts about changes to the registration status of medical staff;
  • Implementation of local systems for Rostering, Time and Attendance capture and Expenses submissions that exploit the generic interfaces to ESR to automate Absence, Attendance and Expenses data entry, thereby delivering productivity and efficiency improvements in back office functions;
  • Empowering their staff to manage employee records by using the Self Service functionality within ESR. By giving staff and managers the ability to make data changes to an employee record, they have removed transaction inefficiencies inherent with paper based systems and have enabled them to produce real time workforce reports for Trust Boards. In turn, this directly supports their work around evidencing standards within the CQC Self Declaration process;
  • Having robust sickness absence policies in place, ensuring absence is captured and reported in real time using ESR Manager Self Service
  • Using the Learning Management and eLearning functionality within ESR to ensure that their workforce has access to the right level of education, training and development material. They use ESR to capture training attendance, qualifications and competencies, ensuring they are available to review during annual PDP and appraisal discussions. They have maximised their use of Self Service functionality to allow employees direct access to their record and to apply for and undertake elearning courses on-line.

By embracing the full range of ESR functionality, focussing on the quality and completeness of workforce data and delivering accurate and timely workforce information locally, regionally and nationally, the model organisation has maximised the range of operational efficiencies that can be achieved using ESR.