QARNNS personnel function within a variety of assignments and environments that directly or indirectly influence effective healthcare outcomes
As a key component of the Royal Navy and Defence Medical Services, QARNNS support a number of capabilities:
- In peacetime; Primary Healthcare, Secondary Healthcare and Mental Health.
- On Operations; Role 1, 2 and 3 Ashore and Afloat. These encompass the Maritime and Littoral Manoeuvre environments, support to 3 Cdo Brigade and joint land Operations. In addition, UK home based Operations at Role 4.
QARNNS is committed to the delivery of a successful, competent, competitive and sustainable Naval Nursing workforce fit for the 21st Century.
In order to sustain this strategy, six strategic human resource themes have been identified as pivotal to the long-term success of QARNNS. This Human Resource based strategy has at its core the maximising of potential talent and each of these strategic themes is interlinked to enhance performance.
Attracting and Recruiting
QARNNS recognises that it is competing in local, national and international recruitment markets for high quality personnel. In order to lever competitive advantage we need to understand and positively promote the benefits of working in QARNNS. As QARNNS recruits the majority of its personnel from the bottom up, either into the Rating or Officer stream, growth and investment is pivotal to the creation and maintenance of a talent pool from which expertise, talent and contribution can be maximised.
In collaboration with other authorities, QARNNS will address attracting and recruiting personnel through the development of the following strategic objectives:
Greater understanding of our labour markets and how we can widen the potential pool of applicants
Longer term work force planning models that inform recruitment and development plans
Strategies and policies to promote QARNNS as an employer of choice
Role and career progression policies to support work-life balance
Succession planning policies and talent pools where appropriate
Reward and Recognition
QARNNS has implemented a competency framework and specialist nurse pay spine, which provides a solid foundation for the recognition and reward of personnel working within recognised specialist areas. In addition, QARNNS acknowledges non-financial reward elements such as opportunity, achievement and work-life balance.
QARNNS will address the recognition and reward of its personnel through the following strategic objectives:
Policies that incentivise and reward personnel who deliver QARNNS objectives
Transparency, fairness and equality of opportunity are ensured
Further development of our leadership and management capability
To structure, and make informed career progression paths for all personnel
Promote the benefits of working in QARNNS and maximise the opportunities of working within the single Service and Joint environments
Management of Performance
QARNNS recognises that the management of performance at organisational, unit and individual level is key to the delivery of medical operational capability.
The aim of the strategy is to develop leaders and managers to manage performance in such a way that staff:
Know and understand what is expected of them
Have the skills to deliver what is expected of them
Are given feedback on their performance
Have the opportunity to engage with the development of individual, unit and organisation-wide objectives.
The sharing of knowledge and expertise, and highly effective team working, is recognised as a significant enabler of the implementation of QARNNS strategy.
Leadership and Management Development
The aim of the strategy is to develop high quality leadership at all levels of the organisation. Succession planning will focus on identifying and developing leaders for middle and senior management roles. It is therefore important that career progression and succession planning are aligned with the underlying needs of the Service. QARNNS recognises that change will be significantly enabled through the effective leadership and management of people.
Our strategic leadership and management development objectives are to:
Develop leaders and managers in accordance with naval Service values and desired leadership behaviours
Define the role of leaders and to measure performance accordingly
Equip leaders to lead and manage change
Recognise the pivotal role of managers in the change process and provide appropriate support
Identify leadership potential and put in place the appropriate succession planning policies
Learning and Development
To meet the needs of complex health care delivery and the demands of increasingly fast paced health care systems, QARNNS strategy recognises the requirement for a flexible, responsive and highly skilled graduate nurse workforce. Advanced nursing practice, the level agreed by the Nursing and Midwifery Council to incorporate post-registration competencies, is essential to meet the demands and delivery of complex healthcare. QARNNS recognise and support the requirement for advanced nursing practice at graduate and post-graduate level and will seek internal and external provision where appropriate. The requirement to have a workforce that is proactively engaged in life long learning should be recognised as a key strategic objective.
The strategic learning and development objectives are to:
Embed learning and development planning based on appropriate modelling of our current and future nurse requirements in the strategic planning process
Develop a culture of continuous and advanced learning that values coaching and mentoring and is supported by reward and career progression polices
Maintain and further develop internal educational programmes to provide graduate and advanced level nurse requirements
Develop leaders and managers to coach, mentor and develop their personnel using this as a performance measure of high quality leadership and management
The need to engage personnel with our strategic objectives and to have their committed support is paramount to the delivery of our strategic objectives. Leadership and management capability is core to achieving staff engagement.
The strategic personnel engagement objectives are to:
Embed learning and development planning in the strategic planning process
Promote effective team working as a means of supporting staff engagement in a wide range of QARNNS activities
Develop new approaches to consultation processes that are flexible and responsive to the needs of QARNNS
Develop innovative communication and engagement practises which can utilise technological advances