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NHS Connecting for Health has hired a director of human resources to provide professional support to senior management of the organization of delivery of the national information technology. The National Program for IT (NPfIT), which is the key to the modernization of the NHS is one of the largest civil ITprojects in the world. Its mission is, through the use of new technologies, develop information systems that give more choice to patients and health professionals more efficient access to information, thus ensuring a better provide care to patients . In April 2005, he joined the NPfIT weapons technology services of the NHS Information Authority (NHSIA) to form a new organization, NHS Connecting for Health (NHS CFH), an agency of the Ministry of Health. The role of the new organization is to bring new technologies to connect patients and health professionals in providing security, cost-effectiveness of health care in England. NHS CFH a mixed permanent NHS staff, public officials, commissions and outside experts. Together, they create a rich mosaic of knowledge and experience on a multitude of professionals. However, the structure also provides a number of organizational problems. The mix of talent for management and had a common culture and the terms and conditions, while offering the program for the NHS. "There have been many human resources and recruitment activities in progress," says the Director of Corporate Services Andrew Griffiths. "We were looking at local, national and global levels, to find highly qualified professionals to fill vacancies in the criticism. We have ourselves instead of a new organization, the management of issues related to the closure of the NHSIA on the integration of staff and their work and manage the acquisition of a large number of 'legacy systems. "Amid all this, then director of human resources Headhunter. "I knew we had to close the gap with a background in human resources to perform at the highest level," said Griffiths. "They should relate to the world of the CEO of the concierge, and requires great skill, presence and authority for compliance. Also offered in place of holding the fort. Last but not least, they had to develop the human resources function. "Griffiths has interviewed several managers of the role of impact before appointing managers as interim manager Susan Bush Director of Human Resources. One of the first things Bush did was to begin to harmonize the objectives, cultures and the terms and conditionsby common policies and procedures. "Because NHS CFH is very uneven, everyone has different perspectives and focused on different goals and we have to rectify that if we were to operate as an organization," she says. All that was the legacy of the policies of the NHSIA - but they were highly structured and many were unsuitable for a rapid evolution of organization-based projects that focus on performance. Therefore, Bush and his team of 40 key renewal procedures and the harmonization of terms and conditions. "We had about 460 different job descriptions, we have simplified into a more compact structure in the context of Agenda for Change (AFC), the most radical paywithin the NHS since the NHS began," he says. Part of the 1400 NHS CFH staff of consultants and contractors, which are deployed within the organization for varying lengths of time. Therefore, a new challenge for human resources was to integrate these people to permanent employees to provide seamless high level of professional services. The HR team has also worked hard to implement more flexible working under the NHS Improving Working Life, an initiative that aims to address the traditional culture of long hours, providing a better work-life staff. He also worked quickly to establish a working relationship with the unions. Bush's 30 years of experience working in highly unionized organizations on their behalf. It has established a committee for negotiation and consultation to discuss the changes and agree to all terms and conditions. It also has the green light to develop a non-unionized Forum, to help determine personal views on issues of concern to management and to address problems that arise between staff and management. But Bush believes that his most important contribution to the NHS CFH has been restructuring and reorganizing the human resources department. "He was very responsive and focused on the house, and had little direct involvement with management or labor," he says. "I helped create a more responsive and dynamic team who now act as business partners and human resources to work closely with managers to help them make the most of their equipment. This is essential to maintain the performance of NHS CFH to a high level - especially when the recruitment rate is running about 25 people each month. "A key element of the restructuring team is now able to make a good induction. "NHS CFH is a complex and well structured is essential to help new people into force more quickly," he says. The restructuring and reorientation of the HR team involved in six or seven new people with different perspectives of the public and private sectors. The administration has been delegated to young people, enabling the highest people to be more strategic in working with managers. This change has led to the talent that had been underutilized, "said Bush. It is now well established team of human resources including organizational development and trainingexperts and, when Bush left at the end of January, the team began to determine the type of culture needed for the new benefit based NHS CFH. Bush's legacy to his successor, Paul Dowie, who joined the organization earlier this year, ITN News, is well structured, dynamic and professional human resources department that focuses on business activities and delivery. It has also launched a series of activities that NHS CFH can build in the future. Griffiths knew that Bush should make the high quality professional talent to fill a new permanent role at a critical point in the development organization. But discovered that the value that has made during his mission in six months, has exceeded their expectations. "The combination of skills, competencies and experience Sue six months it took to find a human resources manager and a lot less stressful which probably would otherwise have been," concludes Griffiths. Previously published in the Business Review, the impact of senior managers and http://www. onrec. com/newsstories/22277. asp