The triage service ran for approximately 3 months to:
- Gather data to enable targeted communications and training and guide the implementation of the medium and long-term review recommendations;
- Improve turnaround times, with more efficient movement of requests through the process;
- Reduce the number of full JEs carried out; and
- Reduce time spent seeking additional information.
As part of the triage process, new reports and a tracker were introduced to monitor turnaround times, and allocation of work to analysts was centralised. A daily stand up meeting was introduced in order to track work and to share insights gained from the process within the grading team.
407 requests were triaged over the 3 month period. In 16% of cases (across 37 departments), departments were contacted by the Triage Service to highlight a particular issue and to rectify the problem.
During the Triage period, grading turnaround times reduced by 2 days on average. The Triage process identified that gradings can be reduced by 20%. Issues fell into broad themes, and a range of measures are now being implemented with the aim of improving turnaround times and user experience.
Recommendations following Triage | Status |
---|---|
Add position type New Job - Existing JD and issue guidance to support departments to provide this information up front | Complete |
Review contract decision matrix and re-issue to clarify purpose of information provided, improve consistency of terminology, and increase understanding of post/appointment structure | Complete |
Create new automated tracking and reporting in HR Reporting to replace the temporary Triage tracker | Complete |
Update and simplify the regrading application form and guidance to aid completion | Complete |
Remove contract change processes from the Staff Request process and delegate to departments | In progress |
Set up training sessions with departments experiencing repeated and multiple issues | Complete |