Head to head

first_img Comments are closed. Related posts:No related photos. Thisweek Tracy Myhill, director of HR, Gwent Community Health NHS Trust andpresident of the Association of Healthcare Human Resource Management, andFrancesca Okosi, director of HR, London Borough of Brent and president of theSociety of Personnel Officers in Local Government compare notes on their careers1What are your main responsibilities?TMAs HR director for a National Health Service community trust (Gwent CommunityHealthcare NHS Trust) it is employing 11,500 staff with an annual turnover of£280m. The trust covers acute, community, learning disability and mental healthservices. FOI am responsible for the London Borough of Brent’s human resources andconsultancy services. This area covers all aspects of people management,equality/diversity and organisational developments, as well as generalmanagement consultancy support to the council. 2.What’s the pay like?TMAround £70,000. It is enough to go on three holidays a year but still notenough to stay out of debt!FOThe pay is OK.3How flexible are the hours?TMIt is a full-time post with directors being expected to work as necessary tofulfil the role. Working flexibly around child and other commitments is left tothe director to manage, but is fully supported by the chief executive. Successis measured by contribution and outcome, not presenteeism.FOFlexible in so far as the working time directive does not apply and I amlucky that there are only 24 hours in a day.4What do you like about the job?TMThe wide scope and constant challenges of a very complex organisation with adiverse workforce in a service with unlimited opportunities to learn anddevelop.FOIt is diverse, challenging and there is a real opportunity to make a differenceto the organisation.5What are the challenges?TMRecruiting and retaining staff, life-long development of individuals tocontribute to an ever-changing health service, keeping up-to-date with clinicaland medical changes, and managing a ‘million’ agendas – both national and local– at the same time.FOThere are a number of challenges in local government right now, including theneed to modernise services and the drive for continuous improvement. The peoplemanagement implications are numerous. We are dealing with such issues asdiversity, recruitment and retention, pay, management development and so on.But I guess the real challenge has been rebuilding a viable service which hadbeen decimated in the 1990s, and doing it with limited resources.6What is your biggest headache?TMWorkload and time (not enough).FORemuneration and supporting effective management of change.7What size is your team? TMStaff of 60, including personnel, training and development, workforce planning,nurse education, medical staffing and administrative and support staff.FOWe are 29 strong, which includes non-HR staff – one of the smallest in Londonlocal government.8Who do you report to?TMThe chief executive.FOI report to the chief executive.9What qualifications do you have?TMMBA and CIPD.FOO and A levels  10What are your career aspirations?TMHR director with a national role or chief executive, not sure yet.FOI would like to complete the work I have started at Brent. My long-term careeraspirations would include broadening my experience outside local government ineither central government or the private sector, and not necessarily in HRalone. I think becoming a chief executive of a quango would be challenging andrewarding.11What training and development opportunities are there?TMInfinite, if you want to take them.FOAs well as affording me the privilege of representing my peers, my role inSocpo has provided me with one of the greatest learning and developmentopportunities I have had in my career to date. It has enabled me to getinvolved in a national agenda which encompasses areas outside HR as well asfurthering the cause of local government.12What is your holiday entitlement?TMSix weeks plus 10 bank holidays.FO30 days.13What’s your working environment like?TMNever enough accommodation in health premises due to the demands for clinicalspace, but OK.FOI work with hard working, committed staff.14What other benefits do you get? (company car and so on) TMContribution to a lease car.FONone.15What’s the best part?TMThe freedom to make a difference.FOReceiving position feedback from front- line staff and middle managers.16How does your firm treat work-life balance?TMAll the policies are good and in place and personally, I am very happy. I amnot convinced they are universally applied to the 11,500 staff though.FOWe offer flexible working, but have targeted this as an area we need to developfurther and will be doing so this year.17Who do you most envy? (what’s your dream job) TMInfluential, competent, professional women in top jobs but who retain theirpersonalities and humane characteristics. I can’t think of a dream job I want.FOMy dream job changes with the weather. I have always wanted to be apresenter, maybe Jeremy Paxman style, however over recent months I have decidedthat I most envy Anne Robinson. Not only has she overcome personal adversity,become a millionaire in her late 50s and wears Armani, but she also gets paidfor telling people what she really thinks of them. Great!TracyMyhill Director of HR, Gwent Community Health NHS Trust and president of theAssociation of Healthcare Human Resource ManagementJobat a glanceSize of team 60Qualifications CIPD and MBALeave 30 daysBest part Having the freedom to make a differenceCurriculum Vitae 1999 Director of HR in Gwent1996 Deputy director of HR in an acute and community healthcare Trust inCardiff (Llandough)1993 Senior personnel officer commissioning a new maternity unit1991 Personnel officer undertaking operational personnel role in a hospitalFrancescaOkosiDirector of HR, London Borough of Brent and president of the Society ofPersonnel Officers in Local GovernmentJobat a glanceSize of team 29Qualifications O and A levelsLeave 30 daysBest part Receiving position feedback from front line staff and middle managersCurriculumVitae 1999 Director of HR, London Borough of Brent1997 Head of HR, London Borough of Merton1995 Head of HR strategy, London Borough of Havering1994 Personnel strategy planner, London Borough of Havering Head to headOn 30 Apr 2002 in Personnel Today Previous Article Next Articlelast_img

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