Public Board papers 31.03.22

• Further development of landing page and campaign content including film-based content – Research now shows that 74% of all online traffic is now consuming film base content • Development of digital advertising campaigns including development of social media proposition and Online Search functionality – to reach candidates via Facebook, Instagram, Twitter, GDN and SnapChat and ensure our campaigns appear in the top rankings when relevant key words and phrases are searched on • Development of A ‘Register Your Interest’ mechanism and Recruitment Pipeline Management (Candidate Callbacks) 4. Workforce Transformation 5. Leadership & Culture Culture & Values Work Further to three Exec level sessions held in February, April and October 2021, a piece of work has been commissioned to refresh the Trust’s approach to values and behaviours. The rationale for this is that there’s a lack of clarity in our current approach which is seen as too complex, not actively referenced by staff, nor integrated into our processes or ways of working, especially PDR. The output of the work in 2022 will be a clearer set of values and principles and/or behaviours that will, longer-term, enable us to more deliberately shape our culture by providing a foundation for change. These will aid us in articulating who we are and how we work (aiding attraction and retention), enable us to drive better decision-making, and support how we lead, manage and develop our people. During January-March 2022 there will be early engagement with leaders and key stakeholders plus a review of internal policies and processes that may be impacted. During spring and summer there will be focus group style conversations and engagement with a diverse range of staff to co-design the way forward, building on the best bits of what we already have. From 2023 onwards there will be a continued need to role model, embed and communicate the values and behaviours throughout the Trust in order to effect and drive sustained change. Leadership 6. Employee Support & Experience Health & Wellbeing We continue to review and add to our health and wellbeing offer to staff and continue to evaluate all our health and wellbeing offerings. Appendix 2 reports our latest evaluation. 7. Workforce Development PDR The pressures of responding the COVID-19 pandemic has had a negative impact on our PDR participation rates. Currently 77% of staff have had a PDR in the last 12 months.

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