HEALTHCARE ESTATES 2024 KEYNOTES
Above: The Siemens business – ‘a very large organisation’ – serves and supports healthcare provision on various levels – including clinical and hospital operation, and via building technology.
Above right: Growing digitisation in healthcare would, Tina Johne believed, require ‘significant reskilling and upskilling’.
– for example by identifying roles they could utilise for apprenticeships, and looking at the mentoring capabilities within their teams. She said: “We launched the first cohort of Junior Energy Manager Apprenticeships, and – wanting to lead by example – have had two in our team. Both have gone on to get really successful jobs. However,” she added, “that is just two within a vast array we can influence, and we really want to drive this forward – thus a personal plea to you all to take on apprentices, and really focus on training them up.” Fiona Daly said her team had also ‘done a huge amount’ around encouraging people into T levels. She said: “We’re really encouraging people to take on technical expertise, technical skills, and qualifications, as they go into higher education.”
Below: Siemens’ NextWork approach looks at the current market trends, where the technology is going, and where businesses are going, and ‘anticipates what type of future job profiles we’ll need’.
Below right: In the UK, the business has set a goal of 50 learning hours per year for full-time employees, of which 25 should ideally be digital – during which the aim is for them to identify and engage with topics they are interested in.
Early career pilot in the ‘soft FM space’ She and her team had also worked with Teen Tech (an award-winning charity, founded in 2008 by Maggie Philbin and Chris Dodson to help students see the wide range of STEM career possibilities), but there remined ‘a lot more to do’. She explained: “We will be launching an early careers pilot in the soft FM space, supporting people in our lowest bands. About 70% of our bands are in Band 2. We will start by looking at domestic cleaners, but if the pilot is successful – we have really made the case for estates and facilities to be front and centre – we think we can move this into some of the technical roles. If you are keen to participate, there’ll be a bidding process. I think it will be quite highly sought after, but if we can prove this works, and, equally, identify the sticking points, we can hopefully expand the pilot to other, more technical roles.” Fiona Daly said the second challenge was around
‘Developing our people’. She explained: “We’ve done the Edward Jenner trial (an NHS programme for those ‘looking to build a strong foundation of leadership skills that can help enhance their confidence and competence’), in which 92 people participated. It’s about giving first-time managers and new managers more leadership skills. We
have really listened to what you’ve said – that we need a graduate and chartership route for our engineering staff.” The speaker said the NHS Estates & Facilities team had already done two things specifically on this. She explained: “The first is to link up the Graduate Management Training Scheme – which creates and pumps out all the CEOs and Execs pretty much at every NHS Trust. Estates and Facilities are, however, not currently represented there. “With very few – perhaps a handful – of such
professionals going through in the past five years – we’ve been working with the central EFM team to get a rolling programme of GMT estates and facilities graduate trainees through. Long term we hope that when people are on the Board, they will understand infrastructure, estates and facilities, and the importance of our work.” Fiona Daly said the team had also launched a national
graduate programme for engineers – the Engineering Leadership Programme. She explained: “The first entrants will either start in September 2025 or January 2026. We have just gone out to tender for a partner, and should have further news soon. We will be working with the universities on a Level 7 graduate degree programme, to give people the skills they need to lead in those roles. We will probably go out in February 2025 to get the cohorts on board, so your support in encouraging people, and spreading the word, would be appreciated.”
Initial pre-commitments She continued: “We’ve already had initial pre- commitments from 10 NHS organisations, and want to ensure this is successful long term. We’re hoping to work with IHEEM and the Engineering Council on this – as a route to Chartership. We want people to see they can come in, do their T levels, their apprenticeship, and come in and be an intern. They can get experience, and then move up. They can do a graduate programme in estates and facilities; this is a really robust career – progress, and become IEng, CEng, or maybe a PEng.
32 Health Estate Journal January 2025
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