Knowledge and Skills Framework and Appraisal

Introduction

The NHS Knowledge and Skills Framework (KSF) is a system of competencies across all jobs in the NHS across the UK (except for doctors, dentists and senior managers). The KSF defines and describes the knowledge and skills which NHS staff need to apply in their work in order to deliver quality services. It provides a single, consistent, comprehensive and explicit framework on which to base review and development for all staff It is a key component of the Agenda for Change project.

Who decided this?

The NHS KSF has been developed from an analysis of the competences that currently apply to the different staff groups within the NHS, through partnership working between management and trade unions and professional bodies. They continue to be involved in its implementation.

What is it for?

• The purpose of the NHS KSF is to facilitate the development of services so that they better meet the needs of users and the public through investing in the development of all members of staff.
• It is based on the principles of good people management - how people like to be treated at work and how organisations can enable people to work effectively support the effective learning and development of individuals and teams - with all members of staff being supported to learn throughout their careers and develop in a variety of ways, and being given the resources to do so support the development of individuals in the post in which they are employed so that they can be effective at work - with managers and staff being clear about what is required within a post and managers enabling staff to develop within their post
• promote equality for and diversity of all staff - with every member of staff using the same framework, having the same opportunities for learning and development open to them and having the same structured approach to learning, development and review

How does it work?

The NHS KSF is made up of 30 dimensions. The dimensions identify broad functions that are required by the NHS to enable it to provide a good quality service to the public.
6 of the dimensions are core which means that they are relevant to every post in the NHS. The core dimensions are:
• 1 Communication
• 2 Personal and people development
• 3 Health, safety and security
• 4 Service improvement
• 5 Quality
• 6 Equality and diversity

The other 24 dimensions are specific - they apply to some but not all jobs in the NHS. There are likely to be a maximum of seven specific dimensions for each job. Some jobs might have only two or three specific dimensions. The specific dimensions are grouped into themes as shown below:
• Health and wellbeing
• Estates and facilities
• Information and knowledge
• General

Each dimension has four levels, with a description of how knowledge and skills need to be applied at that level. This is not meant to be a hierarchy. For example an IT facilitator will need completely different knowledge and skills from a community nursery nurse. Neither is superior; just different. Equally, the levels are not attached to banding. For example level 2 in Equality and Diversity might be necessary for school nurses at band 5, 6 and 7. In the same way, all staff dealing with families and children will need communication skills at level 2 or 3, not just specialist community practitioners. There is no advantage to your banding in having high dimension levels; you will not get paid more, as pay is determined by the band your job is assigned.

Each job has a KSF post outline. This must reflect the requirements of the post- not the abilities or preferences of the person who is employed in that post. The outline really describes the knowledge and skills that your successor needs to do your job. It does not describe the knowledge and skills you have accumulated during your time in post.

Each outline contains all six core dimensions and up to seven further specific dimensions. Some jobs will have only 2 or 3 specific dimensions. This outline has been developed locally in partnership by people who understand the requirements of the post concerned. It is subject to review if at appraisal it is found to be unsuitable. For example some levels can in the first instance be pitched too high or too low. The KSF is a tool which can develop and change overtime.

What are the pay gateways?

When a person is new in post they will be given a slightly less specific outline for their job to enable them to consolidate their learning. This is known as a subset. After a year provided they have the knowledge and skills necessary, they can go through the 'foundation gateway' and gain their financial increment.

Thereafter in most years pay progression will take the form of an annual increase in pay from one pay point within a pay band to the next as there is a normal expectation of progression. The second gateway is set at a fixed point towards the top of a pay band:

• Pay band 1 before final point
• Pay bands 2-4 before first of last two points
• Pay bands 5-7 before first of last three points
• Pay band 8, ranges A - D before final point
• Pay band 9 before final point

The purpose of the second gateway is to confirm that individuals are applying their knowledge and skills to consistently meet the full demands of their post-as set out in the full NHS KSF outline for that post. Having gone through the second gateway, individuals will progress to the top of the pay band provided they continue to apply the knowledge and skills required to meet the NHS KSF outline for that post. The whole system is based on the principle of NO SURPRISES - if there are problems with individuals developing towards the full NHS KSF outline for the post, or there are disciplinary issues, these must have been addressed by reviewers before the gateway reviews.

Why is it important to me?

• to identify the knowledge and skills that you need to apply in your post
• to help guide your development
• to provide a fair and objective framework on which to base your appraisal
• to provide the basis of pay progression in the service

There is a commitment that all staff - whatever their post, whether they work full or part time, in the day, evenings or at night - will be supported to learn and develop throughout their working lives in the NHS. If you find that you are not competent or up to date to fulfil an aspect of the outline attached to your job, then at your annual appraisal or personal development plan (PDP) meeting, you will explore with your manager how to improve your performance. This may be by reading, reflecting, visiting, shadowing someone, or attending forma! training. Your manager will arrange to meet you within a specified time; for instance three months to discuss your progress and offer constructive feedback.

What if my manager doesn't give me regular appraisals?

Appraisals or performance development reviews (PDPs) are important to you and to your manager. It is your joint responsibility to make sure that your work is regularly evaluated. You must ask for this if it is not offered, and if for some reason (such as long term sickness or vacancy) there is no available manager, then seek mentorship from a colleague or from an HR advisor or bring this problem to a CPHVA local professional forum and ask for advice and support.

Summary

The NHS KSF is about the application of knowledge and skills and is an on- going process in which planning, development and evaluation takes place. In some areas e-KSF is in use. This is a web-based toolkit which has been developed by a private company in partnership with the Department of Health (England) and is suitable for all four countries. This can be accessed by any organisation for the use of its employees.

Rosalind Godson
Professional Officer, Amicus-CPHVA
October 2006