cllr sanders, cabinet member for economic development and ... · march 2016, as shown at appendix...
TRANSCRIPT
HR Annual Review and Operational Management Issues
Cllr Sanders, Cabinet Member for Economic Development and Corporate Affairs
Report to Human Resources Committee
Ward(s): All
Key Decision: No
Appendix 1: People Strategy (March 2016)
Appendix 2: Performance Indicators and Management Information
Papers relied on:
1. CIPD Labour Market Outlook Report Spring 2017
2. Hays What Workers Want Report 2017
3. CIPD Absence Management Surveys for 2015 and 2016
Recommendation that HR committee:
1. Notes the key people indicators and management information for 2016/17 and for the first quarter of the current financial year (i.e. 1 April to 30 June 2017)
Background, corporate objectives and priorities
This report sets out key people indicators and management information for 2016/17 and for the first quarter of the current financial year (i.e. 1 April to 30 June 2017) and makes comparisons with previous years’ performance where applicable. The report accords with the council’s Policy and Budget Framework and supports the development of an effective and efficient council.
Glossary of terms
Term Definition
HR Human Resources
SLT Strategic Leadership Team
OMG Operational Management Group (a group comprising 32 senior managers who report to an Executive Director, including Heads of Service and their direct reports)
CIPD Chartered Institute for Personnel and Development
BDBC Basingstoke and Deane Borough Council
FTE Full-Time Equivalent
NVQ National Vocational Qualification
NUS Card National Union of Students discount card
HMRC Her Majesty’s Revenue and Customs
BCI score Best Companies Index score (a measure of employee engagement levels)
PQ Professional qualification
NGDP National Graduate Development Programme
LGA Local Government Association
Main considerations
1 Executive summary
1.1 The People Strategy sets the strategic framework to guide how the council will achieve its corporate objectives through a high performing, happy, motivated and highly skilled workforce, with a focus on four key themes; attract, engage, develop and reward. This report provides an update on organisational development initiatives under these four themes which have the overall goal of moving the council from good to great.
1.2 It also includes an update on key workforce indicators and people management information for the year 2016/17 and for the first quarter of 2017/18 as a way of assessing the current position in relation to the People Strategy aims. Comparison with previous years’ performance is included where applicable to demonstrate trends.
1.3 Under the attract theme, key issues to note are that labour turnover at the council has increased in 2016/17, in line with national trends. The turnover
rate for voluntary resignations at the council was 8.47% which is well below the public sector average of 15.4%. The council remains committed to improving skills and providing training, education and work-based experience through apprenticeships, with nine apprentices employed currently and a further four starting by mid-September. In related work, the HR team engaged with 2,124 young people in employability programmes with schools, colleges and youth clubs throughout the borough during 2016/17.
1.4 The engage theme includes an update on sickness absence which has
increased by 4.3% compared to 2015/16, with 7.6 days sickness absence per employee on average. Although above the corporate target of 6.9 days, this is significantly better performance than the national average for local government of 9.9 days per employee in 2016. At directorate level, two of three directorates were below the corporate target. At business unit/service area level, only two areas (Environmental Services and Law and Governance) have average sickness absence levels which were above the corporate target. There has been a 29% decrease in the number of days lost due to anxiety/stress/depression in 2016/17 compared to the previous year. A range of supportive interventions are available and promoted throughout the council to assist in the prevention and reduction of absence, and a wellbeing strategy is in place to encourage employees to take responsibility for their own health and wellbeing.
1.5 Under the develop theme an update is provided on the leadership and management behaviour framework which sets out the expected behaviours for managers, aligning them to the council’s ‘going beyond’ values. The framework is accompanied by a 360o feedback process. In autumn 2016, 32 Operational Management Group (OMG) managers were assessed against the framework, and this was repeated for the next tier of 50 managers in May/June 2017. The result are very positive showing that managers are living the values and role modelling the desired behaviours. For both managers and non-managerial staff, the professional qualification (PQ) scheme provides an opportunity for the council to invest in its staff to ensure they have the skills needed now and for the future. Through this, employees can request funding for qualifications which are essential for their current role and for developmental qualifications, which although not essential for the current role, will still have benefits to the individual and the council, particularly for succession planning. Seventeen PQ applications were approved in 2016/17 in a range of subject areas. A further 26 applications were approved in 2017/18.
1.6 Under the reward theme, the Going Beyond recognition awards are being
held for the first time on 14 September 2017, to promote and celebrate staff who demonstrate behaviour that role models the council’s ‘going beyond’ values. Staff were invited to nominate their colleagues through May and June for one of eight awards; 125 nominations were received by the closing date of 3 July. Awards will be presented by the Leader of the Council, the Mayor, and the Vice Chair of HR Committee along with members of SLT. The ceremony will also celebrate staff who have achieved long service milestones during 2017.
2 Introduction 2.1 The People Strategy was agreed by the Strategic Leadership Team (SLT) in
March 2016, as shown at Appendix 1, following consultation with staff. This aims to ensure an engaged, productive and highly performing workforce capable of ‘going beyond’ to deliver great customer service while also meeting the ambitious aspirations of the Council Plan. The strategy has four priorities:
Attract: making sure the council plans for, attracts, recruits and retains the best staff.
Engage: ensuring, through effective dialogue and engagement, that staff understand the key priorities, how they fit, and are able to shape and influence the council’s direction.
Develop: developing the skills, knowledge, competencies and talent of the council’s workforce so that staff fulfil their full potential and make a maximum contribution.
Reward: attracting and retaining staff by providing appropriate and effective pay and reward systems, celebrating success and recognising those who demonstrate the council’s values.
2.2 The remainder of this report provides information on workforce indicators and
people management information for the year 2016/17 and for the first quarter of 2017/18, as detailed in Appendix 2, and compares it with previous years’ performance where applicable. Data for 2016/17 is highlighted blue for ease of reference as it is the key focus of this report.
2.3 The report also provides an update on organisational development initiatives
aimed at achieving the People Strategy goal of moving the council from good to great.
3 Attract:
Making sure the council plans for, attracts, recruits and retains the best staff
General workforce indicators
3.1 Appendix 2 contains the key people indicators and management information for 2016/17 and for the first quarter of 2017/18 and compares it with previous years’ performance where applicable. Data for 2016/17 is highlighted blue for ease of reference as it is the key focus of this report.
3.2 The general people indicators in Figure 1 indicate a largely static workforce
profile in terms of gender, full time/part time and permanent/temporary staff split and this trend has been evidenced over a number of years. Both full and part-time staff benefit from a wide range of flexible working options, such as working compressed hours or working remotely, which benefit both the individual and the organisation.
3.3 The number of formal employee relations cases in 2016/17 is broadly in line
with the figures for previous years (see Figures 1 and 2). There was a decrease in the number of formal disciplinary cases in 2015/16 but in the previous two years there were 13 and 18 cases respectively.
Labour Market and Labour Turnover
3.4 The quarterly CIPD Labour Market Outlook report for Spring 2017 provides a
set of forward-looking labour market indicators, highlighting employers’ recruitment, redundancy and pay intentions. According to the report, the demand for labour in in the second quarter of 2017 will remain robust and the number of vacancies in the UK economy remains well above historical average levels. This indicates a labour market that is becoming increasingly constrained by a lack of supply rather than a lack of demand. Just over half of surveyed employers that have vacancies report they are having difficulty filling them, which is perhaps unsurprising given that unemployment is at a 42 year low. A lack of skills, qualifications or experience amongst applicants is the main reason for recruitment difficulties. The CIPD recommends that organisations reporting hard-to-fill vacancies could be doing more to attract and retain staff in terms of workforce development and training activity.
3.5 Labour turnover rates have been steadily increasing at a national level since
2012, when average voluntary resignation rates were at 10.6%. By 2015, the average voluntary resignation rate had increased to 16.1%, with total labour turnover at 21.5% across all sectors. The average voluntary resignation rate in the public sector during 2015 was slightly lower at 15.4%1.
3.6 In May 2017, recruitment consultants Hays published a report called What
Workers Want which provides useful insights into the priorities of employees today and what influences their career-related decisions. It concludes that there are four key factors that are pivotal to employees’ decisions to stay in a job or whether to accept a new one; pay, culture, career progression and benefits.
3.7 Turnover rates at the council reflect national trends and have been gradually
increasing over the last five years, as shown in Figure 3, aside from a small decrease in 2015/16. In 2016/17 the turnover rate for voluntary resignations at the council was 8.47% which is still below the public sector average. This is a positive indicator as high turnover can be an indicator of low staff morale, poor management and so on. Notwithstanding a handful of exceptions, when vacancies do occur, the council does not generally experience difficulty in recruiting new employees.
3.8 In terms of the four factors noted in the What Workers Want report, the council
generally stands up well. It offers a competitive pay and benefits package, aided by the pay policy aspiration to pay employees at the upper quartile level compared to other public sector employers in the region. The council’s ‘going
1 Labour turnover rates based on research undertaken by Xpert HR and published on 24 October 2016
- https://www.xperthr.co.uk/survey-analysis/labour-turnover-rates-2016/161450/
beyond’ culture and values are promoted actively throughout the recruitment process and internal communications with staff, and through employability work with young people in the borough for example. In terms of career progression, the council has a positive approach to training and developing its staff with an average spend of £400 per employee in 2017/18, together with internal talent management initiatives such as the Professional Qualifications policy and the Future Leaders programme. Finally it offers a range of benefits to staff such as the BRewarded benefits platform and a Healthcare Cashplan Scheme, both funded for all employees by the council. Further information on the examples provided above are contained within this report.
3.9 In spite of these efforts, there were a small number of roles during 2016/17
and to date where significant difficulties have been experienced in attracting suitably qualified candidates even after the role has been re-advertised several times. These include posts in the Legal Services team and the Elections Manager role. In these exceptional cases, the council’s pay policy statement allows for consideration of a temporary market supplement to be paid for the post, subject to be a business case being approved by the Head of HR and Organisational Development, who will make the final decision as to whether a supplement is payable, the amount and the frequency of review, in consultation with the Head of Financial Services and the relevant Executive Director.
Equalities Information
3.10 The council publishes detailed information on its external website on the range of people employed in terms of their protected characteristics, and to fulfil part of the Public Sector Equality Duty under the Equality Act 2010. The information is updated annually in January for the last complete financial year; the current information is for 2015/16 - a link is provided here.
3.11 From April 2017, all employers with 250 or more employees will be legally
obliged to report publicly on six key metrics about their gender pay gap and gender bonus gap using data inputs and calculations set out in Regulations. This will include for example the average gender pay gap as both a mean and median average. The HR team is preparing this for publication later in 2017 along with a narrative which will explain the reasons for the results and give details about actions that are being taken to reduce or eliminate any gender pay gaps which might be shown.
3.12 The equalities monitoring information included in this report, in Figures 6, 7
and 8, shows a largely unchanged picture, although there has been a small decrease in the number of employees who report that they have a disability and a small increase in the number of employees from ethnic minority communities. Employees can choose how they prefer to classify themselves in both regards so these changes are not considered to be significant. Apprenticeships
3.13 The council is committed to improving skills and providing training, education and work-based experience through apprenticeships. There have been 32
apprentices in the council’s employ since 2010, of which nine are currently in post. The graphic below shows that 16 apprentices have successfully secured permanent roles at the council during or at the end of their apprenticeship. This is a 70% retention rate, which compare favourably with a national average of 64% (Department for Education Apprentice Evaluation 2015):
3.14 Current apprentice roles are in the accountancy, corporate communications, democratic, economic development, exchequer, HR, and streetscene and parks teams. Customer services and housing are recruiting currently and the role under development is in legal.
3.15 There is considerable activity to attract apprentices including through employability events and careers fayres, and through bespoke branding and recruitment. To engage apprentices they are encouraged to take part in activities such as the Staff Forum and to participate in volunteering projects, for example most recently at Think Safe and Basingstoke Live. To develop apprentices they are offered mentoring and a skills training programme delivered through the Hampshire Apprentice Partnership alongside study for an NVQ or apprentice standards. To reward the council offers apprentice pay at £4.73 an hour, above the national minimum wage of £3.50 and apprentices are given an NUS student card to help them financially. They can take full advantage of the council’s benefits package.
3.16 The new apprentice levy arrangements are now active, meaning that the council will pay 0.5% of its payroll (around £76,000) direct to HMRC. The levy funds can then be drawn down to pay for apprenticeship training – this can be for new apprentices, or for upskilling existing staff provided this is achieved via an apprenticeship standard or framework route.
Engagement with Schools and Employability Partners
3.17 The HR team and other members of the council have continued to work closely with Basingstoke Consortium by delivering employability events, such as mock interviews, skills days, and careers fayres at many of the local schools, colleges and branching out to local youth clubs within the borough. This includes events at Dove House, Bishop Challoner, The Hurst, Kings Furlong, The Vyne and Fort Hill schools, Westside Youth Club, Queen Mary’s College and Basingstoke College of Technology. In 2016/17 the HR team has
engaged with 2,124 young people in an employability programme. This is a great way to ensure that the council is helping to increase employability skills for young people in the borough by making them work ready, ensuring they are aware of what the council offers through apprenticeships, as well as raising the council’s profile as a great place to work.
3.18 Following the success of the ‘Progress to Success’ pilot programme, the HR
team ran the programme again with year 9 students at Fort Hill School. The HR team worked with 12 students over a six week period, to raise their awareness of what employability skills they will need to make them ready for future employment. The sessions included team work, communication skills, time management, and presentation skills, with a final project at the end which incorporated all the skills they had learnt over the six weeks.
3.19 The HR team has also continued to work with Basingstoke Mencap helping to support their weekly job club for people with a learning disability aged 19 upwards to seek employment or work experience. The HR team have delivered various employability workshops such as telephone and email competence, mock interviews and is in the process of delivering ‘Progress to Success’ which will be run once a month over six months.
4 Engage
Ensuring, through effective dialogue and engagement, that staff understand the key priorities, how they fit, and are able to shape and influence the council’s direction.
Staff Survey
4.1 The council conducts a staff survey approximately every two years. This
enables us to assess how the workforce is feeling and make targeted interventions, where necessary, in order to improve engagement levels. This is essential because high levels of engagement and job satisfaction are closely linked to high levels of productivity and performance. The survey also supports organisational growth by highlighting areas of best practice which can then be shared, and allows us to benchmark our results with other organisations.
4.2 The most recent survey was carried out across three weeks in April 2016 and
achieved a 77% response rate. Staff were asked 40 questions across seven themes. The full results were reported to HR Committee on 5 September 2016. Overall, they showed a very positive picture of how staff are feeling currently, with an improvement in 36 out of the 40 questions compared to the 2013 staff survey. Benchmarking of the council’s staff survey results with national staff engagement surveys showed that the council’s results are significantly more positive in almost every area where a comparison can be made.
4.3 The results were also analysed at directorate, business unit and team level.
Whilst the results are again very positive, six teams were identified where staff had responded more negatively. HR Business Partners worked closely with
the Executive Director and Head of Service for each of these teams to devise and implement an action plan to address and improve the results. Each action plan has been tailored to the specific issues identified within that area, following further discussion with team members to explore fully their results. This has been followed up in most areas with ‘temperature checking’ surveys to ensure positive progress is being made.
4.4 The next Staff Survey is due in April 2018. SLT has agreed a new approach for this whereby instead of administering the survey in-house, it will be administered by a national provider of employee engagement surveys; Best Companies to Work For. The b-Heard survey is a set of 70 academically designed questions based on eight factors of workplace engagement. It is completely secure and confidential, so respondents are free to say how they really feel. When the survey is complete, the council will receive a Best Companies Index (BCI) score which is a measure of workplace engagement. Using the insights gathered, we will be well-placed to build a comprehensive, whole-of-organisation engagement plan. If the council’s BCI score is high enough, there may be an opportunity to seek entry on to The Sunday Times 100 Best Companies to Work For list.
Sickness Absence 4.5 Sickness absence rates are monitored closely by managers and HR as they
are a good indicator of the health of the workforce, and engagement and motivation levels. The Strategic Leadership Team (SLT) agrees an annual target based on data reported in the Chartered Institute of Personnel and Development‘s (CIPD) Absence Management Annual Survey which analyses sickness absence rates across employers nationally in all sectors. The target for 2016/17 was based on the report for 2015 and equates to the average working days lost for 2015 for all sectors combined of 6.9 days. A more stretching target of 5.8 days was also set which is based on the private sector average for 2015.
4.6 The average working days lost per employee at the council in 2016/17 is
shown in Figures 9 and 10 as 7.6 days. Compared to 2015/16, sickness absence has increased by 4.3%. Although this is above the corporate target, it still shows significantly better performance than the national average for local government of 9.9 days per employee in 2016, as reported by the CIPD.
4.7 Figure 11 shows the average days lost to sickness absence by
directorate/service area for 2016/17. The key points to note from this data are:
At directorate level, two of the three directorates have sickness absence levels which are below the corporate target of 6.9 days on average for 2016/17.
The Borough Development directorate is below both the corporate and stretch targets for the year.
At business unit/service area level, only two areas (Environmental Services and Law and Governance) have average sickness absence levels which are above the corporate target.
The absence levels within the Environmental Services business unit also meant that the overall average for the Borough Services directorate, at 9.07 days, was above the corporate target, even though all other service areas in the directorate were below the corporate target.
The Environmental Services business unit showed an average of 11.69 days absence per employee. The majority of this is long term absence. This is attributed to 33 employees; of these six have now left the council, 24 have returned to work and three are still absent. See paragraph 4.8 for further detail.
The Law and Governance business unit showed an average of 12.57 days absence per employee. The majority of this (84%) is long term and attributed to six employees. One of these employees was absent for 228 days in 2016/17 and another for 101 days which accounts for a significant proportion of the total absence in the business unit. Both employees have now left the council.
The HR business unit was just below the corporate target with an average of 6.72 days sickness absence per employee. The majority (66%) of this is long term by three team members who have all now returned to work with no recurrence of their absence expected. Eight of the 16 team members have had no absence in the period.
4.8 Almost half of all the council’s absence occurred in the Environmental
Services business unit. The majority of this is attributed to the Street Scene and Parks team (formerly called Operations) which includes a large manual workforce. The 2016 CIPD report states that manual workers tend to have on average 2.1 days more sickness absence each year than non-manual workers so this higher level is not surprising. Eleven individuals have now left the team who accounted for a significant proportion of the absence.
4.9 The majority (70%) of sickness absence at the council in 2016/17 is long term
(i.e. absences lasting 10 days or more), as shown in Figure 12, and is attributed to 71 individuals. The average length of long term absence was 32 days. There are 295 employees (51%) who have had no sickness absence during the year.
4.10 The trend in long and short term absence is illustrated further in Figure 13 and
shows that short term absence has decreased slightly, whereas long term absence has increased. Short term absence is often most detrimental to service delivery as it cannot be planned for, so the decline is a positive indicator of effective management. The larger increase in long term absence was attributed to five individuals who were absent from work due to anxiety, stress, depression or other psychiatric illnesses. Of these, three have now left the council accounting for 405 days, whilst two have successfully returned to
work following support from their HR Business Partner and Occupational Health.
4.11 The CIPD Absence Management Report (2016) shows that anxiety/stress
depression/other psychiatric illness is still the highest reported reason for sickness absence within the public and private sector. It also remains the most prevalent cause of sickness absence at the council. In 2016/17 (see Figure 14b), a total of 1227.5 days have been lost for this reason compared to a total of 1738 days for the previous year, which is a 29% decrease. There has also been a 9% decrease in the number of individuals who have been absent for this reason (41 employees in 2016/17 compared to 45 in 2015/16). For the majority (37 employees) their absence was due to a personal reason such as a bereavement. The remaining four cases were triggered following a work-related process such as a grievance or discipline issue.
4.12 A range of supportive interventions are available and promoted throughout the
council to assist in the prevention and reduction of both short and long term absence, including:
Access to free, face-to-face employee counselling or cognitive behavioural therapy, and an employee assistance service, delivered through external providers
A wide range of flexible working options to help employees manage their work/life balance
Support for employees and managers from HR Business Partners and the council’s Occupational Health provider, The Robens Centre
Training sessions on supporting employees and managers through change and resilience management
A range of ‘stress audit tools’ which enable managers to engage with their team to identify actual and potential stressors and action plan accordingly.
4.13 A breakdown of sickness absence for the past year by grade range is included
at Figure 15 at the request of HR Committee. It does not show any significant issues with the exception of the high average length of absence for employees at Grade 13 and above. This is due to one long term absence case. Wellbeing
4.14 The Wellbeing Group, which is made up of staff from across the council and
chaired by the HR team, is working to address and actively reduce the top reasons for sickness absence. The group’s aim is to ensure that the council is a positive place where people want to come to work, whilst encouraging colleagues to take responsibility for their own health and wellbeing.
4.15 A range of health based and planned promotions of health campaigns have
already taken place this year and activities have included:
Monthly on-site clinical massage, the cost of which can be reclaimed through the Healthcare Cashplan Scheme if recommended by the employee’s GP
Workplace chaplain visits every week
Banana day on 19 April - 600 bananas left in all kitchenettes and taken out to Street Scene and Parks team depots and Wade Road
iTalk relaxation and mindfulness sessions on 12 April. Very positive feedback with further events planned before the end of the year
Wellbeing walks every six weeks on a Wednesday lunchtime to encourage staff to get out and take a stroll with colleagues they might not normally interact with
Promoted mental health awareness week, 8 to 12 May
‘Journey with Jane’, 26 June to 9 July. Encouraging staff to get out and run, walk or cycle the book bench trail in the borough
Health checks for the Street Scene and Parks team on 21 June - 24 members of staff attended and feedback has been positive. A report was produced showing the overall results which allowed constructive feedback on lifestyle. 15 GP referrals made for blood pressure, cholesterol checks etc
A revised Wellbeing Strategy is now available on Sinbad and in the staff handbook which links to the People Strategy
4.16 Other health initiatives and focussed campaigns that are being planned for
later this year include:
Hydration and sun awareness month in August - focus on the importance of staying hydrated and protecting against the sun in summer. Particular focus on staff who work outside e.g. Street Scene and Parks team
Supporting Macmillan coffee morning on 29 September.
Dress down day to raise money for Jeans for Genes day on 22 September
Dress down day to raise money for Children in Need on 17 November 5 Develop
Developing the skills, knowledge, competencies and talent of the council’s workforce so that staff fulfil their full potential and make a maximum contribution
Leadership and management behaviours
5.1 The leadership and management behaviour framework sets out the expected behaviours, aligning them to the council’s ‘going beyond’ values, making it clear what ‘great’ looks like and also giving examples of behaviours we do not expect to see. Its purpose is to ensure our leaders engage, motivate, inspire, inform, nurture and retain staff, to encourage others to emulate expected behaviours, and to set a clearly defined ethos, aligned to the values, so that staff know what is expected of them.
5.2 The framework is accompanied by a 360o feedback process. In autumn 2016, 32 Operational Management Group (OMG) managers were assessed against the framework, with 142 members of staff providing feedback representing a
good cross-section of tiers and teams. In May and June 2017, the 360o review process was repeated for the third tier of 50 managers. Each manager nominated a minimum of six people who were asked to rate the extent to which they felt the behaviours were demonstrated on a scale of ‘always’ through to ‘never’. The expectation is that all managers should be demonstrating the behaviours at least ‘frequently’. In total, 334 people, including a number of external partners, were invited to review the 50 managers, and between them they submitted 470 reviews (some reviewers were asked to review more than one manager).
5.3 The overall results for SLT, OMG and third tier managers are shown in Figure 16 of Appendix 2 and are very positive showing that managers are living the values and role modelling the behaviours. The average rating for all behaviours fell in the ‘frequently’ to ‘always’ range:
5.4 One to one feedback has been provided to every manager who has
participated in the review process in a supportive conversation with their HR Business Partner. Where necessary, support has also been provided to assist managers to devise personal action plans to address any areas for development.
Talent management
5.5 One element of the People Strategy is a talent management programme
which is split into two streams:
Stream 1 – a ‘Future Leaders’ programme designed to provide tailored opportunities for those with the right potential and an ambition towards senior management. There are six individuals on the programme which commenced in September 2016 who range from staff who aspire to a management role to more experienced OMG level managers.
Stream 2 - for those who demonstrate potential to fill technical and business critical roles. Those individuals will be supported by their line manager through business unit learning and development processes with support from HR.
5.6 Those involved in stream 1 are benefitting from:
Learning through self awareness – profiling and career conversations, to understand ambitions, strengths and areas for development;
Learning through people – mentoring and sponsorship by a member of SLT who provides advice, support and guidance. In addition there are opportunities for tailored individual coaching and to shadow, network and build relationships with other senior managers, internally and externally, and;
Learning through experience – stretch opportunities to build core leadership competencies and to better understand the strategic context.
5.7 The Future Leaders were selected because they have been rated as ‘striving’ in their year-end appraisal (which is the highest rating available). They also
completed an application form confirming how they felt that both they and the council would benefit from them being on the programme.
Professional qualifications
5.8 The professional qualification (PQ) scheme provides a further opportunity for
the council to invest in its staff to ensure they have the skills needed now and for the future. Through this, employees can request funding for qualifications which are essential for their current role and for developmental qualifications, which although not essential for the current role, will still have benefits to the individual and the council, particularly for succession planning. The council’s view is that investing in development is a great way to increase employee retention and boost morale and engagement.
5.9 Seventeen PQ applications were approved in 2016/17 including degrees in Spatial Planning and Development, qualifications in Revenues and Benefits, diplomas in a wide range of areas like Sports and Amenity Turf, HR, Procurement and Supply, and certificates in Health and Safety, Cemetery Management and Business Administration. A further 26 PQ applications were approved in 2017/18 (including nine applications from 2016/17 entering a second year).
National Graduate Development Programme (NGDP)
5.10 One of the aims of the People Strategy is that the council is seen as an
attractive employer, able to recruit high calibre candidates including potential leaders of the future. The Local Government Association (LGA) facilitates the NGDP encouraging local authorities to recruit graduates who have the potential to become senior leaders in local government within the next ten years. The council first participated in the programme in 2014, and recruited a graduate who contributed to significant projects during her two year tenure at the council, including work on corporate rebranding, Top of Town, Manydown and homelessness and completed a Diploma in Strategic Leadership. At the end of the programme she secured a permanent role at the council. The council’s second graduate trainee joined in September 2016 and again is contributing to significant projects.
E-learning
5.11 The council has an e-learning system, branded ‘BeE in the know’, which
provides a flexible way for staff to learn and refresh skills. There are a number of mandatory modules for staff to complete covering topics such as data protection, freedom of information, and fraud and corruption. The system gives access to a catalogue of 500 other subject specific modules. In 2016, the portal was used by councillors for the first time to provide a flexible approach to training members of HR Committee involved in the recruitment and selection of the new Executive Director of Borough Development and Deputy Chief Executive.
6 Reward
Attracting and retaining staff by providing appropriate and effective pay and reward systems, celebrating success and recognising those who demonstrate the council’s values ‘BRewarded’ – Online Benefits Platform
6.1 BRewarded has now been embedded as a ‘one-stop-shop’ for employee
benefits. Engagement has increased on the platform with employees knowing where to go to make savings for their everyday purchases like food shopping and insurance, as well as discretionary spending like cinema tickets, spa days or a holiday. Other health and wellbeing benefits that the council offers, such as the Healthcare Cashplan Scheme which is funded by the council for all staff, have also been advertised on the platform creating a central place for all benefits to be accessed from.
6.2 The HR team continue to work proactively to engage the workforce with the
platform. New starters are also made aware of what great benefits are available to them in their first day induction, and by hosted drop-in sessions on how to use the site and how to make savings.
6.3 BRewarded has had great results with our employees saying the platform makes a difference to their everyday spending and helps make their pay go further. The platform has 480 users (83% of staff) who have spent £873,162 and saved £83,245 since its launch in November 2014.
Going Beyond recognition awards 6.4 The Going Beyond recognition awards are designed to promote and celebrate
staff who demonstrate behaviour that role models the council’s ‘going beyond’ values. The idea for the awards ceremony was put forward by the Staff Forum.
6.5 Staff were invited to nominate their colleagues through May and June for one
of eight awards; 125 nominations were received by the closing date of 3 July. The judging panel is made up of representatives from the Staff Forum, Unison, and the Future Leaders programme and is chaired by the Chief Executive. The short-listed staff/teams will be announced in early August and the awards ceremony itself takes place on 14 September. Awards will be presented by the Leader of the Council, the Mayor, and the Vice Chair of HR Committee along with members of SLT. The ceremony will also celebrate staff who have achieved long service milestones during 2017.
7 Developments in HR Management Information Reporting 7.1 HR has developed a new approach to reporting key management information
to indicate the ‘health’ of the workforce. This includes all the key HR management information ‘on a page’ and is designed to enable more effective conversations with managers, supported by their HR Business Panter, to identify people management issues and support workforce planning.
7.2 These reports will be produced by HR on a quarterly basis moving forwards,
showing data for all staff, as well as data at directorate level, at business unit/service area level and at team level. The report will be discussed with the relevant manager by their HR Business Partner who will help them to interpret the data, identify any issues of concerns and any action needed to address them. It will also be discussed by SLT on a quarterly basis as part of the corporate approach to performance monitoring and management at the council.
Corporate implications 8 Legal implications
8.1 There are no significant legal issues arising from this report.
9 Financial implications
9.1 There are none.
10 Risk management
10.1 There are no significant issues arising from this report.
11 Equalities implications
11.1 There are no significant issues arising from this report.
12 HR implications
12.1 These are detailed within the report.
Date: 4 September 2017
Lead officer Head of HR and Organisational Development
Report author Shella Smith, Head of HR and Organisational Development
Extension 2549 or email [email protected]
Version Final
Dated 22 August 2017
Status Open
Confidentiality
It is considered that information contained within this report and appendices do not contain exempt information under the meaning of Schedule 12A of the Local Government Act 1972, as amended, and therefore can be made public.
Going beyond for our staff and for our borough
Every member of staff has a crucial role to play in enabling the council to go beyond for our customers and communities, to help realise our big ambitions for the borough and to make it an even better place to be.
As an employer we will go the extra mile for our staff and position ourselves as an employer of choice, so that we attract and retain the very best people who will provide excellent, trusted and user-
friendly services to our customers and communities. Our services are delivered through our people, and so it is imperative that we demonstrate excellent leadership and recognise the value of our employees by enabling a high performing, happy, motivated and highly skilled workforce.
This strategy sets out the principles under which the council will act as an employer, the expectations on staff, and our people management priorities. The overall aim is:
“To have the right people, in the right job, with the right skills, at the right time”
As an employer the council will:
o Demonstrate our organisational values in all aspects of leadership
o Nurture all staff by treating them fairly and consistently, ensuring a level playing field
o Give clear direction to help staff see how they contribute
o Position itself in the upper quartile level for pay and benefits (through market testing)
o Recognise good performance and celebrate success; manage poor performance and the consequences of it
o Ensure openness and honesty through effective communication and dialogue
o Maintain a healthy, safe working environment
o Encourage staff to contribute ideas and provide challenge without judgement
o Ensure that staff can develop the skills, knowledge and attitudes required to do their job and develop their potential
o Manage workload and capacity to encourage a healthy work life balance
o Enable staff to take managed risks and learn from mistakes, without fear of blame
In return, the council expects its staff to:
o Demonstrate our organisational values in everything that they do
o Do the job they are paid for in a positive, can-do way and to the best of their abilities
o Maintain the highest levels of customer service
o Be flexible and willing to provide the services needed at the time they are needed
o Work collaboratively, with each other and with our partners
o Show initiative and put forward ideas to help improve delivery and efficiency
o Be bold and prepared to engage with, communicate with, inform and challenge their leaders in a constructive and positive way
o Take ownership, understand the council’s aims and priorities, and how their role fits
o Be adaptable to change
o Take responsibility for their own learning and development and for reaching their potential
o Be demanding of their own performance – striving to be even better
o Abide by council policies and guidelines
APPENDIX 1
How will we go the extra mile for our staff and deliver these priorities in line with our values? We will work through the framework shown below:
For more information please speak to your own line manager or anyone in the HR team.
Our priorities…
o Attract – We will plan for our future workforce requirements and position ourselves as an employer of choice, so that we attract, recruit and retain the best staff who share our values and desire to go beyond for our customers and communities
o Engage – We will ensure that staff understand our key priorities and where they fit. We will also provide opportunities for staff to help shape and influence our direction through effective engagement and dialogue. We will nurture our staff’s wellbeing and provide a safe and healthy work environment
o Develop – We will develop the skills, knowledge, competencies and talent of our workforce so that they fulfil their full potential and make a maximum contribution. We will enhance the quality, skills and styles of leadership, encouraging ambition and collaboration
o Reward - We will provide pay and reward systems which help to position the council as an attractive
and competitive employer of choice’. We will recognise staff who demonstrate our values and celebrate success
APPENDIX TWO
Performance Indicators and Management Information
Figure 1: General people management information for all staff
People Indicator 2015/16 2016/17
Interim position 2017/18
(Apr to Jun)
Headcount* 578 578.5 577
Full-Time Equivalent (FTE)*
534.82 537 534.91
% of staff: female
male
47%
53%
48%
52%
47%
53%
% of staff: full-time
part-time
81%
19%
82%
18%
80%
20%
% of staff: permanent temporary
96%
4%
94%
6%
95%
5%
Age Profile
17 or under
18-24
25-34
35-44
45-54
55-64
65-74
75+
0.34%
5.32%
15.97%
24.39%
30.75%
20.44%
2.06%
0.17%
0.17%
7.27%
16.09%
22.84%
31.14%
20.07%
2.25%
0.17%
0%
7.19%
16.56%
23.24%
30.60%
19.23%
2.68%
0.17%
Employee relations cases
Formal disciplinary 7 15 3
Formal grievance 3 2 3
Employment Tribunal 0 0 0
*Headcount and FTE are both based on average figures for the period
Figure 2: Number of staff suspended from work and average length of suspension
Suspension 2015/16
2016/17
Interim position 2017/18
(April to June)
Number of staff suspended
6 4 2
Average length of suspension
4.5 weeks 5.5 weeks 3.5 weeks
Labour Turnover and Labour Market
Figure 3: Labour turnover for all staff in the last five years
Figure 4: Reasons for leaving (all staff)
People Indicator
2015/16
2016/17
Interim position
2017/18
(Apr to Jun)
Death in service 0 2 0
Dismissal disciplinary 5 4 0
Dismissal capability 1 0 0
Dismissal ill health 2 4 0
Early retirement 6 6 1
Ill health retirement 0 0 0
Redundancy 1 1 2
Retirement – age 6 5 2
Temp contract ended 10 12 2
TUPE transfer 0 0 0
Voluntary resignation 47 52 10
Total 78 86 17
11.73%
10.16%
13.14%
14.70%
12.99%
14.86%
5.60%
4.22%
6.48%
8.30% 7.62%
8.47%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
Labour turnover in the last five years
Total staff turnover (all reasons) Staff turnover due to resignation
Figure 5: Number of job vacancies and job applicants
People Indicator
2015/16 2016/17
Interim position
2017/18
(Apr to Jun)
Average number of vacancies advertised per month
9 4 11
Number of applicants via Hampshire Jobs Portal
694 326 395
Equalities Information
Figure 6: % of all staff with disabilities and from ethnic minority communities
People Indicator
2015/16
2016/17
Interim position
2017/18
(Apr to Jun)
Staff with disabilities
4.13% 3.80% 3.34%
Staff from ethnic minority communities2
5.85% 6.42% 6.86%
Figure 7: Ethnicity profile for all staff
Ethnicity Profile
2016/17
(%)
Interim 2017/18
Apr to Jun (%)
Asian and Asian British: Bangladeshi
Asian/Asian British: Chinese
Asian/Asian British: Indian
Asian/Asian British: Other Asian
Black/African/Caribbean/Black British: African
Black/African/Caribbean/Black British: Caribbean
Black/African/Caribbean/Black British: Other Black
Mixed/multiple ethnic group: Other Mixed
Mixed/multiple ethnic group: White and Black Caribbean
Other ethnic group: Any other ethnic group
White: Any other white background
White: English/Welsh/Scottish/Northern Irish/British
White: Gypsy or Irish Traveller
White: Irish
White: Other White
Prefer not to say
0.17
0.52
0.87
0.35
0
0.17
0.35
0.35
0.17
0.35
0.35
87.00
0.17
0.35
2.25
6.58
0.17
0.33
0.84
0.33
0.17
0.17
0.33
0.33
0.17
0.33
1.17
86.45
0.33
0.17
2.01
6.69
2 Includes all staff who are not classified as White: English/Welsh/Scottish/Northern Irish or who prefer
not to say
Figure 8: Equalities monitoring information for job applicants
Equality strand 2015/16
(%)
2016/17
(%)
Interim position
2017/18
(Apr to Jun)
(%)
Gender
Male
Female
No value
48
52
0.1
42.1
57.5
0.4
31.4
67.6
1.0
Ethnic origin
Asian and Asian British – Bangladeshi
Asian and Asian British – Pakistani
Asian and Asian British – Indian
Asian and Asian British - Other
Black or Black British – African
Black or Black British – Caribbean
Black or Black British- Other
White – British
White – Irish
White- Other
Mixed – White and Black – Caribbean
Mixed- Other
Mixed – White and Asian
Mixed White and Black African
Chinese or other ethnic group – Chinese
Chinese or other ethnic group – Other
No value
0.4
1.4
2
1.4
3.6
0.6
0.4
80.5
1.6
4.8
0.9
0.7
0
0.3
0.7
0.4
0.1
0.3
0.6
2.3
0.8
2.4
0.5
0.3
83.3
1.1
4.9
0.7
0.8
0.3
0
0.5
0.7
0.7
0.5
2.0
1.5
1.8
4.3
0.5
0
79.2
1.0
6.3
0.5
0.3
0.5
0
0
0
1.5
Do you consider yourself disabled?
Yes
No
No value
4.6
94.4
1
5.5
93.2
1.4
7.1
91.9
1.0
Age range
16 – 29
30 – 44
45 – 59
60 – 64
65 – 74
No value
33
33.6
30.8
1.7
0.4
0
35.9
31.6
28.9
2.3
0.9
0.4
31.1
34.7
28.6
2.8
0.3
2.5
Sickness Absence
Figure 9: Average days lost to sickness for all staff in the last five years
2012/13 2013/14 2014/15 2015/16
2016/17
Interim position 2017/18 (Apr to
Jun)
Average days lost
9.57 7.1 5.3 7.39 7.6 1.43
Figure 10: Average days lost to sickness for all staff in the last five years
9.57
7.1
5.3
7.39 7.6
8 8
7.1
6.6 6.9
0
2
4
6
8
10
12
2012/13 2013/14 2014/15 2015/16 2016/17
Average days lost due to sickness absence in the last 5 years compared with the annual corporate target
Average days lost Corporate target
Figure 11: Average days lost to sickness by service area during 2015/16, 2016/17 and the first quarter of 2017/18
Service Area Average number of staff*
2015/16 2016/17 Interim position
2017/18
(Apr to Jun)
Corporate target
(Pro rata for 2017/18 Q1)
6.6 6.9 1.56
Borough Development directorate 60.5 4.79 4.13 0.47
Borough Development & Implementation 53.5 5.15 4.30 0.48
Major projects 6.5 0 3.08 0.33
Borough Services directorate 319 8.59 9.07 1.60
Planning and Infrastructure 67.5 4.56 4.41 1.37
Customer Services 44 5.07 6.39 1.66
Housing 17.5 10.27 5.34 0.86
Environmental Services 190 10.53 11.69 1.75
Finance and Resources directorate 193.5 6.33 6.58 1.46
Law and Governance 43.5 6.22 12.56 3.15
Financial Services 79 4.4 5.41 1.15
HR and Organisational Development 16 6.53 6.72 2.38
IT 24 3.38 3.06 0.27
Internal Audit 7 13.54 2.43 0.43
Property 12 12.96 3.33 0.50
Policy and Performance 12 13.95 5.13 0.00
Council total 578.5 7.39 7.71 1.43
* Based on 2016/17 figures
= Positive performance against the corporate target
= Negative performance against the corporate target
Figure 12: Breakdown of absence for all staff by long and short term absence and number of staff with zero absence
People Indicator 2015/16 2016/17
Interim position
2017/18
(Apr to June)
% of absence due to short-term absence (up to 9.5 days)
33%
(1413.5 days)
30%
(1337 days)
41%
(336.5 days)
% of absence due to long-term absence (10 days or more)
67%
(2852 days)
70%
(3100 days)
59%
(488.5 days)
Number of staff with zero absence
51%
293
51%
296
83%
477
Figure 13: Days lost to long and short term absence in the last three years
1414 1413.5 1337
1609
2852
3100
0
500
1000
1500
2000
2500
3000
3500
2014/15 2015/16 2016/17
Days lost to short and long term absence in the last three years
Short Term Long term
Day
s lo
st t
o s
ickn
ess
abse
nce
Figure 14a: Absence reasons resulting in the most days lost in 2017/18
(Quarter 1 - April to June 2017)
Rank
Reason Days lost No. of
individuals
Average length of absence (days)
1 Anxiety/stress/depression/other psychiatric illnesses
282 24 12
2 Gastrointestinal problems 133.5 28 5
3 Chest and respiratory problems 122.5 4 30.5
4 Cold, cough, flu 79.5 23 3.5
5 Heart, cardiac and circulatory problems
62 2 31
6 Musculoskeletal problems 43 6 7
7 Genitourinary and gynaecological disorders
26.5 6 4.5
8 Injury, fracture 20.5 5 4
9 Infectious diseases 17 2 8.5
10 Dental and oral problems 10 4 2.5
Figure 14b: Absence reasons resulting in the most days lost in 2016/17
Rank
Reason Days lost No. of
individuals
Average length of absence (days)
1 Anxiety/stress/depression/other psychiatric illnesses
1227.5 41 30
2 Cold, cough, flu 560.5 150 3.5
3 Gastrointestinal problems 426 100 4.5
4 Musculoskeletal problems 405.5 21 19
5 Chest and respiratory problems 372.5 28 13
6 Back problems 300.5 26 11.5
7 Injury, fracture 229 17 13.5
8 Ear, nose, throat (ENT) 129 28 4.5
9 Heart, cardiac and circulatory problems
127 7 18
10 Eye problems 100 7 14.5
Figure 14c: Absence reasons resulting in the most days lost in 2015/16
Rank
Reason Days lost No. of
individuals
Average length of absence (days)
1 Anxiety/stress/depression/
other psychiatric illness
1738 45 38.6
2 Cold/cough/flu 350.5 135 2.59
3 Musculoskeletal problems 340.5 24 14.1
4 Heart, cardiac and circulatory problems
279.5 7 39.9
5 Gastrointestinal problems 258.5 99 2.61
6 Chest and respiratory problems
246.5 24 10.2
7 Genitourinary and gynaecological disorders
172 21 8.1
8 Ear Nose and Throat (ENT) 110.5 23 4.8
9 Skin disorders 95 3 31.6
10 Back Problems 73.5 19 3.8
Figure 15: Total average sickness days per employee by grade range for 2016/17
Grade Days lost
No. of
individuals in
the grade range
No. of
individuals
with absence
Average length
of absence
(days)
APPR 31.5 10 6 3
1 - 6 3346 375 227 9
7 - 8 548 122 39 4.5
9 -12 259 63 22 4
13 - 14 233 9 3 26
ED & CX 2 4 1 0.5
Grade explanation
APPR refers to apprentices at the council for which there are separate pay arrangements to the graded scale
Grades 1 to 6 cover a wide range of administrative, technical, clerical and manual roles
Grades 7 to 8 cover a range of professional and first line manager/ supervisory roles
Grade 9 to 12 cover a range of professional and middle manager roles
Grades 13 and 14 cover senior management roles
ED and CX covers the Executive Directors and Chief Executive
Leadership and management behaviours
Figure 16: Outputs from the 360 o reviews for managers against the behaviour framework – OMG and 3rd Tier Line Manager Averages - September 2016 and June 2017
Click here to see the full Leadership and Management Behaviour Framework
Figure 16a: Summary of results by organisational value
OMG manager
3rd tier manager
Bold
Extra Mile
Yes
One Council
Nurture
Different
3rd tier manager average
OMG manager average
Always
Frequently
Sometimes
Rarely
Never
Figure 16b: Average assessment for each behavioural competency
average average
BOLD 4.34 4.25
Motivates, inspires, enthuses others 4.23 4.18
Leads by example 4.40 4.33
Promotes the vision and values 4.38 4.25
EXTRA MILE 4.32 4.23
Helps others to understand their contribution 4.27 4.17
Key
Helps others to recognise their performance 4.38 4.32
5 - Always
Prioritise and manages resources effectively 4.30 4.20
4 - Frequently
YES 4.37 4.35
3 - Sometimes
Promotes a customer centred ethos 4.40 4.47
2 - Rarely
Promotes flexibility and change 4.38 4.33
1 - Never
Actively breaks down barriers to delivery 4.34 4.27
ONE COUNCIL 4.41 4.35
Has a collaborative style 4.43 4.30
Builds and manages effective relationships 4.40 4.38
Creates a culture where people work together 4.40 4.37
NURTURE 4.29 4.23
Promotes and supports the development of others 4.30 4.27
Encourages others to realise their potential 4.28 4.23
Coaches and mentors effectively 4.30 4.20
DIFFERENT 4.32 4.21
Challenges the status quo 4.25 4.16
Champions and advocates innovation 4.25 4.21
Has a clear focus on the future 4.46 4.26
Responses: 253 Received 417
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