Hr Strategy in Corporate Strategy by rng14211

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									                     Human Resources Strategy
Aim and Objectives

Corporate Human Resources have prepared a Human Resources Strategy, a
copy of which is attached.

The HR Strategy is aligned with, and supports, the Council’s business objectives.
At the heart of the strategy is the objective of becoming a customer led
organisation, providing high quality services.

The HR Strategy also flows from the Council’s Corporate Plan. The strategy is
anchored around the objective of enabling all employees to provide high quality
services and is driven by the following objectives & Key Deliverables from the
Corporate Plan:

Improving opportunities and quality of life in the borough, promoting social
inclusion, and reducing inequality

Making sure that the Council works properly and efficiently

Involving the whole borough in what we do

As an organisation we will work with our diverse workforce to eliminate prejudice
and discrimination, ensuring that all our employees are treated with the respect
and dignity they deserve (KD3)

To make the London Borough of Hackney an organisation that staff want to work
for and that all staff share the Council’s aspirations and goals (KD4)

Background and Context

The last Council-wide HR Strategy was written in 1998 and its aims and
objectives reflect a very different organisation. The need for a new HR strategy
was recognised by the first CPA in January 2002; at that time, priority was given
to needs of the recovery plan and the work required due to the Council being
under government directions. The existence of an agreed HR strategy is
essential if the Council is to successfully gain a ‘Fair’ rating following the next
CPA later this year.

The Strategy has been subject to a programme of consultation. A number of
focus groups have been held with a range of staff at various levels, and from a
number of Directorates, across the organisation. Separate focus groups have
been held with a number of Assistant Directors, and with Trade Union
representatives. Comments and feedback arising from these focus groups have

been incorporated into the strategy; the most important of which is the need for
the strategy to be underpinned and promoted by an effective Communications

At the same time, the strategy takes full account of the ongoing work carried out
by a range of sub groups that relate to the areas covered by the HR Strategy. An
example of this is the work being carried out by the Quality Customer Focus
Steering Group on developing customer service standards.

The strategy will be taken forward by means of detailed implementation plans for
each of the six strands of activity. These will take full account of the outcome of
the Race Relations, Employee Opinion and Travel surveys.

Introduction to the Strategy

The Human Resources Strategy has been developed in consultation with the
Council’s employees, Central Management Team and Trade Unions. The
Strategy translates the Corporate Plan into a people focused strategy for the next
three years.

The strategy flows directly from the Corporate Plan and is anchored around the
objective of enabling all employees to provide high quality services. The strategy
is driven by the following objectives from the Corporate Plan:

Making sure the Council works properly and efficiently by ensuring

   a)     management and staff are responsible for providing high quality

Involving the public in what we are doing to get better by:

   c) working with Hackney Strategic Partnership to provide joined-up services
   e) dealing with service requests promptly and efficiently

Improve opportunities and quality of life in the borough and promote social
inclusion by:

   f) enhancing opportunities for learning and giving our adults the skills to get

Streams of Activity

The strategy is focused around six main streams of activity. These are:

       Becoming an employer of choice
       Talent Management
       Capacity Building
       Becoming a Customer Focused Organisation
       Valuing and promoting Diversity
       Organisation Development

Included within each area, are the broad aims of how the thread will be achieved.
Each activity will be supported by a detailed activity plan with projects and targets
through which we can allocate time and resources to the people priorities of the
Council. Although specific projects may change over time it is envisaged that the
Strategy will remain in place for the duration of the administration.

                Hackney Human Resources Strategy
                          2004 – 2006

                                               Becoming an
                                               employer of

                                                              Valuing and
Capacity                      High quality
building                    customer service

                                               Becoming a
           Organisational                       customer-
           development                           focused

Becoming an employer of choice

Making the Council become a recognised employer of choice through:

   -   Establishing a positive & distinctive employer brand for the Council

   -   Actively promoting the Council as a good practice employer, in order to
       promote the organisation’s reputational management

   -   Aligning the Council’s reward strategy with the Council’s aims and

   -   Ensuring that the Council’s employment arrangements, and required
       standard of behaviour and conduct actively support public confidence in
       the Council

   -   Developing and implementing HR frameworks, policies and practices that
       maximise the performance of people and ensure that the Council is seen
       as ‘best in class’

   -   Encouraging and supporting a healthy and safe environment, free from
       harassment and discrimination

   -   Developing recruitment programmes, that enhance the possibility of local
       residents obtaining employment with the Council

Talent Management

Attracting and retaining the best quality people through:

   -   Re-engineering of the recruitment process, including the development of a
       web based recruitment strategy

   -   Developing a range of flexible working practices to attract and retain the
       best talent

   -   Developing effective succession planning processes

   -   Developing a Work/Life Strategy and supporting policies and practices

   -   Developing of ‘Pathways into the Organisation’ such as Graduate
       Recruitment and accelerated Promotion Schemes

   -   Developing effective processes for recognising and rewarding individual
       contributions to the work of the Council

   -   Ensure the appropriate mix of tangible and non tangible incentives to
       recognise and encourage

   -   Developing a reward strategy that encourages and rewards creativity and

Capacity Building

Enabling employees to develop their skills, knowledge and experience through:

   -   Ensuring that all employment development activities are completely
       integrated with organisational aims and objectives

   -   Developing and implementing a competency framework, integrated with
       the business objectives of the Council, through the performance
       management framework

   -   Extending the corporate management development programme to Tier 4
       & 5 employees

   -   Developing a learning organisation that facilitates and encourages shared
       learning through coaching and mentoring

Becoming a Customer Focused Organisation

Ensuring that employees help drive the organisation to focus on Customer
Service through:

   -   Accreditation by the Council of Local Government Equality Standard 5

   -   Ensuring all staff understand how their work contributes to the Council
       providing a good service to the Borough of Hackney

   -   Developing Council-wide Customer Care Standards

   -   Encouraging employees to make creative and innovative suggestions on
       how to improve service and ensure that employees’ contributions are

   -   Leading the creation and management of a culture which promotes and
       supports a joined up approach to service delivery

   -   Developing skills that are required to become a customer focused

   -   Developing of a performance management process that has customer
       service as its key driver

Valuing and promoting diversity

Valuing and promoting the diversity of the Council’s employees through:

   -   Work towards the achievement of a workforce that reflects the community,
       through the development of a range of positive action initiative

   -   Challenge prejudice and discrimination in all its forms and ensure that
       every employee is treated with dignity and humanity at every stage of their
       employment with the Council

   -   Ensure that equity and fairness are fundamental in the application of all
       HR frameworks, policies and procedures across the organisation

   -   Promote equality of opportunity in the delivery of all services and
       employment practices

   -   Identifying, utilising and recognising the differences a diverse workforce
       can provide

Organisational Development

Supporting the Council’s ability to create and respond to change by:

   -   Ensuring that HR Management is integrated with the Council’s strategic
       planning and actively supports the Council’s aims and objectives

   -   Leading the creation and management of a culture that promotes and
       supports the priorities and objectives of the organisation

   -   Developing and implementing interlocking and mutually consistent HR
       frameworks, polices and procedures, which support and promote the
       Council’s priorities and objectives

   -   Integrating the HR strategy with the Council’s Communication Strategy, to
       ensure 360 degree communication with all employees on matters of

   -   Developing a workforce planning strategy, to ensure that the Council has
       the correct mix of skills and experience to meet future demands

   -   Ensure that the Council’s design, structure, systems & processes are
       aligned with the Councils strategic objectives


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