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Document Sample
BASINGSTOKE AND DEANE BOROUGH COUNCIL
PEOPLE STRATEGY (2009 - 2012)
1. Introduction
The People Strategy is the organisation‟s statement of how we will achieve our
objectives through our employees.
2. Aim
The purpose of our People Strategy is to inform, support and guide the effective
delivery of human resources to the organisation. It is aligned to the strategies and
business plans of the council and is a „living document‟, being informed by
consultation, the needs of our business, and regional and national agendas.
In a nutshell, the strategy aims to achieve the right people, in the right place, with
right skills, at the right time.
3. Our Vision for our Workforce
The organisation has developed a vision which describes how we wish to carry out
our employer functions:
One-team, trusted and proud to deliver quality services for our community.
4. Scope
The People Strategy applies to all employees of the council and complements the
work of our elected members. It is also relevant to our partners and our
customers.
5. Objective
The People Strategy sets out how we will achieve our vision and recognise the
value of our employees in the delivery of services that benefit our customers and
communities. It highlights the importance we place on our people, and on our
management roles and responsibilities.
The organisation spends the highest proportion of its overall budget on employing
people and providing them with the tools to deliver their objectives. The effective
management of our employees is therefore critical. By setting a strategic
framework to guide and focus human resource activity in line with business aims,
this enables us to set performance targets to track and measure progress.
Most importantly this strategy has to be relevant to everyone in the organisation
and recognises that each business unit should consider the delivery of the key
People Strategy priorities in developing their own service plans
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We recognise that our staff are key to achieving the council‟s four corporate
priorities which underpin all our services:
To secure and enhance prosperity
To maintain and enhance local community well-being
To build and sustain a strong focus on inclusion
To develop and support effective partnerships focused on community
priorities
Our vision is underpinned by our organisational values, which apply to all
employees of the council and guide how we approach our work:
Honest
Trustworthy
Open and consistent
Relevant and clear communication with others
Responsible
Take ownership
Deal with issues you are able to deal with – don‟t leave them for other
people to deal with
Do what you say you will do and explain if you can‟t
Respectful
Recognise and appreciate differences
Accept and embrace differing beliefs, cultures and attitudes
Be supportive to colleagues
Be understanding of others peoples‟ workloads and time constraints
Approachable
Deal with phone calls, emails and letters in a timely and polite manner
Welcome questions from others
Be helpful in all external and internal contacts
Professional
Good standard of dress and personal presentation
Polite and well-mannered
Consistent and even tempered
Conscientious
Good attendance
Meet all objectives
Participate actively in meetings and make valuable contributions
Have a “can-do” attitude
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6. The Local Government Workforce Strategy 2007
The Local Government Workforce Strategy, produced jointly by the Local
Government Association (LGA), Local Government Employers (LGE) and the
Improvement and Development Agency (IDeA), supports local government in
tackling workforce challenges in a changing environment and has a vision for the
entire local government workforce, as follows:
“We want local government to be able to „raise its game‟, improving both
performance and efficiency, because it gets the very best from its people and it
attracts and retains the very best people. We want high performance, citizen-
centred, skilled and motivated staff, who are proud to be local public service
workers”
Local councils, including Basingstoke and Deane, face a considerable challenge in
leading our community and satisfying increasing customer expectations against a
backdrop of tight resources and political agendas.
To meet these challenges we need to maximise the performance of our people,
introduce new technologies and new ways of working, promote innovation,
encourage positive attitudes and behaviours and support our people to work in
different and flexible ways.
The importance of having people with the right skills, attitude and commitment will
be critical if we are to deliver the council‟s objectives.
We also need to ensure that the council‟s workforce represents and reflects the
diversity of the local community and that our employment practices fulfil our duties
under equalities legislation.
7. Our 5 Strategic People Priorities
This People Strategy outlines five strategic priorities for people management,
which mirror the priorities within the Local Government Workforce Strategy, which
will help the organisation to achieve its corporate priorities and vision over the next
3 years:
1. Organisational development – effectively building workforce support for
new structures and new ways of working to deliver resident-focused and
efficient services, in conjunction with our partners.
2. Leadership development – building visionary and ambitious leadership,
which makes the best use of both the political and managerial role,
operating in a partnership context.
3. Skill development – developing employees‟ skills and knowledge, in an
innovative, high performance context.
4. Recruitment and retention – taking action to address current and future
occupational skill shortages, promote jobs and careers, identify, develop
and motivate talent and address equality and diversity issues
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5. Pay and rewards – modernising pay systems to reflect new structures, new
priorities, new ways of working and to reinforce high performance.
8. Implementation of the People Strategy
We have developed an action plan to address our strategic people priorities and
meet the challenges we face. This is attached as Appendix 1.
The action plan establishes at a high level, those activities necessary to deliver the
strategic people priorities outlined over a 3 year period. This is a dynamic process
and may be subject to change resulting from internal and external influences. The
actions will be built into a series of annual work plans, which will form part of the
Customer Access and Corporate Support (CA&CS) service plan.
The deliverability of the People Strategy will be dependent on:
The capacity and ability of Heads of Service and managers to deliver key
actions
The capacity and skills of the HR team to deliver the strategy within the current
infrastructure
The role of Strategic Management Team (SMT) in demonstrating their
commitment by driving the strategic action plan
9. Where are we currently
Basingstoke and Deane Borough Council currently employs approximately 600
staff in a diverse range of roles. Sixteen percent of our employees work part-time
and we also have a wide range of flexible working practices in operation, including
flexi-time, home-working, annualised hours, compressed working weeks and nine
day fortnights. We have an even gender split amongst our staff (52% female, 48%
male) and cover a cross section of ages, with the majority (35%) aged between 25
and 39. Our normal retirement age is 65, although this will be reviewed in 2011
when national legislation is reviewed. Currently, only 1% of the workforce is aged
65 or above. Further information on our workforce profile is contained in the
„Monitoring our Performance‟ section of this strategy.
We have undertaken a „Fit for Purpose‟ review of the council‟s structure and have
streamlined from 21 to 11 business units. This has been undertaken with a view to
maximising our resources and creating a more effective way of working that
ensures the highest quality of service and response to community need. The
council has a Strategic Management Team consisting of the Chief Executive and
two Corporate Directors.
The HR team was restructured in 2008 as part of the „Fit for Purpose‟ review and
moved into the Customer Access and Corporate Support business unit. The team
now consists of an HR Manager, Learning and Development Adviser and 3.8 full-
time equivalent HR Business Partners.
The HR advisory team moved to a business partner model for delivering HR
services in July 2008. In essence this involves working closely with senior
managers in a more business focussed way, in particular designing HR systems
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and processes that address the council‟s key strategic priorities. This is a change
in emphasis for HR from the reactive approach adopted in the past.
10. Review of the People Strategy
The HR Manager will monitor the success of the People Strategy with the Head of
CA&CS, the Corporate Director (internal) and the Personnel Committee.
Any strategy needs to be kept up-to-date and relevant by assessing it against what
is happening now and in the future, including changes in legislation and
recommended best practice. Managers, employees, Unison and the Joint Staff
Consultative Forum (JSCF) will be asked to play a key role in this by assisting in
commenting and identifying any emerging gaps that may occur over time.
Please contact Shella Smith, HR Manager, with any views and contributions as
well as any queries.
5
Monitoring our Performance
We must monitor, measure and evaluate the success of the People Strategy and its accompanying action plan by reviewing progress
regularly, updating performance indicators and analysing management information. While people processes are often seen as hard to
measure in their entirety, monitoring our performance and progress enables the organisation to get a sense of how effective we are at
managing people processes.
We will monitor our performance in two ways: by measuring key people indicators and setting targets which will help to guide and focus
our resources, and also by monitoring general people management information which will not include targets.
NB: The new Equality Framework for Local Government will apply from April 2009 but has not been issued in time for inclusion in this
strategy. The People Indicators may therefore need to be amended to reflect the indicators in the framework
Section 1: Key People Indicators and Targets
Baseline Target Actual Target Actual Target Actual
People Indicator (2008/9) (2009/10) (2009/10) (2010/11) (2010/11) (2011/12) (2011/12)
Level attained in the Equality Framework for N/A Achieving Excellent Excellent
Local Government (from April 2009)
Top 5% earners – female *To be added 50% 50% 50%
in April 2009
Labour turnover/termination rate *To be added 10% 10% 10%
in April 2009
Resign/voluntary turnover/termination rate *To be added 7% 7% 7%
in April 2009
Average number of working days lost to *To be added 9 8 7
in April 2009
sickness
Percentage of appraisals completed on time Not recorded 100% 100% 100%
(excluding appraisals for employees on long term
sick or maternity leave) in 2008/9
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Section 2: General People Management Information
Baseline 2009/10 2010/11 2011/12
People Indicator (2008/9)
Percentage of staff – female / male To be added in April 2009
Percentage of staff – disability (as % of the To be added in April 2009
average headcount)
Percentage of staff – black and minority To be added in April 2009
ethnic (as % of the average headcount)
Age Profile (as % of the average headcount)
16 - 24 To be added in April 2009
25-39
40-49
50-64
65+
Percentage of absence for the year due to To be added in April 2009
short-term absence (up to 9 days)
Percentage of absence for the year due to To be added in April 2009
long term absence (10 or more days)
Top 3 reasons for absence
1. To be added in April 2009
2.
3.
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Baseline 2009/10 2010/11 2011/12
People Indicator (2008/9)
% of all labour turnover by <1 year To be added in April 2009
length of service 1 - <2 years
2 - <3 years
3 - <5 years
5 - <10 years
10 - <15 years
15+ years
% of all labour turnover Dismissal – disciplinary To be added in April 2009
by reason Dismissal – ill health
Dismissal - capability
Death in service
Redundancy
Retirement – age
Retirement – early
Retirement – ill health
Retirement – 85 year rule
Temporary contract expired
Voluntary Resignation
% of all labour turnover by gender Male To be added in April 2009
Female
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Baseline (2009/10) Actual Actual
People Indicator (2008/9) (2010/11) (2011/12)
% of all labour turnover by age 16-24 To be added in April 2009
25-39
40-49
50-64
64+
% of all labour turnover for staff with a To be added in April 2009
disability
Average training days To be added in April 2009
per employee per annum
Average training investment per employee To be added in April 2009
pa (as % of staffing budget)
Average training evaluation score Not recorded in 2008/9
Number of open vacancies (average per Not recorded in 2008/9
month)
Time taken to fill vacancies (from approval Not recorded in 2008/9
to filling)
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Baseline Actual Actual Actual
People Indicator (2008/9) (2009/10) (2010/11) (2011/12)
Employee relations cases (number)
Formal disciplinary To be added in April 2009
Formal grievance
Employment tribunal
* Note: Obtaining workforce profile data will enable the council to analyse to see if there are any trends or biases which could indicate
hidden forms of discrimination. We will monitor in accordance with the statement above and initiate positive action as required.
Strategic Management Team will also be provided with management information by the HR Manager on a quarterly basis, to include:
Exit interview qualitative data
Length of service profile for all staff
Sickness information by Business Unit
Turnover by Business Unit
Equalities monitoring information for job applicants
Any other ad hoc reports as necessary
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APPENDIX 1
PEOPLE STRATEGY - ACTION PLAN
1. Organisational development - effectively building workforce support for new structures and new ways of working to deliver
resident-focused and efficient services, in partnership.
Objective Action Timescale Performance Measure Who
responsible
Build on good Update policies and procedures aimed Annual Consistent approach to dealing HR & Training
employee at resolving employee relations issues programme with employment issues Manager
relations in line with changing legislation and Less demand for transactional HR Business
best practice HR support Partners
Coach managers in managing Ongoing Improved morale and
employee relations in a diverse commitment
organisation; encourage and develop
our managers to resolve potential
conflict before it escalates
Effectively Review the Security of Employment July 2009 More successful implementation HR & Training
manage policy and procedure to support all of change – few examples of Manager
organisational parties in involving and supporting staff staff dissatisfaction during Line managers
change through change, to include: change
Considering the implications for Increased staff involvement in
employees at the beginning of change
planned changes and build into the Low turnover at times of change
action plan
Involving and consulting staff at all
stages to encourage participation
and input
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1. Organisational development (continued)
Objective Action Timescale Performance Measure Who
responsible
Develop internal Review the HR pages on SINBAD to May 2009 Easily accessible and easily HR Team
communications make HR information easily accessible understood information available JSCF
and up to date to all our people Members
HR Business Partners and the L&D At least Ongoing improvement
Adviser to attend Business Unit every two Evidence of upward feedback
meetings on a regular basis to ensure a months Increased staff involvement
good flow of information regarding HR
and L&D issues
Implement a Joint Staff Consultative April 2009
Forum to improve communication with
staff at all levels and provide a forum for
management and staff to discuss
pertinent issues
Review the membership of the JSCF to April 2010
ensure that it represents all staff within
the Council
Improve staff Continue to deliver the actions detailed To meet Improved morale and HR team
well-being in the Corporate Stress Survey Action every two commitment
Plan in conjunction with the months Reduced absence levels and
Organisational Development Group increased productivity
Run a second stress survey in order to January Easily accessible and easily
assess whether improvements have 2010 understood information available
been made to staff well-being and to all our people
stress levels since the initial survey in Improved results from the stress
January 2008 survey in 2010 to those obtained
Develop the well-being pages on June 2009 in 2008
SINBAD to become a useful resource
for staff to obtain information about
well-being and health
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1. Organisational development (continued)
Objective Action Timescale Performance Measure Who
responsible
Improve staff Conduct research to assess whether an September As above As above
well-being Employee Assistance Programme1 2009
(continued) (EAP) would add value for the council in
terms of absence levels, well-being etc.
Support Shared Continue to provide HR support to all As required Improved service delivery and HR team
services current and future shared services greater sharing of best practice
initiatives within Hampshire.
Be a member of the HIOWLA HR group To meet
and its sub-groups in order to continue quarterly
to develop partnership working and
share best practice with neighbouring
authorities
1
An Employee Assistant Programme (EAP) is a confidential counselling and advice service, 24 hours a day, seven days a week. It offers practical and
emotional support for employees and their immediate family members. EAPs generally include telephone counselling, access to legal, financial and consumer
advice and management information and advice.
13
2. Leadership development – building visionary and ambitious leadership, which makes the best use of both the political and
managerial role, operating in a partnership context.
Objective Action Timescale Performance Measure Who
responsible
Create a leadership Continue to roll out the leadership Rolling Improved retention at HR team
culture development programme programme management level Line managers
Participate in the joint Hampshire and Improved performance and
Sussex Leaders in Partnership May 2009 leadership skills
leadership academy and utilise the Increase in internal promotions CMT/SMT
council‟s allocation of spaces for Head
of Service level and above
Provide mentoring Nominate managers to join the Rolling Number of managers in the Line managers
opportunities HIOWLA / South East Employers programme scheme who can demonstrate L&D Adviser
mentoring programme and continue to qualitative and quantitative
monitor their performance improvement
Develop our Implement a management June 2009 Improved performance and HR & Training
management competency framework for use at all leadership skills Manager
capacity management levels within the council. Increase in internal promotions
Embed this framework into key people September
management processes within the 2009
council (e.g. management
development training, appraisals, etc)
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2. Leadership development (continued)
Objective Action Timescale Performance Measure Who
responsible
Establish a culture Assess our worst occupational September Reduced recruitment costs HR & Training
of „grow your own‟ shortages and develop plans to 2009 associated with occupational Manager
succession address these with line managers shortages and length of time to Line managers
planning Develop and implement a succession September recruit
planning policy 2010 Number of staff taking
Provide professional development and professional qualifications and
support through the Professional April/May spend on professional fees
Qualifications process each year
15
3. Skill development – with partners, developing employees‟ skills and knowledge, in an innovative, high performance, multi-
agency context.
Objective Action Timescale Performance Measure Who
responsible
Retain IIP Maintain the profile and principles of May 2009 Training plans are in line with HR & Training
recognition IIP by identifying the links to our the business planning cycle to Manager
business ensure that training is aligned to L&D Adviser
Develop training plans alongside May 2009 business and individual needs SMT
business plans Managers have a clear Line managers
Evaluate training and provide reports May 2009 understanding of how training
to management team has improved their business
Continue to develop people May 2009
management practices and policies onwards
that adhere to and build upon the IIP
standard
NB: Our IIP Retaining Recognition
assessment is due in May 2009
Monitor our Compile our workforce statistics and Quarterly Integration of equality and HR & Training
progress analyse to assist with workforce reports diversity at all stages of the Manager
planning employment cycle
Ensure that diversity issues are Ongoing
considered in all aspects of people
management by completing equality
impact assessments
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3. Skill development (continued)
Objective Action Timescale Performance Measure Who
responsible
Encourage lifelong Implement a Learning & Development May 2009 People understand our HR & Training
learning Policy & Procedure corporate approach to learning Manager
opportunities Diagnose current and future skills and September and development and L&D Adviser
workforce challenges and plan to 2009 development opportunities that SMT
address these through our People they can access.
Strategy and this action plan Support continuous
Continue to support the Skills Pledge Ongoing professional development
and support our staff in basic skills to Learning outcomes are clearly
access Skills for Life Train to Gain linked to improving our
funding business
Review the professional qualifications Annually in Increase the number of staff
policy and process April/May undertaking basic skills training
Arrange and diarise a rolling Annually in
Corporate Training Programme April/May
Implement a process for effectively
evaluating learning outcomes and September
demonstrate the added value of 2009
learning and development activities
Prepare to enter the Best Council to June 2009
Work for Awards
Link our business Review the Performance Review September All employees receive an L&D Adviser
plans to individual process to ensure the current system 2009 annual appraisal
objectives is „fit for purpose‟ and establishes a All employees are clear on their
clear link between individual performance, objectives and
objectives, Business Unit Plans and learning needs and how their
the Council Plan and embeds the role contributes to the
organisation‟s vision and values achievement of Business Unit
Plans and the Council Plan.
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4. Recruitment and retention – with partners, taking action to address current and future occupational skill shortages, promote
jobs and careers, identify, develop and motivate talent and address diversity issues
Objective Action Timescale Performance Measure Who
responsible
Review our Update the Recruitment and Selection policy July 2009 Reduced recruitment costs HR & Training
approach to and procedure to streamline processes and Reduced time to fill vacancies Manager
recruitment and incorporate the online recruitment portal Improved attraction rates HR Business
its associated Ensure continuous improvement and To meet Improved redeployment Partners
policies and development of the recruitment portal, with quarterly Evidence of a more diverse
procedures partners, to gain economies of scale, as a workforce.
member of the Steering Group and the User
Group
Develop a compelling and attractive September
employer brand for use during recruitment 2009
Develop our Update the council‟s suite of „family friendly‟ June 2009 Reduced levels of absence HR & Training
work-life procedures with the aim of stream-lining and Reduced turnover Manager
balance simplifying the policies. Also ensure they are Improved commitment and HR Business
policies in line with changing legislation morale Partners
Review the Access Control and Time June 2009 Improved recruitment talent
Attendance Policy (flexitime policy) to ensure pool
it satisfies business needs and also supports Recognition as „the place to
our employees to achieve a good work-life work‟
balance
Continue to develop a range of options and June 2009
initiatives to improve flexibility in our
employment packages
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4. Recruitment and retention (continued)
Objective Action Timescale Performance Measure Who
responsible
Develop a Review and update our Corporate Induction May 2009 Improved retention rates L&D Adviser
structured processes within first 6 months of Line managers
approach to Ensure all staff have appraisals and 1-2-1s Ongoing employment
career Increased development
development opportunities
Improved rates of internal
promotion
Take action to In conjunction with the Equalities Officer, July 2010 Improved diversity in our HR team
recruit and develop a range of positive action initiatives workforce Equalities
retain a aimed at recruiting and retaining a workforce Increase in diversity in our Officer
representative that is representative of the diverse workforce measured on the SMT
workforce community it serves six strands.
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5. Pay and rewards – modernising pay systems to reflect new structures, new priorities, new ways of working and to reinforce high
performance.
Objective Action Priority Performance Measure Who
responsible
Ensure Implement an Action Plan to address any June 2009 Improved staff retention HR & Training
compliance areas of concern/issues arising from the Improved staff morale Manager
with equal pay Equal Pay Audit undertaken to be completed SMT
legislation and by April 2009
best practice
Develop our Undertake a review of our current pay and September Improved employee HR & Training
reward rewards with a view to developing a total 2010 engagement Manager
strategy reward2 approach to pay and benefits Reduced turnover
As part of this, undertake a feasibility study to September Stronger alignment between
assess whether a flexible reward package3 2010 organisational objectives and
for staff would add value, both for employees individual reward
and for the council. Make recommendations
to SMT on a proposed way forward
Develop a Review current schemes for staff recognition July 2009 Improved staff morale HR and
Staff within the council and undertake a review to Improved employee Training
Recognition assess whether these could be developed engagement Manager
scheme further. Make recommendations to SMT on a Stronger alignment between
proposed way forward organisational objectives and
individual reward
2
Total reward = all elements of reward – base pay, employee benefits, pension scheme, non-financial reward, including intrinsic rewards from the employment
environment and the work itself - are all linked.
3
Flexible benefits schemes (also known as 'cafeteria benefits' or 'flex plans') are formalised systems that allow employees to vary their pay and benefits
package in order to satisfy their personal requirements. An example would be the ability to „buy or sell‟ annual leave
20
5. Pay and rewards (continued)
Objective Action Priority Performance Measure Who
responsible
Review Private Undertake a review of the current PHI September Reduced levels of absence HR Business
Health scheme to assess whether it „adds value‟, 2009 Reduced turnover Partners
Insurance both for employees‟ in terms of their health Improved commitment and
provision and well-being and for the council as a morale
recruitment and retention tool, and in terms of Improved recruitment talent
reduced absenteeism/increased productivity. pool
Make recommendations to SMT proposing a
way forward.
Review our Undertake a review of the K-Plan job June 2009 Fair and equitable process for HR and
current Job evaluation scheme to assess whether it determining pay levels within Training
Evaluation complies with legislation and best practice the council Manager
scheme and is achieving its aim of providing a Improved retention levels HR Business
systematic, fair and consistent process for Partners
assessing the relative size of jobs within the
council. Make recommendations to SMT on
a way forward
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