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HR Strategy Business Plan (DOC)

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					          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

                                          3
     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



                                                                            8
                                                           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)




                                                                           9
                                                        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




                                                                   11
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)




                                                                  14
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




                                                                16
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.

                                                                     17
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




                                                                  18
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.




                                                                   19
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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