ITEM NO 13
DATE 6 OCTOBER, 2010
COMMITTEE HR & PROFESSIONAL STANDARDS
IAN MCBRIDE, HEAD OF THR
TEL NO 0115 9672915
Transforming HR Project
1. To provide the Committee with an update on progress of the Transforming HR Project
2. Members to note the report
REASONS FOR RECOMMENDATION
3. The Transforming HR project will fundamentally change the nature and shape of the
Nottinghamshire Police HR service and the Committee need assurance that the changes
are being managed in accordance with agreed standards and good practice.
SUMMARY OF KEY POINTS
4.1 A response to the challenge made by the HR & Professional Standards Committee at
their September meeting on the savings target agreed by the Force will be submitted to
the November meeting.
Verbal agreement has been reached with UNISON on the application of the new
Management of Change policy as presented at last months HR & Professional
Standards Committee meeting. The policy should be formally agreed with UNISON
following their Executive meeting on the 8th October.
Proposals for a new accommodation site for the majority of HR staff have been
submitted for approval to Chief Officers Team and Programme Board.
The HR Management Review has been affected by the delay to the agreement on the
new Management of Change policy and the challenge to the projected savings target.
A revised timetable has been developed with a view to achieving the staffing changes
within the original timescale (i.e. by end of 2010/11 year for application in 2011/12 and
2012/13). A summary of comments raised by HR managers in the consultation process
and responses made is attached in the appendix to this report.
The review of the HR Policy portfolio is underway. The redrafting of policies will be
carried out as part of operational HR work with progress reported in line with agreed
Work is continuing to review and develop HR operational processes to support the
move to a new single site shared services centre.
Work is continuing with the People Academy to review and improve learning and
development services and processes.
A series of briefings for HR staff and senior managers will take place in October.
FINANCIAL IMPLICATIONS AND BUDGET PROVISION
5. The savings target of 17.5% has been challenged by the HR & Professional Standards
Committee. A response will be made to the November Committee meeting.
6. The project will include a review of the current HR policy portfolio. Details are given above.
DETAILS OF CONSULTATION
8. Transforming HR reports; June, July, August, September 2010. Presentation given to June
HR & Professional Standards Committee.
PLEASE CONTACT: IAN MCBRIDE
ALSO: JAKI LOWE
Transforming HR Management review - Summary of comments raised by HR managers to the new
draft structure proposals and responses given.
Managers issues Summary response
1. Concerns about whether there are too many jobs The proposed structure represents a fundamentally
in the new structure and what the implications will be different model of delivering HR services. This new
for jobs lower down the structure given the need for model will require a completely different skill set and
savings. staffing structure. The shape of the structure will
change as we move to an integrated, centrally
managed service that incorporates all HR functions
under a new single management structure. The
structure is based on the business case for change
(Transforming HR) as given in presentations to HR
staff (April and July), managers, reports to COT,
Project and Programme Board etc.
2. Concerns from staff in Learning & Development The draft structure aims to break down professional
about a greater reduction of jobs compared with the demarcation and ‘silo management’ to help support
rest of HR. the principle of ‘centrally managed and locally
delivered HR services designed to deliver agreed
outcomes. Therefore learning and development will
feature in areas other than just the People Academy.
3.Concerns from staff in Employment Relations & The draft structure is fundamentally different to that
Equalities section about the proposed removal of the which exists at the moment in response to the
section in the new proposals business case for change. A number of current stand
alone specific areas are affected by the proposed
changes e.g. all divisional HR teams. Under the
current proposals, Employee Relations will be a
functional responsibility of the Organisational
Change and Development team in areas such as
consultation and communications with trades unions
and staff associations along with employee
engagement strategies. Depending on your definition
of Employee Relations, functional responsibilities will
exist in a number of jobs in the draft structure.
4.Concerns about the generic nature of some of the Noted. Initial feedback from Hay has also suggested
jobs that we may need to look at this issue further.
5. Concerns that some posts may be subject to There is a broader range of functional roles and
external advertisement responsibilities required at the senior management
level that will require different skill sets to what is
required by jobs in the current structure. There is
also a business requirement to deliver the new
staffing structure as soon as possible. Staff will be
either matched to jobs in which case they will be
given the new job or be subject to ‘Prior
Consideration’ where they will be assessed and a
decision taken on whether they meet the job
requirements before any other non Prior
Consideration candidate is considered.
6. Concerns about the use/non use of professional Agreed to review the use of qualifications for all jobs
qualifications in some of the person specifications but made the point that qualifications should not be
over used to assess job/person suitability
7. Concerns and questions about the process for Detailed responses given to particular points.
managing the proposed staffing changes Subsequent proposals to change proposals to
accommodate some concerns agreed with Unison.