Policy & Resources Committee
16th June 2005
Agenda Item ....
Annual Workforce and HR Priorities Report
1.1 This report provides a profile of the Council's workforce as well as providing
information on the HR priorities and key policy and legislative issues for the year
1.2 A number of important trends are highlighted by the workforce profile:
since April 2004, the organisation has grown overall by approximately 1.2% with
variations of differing extents occurring in all occupational groups.
the workforce continues to be predominately female with women outnumbering
men by approximately 2 to 1 and in part-time work by approximately 9 to 1.
the average age of a Fife Council employee has remained static at 44 over the
last year. The age profile of the workforce shows an ageing population with a
marked distribution curve from aged 40 onwards.
Further background information on these trends is provided in the body of the
2.1 It was agreed at P&R Committee in September 2004 that an Annual Report on
workforce issues and trends be developed as a standard report in order to allow
progress against the Council‟s HR development priorities to be monitored.
2.2 The 5 areas of strategic priority in which activity continues to be concentrated are:
(i) Reward & Recognition : development of a modern and flexible employment
package and set of employee benefits as part of Single Status.
(ii) Health, Safety & Well-being : improving the culture of support for employees
at work through a safe workplace and working methods and through initiatives
to improve health and well being. This includes reducing the number of days
lost as a result of ill health, absenteeism and accidents and injuries.
(iii) Leadership and Management : improving leadership and effectiveness of
people management at all levels in the Council.
(iv) Recruitment, Retention and Development : improving the way the Council
attracts and recruits people and subsequently develop employees to have the
necessary skills, abilities and behaviours.
(v) HR Services : modernising the provision of HR and training services to better
meet employee and service management needs.
2.3 Members will be aware from previous reports that under „Reward and Recognition‟
the Council has committed significant resources to ensure that it is prepared for the
implementation of the national Single Status agreement. This has involved highly
intensive work in the following areas:
Job Evaluation of all single status posts (circa 16,000 posts)
Design of a new pay structure
Review of Terms and Conditions including bonus schemes
A separate report will be submitted to P&R Committee by the Modernising
Employment Team and the remainder of this report will detail progress in each of
the other 4 strategic areas.
2.4 Health, Safety and Well Being
2.4.1 Activity around the Health, Safety and Well-being agenda has clear benefits for the
Council in terms of impacting on the current recruitment and retention issues that
exist, improving sickness and absence management, promoting enhanced
productivity and achieving legal compliance. If the workforce is stable, motivated
and working for a responsive and responsible employer, employees are less likely
to be absent from work.
2.4.2 The challenges facing the Occupational Health and Safety team over the coming
year can be split in to two areas, health and safety and employee health and well-
being. The health and safety component focuses on the implementation of the
Revitalising Health and Safety Action plan. This has been approved by FMT as a
vehicle for raising the profile of Health and Safety, driving forward health and safety
standards and legislative compliance across all Services. There are some key
priorities within the Action Plan, including the development and roll-out of a
Corporate Accident Reporting Tool, Contractors Health and Safety Assessment
Scheme and the introduction of a Health and Safety Framework which includes a
revision of the Corporate Health and Safety Policy. Some of the key achievements
have been the setting up of a Corporate Health and Safety Strategy Group,
formation of a Health and Safety Co-ordinators Group, and the organisation of the
European Week of Safety event for employees and Fife citizens to raise awareness.
Others included a streamlining of the eye care scheme for display screen
equipment users, driving forward improvement in the management of asbestos and
gaining support to achieve registration to the Contractor Health and Safety Scheme.
Health and Safety Policy areas that are currently being developed include Hand
Arm Vibration, Manual Handling and the revision of the Asbestos and Violence and
2.4.3 The well-being agenda relates to employees improving their health at work with a
range of health improvement activities. Scotland‟s Health at Work (SHAW) has
been the key driver for Fife Council as a framework for health improvement. In April
2005, Fife Council achieved bronze award status as the second largest organisation
to do so. Work is currently underway to enable the Council to achieve the SHAW
Silver Award by April 2006.
2.4.4 A health needs assessment was conducted in 2004 which gave valuable
information in support of health promotion activities based on the suggestions of
employees. Over the last year approximately 3,300 employees and Councillors
have attended health promotion events with approximately 2,900 receiving a health
check. Due to the success of the 3 main events, namely Men‟s Health Month,
Health4All and a Health Fair these will now be established as annual health
promotion events. Considerable work is underway to set up a network of Health
Action Teams within all Services to act as a conduit to the SHAW Steering Group to
encourage empowerment and health improvement participation at all levels of the
organisation. Other work within the well-being agenda included the setting up of a
new counselling service and 24/7 Helpline and 2 physiotherapy pilots. Since June
2004 when the Employee Counselling Service was launched feedback has been
very positive. There have been 360 referrals, 1197 appointments and 781 Helpline
contacts. The Management of Stress has also been a key focus with the drafting of
a Policy and Guidelines which will soon be issued for consultation along with the
roll-out of on-line stress risk assessment tools.
2.4.5 The Council‟s current Occupational Health provider has received approximately
1800 referrals over 2004/05 from medical referrals, occupational therapy and health
surveillance. This is against the current contract limit of an estimated 1,000 annual
referrals. Attendance Management Policy roll-out and associated initiatives have
undoubtedly impacted on the numbers of referrals, however it is anticipated that the
numbers will rise with increased awareness and the development of a more robust
health surveillance regime. The current contract arrangement will cease at the end
of March 2006. Work is underway to consider options for models of future
occupational health provision in order to secure a comprehensive, robust and
effective service by 1 April 2006.
2.5 Leadership and Management
2.5.1 Fife Council's commitment to improving Leadership and people management at all
levels is evidenced by a marked increase in related development activity over
2000 2001 2002 2003 2004
Leadership and Management Development
The above figures cover a number of activities:
Contribution Management - rolled out across all chief officers and currently third
tier managers. 38 courses have been provided this year, delivering training to
256 managers in 2004-05
Leadership Development Process (LDP) for third tier - 100 third tier managers
participated in 2002-03, 128 in 2003-04 and 40 2004-05. 60% of participants in
the LDP process believe that their role as a leader has changed since
commencing the process, and over 180 Action Learning set meetings have
taken place to support ongoing learning.
360 degree feedback - now introduced for all Chief Officers, and commencing
for third tier in 2005-06.
Elected Member development – 10 development days planned and co-
Senior Management Development - all first and second tier attend
6-monthly development sessions
Heads of Service events - held quarterly
Institute of Leadership Management (ILM) - delivered from introductory to level
4. A total of 371 managers participated in ILM courses, 110 in 2002-03, 118 in
2003-04 and 143 in 2004-05.
Multi Agency Leading & Learning Programme developed and delivered with
Community Planning Partners – 30 in 2002-03 and 30 in 2003-04.
2.6 Recruitment, Retention and Development
2.6.1 A detailed report on our strategy to tackle recruitment, retention and career
development issues was submitted to the last P&R meeting ("Investing in the
Workforce" - April 2005). This report therefore focuses on wider development
activities for employees.
Services across the Council spent approximately £5.34 M on training activities
during 2004-05. This equates to 1.1% of overall spend on employee costs.
Although on the surface expenditure falls someway short of industry standards (3-
5%, Croner 2003) it should be it should be noted that these figures are indicative of
overall spend on training activity, drawn from training related financial codes.
Council figures may therefore exclude some employee development related
activities. For example, staff time dedicated to the delivery of training, salary costs
on apprenticeships/trainees positions, and any other expenditure which is not
directly coded as training spend.
The Council is nevertheless committed to increasing its investment to equip
employees with the skills needed to meet the current challenges facing the
organisation. Investment in Corporate Development activities was increased by
£140,000 for 04-05. This provided more courses free at point of use to Services by
ending the income generation target of £65,000, and provided an additional £75,000
to support corporate development activities. Further investment in the workforce for
05-06 was approved at April‟s P&R, in recognition of the increasing need to skill and
re-skill employees to deliver effective services.
2.6.3 Corporate Development Activity - Volume
There has been a steady increase in the overall number of employees taking part in
centrally facilitated learning and development over the last 5 years.
2000 2001 2002 2003 2004
Corporate Development Activity
2.6.4 Corporate Development Activity - Content
The content of corporate delivery has been increasingly targeted to support Council
priorities. Previously corporate support was mainly in the form of personal
development training courses. In recent years there has been a steady shift
towards organisational priority areas.
As shown earlier, Leadership Development activities have significantly increased
over the last 5 years.
Customer Service skills have also been identified as a key skill area with a
corresponding increase in corporate training support (428 employees participating
compared to 150 last year).
2000 2001 2002 2003 2004
Customer Service Skills
2.6.5 These figures exclude service specific events supported and a number of additional
master-classes. Fife Council also participates in the Institute of Customer Service
(ICS) Awards. In 2004-05, 87 employees undertook awards at Communications,
Solutions and Innovations levels (compared with 68 in 2002-03, and 98 in 2003-04).
2.6.6 Demand for IT training has remained high over the last few years, particularly to
support the introduction of new Council systems such as FISH (intranet) and One
World (Finance system). Demand peaked between 2002-03 and 2003-04 as a
result of the introduction of the One World system. Finance and POD worked
collaboratively to train almost 2,000 employees in the use of the system over the
last 3 years. A further 800 are expected to take part in training this year.
2002/03 2003/04 2004/05
IT Training General
2002/03* 2003/04 2004/05* 2005/06*
One World Training
2.6.7 Development to support improved Performance Management has also continued
to help ensure that improvement projects come in on time and on budget. In 2004-
05 250 managers attended briefing sessions on a new Process Improvement
Framework, and 24 people attended training on Project Management. Although
higher numbers attended formal Project Management training in previous years (54
in 2002-03, and 52 in 2003-04), some highlighted that this learning was not being
transferred to the workplace. This year, work will be completed to introduce
corporate frameworks for project management linked to training activity.
2.6.8 Best Value also requires that the Council demonstrates that it has consistent and
robust approaches in place, across all of its services, to drive continuous
improvement. The Council uses the EFQM Assessment Process (European
Foundation for Quality Management) and requires all Services to undergo a full
assessment every three years. There has been a steady increase in the number
and level of EFQM assessments carried out over the last 5 years.
2.6.9 A well established programme of assessments is now in place. All Services have
now undergone assessment at some level, and some can now demonstrate
measurable progress as a result of continued review. Fife has 40 trained assessors
across the Council. In addition approximately 10% of employees across Fife are
covered by Investors in People accreditation, representing 35% of Services.
Appendix 1 provides a full list of Services currently accredited under Investors in
2.6.10 Corporate Development Activity - Learning Approaches
Although many employees still access learning through courses other approaches
to learning can be equally if not more effective.
360 degree feedback has been introduced as part of the LDP and Contribution
management process as detailed above. POD have provided individual feedback
support to 338 managers.
Usage of the Learning Centre in Markinch increased last year. The Centre‟s
nationally recognised "Learn Direct" status was renewed, and Fife Council
participated in the Learn Direct Scotland "LearningBytes" campaign to help
encourage employees to try new technology.
PC based e-learning was also launched during 2004-05. Courses are now
available to 6,900 employees with a further 7,000 being added during 2005-06.
Courses available include Basic IT packages (Word, Excel, etc), personal skills
development, HR legislation and policy, and Health and Safety. The Council also
has the capacity to develop its own in-house e-learning content. Early priorities are
Single Shared Assessment, and One World. Content on the Freedom of
Information [Scotland] Act has already been developed in partnership with COSLA,
NHS, Colleges, and the Scottish Executive.
2000 2001 2002 2003 2004
Learning Centre & E-Learning
2.7 HR Services
2.7.1 There are 3 main objectives which are currently driving work in this area:
Improving the capacity of the organisation to deliver change across the
Improving workforce engagement and consultation.
Modernising HR processes and key functions.
Progress in the last year has been focused on providing support in each of these 3
2.7.2 Change Management
Through the work of the HR operational teams a significant number (31) of
managing change exercises have been completed in 2004/05. Some of these
involved full Service restructuring exercises, such as Social Work (ongoing) and
Development Services, whilst others have been more focused on particular areas
within Services, for example, Business Support Management review in Education
and Street Cleansing Review in Environmental Services. In total there are a further
31 reviews underway or committed to within POD‟s Service Improvement Plan.
Working with colleagues in OD, the Business Improvement Team has also
supported Services to manage change particularly through the EFQM process.
This work has been recognised corporately by the establishment of a dedicated
Change Team which will support change projects across the Council.
The challenge in the year ahead will undoubtedly be influenced by the Collective
Challenge and initiatives from the Modernising Employment process, primarily those
associated with implementing the national Single Status agreement. A key feature
of this will be how Services and managers are supported to manage change and
Currently work is underway to provide Services with a framework and toolkit for
prudent management of establishments and a reduction in employee numbers to
achieve savings. This is being developed through:
Vacancy Control Procedures
Advertising moratorium other than by exception
Development of Voluntary Severance Options
Redeployment Procedure linked to career change and retraining opportunities
The continued emphasis will be on supporting change arising from the Collective
Challenge and Modernising Employment exercises and priorities will be built around
achieving change in a planned and managed way.
2.7.3 Workforce Engagement and Consultation
The Council has already committed to working in partnership with the Trade Unions
in moving forward the Council‟s strategic HR agenda, and in particular in
implementing Single Status. This joint approach has been a key feature of the
Modernising Employment process but is evident in all areas of HR activity.
The Joint Trade Unions are represented at a strategic level on the HR Strategy
Board (HRSB) and there is much evidence of collaborative working with the Trade
Unions who are seen as partners in many areas. An example of this is in the area
of policy development which is often the product of Joint Working Groups.
Communications with the workforce have also improved in recent years facilitated
by electronic communications utilising FISH and providing policy advice and
2.7.4 Modernising HR Processes and Key Functions
As part of the improvements to how employee communications are managed along
with how Services are supported, a key challenge in the year ahead will be to
establish HR Direct as an effective and efficient working model for the organisation.
The HR Direct project is a POD priority designed to ensure that the HR Service to
customers (corporate, internal and external) is aligned to their expectations and
This is being undertaken by the development of accessible and efficient information
and data sources for customers, using available technology, including the intranet,
and simplified policy documentation (checklists/frequently asked questions/modular
It also involves utilising the developing customer contact infrastructure in the
Council for both managers and employees. A pilot involving the Contact Centre
took place in December during which HR employees provided advice to employees
and managers through a single contact point and a further pilot is planned for later
There will be implications for how core HR processes and professional services are
delivered to the organisation involving a robust look at how the operational teams
are organised as well as their focus.
Target date for implementation of a remodelled service provision is April 2006 with a
commitment given to deliver £200,000 savings as part of the implementation of HR
2.8.1 Progress in all of the above areas is subject to scrutiny at the HR Strategy Board
(HRSB) whose terms of reference were agreed by Customer First Group and were
defined as „to lead the development of the HR Strategy within the Council and to
ensure that changes are properly managed and take place in a coordinated
2.8.2 The work programme for the HRSB is under review in relation to its priorities and
objectives for the year ahead which will include how other related groups such as
the HR Policy Board and Health & Safety Strategy Group input to it. Equally,
through this report, there is the opportunity for Elected Members to determine
priorities and comments and views would be welcomed.
3.0 Workforce Profile
3.1 The profile provides mainly numerical information on the Council's workforce across
the following areas:
gender, ethnicity and disability
employee turnover and length of service
3.2 Employee Numbers (Contracts)
Graph 1 - Employee Contracts
Number of Employee Contracts
As at 30th April 2005
the Council had
3000 23,632 employee
860 contracts (excluding
casual workers). The
APT&C Teachers Manual
Craft Police Fire -
breakdown of the
and grade category is
shown in graphs 1
and 2. The graphs
Graph 2 - Employee Contract Numbers / Grade Categories
show that within the
Number of Employee Contracts
there are approx.
3000 2734 casual workers).
2000 1588 1654
1000 572 410
Employee Contracts - Full Time and Part Time
Number of Employee Contracts
Chief Officials APT&C Teachers Manual Craft Police Fire -
Of the 23,632 employee contracts, 14,125 are Full Time and 9,507 are Part Time.
Workforce Status The status of the
since 2004. In
2004 the figures
Temporary were 69%, 11%
27% Casual and 20%
Whilst there are currently 23,632 employee contracts this equates to a FTE workforce of
18,971 (as at 30 April 2005). The FTE workforce is displayed below:
Full Time Equivalent Employee Numbers
Number of FTE's
Chief APT&C Teachers Manual Craft Police Fire -
Officials Workers Uniformed
3.3 Establishment Changes
3.3.1 Under the Councils revised Scheme of Delegation there is a requirement to report
to Committee on the exercise of powers arising from establishment changes. The
following table shows the number of employees by Service as at 30 April 2005.
Service March 2004 April 2005 Difference
Assessor‟s Service 61 58 -3
Building Services 1049 1037 -12
Catering & Cleaning Service 2377 2455 78
Chief Executive & Strategy M‟gt 19 18 -1
Community Services (Incl. P&A) 2147 2024 -123
Customer Relations Management 30 33 3
Development Services 347 296 -51
Education 7495 7734 239
Environmental Services 687 761 74
Facilities 202 210 8
Fife Fire and Rescue 470 450 -20
Finance & Asset Management 561 532 -29
Fleet Services 107 108 1
Housing Service 336 351 15
Information Technology 181 175 -6
Law and Administration 173 174 1
Local Office Network 545 549 4
Police 1511 1654 143
Policy & Organisational Development 226 204 -22
Procurement, Supplies & Printing 71 70 -1
Social Work 4206 4188 -18
Trading Standards 50 49 -1
Transportation 507 502 -5
Totals 23358 23632 274
3.3.2 In the period from March 2001 to April 2005 inclusive the Council's full time
equivalent workforce has increased by 15.5% (based on employee contracts). This
is based on the Joint Staffing Watch submissions and excludes casual employees.
3.3.3 Information on significant shifts in the number of posts over 5 years has been
provided in Appendix 2. The figures in Appendix 2 are extracted from the Joint
Staffing Watch and reflect occupied posts in the establishment. Casual workers
have been excluded but in the year to March 2005 there were approximately 1,200
3.4 Gender, Ethnicity and Disability
Women continue to outnumber men in the workforce by approx. 2:1 with
predominance in areas such as Home Care, Catering, Cleaning and clerical work.
Men comprise the substantial majority in areas such as Road Maintenance,
Grounds Maintenance and Environmental Services (refuse collection and street
Despite the number of women in the organisation they form a relatively small
minority in terms of seniority. Of the top 5% of all earners in the Council (i.e. those
employees in excess of £28,632) 39.2% are women (this figure was 36% in 2004)
and of the top 2% who earn in excess of £34,965, 29.5% are women (27% in 2004).
The composition of the workforce in terms of the male/female split also mirrors the
gender profile of applicants for highly populated jobs within the Council. In this
area, women outnumber men by approx. 2:1 both in terms of applicants for jobs and
92.4% of the workforce classify themselves as white, while 7% are not known due
to a personal decision to withhold information or a failure to return the monitoring
0.6% (151 employees) classify themselves as Black, Asian, Chinese, mixed race or
These figures are consistent with the 2004 profile as well as the results of the 2001
census for the people of Fife which showed that 98.7% of residents are white.
In terms of applicants for Council vacancies (April 2004 to March 2005) 1.4% (209)
of applicants classified themselves as from a non-white ethnic background and 1%
(12) of all people appointed were from such a background.
In terms of leavers from the Council (April 2004 to March 2005) 1% of leavers
classified themselves as being from a non-white ethnic background.
The Council employs 373 people who classify themselves as having a disability.
This represents 1.5% of the workforce. During the period April 2004 to March 2005,
443 applicants also classified themselves as disabled. This represented 2.9% of all
job applicants and 19 were successful with their application, representing 2.9% of
In the previous year there were 708 applications from disabled applicants and this
downward shift may be indicative of a general reluctance to classify oneself as
This is an area that will be monitored closely to establish whether this demonstrates
a trend which may need to be addressed through positive action measures.
Age Profile of Council Employees
April 2004 to March 2005
This graph illustrates the
age distribution of
14.85% employees and shows a
13.30% bulge towards the right of
% of Total Employee Contracts
12.00% the distribution curve.
10.00% 9.32% This shows an ageing
<20 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65 >65
The average age of a Fife Council employee is 44 compared to the average age of
35 for Fife Council applicants and an average age of
38 for successful applicants.
3.4.5 Employee Turnover and Length of Service
The employee turnover figure for the year to March 2005 was 8.4% (this covers
both full time and part time employees). The average length of service of each
leaver was 7.7 years and the average age of a leaver for the period April 2004 to
March 2005 was 42.
The latest information on UK turnover indicates an average of 16% with public
sector services around 12%. Length of service does not affect turnover figures
significantly. However national figures indicate a slight peak in the 7-23 months
Length of Service Profile of Council Employees
April 2004 to March 2005
This graph shows the
41.03% spread of service
across the Council
with the average
30.00% length of service
% of Employees
25.00% equating to 9.93
0-5 6-10 11-15 16-20 21-25 26-30 31-35 36-40 41-45
Number of Years Service
By way of contrast there were 1,414 new starts (excluding casual employees) in the
year to March 2005 compared to 2267 leavers.
Exit interviews are in use in some services. The extent of use varies and there is
generally no systematic programme, particularly in larger services. Feedback from
Services indicated that, where used, the corporate questionnaire and suggested
questions provided a helpful framework.
Sickness Absence SPI - Comparison - 2003/04 and 2004/05
Chief Officers/APT&C Manual and Craft Workers Teachers All Employees
The figures show that we have maintained the level of improvement to our sickness
absence rates over the past year. All employee groups show a reduction with the
overall Council figures, reducing by 0.5 percentage points. This results in a second
successive yearly reduction of approximately 8%, thus achieving the Council target
of a 5% reduction year on year.
3.4.7 Accidents and Injuries
The low number of reportable accidents and incidents from the year 2002 was a
result of a revised accident reporting procedure being introduced late in 2000. This
generated confusion in Services. The new procedure was introduced to ensure that
only “Reportable” accidents were being reported which may account for the higher
numbers in 2000 and 2001. During 2003 and 2004 the numbers show signs of
levelling. A reportable accident includes fatalities, major injuries, absence of more
than 3 days, dangerous occurrence or hospital attendance by members of the
3.4.8 Activity Analysis
Appendix 3 provides a summary of the HR activity in the year to March 2005. It
highlights the areas where operational support has been provided to Services
against the following broad categories:
Employee Relations Activity
Numbers of Cases
Disciplinary Cases Grievance Cases Dignity at Work Cases Appeals Cases
It is an indication of good employee relations that most cases of discipline and/or
grievance should be resolved at as low a level as possible preferably without the
need for HR intervention.
The cases registered above are indicators of action at a more formal level. HR is
involved in matters of discipline when the outcome may be a final written warning or
dismissal. In grievance cases HR involvement would not normally become active
until Stage 3 (Head of Service level) although advice is frequently sought before this
Attendance Management has been a continuing priority across the organisation and
in the period to March 2004 it is evident that operational teams have been
particularly busy providing support to services. The level of activity across the
organisation will have contributed to the reduction in the SPI from 6.24% in 2003/04
to 5.7% in 2004/05.
The process for supporting attendance management will be reviewed as one of the
key processes to be reviewed under HR Direct.
Attendance Management Activity
Numbers of Cases
200 104 80
Attendance M'gt Ill Health Retirals Capability Phased Returns
All Services have been proactive at the referral stage but it is probably the Social
Work Service where the most significant activity has occurred. From Appendix 2 it
is evident that whilst Social Work and Education have the highest number of cases
those services employing predominantly manual or craft employees also have a
fairly high workload in this area as well.
Over recent years there has been an increase in employment legislation as a result
of the Government's and European Union‟s legislative agenda. Consequently,
employment rights have increased in a wide range of areas. Appendix 4 provides a
summary of those that have had the most impact on the Council in the last year as
well as outlining key action areas for the year ahead.
5.0 Policy Development
As a result of the increase in the amount and complexity of employment and case
law, policy update is a constant activity within the HR function. The policy
monitoring and improvement process includes the implementation of new and
amended policies, procedures and guidance for both HR managers and employees.
Most documentation can now be accessed via the Intranet (FISH) and the Internet
(Fife Direct). There is also a suite of Frequently Asked Questions on FISH relating
to the policies. The following is a summary of activity over the last year including
those that have been agreed at the JNCF under the Scheme of Delegation
Discretionary Leave Guidelines
Holiday Entitlement Guidelines
Maternity Leave Guidelines (revised)
Adoption Leave Guidelines (revised)
Maternity and Adoption Support Leave and Policy Guidelines (revised)
Employee Development Guidelines (revised)
Relocation Scheme (revised)
Criminal Convictions Disclosure Certificates Procedures (revised)
How to fill Short Term Vacancies Guidelines
Exit Interview Procedure
Job References Guidelines
Modifications Order Guidelines (revised)
Pre-employment Health Questionnaire (revised)
Recruitment and Selection Guidelines (revised)
Attendance Trigger Levels Guidelines
Attendance Review Meeting Guidelines
Interim Fair Treatment at Work Policy (replacing Grievance and Dignity at
6.0 Summary and Conclusions
6.1 The common theme emerging from the many activities outlined in this report is that
a key priority for POD will be the need to help support the Council to improve
effectiveness, address new challenges and manage change effectively.
6.2 Whilst work is already in hand to do this there is a clear message that change
management support provides the common purpose across Support Services and
the challenge is to support the Council through a focus on people management and
7.1 It is recommended that members comment on the format and content of this Annual
Report and specify any additional information on workforce issues and trends to be
included in future reports.
7.2 It is also recommended that members review the 5 areas of strategic priority and
associated objectives identified within the HR Strategy and agree and support these
Head of Policy & Organisational Development
Contact: Sharon McKenzie
HR Service Manager
Telephone: 01592 413812