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					                                    FIFE COUNCIL

                                                          Policy & Resources Committee
                                                                         16th June 2005
                                                                        Agenda Item ....


                      Annual Workforce and HR Priorities Report


1.0   Introduction

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
      ahead.

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
      report.

2.0   Context

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
      Aggression Policies.

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
      recent years.


           700
           600
           500
           400
                                                                               People
           300
                                                                               Events
           200
           100
             0
                  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-
          ordinated 2004-05.
         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.

2.6.2 Expenditure

      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.
           8000
           7000
           6000
           5000
           4000                                                         People
           3000                                                         Events
           2000
           1000
                 0
                     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).

                                                                              people
           450
                                                                              events
           400
           350
           300
           250
           200
           150
           100
            50
             0
                     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.


       3000
       2500
       2000
       1500
                                                                       IT Training
       1000
        500
         0
                    2002/03      2003/04         2004/05


                                   IT Training General



          1200

          1000

              800

              600                                                              People
                                                                               Events
              400

              200

               0
                     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
       People.

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.


      1800
      1600
      1400
      1200
      1000
                                                                        L Centre
       800
                                                                        Elearning
       600
       400
       200
         0
               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
             organisation.
        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
      areas.

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
     deliver improvement.

     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:

        Establishment Monitoring
        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
      guidance on-line.

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
      needs.

      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
      formats).

      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
      this year.

      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
      Direct.

2.8   Governance

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
      manner.‟

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:

         employee numbers
                                             establishment changes
                                             gender, ethnicity and disability
                                             age
                                             employee turnover and length of service
                                             attendance
                                             accidents
                                             activity analysis


3.2                                 Employee Numbers (Contracts)

                                                                              Graph 1 - Employee Contracts


                                 11000
                                 10000                             9535
  Number of Employee Contracts




                                  9000
                                  8000
                                                                                                         6800
                                  7000
                                  6000
                                                                                                                                                                              As at 30th April 2005
                                  5000                                               4300
                                  4000
                                                                                                                                                                              the Council had
                                  3000                                                                                                                                        23,632 employee
                                                                                                                                             1654
                                  2000
                                                                                                                          860                                                 contracts (excluding
                                  1000                                                                                                                          410
                                     0
                                                  73
                                                                                                                                                                              casual workers). The
                                              Chief
                                             Officials
                                                                 APT&C             Teachers          Manual
                                                                                                     Workers
                                                                                                                          Craft              Police            Fire -
                                                                                                                                                             Uniformed
                                                                                                                                                                              breakdown of the
                                                                                                                                                                              workforce by
                                                                                                                                                                              occupational group
                                                                                                                                                                              and grade category is
                                                                                                                                                                              shown in graphs 1
                                                                                                                                                                              and 2. The graphs
                                                   Graph 2 - Employee Contract Numbers / Grade Categories
                                                                                                                                                                              show that within the
                                                                                                                                                                              Single Status
                                   8000
                                              6800
                                                                                                                                                                              occupational groups
  Number of Employee Contracts




                                   7000
                                                                                                                                                                              there are approx.
                                   6000
                                                                                                                                                                              16,000 employee
                                   5000

                                   4000
                                                                                                                                                             4300
                                                                                                                                                                              contracts (excluding
                                                           3497

                                   3000                                   2734                                                                                                casual workers).
                                   2000                                                                   1588                    1654
                                                                                                  1138
                                                                                                                                                                        860
                                   1000                                             572                                                        410
                                                                                                                         73
                                         0
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                                                                                           es
                                                                                          R
                                                                       Employee Contracts - Full Time and Part Time

                                  8000


                                  7000




                                                             5995
   Number of Employee Contracts




                                  6000




                                                                                                    4948
                                  5000

                                                                                                                                                           Full Time


                                                                    3540




                                                                              3436
                                  4000
                                                                                                                                                           Part Time

                                  3000




                                                                                             1852




                                                                                                                              1503
                                  2000


                                                                                     864




                                                                                                               856
                                  1000




                                                                                                                                                410
                                                                                                                                     151
                                             73

                                                   0




                                                                                                                     4




                                                                                                                                                       0
                                     0
                                         Chief Officials     APT&C           Teachers       Manual              Craft         Police            Fire -
                                                                                            Workers                                           Uniformed




Of the 23,632 employee contracts, 14,125 are Full Time and 9,507 are Part Time.

                                                                    Workforce Status                                                           The status of the
                                                                                17%
                                                                                                                                               workforce has
                                                                                                                                               remained static
                                                                                                                                               since 2004. In
                                                                                                                Permanent
                                                                                                                                               2004 the figures
                                                                                                                Temporary                      were 69%, 11%
                                                                                                       27%      Casual                         and 20%
                                                                                                                                               respectively for
                                                                                                                                               permanent, temp
                                                       56%
                                                                                                                                               and casual
                                                                                                                                               workers.


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


                                  9000
                                                             7948
                                  8000

                                  7000
            Number of FTE's




                                  6000

                                  5000
                                                                                            4254
                                                                             3833
                                  4000

                                  3000

                                  2000                                                                                      1595
                                                                                                             858
                                  1000                                                                                                       410
                                                  73
                                     0
                                             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
      casual workers.

3.4   Gender, Ethnicity and Disability

3.4.1 Gender

      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
      cleaning).
      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
      successful applications.

3.4.2 Ethnicity

      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
      form.

      0.6% (151 employees) classify themselves as Black, Asian, Chinese, mixed race or
      other background.

      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.

3.4.3 Disability

      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
      appointees.

      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
      disabled.

      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.
3.4.4 Age
                                                                                     Age Profile of Council Employees
                                                                                         April 2004 to March 2005
                                                                                                                                                                           This graph illustrates the
                                  18.00%
                                                                                                                                                                           age distribution of
                                  16.00%
                                                                                                       15.12%
                                                                                                                15.44%
                                                                                                                         14.85%                                            employees and shows a
                                  14.00%
                                                                                              12.91%
                                                                                                                                    13.30%                                 bulge towards the right of
  % of Total Employee Contracts




                                  12.00%                                                                                                                                   the distribution curve.
                                  10.00%                                            9.32%                                                                                  This shows an ageing
                                   8.00%
                                                                           7.01%
                                                                                                                                                                           population.
                                   6.00%                                                                                                       5.34%
                                                                  4.50%

                                   4.00%


                                   2.00%
                                            1.14%
                                                                                                                                                        0.51%   0.47%

                                   0.00%
                                             <20                  20-24     25-29   30-34     35-39    40-44     45-49   50-54      55-59       60-64    65      >65
                                                                                                           Age Bands




                                       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
                                           service band.

                                                                                                 Length of Service Profile of Council Employees
                                                                                                            April 2004 to March 2005
                                                                                                                                                                                      This graph shows the
                                                               45.00%
                                                                          41.03%                                                                                                      spread of service
                                                               40.00%
                                                                                                                                                                                      across the Council
                                                               35.00%
                                                                                                                                                                                      with the average
                                                               30.00%                                                                                                                 length of service
                                              % of Employees




                                                               25.00%                                                                                                                 equating to 9.93
                                                               20.00%
                                                                                     19.73%                                                                                           years.
                                                                                                  15.95%
                                                               15.00%

                                                                                                                10.89%
                                                               10.00%
                                                                                                                           6.25%

                                                               5.00%                                                                        4.22%

                                                                                                                                                        1.45%
                                                                                                                                                                  0.41%     0.08%
                                                               0.00%
                                                                           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.
3.4.6 Attendance

                                      Sickness Absence SPI - Comparison - 2003/04 and 2004/05


       9.00%


       8.00%                                 7.67%


       7.00%                                         6.77%
                                                                                           6.24%
                  5.99%
       6.00%                                                                                       5.74%
                          5.59%


       5.00%
                                                                                                           2003/2004
                                                                    4.19%
                                                                            4.03%                          2004/2005
       4.00%


       3.00%


       2.00%


       1.00%


       0.00%
               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
      public.

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

                                                     Employee Relations Activity

                          140
                                       129

                          120


                          100
       Numbers of Cases




                           80
                                                            67

                           60


                           40

                                                                                                    19
                           20
                                                                                   7

                            0
                                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
      stage.

                           Attendance Management

      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

                         1600
                                    1426
                         1400

                         1200
      Numbers of Cases




                         1000

                          800

                          600

                          400
                                                                                              206
                          200                               104                80

                            0
                                Attendance M'gt      Ill Health Retirals    Capability   Phased Returns
                                     Cases                                 Dismissals




                   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.

4.0                 Legislation

                    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
                    changes:

                          Induction Guidelines
                          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
           Work).

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
      skills.

7.0   Recommendations

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
      priority areas.




Michael Enston
Head of Policy & Organisational Development

Contact:   Sharon McKenzie
           HR Service Manager
           Telephone: 01592 413812
           E-mail: Sharon.McKenzie@fife.gov.uk

				
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