People Strategy by liwenting

VIEWS: 8 PAGES: 12

									    PEOPLE STRATEGY

“………….building on achievements, creating capacity”




             2005 – 2008
        TAMESIDE METROPOLITAN BOROUGH COUNCIL

                            PEOPLE STRATEGY

         “…………….building on achievements, creating capacity”




Our people strategy outlines how we will achieve our objectives through effective
people management. The Council has embedded a culture of continuous systems
improvement. However, this alone will not help us manage the challenges and
changes that are required of us, now and in the future.

To successfully manage change we need to engage, enthuse and value the
contribution that all our employees can make.

We are committed to valuing and developing our employees to ensure we move
towards excellence in serving our community.

Our people strategy recognises that in order to move beyond excellence, we need a
workforce that is committed, diverse and has the knowledge, skills and capabilities to
deliver high quality services to our communities.

The People Strategy will form the framework for the delivery of people management
objectives for the next 3 years.

We will provide opportunities to ensure all our employees are able to maximise their
potential and become part of a high performing workforce.




               (Cllr Joe Kitchen                     (Janet Callender
                 First Deputy)                       Chief Executive)




                                          1
                             “…………….building on achievements, creating capacity”

                  Linking Strategy to Priorities ………………………………………..


    National Priorities                  Local Priorities                    Regional Priorities




♦    CPA                              Community Strategy                 ♦    Centre for Excellence


♦    Gershon                          Corporate Plan                     ♦    Regional Employers Implementation Team


♦    National PSA Target’s            Finance Strategy                   ♦    AGMA Joint Working


♦    2004 – 2007 Pay Agreement        People Strategy                    ♦    North West Improvement Network


                                      Improvement Action Plans


                                      Employee Development Reviews




                                                            2
Involving Stakeholders …………………….


The Strategy was developed following consultation with:-


     Elected Members

     Executive Team

     HR Strategy Development Group

     Employer/Employee Consultation Group

     Local Government Employers

Contributions and commitment from all Stakeholders is vital if the strategy is to be
delivered.

Key messages from Stakeholders:


     Improved recruitment and retention strategies

     Develop our flexible working practices

     Leadership and Management Development training

     A fair and transparent pay system

     Further develop our Health and Well-being Strategy for employees and elected
     members

     A workforce that is representative of the community that it serves

     Working with partners and across service boundaries and sectors

     The development of technology to improve service delivery

     To build on the positive relationships with Trade Unions

Information to inform the Strategy was also obtained from: -

-    The 2002 and 2004 Staff Surveys

-    National Best Value Performance Data
Aims of the People Strategy …………………………….

1.   To ensure that employees have the necessary skills, knowledge and abilities to
     deliver high quality services and maximise individual potential.

2.   Work towards recruiting and retaining a skilled workforce, which is
     representative of the community it serves.

3.   To facilitate the Council’s ability to evolve to meet the changing needs of the
     community that it serves.




Five Key Priorities ………………………..

To achieve our aims, the strategy will focus on five key priorities:


1.   Developing the Organisation

2.   Developing Leadership and Management Capacity

3.   Developing the Skills and Capacity of the Workforce

4.   Recruitment, Retention and Diversity

5.   Pay and Reward


These priorities will be supported by actions with targets and planned outcomes. The
Strategy will also measure key National Best Value Performance lndicators (BVPI’s)
and monitor local (Staff Survey) Performance Indicators.


*    The five key priorities closely mirror those produced by the Department
     for Communities and Local Government and the Local Government
     Employers.




                                            4
DEVELOPING THE ORGANISATION

For organisations to improve and thrive in the age of modernity and constant change
the right performance management, communication and organisational design is
paramount. We understand these things have an impact on individual performance
and motivation, and therefore need constant review as part of a learning
organisation; whereby a climate that is conducive to collaborative and self managed
learning becomes a reality.

Priority Areas Of Development Activity

•      The design and delivery of Change Management interventions to support
       Corporate and Service area change

•      The redesign of the Employee Development Review process to incorporate
       the new competences and improved performance management

•      The development of a toolkit to assist managers in using competences in
       EDRs and supervision

•      The development of the 20/20 programmes and staff communication systems

•      The development of knowledge management tools

•      To work towards fully achieving the Local Government Equality Standard.

•      The development of career pathways for key service areas

•      The maintenance and development of IIP status to incorporate the Work Life
       Balance Model and the Leadership and Management Model

•      The development of a range of Evaluation tools to test out the effect of OD
       initiatives. These will enhance the existing staff surveys

•      The establishment of a Vocational Training Centre for the Social Care
       workforce in the Borough

•      The development of assessment centre approaches for recruitment and
       development purposes

•      To promote a healthy workforce

•      Workforce Remodelling in Schools

•      Development of Business Planning processes

•      Completion of organisational reviews

•      To play an active role in the development of the regional capacity building
       project




                                          5
DEVELOPING LEADERSHIP AND MANAGEMENT CAPACITY
     ‘We need strong leadership that gives clear direction and accountability to cities,
                  towns and villages all over Britain’ (Tony Blair, 1998)

The Council’s journey to “Excellent" status was built on focussing our management
development on equipping managers to lead never-ending continuous improvement.
The journey beyond Excellent to a state of excellence requires a new approach to
Leadership and Management. The demands placed on managers now and in the
future, needs us to be more explicit about the difference between Leadership and
Management.

We see Leadership and Management Development as a planned and deliberate
process that builds the capability and capacity of the managers of the Council so that
it can excel at its stated vision and purpose both in the present and in the future.


Priority Areas Of Development Activity

Two streams of development will be in place:

1.       Leadership Stream

2.       Management Stream

This will entail the following development activities:

 •       The development of leadership competences to fit the National Framework of
         competence for local government and the National Management Standards

 •       To complete a competence/skills audit for managers through the revised
         Employee Development Review process

 •       The delivery of a ILM (Institute Leadership and Management) accredited
         management training programme for supervisors and first line managers

 •       The creation of a fast track development system for aspiring managers

 •       The design and delivery of a Leadership Development Programme
         incorporating:



             o   Delivery of Essential Manager Training Programme

             o   Leading In Partnership Programme – For those managers from all
                 sectors involved in delivering the strategic partnership agreements

             o   Welcome Programme for Managers

             o   AGMA Capacity Building Programme

             o   Participation in other regional and national programmes as they
                 emerge through the Leadership Development Commission and the
                 North West Learning Network

                                             6
•   The development of E Learning resources for managers through the Council’s
    VLE (Virtual Learning Environment)

•   The design and delivery of a Member Development programme to include:

       o   The Tameside member coaching initiative
       o   Full Council training and networking events
       o   Special subject training days/evenings
       o   AGMA Capacity Building Programme For Members

•   The design and delivery of Leadership and Management Development
    Programmes to support the Children and Young Peoples Workforce
    Development Strategy

•   The design and delivery of Leadership and Management Development
    Programmes to support the Social Care and Health workforce development
    strategies

•   Design and delivery of an Evaluation tool for Leadership and Management
    development




                                    7
       DEVELOPING THE SKILLS AND CAPACITY OF THE
                     WORKFORCE
The skills and competence of the whole workforce have been have been key to the
achievement of the Councils “Excellent” performance level. The need to constantly
improve the quality of the experience that our customers have when accessing
Council services is paramount. This requires all staff to have the ability to not only
improve their existing skill base, but also develop the life skill of learning to learn.
This will enable the Council to respond to the increasing expectations from its
customers and to be more effective in the way that change is managed.


Priority Areas Of Development Activity

•      The development of a full set of competences that fit with National Framework
       for local government

•      The completion of a skills audit through the revised EDR process

•      The production of an annual training plan

•      The design and delivery of an In House programme of training

•      The delivery of the ICS (The Institute of Customer Services) programme

•      The design and delivery of a comprehensive Equalities and Diversity training
       programme

•      The development of E Learning resources through the Virtual Learning
       Environment

•      The delivery of Institute of Occupational Safety and Health

•      Develop the whole sector analysis of the Social Care workforce issues to
       inform the workforce and economic planning

•      Develop the Children and Young Peoples Workforce Development Strategy.




                                           8
Recruitment, Retention and Diversity

“Making a positive different for service users and local communities is the single
biggest factor for people joining the public sector.”

              Audit Commission Recruitment and Retention 2002

The Council needs to be seen as an employer of choice, in order to attract a wider
and more diverse pool of talent and be able to retain them with a balance of
challenging work and a modern set of terms and conditions of employment.

Priority Areas of Development Activity …………………

•      Review and improve existing recruitment and retention strategies and create
       strategies for services that will have future requirements in this area.

•      Develop our role in the ‘Now People’ Consortium to bring the best candidates
       to Tameside and the region.

•      Develop our Health and Well-being work to promote flexibility and a healthy
       and motivated workforce.

•      Review exit interviews processes to inform future learning.

•      Develop our workforce planning guidance to allow regional as well as local
       planning.

•      To support the recruitment, retention and development of the independent
       and voluntary workforce across the Adult Care Sector.

•      To support the recruitment, retention and development of the Children’s
       Workforce.

•      To introduce the new Human Resource/Payroll system.

•      Develop Succession Planning Guidance based on national best practice to
       meet Council and employee aspirations.




                                         9
Pay and Reward

Our pay and reward systems must be competitive in local and national employment
markets and flexible enough to respond to changes in prevailing pay rates and
shortage of key skills. The Council needs pay structures, which ensures employees
are paid fairly and should be strategic tools for effecting change and improvement.




Priority areas of development activity …………………………………




•      Complete pay and grading reviews for Council employees

•      Develop a pay structure that is robust and equitable

•      Develop non-pay benefits as part of a total reward package

•      Implement pay and grading structures for teaching assistants in schools




                                         10
            Moving the People Strategy Forward ………..




This is the second People Strategy that the Council has produced. This strategy
aims to build on the achievement of the first strategy in creating capacity through
employees to deliver the Community Strategy and Corporate Plan.



Any strategy needs to be kept up-to-date by assessing what is happening, both
inside and outside of the Council. The progress of the Strategy will be monitored by
the Board.



The Strategy will be updated annually to reflect new and changing priorities.




                                 (Mirriam Lawton)
                             Assistant Chief Executive
                              People & Performance




                                          11

								
To top