Human Resources Strategy
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  • 1. a Human Resources Strategy
  • 2. Human Resources Strategy Introduction The Human Resources (HR) Strategy has been designed to support the Council in achieving its vision as identified in Improving Life in Leicestershire (the Medium Term Corporate Strategy (MTCS)). "To achieve our vision we will at all times:-  provide community leadership for the County:  deliver services that provide value for money;  support a highly motivated, well trained workforce to deliver clearly defined service targets;  investigate innovative solutions to create improvements in services;  support effective partnerships to achieve real improvements in the way that services are delivered  promote equality" The Leicestershire Context Leicestershire, like other local authorities, is facing major new challenges and changes, both internally generated and from external sources. These pressures for change include meeting central government requirements, a changing regulatory environment, new technology developments and increasingly better informed customers. The Council will therefore need to ensure that its organisational culture is such that its workforce is fully equipped to handle these changes positively, working in new and different ways. The key issues facing HR in supporting the achievement of the Corporate Priorities for the County Council include:  A modernised political structure and processes  Increasing inspection of performance and services, including the Comprehensive Performance Assessment  New ways of working, including partnerships  Developments in the Best Value regime  The implementation of the Single Status Agreement, in particular, the job evaluation scheme for employees (excluding teachers)  Reorganised County Council departmental structures  The Better Access to Better Services Initiative  The development of the Performance Management System
  • 3. Within Human Resources, these issues also include the introduction of a new HR/Payroll system and a reorganisation of the function following the Best Value Review process. 1 HR Strategy The strategy comprises ten key elements which link to the MTCS and/or operational service plans. Each element has a specific aim and details of how these will be achieved. The elements are:  Communication  Diversity  Employee and Trade Union Relations  Employee Development and Motivation  Health, Safety and Welfare  Organisational Development  Performance Management  Recruitment and Retention  Remuneration  Workforce Data Roles and Relationships The role of the Human Resources function is evolving from previous personnel and training arrangements. We are striving to ensure that human resource management is totally integrated into the way the organisation does things and in particular we are seeking to align together human resource and service strategies. In doing this we are increasingly focusing more on the needs of our customers, managers, members and employees and are committed to the delivery of a high quality service. The main relationships within the County Council are with:-  The Cabinet  The Employment Committee  Scrutiny Commission  Corporate Management Team  Directorate Management Teams  Service Managers and other Senior Managers  Trade Unions and employees A key feature of the way in which the HR function will operate in future is through consulting more with our senior management colleagues across the Council. We will ensure that relationships between HR staff and Managers are characterised by joint working, co-operation and a focus on outcomes.
  • 4. In the same way, we will continue to work with schools and colleges collaboratively, commending policies and good practice to governors. We will work to sustain a positive relationship with trade unions through consultation and negotiation, reaching viable agreements wherever possible. Strategic Priorities 2003/04 2 The strategic priorities currently facing the HR function flow directly from the Medium Term Corporate Strategy. They are:-  The implementation of Job Evaluation and remuneration system across the County Council  Supporting the County Council reorganisation of departments to ensure effective implementation  The implementation of the Trent HR/Payroll System  Supporting MTCS service delivery priorities, including the Better Access to Better Services Initiative Development of Service Standards An important component in delivering this Human Resources Strategy will be the development and publication of service standards for the function which will apply across the Council. These will focus on the key themes of customer focus and quality of service. These standards will build on existing good practice and seek to ensure a coherent and consistent approach to HR issues across the County Council. Underlying Core Principles of the HR Function These include: A commitment to partnership working and consultation both within the authority and with external bodies/reference groups, including the Leicestershire Learning and Skills Council, the Leicestershire Compact, the Framework for Regional Employment and Skills Action Forum (FRESA), EMRLGA, and the Employers’ Organisation. A proactive approach to learning and taking advantage of all opportunities to spread good practice across the HR function, the wider organisation and local community. The utilisation of website and intranet for communication both externally and internally in addition to paper based systems. A commitment to the highest possible standards of confidentiality, professional conduct and competency.
  • 5. A commitment to a ‘quality’ proactive approach and philosophy of ‘continuous improvement’ both individually and for the function. The promotion of employment practices that remove discrimination and support consistency of application across the Council. 3 Monitoring Arrangements Progress against the HR Strategy and Action Plan will be a standing item for the Strategic Human Resources Management Team which will report to Corporate Management Team, Cabinet and the Employment Committee as well as the Central Negotiation and Consultation Committee regularly on progress. HR Strategy and Action Plan - Year One The following pages identify the comprehensive Year One Action Plan as well as providing an outline list for years two and three. These will be updated in light of priorities determined by CMT, consultation with Trade Unions and monitoring of progress against Year One. It should be noted that inevitably there is some cross- over between the 10 elements of the Strategy. For example, the Diversity element impacts on all other aspects. September 2003 4
  • 6. HR Strategy 1. Communication Aim To devise and implement an effective internal communications strategy to ensure effective communication across all areas of the organisation. This will be achieved by: - 1. Establishing systems to identify issues about which employees should be informed 2. Establishing effective systems to enable two-way communication within the Council on key organisational issues. Ensure systems comply with corporate initiatives including e-government, BABSI and the Content Management System 3. Using the most accessible and appropriate means of communication so that all employees are able to contribute to the Council's operations and development Key Outcome Measures  Introduction of communications strategy  % employees and managers believing communications have improved 5
  • 7. HR Strategy 2. Diversity Aim To improve the County Council’s management of diversity issues in order to maximise the potential of employees, improve the access to and delivery of services and to raise the profile of the authority as an outstanding Equalities employer. This will be achieved by:- 1. Identifying and removing barriers to recruitment, development and promotion 2. Ensuring quality standards in relation to race, gender, age and disability are met 3. Designing and delivering packages that will enhance the work/life balance of County Council employees 4. Reviewing and developing HR policies and procedures that deliver improvements in diversity Key Outcome Measures  The level of the Equality Standard (BV 2a)  The score against checklist for the duty to promote race equality (BV 2b)  % of the top 5% of earners employed that are women (BV 11a)  % of the top 5% of earners employed that are from black and minority ethnic communities (BV 11b)  % of employees who feel the Council is a 'family friendly' employer (baseline data) 6
  • 8. HR Strategy 3. Employee and Trade Union Relations Aim To develop positive and productive relations with both employees and trade unions to maintain the effectiveness of the organisation. This will be achieved by: - 1. Reviewing and improving arrangements for consultation and negotiation 2. Agreeing arrangements for resolving disagreements between management and trade unions 3. Developing policies and procedures to enable employees and managers to resolve issues constructively and to ensure a positive working environment for all employees Key Outcome Measures  % reduction in disputes reaching formal procedure stage (baseline data)  arrangements for resolving disagreements between managers and trade unions are in place  reduction of number of instances of industrial action (baseline data) 7
  • 9. HR Strategy 4. Employee Development and Motivation Aim To develop a highly motivated, well-trained workforce that is appropriately equipped to deliver high quality services. This will be achieved by: - 1. Systematically identifying training needs at individual, team and organisational level, linked to the achievement of organisational and service objectives and ensuring equality of access 2. Meeting the prioritised identified needs through the provision of appropriate development activities 3. Reviewing and evaluating the contribution of development activities to overall achievement of service objectives 4. Undertaking initiatives aimed at ensuring that employees feel valued and are able to contribute fully to the activities of the Council 5. Enhancing the skills base and age profile of the Council by the recruitment and development of young people on Modern Apprenticeship programmes. Key Outcome Measures  Number of services with training plans clearly linked to achieving service objectives  Number of services with a process in place for systematically evaluating the effectiveness of development  % of employees with an individual development plan in accordance with Performance and Development Review Scheme  % of employees who feel able to contribute fully and feel valued (baseline data)  % of employees under 25 years in Modern Apprenticeship (baseline data) 8
  • 10. HR Strategy 5. Health, Safety and Welfare Aim To ensure a healthy, safe and supportive working environment for all employees to enable them to contribute fully to the achievement of Council objectives. This will be achieved by:- 1. Promoting health and safety throughout the organisation to develop a positive safety culture 2. Implementing and complying with H & S Legislation and Codes of Practice 3. Developing policies and practices to ensure all employees are able to undertake their duties in a safe environment 4. Ensuring employees at all levels receive appropriate training and support to undertake their responsibilities 5. Supporting employees through change and personal difficulties 6. Developing and implementing attendance management practices Key Outcome Measures  The number of working days lost to sickness (BV 12)  10% reduction in reportable accident rates by 2005  % reduction in sickness absence due to industrial injury both physical and psychological (baseline data)  Early retirements as a % of the total workforce over 50 (BV 14)  Ill-health retirements as a % of the total workforce (BV 15) 9 11
  • 11. HR Strategy 6. Organisational Development Aim Leicestershire County Council is committed to, and has measures in place to ensure continuous improvement in delivery of services and achievement of corporate priorities. This will be achieved by: - 1. Reviewing and improving organisational structures 2. Developing a culture which encourages innovation and effective ways of working 3. Working towards the achievement of appropriate nationally recognised quality standards, including Investors in People 4. Establishing effective management and leadership practices across the organisation 5. Improving the way knowledge is acquired, shared and used in the Council, including through contact with external organisations employing best practice. Key Outcome Measures  Number of services achieving quality standard accreditation  Introduction of a knowledge management strategy 10
  • 12. HR Strategy 7. Performance Management Aim To implement a robust performance management system that drives the achievement of corporate priorities, the delivery of high quality services and allows individuals to understand their contribution. This will be achieved by: - 1. Establishing a corporate framework for performance management 2. Encouraging the involvement of all employees in the service planning process 3. Introducing performance appraisal for all employees, strengthening the link with service and corporate objectives 4. Addressing capability and performance issues wherever identified Key Outcome Measures  Successful introduction of corporate Performance and Development Review Scheme  % employees understanding their contribution to achievement of corporate priorities  % employees receiving Performance and Development Reviews 11
  • 13. HR Strategy 8. Recruitment and Retention Aim To enable the Council to meet its future business needs, through recruiting and retaining a suitably skilled workforce that reflects the diversity of the local community and establish the authority as a local employer of choice. This will be achieved by: - 1. Improving and developing recruitment and retention strategies to address identified skill shortages 2. Developing attractive conditions and employment packages (See also Remuneration below) 3. Developing flexible working arrangements that meet service and individual needs 4. Addressing succession planning issues Key Outcome Measures  % reduction in staff turnover (baseline data)  % of vacancies filled at first time of advertising (baseline data)  % increase in numbers of employees aged under 25 (baseline data)  % of vacancies filled by people with disabilities to meet Local PSA targets  Employees declaring that they meet the DDA disability definition as a % of total workforce (BV16)  Minority ethnic community staff as a % of the total workforce (BV17) 12
  • 14. 9. Remuneration Aim To establish a fair and effective pay policy which helps improve flexibility of services and delivers value for money for the Council. This will be achieved by: 1. Being responsive to local and regional labour markets within a national framework 2. Ensuring the affordability of pay increases 3. Developing appropriate reward packages to attract and retain the people needed 4. Ensuring the keys to fairness, equal pay between men and women, relative pay of individuals in relation to job size, fair and transparent treatment of pay progression and routes out of lower paid employment are met 5. Developing pay systems that motivate employees to be flexible, take responsibility, work as a team, improve performance and acquire new skills Key Outcome Measures  Completion of job evaluation implementation for all employees, excluding teachers  % of job evaluation outcomes that alter (excluding changes arising from restructurings) following appeals  Development and implementation of pay review mechanism for new grade structure in light of national pay awards  % changes in grades by gender, disability, and ethnicity 13
  • 15. HR Strategy 10. Workforce Data Aim To establish and maintain a comprehensive Management Information System that informs and enables the Council to develop and implement its HR Strategy to meet future business needs. This will be achieved by:- 1. Implementing and maintaining an effective management information system which produces appropriate data for monitoring activities including for equality and diversity purposes 2. Providing data on key workforce trends to managers 3. Benchmarking data against appropriate external comparators, including performance indicators 4. Identifying skills and knowledge gaps 5. Undertaking employee surveys on a regular basis 6. Reviewing the effectiveness of the HR Strategy in meeting its stated aims Key Outcome Measures  % of people records held on Trent that are complete and accurate  % HR professionals satisfied with information and reports originating from Trent  % of external workforce surveys and data requests that are completed effectively and to time 14
  • 16. HR Strategy - Year One Programme Note - some tasks are ongoing and commencement date has been included (indicated by bold italics) rather than a completion date. Communication Proposed Actual Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Completion Date Date Audit all current methods of communication Jul-04 Diversity Proposed Actual Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Completion Date Date To procure training as specified by the Equalities Oct-03 Oct-03 Project Board (ongoing) Provide baseline employee data required for Dec-03 monitoring purposes by the Race Relations (Amendment) Act Identify employee monitoring requirements for all Dec-03 equality strands using the Race Equality Scheme as a model and ensure incorporated into Trent modules via BPIs Analyse baseline data and compare to BV17 and Feb-04 other benchmarks. Identify anomalies and carry out investigation Assess impact for HR of corporate strategy Mar-04 developed by the Equalities Project Board Identify implications of legislative changes in Mar-04 relation to equalities and employment Review baseline data quarterly to identify areas for May-04 May 04 further investigation (ongoing) 15
  • 17. Identify work-life balance initiatives which balance Jun-04 service delivery requirements Introduce monitoring of employees on an Sep-04 incremental basis as the modules of Trent are developed. This includes applications for appointment, promotion and training. Monitoring of schools based employees, who are recorded on EMS, will depend upon Capita's development plan Employee and Trade Union Relations Proposed Actual Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Completion Date Date Resolve position with LGS unions regarding the Dec-03 role of elected members where management and unions fail to agree Produce 'checklist' of issues upon which unions Dec-03 should be consulted Introduce process of agreeing limited number of Dec-03 priorities to be achieved within realistic timescales, at CNCC Agree appropriate level of paid time off for trade Jan-04 union officials Develop appropriate departmental-level union Feb-04 consultation/negotiation arrangements Investigate and consider alternative consultation Jul-04 arrangements eg Works Council Employee Development & Motivation Proposed Actual Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Completion Date Date Review all current appraisal systems (ongoing) Aug-03 Support the development and implementation of Aug-03 PDR schemes across Departments (ongoing) Revise existing QA procedures and produce a new Sep-03 QA manual and implement changes 16
  • 18. Establish corporate guiding principles and Nov-03 minimum requirements Produce marketing strategy to improve take up of Dec-03 Modern Apprenticeships Establish corporate group to co-ordinate Jan-04 development activities Identify working definition of knowledge Mar-04 management Establish Customer Service Charter and customer Mar-04 service standards Review corporate management development Mar-04 activities meet organisational requirements Produce a proposal for a competency framework Mar-04 Development of corporate statement of values Jul-04 Health, Safety & Welfare Proposed Actual Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Completion Date Date Ensure that H&S matters are discussed at DMTs Oct-03 Oct-03 quarterly Develop a system to collate and analyse corporate Dec-03 sickness absence data to inform future employee health and well being promotional activity Develop and implement improved Dec-03 accident/incident report system Develop programme to ensure appropriate H&S Jan-04 Jan-04 training provided for employees at all levels within the organisation to ensure compliance with Health and Safety legislation Report annually to CMT on Employee Welfare Jan-04 Jan-04 Service Develop and implement appropriate methods to Feb-04 establish employee perceptions of the County Council as an employer and levels of job satisfaction. Report on findings with recommendations for action 17
  • 19. Introduce the inclusion of H&S responsibilities at Feb-04 Feb-04 all levels on job descriptions and person specifications (tie in with review of JD format corporately) Develop and implement a corporate Attendance Mar-04 Management Policy and procedure Carry out a complete review of the County Apr-04 Council's H&S function to ensure that H&S is properly facilitated Develop a corporate 'lone working' policy and Apr-04 procedural guidelines Ensure a comprehensive Occupational Health Apr-04 Service is provided to meet organisational requirements Review Employee Welfare network in response to Apr-04 departmental restructuring and Data Protection issue Recruitment & Retention Proposed Actual Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Completion Date Date Produce a marketing strategy Feb-04 Ensure comprehensive cost effective advertising Nov-03 Nov-03 and recruitment services are provided (ongoing) Provide information to enable effective recruitment Apr-04 Apr-04 and retention strategies to be implemented (ongoing) Identify groups for pro-active recruitment May-04 strategies Improve web-based vacancies site Jul-04 Develop and implement recruitment strategies for Jul-04 targeted groups and monitoring arrangements Implement and promote flexible working practices/ Jul-04 opps 18
  • 20. Remuneration Proposed Actual Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Completion Date Date Establish effective mechanisms to monitor local Dec-03 and regional labour markets Complete job evaluation implementation for all Dec-03 employees (including schools and college based) Develop and agree a pay policy Mar-04 Establish pay review mechanism Mar-04 Ensure affordability of pay increases Mar-04 Identify appropriate and fair reward packages to Mar-04 attract and retain and enable flexible working Monitor effect of changes to enhancements and Apr-04 overtime and review if necessary Organisational Development Proposed Actual Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Completion Date Date Establish Customer Service Charter and customer Mar-04 service standards Identify working definition of knowledge Mar-04 management Review corporate management development to Mar-04 ensure that management development activities meet organisational requirements Support the implementation of the May-04 May 04 Charter/Standards through staff awareness training for front line staff and improvements in customer relations management systems Performance Management Proposed Actual Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Completion Date Date Establish corporate performance management Aug-03 Aug-03 framework Job descriptions to be rewritten so they are Feb-04 Feb-04 outcome focused (also define people development responsibilities for managers) - to be done on a 19 rolling basis
  • 21. Provide managers with support for managing Mar-04 employee performance issues, including development and implementation of a new Capability Procedure Workforce Data Proposed Actual Oct-03 Nov-03 Dec-03 Jan-04 Feb-04 Mar-04 Apr-04 May-04 Jun-04 Jul-04 Aug-04 Sep-04 Completion Date Date Ensure all personal information on Trent is up to Sep-03 date (exc Schools & Colleges) Implement HR core, absence and payroll modules Nov-03 of Trent Ensure Schools & Colleges personal information Dec-03 on Trent is up to date Identify and develop reports to monitor initiatives Dec-03 for stretched targets Identify and develop reports to monitor progress of Dec-03 HR Strategy Identify pilot for People Manager module of Trent Feb-04 and introduce to line managers in that area Reports prepared on BV PIs and other statutory Mar-04 information required Publish results of key performance data relating to Apr-04 the HR Strategy 20
  • 22. Year Two – January 2005 – March 2006 Programme Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 DEVELOPING LEADERSHIP Contribute to the development of a coherent framework for Member Development Provide equality and diversity training for members Implement the new Leadership and Management Strategy, including the design and launch of the Leicestershire Manager Programme Develop a set of Managerial Competencies for Managers at all levels in the organisation DEVELOPING WORKFORCE SKILLS AND Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 CAPACITY Produce the Council’s first Workforce Development Plan Consultation with the Trades Unions on a basic skills programme Contribute to the development and implementation of a Customer Service Training Initiative Produce change management guidance and toolkit in support of BABSI Produce communications guidance and toolkit in support of BABSI and train BABSI project managers in usage
  • 23. Develop and implement Trent Training and Development module to provide data Achieve ‘good’ grades in the ALI Inspection of Workforce Development ORGANISATIONAL DEVELOPMENT Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Support departments to achieve Investors in People accreditation by December 2005 Contribute towards achievement of the Corporate Equality Plan and Level 3/4 of the Equality Standard Implement Equalities and Diversity Training Strategy Continue to develop and promote flexible working practices Develop and implement a Homeworking Policy Agree a Dispute Procedure with the trade unions Review arrangements for consulting trade unions and employees Implement a rolling programme of review of employment policies and procedures eg Disciplinary, Capability, Redundancy RESOURCING: RECRUITMENT, Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 RETENTION AND DIVERSITY Improve leadership and management capacity through the development of a Succession Planning Scheme Develop and implement Trent Recruitment module Improve diversity data monitoring following implementation of T&D & Recruitment modules and input of baseline information Contribute to developing a representative
  • 24. workforce at all levels Continue development of www.leics.gov.uk/jobs site Contribute to efficiency savings on advertising contract Identify recruitment hotspots and initiate action to address Improve partnership working with Jobcentre Plus, Connexions, etc. to address diversity, and skills issues Contribute to review of temporary staffing arrangements and procurement options Complete development and implementation of Attendance Management Policy and Procedure Continue to develop the Stress Management Initiative, having regard to the HSE Standards Commence review of relevant policies, procedures and practices to ensure compliance with age discrimination legislation Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 PAY AND REWARDS Complete JE implementation related re- evaluations and appeals including schools and colleges Develop and implement new grading process Investigate requirements for Equal Pay Audit and undertake consultation with trades unions Ongoing review and development of procedures covered by Part 2 of the authority’s Pay and Benefits Policy
  • 25. SERVICE AND LOCAL PRIORITIES Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Employment Policy Complete and implement corporate review of Health and Safety Develop and implement a programme to ensure that appropriate health and safety training is provided to all managers and employees Review corporate health and safety policy and practice Conduct and implement a review of the Employee Welfare Service Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Operational Services Issue OS Service Description Review Recruitment Packs Review Induction Process
  • 26. Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Chief Executive’s Assist with IIP Accreditation Provide HR support to the newly created Departmental JCC Provide HR advice and assistance to those areas which have been identified as having a higher than average sickness record with a view to introducing measures to reduce this Assist with the review of the Central Print Service Provide Managing Conduct courses Provide assistance to Managers in the PDR process
  • 27. Resources Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Complete the appointment process in respect of the Action Plan for the review of the Administration function Carry out a review of the Payroll function in the context of the implementation of Trent Produce three Action Plans to deal with potential redundancy situations – 2 x ICT Services and 1 x Property Services. Assist with the review of the Construction and Maintenance Unit within Property Services. Provide Managing Conduct Courses
  • 28. Community Services Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Library Services to Education Re- structuring Regeneration Re-structuring Introduce flexible working scheme in Trading Standards Agree and implement a clothing allowance for Registrars (Recruitment & Retention) Review of Registrars’ 10% Contracts Negotiate Compromise Agreement for Rangers relating to inclusive salaries Produce Workforce Planning report Support Service in applying for IIP for Commercial and Support services and Environment and Heritage Units Support the introduction of dual skilling in Registrars
  • 29. Review structure in Registrars in order to introduce management responsibilities and processes in line with IIP Negotiate changes to Alarm call- out payments at Snibston and in Country Parks
  • 30. Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Highways, Transportation and Waste Management Complete administrative process following implementation of Action Plan Phase 1 Implement Action Plan Phase 2 Harmonise employee terms and conditions of service arising from relinquishment of Highways Agency arrangements i.e. employees transferred under TUPE Further develop and implement integrated Career Grade Scheme for Technicians On-going negotiations with Fitters re: Harmonisation and Job Evaluation Set up new Highways JCC meetings for North and South County Highway Areas
  • 31. SERVICE AND LOCAL PRIORITIES Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Education Provide Training and support for Schools/Colleges’ strategies for planning, preparation and assessment non-teaching time for all teaching staff Complete the Job Evaluation Appeal process for School/College support staff Provide Model Policy and training for Schools/Colleges on the transfer of management allowances into the new allowance for teaching and learning Negotiate and provide for Schools/Colleges a Model Policy for planning, preparation and assessment Negotiate and provide training on the new Centrally Employed Teachers Pay Policy Support Service Managers in the implementation of planning, preparation and assessment time for centrally employed teaching staff Implementation of interface between EMS and SIMS Support Schools/Colleges in the introduction of the electronic exchange of information between EMS and SIMS Re-negotiate conditions for claiming mileage for centrally employed teaching staff Re-negotiate mileage rate for School/College based teaching staff
  • 32. Support Service Managers with restructuring and agree Action Plans arising from the restructures of:- • Adult Education • Student Support Service • EMAS • Governor Support Negotiate and support Schools/Colleges in implementing new reward management systems for teaching staff Negotiate a Model Policy and support Schools/Colleges in the implementation of a work life balance policy Recruit and support staff for higher level Teaching Assistant Training Jan-05 Feb-0 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 5 Social Services Implement Learning Disability Services review changes HR implications of lead commissioning for Learning Disabilities from NHS Trust Review of Mental Health integration secondment policy Implementation of new job roles in Older Persons Commissioning Services Work on skill mix within fieldwork teams Implementation of service reviews and efficiency savings Registration requirements of the GSCC Ensure all staff fully CRB checked and Trent records all dates for regular re-check reporting
  • 33. Transfer all 4 weekly paid staff onto monthly pay Support introduction of flexible working scheme into fieldwork teams Undertake staff survey IiP Assessment Staff recognition scheme and event Mentoring Scheme Implement approved agency for provision of social care staff Produce sickness reports for managers Review and update all job descriptions and person specs to meet NOS and make generic ones available on CIS Staff suggestions scheme managed through HR Review and refresh exit process and use of SNAP software Undertake equality impact assessments on HR policies and procedures Provide managers workshops on attendance management, IiP, handling discipline Produce and implement Welcome Pack for all new starters Maintain ROSPA award Provide Stress Management training all staff
  • 34. Year Three - October 2005 - September 2006 Communication  Implement strategy and review effectiveness Employee Development  Develop specialist and technical competencies across different "professions"  Develop corporate qualification framework linked to competence framework  Establish a corporate framework for secondments and mentoring Organisational Development  To achieve Investors in People recognition Performance Management  Ensure the generic competency framework is incorporated within the performance management system 22