PPMA 2013 Annual Seminar - Cafcass presentation

869 views

Published on

View from the top – Strategy to Delivery – maximising talent

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
869
On SlideShare
0
From Embeds
0
Number of Embeds
386
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

PPMA 2013 Annual Seminar - Cafcass presentation

  1. 1. Strategy to Delivery –Maximising TalentAnthony Douglas – Cafcass CEOJabbar Sardar – Cafcass Director of HR & OD
  2. 2. Cafcass in ContextLooks after the interests of children in familycourt proceedingsBiggest employer of social workers in UK (1800+ staff in 56 offices across England)Unprecedented increase in work since 2008, nowat 150,000 children a year
  3. 3. Drivers for ChangeA system responding to the appalling deathof Peter ConnellyNeed to absorb increases in work withinexisting resources, and to improvequalityResponse to the recommendations of theFamily Justice ReviewCost reductions in line with wider publicsector budget efficiency programme
  4. 4. Service Demand vs.Workforce Capacity1700175018001850190019502000205021002098198419391848Sizeof Workforce(Headcount)6,4888,8329,20310,245110325,0006,0007,0008,0009,00010,00011,00012,0002008-09 2009-10 2010-11 2011-12 2012- 13Care application demand
  5. 5. ManagementCapacity•Significant reduction inCafcass managers in last 4years•Evidenced increase inmanagement effectiveness•Management DevelopmentProgramme (2011)•Effective performancemanagement system•New managers supportingimprovement020406080100120140160180CorporateDirectorsHeads ofServiceBusinessManagersServiceManagersOfficerManagers11321017858410310615Apr-2009Mar-2013
  6. 6. Integrated Approach to TalentManagement
  7. 7. Projected Sickness12.611.710.77.46.010.38.68.05.85.59.910.37.95.74.47.45.66.44.94.00.02.04.06.08.010.012.014.009/10 10/11 11/12 12/13 13/14Average WorkingDays Lost2009-2014 (Projected)SW AWDL - Inc leaversSW AWDL - Exc leaversNon-SW AWDL - Inc leaversNon-SW AWDL - Exc leavers
  8. 8. Organisational ImpactIncreased Attendance• Opportunity costequivalent toapproximately 48 postsrealised• Of these 30 areattributable as FCAposts realised• Benefit realised of over12,000 working days1019278530.020.040.060.080.0100.0120.009/10 10/11 11/12 12/13Number of Employees onSick leave on an averageworking day
  9. 9. Organisational ImpactIncreased Workforce Wellbeing7,7607,2716,7572,393010002000300040005000600070008000900009/10 10/11 11/12 12/13Social Work Days LostThroughStressProjection300
  10. 10. Organisational Impact• Continuedreduction inemployee relationscases• Currently no staffsuspended• 11 staff in formalcapabilityproceduresEmployee Engagement80
  11. 11. • Over 95% of all staff have accessed theMySkills portal in the last 12 months.• 95% Managers attended LeadershipDevelopment training• 97.6% of new staff attended core training fornew starters• Over 300 staff attended resilience training in2012-13Employee DevelopmentOrganisational Impact
  12. 12. Learning and Development• In last three years we have adopted astructured approach to delivering learning anddevelopment• Blended learning approach allowing deliveryto all staff• Delivery of key knowledge via multiplechannels• Growing our own talent
  13. 13. Focussing on Improvements
  14. 14. The Improvement Journey
  15. 15. Internal Progression• Developing and promoting internal talent:• Improving quality of performanceApril 2010 – March 2013Social Work Roles 128Non Social Work Roles 68HQ (HR, IT, Finance etc.) 35
  16. 16. Organisational Impact -New Individual Performance ‘Dashboard’• Key organisational objective to be roll out May 2013• Cornerstone of individual transformation• Assist individuals to self-regulate• Provide a ‘mirror’ to staff to support ownership andaccountability• Proportionate management oversight• Maximises individual productivity• Support the production of reliably good oroutstanding work
  17. 17. Wellbeing,Learning &EngagementKey EmployeeFinancial InfoCustomer FocusCaseManagementVision&Strategy
  18. 18. mywork at Cafcass
  19. 19. “To be honest like anyworkload managementtool it’s broad, but it’suseful to hone in, toprioritise tasks on yourcaseload, a pretty goodindicator really”“I don’t like beingmanaged (by datarather than quality) butit is fair and looks aboutright”“There are some flaws asreliant on information fromCMS which changes on a dailybasis, can’t compare privateand public really because ofthe turnover, BUT it’s helpful tobe transparent (with the data)”" It has generated asignificant interest in theirown information and feeltheir hard work is beingrecognised“– Service Manager"I think I am goodvalue, look at thecases I have closedthis month"
  20. 20. Maximising TalentWhat are we doing now?Health and Wellbeing and Engagement:• Enhanced support for all staff through Introduction ofcomprehensive Health and Wellbeing Plan in 2013• Continue focus on ‘Day One’ intervention and support• Monitor team and individual sickness and wellbeing• Deliver focussed health and wellbeing support/days for teamswhere this is required• Talent Management Strategy
  21. 21. Individual and Workforce DevelopmentFocus on driving up performance and quality:• Focus on both effective team based and individuallearning• Effective organisational strategies:– Talent Management strategy– Management Development• Use Performance and Learning Reviews and othermechanisms to continue strong local engagement withstaff by managers, with support from HR
  22. 22. Cafcass Total Employer Offer• Current Offer:– Attractive salary and good terms and conditions;– Training and Development offering• Future Offer:– Providing a compelling total reward package toattract, motivate and retain the best people– Flexible benefits (pension, annual leave, wellbeing)– Career pathways for all of our key roles
  23. 23. Future Progression• Professional and career progression• Link to talent management• Workforce Strategy:– Current impact and achievements– Future Cafcass strategy– Improved recruitment and selection• Development of clear career pathways
  24. 24. Future challenges• A continuous cumulative savings requirement• Demand increases• Higher political expectation but less support for thepublic sector• Harmonising with the private sector –internationally• Transparency and greater public support in anunforgiving environment• Attracting bright graduates into all key sectors
  25. 25. QUESTION AND ANSWER SESSION

×