Agenda item

The report provides an update on the Council’s People Strategy and invites feedback from Members.

Contact:

Shauna Coyle – Head of People Services

A report was submitted to the Committee which provided an update on the Council’s People Strategy and invited feedback from Committee members.

Councillor Davies, the relevant Cabinet Member, provided an introduction. Rachel Spencer-Henshall, Strategic Director for Corporate Strategy, Commissioning and Public Health was also present.

The Head of People Services, Shauna Coyle, presented the report highlighting the following points:

·     The People Strategy was now well established within the Council.

·     Delivery of the strategy was currently within Phase 2 and this was planned to continue until 31^st March 2025.

·     The structure of Phase 3 was under consideration and consultation was being undertaken with stakeholders.

·     The four desired outcomes, as set out below, would remain the same for Phase 3 of the programme;

o  Highly Skilled, Flexible and Engaged People;

o  Effective and Compassionate Leadership;

o  An Inclusive Employer of Choice;

o  Healthy and Well People.

·     The projects undertaken within Phase 2 had included, digital upskilling of the workforce, performance management and appraisal, stress prevention and management, improving data for decision-making, and a focus on improving policies and the employee handbook. Highlights of the work delivered under each of the four outcomes were given, including:

o  Investment in 135 apprenticeships, which included 55 new employees and 80 upskilled/existing employees.

o  The soft launch of a new performance management and appraisal framework focussed on four key areas: Wellbeing, Reflections, Contributions and Development.

o  Project Search and the positive impact on the employees and the wider organisation.

o  The growing strength of the employee networks and their contribution to the work of the Council.

o  Achieving the Society of Occupational Medicine Outstanding Occupational Health Initiative Award for the work undertaken in developing a pathway for staff with neurodiversity.

o  The benefits of the work carried out in relation to stress prevention.

·     Scoping work was underway in respect of Phase 3 of the programme and an outline of the initial views on what this might include.

Questions and comments were invited from Committee Members, with the following issues being covered:

·       The framework in place to encourage and facilitate effective appraisals was welcomed.

·       The levels of sickness absence were collated on a monthly basis and the Committee regularly received a summary of this, alongside a number of other demand and capacity indicators. The numbers citing stress as a reason for absence was monitored within those figures.

·       It was acknowledged that it might be easier for appraisals to be undertaken for office-based staff but work was undertaken with other services to ensure that opportunities to have those conversations were available. The new model assisted with this.

·       The current position in terms of the recruitment freeze had encouraged the succession planning approach.

·       It would be helpful to have route maps to illustrate the benefits and encourage succession planning.

·       Where trends and patterns were identified in particular service areas the Occupational Health Team could assist in providing an independent interface between staff and management and through offering advice and support.

·       Agency staff were utilised for a range of reasons; and this was usually the correct approach from the standpoint of affordability. Examples might be where certain skills could not be supplied in the required timescale, to meet a short-term demand or for a particular time-limited project or funding stream. The use of agency staff was reviewed on a regular basis.

·       In response to a query about the adoption of the four-day working week by another local authority, it was explained that, from the perspective of the organisation’s people, it was believed that an effective and attractive flexible working policy was already in place, and this was a good method of serving the diverse needs of the range of staff.

·       Proposals for different working patterns would never be discounted without consideration but the authority would have to have due regard to the continued need for flexibility and that workloads were manageable within any new structure.

·       It was important that people remained connected to the organisation and colleagues and did not feel isolated if working from home. Teams were encouraged to hold in-person meetings and there were a number of suitable spaces within accommodation across the district. There was a need for managers to be vigilant to members of staff who may be struggling. Relevant support was available for management with regular briefings and sharing of best practice. There was also a need to ensure that people did stop working at the right point when working from home.

·       In terms of the visibility of Cabinet around the strategy and decision-making in relation to staff; it was acknowledged that this was very important at all levels across the organisation. It was essential that the Cabinet’s objectives and what it was seeking to achieve were clearly explained and appreciation of staff was communicated. Cabinet members needed to be open to discussion both with staff and trades unions. This was a good point and would be taken back for consideration.

Resolved –

That the points raised by the Committee be taken into account in the future delivery of the People Strategy.