Appendix I Workforce Plan 2016-2020 Progress July 2017
Key Theme |
Need / Driver |
Outcome |
Action |
Responsibility |
Update / Timescale |
Organisational culture and change
|
Increased partnership work. |
Flexibility in workforce movement. |
Secondments arranged into and out of partner sector |
HR Manager |
Ongoing – recent examples include Head of HR to Tower Hamlets |
Maintain and develop the organisation culture to be consistent with the values and priorities |
Increased levels of employee engagement |
Employee engagement survey Team talks/briefs; One Council meetings; Service planning and appraisal |
Wider Leadership Team (WLT) |
Ongoing IiP engagement survey Dec 2016 – results awaited One Council briefing in Jan 2017 and summer 2017 |
|
Minimise stress amongst the workforce |
Programmes – recognising and managing stress (for managers)
|
L&D Manager |
Resilience training commenced October 2016, very well received by managers. Specific sessions delivered in Planning and WLT. |
||
Training for staff and managers to recognise and manage stress and reduce the organisational causes of stress |
L&D Manager |
Resilience training commenced October 2016, very well received by staff. |
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Increased income generation including through regeneration and commercialisation |
Organisation structure designed to meet key priorities |
Senior management restructure and development programme Strengthen project and programme management capacity and skills
|
Chief Executive Officer (CEO) with Corporate Leadership Team (CLT) and WLT |
Development Programme commenced July 2016, ongoing through 2017. Recruitment of mid Kent Services Director ongoing.
|
|
Senior Leadership is visible |
Employees feel that senior leaders are approachable, listen and live the values |
One Council briefings, back to the floor and attending local team meetings
|
Policy, Wider Leadership Team (WLT) |
One Council briefing twice per year |
|
Staff Forum representatives to attend CLT once a month
|
CLT |
Not yet commenced |
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WLT tea trolley and birthday teas |
WLT |
Ongoing
|
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Employees are engaged with organisation purpose |
Employees know where they fit in to the organisation and how they help deliver priorities |
Team talks delivered by line managers |
WLT Line managers |
Ongoing IiP confirmed this as one of our strongest areas.
|
|
Key Theme |
Need / Driver |
Outcome |
Action |
Responsibility |
Update/ Timescale |
Resourcing
|
The organisation is fully resourced with the right skills to deliver council priorities |
Streamlined processes for greater efficiency |
Electronic authorisation process and appropriate delegations |
Head of HR (HHR) Web Team |
Implemented |
Council is presented in the best light to attract good candidates |
Council micro-site with attractive information for candidates |
HR Manager |
Used for senior management appointments |
||
Competitive employment package to attract and retain good people |
Appropriate use of market supplements in skill shortage areas |
HR Manager |
Ongoing and has improved recruitment in hard to fill areas (Planning and Building Control) |
||
Maximise effectiveness of the full team to deliver council priorities |
Line managers are trained and address performance and absence issues |
Line managers |
Absence management training delivered, absence monitored by Wider Leadership Team Performance management was confirmed as a strength by IiP |
||
A representative and balanced workforce |
Increase the % of employees under the age of 25 |
Apprenticeship programme |
HHR |
% of under 25s has fallen in the last 3 years - Apprenticeship programme under review to increase the number of applicants |
|
Resourcing Development |
The organisation is fully resourced with the right skills to deliver Council priorities |
No skill / knowledge gaps because of retirements or turnover |
Succession planning and multi-skilling to ensure business continuity |
WLT |
Ongoing |
Organisational effectiveness increased, workloads reduced |
Managers trained to use ‘lean processing’ approach to streamline work |
L&D Manager WLT |
Six sigma training organised Jan 2017 |
||
Development
|
Develop consistency of approach by leaders and managers |
Managers and leaders know what is expected of them as a ‘Maidstone Manager’ |
Management development; 360°feedback. |
L&D Manager and WLT |
Team talk rolled out on ‘the Maidstone Manager’ |
The organisation is fully resourced with the right skills to deliver council priorities |
Blended approach to learning All employees engaged in personal development |
All employees have development plan; training plan in place to address future skill gaps |
L&D Manager Line managers |
Reinforced through the introduction of the ‘Developing Everyone’ appraisal process |
|
Development of new eLearning package with tailored programmes |
L&D Manager |
Ongoing
|
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A flexible workforce |
Internal recruitment and selection enables horizontal movement to develop careers and give employment stability |
Streamline processes for internal re-deployment. Training and support for new responsibilities and ways of working eg arising from service reviews and business transformation |
HHR |
Ongoing |
|
Key Theme |
Need / Driver |
Outcome |
Action |
Responsibility |
Update/Timescale |
Development |
A flexible workforce |
Develop a range of skills |
Secondments encouraged
|
HHR |
Ongoing – see above |
Work shadowing process developed to facilitate people spending time in other areas |
HHR |
Not yet developed other than on an informal basis |
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A safe workforce |
A strong health and safety culture with minimal accident levels. |
Deliver the Health and Safety action plan |
Health and Safety Officer Line managers |
Ongoing monitoring through the Health &safety Committee. |
|
Rewards
|
Retain competitive position as an employer |
Reinforce benefits package so that employees feel they are fairly rewarded. |
Update and re-issue employee handbook |
HR Manager |
completed |
Health and wellbeing initiatives developed |
HR Manager Community Development |
Ongoing, Well-being week arranged for January with activities also organised throughout the year.
|
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Total benefits statement developed |
HHR |
Draft in development phase |
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Annual Pension briefings organised |
HR Manager |
Completed for 2016 |
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Employees feel they are fairly rewarded |
Market review of pay scale |
HHR |
This was one of the lowest areas in the IiP assessment and more actions need to be developed |
||
Staff feel valued for their contribution |
Awards ceremony continued and strengthened |
HHR |
Completed |
||
Mechanisms developed to increase the ways for recognising staff |
HHR |
Ongoing Revised recognition process through policy & performance introduced |