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

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

One Council briefing in Sept 2018 and February 2019

Engagement ‘pulse’ survey

Minimise stress amongst the workforce

Programmes – recognising and managing stress (for managers)

L&D Manager

Resilience training ongoing.

Stress at work survey completed, focus groups run, and action plan developed.

Training for staff and managers to recognise and manage stress and reduce the organisational causes of stress

L&D Manager

Resilience training on-going.

Mental Health First Aiders/Time to Change Champions identified, and Mental Health First Aid training scheduled.

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

On-going capital projects

Develop iTrent HR & Payroll system to run payroll for Dartford Borough Council.  Go live with payroll service from 1 April 2018.

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 meetings to gain representative views

CLT

Ongoing

WLT tea trolley and birthday teas

WLT

Ongoing

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

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 2016 update rolled out to MBC and introduced in Swale BC in May 2018

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

A representative and balanced workforce

Increase the % of employees under the age of 25

Apprenticeship programme

HHR

Apprenticeship road shows completed.  Agree training and qualifications for current staff under the apprenticeship scheme.

A representative and balanced workforce

Pay equality

Calculate and report on the Gender Pay Gap

HHR

Report for April 2018 to complete, minimal difference between male and female pay rates

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

‘Developing Everyone’ analysis to be carried out following Appraisal March/April 2018

Organisational effectiveness increased, workloads reduced

Managers trained to use ‘lean processing’ approach to streamline work

L&D Manager

WLT

Complete

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’

Management Development Framework updated, Management Development Induction implemented, communicated to managers via Managers Forum and Intranet.

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 – roll out new GDPR eLearning training to all staff

A flexible workforce

Internal recruitment and selection enables horizontal movement to develop careers and give employment stability

Streamline processes for internal re-deployment.

Training for new roles 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

Work shadowing process developed to facilitate people spending time in other areas

HHR

WLT/CLT Job Swap programme in place, started with AB in May “swapping” with Homeless Outreach Officer.  

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 and delivered for February 2018 with activities also organised throughout the year.

Total benefits statement developed

HHR

On pilot project with MHR (iTrent self-service)

Enhance rewards and benefit provision at the Council

HR Manager

Research and implement salary sacrifice car scheme

Annual Pension briefings organised

HR Manager

Delete – no longer offered by KCC

Employees feel they are fairly rewarded

Market review of pay scale

HHR

PM&M roadshow to refresh available benefits

Staff feel valued for their contribution

Awards ceremony continued and strengthened

HHR

February 2018 – completed

Mechanisms developed to increase the ways for recognising staff

HHR

Ongoing

Revised recognition process through policy & performance introduced