Appendix I Workforce Plan 2016-2020 Progress January 2020

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

 

 

 

Develop a Council engagement plan

Wider Leadership Team (WLT)

To be launched on 22 January 2020

 

Team talks ongoing. One Council briefing in February and July 2019 delivered. One Council briefing on 22 January 2020 to include staff awards.

 

Planned events on engagement plan being delivered regularly – monitored by CLT

 

Minimise stress amongst the workforce

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 Aid training delivered and supervision sessions regularly organised.

 

Training for managers n mental heal and wellbeing delivered with further sessions organised

Increased income generation including through regeneration and  commercialisation

Organisation structure designed to meet key priorities

Senior management structure 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

 

Payroll service for Dartford Borough council - 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

Back to the floor carried out by the WLT

Staff Forum meetings to gain representative views

 

CLT

Staff forum review complete

WLT to visit staff during wellbeing week 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

Review induction programme for all staff

Head of HR (HHR)

Web Team

Ongoing -  process to be more on-line

Council is presented in the best light to attract good candidates

Council job page with attractive information for candidates

HR Manager

New job page created with information on the borough and the council.

 

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 and Performance management training on-going, absence monitored by Wider Leadership Team

A representative and balanced workforce

Increase the % of employees under the age of 25

Apprenticeship programme

HHR

Training and qualifications agreed for existing staff through the apprenticeship levy.

Careers fairs at local schools and colleges to continue

A representative and balanced workforce

Council that values equality, diversity and inclusion

Meet the Disability Confident employer status

 

 

Calculate and report on the Gender Pay Gap

 

HHR

Ongoing – further supported by the work experience opportunities provided to the students from the Grow 19 college.

 

To provide an update on figures by the deadline of 31 March 2020.  Minimal difference between male and female pay rates

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 2020

Organisational effectiveness increased, workloads reduced

Change in mind-set of employees to overcome challenges in their roles

L&D Manager

 

Personal Best training  for staff - ongoing. 

Personal Best for Leaders – introduced programme for managers and supervisors.

Key Theme

Need / Driver

 Outcome

Action

Responsibility

Update/Timescale

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.

All new managers to go through the manager induction programme

 

Review the appraisal process to ensure still meets business requirements

L&D Manager

and WLT

Line manager induction programme to be developed and communicated to managers via Managers Forum and Intranet.

 

To develop manager skills in 1:1 meetings with their staff.

Pilot new software on check-in’s and evaluate feedback

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

 

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

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. 

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.

Key Theme

Need / Driver

 Outcome

Action

Responsibility

Update/Timescale

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

To update with new Strategic Plan

Health and wellbeing initiatives developed

HR Manager

Community Development

Ongoing, Well-being week to be arranged for February 2020.

Roll out wellbeing events during the rest of the year.

Flu vaccinations delivered in Nov 2019

 

Total benefits statement developed

HHR

Developed TRS in iTrent and delivered statements to all staff

Enhance rewards and benefit provision at the Council

HR Manager

On-going

Employees feel they are fairly rewarded

Review an promote current rewards and benefits

HHR

Regular communication on staff benefits and promote any new ones

Staff feel valued for their contribution

Awards ceremony continued and strengthened

HHR

To be included as part of the One Council event in February 2020

Mechanisms developed to increase the ways for recognising staff

HHR

Ongoing

Revised recognition process through policy & performance introduced