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 |
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WLT to visit staff during wellbeing week 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 |
|
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 |