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Appendix I Workforce Plan 2016-2020 Progress February 2018

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 2017 and February 2018

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

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 Aider ‘train the trainer’ completed and Mental Health First Aider training will be rolled out

 

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

Roll out of Skype to increase flexibility in working patterns

Change considerations with possible changes to Maidstone House.

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

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

% of under 25s has fallen in the last 3 years - Apprenticeship programme under review to increase the number of applicants

 

A representative and balanced workforce

Pay equality

Calculate and report on the Gender Pay Gap

HHR

Report 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 and agreement on ‘ready for next role’ group

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’

 

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

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 and CLT job swap which is being arranged

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 February with activities also organised throughout the year.

 

Total benefits statement developed

HHR

On pilot project with MHR (iTrent self-service)

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

Mechanisms developed to increase the ways for recognising staff

HHR

Ongoing

Revised recognition process through policy & performance introduced

 

 

 

 

 

 

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