RESOLVED: That the minutes of the meeting held on 1 February
2017 be approved as a correct record and signed subject to the
insertion of the following wording to Minute 28 – Report of
the Head of Policy and Communications – Appointment to
Sub-Committees as highlighted:-
·The Group Leader of the Independents would be
appointed to the Sub-Committees where indicated for the remainder
of the municipal year 2016/17; and
·The following year 2017/18 the Group
Leader of UKIP would be appointed.
Head of HR Shared Services presented a report on the Workforce
Committee noted that the Policy and Resources Committee had
approved the Workforce Strategy at its meeting on 29 June 2016 and
had requested that the Employment Committee received a progress
update every six months.
The Head of HR Shared Services advised that she was aware of a
number of questions raised about the Investors in People
accreditation at the last meeting of the Committee and she had
tried to incorporate the answers to those questions in the body of
Committee was asked to note areas in the action plan attached as
Appendix I to the report where good progress had been
·Resilience Training– Two programmes had been developed, one for
recognising stress (aimed at Line Managers) and another for staff
to recognise and manage their stress and reduce the organisational
causes of stress. It was noted that
good feedback had been received from staff as to the usefulness of
·Strive –The feedback on Strive was good from staff who felt it was well
embedded in the Council’s values.
Overall staff felt the organisation was well organised and well
·Market Supplements– This initiative had worked well and was used
in areas that were traditionally been hard to recruit
noted that the action plan would be revised to reflect the feedback
received from the IiP
Head of HR Shared Services also advised that the following areas
·Encourage staff to feel their voice is
·The definition of a Manager and what the Council
response to questions from Members, the Head of HR Shared Service
·Apprenticeships– The drop off was due to the apprenticeship scheme being
very competitive and the Council did not fare well as it did not
pay very well. Therefore a review of
this would be taking place.
·Succession Planning– the development framework would be the first
step in ensuring that there is succession planning in
·Employee Handbook– this was updated regularly. New starters were given a hard copy along with the
depot staff who did not have access to a
·Rewards Package– the Rewards Package was very competitive but Managers
need to be made aware of all the rewards that can be given to
staff. There was also a Health and
Wellbeing Programme for staff to access.
·The 360° Feedback Process- assessment was carefully administered and if there
were any areas where there were red flags, those were brought to
the Council’s attention by the consultants.
·Investors in People- Staff time spent on meeting with the IiP Assessor was not factored into the overall
costings and would be difficult to calculate. However, it could be estimated at no more than
£3,000 meaning that the total cost with the assessor’s
time was less than £20,000.