Your Councillors

Appendix I Workforce Plan 2016-2020 Progress July 2017

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 – recent examples include Head of HR to Tower Hamlets

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

IiP engagement survey Dec 2016 – results awaited

One Council briefing in  Jan 2017 and summer 2017

Minimise stress amongst the workforce

Programmes – recognising and managing stress (for managers)

 

L&D Manager

Resilience training commenced  October 2016, very well received by managers. Specific sessions delivered in Planning and WLT.

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

L&D Manager

Resilience training commenced  October 2016, very well received by staff.

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

Development Programme commenced July 2016, ongoing through 2017. Recruitment of mid Kent Services Director 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

Staff Forum representatives to attend CLT once a month

 

CLT

Not yet commenced

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

IiP confirmed this as one of our strongest areas.

 

 

 

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

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

Performance management was confirmed as a strength by IiP

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

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

Ongoing

Organisational effectiveness increased, workloads reduced

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

L&D Manager

WLT

Six sigma training organised Jan 2017

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 and support for new responsibilities 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 – see above

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

HHR

Not yet developed other than on an informal basis

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 January with activities also organised throughout the year.

 

Total benefits statement developed

HHR

Draft in development phase

Annual Pension briefings organised

HR Manager

Completed for 2016

Employees feel they are fairly rewarded

Market review of pay scale

HHR

This was one of the lowest areas in the IiP assessment and more actions need to be developed

Staff feel valued for their contribution

Awards ceremony continued and strengthened

HHR

Completed

Mechanisms developed to increase the ways for recognising staff

HHR

Ongoing

Revised recognition process through policy & performance introduced