Office of Human Resources. (a Directorate of the Cabinet Office) Operational Plan

Transcription

1 Office of Human Resources (a Directorate of the Cabinet Office) Operational Plan October 2015

2 About Us The Office of Human Resources was established with effect from 1 st April, 2014, as an integral part of the newly formed Cabinet Office. The Office comprises various specialist human resources related activities previously located within the Departments of Government along with those of a number of Boards and other bodies, brought together under the auspices of Government s transformation initiative shared services programme. Our principal customers are the people who work across Government. We provide leadership for Government s HR community and supply managers and individual job holders with a range of professional, support, management information and advice services covering all aspects of employment and related activities. At Government level we provide key services to: The Council of Ministers as an integral part of the Cabinet Office we advise the Council of Ministers on people strategy, the application of corporate employment policies and supporting management frameworks. We also monitor effectiveness on behalf of the Council of Ministers. The Public Services Commission - we act as the agent of the Public Services Commission in the exercise of its statutory functions including the delivery of policies, interpretation of terms and conditions of service, effective people management and the management of staffing levels across the Public Service in relation to civil servants and central government manual and craft workers. Negotiation Forums - we provide research and support, and undertake key advisory responsibilities on a wide range of issues to established public service negotiating bodies including the Public Services Commission Joint Negotiating Committee and joint negotiating bodies in various Departments with their own employment groups including the Departments of Education & Children, Health & Social Care, Home Affairs and Infrastructure. In doing so we work closely with registered staff associations and trades unions, recognised for the purposes of such mechanisms. Departments, Boards and Offices we provide a full range of HR services to Government including employment services; HR Business Partnering and Advisory services; Learning, Education and Organisational development (including professional development in health and social care); health and safety advisory services; and staff welfare. With effect from 1 st October OHR will also take a responsibility for payroll services and the HR Management system (Oracle). 1

3 Isle of Man Government Vision:-Working Together for the Isle of Man Office of Human Resources Vision Statement is: Empowering People to Deliver Quality Public Services Our services are underpinned by a set of core values that support the climate within which we work. These values are: Accountability We acknowledge our responsibility to the Isle of Man public service and are proud to deliver bold, creative, and innovative outcomes Support We are a friendly, approachable, customer-focused service; advising and assisting with energy, empathy, understanding and encouragement Professionalism We are committed to consistently deliver knowledgeable, high quality specialist information and guidance Integrity We are open, honest and trustworthy and can be relied upon to uphold the principles of fairness and to respect confidentiality Respect We value all and recognise difference, acting with consideration and kindness Efficiency We provide a consistent, accurate, effective, prompt and reliable service to Isle of Man Government The Strategy Map for the Office of Human Resources is set out on the following page: 2

4 Office of Human Resources Strategy Map 2015/16 Government Strategic Imperative: Living within our means by achieving a balanced budget Government Policy Theme: Good Government Reduction of staff costs Improvement of Public Reduction in the size of Service Performance Government Office of Human Resources Vision Statement: Empowering People to Deliver Quality Public Services Reduce costs Resourcing Reduce size To attract, recruit and retain the best talent for Isle of Man Government through effective, fair and open resourcing achieved by: Refine the e-recruitment system and introduce an electronic personal file system Commence work on the development of values based recruitment Produce a new recruitment handbook for managers Support government wide restructuring including outsourcing, where appropriate Undertake further work on reviewing shared services Successful integration of Oracle and Payroll services into the structure of OHR Develop more refined HR metrics to support manpower planning Commence an e-hr project to automate and improve HR and Payroll services Modernisation and Workforce Reform Reduce costs Reduce size To lead the reform of Public Sector terms and conditions and workforce change Health & Wellbeing Improve Performance To support managers to minimise the incidence of sickness absence across the Public Service and to provide for the health, safety and welfare of staff Employee Engagement & Performance Improve Performance To lead initiatives to motivate and engage staff and enhance personal and organisational performance Learning, Education & Development Improve Reduce Costs Performance To promote high standards of learning, education and professional development across the Public Service Industrial and Employee Relations Improve Reduce costs Performance To promote positive relations with employees and their representatives, and the development of effective policies and governance Support the transition to and embedding of the Public Services Commission Develop and implement new job evaluation systems as required Support Government s pay budget policy and targets Support implementation of recommendations arising from the Modernising Ministerial Government Report, including consultation and research on single legal entity status Support the application of the Management of Sickness Absence policy Develop more effective management information in relation to absence Develop and implement targeted wellbeing programmes to address the major causes of absence Develop and implement a Wellbeing strategy Develop improved trauma and mediation support provisions Support the development of policies and practices across government that ensure a safe place of work for staff Provide a welfare service to public sector employees Deliver the IOM Government Have your say staff survey and increase response rates to 50% Support Departments in implementing any relevant changes arising from the outcome of the Have your say survey Support the Cabinet Office towards achieving Investors in People accreditation Review Isle of Man Government performance appraisal system and provide recommendations for the future by 31 st March 2016 Develop talent and succession opportunities to support aspirations and motivation. Develop management arrangements for reporting on Departmental Health and Safety Performance Increase users of e-learn Vannin by 35% and promote the use of e-learning across IOMG Increase the number of excellent health professionals fit for employment within DHSC Delivery quality Higher Education to DHSC employees to create future leaders capable of making decisions to develop excellent client care and health service delivery Develop the research culture across DHSC in keeping with research governance guidelines Provide 5000 fit for purpose training days, including review of mandatory training across all areas Design and update online teaching sessions to meet the needs of different customer/staff groups Deliver integrated and refreshed leadership programmes, available to all public servants across IOMG Implement new succession management systems, launching succession 9 box across all Departments. Implement LEaD evaluation model for 10% of courses (to be incrementally increased 100% by 2019) Build and support the JNC Negotiating machinery for the PSC Develop and support the implementation of new terms for new starters and promotions, if approved Support the PSPA in the progression of reform to Public Sector Pensions Draft, consult upon and implement a redeployment and redundancy policy for the PSC Harmonise discipline, grievance and capability procedures for staff employed by the PSC Reduce delays in the management of casework through a more effective investigation process and other targeted interventions 3

5 Our services are delivered through a range of professional and administrative staff of fulltime equivalents. The Office is transitioning towards the following structure, comprising 3 core functional areas: Office of Human Resources Organisation Chart The full time complement of the Office of Human Resources is supplemented by Project Staff for specific time bound projects, as required. 4

6 Government s strategic imperatives are: What We Will Achieve living within our means by achieving a balanced budget; protecting the vulnerable in society; and delivering further economic growth and diversification to provide new income streams for Government and jobs for our people. The contribution of the Office of Human Resources to the achievement of these strategic imperatives is, principally, in the context of the policy theme Good Government, as identified in the document Agenda for Change, and falls into the following broad categories: Reduction of Staff Costs Improvement of Public Service Performance Reduction of the Size of Government Specifically, our contribution will be given effect through: a) the advancement of culture and organisational change across the Public Service; b) updating of employment structures including terms and conditions of employment; c) increased and more effective staff engagement; d) provision of learning and development to ensure staff are appropriately skilled and competent; e) provision of advice, support and services to managers in dealing with HR matters at strategic and operational levels; f) The continued provision of an efficient and effective payroll service as steps towards the creation of a smaller, simpler and stronger Public Service. The key work streams that will be pursued and completed by the Office of Human Resources during 2015/16 are: Resourcing To attract, recruit and retain the best talent for Isle of Man Government through effective, fair and open resourcing We will: Refine the e-recruitment system and introduce an electronic personal file system Commence work on the development of values based recruitment Produce a new recruitment handbook for managers Support government wide restructuring including outsourcing, where appropriate Undertake further work on reviewing shared services Successful integration of Oracle and Payroll services into the structure of OHR Develop more refined HR metrics to support manpower planning Commence an e-hr project to automate and improve HR and Payroll services 5

7 Modernisation and Workforce Reform To lead the reform of Public Sector terms and conditions and workforce change We will: Support the transition to and embedding of the Public Services Commission Develop and implement new job evaluation systems as required Support Government s pay budget policy and targets Support implementation of recommendations arising from the Modernising Ministerial Government Report, including consultation and research on single legal entity status Health and Wellbeing To support managers to minimise the incidence of sickness absence across the Public Service and to provide for the health, safety and welfare of our staff We will: Support the application of the Management of Sickness Absence policy Develop more effective management information in relation to absence Develop and implement targeted wellbeing programmes to address the major causes of absence Develop and implement a Wellbeing strategy Develop improved trauma and mediation support provisions Support the development of policies and practices across government that ensure a safe place of work for staff Provide a welfare service to public sector employees Employee Engagement & Performance To lead initiatives to motivate and engage staff and enhance personal and organisational performance We will: Deliver the IOM Government Have your say staff survey and increase response rates to 50% Support Departments in implementing any relevant changes arising from the outcome of the Have your say survey Support the Cabinet Office towards achieving Investors in People accreditation Review Isle of Man Government performance appraisal system and provide recommendations for the future by 31 st March 2016 Develop talent and succession opportunities to support aspirations and motivation. Develop management arrangements for reporting on Departmental Health and Safety Performance Learning Education and Development To promote high standards of learning, education and development across the Public Service We will: Increase users of e-learn Vannin by 35% and promote the use of e-learning across IOMG Increase the number of excellent health professionals fit for employment within DHSC 6

8 Delivery quality Higher Education to DHSC employees to create future leaders capable of making decisions to develop excellent client care and health service delivery Develop the research culture across DHSC in keeping with research governance guidelines Provide 5000 fit for purpose training days, including review of mandatory training across all areas Design and update online teaching sessions to meet the needs of different customer/staff groups Deliver integrated and refreshed leadership programmes, available to all public servants across IOMG Implement new succession management systems, launching succession 9 box across all Departments. Implement LEaD evaluation model for 10% of courses (to be incrementally increased 100% by 2019) Industrial and Employee Relations To promote positive relations with employees and their representatives and the development of effective policies and governance We will: Build and support the JNC Negotiating machinery for the PSC Develop and support the implementation of new terms for new starters and promotions, if approved Support the PSPA in the progression of reform to Public Sector Pensions Draft, consult upon and implement a redeployment and redundancy policy for the PSC Harmonise discipline, grievance and capability procedures for staff employed by the PSC Reduce delays in the management of casework through a more effective investigation process and other targeted interventions 7

9 OHR Context The Office of Human Resources works to support Government Departments across a diverse range of services and as such operates in a dynamic and complex environment. Our primary stakeholders are managers and staff, but we also liaise with politicians, staff representatives, Unions and external regulatory bodies. The main external factors are as follows: Factor Social Technological Economic Environmental Political Legal Ethical Issues Ageing workforce; expectation of greater flexibility and work life balance. Greater need to harness technology to support HR initiatives; impact of social media, e-recruitment and e-filing Supporting economic growth, generating savings and a smaller simpler government Government objectives to promote sustainability Political aims to reduce staff costs, and reduce size of Government whilst improving Public Service Performance; Greater need to workforce and succession plan Potential introduction of single legal entity status, changes to employment rights, introduction of Freedom of Information and Equality legislation Fairness at Work, Equality of treatment and employment rights, elimination of discrimination, bullying, victimisation and harassment at work Key Challenges The key challenges facing the Office of Human Resources continue to arise primarily from Government s Agenda for Change and, in particular, the imperative to rebalance public finances. Much of the work of the Office falls under the Government Policy theme Good Government, and is achieved through helping to reduce staff costs and improve public service performance and productivity. It is intended to refine the key performance indicators across the full spectrum of HR services for next year s operational plan. The current HR work streams are as follows: Resourcing Resourcing an organisation as diverse as Isle of Man Government is a continuing challenge for the Office of Human Resources against a back drop of tighter expenditure control and staff reductions. Modernising reforms and restructuring across key areas of Government have resulted in an increased work load for the Employment Services Team which provides administrative support for Departments, Boards and Offices in respect of recruitment, staff transfers, retirements, resignations and redundancy across twenty or so employment groups. Certain specialist posts continue to be difficult to fill, due in part to a shortage of certain skills on Island. These include some medical, nursing and teaching positions, and certain senior specialist roles. The Employment Services Team works closely with recruiters to identify the best ways to attract talent to key roles. The introduction of e-recruitment software (JobTrain) has resulted in a reduction in paperwork and officer time, and the team continues to identify ways to refine the system and make improvements for users. The Office of Human Resources is now moving on to the next phase of its project to 8

10 harness information technology with the introduction of its e-filing project to coincide with relocation of its offices (excluding LEaD and Health, Safety and Welfare) to Illiam Dhone House in September The project will generate further savings in filing space, reduce manual administration and make the storage and retrieval of data more efficient. Payroll and management of the Oracle system - It has been apparent for some time that the main interaction of Payroll is with Government s HR Shared Service rather than the Treasury s Finance Shared Service, and therefore it has been agreed that Payroll should merge with OHR. In the short term, the aim is to reduce duplication and streamline processes in relation to the management of the Oracle system and recording and management of sickness absence and people data. In addition, a new integrated management structure will be put in place to help bring the teams together, whilst recognising the continued importance of segregation of duties between payroll and HR administration. In the longer term, the combined HR and Payroll Shared Service will provide a platform to deliver more refined and user-friendly HR and Payroll systems harnessing technology including self-service. As systems are developed, measures will be put in place to ensure that processes are cost-effective, accurate and audited. Modernisation and Workforce Reform - Government s transformation agenda, coupled with the ongoing budget re-balancing programme, continues to provide the impetus to modernise the public service. The Chief Minister has made clear that we must change the culture across Government, modernising the way we deliver services and focussing on greater efficiency in working practices at all levels to help it become more effective and efficient. A clear focus on the needs of our customers and service users is the fundamental purpose of the reforms. This is a long term programme and the Office of Human Resources has a key role in its implementation by providing specialist guidance and support to managers as they implement necessary changes which impact on staff, while seeking to maintain engagement and staff motivation. The Office of Human Resources is supporting the Council of Ministers and the Treasury in examining the impact of shared services and identifying further services that would be more effective by being centralised and shared across Government. As Government transforms it is vital that staff, and their representative organisations, continue to be engaged in the ongoing process, that they understand what is happening and why, and that where they are directly affected, procedures regarding redeployment, early retirement, redundancy and transfers are given effect fairly, efficiently and with due sensitivity. At the centre of recent reforms has been the introduction of the Public Services Commission, which has brought together nearly 4,000 civil servants and central government manual and craft workers over a third of the Government workforce - under one employing authority. The necessary supporting mechanisms for negotiation and collective bargaining, including conciliation and arbitration provisions, have also now been negotiated and implemented, taking into account good practice and the Island s needs. Across a number of employment groups there is recognition that there are some specific elements of terms and conditions of service which are no longer sustainable and change is necessary, and we will work within the established negotiating frameworks to seek to deliver that change. The Office of Human Resources has been working in partnership with the relevant unions for several months on proposals to introduce new terms for new starters and promotions for civil servants and manual and craft workers, and it is planned that this will be taken to ballot at the end of October. In addition to pay and reward, the Office of Human Resources has been working in partnership through a joint working group with the Public Services Pension Authority to review the sustainability of pension arrangements and benefits. The Working group is working with trades unions to consider the issues with the aim of reporting to Tynwald with final proposals early in

11 The Office of Human Resources will provide the focal point for employers to assist them in the management of these processes. In the broader context of pay and reward it is vital that the Island is able to attract and retain good quality staff so that public services can be delivered to a high standard. Health and Wellbeing In order to ensure the effective provision of public services, it is essential that we maintain good standards of health, safety and welfare, so that employees feel supported, motivated and engaged. This is even more important during periods of change and restructuring, which can leave individuals and teams feeling vulnerable and disengaged. Effective health and wellbeing programmes must be underpinned by open two-way communication, and staff are encouraged to be innovative and creative, contributing actively to changes proposed. The health and safety advisory service has now been brought together under the management of the Office of Human Resources. This will be further embedded with the move to a shared facility at Snugborough. In conjunction with the move comes the development and introduction of Departmental action plans which will enable the Central Health and Safety Advisory Team and the organisations it works with to have a clear risk based programme of work. This is supported by agreed corporate priorities to contribute to developing improved health and safety management which impacts on staff, service users, the public generally, developers and designers of services and facilities, contractors providing services and delivering projects, essentially anyone impacted on by any of the activities of Government. The Staff Welfare Service continues to see high demand for one-to-one counselling for staff, as well as mediation and workplace facilitation between managers and staff. This aspect of the welfare service is important in supporting employee relations. The service is confidential and facilities are easily accessible and discreet. The Council of Ministers remains focused on reducing the impact and cost of working days lost as a result of sickness absence, and the Office of Human Resources closely monitors the sickness levels, both short and long-term through the provision and analysis of monthly statistics. Business Partners are working closely with Departments, Boards and Offices in actively managing cases where absence is a problem, and providing interventions to support managers and staff. The Healthy Worker course, which has replaced the Self Care at work course commenced in January 2015 and is being well received. Courses are being run every few weeks with nine scheduled over the year. Employee Engagement and Performance - There is well documented evidence of the link between a motivated workforce and improved performance. Organisations that invest in employee engagement programmes see lower sickness levels and enhanced productivity. Key to this is providing mechanisms for employees to have their voice heard on work related matters and enable them to contribute to changes that may affect them at work. The Have your say survey, which was last run in February/March 2014, will be undertaken in November this year. A cross-government Employee Voice group with representatives from all areas, is working with LEaD to support the role out of the survey to increase the return rate from 35% to 50%. A higher return rate will support the existing actions undertaken and assist in understanding what we do well and what we need to change for the future. At present, performance appraisal and development is inconsistent across the Public Service. The civil service performance and development review (P.D.R) scheme has been well-established for some years now, and remains the cornerstone for the ongoing performance management of civil servants. Similar schemes exist for professional staff in the police, fire service, teaching and health and social care, many of which are underpinned by comprehensive systems of continuing 10

12 professional development. It is intended to undertake further work to extend performance appraisal across the entire Public Service so that individual performance of all public servants can be directly linked to Government objectives and which encourages personal development. Learning, Education and Development It is important that in providing services to the public, Isle of Man Government maintains high standards of training and development and that professionals can demonstrate that their practice is competent and up to date. This in turn will give the public confidence in those who are responsible for looking after them, giving advice or providing a service. Like many organisations, Isle of Man Government has an ageing workforce, and together with structural changes in service delivery, there is a greater need than ever before to identify and plan for the skills and talent needed for the future. LEaD was brought together as a shared service in April 2014, combining the dedicated resources from Learning, Organisational Development Division (Office of Human Resources), Department of Health and Social Care Organisational Development and Learning Team and Department of Education Professional Development Centre. The Division has developed a new vision, which is to Inspire, Motivate and Develop and is offering a comprehensive prospectus of both academic and vocational education and training for all Isle of Man Government public servants. The merge of resources has also provided the opportunity for LEaD to roll out its e-learning portal e-learn Vannin which will eventually be available in all areas of Government. A major benefit will be the ability for staff to access their training records and maintain their CPD online. LEaD also provides specialist advice to both management and staff with regard to Succession Management. The management development centres which commenced last year have been beneficial in helping to identify and develop those aspiring to senior leadership positions and the take up of management development programmes remains high. Industrial and Employee Relations A key challenge is to support workforce reforms in order to meet the central Government objective of making Government smaller, simpler, stronger. However, Isle of Man Government is a complex and multi-layered organisation, due in part to its diversity and the differing terms and conditions under which staff are employed. It is important therefore to ensure staff at all levels are managed fairly and consistently, so they feel loyal to the organisation and will give their best. This is always challenging, but more so during periods of change and is best managed through partnership working. The Office of Human Resources represents the employers side in a number of joint consultative and negotiating forums as well as liaising with staff representatives on a case by case basis. A major change has been the setting up of the collective bargaining arrangements for the Public Services Commission, together with the supporting mechanisms for negotiation and arbitration. The Industrial Relations and Policy Section plays a key role in supporting the modernisation of terms and conditions of service in relation to civil servants and manual and craft workers, as well as providing overall policy support government- wide in respect of other public sector employment issues. It contributes to and scans the environment for up and coming legislation in relation to employment and seeks to ensure that employment policies and procedures are up to date and in keeping with good practice. It provides secretariat services to the Public Services Commission and the Joint Negotiating Committee and supports the Executive Director in tackling strategic people issues and providing advice to Council of Ministers and Chief Officer Group. The Business Partners and HR Advisers support managers across Government in dealing with a wide range of staffing issues and problems, ranging from handling discipline, capability and grievance through to redundancy and dismissal. As well as overseeing on-going case work, the Business Partners assist Departments, Boards and Offices in developing people strategies to meet organisational need. 11

13 Office of Human Resources Personnel Budget and Revenue Expenditure Summary Personnel Budget 2015/16 (including contract) FTEs * Revenue Expenditure 2015/16 Employee Costs 3,985,159 Other Costs 541,064 Gross Expenditure 4,526,223 Receipts 6,800 Net Expenditure 4,519,423 (Pink Book 2015/16) * Staffing complement to increase by f.t.e. to f.t.e. from 1 st October 2015 with the merge of OHR and Payroll (formerly Treasury) 12

14 Office of Human Resources Cabinet Office Illiam Dhone House Circular Road Douglas Isle of Man IM1 1AG Tel: (01624) Website address: