People Strategy 2013/17

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1 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17

2 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised as a good employer 15 3 Helping our employees to succeed 16 T 4 Ensuring equality for all 18 5 Ensuring a healthy and safe workforce 20 A Appendix A: Action Plan 22 1 P a g e

3 1 Overview 1.1 F o r e w o r d Every day, West Lothian Council provides a diverse range of essential services to over 170,000 people both within and outwith West Lothian. The quality and effectiveness of these services rely on the commitment, dedication and ability of each and every one of our employees, who on a daily basis make a difference to the lives of our customers. In common with many other organisations, the council faces particularly difficult challenges in maintaining and improving the quality and effectiveness of service outcomes whilst achieving ever tighter efficiency targets. The People Strategy acknowledges the critical role that a motivated, skilled and capable workforce plays in every aspect of service delivery and continuous improvement and sets out a plan for the key activities and actions over the next five years which will support and drive the development and effective leadership of our employees. Recognising and acting upon the need to change and adapt has long been a feature of the council s approach to leadership and forward planning. The People Strategy has been developed in conjunction with the Customer Strategy and the Improvement Strategy and as such is a key enabler for the successful delivery of the council s Corporate Plan. The outcomes contained within the Strategy are aimed at ensuring that the council remains a customer focused and high performing organisation. The recognition of the value and benefits that come from having a fully skilled, engaged and motivated workforce remains the key to our continuing success as a leading council. John McGinty Leader of the Council Graham Hope Chief Executive 2 P a g e

4 1.2 C o n t e x t The People Strategy is designed to support the council s key aim of improving the quality and value of the services it provides to the people of West Lothian. At the core of the People Strategy is the recognition that the continuing ability of the council to achieve this aim depends ultimately on the skills and commitment of our employees. It is essential therefore that the council has a clear vision supported by a strategy and plan for the systematic support and development of our employees at all levels. The council s reputation and ability to deliver services to the highest quality and standards is built on strong leadership and the abilities and goodwill of our employees. This is visible in the significant contribution that they make every day to our local communities and in their willingness to adapt, improve and innovate. The outcomes and related activities identified in the People Strategy represent the key areas in which supporting policies, practices and actions will be developed and implemented as part of an integrated approach with other corporate strategies. Development activities and opportunities will be designed to ensure that programmes meet the development needs of individuals and the council as a whole. The council s approach to leadership development recognises the importance of building capacity at all levels in the workforce and the key role that leaders and managers have in facilitating effective employee engagement and communication. Listening to the views of employees and acting appropriately on feedback from surveys and other consultation processes will ensure that the People Strategy outcomes and actions remain meaningful and relevant. 1.3 S t r a t e g y D e v e l o p m e n t The People Strategy has been designed to deliver the priorities identified in the council's Corporate Plan, taking account of the views expressed by the community, partners and stakeholders as part of the Delivering Better Outcomes consultation. The priorities and associated activities are key to ensuring that the council s overall aim of continuing to deliver excellent public services is achieved. The council has embraced the principles of continuous improvement and is committed to best practice and new and improved ways of working. This is reflected throughout the People Strategy in terms of the effective management, development and engagement of our employees. 3 P a g e

5 Our strategy to nurture customer and outcome focused employees is validated through our corporate performance monitoring processes and through external assessment, such as the council s corporate accreditation in Investors in People and the Customer Excellence standard. The People Strategy supports and is aligned to other corporate strategies, plans and improvement activities, including the Improvement and Customer strategies, management plans and the programme of West Lothian Assessment Model (WLAM) reviews. This will promote a consistent and integrated approach and ensure the council s key strategies and plans are unified around a single set of priorities and outcomes. The Strategy has been developed in conjunction with key stakeholders including Depute Chief Executives, Managers, Heads of, Managers, employees and Trade Unions and is aligned with the council s Corporate Plan ( ) and other supporting strategies. 1.4 O w n e r s h i p a n d S c o p e o f t h e S t r a t e g y Achieving the challenging outcomes contained within the People Strategy requires clear commitment and strong leadership from the council and the full involvement and commitment of all council employees. The council s role is to nurture and promote a positive and inclusive culture and to create a framework that encourages effective engagement, open communication and good performance. Employees are equally responsible for managing their own performance and development and communicating any issues that may prevent them from achieving their potential. The People Strategy outcomes will be progressed and monitored by the HR Programme Board and will be integrated into service management plans, supported by appropriate action/project plans. The HR Programme Board will conduct scheduled reviews to ensure that the council remains on track to deliver the outcomes and that these continue to be relevant to the council and the achievement of corporate priorities. Critically, through the annual employee survey results, the HR Programme Board will assess whether the strategy continues to be relevant to the 4 P a g e

6 needs of employees and of the council and will consider what changes may be necessary. The effective delivery of the People Strategy outcomes requires the commitment and buy-in of all the relevant stakeholders. Specific responsibilities are listed below. Employees are responsible for engaging with agreed processes for delivering the People Strategy outcomes and complying with the requirements of these processes. They are also responsible for taking personal ownership of their own performance, development and improvement as necessary, and engaging positively with their managers and fellow employees in all aspects of work-related issues. Employees must also exercise a duty of care in respect of health and safety arrangements, highlighting any concerns to their managers. It is the responsibility of all council employees to ensure that they contribute to establishing a workplace that embraces diversity where all are treated equally, and with respect and dignity. Trade Unions will be consulted in the development of policies, procedures and processes to deliver People Strategy outcomes. Heads of are responsible for ensuring that agreed actions and outcomes are effectively integrated into service plans and activities. This includes ensuring the implementation of effective employee engagement, listening to employees, motivation and development, performance management, health and safety, equality and diversity measures and workforce planning. Managers are responsible for the operational implementation of agreed actions contained in service plans and activities as approved by the Head of. This includes the engagement, motivation and development of employees through effective management and performance review, the monitoring and delivery of agreed equality and diversity outcomes, the management and improvement of health and safety arrangements and workforce planning to ensure the efficient use of resources. 5 P a g e

7 Enabling s will provide the necessary corporate policies, procedures and processes, as well as advice, information and support to assist services in delivering the People Strategy outcomes. This will include Human Resources, Finance and Estates in relation to workforce planning, Legal s on employment law issues and IT in respect of modernisation and flexible working. It is the responsibility of each and every employee in the council to engage positively with all aspects of the People Strategy and to contribute as best they can to ensure that the planned outcomes are achieved. 6 P a g e

8 Governance Group Local Negotiating Committee for Teachers (Teaching Unions) Conditions of Joint Working Group (Non-Teaching Unions) Corporate Working Group on Equality HR Programme Board Corporate Management Team Partnership and Resources Policy Development and Scrutiny Panel Council Executive Governance/Scrutiny Role Consult on devolved conditions of service including policy development to reach agreement on a range of matters not subject to national bargaining. Formal discussion and consultation forum with the recognized trade unions on all aspects of employment policy development and applications of terms and conditions of service Responsibility for monitoring progress against the council s corporate equality outcomes and compliance with equality impact assessment regulations. Reviewing and implementing policies, procedures and standards. Monitoring projects relating to this strategy Approve strategies, policies and reports for PDSP and Council Executive The role of this PDSP is: a) to develop policies with a view to making recommendations for their adoption by Executive or to the Education Executive. b) to review the working of existing policies of the Council, and to make recommendations about their working, amendment or replacement to the Council Executive or to the Education Executive, and c) to prepare and follow in so far as practicable a forward work plan to assist the continuous flow of policy and the best use of council resources. All of the Council s policy making, decision making and statutory functions, powers and duties. Reporting Frequency 6 Weekly Monthly Monthly 6 Weekly Annual progress report and thereafter as required. Annual progress report and thereafter as required. Annual progress report and thereafter as required. 7 P a g e

9 2 Council Priorities The council has set eight priorities in the Corporate Plan (2013/17) in consultation with the local community, partners, stakeholders and employees. These priorities, along with the three enabler themes, represent the key activities that the council will undertake to deliver better outcomes for West Lothian. The People Strategy focuses on building capacity in the council through the effective deployment, development and management of employees and contributes to the Corporate Plan by supporting the eight council priorities and by directly contributing to the identified enablers of: Delivering Financial Planning Strategy outcomes through improved workforce management and planning linking with the council s budgeting for better outcomes approach. Corporate Plan (2013/17) p26 Delivering Corporate Governance and Risk Strategy outcomes by managing health and safety through effective policies and procedures and monitoring activities. Corporate Plan (2013/17) p27 Modernisation and Improvement Strategy outcomes by developing a skilled, healthy, well informed, highly motivated and diverse workforce to support the changes necessary. Corporate Plan (2013/17) p28 Figure 1 illustrates where the People Strategy links directly to a council priority or enabler. Council Priorities People Strategy 1. Improving the employment position in West Lothian 2. Improving attainment and positive destinations for school children 3. Delivering positive outcomes and early intervention for early years 4. Improving the quality of life for older people 5. Minimising poverty, the cycle of deprivation and promoting equality 8 P a g e

10 Council Priorities People Strategy 6. Reducing crime and improving community safety 7. Protecting the built and natural environment 8. Delivering positive outcomes on health Financial planning Corporate governance and risk Enablers Modernisation and improvement Figure 1: Council priorities and the People Strategy 9 P a g e

11 3 Strategy Outcomes The People Strategy has been designed to support the delivery of the council s priorities contained in the Corporate Strategy 2013/17. The aim of the People Strategy is to provide employees with the necessary support and development to improve the quality and value of the services the council provides to the people of West Lothian. In summary the strategy outcomes are: Engaging and motivating our employees Recognised as a good employer Helping our employees to succeed Ensuring equality for all Ensuring a healthy and safe workforce. The outcomes focus on ensuring that the council is regarded as a great place to work and where people: make a difference feel valued and rewarded feel supported and committed are encouraged to be flexible and innovative are able to embrace change feel confident and capable The success of the council in achieving its objectives is highly dependent on the skills and commitment of its employees. The People Strategy seeks to send out a simple and clear message about the council s aspirations and expectations as a good employer. 3.1 Outcome Benefits There are a number of benefits that will be delivered through the People Strategy outcomes Benefits for the customer Customer experience is enhanced by employees who are empowered and have the knowledge, confidence and discretion to deal appropriately with their requests. 10 P a g e

12 Customers have access to high quality, customer focused services provided by skilled, motivated and informed employees. Customers receive services from highly professional employees who are responsive, flexible and empathetic when dealing with their requests. Customer access to services is improved through the deployment of a more mobile and flexible workforce and good management of the available resources. Customer views and preferences are reflected in service planning, design and delivery through regular two-way engagement with employees Benefits for employees Employee confidence and job satisfaction is enhanced through the provision of a healthy, supportive and nurturing working environment. Employees have access to appropriate learning and development opportunities that will improve their job-related skills, knowledge and experience. Employees understand how they contribute to the wider council priorities through regular opportunities for two-way engagement with managers and team leaders. Employees are supported in their work by effective leadership and management. Employees are aware that they work for an inclusive council and that there is fair and equal treatment in all aspects of employment. Employees have a safe working environment, with risks being proactively managed and good health promoted and encouraged. Employees experience a structured and planned approach to change management, service delivery and planning Benefits for the council The council s performance is improved by more effective employee engagement and communication. The council s management and leadership development is consistent across the council and has a renewed focus on employee engagement and development leading to the achievement of better outcomes. The council s approach to managing employee performance is focussed and consistent, with effective corporate processes established. The council s commitment to diversity and equality is promoted to ensure all employees are able to participate fully in all aspects of work. Issues of inequality are reviewed and a focus for improvement. 11 P a g e

13 The council is able to reinforce clear lines of responsibility and accountability to help provide a healthy and safe working environment. The council s employee resource planning processes function as an integral part of the overall service planning process to ensure the best use of resources. The council s service re-structuring is planned and well managed, providing flexibility in relation to efficiency and the effective delivery of services. 12 P a g e

14 O u t c o m e 1 : Engaging and motivating our employees Purpose The council s ability to sustain the delivery of high quality and award winning services is dependent upon the capability, dedication and creativity of our employees. Motivation and commitment are key drivers of employee performance and the aim is to more effectively engage and develop employees through improved communication, increased participation and more focused learning and development. Activities The main activities that will be undertaken in 2013/17 to achieve this priority outcome are to: Establish effective employee engagement processes across the council. Provide development opportunities to employees that balance their development needs with service requirements. Utilise employee engagement data to identify and plan where and how communication can be improved. Develop management and leadership programmes which support the council s strategic outcomes and corporate values. The following performance indicators are indicative of the range of indicators that will be used to monitor progress over the life span of the strategy: Indicator Name Percentage of employees who agree or strongly agree there is effective teamwork percentage of attendees at training courses who said their personal learning objectives were fully met Percentage responders to employee survey Responsible Target Officer 80% 100% All s Heads of N/A 100% All s Heads of 58% 75% All s Heads of 13 P a g e

15 Percentage of managers who participated in corporate learning and development programmes 95% 100% All s Heads of 14 P a g e

16 O u t c o m e 2 : Recognised as a good employer Purpose The council puts employees at the heart of the organisation and aims to ensure that employees recognise the value placed on their role by the council. This commitment is demonstrated through a systematic and fair process for managing people and their performance that recognises individual and team contribution and is linked to skill and competency development. Ownership of council performance and achievement is therefore shared equally between the council and each and every employee. This outcome addresses the importance of leadership and effective and active engagement and consultation with employees in terms of service delivery and improvement. Activities The main activities that will be undertaken in 2013/17 to achieve this priority outcome are to: Implement a new framework for managing employee performance. Promote a performance culture which identifies the desired outcomes supported by the development of key skills and competencies. Encourage and celebrate individual and team performance. The following performance indicators are indicative of the range of indicators that will be used to monitor progress over the life span of the strategy: Indicator Name Percentage of annual employee performance reviews completed Percentage of services compliant with Investors in People standard Percentage of respondents who agree or strongly agree there is reward and recognition for employees Responsible Target Officer N/A 100% All s Heads of 100% 100% All s Heads of 77% 85% All s Heads of 15 P a g e

17 O u t c o m e 3 : Helping our employees to succeed Purpose The achievement of the council s key priorities and outcomes is driven and determined by the skills, experience and continued commitment of our employees. The council recognises and values the vital role played by employees and the importance of ensuring that they are provided with the necessary support and development to perform to the best of their ability. The People Strategy and this outcome in particular, have been designed to ensure that the council continues to appropriately plan, manage and develop our workforce, providing effective management, policy and organisational arrangements to support all employees. Activities The main activities that will be undertaken in 2013/17 to achieve this priority outcome are to: Support employees in new ways of working that will make the council more efficient and provide better levels of service for our customers. Ensure that our employees have the required competencies and capabilities to deliver council priorities through a structured approach to workforce and succession planning. Manage organisational change effectively and align it with corporate strategies and plans. Develop, implement and review human resource initiatives and policies to support the council s Modernisation Programme. The following performance indicators are indicative of the range of indicators that will be used to monitor progress over the life span of the strategy: Indicator Name Number of days to recruit to a vacancy Number of successful outcomes for displaced employees Responsible Target Officer 31 days 25 days HR s HR s Manager 100% 100% HR s HR s Manager 16 P a g e

18 Percentage of HR policies reviewed Percentage of services who have implemented a targeted employee development plan. 30% 100% HR s HR s Manager N/A 100% All s Heads of 17 P a g e

19 O u t c o m e 4 : Ensuring equality for all Purpose The council is committed to providing equality of opportunity both as a service provider and an employer. The council recognises the benefits of a diverse workforce and is committed to the goal of eliminating discrimination and promoting equality and diversity across the organisation. Underpinning the People Strategy is a commitment to promote and celebrate diversity throughout the council by consulting, engaging and acting on the views and concerns of employees and embedding these issues into service delivery, policy development and employment practice. Activities The main activities that will be undertaken in 2013/17 to achieve this priority outcome are to: Deliver learning and development for employees and managers on equality and diversity issues. Ensure each service area has appropriate procedures for undertaking effective equality impact assessments. Engage with the relevant equality groups and organisations to inform policy development and promote diversity. Develop effective equality monitoring processes. The following performance indicators are indicative of the range of indicators that will be used to monitor progress over the life span of the strategy: Indicator Name Percentage of targeted employees who have completed equality and diversity training in the last 3 years Percentage of services that have procedures in place for equality impact assessment Percentage of respondents who agree or strongly agree the organisation effectively manages equality and diversity Target Responsible Officer N/A 100% All s Heads of N/A 100% All s Heads of 72% 100% All s Heads of 18 P a g e

20 Council s score against the Stonewall Index maximum of 200 points Corporate s Head of Corporate s 19 P a g e

21 O u t c o m e 5 : Ensuring a healthy and safe workforce Purpose The council works continuously to support employees to achieve and maintain healthy working lives and this commitment is illustrated through the attainment of the gold standard in the Scotland s Healthy Working Lives initiative. The council promotes active health initiatives and encourages effective management and support of employees who are experiencing ill health. The council, through its Elected Members, Chief Executive, Depute Chief Executives and Heads of, accepts its responsibility as an employer for ensuring the health, safety and welfare of all its employees whilst at work. Activities The main activities that will be undertaken in 2013/17 to achieve this priority outcome are to: Improve employee health and well being through the Healthy Working Lives Strategy. Implement a proactive and supportive approach to attendance management through the effective application of appropriate policies and procedures. Ensure that the physical working environment is safe and that any inherent risks are assessed and managed. Encourage employees to take responsibility for their own health and safety and that of others. The following performance indicators are indicative of the range of indicators that will be used to monitor progress over the life span of the strategy: Indicator Name Percentage of employees participating in active health at work events Percentage of employees returning to normal monitoring under sickness absence Percentage of properties compliant with health and safety legislation Target Responsible Officer N/A 20% HR s Health and Safety Manager 77% 85% HR s HR s Manager 90% 100% All s Named Responsible Officer 20 P a g e

22 Percentage of incidents not reportable to the Health and Safety Executive. 98% 100% HR s HR s Manager 21 P a g e

23 Action Plan Action Description Planned Outcome Owner Start End Produce an updated Workforce Plan each financial year as a baseline for managing resource issues. Develop and implement a standardised process for conducting service reviews. Undertaken annual employee survey Publish an annual Employee Communication and Engagement Strategy. Identify current and future staffing requirements to produce a Workforce Plan at the start of each financial year providing a summary within the annual Management Plan and aligned with activity based budgets. To implement a Restructure Process that ensures service reviews are consistently conducted and that appropriate governance is part of the process. Conduct employee survey to obtain the views of employees. Produce an action plan to be included in Employee Communication & Engagement Strategy Produce an Employee Communication & Engagement Strategy in line with the management planning process. This should incorporate an analysis of the employee survey results s have a detailed understanding of workforce profile and develop appropriate strategies to address issues arising from workforce audits reviews will be carried out consistently and in accordance with recognised best practice and council policy Improved employee morale which results in improved service performance Improved employee morale which results in improved service performance Heads of HR s Manager Head of Corporate s Heads of Ap p e n d i x A Status (Planned, Active, Complete) 01/04/14 Annually Active 01/04/13 31/03/14 Active 01/04/13 Annually Active 01/04/14 Annually Planned 22 P a g e

24 Action Plan Action Description Planned Outcome Owner Start End Develop and implement a new framework for performance review. Develop new framework for identifying and managing employee performance. Employee performance is reviewed annually against service delivery. Head of Corporate s Status (Planned, Active, Complete) 01/04/13 31/03/14 Planned All employees have an annual performance review and that learning and development activities are identified to address competency gaps. s have an established process managing employee performance and identifying learning and development needs. A collective Learning and Development Plan should also be produced for prioritising needs and training budgets. Individuals receive constructive and honest feedback on their performance. The process records performance, health and safety and development needs. Heads of 01/04/14 Annually Active Develop and implement framework for equality outcomes. Provide guidance and agree action plans and monitoring arrangements for agreed equality outcomes. Progress is made in achieving equality outcomes. Head of Corporate s 01/04/13 31/03/14 Active Implement action and monitoring arrangements for equality outcomes. Agree action plans and monitoring arrangements for agreed equality outcomes. Progress is made in achieving equality outcomes. Heads of 01/04/14 31/03/14 Planned Review health and safety policies, procedures and arrangements and provide an annual plan. s will produce a Health and Safety Action Plan as part of the annual management planning and budgeting process. Plans are established to progress health and safety issues within the services. Heads of service 01/04/14 Annually Planned 23 P a g e

25 Appendice West Lothian Council People Strategy 2013/17 J u l i e W h i t e l a w Ac t i n g H e a d o f C o r p o r a t e S e r v i c e s D e c e m b e r F o r m o r e i n f o r m a t i o n : E m a i l a d d r e s s : h r s u p p o r w e s t l o t h i a n. g o v. u k T e l e p h o n e n u m b e r : W e s t L o t h i a n C i v i c C e n t r e H o w d e n S o u t h R o a d L i v i n g s t o n W e s t L o t h i a n E H F F 24 P a g e

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