Human Resources Review 2013

Transcription

1 Item Item # 12 CounciRemunerationl Council Date19 1 April March Human Resources Review 2013 Purpose of paper To report on HR indicators and on priorities for 2014 Action Public/Private Corporate Strategy For noting Public 6.0: Manage the GDC effectively and support its staff to achieve our objectives Decision Trail The Remuneration Committee noted this report on 4 February 2014 Recommendations The Council is asked to note this report Authorship of paper and further information Appendices Kate Husselbee, Director of Human Resources ; khusselbee@gdc-uk.org none Page 1 of 7

2 Executive Summary 1. This paper provides an annual report of HR indicators for The report includes workforce data and information relating to pay and benefits, employee relations, retention, sickness absence, and learning and development. The reporting period is 1 January to 31 December A summary of HR work streams for 2014 is also provided for information. The Remuneration Committee noted this report at its meeting on 4 February Workforce profile 2. The GDC employed 278 staff at 31 December Of these staff, 206 were permanent staff and 12 were fixed-term. A total of 11 people worked on a part-time basis. There has been a sustained upward trend in staff numbers since 2005, most significantly since January 2010 when staff numbers were c Length of service profile at 31 December 2013 Service Less than 1 year years years years years 3 Over 20 years 3 Numbers The table below shows that, at the end of last year, a third of our staff had less than one year s service and half (55%) of our staff had less than two years service. This is a consequence of the organisation s turnover and continual growth and represents a challenge in areas such as knowledge management and lessons learned. 4. We have a relatively young workforce; 87% of our staff are under 50 years of age. This is slightly higher in comparison to 2012 (80%). GDC Age Group 2% 16% 9% 29% 42% Below Over 65 Page 2 of 7

3 5. A total of 62% of GDC staff are female. This is consistent with the previous year. 6. There was a relatively high proportion of staff that preferred not to specify their ethnic origin. However, even taking this into account, at least a third of our staff are from an ethnic minority background. Any Other Asian Background Any Other Ethnic Background 8% Any Other Mixed Ethnic Background Any Other White Background 27% 8% Asian or Asian British - Bangledeshi Asian or Asian British - Indian 2% 0% 38% 3% 4% 5% Asian or Asian British - Pakistani Black or Black British - African Black or Black British - Caribbean Chinese or any other ethnic - Chinese White - British White - Irish White and Black African Prefer not to Say 7. Five staff members declared that they had a disability. We are working to produce more complete data in the future on ethnic origin, and information on some of the other protected characteristics such as sexual orientation and religion and belief. Page 3 of 7

4 Pay and benefits 8. The mean average pay at 31 December 2013 was 38,563 (2012; 39,048). The pay spread is as expected for an organisation of the GDC s type, skill-set, location and size. Pay Percentage Less than 30k 26% 30-50k 56% Over 50k 18% 9. The graph below indicates the numbers of staff who were members of the GDC defined benefit (DB) and defined contribution (DC) sections of the pension scheme at the end of A total of 52 people (22%) were eligible to join the pension scheme but had not done so. The GDC s staging date for auto-enrolment is 1 February This is likely to result in an increase in pension membership over the coming year. Pension Membership DB DB&DC Eligible but not in Not Eligible Pensioner Employee Relations 10. There were three reorganisations during the reporting period; namely Fitness to Practise Legal, Facilities, and Human Resources, involving four voluntary redundancies. 11. Two employment tribunal claims were submitted during the reporting period, both of which were settled prior to the tribunal. Page 4 of 7

5 12. There were three dismissals, all of which were during the probation period, and three formal grievances submitted. The vast majority of employee relations issues were dealt with informally. Recruitment and retention 13. There were a total of 111 recruitment campaigns in Of these, 76 were for permanent posts and 35 for fixed-term posts. 14. We have continued to enhance internal promotion opportunities and have advertised internally only, on 23 occasions where we judged the internal talent pool to be sufficient. During 2013, there were 35 internal promotions, a significant increase from 18 in the previous reporting period. In addition to this there were four temporary promotions, and nine internal secondments or lateral moves to a new role. 15. The graph below demonstrates yearly total staff turnover from and illustrates a downward trend from 2010 until this year which illustrates overall staff turnover of 18.3%. This compares to a total staff turnover rate for the UK as a whole for 2012 of 14.3% 1 (figures are yet to be released for 2013). Natural turnover 2 for the GDC in 2013 was 8.6%, compared to natural turnover for the UK as a whole of 8.9%. Therefore, although overall staff turnover has increased, natural turnover (i.e. resignations only) is at a much lower level. 16. Further detail on the cause, and where in the organisation the turnover is concentrated, was discussed by the Remuneration Committee at its meeting in February. 30% Overall Staff Turnover 25% 20% 15% 10% Turnover 5% 0% Year 1 XpertHR (on-line HR information service) 2 Natural turnover includes resignation only whereas overall turnover includes voluntary resignations, retirements and dismissals (including redundancies) Page 5 of 7

6 Sickness Absence 17. A total of 1530 days were lost to sickness over the reporting period. This represents 4.9 days per employee (2012; 3 days) and compares to 7.4 days for the economy as a whole. 3 Learning and Development 18. The majority of learning and development interventions have focussed on coaching and other learning initiatives for individuals and teams. 19. The biggest organisational learning and development commitment (budget = 69,600) centred on the rollout of Lean Six Sigma as a methodology for managing GDC projects and realising cost benefits through process improvement and waste elimination. This investment saw training and coaching delivered, in a variety of forms, to 51 GDC staff, with 30 staff scheduled to certify as Green and Black belts (the higher levels of certification) by Q To date, three of the group have certified. One has used the methodology to significantly reduce the amount of non value added time spent on CRM administration in the in-house legal team. A second project primarily focussed on reducing process time in the Registration Assessments area and a third led to a reduction in data variance in Regulation which will significantly improve the stability of management information. Around 50 projects will be completed as part of the certification process; the money saved is estimated to be many times the value of the initial outlay. 20. In addition to this, a training initiative was completed on the theme of Understanding ModernGov (budget = 14,400) covering Parliament, policy & legislation in the UK. Over 40 staff attended workshops aimed at increasing the understanding of how government works, with a view to better appreciating where the GDC sits in the UK s policy, regulatory and political landscape. This will serve us well in 2014 as the focus shifts to lobbying on new legislation and other key issues for the GDC. 21. The total L&D spend for 2013 was 191,457. This represents an average spend of 689 per employee. Priority work areas for HR in HR will focus on the following work streams in 2014: The HR team: the work started in 2013 on building the capability of the HR team will continue in Corporate strategy: supporting the development and implementation of the corporate strategy Organisational performance: supporting the development of a long term estate strategy and other key work streams aimed at improving the performance and efficiency of the GDC Recruitment and induction: a comprehensive review of the GDC s approach to staff recruitment and induction Employee Relations: a review of all HR policies 3 Chartered Institute of Personnel and Development Page 6 of 7

7 Pay: the review and development of a new pay structure Performance and development: a review of the appraisal process for staff Management development: the introduction and implementation of a management development programme Pensions: Implementation of pension automatic enrolment and a review of employee contributions to the defined benefit pension scheme Equality and diversity: raising awareness of equality and diversity for staff Staff engagement: refreshing the staff forum as a means of communicating and consulting with staff; implementation of the staff survey action plan HR indicators and management information: effective and detailed reporting Recommendation 23. The Council is asked to note this report. Page 7 of 7