Derbyshire County Council

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1 Derbyshire County Council Derbyshire County Council is situated in the East Midlands and is bordered by the cities of Nottingham, Sheffield and Manchester. Its role it to provide local government services to the boroughs of Amber Valley, Chesterfield and Erewash plus the districts of Bolsover, Derbyshire Dales, High Peak, NE Derbyshire and South Derbyshire. The area is very diverse and includes moors, hills, rural villages and busy towns. Most of the Peak District National Park lies within the County boundary. The main industries include manufacturing, agriculture, minerals and tourism. Social and economic conditions vary from the vibrant tourist areas to others suffering decline due to the demise of the coal industry. The Council serves a population of around 737,700 of which less than one per cent is black and minority ethnic. Unemployment is just below the national average but this disguises pockets of high unemployment in some areas. Derbyshire County Council, currently Council of the year, is a major force in the life of local people, with a growing reputation for providing quality and cost effective services. It has ten key goals: Enhancing community leadership Achieving best value in service delivery Strengthening the local economy and tackling poverty and deprivation Improving participation and achievement in learning Improving the health of local people and helping them live independently Reducing fear of crime and risks to personal safety Improving transport choice and safety Protecting and enhancing the environment Improving access to leisure, recreation, information, learning and culture Raising awareness of Derbyshire beyond the County The HR function is devolved to departments with a central corporate strategic division. The central personnel division also provides specialist services such as equalities, employee relations, learning and development, occupational health, safety, monitoring and OD. There is a separate change management team that is not part of the HR function. Operational personnel services are provided in each department. Departmental personnel officers report to their own chief officer and they also have a professional link to the County Personnel Officer. The Council does have an HR Strategy but this is currently being reviewed to improve its linkage to the Council Plan and CPA Action plan, demonstrate how HR policies and procedures will support change, identify success measures and set out implementation arrangements. The consortium project There were a number of specific factors driving change in Derbyshire CC: 1

2 The need to address issues about equality of access to training and development and communication highlighted in a recent employee attitude survey The need for greater consistency of HR practice between departments The Council s Personnel and Payroll Systems which were being considered for renewal The need to progress the review of pay and grading arrangements (Single Status) for 37,000 council staff as well as a review of terms and conditions of service The need to identify how the HR function could more actively support the Council s 32 million change management programme (called Putting People First ) to reengineer front line services through greater use of ICT to ensure successful completion in 2006 A recent review of the Change Programme suggested that further work needed to be done to help with people implications and identify how the HR function could add more value. Feedback suggested that there was some cultural resistance to the programme that was hampering progress with business process reengineering projects. This work would also assist with embedding one of the core values of the Council which was adopting a can do approach. Derbyshire wanted the consortium project to have an outward focus (ie. on managers and wider organisational issues). It was agreed that the project would concentrate on the Change Programme. Project goal Determine how to build HR capability to support change across the organisation. Outcomes from the project would be used to help drive forward the Change Programme and inform development of a revised HR (People Management) Strategy. What was done? The main activities undertaken during the project were: Planning: Planning meetings, review key council documents, define and agree consultation process Consultation: Run focus groups with a cross-section of staff e.g. senior managers, line managers, personnel officers, change champions, front-line staff Review: Produce brief report on findings from stakeholder consultation, present and review report, consider implications for key HR policies, procedures Action Planning; The EO consultant worked with key staff in the Personnel Division and the Change Team to agree the methodology and progress this project. 2

3 Approach Research was undertaken with a cross-section of staff (based at County Hall and in outlying parts of the County) to help ensure a range of perspectives on the following issues: Perceptions of current organisational culture What a can do culture in Derbyshire CC should look like Behaviours of key stakeholders in a can do culture leaders, managers, employees, change team, HR function Current barriers to a can do culture What could be done to help staff make greater use of ICT? Any quick wins that would help move the Council on Outcomes The project helped to clarify the critical issues that needed to be tackled to help progress current and future change. The exercise suggested that key areas of focus to build greater HR capability for change should be: Encouraging greater involvement of staff at all levels in change and improvement particularly with the introduction of new ICT systems and processes Managing and rewarding good performance Improving communication about change and what it means for services, teams, individuals and customers Developing the role of managers so that they can do more to sell the benefits of change to employees Increasing opportunities for sharing information and good practice (not just on HR practice) across the organisation Providing support for employees to ensure they know how they fit in with helping the Council deliver its objectives Ensuring an appropriate baseline of ICT provision and training for all staff as a foundation for the introduction of more complex ICT systems for customers and the Council Feedback from stakeholders underlined the importance of a strategic role for the HR function in helping the Council manage change. It identified that the HR function could best add value by: Being more visible in the organisation through ongoing dialogue with all parts of the organisation both to support changes in working practice and provide reassurance Sharing learning and identifying what HR practices work well Ensuring equal access to appropriate training and development Doing more to help managers resolve HR issues as well as offering guidance Being clear about the commitments of the organisation and expectations of employees within the recruitment process employment visions and values 3

4 To help progress Putting People First, the Change Team needed to clarify its remit and do more to raise its profile in the Council. This would help ensure there was greater awareness about the reasons for change and improvement and the benefits of making greater use of ICT. This project provided an opportunity to identify the split of roles between the HR function and the Change Team and explore how they could work together to overcome the issues identified and really move the Council forward. Action plan The outcomes from this project are helping to inform development of new HR (People Management) Strategy. Key actions being taken to help take forward the Change Programme Putting People First and develop the strategic role of the HR function include: Improving communication about the Change Programme and what it means for the customer, the organisation, leaders, managers and employees Developing skills of managers by improving their knowledge of how ICT can be used to improve service delivery, encouraging them to involve staff more in the development of new systems and processes and helping them support staff through change Doing more to promote the strategic role of the HR function across the organisation Ensuring HR takes a more proactive role by being involved in joint planning with the Change Team, identifying people implications and planning how these can be addressed. Lessons learned Of the key themes mentioned in Fit for Business the project in Derbyshire particularly demonstrates what can be done to improve: Goals: Defining the strategic HR function in the organisation by identifying the organisational context and ensuring good vertical and horizontal alignment of a new HR (People Management) Strategy Technique: Ensuring HR is adding value to the organisation - by identifying key people issues and taking action to address them Teamwork: Building an effective working relationship with the other organisational players by clarifying how the HR function works with the Change Team, understanding more about key players and tailoring its approach accordingly 4

5 The main lessons from this project have been: The importance of ongoing communication using all available channels to raise the profile of the HR function The process used to progress this project was very helpful in raising awareness and prompting debate about change and is helping to achieve the project outcomes. In this sense, the project process was as important as the content HR priorities are determined by business and service requirements HR Strategy does not necessarily need to be written down. It is constantly evolving and will inevitably be influenced by current and future events. Derbyshire is now reviewing its current HR delivery model to ensure that it continues to add value in the changing local government context. Key contact and details For further details of the consortium project in Derbyshire County Council please contact Toni Compai, Head of Corporate HR Management. Telephone extension 6927 or Employers organisation September

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