COASTLINE GROUP HUMAN RESOURCES STRATEGY Great homes, great services, great people.

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1 COASTLINE GROUP HUMAN RESOURCES STRATEGY Great homes, great services, great peope.

2 Contents Foreword 2 Executive summary 1. Achievements 5 2. Context 7 3. Our peope 9.Objectives What we aim to achieve Action pan 17 Version

3 FOREWORD We have a great responsibiity to provide services to some of the most vunerabe peope in our ocaity and by working with our customers hep our community to prosper. We want every member of staff to fee proud to work for Coastine and we wi continue to work hard to deiver our ambitious Corporate Pan. Our staff are crucia to our abiity to achieve these ambitions and embody our vaues, making Coastine the quaity housing provider that it is. We continue to face a chaenging externa environment with wefare reform and continuing economic uncertainty so it is particuary important that we have the right peope with the right skis deivering a our services across Coastine. This HR Strategy aims to enabe our staff to continue to make their very worthwhie contribution to the deivery of our Corporate Pan, setting out a cear vision of what we are committed to do as an empoyer and how we intend to achieve our goas. Whether you are a potentia, new or existing member of staff I hope you wi join me in getting behind our pans to deiver the best for Coastine. Derek Law MBE Chair January 2015 Corporate Pan FINAL 27/8/13 11:9 Page 1 CORPORATE PLAN

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5 Executive summary The aims of the HR Strategy are to support the achievement of the outcomes of the Corporate Pan (to 2017); to give cear direction in reation to HR management practices; to improve the empoyee experience; and to concentrate empoyee efforts to improve the customer experience. In deveoping the HR Strategy, consideration has been given to how HR management practices wi support the achievement of Coastine s Corporate Pan; understanding the context in which Coastine is operating, ie the interna and externa environment; invovement of key stakehoders; and an anaysis of the Strengths, Weaknesses, Opportunities and Threats of the current HR management practices. From this, the foowing objectives were identified: Assist our staff in deaing with the chaenges that arise. Be reevant to the operationa needs of the Group. Deveop our approach to staff management, in ine with best practice. Provide managers and Non Executive Directors with the appropriate skis, together with the best advice, information, training and support to manage staff effectivey. Modernise our approach to recruitment. Improve the empoyee experience. Enabe effective organisationa deveopment through team and management deveopment. Improve deivery of services to customers by enabing staff and teams to grow through their Continuous Professiona Deveopment. Continue to deveop our inks with schoos, coeges, universities and the community. The HR Strategy sets out what we wi achieve under the foowing areas: Empoyee Resourcing Performance Management Empoyee Deveopment Empoyee Invovement Empoyee Heath and Webeing Empoyee Reward HR Service The three year Action Pan outines how and when we wi deiver the HR Strategy.

6 1. Achievements 1.1 Achievements from the HR Strategy Refecting back over the ifetime of the HR Strategy, the key achievements were as foows: Improved recruitment, seection and induction practices Deveoped and impemented a revised robust absence management system, which has supported the reduction of short-term sickness and gives recognition for exceent attendance Deveoped guidance for managers on managing conduct Deivered a comprehensive Management Deveopment Programme Deivered Customer Service training across the Group Further deveoped the Apprenticeship Programme Supported the impementation of the Inspiring Futures Work Experience Programme 5

7 Investors in Peope God Accreditation in 2013 Annua Staff Engagement Surveys undertaken Best Companies 1 Star Accreditation and being named in The Sunday Times 100 Best Not-For-Profit Organisations in 2013 and 201 Impemented the Simpyheath Pan benefit Impemented Staff Awards 6

8 2. Context 2.1 The HR Strategy has been deveoped to support the achievement of Coastine s Corporate Pan, specificay with regard to: Our Vision - in order to provide Great Homes and deiver Great Services, we need to attract, deveop, support, invove, empower, reward, vaue and retain Great Peope Our Vaues are the behaviours we expect to be at the core of everything we do: Putting our customers (both interna and externa) first; Being open, honest and accountabe; Striving to be the best, and Vauing each other Recognising that our most vauabe resource is our peope, who have a genuine opportunity to infuence and shape Coastine s future and the services we provide Our commitment to our staff to: Provide a good working environment; Treat each individua with dignity and respect; Vaue equaity and diversity in accordance with our Equaity and Diversity Strategy; Ensure information about staff is kept private and confidentia; Provide taiored induction programmes for new staff; Undertake annua appraisas to assist empoyees in panning their persona deveopment, identifying training needs and maximising potentia; Pay empoyees prompty and accuratey; and Seek to ensure we are, in a respects, a good empoyer Becoming a Sunday Times Top 50 Not for Profit empoyer by Consideration has been given to the interna and externa environment in which Coastine is operating. Interna environment Whist a Group wide HR Strategy is required to support One Coastine, it is recognised that the operating context of each Company is very different. As such, the individua Company s specific requirements wi be refected in impementing the Action Pan to deiver the HR Strategy, whist not compromising Coastine s Vision and Vaues. 7

9 2.2.2 With the increasing demands on managers time, couped with imited HR resources, HR processes and practices need to be straightforward, supportive, efficient and effective As HR provides a service predominanty to interna customers, it is important to invove our key stakehoders in identifying areas that HR can improve the service provided to its customers, add vaue to the business and determine priorities In 2012 we moved the majority of staff to new headquarters, with modern office faciities. Externa environment There is a shortage of technica/speciaist and eadership skis ocay, which is due to the imited demand for these, together with a imited number of arge businesses and career opportunities in Cornwa. Carefu consideration therefore needs to be given to the foowing: (i) (ii) (iii) (iv) (v) When to advertise ocay and when to advertise nationay, recognising the increased costs of nationa recruitment campaigns and the ikeihood of individuas reocating for these positions. The importance of benchmarking saaries in order to be abe to attract peope with speciaist skis. As Cornwa has higher than average house prices and high water rates, imited transport inks, when compared nationay, this wi be an important consideration for individuas considering reocating to Cornwa. The importance of both financia and non-financia support, in faciitating empoyees and their famiies to reocate and sette in Cornwa. Succession panning and investing in our own staff to deveop the skis needed for the future With the increase in the number of degree courses offered ocay, access to distance earning and more young peope choosing to stay in Cornwa, there may be more speciaist/technica skis avaiabe in the future Coastine has a good reputation ocay, both as a socia andord, service provider and an empoyer, so there are opportunities to buid on this to become an empoyer of choice Given Cornwa s rura ocation and imited pubic transport, traveing to/from work from outside the immediate ocation, can imit where potentia empoyees are abe/wiing to work With the genera cost of iving in Cornwa, together with the impementation of wefare reform, cuts to services provided by Cornwa Counci, potentia empoyees wi ook for competitive remuneration packages, that enabe them to maintain a decent standard of iving In addition, HR management practices must: (i) (ii) (iii) (iv) Support Coastine to meet customer expectations, operate smarter and more commerciay and provide better and more cost effective services. Support Coastine s brand and reputation. Ensure that Coastine operates in accordance with the requirements of our Reguators, egisation and best practice. Recognise that Coastine Services needs to keep costs down in order to remain competitive and win new business. 8

10 3. Our peope The profie of our staff across the Group as at 31 December 201 (uness otherwise stated) is as foows: 3.1 Headcount 31/12/ /12/ /12/201 Headcount Fu-time Part-time Fu Time Equivaent The main reduction in headcount in 201 was due to the withdrawa of domiciiary care services 3.2 Age profie Number of empoyees Age range With 27% of empoyees aged 50 or over, knowedge transfer and succession panning are essentia; and with 22% of empoyees under aged 30 and 51% between aged 30 and 9, there are opportunities to grow our own skis for the future. 3.3 Gender profie Femae 123 Mae 107 Current Gender Profie 9

11 3. Length of Service Number of empoyees <1 year 1 year 2 years 3 years years 5-9 years years years years 0-9 years Length of service 3.5 Empoyee Deveopment 31/12/ /12/ /12/201 % of staff with professiona/ trade quaifications* % 8% 58% Number of Apprenticeships This data goes some way to demonstrate our commitment to deveoping and investing in our empoyees to ensure we have the right skis. *Quaified to Leve 2 or above. 3.6 Pension Scheme Membership 31/12/ /12/ /12/201 Number in pension scheme The positive increase in pension scheme membership in 201 was foowing the impementation of auto-enroment. 3.7 Remuneration Number of empoyees < 9,999 10,000-1,999 15,000-19,999 20,000-2,999 25,000-29,999 30,000-39,999 0,000-9,999 50,

12 . OBJECTIVES As part of the consutation with stakehoders, a SWOT anaysis was undertaken, of Coastine s current HR management practices, to determine the organisation s abiity to deiver the Corporate Pan. Foowing which, a number of objectives of the HR Strategy were identified:.1 Assist our staff in deaing with the chaenges that arise..2 Be reevant to the operationa needs of the Group..3 Deveop our approach to staff management, in ine with best practice.. Provide managers and Non Executive Directors with the appropriate skis, together with the best advice, information, training and support to manage staff effectivey..5 Modernise our approach to recruitment..6 Improve the empoyee experience..7 Enabe effective organisationa deveopment through team and management deveopment..8 Improve deivery of services to customers through enabing staff and teams to grow through their Continuous Professiona Deveopment..9 Continue to deveop our inks with schoos, coeges, universities and the community. 11

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14 5. What we aim to achieve The HR Strategy sets out what we wi achieve and the reasons why, in order to meet these objectives, under the foowing areas: Empoyee Resourcing Performance Management Empoyee Deveopment Empoyee Invovement Empoyee Heath and Webeing Empoyee Reward HR Service The Action Pan to deiver the HR Strategy is set out in Section Empoyee Resourcing (Meets Objectives.2,.5,.6,.9 above) Have the right staff, with the right skis, at the right time, to enabe us to deiver exceent services to our customers Modernise our approach to recruitment and seection to refect and strengthen our Brand Manage retention to ensure we retain vaued empoyees and have a heathy turnover Create more career deveopment opportunities, trainee posts/apprenticeships, to enabe us to grow our own and deveop the skis we need for the future. 5.2 Performance Management (Meets Objectives.1,.2,.3,.,.6,.7,.8 above) 13

15 5.2.1 Provide managers and Non Executive Directors with the right skis, the best advice, information, training and support, to effectivey manage the performance of their empoyees so that it: Refects our Vaues. Improves the empoyee experience. Deveops high performing individuas and teams. Empowers and invoves, nurtures and deveops, motivates, recognises/vaues and rewards, supports heath and webeing and retains empoyees. Creates a continuous improvement cuture, which supports our empoyees to continuousy refect on practice, identify what went we, what improvements need to be made and take action, in order to work smarter and strive to be the best. Encourages empoyees to be honest and open about mistakes and earn from these, without the risk of bame, or consequences. Manages empoyee issues immediatey, positivey and proactivey to reduce the need for instigating forma procedures. Assists our staff in deaing with the chaenges that arise and supports them to embrace change. Leads to improved deivery of services to customers Review and measure the performance of managers, to ensure their management of empoyees is effective. 5.3 Empoyee Deveopment (Meets Objectives.1,.2,.3,.,.6,.7,.8 above) Identify and deveop the skis we need now and in the future and support the Continuous Professiona Deveopment of empoyees to: Equip empoyees with the skis they need to undertake their roes now and into the future. Support empoyees and managers to embrace change. Motivate and engage empoyees. Deveop high performing individuas and Teams. Enabe us to grow our own staff and support empoyees to achieve their potentia. Retain vaued empoyees who have the right vaues and the right skis. Enabe effective organisationa deveopment. Improve deivery of services to customers. 1

16 5.3.2 Enhance managers skis, competence and confidence to enabe them to take responsibiity for a aspects of peope management and effectivey manage and deveop their staff Deveop the eadership skis of a our managers to enabe them to own business performance and take the ead to turn it around; to make decisions within their eves of responsibiity; to be good roe modes, demonstrating commitment to the organisation s vaues, by coaborative working with coeagues across departments, and vauing empoyees Proactivey support empoyees with an exceent attendance record, to undertake vounteering externay. 5. Empoyee invovement (Meets Objectives.1,.2,.3,.,.6,.7,.8 above) 5..1 Further deveop mechanisms for encouraging empoyee feedback and invovement in identifying improvements, working smarter, deveoping services and enabing us to be a better empoyer. 5.5 Empoyee Heath and Webeing (Meets Objectives.1,.2,.3,.,.6 above) Buid on our empoyee heath and webeing initiatives, to proactivey support the positive menta heath and webeing of our empoyees. 5.6 Empoyee Reward (Meets Objectives.2,.3,.,.5,.6 above) Provide a Fair Dea for a empoyees in reation to terms and conditions of empoyment, pay, benefits and reward, that enabe us to: Attract, retain and reward high performing empoyees. Support our Vaues and Performance-driven cuture Work towards becoming One Coastine. 5.7 HR Service (Meets Objectives.1,.2,.3,.,.5,.6,.7,.8,.9 above) Provide an exceent and consistent service to a our customers that is professiona, knowedgeabe, hepfu, timey, business focussed, proactive and adaptabe Provide a cost efficient service that adds vaue to the business. 15

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18 6. Action pan Area What we want to achieve Empoyee Resourcing Have the right staff, with the right skis, at the right time; and create more career deveopment opportunities, trainee posts/ Apprenticeships, to enabe us to grow our own and deveop the skis we need for the future. Modernise our approach to recruitment and seection. Manage retention to ensure we retain vaued empoyees and have a heathy turnover. 17

19 Actions By when Support managers to deveop Workforce Pans to meet the shortterm and ong-term demands of the business. Continue to deveop our inks with schoos, coeges and universities, to support work experience, the deveopment of business skis, seing ourseves as an empoyer of choice, utiising programmes such as Unocking Potentia for defined project work and supporting the ongoing deveopment of the Inspiring Futures Work Experience Programme. Review our recruitment information to ensure that it is modern, refects our Brand and our Vaues, ses what we do and what makes us different. Review recruitment sources to maximise the use of onine adverts and socia media. Deveop a suite of seection methods to assess vaues, attitude and competencies as we as knowedge, skis and experience. Review our Reocation Package to consider what non-financia support coud potentiay be provided to partners/famiies of empoyees who are reocating, to faciitate their setting in to ife in Cornwa. Review the Induction Programme to support the integration of new empoyees into Coastine, insti our Vaues and outine our expectations Further deveop exit interview/eavers procedure. 18

20 Area What we want to achieve Performance Management Provide managers and Non Executive Directors with the best information, training, advice and support, to effectivey manage the performance of their empoyees. Review and measure the performance of managers, to ensure their management of empoyees is effective. Empoyee Deveopment Identify and deveop the skis we need now and in the future and support the Continuous Professiona Deveopment of empoyees. Enhance managers peope management and eadership skis. Empoyee invovement Further deveop mechanisms for encouraging empoyee feedback and invovement.

21 Actions By when Deveop a revised Empoyee Performance Management Framework to incude Poicy, Procedure, Guidance for Managers (and Non Executive Directors) and tempates. Deveop the Appraisa system. Deveop the Competency Framework to incude Management Competencies. Through a revised Appraisa system, workforce panning and managers training, managers to undertake a more rigorous assessment of individua/team deveopment needs and identify creative opportunities to address these. Link Workforce Pans to the Company Training Pans, to support CPD of empoyees and succession panning in a structured way. Undertake an annua review of Mandatory Training for each Company. Expand Trainee posts/apprenticeships across the Group to deveop the skis we need for the future, creating potentia empoyment opportunities for those who have competed the IF Work Experience Programme. Deveop a roing Management Deveopment Programme to deveop managers soft and hard skis. Review and expand the remit of the Staff Forum. Support the deveopment of Staff Forum Representatives, eg basic empoyment aw, empoyee invovement, effective communication, representing empoyees at forma processes. Consider the impementation of empoyee satisfaction surveys, in addition to the Best Companies empoyee engagement survey.

22 Area What we want to achieve Empoyee heath and webeing Proactivey support the positive menta heath and webeing of our empoyees. Empoyee Reward Provide a Fair Dea for a empoyees in reation to terms and conditions of empoyment, pay, benefits and reward. Proactivey support empoyees with an exceent attendance record, to undertake vounteering externay. HR Service Provide an exceent and consistent service to a our customers that is professiona, knowedgeabe, hepfu, timey, business focussed, proactive and adaptabe. Provide a cost efficient service that adds vaue to the business.

23 Actions By when Provide training for a Managers to incude: menta heath awareness; the ink between poor management and empoyee iheath; and how to proactivey support positive menta heath and webeing of empoyees through good management practice. Keep under review and aspire to work towards impementing the Living Wage for any empoyees who are paid beow this. Review the Group s Pension s Strategy. Undertake a comprehensive review of terms and conditions of empoyment, incuding pay, reward and benefits; understanding what benefits are important to empoyees and considering if we can offer any fexibiity in the benefits we provide. Deveop a poicy, procedure and system for recording vounteering activities and time; and promote the opportunity to vounteer to empoyees with an exceent attendance record. Support empoyees to undertake one day a quarter of vounteering externay by Review and improve the information/toos avaiabe to managers, eg Guidance for Managers, tempates, etc. Review and improve the information avaiabe to empoyees, eg Staff Handbooks, information on Coastnet. Review and maximise the use of HR Software to reduce the time spent on administrative tasks and free up HR capacity to provide advice and support.

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