Report of Corporate Management Team Don McLure, Corporate Director, Resources Councillor Alan Napier, Cabinet Portfolio for Resources

Transcription

1 Cabinet 13 July 2011 Investors in People Assessment Report and Action Plan Report of Corporate Management Team Don McLure, Corporate Director, Resources Councillor Alan Napier, Cabinet Portfolio for Resources Purpose of the Report 1 To advise Cabinet of the outcomes of the recent Investors in People (IIP) assessment where the Council has retained its IIP accreditation, and the content of the action plan to address the development issues identified in the feedback report. Background 2 In March 2011 an assessment was carried out by Assessment North East against the Investors in People Standards. This review represented the first assessment as a Unitary Authority. 3 The assessment took place over 32 assessment days from 2 to 25 March 2011 and involved three assessors. A total of 450 employees and Councillors were directly involved in the assessment process. Outcomes of the Assessment Process 4 The assessment team wished to express their thanks to all staff and Councillors involved in the review for their cooperation, contribution, openness and frankness during their interviews. The feedback report concluded that: Based on the evidence collected during the 32 day assessment the Assessor s conclusion and recommendation is that Durham County Council continues to be recognised as an Investors in People organisation. 5 The IIP Certificate of Recognition is contained in Appendix 2. 6 In addition the feedback report summarised the Council s position against the Investors in People Framework describing the standards fully achieved and those which were achieved with a development point. 7 The key strengths against the standards included: The majority of employees were aware of the Council Vision Some very good examples of employee involvement in Service Planning

2 The Council Plan and Medium Term Financial Plan have been communicated to all employees using a variety of methods and the vast majority of employees could confirm knowledge of their existence Confirmation that there are good and effective working relationships between trade unions and management Numerous examples of training being planned and delivered to meet specific needs of teams and individuals. Good understanding that resources for learning and development have shifted and are now more focussed on the mandatory and essential training needs being met Equality and Diversity are well established and embedded in the culture of the Council There were numerous examples of flexible working arrangements. This was considered to be an area of good practice A very apparent commitment to continuous improvement and there were numerous examples cited of improvements which have been effected Road shows which have assisted in terms of improving the visibility and accessibility of Directors. 8 The five opportunities for development identified against the standards were: Inconsistent application of the appraisal process across the Council Insufficient understanding and application of the management competency framework Inconsistency of management effectiveness Recognition and value of employee contribution could be strengthened Additional opportunities could be explored to encourage employees to become further involved in the identification of ideas for improvements. 9 The feedback report recommended that these opportunities be considered for inclusion into an improvement plan for continuous development. 10 All service groupings have been consulted on these recommendations and the enclosed action plan (Appendix 3) has been produced as a result of these discussions.

3 Recommendations 11 Cabinet is recommended to: receive this report for information recognising the key role employees and Councillors played in the assessment process endorse the enclosed action plan Contact: Kim Jobson, Head of Human Resources and Organisational Development, June 2011 p/r/da01-11

4 Appendix 1: Implications Finance - Many of the actions within the proposed action plan are contained within existing plans (e.g. People and Organisational Development Strategy Action Plan) and thus any additional expenditure has already been considered. Staffing - The implementation of the action plan will require involvement from the service groupings in the implementation of any Service specific actions Risk n/a Equality and Diversity - n/a Accommodation - n/a Crime and Disorder - n/a Human Rights - None Consultation - n/a Procurement - n/a Disability - n/a Legal Implications - n/a

5 Appendix 2: Certificate of Recognition

6 Appendix 3 - Investors in People Action Plan 1 Consistent application of the appraisal process IIP 1 We will evaluate the appraisal process (following its first full year of operation), review where appropriate, communicate any changes, and endorse its application with managers across the council. Grouping Sept 2011 Inconsistent application of the appraisal process IIP 2 IIP 3 IIP 2 We will introduce a 360 appraisal process for managers aligned to the generic managerial and leadership competency framework. Grouping April 2012 Lack of consistency of applica on of 360 appraisal for managers IIP 1 IIP 3 IIP 4 We will use the Durham Manager programme to assist in addressing generic developmental issues. We will review the appraisal completion rates for each service grouping, rectify any data quality issues and carry out quality checks on the appraisal process to improve the recording rates. We will review the content and appropriateness of the corporate and service induction guidelines linked to the induction appraisal documentation Grouping Grouping April 2012 Dec 2011 Inconsistent recording of appraisals Inconsistent recording of and quality checking of appraisals Inconsistent induction at Service level for new entrants and employees moving between services IIP 1 IIP 1 IIP 5

7 2.Management Competency Framework IIP 5 We will review the management competency framework in the light of the new values and required behaviours and include the amended competencies within the performance appraisal documentation Grouping, IPG, Tier 4 Performance and Planning Group April 2012 Few managers and employees could describe the management competencies contained within the competency framework IIP 1 3.Management Effectiveness IIP 6 We will support managers to consistently communicate with team members via a mandatory management development programme entitled The Durham Manager which will address the required knowledge, skills and behaviours HROD April 2012 Lack of consistent processes for communicating and consulting with staff Over reliance by Managers on HR towards employee communication during the change process Inconsistency of management style and some managers did not have the required IIP 7 IIP11 IIP 7 We will develop a new intranet website with direct links to service specific information and contacts and Service April 2012 people management skills Employees not knowing who the contacts are for specific queries IIP 6

8 IIP 8 We will establish a Council wide e- learning policy and approach Jan 2012 Equality of Access to e-learning opportunities 4. People's contributions are recognised and valued IIP 9 We will introduce a corporate employee recognition programme addressing formal and informal arrangements for recognising employee contribution and performance and Service July 2011 Inconsistent application of a formal and informal staff recognition scheme IIP6b IIP 10 We will merge the staff suggestion scheme and Open Doors scheme and relaunch the revamped joint scheme Achieved Inconsistent approach to encouraging employees to identify new ideas for working 5.Involvement and Empowerment IIP 11 We will revisit the Service Planning guidance to ensure that it covers the ongoing involvement of teams and Service Planning will become a module within The Durham Manager programme Planning and Performance and Service Sept 2011 Inconsistency in involving employees in Service Planning IIP6b

9 IIP 12 IIP 13 We will roll out and support managers and employees to consider service improvement methodologies (e.g. Lean) to improve efficiency and reduce costs and include as a module within The Durham Manager programme We will implement a new pay and grading structure to address the need to harmonise the terms and conditions of employment for employees and Service Sept 2011 Sept 2011 Implementation process to commence Autumn 2011 Inconsistent application of methods improvement across the Council Ex District Council employees not seeing themselves as Durham County Council employees IIP6b All