NCHA Human Resources Strategy 2015/2019 Promoting Positive Working Lives 1
Human Resources Strategy Responsibility of: Responsible Officer: Chief Executive Head of Human Resources Last Update: January 2015 Next Update: August 2016 1. Purpose 1.1 The Nottingham Community Housing Association Group s (NCHA Group) Human Resources Strategy aims to ensure that employees are recruited, managed and developed effectively to support the delivery of the NCHA Group Corporate Plan objectives. 1.2 The purpose of the HR strategy is to contribute to the achievement and development of business objectives by maximising the contribution from staff in the organisation. The strategy does this by developing a coherent set of policies and procedures which enable managers to manage their teams effectively and to continually improve performance and promote positive working lives. 1.3 The greatest impact in terms of the NCHA employment experience comes from the managers who work, develop and build relationships with their teams on a daily basis. While the HR strategy is owned by HR, it is these managers that realise the HR strategy and they have the most significant influence on the experience our staff have at work. 1.4 The HR Strategy focuses on seven themes to support delivery of the Group Corporate Plan, these are: Resourcing Performance Learning and development Reward Employee relations and engagement Inclusion and employee well being Organisational development 2. Background 2.1 This strategy supports the delivery of the Group s Corporate Plan and in particular the mission and vision which are: Mission: To provide high quality, low cost housing, services and support for more people in need 2
Vision: More homes, great services, better lives 2.2 Underpinning everything the Group does is our commitment to equality and diversity, value for money, social responsibility, adding social value delivering core values of: Understanding the business environment and our stakeholders Turning good services into great services Meeting customer and stakeholder needs Achieving quality solutions Staff working well together Innovation and being adaptable to change 2.3 The HR Strategy recognises that the NCHA Group is a diverse range of business units including; Housing with Care and Support, Direct Maintenance Services and Pelham Architects and will adopt a flexible approach to the HR requirements across the Group, which conforms to current legislation and best practice. 3. Objectives Human Resources strategic objectives have been developed around seven themes which are designed to support the delivery of the Group Corporate Plan. 3.1 Resourcing To recruit the right numbers of people with the right skills and values at the right time according to organisational needs. Ensure recruitment and selection processes are fit for purpose and as efficient and effective as they can be including embedding on-line recruitment within the organisation. Collate, monitor and review data to inform on retention hot spots and develop appropriate strategies to address these. Work with managers to review staffing needs, ensure the best use of resources, development of roles and structures to achieve their objectives and succession plans where appropriate. 3.2 Performance Provide a framework for effective management of performance across all areas of the business, ensuring this framework is reviewed regularly so that it remains fit for purpose. 3
Ensure line managers are fully trained and equipped to implement key HR policies and procedures. 3.3 Learning and development Ensure staff are able to develop the required skills and knowledge through a blended programme of induction, learning and development activities and qualifications which meet the diverse needs of the business and the staff themselves. Ensure that managers contribute to the development of training needs through performance management and course/activity evaluation, which enables the development of planned programming, realistic budgets, and maximises value for money. Maximise the use of technology to deliver flexible and efficient programmes of learning and development to staff. Source and exploit external funding opportunities to support and enhance learning and development activities. 3.4 Reward Review and monitor our reward package to ensure it meet meets the competitive needs of the NCHA group and legislative requirements, benchmarking pay to median rates within relevant sectors. Monitor and review conditions of employment for all staff to meet legislative requirements and contribute to NCHA Group organisational effectiveness, whilst promoting positive working lives. 3.5 Employee relations and engagement Regularly undertake staff engagement surveys using the results to develop the HR strategy, policies and practices. Continue to support Union recognition within NCHA and work constructively with Union colleagues on staff issues and terms and conditions of employment. Develop a suite of policies and procedures that are legally compliant and support the achievement of NCHA s mission and vision. 3.6 Inclusion and employee well being Aim to achieve a diverse workforce at all levels of the organisation that reflects the local population and develop initiatives where representation falls short. 4
Monitor and review all HR policies and procedures to eliminate discrimination and promote good relations amongst staff. Work with unions and staff to promote a Dignity at Work culture throughout the organisation. Develop and support employability and training opportunities for NCHA tenants and others, in the communities we work in using NCHA s and other resources to do so. Support tenant and service user involvement and participation in the organisation, in particular, customer involvement in the recruitment and selection of staff. Promote staff well being through the provision of relevant training, events, policies, practices and benefits. Focus on reducing sickness absence and use Occupational Health services to support managers and employees to make informed decisions and adjustments to working practices where appropriate. 3.7 Organisational development Develop leadership capacity to ensure our managers have the necessary skills and confidence to manage and lead people and change effectively. Ensure that managers dealing with organisational change are supported to do so effectively, professionally and sensitively. Investigate options for a structured, organisational approach to improvement and change using for example Lean, Kaizen or EQFM models. 4. Resources The Personnel and Training team has many years combined experience and is stable with low staff turnover. NCHA is well supported by an integrated HR system that enables more management information on key HR metrics; sickness, turnover and workforce profiling. Further investment has been made in 2014 to introduce e-learning capability to provide more flexible and efficient learning and development opportunities for staff. 5
5. Key performance indicators See appendix 1 6. Implementation 6.1 The following steps will be taken to ensure the HR Strategy is effectively implemented; The strategy will be developed and reviewed with key stakeholders across the NCHA group. Key Performance Indicators (KPIs) form part of this strategy and will be developed, reviewed and benchmarked externally Executive Team approval then NCHA Board approval if required The strategy will be communicated in an appropriate manner to staff across the association via, Senior Management Group, Igloo and team meetings A Departmental Operational Plan will articulate how the strategy will be delivered and what the priorities are on a yearly basis. This plan will be regularly monitored using the performance management framework The HR team will continue to gather feedback from its customers to develop and improve the services it offers and the manner in which it offers those services 7. References/Links 8. Risk NCHA Group Corporate Plan 2014-2019 NCHA Risk Map NCHA Equality and Diversity & Inclusion Strategy HWCS Better Lives Strategy NCHA Customer Involvement Strategy NCHA Communications Strategy 8.1 The HR Strategy aims to minimise the following key areas of risk to the Association: 8.2 Financial Manager non-compliance with HR policies, procedures and processes resulting in costly employment tribunal action against NCHA High staff turnover leading to excessive costs of recruitment High levels of sickness absence 6
8.3 The possible outcome for the NCHA Group of these risks is high or very high costs, loss of reputation and exclusion from competitive tenders for new business. 8.4 Managerial Inappropriate or inadequate support for managers Inadequate resources to meet workloads Staff training needs are not identified, not met and/or training is poor quality 8.5 The possible outcome for the NCHA Group of these risks is poor quality service delivery, dissatisfied staff and customers, increased complaints and non-compliance with service delivery standards and targets. 8.6 Organisational Poorly trained Board members Poor Board recruitment Unable to recruit and/or retain talent to NCHA 8.7 The possible outcome for the NCHA Group of these risks is loss of reputation as a good employer, ineffective governance of the organisation leading to a poor Governance rating by the Homes and Communities Agency 7
Appendix 1 HR Performance indicators 14/15 (bold denotes KPI reported to NCHA Board) Human Resources KPI's 14/15 No. Indicator Benchmark Target Recruitment 1 Apprentices & jobs fund people employed n/a 11 2 Tenants/Service users provided with training opportunities n/a 200 Equality 3 BME Staff as % of all staff 28.5% 28.5% 4 Disabled staff as % of all staff 18% 5% 5 BME Managers as % of all managers 22% 8% 6 Female Managers % of all managers 64% 64% 7 BME new starters as % of all new starters 28.5% 28.5% 8 % BME staff take-up of training 22% 22% 9 % female staff take-up of training 64% 64% 10 % staff with a disability take-up of training 4% 4% 11 % of grievances from BME staff 22% 18% 12 % of disciplinaries with BME staff 22% 18% 13 % of workforce E&D KPIs achieved n/a 60% Turnover 14 Staff Turnover - all NCHA (excludes Relief) 16.4% 16.4% 15 HWCS turnover (inc 0 hours) 22% 22% 16 Non HWCS turnover 12.5% 12.5% 17 Turnover - Voluntary 15% 15% 18 % of people leaving within 12 months (exc 0 hrs) 6% 6% 19 % of people leaving within 12 months (inc 0 hrs) 5% 5% Absence 20 Average no. of days sickness per employee p.a. 9.3 10 Training 21 Average no. of training days per employee p.a. 4 4 22 Average cost training per member of staff 324 324 23 % of training places cancelled n/a 18% 24 In house training rated as excellent n/a 70% General Human Resource 25 % customer satisfaction with HR services 80% Due 2016 26 % staff who received an appraisal in the last 12 months 78% 78% 27 No. of disciplinary warnings given 15 15 28 No. of Grievance hearings held 13 12 29 Employee satisfaction rating (taken every 2 years) 73% >85% 8