Issue - meetings

To receive and consider the workforce and organisational development update.

The meeting received the report from the Strategic Head of Organisation & Transformation which provided a high-level summary of workforce data, including sickness absence, employee turnover and equalities data.

The Managing Director introduced the report; it was highlighted that the staff turnover Key Performance Indicator (KPI) was above the 12% target. Whilst this figure was now declining it was not expected to return to the target. This would be reviewed in comparison to others.

In response to Member questions, it was established that:

·       Hybrid working allowed the authority to recruit from a much larger talent pool. This was particularly advantageous for more specialist roles. For example, in Revenue and Benefits.

·       There had been an increase in the rate of long-term sickness. This reflected the impact of Covid but also the effect of an aging staff body in manual roles. It was highlighted that occupational health was supporting those with long-term sickness.

·       The Gender Pay Gap at the authority was the reverse of that usual experienced given the high number of women in senior roles. However, this did not mean that there was complacency and this was still something the authority was seeking to address.

Further information would be provided on:

·       The length of time for which roles remained vacant and whether some were persisting over a longer period.

·       Data collated through exit interviews (although career change was most often cited as the reason for departing the authority).

·       The number of apprenticeships being supported by the authority.

·       The bonus pay gap and the -193.4% quoted.

RESOLVED to note the Workforce Data Summary and Organisational Development Update.

To receive and consider the workforce and organisational development update.

The Head of Organisational Development & HR presented the report which provided a summary of workforce data, including employee demographics, sickness absence, turnover, recruitment advertising and apprenticeships.

The Committee requested that the clarity of the tables in the report be improved to make the data presented easier to understand and scrutinise.

The Head of Organisational Development & HR was asked to provide more detail on long term sickness figures including how many individuals were represented by the figures presented and what if any relationship these had with Long Covid. The increase in sickness following the lifting of lockdown measures was explored with it being explained that this was correlated with greater social mixing including on public transport when commuting. Being able to work from home during the pandemic also enabled more to continue working when unwell.

It was confirmed that summary workforce data was regularly reported to the Corporate Governance Group. This comprised all senior management and allowed for the ongoing monitoring of trends including the diversity of the Council’s workforce and community representation.

The Committee explored levels of staff turnover and how the full benefit of terms of service were being promoted. This included the rate of employer pension contributions (15% but reviewed every three years as part of the actuarial review). It was noted that the Council’s maternity and paternity policies were an enhancement on the statutory requirement and that the Local Government sick pay scheme increased with tenure.

RESOLVED to note the Workforce Data Summary and Organisational Development Update.

To receive and consider the workforce and organisational development update.

Report to follow.

The Head of Organisational Development and HR presented the report which provided a high-level summary of workforce data, including sickness absence, employee turnover and equalities data.

The Interim Head of Strategic Resources explained how responding to the pandemic had given the Council the opportunity to review how it wanted the organisation to look, feel and operate in the future. The biggest Organisational Development priority for 2021/22 would be the ‘Enabling Hybrid Working’ Programme of work. The programme would be guided by core principles including: the safety of staff, necessity, mutual agreement, behavioural change, and sustainability.

In response to a question, the Leader explained that there was a Member Steering Group for the Enabling Hybrid Working programme, and there would be an Overview and Scrutiny Panel to contribute to the programme.