INTRODUCTION
This document identifies the key issues which the Council will address in managing its staff, who are the Authority's major asset in achieving its mission and goals.
The Council's mission is to improve everyone's quality of life through the regeneration of the social, economic and environmental aspects of the Gosport community, establishing a sustainable future for its continued improvement and development.
To achieve this, the Council seeks to fulfil the following goals:
- To be an open and flexible organisation capable of securing the delivery of best value quality services
- To develop with the local community a vision for the future of the Borough and provide a co-ordinated strategy for its delivery
- To be the democratic focus for the community and its aspirations, developing communicative processes to identify its needs and form effective partnerships to respond to them.
These goals can only be achieved through the staff employed by the Council, and this strategy sets out the way staff will be treated, managed and developed to achieve the Council's aims and objectives.
The Council's Corporate Plan details the principles and values adopted, and confirms the Council's intention to ensure that staff are:
- motivated and committed
- proud of the Council and the Borough
- responsive to customers' needs
- accessible and open
- flexible
- professional and properly trained.
The Council will work with staff to ensure that, wherever possible, the skills, expertise and experience required by the community are available. The Council will be sensitive to the concerns of staff, and work with them and their representatives, to ensure fair and equal treatment for all, taking steps to promote their health, safety and well-being.
CURRENT WORKFORCE AND INFLUENCES
The Council employs 380 staff, involved in the following services:
Corporate Policy/Strategy, Corporate Support Services (Information Technology, Purchasing, Registry, Cashiers, Reception, Inprint/Graphics, Personnel), Economic Regeneration, Law and Administration, Internal Audit, Financial Services (Accountancy, Payroll, Council Tax, Benefits), Housing, Leisure and Environmental Health, Planning and Building Control, Engineering and Contracts.
A number of functions have been contracted out, namely Grounds Maintenance, Building Maintenance and Refuse Collection.
The workforce is composed of 60% female and 40% male; 68 % of staff are full-time, 32 % part-time, with varying work patterns. Length of service ranges from 40+ years to newly appointed staff. The age profile of the workforce is as follows: 5% under 24, 41% aged 25 to 44, and 54% aged 45 to 65. Turnover averages 6% over the last few years. The normal retirement age is 65.
The Council promotes job share opportunities wherever possible, and offers flexible working hours to the majority of its staff.
The Personnel Section consists of two professionally trained staff, who provide advice and support on all areas of employment, and carry out a central monitoring role to ensure the corporate application of the Council's staff policies and procedures, and fair and equitable treatment of all staff.
The Section is responsible for keeping up to date with employment legislation and caselaw, including the influence of European Directives, so that the Council is aware of and in compliance with the law affecting the employment of their staff.
Gosport is located on a peninsula, and therefore experiences traffic build-up at peak times. The Council has produced a Green Travel Plan, actively promoting the use of alternatives to cars, and means of reducing the problem by e.g. car sharing, flexible working, cycle lanes.
The unemployment figures for Gosport are 739 (2.6%), and unemployment in Hampshire is currently at 1.2%. The ethnic minority population at the last Census was 1.1%. The area is very well-served by educational establishments, having a number of further education colleges and the University of Portsmouth with its School of Management close by. Skills shortages are experienced from time to time in a few specialist areas of work, but recruitment generally is not difficult.
The Council has recently been accredited an Investor in People, is working actively towards Best Value (having been one of the Pilots in this respect), and endeavours to support initiatives such as New Deal wherever possible.
In accordance with Best Value principles, partnership arrangements are increasing, and each service uses such arrangements where there is demonstrable benefit to the Authority. Service reviews continue on a rolling programme, so that the Council can ensure that it is providing the service needed for the best possible value.
Modernising government and e-government are areas of change which the Council supports. The need to continually ensure adequate training of staff in ICT is recognised, and appropriate action taken.
The Council recognises three Trade Unions - UNISON, TGWU and MPO - and has a high percentage of staff in membership of UNISON. The importance of collective bargaining is recognised, and the Council has entered into a consultation agreement with UNISON.
The Council's Local Joint Staff Committee plays a vital role in ensuring communication between Members of the Council and Trade Union representatives. This body reports to the Council's Personnel Sub-Committee, which is responsible for all staffing matters.
As an Equal Opportunities employer, the concept of fair and equal treatment is reflected throughout the policies adopted and the practices that flow therefrom.
We are conscious of the need to ensure, for the good of the organisation and of each individual employed within it, that a healthy work/life balance is maintained.
Whilst the role of the specialist Personnel Section is an important one, it is vital that each manager takes responsibility for people management. The strategy sets out the approach for all managers, who have the support of their colleagues in Personnel.
PRIORITIES AND ACTIONS
1. Communication
Effective communication is vital to the success of all areas of people management. The increased use of information technology for communication purposes is recognised and encouraged. The Council has a Website and an Infonet site, the latter used to provide a range of information for staff. The majority of staff have access to a computer terminal, and support is provided by the IT Section to assist staff in gaining maximum benefit from information technology.
The Council aims to:
- Promote effective communication from the top down and across the organisation
- Improve the communication skills of all managers and staff
- Ensure confidentiality where sensitive information is involved
- Clearly define roles and responsibilities
- Carry out meaningful consultation with staff representatives.
To do this, we will:
- Ensure that the Council's induction procedure is kept under review, and that it provides a comprehensive introduction to the work of the Council and its policies and procedures
- Provide training in communication skills wherever it is needed
- Use regular team meetings and inter-departmental meetings
- Continue to promote the use of ICT to aid communications
- Produce job descriptions and keep them updated
- Ensure timely and effective communication with Trade Unions
- Regularly produce a staff newsletter.
2. Structure
It is important to keep the organisational structure under review to ensure that the efficient delivery of services and effective management of the organisation as a whole is maintained.
We aim to monitor the relationships between:
- Members and staff
- Support and front-line services
- Internal and external services
in order to ensure that the structure is meeting the needs of the organisation.
We will:
- Keep under review the structure of the organisation as a whole, and within each Unit
- Investigate any areas of concern and take appropriate action
- Fully review every vacancy as it arises to ensure that it is filled only where necessary, and in the most appropriate way
- Create training opportunities wherever possible to ensure that opportunities for young people are provided, given the current age profile of the workforce.
3. Recruitment, Selection and Retention
A Recruitment and Selection Code of Practice has been produced to ensure consistent and fair practice in this important area. Recruitment and selection procedures are kept constantly under review, and monitored for effectiveness and fairness.
Retention of staff is equally important. Turnover is low, but must be kept under review, and reasons for leaving monitored. Opportunities for flexibility are given full consideration and afforded wherever possible, to assist staff in maintaining a healthy work/life balance. Job share opportunities are offered wherever possible, and consideration is given to changes in hours of work or additional flexibility where this is practicable, for example for maternity returners, employees with family commitments or employees nearing retirement. Training and development opportunities are provided to ensure that staff are able to carry out their duties, and that their personal development continues.
We aim to:
- Appoint the best person for each job
- Use fair and consistent practices in recruitment and selection
- Provide an informative and useful induction to the organisation
- Provide conditions of service which are fair to all
- Provide flexibility for staff wherever possible, ensuring flexibility for the organisation, so that the needs of both are fulfilled
- Ensure staff are empowered to do their jobs and feel valued.
To do this, we will:
- Use application forms to seek relevant information only, and preserve confidentiality of personal information whilst the shortlisting process is being conducted · Provide a detailed job description and person specification for each job
- Assess candidates having regard to their ability to do the job, as evidenced in their application form, their performance in any tests, and at interview, and via references
- Monitor the use of the induction procedure, making improvements wherever necessary
- Monitor the application of both national and local agreements for consistency and fairness
- Keep updated the Recruitment and Selection Code of Practice
- Ensure staff carrying out interviews are adequately trained
- Provide flexible working and job share opportunities wherever possible.
4. Training and Development
We recognise the importance of ensuring that staff are properly equipped to undertake the tasks required of them, particularly in an ever-changing environment, and will promote a learning culture to achieve this. A Training and Development policy has been produced and is kept under review.
We also recognise that we have a low percentage of young persons employed within the Council and will seek to create training opportunities for young people where this is possible and appropriate.
We aim to:
- Recruit and retain the best possible staff
- Train and develop staff to their maximum potential to meet the organisation's needs and at the same time provide personal fulfilment
- Ensure that those retiring from the Council's service are adequately prepared.
To do this, we will:
- Prepare and monitor an annual Corporate Training Plan
- Keep under review our recruitment and selection processes, and use objective means such as ability testing where possible to add to this process
- Ensure that there is financial provision for adequate training and development
- Review staff training needs constantly, and formally at least six monthly
- Provide training courses, in-house and externally, to meet the needs identified
- Evaluate and, where necessary, modify training provided
- Maintain the progress made in achieving IIP
- Provide pre-retirement training for those staff who wish to participate in such courses.
The Corporate Training Group, consisting of representatives of each Unit, will maintain a corporate over-view of training and development within the Council.
5. Performance
We are conscious of the importance of properly managing performance, and will ensure that this is carried out effectively.
We aim to:
- Effectively review the performance of all staff on a regular annual basis, with a progress check half-yearly
- Ensure that absence management procedures are kept under review and applied fairly and consistently
- Ensure that unacceptable performance is dealt with promptly, fairly and consistently
- Develop means of rewarding good performance.
To do this, we will:
- Monitor the effectiveness of the Personal Review Scheme and amend it where necessary
- Monitor the absence management procedure and revise it where necessary
- Ensure that managers have adequate information to effectively monitor performance and absence
- Monitor the use of disciplinary and grievance procedures
- Consider and review the use of honoraria/merit increments, and any other means of rewarding good performance
- Ensure that managers are properly trained in the application of the Council's procedures.
6. Terms and Conditions
The terms and conditions of employment are at the heart of the employment contract and therefore the relationship between the Council and its staff.
We will ensure that staff are aware of both national and local conditions of service, and keep local agreements under review to ensure that they are effective, reasonable and meeting the needs of the organisation.
We aim to:
- Ensure that conditions of service enable the Council to attract and retain good quality staff
- Ensure the fair application of conditions across the organisation.
We will:
- Ensure that copies of national agreements are available for each member of staff to view in their Business Unit
- Make local agreements available on the Intranet as well as in each Unit
- Monitor the application of terms and conditions across the organisation
- Keep conditions of service under review, and consult and negotiate where there is a need to consider revision of any conditions.
7. Resources and Reward Systems
It must be accepted that resources are limited, and the Council must manage its staff within the budgets available.
Job evaluation has been introduced in order to ensure that there is an objective and fair means of grading the posts within the Council's establishment.
It is recognised that there could be instances where recruitment is difficult because of market forces. In such cases, a full investigation will be carried out - if this reveals that the Council's rate of pay is lower than the general market, as a result of which recruitment to a vital post is not possible, if no reorganisation is possible, a supplement will be considered. Such supplement will be reviewed annually, and will not be included as part of the general salary for the post. Where any such supplement is introduced, it will be applied to all posts which are the same in nature.
The pay structure has been reviewed and consists of a combination of single point salaries where the nature of a job is such that it can be carried out with very little training or further acquisition of knowledge, mainly 4-point scales where knowledge and experience enhance performance, and some linked grades where the post requires a steeper learning curve and additional duties and/or responsibilities are added at a later stage, e.g. formally recognised trainee posts.
Recognising the cost of early retirement, this will only be used in circumstances where there is no other alternative and the costs can be met from existing budgets. The same practice applies to ill-health retirement and redundancy, where all other alternatives will be exhausted before such action is taken.
We aim to:
- Provide a fair and equitable grading structure
- Provide a pay system which responds to the needs of the Council and ensures the recruitment and retention of suitable staff
- Use early retirement provisions only where these are in the best interests of the Council and where there is no suitable alternative.
We will:
- Keep the grading structure under review
- Review any possible need for market forces supplements, and use these on a temporary basis only as long as they are appropriate in particular cases
- Ensure that redundancy, ill-health and early retirement schemes are applied only where there is no other alternative.
8. Equality of Opportunity and Diversity
Equality of opportunity underlies all the Council's employment policies, and it is important to keep this area constantly under review. The Council's policies are reviewed regularly, and updated where necessary. Discrimination on any grounds is not tolerated.
The Council values diversity in its workforce, diversity consisting of visible and non-visible differences including factors such as gender, age, background, race, disability, personality and work style. We recognise the importance of having a workforce which reflects the local community so that it is balanced with levels of experience and knowledge, emphasises individual potential, and encourages all to achieve, being driven by the needs of the organisation.
Training has been provided for all staff to raise their awareness of equal opportunity and diversity issues. The induction procedure includes discussion of the policies to ensure that new staff are fully aware of these.
We will continue to have regard to legislation and caselaw in the area of equal opportunity, and ensure compliance.
We aim to:
- Ensure equal opportunity for all in all areas of employment and service provision, with no discrimination, harassment or victimisation · Recognise the value of diversity in the workforce.
We will:
- Keep the Council's equal opportunity policies and practices under review and updated where necessary
- Monitor the composition of the workforce, all recruitment and selection activity, training activity, and all other areas of employment, for equal opportunity
- Take immediate action if a problem should arise to ensure that it is dealt with promptly, fairly and in a confidential manner
- Work towards the CRE Standards where applicable for a small District Council
- Provide training in the various aspects of equal opportunity and diversity.
9. Occupational Health and Safety
Health and safety management in Gosport is co-ordinated within the Environmental Health Service, where a professional Safety Adviser and Safety Officer are employed. Safety Representatives appointed by UNISON work with their Managers, and a Safety Committee meets on a regular basis to consider general matters of health and safety.
The Personnel Section liaise with the specialist officers, and provide a service to managers and staff to assist with counselling and medical referrals.
The increasing concern about the incidence of stress generally is reflected in Gosport, where training has been provided for both managers and staff. Investigations continue into ways of reducing and dealing with stress at work.
The Council supports the Healthy Workplace initiative, and has policies on Smoking, Stress at Work, Alcohol and Substance Abuse and HIV/AIDS.
We aim to:
- Provide a safe and healthy workplace for all staff
- Provide counselling for those staff who need it
- Raise awareness of stress and the means of reducing it.
To do this, we will:
- Keep health and safety policies under review, and develop further policies where these are necessary
- Continue to provide counselling services, both informally in-house and formally with external providers
- Investigate means of raising awareness of stress and how to cope with it.
UPDATING
It is recognised that there is a need for this strategy to be kept under review and updated where appropriate. The document will be reviewed on an annual basis by the Head of Personnel.
Personnel Sub-Committee 25.1.01
