people strategy 2013/17 - west lothian council strategy | 2013/17 3 | p a g e data label: public 1.2...

D a t a L a b e l : P U B L I C

West Lothian Council

People Strategy

2013/17

P E O P L E S T R AT E G Y | 2 0 1 3 / 1 7

1 | P a g e Data Label: PUBLIC

Contents

1 Overview 2

2 Council Priorities 8

3 Strategy Outcomes 10

1 Engaging and motivating our employees 13

2 Recognised as a good employer 15

3 Helping our employees to succeed 16

4 T Ensuring equality for all 18

5 Ensuring a healthy and safe workforce 20

A Appendix A: Action Plan 22

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1 Overview

1.1 F o r ew or d

Every day, West Lothian Council provides a diverse range of essential services to

over 170,000 people both within and outwith West Lothian. The quality and

effectiveness of these services rely on the commitment, dedication and ability of each

and every one of our employees, who on a daily basis make a difference to the lives

of our customers.

In common with many other organisations, the council faces particularly difficult

challenges in maintaining and improving the quality and effectiveness of service

outcomes whilst achieving ever tighter efficiency targets.

The People Strategy acknowledges the critical role that a motivated, skilled and

capable workforce plays in every aspect of service delivery and continuous

improvement and sets out a plan for the key activities and actions over the next five

years which will support and drive the development and effective leadership of our

employees.

Recognising and acting upon the need to change and adapt has long been a feature

of the council’s approach to leadership and forward planning. The People Strategy

has been developed in conjunction with the Customer Service Strategy and the

Improvement Strategy and as such is a key enabler for the successful delivery of the

council’s Corporate Plan.

The outcomes contained within the Strategy are aimed at ensuring that the council

remains a customer focused and high performing organisation. The recognition of the

value and benefits that come from having a fully skilled, engaged and motivated

workforce remains the key to our continuing success as a leading council.

John McGinty

Leader of the

Council

Graham Hope

Chief Executive

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1.2 C o n t ex t

The People Strategy is designed to support the council’s key aim of improving the

quality and value of the services it provides to the people of West Lothian. At the core

of the People Strategy is the recognition that the continuing ability of the council to

achieve this aim depends ultimately on the skills and commitment of our employees.

It is essential therefore that the council has a clear vision supported by a strategy and

plan for the systematic support and development of our employees at all levels.

The council’s reputation and ability to deliver services to the highest quality and

standards is built on strong leadership and the abilities and goodwill of our

employees. This is visible in the significant contribution that they make every day to

our local communities and in their willingness to adapt, improve and innovate.

The outcomes and related activities identified in the People Strategy represent the

key areas in which supporting policies, practices and actions will be developed and

implemented as part of an integrated approach with other corporate strategies.

Development activities and opportunities will be designed to ensure that programmes

meet the development needs of individuals and the council as a whole.

The council’s approach to leadership development recognises the importance of

building capacity at all levels in the workforce and the key role that leaders and

managers have in facilitating effective employee engagement and communication.

Listening to the views of employees and acting appropriately on feedback from

surveys and other consultation processes will ensure that the People Strategy

outcomes and actions remain meaningful and relevant.

1.3 S t r a t e g y D e ve l o pm e nt

The People Strategy has been designed to deliver the priorities identified in the

council's Corporate Plan, taking account of the views expressed by the community,

partners and stakeholders as part of the Delivering Better Outcomes consultation.

The priorities and associated activities are key to ensuring that the council’s overall

aim of continuing to deliver excellent public services is achieved.

The council has embraced the principles of continuous improvement and is

committed to best practice and new and improved ways of working. This is reflected

throughout the People Strategy in terms of the effective management, development

and engagement of our employees.

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Our strategy to nurture customer and outcome focused employees is validated

through our corporate performance monitoring processes and through external

assessment, such as the council’s corporate accreditation in Investors in People and

the Customer Service Excellence standard.

The People Strategy supports and is aligned to other corporate strategies, plans and

improvement activities, including the Improvement and Customer Service strategies,

management plans and the programme of West Lothian Assessment Model (WLAM)

reviews. This will promote a consistent and integrated approach and ensure the

council’s key strategies and plans are unified around a single set of priorities and

outcomes.

The Strategy has been developed in conjunction with key stakeholders including

Depute Chief Executives, Managers, Heads of Service, Service Managers,

employees and Trade Unions and is aligned with the council’s Corporate Plan (2013-

2017) and other supporting strategies.

1.4 Ow ner s h i p a nd Sc o p e o f t he S t r a te g y

Achieving the challenging outcomes contained within the People Strategy requires

clear commitment and strong leadership from the council and the full involvement

and commitment of all council employees.

The council’s role is to nurture and promote a positive and inclusive culture and to

create a framework that encourages effective engagement, open communication and

good performance. Employees are equally responsible for managing their own

performance and development and communicating any issues that may prevent them

from achieving their potential.

The People Strategy outcomes will be progressed and monitored by the HR

Programme Board and will be integrated into service management plans, supported

by appropriate action/project plans. The HR Programme Board will conduct

scheduled reviews to ensure that the council remains on track to deliver the

outcomes and that these continue to be relevant to the council and the achievement

of corporate priorities. Critically, through the annual employee survey results, the HR

Programme Board will assess whether the strategy continues to be relevant to the

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needs of employees and of the council and will consider what changes may be

necessary.

The effective delivery of the People Strategy outcomes requires the commitment and

buy-in of all the relevant stakeholders. Specific responsibilities are listed below.

Employees are responsible for engaging with agreed processes for delivering the

People Strategy outcomes and complying with the requirements of these processes.

They are also responsible for taking personal ownership of their own performance,

development and improvement as necessary, and engaging positively with their

managers and fellow employees in all aspects of work-related issues. Employees

must also exercise a duty of care in respect of health and safety arrangements,

highlighting any concerns to their managers.

It is the responsibility of all council employees to ensure that they contribute to

establishing a workplace that embraces diversity where all are treated equally, and

with respect and dignity.

Trade Unions will be consulted in the development of policies, procedures and

processes to deliver People Strategy outcomes.

Heads of Service are responsible for ensuring that agreed actions and outcomes are

effectively integrated into service plans and activities. This includes ensuring the

implementation of effective employee engagement, listening to employees,

motivation and development, performance management, health and safety, equality

and diversity measures and workforce planning.

Managers are responsible for the operational implementation of agreed actions

contained in service plans and activities as approved by the Head of Service. This

includes the engagement, motivation and development of employees through

effective management and performance review, the monitoring and delivery of

agreed equality and diversity outcomes, the management and improvement of health

and safety arrangements and workforce planning to ensure the efficient use of

resources.

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Enabling Services will provide the necessary corporate policies, procedures and

processes, as well as advice, information and support to assist services in delivering

the People Strategy outcomes. This will include Human Resources, Finance and

Estates in relation to workforce planning, Legal Services on employment law issues

and IT in respect of modernisation and flexible working.

It is the responsibility of each and every employee in the council to engage positively

with all aspects of the People Strategy and to contribute as best they can to ensure

that the planned outcomes are achieved.

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Governance

Group Governance/Scrutiny Role Reporting Frequency

Local Negotiating Committee for Teachers (Teaching Unions)

Consult on devolved conditions of service including policy development to reach agreement on a range of matters not subject to national bargaining.

6 Weekly

Conditions of Service Joint Working Group (Non-Teaching Unions)

Formal discussion and consultation forum with the recognized trade unions on all aspects of employment policy development and applications of terms and conditions of service

Monthly

Corporate Working Group on Equality

Responsibility for monitoring progress against the council’s corporate equality outcomes and compliance with equality impact assessment regulations.

Monthly

HR Programme Board

Reviewing and implementing policies, procedures and standards. Monitoring projects relating to this strategy

6 Weekly

Corporate Management Team

Approve strategies, policies and reports for PDSP and Council Executive

Annual progress report and thereafter as required.

Partnership and Resources Policy Development and Scrutiny Panel

The role of this PDSP is:‐ a) to develop policies with a view to making recommendations for their adoption by Executive or to the Education Executive. b) to review the working of existing policies of the Council, and to make recommendations about their working, amendment or replacement to the Council Executive or to the Education Executive, and c) to prepare and follow in so far as practicable a forward work plan to assist the continuous flow of policy and the best use of council resources.


Council Executive All of the Council’s policy‐making,

decision‐making and statutory functions,

powers and duties.


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2 Counci l Prior i t ies

The council has set eight priorities in the Corporate Plan (2013/17) in consultation

with the local community, partners, stakeholders and employees. These priorities,

along with the three enabler themes, represent the key activities that the council will

undertake to deliver better outcomes for West Lothian.

The People Strategy focuses on building capacity in the council through the effective

deployment, development and management of employees and contributes to the

Corporate Plan by supporting the eight council priorities and by directly contributing

to the identified enablers of:

■ Delivering Financial Planning Strategy outcomes through improved workforce

management and planning linking with the council’s budgeting for better outcomes

approach. Corporate Plan (2013/17) p26

■ Delivering Corporate Governance and Risk Strategy outcomes by managing

health and safety through effective policies and procedures and monitoring

activities. Corporate Plan (2013/17) p27

■ Modernisation and Improvement Strategy outcomes by developing a skilled,

healthy, well informed, highly motivated and diverse workforce to support the

changes necessary. Corporate Plan (2013/17) p28

Figure 1 illustrates where the People Strategy links directly to a council priority or

enabler.

Council Priorities People Strategy

1. Improving the employment position in West Lothian

2. Improving attainment and positive destinations for school children

3. Delivering positive outcomes and early intervention for early years

4. Improving the quality of life for older people

5. Minimising poverty, the cycle of deprivation and promoting equality

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Council Priorities People Strategy

6. Reducing crime and improving community safety

7. Protecting the built and natural environment

8. Delivering positive outcomes on health

Enablers

Financial planning

Corporate governance and risk

Modernisation and improvement

Figure 1: Council priorities and the People Strategy

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3 Strategy Outcomes

The People Strategy has been designed to support the delivery of the council’s

priorities contained in the Corporate Strategy 2013/17. The aim of the People

Strategy is to provide employees with the necessary support and development to

improve the quality and value of the services the council provides to the people of

West Lothian.

In summary the strategy outcomes are: ■ Engaging and motivating our employees

■ Recognised as a good employer

■ Helping our employees to succeed

■ Ensuring equality for all

■ Ensuring a healthy and safe workforce.

The outcomes focus on ensuring that the council is regarded as a great place to work

and where people:

make a difference

feel valued and rewarded

feel supported and committed

are encouraged to be flexible and innovative

are able to embrace change

feel confident and capable

The success of the council in achieving its objectives is highly dependent on the skills and

commitment of its employees. The People Strategy seeks to send out a simple and clear

message about the council’s aspirations and expectations as a good employer.

3.1 Outcome Benefits There are a number of benefits that will be delivered through the People Strategy

outcomes.

3.1.1 Benefits for the customer

■ Customer experience is enhanced by employees who are empowered and have

the knowledge, confidence and discretion to deal appropriately with their

requests.

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■ Customers have access to high quality, customer focused services provided by

skilled, motivated and informed employees.

■ Customers receive services from highly professional employees who are

responsive, flexible and empathetic when dealing with their requests.

■ Customer access to services is improved through the deployment of a more

mobile and flexible workforce and good management of the available resources.

■ Customer views and preferences are reflected in service planning, design and

delivery through regular two-way engagement with employees.

3.1.2 Benefits for employees

■ Employee confidence and job satisfaction is enhanced through the provision of a

healthy, supportive and nurturing working environment.

■ Employees have access to appropriate learning and development opportunities

that will improve their job-related skills, knowledge and experience.

■ Employees understand how they contribute to the wider council priorities through

regular opportunities for two-way engagement with managers and team leaders.

■ Employees are supported in their work by effective leadership and management.

■ Employees are aware that they work for an inclusive council and that there is fair

and equal treatment in all aspects of employment.

■ Employees have a safe working environment, with risks being proactively

managed and good health promoted and encouraged.

■ Employees experience a structured and planned approach to change

management, service delivery and planning.

3.1.3 Benefits for the council

■ The council’s performance is improved by more effective employee engagement

and communication.

■ The council’s management and leadership development is consistent across the

council and has a renewed focus on employee engagement and development

leading to the achievement of better outcomes.

■ The council’s approach to managing employee performance is focussed and

consistent, with effective corporate processes established.

■ The council’s commitment to diversity and equality is promoted to ensure all

employees are able to participate fully in all aspects of work.

■ Issues of inequality are reviewed and a focus for improvement.

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■ The council is able to reinforce clear lines of responsibility and accountability to

help provide a healthy and safe working environment.

■ The council’s employee resource planning processes function as an integral part

of the overall service planning process to ensure the best use of resources.

■ The council’s service re-structuring is planned and well managed, providing

flexibility in relation to efficiency and the effective delivery of services.

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O u tc o me 1 : Engaging and motivating our employees

Purpose

The council’s ability to sustain the delivery of high quality and award winning services

is dependent upon the capability, dedication and creativity of our employees.

Motivation and commitment are key drivers of employee performance and the aim is

to more effectively engage and develop employees through improved

communication, increased participation and more focused learning and development.

Activities

The main activities that will be undertaken in 2013/17 to achieve this priority outcome

are to:

■ Establish effective employee engagement processes across the council.

■ Provide development opportunities to employees that balance their development

needs with service requirements.

■ Utilise employee engagement data to identify and plan where and how

communication can be improved.

■ Develop management and leadership programmes which support the council’s

strategic outcomes and corporate values.

Performance

The following performance indicators are indicative of the range of indicators that will

be used to monitor progress over the life span of the strategy:

Performance

Performance Indicator Name 2012 Performance

2017 Target

Service Responsible Officer

Percentage of employees who agree or strongly agree there is effective teamwork

80% 100% All Services Heads of Service

percentage of attendees at training courses who said their personal learning objectives were fully met

N/A 100% All Services Heads of Service

Percentage responders to employee survey


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Performance

Percentage of managers who participated in corporate learning and development programmes


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O u tc o me 2 : Recognised as a good employer

Purpose

The council puts employees at the heart of the organisation and aims to ensure that

employees recognise the value placed on their role by the council. This commitment

is demonstrated through a systematic and fair process for managing people and their

performance that recognises individual and team contribution and is linked to skill

and competency development. Ownership of council performance and achievement

is therefore shared equally between the council and each and every employee. This

outcome addresses the importance of leadership and effective and active

engagement and consultation with employees in terms of service delivery and

improvement.

Activities


are to:

■ Implement a new framework for managing employee performance.

■ Promote a performance culture which identifies the desired outcomes supported

by the development of key skills and competencies.

■ Encourage and celebrate individual and team performance.

Performance



Performance Indicator Name

2012 Performance

2017 Target


Percentage of annual employee performance reviews completed


Percentage of services compliant with Investors in People standard


Percentage of respondents who agree or strongly agree there is reward and recognition for employees.


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O u tc o me 3 : Helping our employees to succeed

Purpose

The achievement of the council’s key priorities and outcomes is driven and

determined by the skills, experience and continued commitment of our employees.

The council recognises and values the vital role played by employees and the

importance of ensuring that they are provided with the necessary support and

development to perform to the best of their ability. The People Strategy and this

outcome in particular, have been designed to ensure that the council continues to

appropriately plan, manage and develop our workforce, providing effective

management, policy and organisational arrangements to support all employees.

Activities


are to:

■ Support employees in new ways of working that will make the council more

efficient and provide better levels of service for our customers.

■ Ensure that our employees have the required competencies and capabilities to

deliver council priorities through a structured approach to workforce and

succession planning.

■ Manage organisational change effectively and align it with corporate strategies

and plans.

■ Develop, implement and review human resource initiatives and policies to

support the council’s Modernisation Programme.

Performance



Performance


2017 Target


Number of days to recruit to a vacancy

31 days 25 days HR Services HR Services Manager

Number of successful outcomes for displaced employees

100% 100% HR Services HR Services

Manager

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Performance

Percentage of HR policies reviewed

30% 100% HR Services HR Services

Manager

Percentage of services who have implemented a targeted employee development plan.


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O u tc o me 4 : Ensuring equality for all

Purpose

The council is committed to providing equality of opportunity both as a service

provider and an employer. The council recognises the benefits of a diverse workforce

and is committed to the goal of eliminating discrimination and promoting equality and

diversity across the organisation. Underpinning the People Strategy is a commitment

to promote and celebrate diversity throughout the council by consulting, engaging

and acting on the views and concerns of employees and embedding these issues

into service delivery, policy development and employment practice.

Activities


are to:

■ Deliver learning and development for employees and managers on equality and

diversity issues.

■ Ensure each service area has appropriate procedures for undertaking effective

equality impact assessments.

■ Engage with the relevant equality groups and organisations to inform policy

development and promote diversity.

■ Develop effective equality monitoring processes.

Performance



Performance


2017 Target


Percentage of targeted

employees who have completed

equality and diversity training in

the last 3 years


Percentage of services that have procedures in place for equality impact assessment


Percentage of respondents who agree or strongly agree the organisation effectively manages equality and diversity.

72%

100%

All Services Heads of Service

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Performance

Council’s score against the

Stonewall Index maximum of

200 points

122 140 Corporate Services

Head of Corporate Services

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O u tc o me 5 : Ensuring a healthy and safe workforce

Purpose

The council works continuously to support employees to achieve and maintain

healthy working lives and this commitment is illustrated through the attainment of the

gold standard in the Scotland’s Healthy Working Lives initiative. The council

promotes active health initiatives and encourages effective management and support

of employees who are experiencing ill health.

The council, through its Elected Members, Chief Executive, Depute Chief Executives

and Heads of Service, accepts its responsibility as an employer for ensuring the

health, safety and welfare of all its employees whilst at work.

Activities


are to:

■ Improve employee health and well being through the Healthy Working Lives

Strategy.

■ Implement a proactive and supportive approach to attendance management

through the effective application of appropriate policies and procedures.

■ Ensure that the physical working environment is safe and that any inherent risks

are assessed and managed.

■ Encourage employees to take responsibility for their own health and safety and

that of others.

Performance



Performance

Performance Indicator Name 2012

Performance 2017

Target Service

Responsible Officer

Percentage of employees participating in active health at work events

N/A 20% HR Services Health and Safety Manager

Percentage of employees returning to normal monitoring under sickness absence

77% 85% HR Services HR Services Manager

Percentage of properties compliant with health and safety legislation.

90% 100% All Services Named Responsible Officer

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Percentage of incidents not reportable to the Health and Safety Executive.

98% 100% HR Services HR Services Manager

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Appendix A

Action Plan

Action Description Planned Outcome Owner Start End Status (Planned, Active, Complete)

Produce an updated Workforce Plan each financial year as a baseline for managing resource issues.

Identify current and future staffing requirements to produce a Workforce Plan at the start of each financial year providing a summary within the annual Management Plan and aligned with activity based budgets.

Services have a detailed understanding of workforce profile and develop appropriate strategies to address issues arising from workforce audits

Heads of Service

01/04/14 Annually Active

Develop and implement a standardised process for conducting service reviews.

To implement a Service Restructure Process that ensures service reviews are consistently conducted and that appropriate governance is part of the process.

Service reviews will be carried out consistently and in accordance with recognised best practice and council policy

HR Services Manager

01/04/13 31/03/14 Active

Undertaken annual employee survey

Conduct employee survey to obtain the views of employees. Produce an action plan to be included in Employee Communication & Engagement Strategy

Improved employee morale which results in improved service performance



Publish an annual Employee Communication and Engagement Strategy.

Produce an Employee Communication & Engagement Strategy in line with the management planning process. This should incorporate an analysis of the employee survey results

Improved employee morale which results in improved service performance

Heads of Service

01/04/14 Annually Planned

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Action Plan

Action Description Planned Outcome Owner Start End Status (Planned, Active, Complete)

Develop and implement a new framework for performance review.

Develop new framework for identifying and managing employee performance.

Employee performance is reviewed annually against service delivery.


01/04/13 31/03/14 Planned

All employees have an annual performance review and that learning and development activities are identified to address competency gaps.

Services have an established process managing employee performance and identifying learning and development needs. A collective Learning and Development Plan should also be produced for prioritising needs and training budgets.

Individuals receive constructive and honest feedback on their performance. The process records performance, health and safety and development needs.

Heads of Service


Develop and implement framework for equality outcomes.

Provide guidance and agree action plans and monitoring arrangements for agreed equality outcomes.

Progress is made in achieving equality outcomes.


01/04/13 31/03/14 Active

Implement action and monitoring arrangements for equality outcomes.

Agree action plans and monitoring arrangements for agreed equality outcomes.

Progress is made in achieving equality outcomes.

Heads of Service

01/04/14 31/03/14 Planned

Review health and safety policies, procedures and arrangements and provide an annual plan.

Services will produce a Health and Safety Action Plan as part of the annual management planning and budgeting process.

Plans are established to progress health and safety issues within the services.

Heads of service

01/04/14 Annually Planned

Appendice


West Lothian Council

People Strategy 2013/17

J u l i e W hi te l aw Ac t i n g H ea d o f Co r p or a te Se r v i ce s

D e c e m b e r 2 0 1 3

F o r m o r e i n f o r m a t i o n :

E m a i l a d d r e s s : h r s u p p o r t @ w e s t l o t h i a n . g o v . u k

T e l e p h o n e n u m b e r : 0 1 5 0 6 2 8 2 2 2 2

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