The Head of Human Resources presented the report which provided an update on key Human Resources strategies and their impacts.  She highlighted several areas outlined in the report. 

A Member asked whether it was possible to have the full time equivalent (FTE) on comparable staff number projected either for the beginning or the end of the year as he was expecting a gentle drift that would help contribute to the budget. 

In response to a request for more information on the coaching scheme the Head of Human Resources advised that there were twelve coaches trained in the GROW coaching model.  An officer would identify areas they would like to improve on, or it would be identified through the appraisal process and the coach would work with that member of staff over a series of short sessions based over 4 – 6 weeks.  It provided an opportunity to share knowledge and expertise and provide staff with alternative solutions.  The coaches were trained by three ‘super’ coaches who were aligned with a network that met once a quarter.  She confirmed that the term managers ranged from small team managers through to Chief Officer level.  A Member asked whether there was any proposal to align appraisals and Continuous Professional Development (CPDs) with coaching and whether there was the capacity to go commercial.  The Head of Human Resources replied that appraisals could identify staff who would benefit and if requested capacity to go commercial could be investigated.

A Member asked whether there would be enough staff left within the Council, was there any plan to backfill audit staff lost to any TUPE arrangements with the Department of Work and Pensions (DWP).  In response, the Head of Human Resources advised that they were still awaiting further information from the DWP, ad this would be reviewed once received.  Concern was expressed as to the staffing situation if Universal Credits came online, and whether retention was proving difficult in the current circumstances.  She advised that the ability to employ on fixed term contract rather than using agency staff had provided more stability. 

Whilst the significant reduction in sickness absence was observed, a Member commented on how a few long term sicknesses affected the figures.  She reported that in the current economic climate depression, anxiety and stress could affect the figures, however more information was available now to help support staff. 

A Member commented that the previous Performance & Governance Committee had requested that it be possible to have figures with long term absence removed to get a better indicator of the current situation.  The LGA Peer Review had commented on staffing resources and managing stress would be key.

The Chairman congratulated the Head of Human Resources and her team on the Investors in People Success (IIP).  In response to a question she reported that the Council had been assessed by the new choices approach.  The Council had been able to choose which areas to be assessed against.  There were 174 indicators of which the Council had been chosen to be assessed against 168.  It was a massive achievement by everybody.

A Member queried the number of fixed term contracts and its effectiveness if half way in staff were looking elsewhere, and why work related stress was not mentioned.  In response she advised that work related stress was not featured as a common reason for being off sick.  Stress did get reported as a reason but tended to be over issues outside of the workplace.  She did not know the number of current fixed term contracts and would report back to Members on this.  It was still a more stable option than agency staff.  There were no zero hour contracts.

Action 1:  The Head of Human Resources to advise the Committee of the number of current fixed term contracts.

Resolved:  That the work of the Council’s Human Resources team over the past year, be noted.