HR Business Team Plan 2018/2019 - runnymede.gov.uk · Human Resources – customers, contacts and...

HR Business Team Plan

2018/2019

Version control Author: Fiona Skene Date: 26/02/2018 Version No: 1 Status: Final

Runnymede Borough Council | Xx Business Centre/Team Plan 2018/2019

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Contents

Content Page

Section 1: HR Business Team’s structure 3

Section 2: HR Business Team overview 4-9

Section 3: Key drivers/influences for the Business Centre/Team 10

Section 4: Team/function objectives and delivery tables 11-12

Section 5: HR Business Team’s projects 13

Section 6:HR Business Team’s anticipated growth 14

Section 7: HR Business Team’s performance indicators 15

Section 8: Summary of the HR Business Team’s contribution to Corporate Business Plan 16

Section 9: HR Business Team’s risk management This section has been redacted 17-21


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Section 1: HR Business Team’s structure:

Human Resources Officer

(FT)

Senior Human Resources

Assistant

(22 hours – 0.59fte)

Health & Safety Adviser

(22.5 hours 0.6 FTE)

HR Apprentice

(FT)

Human Resources and

Health & Safety

Assistant

(18.5 -0.5fte)

Committee / Working Groups:

Corporate Management Committee

Safety Committee

Human Resources Member Working Group

Head of Human

Resources

(FT)

Learning & Development

Manager

(FT)


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Section 2: HR Business Team overview HR Business Centre

Human Resources team

The Human Resources team supports the whole organisation and individual services on employment matters, including a wide range of personnel and training topics. The HR business centre is responsible for both strategic and operational HR, (i.e. anticipating the future workforce needs of the organisation and delivering against them, and supporting operational service delivery). The work of the team includes:

Workforce planning – Ensuring the organisation has the workforce it needs now and in the future. This role includes recruitment and selection support to ensure that the right people are in place at the right time and with the right skills to achieve the Council’s key priorities and service delivery to the community within the resources available. Maintenance of personnel computer system and scanned personnel records.

Development of Employment policies - HR facilitates and protects the Council’s position as an employer through the provision of a robust framework of employment policies and procedures in accordance with best practice and employment law, and supports managers to operate within them.

Training and Development - HR works in partnership with other Surrey Councils to provide a comprehensive shared training programme covering management/leadership development and skills development. Providing access to a suite of e-learning courses for immediate and cost-effective access to development tools. Arranging Runnymede specific corporate training as required. HR has recently obtained approval to advertise for a new role of Learning and Development Manager to lead the L&D function and invest in the development of the workforce through a programme of ‘in house’ training initiatives.

Reporting to Corporate Management Committee and Leadership Team on employment issues, as required, including Pay Policy, annual pay and workforce review, workforce profile and diversity, Undertaking workforce monitoring required for performance indicators, benchmarking and statutory returns. Publishing workforce information required including annually on diversity of the workforce (Equality Act) and pay policy (Localism Act).

Change Management - HR plays an important role in change management as was demonstrated through the Customer Services, Homelessness and Council Tax Reviews. HR supports managers through a range of organisational changes


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including restructures, redundancies, TUPE transfers and any proposed changes to conditions of service or employment policy.

Individual Casework - Supports managers in the management of individual cases including disciplinary, performance, grievance, re-grading, sickness management cases, (including liaison and referral to occupational health)

Client management of the OH contract and employee counselling services

Consultation with UNISON over corporate or departmental organisational change issues, and resolving issues arising over individual or specific matters.

Advisory service - Responds to employment queries from managers, staff and UNISON.

Health and Safety advice and support - including management and leadership of Safety Committee, development of safety policies, procedures and training. The H&S Adviser is part of the Team reporting directly to the Head of HR.

Pensions – Maintaining up to date knowledge of the Local Government Pensions Scheme and obtaining quotes for employees as required

RBCI – Providing a responsive HR service to RBCI

The service covers all permanent, temporary and occasional workers directly employed by Runnymede Borough Council. Much of the work is responsive depending on the changing needs of services and the level of vacancies/restructures/individual case work that arises. Employment and Health & Safety policies, arrangements and the management of staff must comply with employment, health & safety and pensions’ legislation and case law precedent.


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HR Team/function 1.0 FTE Head of Human Resource – Fiona Skene 1.0 FTE Human Resources Officer – Nadja Rupnik-Swindell 0.6 FTE Senior Human Resources Assistant – Jasmine Lisher 0.6FTE Health and Safety Adviser – Jo Banks 0.5 FTE HR & H&S Assistant – Vicky Crossan 1.0 FTE Learning and Development Manager –Vacant 1.0 FTE HR Apprentice -Vacant Fiona Skene, Head of Human Resources, is a Chartered Member of the Chartered Institute of Personnel and Development. She provides expert professional support and advice to the Leadership Team and managers and is Runnymede’s representative at the Surrey HR Group (SHARP). Fiona also acts as the main HR adviser on change management issues such as reorganisations and reviews. Nadja Rupnik-Swindell, Human Resources Officer and is qualified to CIPD certificate level and is currently studying for her professional qualification. Nadja provides HR advice on a wide range of HR matters ranging from discipline to sickness management. Jasmine Lisher, Senior Human Resources Assistant(P/T), is responsible for supporting the recruitment, selection and appointment of staff, provision of workforce reports and monitoring from the HR Computer System, systems administration and responding to general advice/queries. Vicky Crossan, HR and H&S Assistant (P/T), provides support in the recruitment, selection and appointment of staff, employment records including sickness reporting, and general administration, as well as admin support for health and safety. Vicky has returns from maternity leave in mid-March on part-time hours. Jo Banks, Health & Safety Adviser, is a qualified and experienced health & safety professional and H&S trainer. Jo is Runnymede’s representative on the Surrey Health and Safety Group. HR has capacity issues due to its high workload involving casework and change management, including taking on additional HR work in providing an HR service to RBCI. HR recently gained approval to recruit to a new post of Learning and Development Manager as an ‘invest to save’ measure. It became clear that if more ‘in house’ training were provided for managers this would


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reduce the costs resulting from lack of managerial know-how and awareness on people management interventions. This role could also provide support on a rolling out a range of corporate initiative designed to improve performance. HR is also investing in an HR Apprentice who will be sponsored to undertake their professional training through a local college.

Human Resources – customers, contacts and key areas of work The Human Resources service is a support service for the whole council. Our internal customers are the Leadership Team and Members, individual managers and individual members of staff. We liaise closely with Payroll on appointments documentation and any contractual changes affecting pay or pensions. Our external customers are applicants for vacancies and delegates on any shared training courses run at Runnymede. Key external contacts:

Occupational Health

Jobs Go Public – e-recruitment provider

STOG, external trainers, e-learning provider

Surrey County Council Pensions Service and DBS service

SHARP colleagues

Disclosure Scotland (for BPSS checks linked to accreditation to use the Public Sector IT network)

Health & Safety Executive

Surrey H&S Group colleagues Key areas of work: Corporate / whole organisation

Pay and Workforce Strategy

Pay Policy, including annual Pay Policy Statement

Framework of employment policies, procedures and arrangements

Framework of health & safety policies, procedures and arrangements


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Reporting to Corporate Leadership Team or Corporate Management Committee including on any new employment or H&S requirements, changes to employment/safety law and implications for Runnymede, to meet legal obligations and protect the Council from challenge

Safety Committee

Consultation with UNISON

Shared training programme and e-learning platform

Working with partners and external providers – occupational health, SurreyJobs.info, STOG and training consultants for shared training programme

Workforce monitoring and publication of information, responding to FOI and other requests for employment information

Registration and liaison with the Disclosure & Barring Service (DBS) and Disclosure Scotland

Human Resources pages on the Intranet including policies, procedures and guidance

Health and Safety pages on the Intranet including policies, procedures and guidance Support to managers

Professional HR support to managers in all aspects of the people management of staff (including organisational change)

Recruitment advertising and selection support

Appointments

Amendments to contracts (e.g. changes to hours)

HR representative for employment procedures (e.g. disciplinary, grievance, capability, absence, redundancy, TUPE, occupational health and implementing organisational change)

Training – places on shared training programme and via e-learning

Referrals to occupational health

Disclosure and Barring Service disclosures for appropriate posts

Disclosure Scotland basic checks for posts requiring Baseline Personnel Security Standard checks (BPSS)

Health and safety guidance and support, accident investigation Support to members of staff

Appointment / employment administration, including employment contracts and amendments, training administration

Responding to queries

Provision of ID/security passes

H&S advice and information


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Unison Consultation Queries Individual cases

Members

Reports to Corporate Management Committee, HR Member Working Group and other member meetings Guidance to members of the Standards and Audit Committee on hearing staff appeals.

Key business centre statistics: Headcount [414 staff and 154 casual workers) Posts advertised (115) – 113 adverts Appointments in year (86 excluding casuals). Turnover (13.28%) Number of staff attending workshops attended on the shared training programme (23) Safety Committee held 4 times a year (Statistics for year between January –December 2017)


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Section 3: Key drivers/influences for the Business Team

Drivers and influences

Internal drivers/influences

Key corporate drivers/influences The Corporate Business Plan is trying to achieve against the

following themes: - Supporting Local People - Enhancing Our Environment - Improving Our Economy - Organisational Development

Corporate Key Performance Indicators. There is a need to increase income generation to offset

growing costs and loss of government grants.

Key drivers/influences of any Business Centre/Team strategies/key documents

Provide HR support to change and modernisation initiatives Provide HR support for organisational reviews Develop managers and staff to meet current and future needs of

organisation Provide HR support to savings agenda

- -

External drivers/influences

Key community/consultation drivers/influences

Consultation outcomes

No direct effect

Key partner’s / supplier’s drivers/influences

Co-ordinated the SHARPS group

response to consultation on Surrey Pensions administration proposals

Led SHARP group’s initiative to improve pensions service received by Surrey Districts leading to improved service

National key drivers/influences Gender pay gap regs raised profile of

equal pay issues Supporting management on dealing with

consequences of reductions in revenue support grant

Talent sourcing to deal with difficult to fill roles

Supporting structure changes to save money


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Section 4: Team/function (non-project) objectives and delivery tables

Team or function: Human Resources

Objective Outcome(s) Completion/review date Resources Risk reference

To review and update the Disciplinary Procedure.

1. To modernise procedure to take into account social media allegations and changes in employment case law

2. To incorporate changes suggested by Audit and Assurance committee

End of April 2018

Head of HR

N/A

To update Employment Stability Policy after publication of Exit Pay cap regs in 2018

To update policy in line with new legislation

End of July 2018 Head of HR N/A

To provide HR support to Benefits Review

To save c£50k savings and improve efficiency of service

End July 2018 Head of HR N/A

To prepare L&D Strategy and Plan

1. To improve managerial and employee skills base

2. To support corporate initiatives

End of August 2018 Learning and Development Manager

N/A

To provide HR support to Parks Review

To improve efficiency and make savings

End July 2018 Head of HR/HRO N/A


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To develop managerial and employee competencies

1. To provide basis for managerial /employee development and use in revised staff appraisal system

2. To encourage entrepreunerialism and flexibility

End April 2018 Head of HR N/A

To modernise performance management framework

To provide basis to assist in lifting organisational performance

End September 2018 Head of HR N/A

To conduct Equal Pay Audit and implement recommendations

To safeguard Council against equal pay for equal value claims

End October 2018 Head of HR

To continue to modernise HR service

To enhance HR’s contribution towards the development of the organisation

Ongoing Head of HR N/A

To reduce sickness absence

To reduce lost time Ongoing HR team N/A


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Section 5: HR Business Team’s projects

Project name Does the project have a PID/PC?

Key associated objectives (if there is no PID/PC)

Key outcomes (if there is no PID/PC) If there are some outcomes which will be delivered after 18/19 then these should be included here but clearly identified separately.

Completion date

Project budget excluding fixed costs e.g. salaries

Risk reference (if there is no PID/ separate risk register)

None


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Section 6: HR Business Team’s anticipated growth Description Linked

objective/project Amount requested for the financial year

Business case completed? (Not always relevant – if unsure CE to determine)

Request approved?

None


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Section 7: HR Business Team’s performance indicators

Target Actual

Performance Indicator Q1

(Apr-June)

Q2 (Jul-Sept)

Q3 (Oct-Dec)

Q4 (Jan-Mar)

Full year (Apr-Mar)

Q1 (Apr-June)

Q2 (Jul-Sept)

Q3 (Oct-Dec)

Q4 (Jan-Mar)

Full year (Apr-Mar)

Current status

Trend

Number of formal complaints related to the Business Centre/Team.

0 0 0

0 0

Number of decisions investigated by the ombudsman requiring a remedy by the Council.

0 0

0

0

0


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Section 8: Summary of the HR Business Centre/Team’s contribution to Corporate Business Plan themes

Priority Supporting Local

People Enhancing Our Environment

Improving Our Economy Organisational development

Non-project objectives

1. Develop[ managerial and employee competencies

2. Modernise performance management framework

3. Prepare L&D Strategy and Plan

Project name or project

objectives (list individually if

different objectives relate

to different themes)


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Section 9: HR Business Team’s risk management (excluding project risks with separate PID/risk register)

This section has been redacted.

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