SNH: 7 - 11/17 Title: Quarter 2 – People Report Date: 16 November 2017 For Information, Decision or Discussion For Information. Summary: This report provides a snapshot of a number of SNH’s people metrics for Quarter 2. This is the first issue of a ‘People’ Report to inform the Board. As this is the first paper in this new format, comment from the Board on its structure and content would be welcome. Recommendations: The Board is asked to note the people metrics presented. Relevant to Corporate Priorities: This provides information on a number of HR metrics in support of workforce planning, within portfolio 4, Delivering a High Quality Public Service. Fits with Government Priorities: Ensuring that people management in SNH is delivering against the expectations and priorities of government. Risks: There are 2 corporate risks related to people management: Risk 137 - Staff Resource Management Risk 83 - Paybill Management Resource/Staffing: These are covered within the report. Implications: There are no particular areas for concern at present. Report Author(s): Sponsor: Alison MacDonald, HR Manager Jane Macdonald, Head of Corporate Services Appendices: N/A
Transcript
SNH: 7 - 11/17
Title: Quarter 2 – People Report
Date: 16 November 2017
For Information,
Decision or Discussion
For Information.
Summary:
This report provides a snapshot of a number of SNH’s people
metrics for Quarter 2. This is the first issue of a ‘People’ Report to inform the Board.
As this is the first paper in this new format, comment from the Board on its structure and content would be welcome.
Recommendations:
The Board is asked to note the people metrics presented.
Relevant to
Corporate Priorities:
This provides information on a number of HR metrics in support of
workforce planning, within portfolio 4, Delivering a High Quality Public Service.
Fits with Government
Priorities:
Ensuring that people management in SNH is delivering against the expectations and priorities of government.
Risks:
There are 2 corporate risks related to people management: Risk 137 - Staff Resource Management
Risk 83 - Paybill Management
Resource/Staffing:
These are covered within the report.
Implications:
There are no particular areas for concern at present.
Report Author(s):
Sponsor:
Alison MacDonald, HR Manager
Jane Macdonald, Head of Corporate Services
Appendices:
N/A
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Purpose
The purpose of this paper is to provide Board with a snapshot of people metrics for
SNH at the end of Q2. This includes information on health and wellbeing, workforce demographics and learning and development. Background
This paper has been requested by the Board to provide information on the structure
and characteristics of SNH’s workforce. As this is the first paper in this new format, comment from the Board on its structure and comment would be particularly
welcome. It should be noted that the metrics are limited in some areas due to reporting
capabilities and data availability. Trend information has been added where possible and this will increase as we move forward.
Looking ahead, we will be using these metrics to help develop our new workforce plan in support of the Corporate Plan 2018-22. The metrics will help us understand
the current situation and how we will bridge any gaps to the future workforce needs of the organisation.
Recommendations
The Board is asked to note the people metrics presented.
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Introduction
1. The People Report is to inform the Board about SNH’s people metrics and
highlight any trends that are of note. It also informs the Board of the health of the organisation against key performance indicators.
2. As this is the first report, we are still developing the performance measures and therefore ask for the Board’s feedback on the current report and any
further areas to consider for future reports. The aim is to present a report to the Board on a quarterly basis.
3. The report is structured into 3 sections: - Health and Wellbeing, including:
Average sick days per headcount
Average percentage of staff using Employee Assistance Programme
(EAP)
Accident and near misses
- Workforce Demographics, including:
Age profile
Workforce demographic – contracted hours and flexible working
Length of service
Grade profile
Age trend up to age 25
Leavers by grade
Ethnicity
- Learning and Development, including:
Average training spend per employee
Average training days per employee
Health and Wellbeing
4. The results of the recent Wellbeing Survey are currently being analysed and will be the subject of a separate report to the Board.
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Average Sick Days per Headcount
1.3 average sick days per headcount in Q2 2017/18. 4111 - Board Report; data source restricted; data extracted 26/10/17
Interpretation
The above graph demonstrates the average sick days per headcount since 2009/10.
It shows that our average (blue line) has increased twice since we started recording this and has increased from 0.9 sick days per headcount in 2009/10 to 1.2 sick days
per headcount in 2011/12 (Q3) to 1.4 sick days per headcount in 2014/15 (Q3). The increase seems to be in long term absence which peaked during 2015/16.
For Q2 2017/18 the number of sick days per headcount was an average of 1.3 sick days. This is showing a fairly consistent trend over the period shown and still
remains lower than the public sector average. CIPD shows this as 9.3 days per annum lost per employee for 2016, compared to the trending average for SNH of 5.3 days per annum lost per employee for the same period.
5 Working days or less 1928 2133 1638 1907 1932 1839 822
Medium Absence
6 - 66 Working days 1090 1375 1229 1446 1213 1323 928
Long Absence
67+ Working days 373 228 336 706 1217 613 538
3391 3736 3203 4059 4362 3775 2288
Reason Total Days Lost Reason # Occurences
Cancer 140.7 Cold/Cough/ Sore Throat 38
Anxiety/Depression 136.0 Flu/Virus 22
Back/Spinal Problems 67.3 Part-time Medical Grounds 22
Cold/Cough/ Sore Throat 64.0 Migraine Related 17
Operation and Recovery 56.6 Stomach Upset 16
Total Days 464.6 Total Occurrence 115
Top Five Absence Reasons for Q2 17/18 - by
total days lost
Top Five Absence Reasons for Q2 17/18 -
by Occurrence
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Average % of Staff using EAP Service
3.8% of SNH staff using the EAP Service in Q1 and Q2 2017/18 4111 - Board Report; data source restricted; data extracted 26/10/17
Interpretation
3.8% of staff have used the EAP service during 2017/18 year to date. This shows a consistent trend with previous years. This compares to an average of 4.9% across
the public sector in Scotland for the same period. The primary presenting issues for Q1 and Q2 2017/18 are around mental health,
work-related stress – relations, change, bereavement and family. The main work issues are work related stress – relations, work overload, change, control work life
balance and absence. We have been actively promoting the service to managers therefore there has been
an increase in managers using the service for support in dealing with employees experiencing mental health issues, absence and how to support distressed
employees.
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Accident and Near Misses
5 Accidents and 7 Near Misses for Employees in Q2 2017/18 4111 - Board Report; data source restricted; data extracted 26/10/17
Interpretation
The graphs demonstrate the numbers of accidents / near misses that have occurred for employees and non-employees. There has been a significant decrease in the number of accidents from Q1 2017/18 (15) to Q2 2017/18 (5) for employees and also
for non-employees for the same period.
This change is likely to be due to the fact that in May and June 2017 we had higher levels of accidents reported than we would expect (according to our annually produced control charts). This is due in part to a large increase in the number of
bites recorded for employees (6 bites in two months versus 7 in the whole of 2016/17). Bites are predominantly from ticks and we are planning to utilise the
recently developed Forestry Commission Scotland awareness materials to promote awareness and controls during Q4.
Our longer term reporting profile remains fairly consistent in profile both in year (generally higher in Q1 than Q4) and across the years (between 54 and 88 incidents
reported per year since 2011/12.
0
2
4
6
8
10
12
14
16
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
2014/15 2015/16 2016/17 2017/18
Staff - Accident and Near Misses
Accidents
Near Misses
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Workforce Demographics
SNH Staff - Age Profile
38.8% of SNH staff is aged 45-54, with 26.9% aged 35-44. 4111 - Board Report; data source restricted; data extracted 26/10/17
Interpretation
Our age profile has remained relatively similar since 2016/17; with 38.8% of staff
aged 45-54 and 26.9% aged 35-44. Our age profile is used to help inform our paybill decisions and work on filling skills
gaps and projected leavers.
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SNH Staff - Workforce Demographic
The majority of our staff are full time permanent employees. 4111 - Board Report; data source restricted; data extracted 26/10/17
Interpretation
The majority of SNH staff are permanent members of staff (79%), with 21% on a
temporary contract. Of these totals, we have 76% of female employees on permanent contracts and 24% on temporary contracts, compared to 83% of males on a permanent contract and 17% on a temporary contract.
We also have 4% of the workforce working compressed hours, 60% working full time
and 36% part time. In relation to future workforce planning, we believe flexible working is a key benefit to
both attract and retain skills. Studies have shown that the new generation Z look to employers to provide this as a minimum.
We are currently investigating how we can benchmark our practices against SG public sector and CIPD, as no studies exist at this present time.
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Length of Service
25% of employees have worked for SNH for 10-14 years. 4111 - Board Report; data source restricted; data extracted 26/10/17
Interpretation
25% of our workforce has 10-14 years’ service with SNH, with 19% having 5-9 years
and 18% having 15-19 years. We do have 10% of the workforce who have been with SNH for 25-29 years.
We can correlate this with our age profile; it does indicate that with an ageing workforce we may see a large group of employees who leave around the same
period of time which leads to a loss of skills and experience. This is being considered as part of our talent management approach and youth employment strategy.
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Grade Profile
39% of the workforce is graded at D grade 4111 - Board Report; data source restricted; data extracted 26/10/17
Interpretation
The graph above demonstrates a similar pattern to both our age profile and length of service and gives the grade spread across SNH. We have 39% of the workforce at
D grade, with 21% at C grade. The graphs also show the age range by grade for comparison. We are currently working through the potential implications of this for career progression, talent management and skills development.
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Age Trend up to 25
2.1% of the workforce is aged 25 and under. 4111 - Board Report; data source restricted; data extracted 26/10/17
Interpretation
As part of our Youth Strategy we are concentrating on increasing our under 25
workforce through a number of workstreams. Scottish Government (SG) has a target for organisations to achieve 5% of the workforce to be aged 16-24. We are not alone in struggling to meet this target with a number of public bodies averaging around 3%
currently.
Examples of our work in this area include: We are working with Rural Skills Scotland to expand our Modern Apprenticeship
approach across SNH to involve more operational roles.
We are also still exploring possibilities of sharing apprenticeships across our Environment & Economy Leaders’ Group, EELG partner organisations.
We have an established student/graduate placement scheme and continue to look to invest in these programmes to encourage more employment opportunities for young
people. We have had 25 graduate placements since 2013/14, with another 9 placements in 2017/18, so 34 placements in total. In terms of 12-month student placements, we have had 28 placements since 2011/12.
We have instigated work with Skills Development Scotland on barriers to youth
employment within our sector. We are working with CNPA, SEPA, HES and FCS to highlight the recruitment issues we face and possible solutions to these.
We are members of the SG Developing Scotland’s Young Workforce policy group and have recently engaged with our education officer to promote our work within
secondary schools.
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No. of Leavers by Grade
Of the 39 leavers so far in 2017/18, the majority (10) have been at D grade. 4111 - Board Report; data source restricted; data extracted 26/10/17
Interpretation
The trend in the number of leavers has been consistent over recent years. On
average there are 40 leavers per annum. There are no anomalies in terms of the numbers at grades, given our grade and age profile.
For Q2 2017/18, the reasons for leaving have also been listed, with retirement being the highest reason with 24% of leavers retiring from the organisation during Q2.
Leaving Reason - Q2 17/18 Count %
Retirement - Normal 4 24%
Resignation - End of Fixed Term Contract 4 23%
Resignation - Other Reasons 4 23%
Resignation - Career Opportunity 2 12%
Resignation - Domestic Reasons 1 6%
Resignation - Time Out from Employment 1 6%
Termination - End of Fixed Term Contract 1 6%
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Ethnicity
49.8% of the workforce have declared a white ethnicity. 4111 - Board Report; data source restricted; data extracted 26/10/17
Interpretation
We have 49.8% of the workforce who have declared a white ethnicity, however
47.8% of the workforce have not declared an ethnicity. We are working with the Partnership to see how we can encourage more staff to provide their information to enable us to have more meaningful data to inform our actions.
An issue identified as part of Brexit implications is that SNH employs 22 non-UK EU
citizens which represents 3.5% of the workforce. We have an internal network of 17 employees which is made up of non-UK, non-UK /
EU employees with concerns about their non-UK partners to enable the sharing of information and support those staff.
0
10
20
30
40
50
60
70
White Black andc EthnicMinority
Preferred not to say Not declared
% Staff Ethnicity
2012/13
2013/14
2014/15
2015/16
2016/17
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Learning and Development
Learning and Development
Training spend averages £105,000 per annum. 4111 - Board Report; data source restricted; data extracted 26/10/17
Interpretation
The current approved core training budget for the year is £104,000 (representing <0.5% of the paybill spend). This does not include the costs of in-project training which are included in individual project budgets.
We have spent £47,000 so far on training for the workforce during Q1 and Q2
2017/18, with an average of 0.96 training days per employee. We are currently considering how to further enhance our approach to learning and
development to ensure that we can continue to meet the organisation’s future skills needs.
