Witnesses:
Ayesha Azad, Cabinet Member for
Finance and Resources
Leigh Whitehouse, Deputy Chief
Executive and Executive Director of Resources
Bella Smith, Head of Insight,
Programmes and Governance
Tom Holmwood, Head of
Recruitment
Key
points raised during the discussion:
- The Chairman asked
what the three current key challenges in relation to workforce were
compared to the last year, and likely to be in the next two
years.
- The Head of Insight,
Programmes and Governance said that for the past two years
challenges had centred around COVID including the management of
staff sickness levels, staff wellbeing and ensuring staff had the
correct personal protection equipment (PPE). Due to the pandemic,
the market had changed with people wanting to work differently and
as a result the Council has increased its plans for focus on
recruitment and retention over the next two years. Current
challenges around the cost of living were being addressed to ensure
staff financial wellbeing with the roll out of initiatives to
support this planned over the next six months. The Head of
Resourcing added that the cost of living was resulting in an
increase of turnover and this was expected to continue for some
time. Work around maintaining the Council’s employer brand in
the market would continue. Analysis of data to support the
development of a corporate exit survey was underway to provide
insight around a proportion of staff leaving the Council for other
public sector organisations.
- The Chairman queried
the reasons for staff moving to other public sector organisations.
The Head of Recruitment noted that recent exit interviews indicated
factors such as pay and reward in addition to work, life balance
and committed to share an analysis of exit interview data with the
Resources and Performance Select Committee at the next People and
Change update. Action: Head of Recruitment
- The Chairman was
concerned at the emphasis on ‘line managers’ to conduct
‘why stay’ conversations with staff. The Head of
Insights Programmes and Governance explained a broader approach in
relation to the ‘why stay’ interviews was being piloted
in Children’s Services with human resources business partners
and other colleagues within the service involved in conducting some
of those conversations, supporting the development of peer-to-peer
discussions.
- The Chairman asked
when tangible results could be expected in relation to recruitment
and retention improvements. The Head of Insight, Programmes and
Governance explained that whilst the voluntary turnover rate had
risen from February 2022 to July 2022, a slight plateau was
evident, and the current economic situation was resulting in more
people choosing the stability of remaining in their roles at the
Council.
- A Member asked if
there were sufficient opportunities for extra annual leave and
sabbaticals as requested by 29 per cent of staff surveyed for the
Children’s, Families and Lifelong Learning ‘in
job’ questionnaire. The Head of Insight, Programmes and
Governance explained that in addition to a re-evaluation of pay
grades, the total reward package for staff was being revisited and
would include, flexible working, annual leave and the promotion of
sabbaticals where appropriate.
- A Member asked if
consideration was being given to offering more flexible conditions
to encourage staff to remain with the Council and reduce the need
to recruit. The Head of Insight, Programmes and Governance
confirmed this was a focus but noted that work, life balance was
not the key reason given for staff leaving the County.
- A Member queried what
was being done to ensure a higher level of satisfaction regarding
the Councils training offer. The Head of Insight, Programmes and
Governance agreed that communication of training could be improved,
adding that a new learning and development system to facilitate
access to training opportunities was being considered for next year
and would address the fact that some staff were not aware of
available training opportunities.
- A Member asked if
line managers were trained to deal with expanding the knowledge and
experience of their team to facilitate retainment. The Head of
Insight, Programmes and Governance explained a comprehensive
leadership and line management training offer was available,
providing specific information on coaching their teams. The Member
asked if and how line managers were encouraged to take the
opportunity to develop the knowledge and experience of their teams.
The Head of Insights, Programme and Governance confirmed that line
managers were encouraged to develop their teams experience although
there were challenges around managers who would prefer a member of
their team to remain in post. Any lack of developmental
opportunities would be identified by exit interviews and ‘in
job’ conversations going forward.
- The Head of
Resourcing noted that of 3000 appointments processed this year,
approximately 35 per cent were internal moves suggesting the
Council had good movement of staff around the organisation and
committed to provide further data analysis around this subject to
the Resources and Performance Select Committee. Action: Head of
Recruitment
- A Member asked what
targets and aspirations could be linked to planned developments and
improvements in different areas in the report and how would they be
defined, tracked and reported. The Head of Insight, Programmes and
Governance explained that in addition to Key Performance Indicators
(KPIs) monitoring, a portfolio plan including all projects of work
across People and Change was reported on monthly to the leadership
team of People and Change and the transformation unit.
- A Member inquired if
the 30 per cent turnover of social workers in children’s
services was usual for this type of local authority. The Head of
Insight, Programmes and Governance said that the national turnover
of social workers had increased however the Council had a unique
challenge because of its close proximity to London.
- A Member queried if
the 30 per cent of social workers leaving the Council are finding
employment as social workers with other authorities or leaving the
role completely. The Head of Resourcing said that information would
be available shortly and committed to a comprehensive overview at
the next update to incorporate exit data currently being gathered.
Action: Head of Recruitment
- A Member queried how
the organisation tracked morale following the implementation of
changes. The Head of Insight, Programmes and Governance confirmed
that morale could be tracked through workforce dashboards combined
with results from staff surveys. The Head of Resourcing added that
the exit survey split feedback between the organisation,
individuals’ teams and roles enabling further measurement of
morale.
- A Member asked what
level of certification was being offered to help create reward and
to encourage career progression. The Head of Insight, Programmes
and Governance explained that each function within the Council had
its own levels of certification due to the diverse roles within the
organisation. The Member requested further information on the
levels of qualifications available for roles such as social
workers. The Head of Insight, Programmes and Governance committed
to provide this information to the Resources and Performance Select
Committee separately. Action: Head of Insight, Programmes and
Governance
- A Member asked how
progression opportunities within the organisation could be made
more easily available to all employees. The Head of Recruitment
agreed that more could be done in the recruitment space to bring
and publicise internal opportunities to the forefront and suggested
that he and the Head of Insight, Programmes and Governance take
this away for consideration. Action: Head of Insight, Programmes
and Governance
- A Member queried if
any existing arrangements were in place with educational facilities
to provide courses specifically for social care roles. The Head of
Resourcing confirmed that the Children’s Social Worker
Academy worked closely with the University of Surrey to grow local
talent with a sizeable portion of candidates applying for places in
the Children’s Social Worker Academy because of this
partnership.
- The Deputy Chief
Executive and Executive Director of Resources gave an example of
work in the Finance department to provide more rounded development
opportunities. The secondment of staff to support the finance
function at Tandridge District Council had Tandridge but also
provided good development opportunities for our team.
- The Chairman in
referring to a recommendation made at the 14 April 2022 Resources
and Performance Select Committee in relation to the 45p mileage
allowance for staff, noted a delay in sending the recommended
letter to HMRC and asked what the next steps were following the
lack of reply from HMRC. The Cabinet Member for Finance and
Resources confirmed that HMRC had not responded to date and
committed to chasing a response with any letters to be circulated
to the Resources and Performance Select Committee. Action:
Cabinet Member for Finance and Resources
RESOLVED:
In noting the report
identifying key workforce challenges facing the organisation, the
Resources and Performance Select Committee:
- Welcomes the report
for its aspiration and acknowledges the identified steps being
taken to address the challenges faced by the
organisation.
- Requests that efforts
gather pace to deliver positive aspirations listed in the report,
particularly in areas such as staff turnover, why stay/in-job
interviews; internal career progression opportunities for staff;
consistent organisation-wide data about exit
interviews.
- Suggests that any
internal progression/job opportunities be publicised more widely to
staff throughout the organisation.
- Asks for an update
report by no later than December 2023 covering the following
areas:
- Recruitment time to
hire
- Collaboration with
schools and colleges
- Data on exit
interviews/surveys and in-job interviews with a view to retain
staff/gauge job satisfaction
- Career development
offer and internal job promotion opportunities for
staff
- Management and
leadership prospects for those who are underrepresented
- Hybrid working
(including more annual leave, flexible approach to working and
sabbatical opportunities)
g.
Summary of key performance indicators