Agenda item

Council People Management and Workforce Plan 2019 - 20 Progress Report Update

(To receive a report from Lucy Shevill (Strategic People Management Advisor), which provides an update on the HR Management Information and the actions which have been taken forward following the 2017 employee survey)


Consideration was given to a report by Lucy Shevill, Strategic People Management Advisor, which provided an update on the HR Management Information and the actions which had been taken forward following the 2017 employee survey.


The report highlighted the performance of the key areas within HR Management. 


Officers acknowledged that there was still work to be carried out to improve sickness rates; mental health support and agency spend within the Council.


It was noted that the Council was focusing on the development of apprenticeships and supporting employees to progress, and ensuring that the Council had the right staff for the future.


Members were invited to ask questions, during which the following points were noted:


·       The Strategic People Management Advisor agreed to provide the figures on the percentage of men and women employed above a Grade 13, including a comparison of other local authorities.

·       It was explained that the Council did not offer employments on zero hour contracts.

·       It was suggested that it would be beneficial to give employees the opportunity to share information with managers which may outline any 'hidden talents' that could help them progress within the Council.

·       Members were pleased to see the gender pay gap had decreased.

·       It was noted that there was generally a good local understanding of the number of vacancies across each service area, but the vacancy reporting across the organisation was currently under review.

·       The Assistant Director – Strategic Finance explained that the Council budgeted for 100% occupancy of posts.

·       It was recognised that it was difficult to decrease the level of sickness absence within Adult Care, but officers were working with the Executive Director for Adult Care and Community Wellbeing to improve the sickness levels for the service area.

·       It was confirmed that the Council did operate a return to work interview process, which was a standard item across the sickness management process. HR advised all managers to carry out return to work interviews at the earliest opportunity. 

·       HR policy stated that managers needed to keep regular contact with employees whilst on long term sickness; the amount and level of contact would depend on the individual and their circumstances.

·       It was noted that the Council offered an employee support and counselling service, in addition to the perkbox employee benefit scheme providing an opportunity to engage with a telephone counselling service.

·       As part of the health and wellbeing strategy, there were a number of initiatives planned to offer mental health support to employees, which included the introduction of mental health first aiders, increased use of stress risk assessments and the encouragement of general health and wellbeing activities.

·       It was agreed that officers would make contact with the Assistant Director of Corporate Property to highlight the possible need for improvements to the childcare facilities for members of the public, as well as requesting information on possible plans to install more electric car charging points to the car park for both employees and members of the public.

·       It was explained that the annual leave purchase scheme was used to finance the employee benefits service.

·       Members raised concerns over the number of colleagues that had not received their appraisal, and sought assurance that appraisals were taking place where possible. The Strategic People Management Advisor explained that there were valid reasons why some appraisals may not have been recorded, but officers were continually monitoring those cases and looking to ensure that the process was as easy and accessible as possible for managers and employees. HR continued to report back to directors to ensure that appraisals were taking place.

·       It was clarified that those employees on long term sickness absence were not included in the appraisal figures.

·      It was suggested that the Board could receive a report on sickness absence and appraisal procedures and figures at a future meeting of the Board.

·       It was explained that Fire and Rescue employees had a different appraisal system. The Strategic People Management Advisor agreed to inform members of the appraisal statistics for Lincolnshire Fire and Rescue employees.

·       The Board requested that once finalised, a copy of the minutes be passed on to the Executive Councillor for Community Safety and People Management for consideration of the concerns raised by the Board.




1.    That the report be noted;


2.    That the concerns raised by Members, specifically in relation to the employee appraisals process, be passed on to the Executive Councillor for Community Safety and People Management for consideration;


3.    That the actions listed above be carried out as necessary.


Supporting documents:



Original Text: