Appendix 1
(Extract from External
Challenge Report)
PART FOUR – SUMMARY AND
RECOMMENDATIONS
4.1 In summary, both the best value review and the Personnel
and Training Service itself lack strategic focus. It is essential, if the
function is to meet the challenges it now faces and provide the Council with
the service it requires, that a number of important changes are made. These
will require an investment of additional resources, and the service will
require a new level of leadership, proactivity and drive.
4.2 I consider that real progress can be made towards
achieving a modern and influential HR service for Isle of Wight Council if the
following recommendations are adopted.
Recommendation 1
The Personnel
Services function be renamed Human Resources
Recommendation 2
The post
of Head of Personnel & Training Services be retitled Head of Human
Resources.
Recommendation 3
As a matter of priority,
the Head of Human Resources should develop an HR strategy for the Council for
discussion with key stakeholders.
Recommendation
4
In
considering the HR strategy, a set of protocols relating to the roles of
stakeholders - elected members, senior managers, other line managers, HR staff
and the trade unions - should be drawn up.
Recommendation
5
The weekly
meetings of the Vacancies Panel should be discontinued, to be replaced by a
report, say every two months or so, by the Head of Human Resources on
establishment control and the filling of vacancies generally.
Recommendation 6
That with
the exception of the personnel team in Education and Community Development, all
HR staff should continue to be located in the central team.
Recommendation 7
The
Council creates a new post of Organisational Development Manager, reporting
direct to the Head of HR.
Recommendation 8
The
Council creates a new post of HR Policy Manager, reporting direct to the Head
of HR, together with a new post of HR Policy and Operations Co-ordinator,
reporting to the HR Policy Manager.
Recommendation 9
Subject to
a further report from the Head of HR on detailed implementation, the proposed
structure set out in Appendix D
be approved in principle for consultation.
Recommendation 10
The
current Attendance Management Policy should continue in being but be kept under
review to ensure it remains fit for purpose.
Recommendation
11
No further
moves be made towards centralisation of recruitment until the new structure in
HR is in place and a review has been carried out of (a) recruitment policy
generally, including on-line recruitment, and (b) the administrative and
clerical tasks currently undertaken at the centre.
Recommendation 12
In
principle the health and safety function should be brought back in-house and be
part of the HR Division, with the detailed arrangements being the subject of a
further report once the HR Policy Manager is in post. If necessary the contract
with the current supplier should be extended until such a report has been made.
Recommendation 13
The
tendering process for the occupational health service should be progressed but
consideration should be given if appropriate to provision of the service from a
mainland supplier or on a collaborative basis with other authorities/employers.
Recommendation 14
The PIPS
system should remain in place unless and until a business case can be made for
its replacement.
Tim Rothwell
Director, HR Consulting, Tribal GWT
March 2003