6. Clarification of the respective roles of Elected Members, Corporate HR and managers is a key target within the People Management Strategy action plan. Empowering middle managers and staff by delegating decision making responsibility to as near the point of service as possible was also part of the vision of the Council as a model employer as set out in the Council’s People Management Strategy.

7. The competence of middle managers will be crucial for successful people management. If approved, the People Management Framework will be made available in CD format and an interactive training programme designed around it.

CONSULTATION

8. The People Management Framework has been the subject of consultation with the Directors’ Group.

FINANCIAL/BUDGET IMPLICATIONS

9. There are no direct additional budget implications arising from the introduction of the framework.

LEGAL IMPLICATIONS

10. The standards of good practice set out in the People Management Framework comply with relevant employment legislation and codes of practice.

OPTIONS

11. (i) Approve the framework as set out in Appendix 1.

(ii) Refer the document back for further amendment.

EVALUATION/RISK MANAGEMENT

12. Modern and effective people management will improve employees’ working lives and minimise the risk of claims against the Council.

RECOMMENDATIONS

13. Option (i).

BACKGROUND PAPERS

14. None.

ADDITIONAL INFORMATION

15. None.

Contact Point : Max Burton. Tel: (01983) 823121 email: [email protected]

Max Burton

Head of Human Resources

Appendix 1 PEOPLE MANAGEMENT FRAMEWORK

CONTENTS

1. INTRODUCTION Page

2. ROLES AND RESPONSIBILITIES

3. CORE HR VALUES

4. MONITORING AND REVIEW

5. HR FUNCTIONS

A: Recruitment and Selection

- Recruitment

- Selection

- Contracts of employment

B: Performance Management

- Performance Management and Appraisal

- Motivation

C: Training and Development

D: Pay and Benefits

- Pay

- Non-pay Conditions and Benefits

E: Industrial and Employee Relations

- Industrial Relations

- Employee Relations

- Discipline and Grievance

F: Organisational Development

- Workforce Planning

- Organisation and Job Design

- Redundancy

G: Equal Opportunities and Diversity

H: Health and Safety

I: Records and Information

6. APPENDICES

Appendix 1 - HR delegations

Appendix 2 - List of HR policies, procedures and guidelines

PEOPLE MANAGEMENT FRAMEWORK

Introduction

1. The Isle of Wight Council’s principal aim is to realise the expectation of the local community for a forward looking and modern Council which consistently delivers good and reliable services. Our employees are the key to our success in achieving this aim and how they are managed is therefore vitally important. As such the Council recognises the need to:

· Have the right people in the right jobs at the right time

· Communicate and consult openly with all employees about heir role in the achievement of the Council’s service plans, the standards expected of them and the activities of the Council as a whole

· Inform and develop people so that they can participate and contribute to the best of their abilities

· Value the particular contribution made by each employee and their team whilst treating all employees with fairness and equity

· Provide a safe and healthy environment in which to work and to promote healthy living amongst all employees

2. This framework is designed to assist managers achieve and maintain high standards in the management of people – the Council’s human resource – within their service areas. Its purpose is to describe the characteristics of effective people management but it is not an HR procedure manual. Its purpose is to describe the characteristics of effective people management so that managers can be confident they are meeting not just legal requirements but also the standards against which the quality and consistency of people management practices which contribute to business success can be tested.

3. The term ‘human resources’ evolved as a result of a growing realisation that the success of a business is critically dependent on the skill and commitment of its employees. In other words, people are a resource, and expenditure on their selection, training and motivation represents as much an investment for the future as it does a current cost.

4. People management is not a separate specialist function but an integral element of the role and responsibility of every manager. This does not imply there is no role for the HR adviser; managers will continue to need their specialist information and support, but it is line managers who are individually accountable for the management of their staff. Managers must be consistent in their standards of management to ensure the Council, as a corporate body, is acting within the law and, as a single employing entity in the public perception, is applying consistent, responsible and equitable standards as an employer.

5. The People Management Framework covers the key HR activities. For each activity, the framework includes the legal context and the Isle of Wight Council policies and procedures.

6. The standards laid down are minimum requirements only and managers are encouraged to set higher standards. Quality must, however, always be maintained and the Central HR Department will take action necessary to ensure that the Council’s People Management policies and standards are executed and maintained. This will involve monitoring and controlling, as well as providing, either directly or indirectly, advice, support and training to line managers.

Roles and Responsibilities

7. Elected Members: The Council, as a body corporate, is the employer and it is the role of Councillors to ensure that the authority is well managed rather than undertake detailed managerial tasks. With limited exceptions, set in law, Elected Members do not undertake people management functions. Elected Members need to maintain a strategic view of HR policy and practice so that they can be assured that the style and aims of the Council’s People Management Strategy are consistent with the character of the Isle of Wight Council as a whole and, importantly, help to achieve the Council’s business objectives. To enable it to conduct its day to day business, the Council has adopted a range of HR policies and procedures. As part of the Council’s People Management Strategy, the Council will seek to constantly review and improve those policies and procedures to ensure that its mission and strategic priorities are met. The HR policies of the Council which affect the terms and conditions of employees are approved by the HR Committee and any proposals for new or changes to existing policies will be drawn up by the Head of Human Resources after consultation with Directors, Heads of Service, recognised trade unions and other interested parties. Elected Members, through the HR Committee, will also monitor how well HR plans and policies are working by receiving periodic workforce information reports about staff turnover, promotion patterns, training and development activity etc. Elected Members are also responsible for the selection of Directors and Heads of Service and considering appeals on employment related matters beyond Director level.

8. Corporate HR Service: The central, corporate HR Department provides an independent source of support to the Council and its employing Directorates. It provides a specialist advisory and support service to Elected Members, the Strategic Management Team, managers and employees of the Council. Its primary role is to develop the strategic framework that provides the direction for people management practice for the Council and to set standards of best practice. At a tactical level it also provides an internal consultancy service, giving information, advice and guidance to line managers and training, where necessary, to enable them to interpret and apply HR policies and procedures. Operationally it provides a support service where the activities are best undertaken corporately eg job evaluation, employment contract and PIPS administration and the recruitment of Directors and Heads of Service.

9. The Corporate HR function will ensure that there is active dialogue between its various specialist officers and that people management issues are viewed from a broad perspective across the Council.

10. Directors, Heads of Service and managers: In order to achieve service and business plans, Directors and Heads of Service have responsibility for ensuring the efficient and effective management of staff within their respective service areas, taking decisions on HR matters in accordance with the appropriate delegated powers and within approved HR policies and procedures. The Head of Human Resources is responsible for ensuring that corporate HR policies and procedures are drawn to the attention of Directors and Heads of Service. Thereafter it is the responsibility of service and other line managers who have subordinate staff to apply the provisions of such policies and procedures and to take appropriate executive people management decisions according to the circumstances.

11. Employees: It is recognised that, in many instances, there is also a responsibility which goes down to individual level. This is particularly so with the responsibility to ensure a healthy and safe working environment where there can be individual legal liability. Similarly, every employee should understand there own obligation to avoid unlawful discrimination.

Core Values

12. The quality standards operate within an overall framework of core HR values.

The ‘employer’ values are:

An obligation to provide and support quality, cost effective services for its communities
A belief in equality of access, opportunity and consistency of treatment
A shared responsibility for continual learning and development
The right to be treated fairly and with dignity and respect
A concern for the health and well being of people at work, and
Openness and honesty in communications

In return the Council values from its employees:

· High performance, creativity and initiative

· Flexibility and a willingness to learn, develop and work differently

· Preparedness to take responsibility

· Honesty and integrity, and

· Loyalty and commitment

13. These values underpin the Council’s actions as an employer. They reflect a set of collective rights and obligations for all of us who work together to provide services for the Council ie the standards of behaviour when it comes to dealing and communicating with each other when going about our business. The rights and obligations are:

Right

Obligation

To know what’s going on

To be open and honest

To share information responsibly

To know what’s expected of you

To ask questions

To check understanding

To be clear when delegating to others

To challenge unreasonable behaviour

To do it assertively

To be listened to

To listen to others

To have your say

To respect others’ points of view

To give and receive constructive feedback

To listen to feedback and acknowledge it

To be clear and objective when giving feedback

To have your efforts and achievements valued

To recognise others’ achievements and share the credit where others have contributed to success

To say ‘thanks’

To be you

To value differences in others

Not to be ’you’ at the expense of others, the organisation or its customers

To be treated fairly and with dignity and respect

To treat others fairly and with dignity and respect

To learn and develop to your full potential

To undertake and make the most of continuous learning opportunities

To be flexible and willing to work differently

To take delegated decisions

To contribute to your full potential

To make the most of opportunities

To take responsibility for the outcome

To make mistakes

To acknowledge mistakes and not blame others

To put mistakes right

To learn from mistakes and not repeat them

To take informed risks

To trust others to take risks

To be supported

To support others

Monitoring and Review

14. The standards are important measures against which the quality of people management practice within the Council can be continuously monitored and improved. It has to be emphasised, however, that the standards are not ‘complete’ and it will be necessary to continue to develop and enhance them. The accent is on quality and the standards attempt to provide indicators of true quality in addition to the more obvious quantitative measures such as response times where these are relevant. The latter, though useful, do not say anything about the inherent quality of the service provided – it is notoriously difficult to define ‘quality’ in HR management, although it is perhaps easier to recognise it when it is seen.

15. The standards have been developed in order to try to define good people management practice in the Isle of Wight Council. Designed very much with the needs of the Council in mind, application of the standards will be monitored and reviewed on a regular basis to ensure they continue to meet those needs.

A: RECRUITMENT AND SELECTION

People Management Aim

The Council will build capacity by recruiting and retaining a diverse, flexible and efficient workforce that is committed to the achievement of the Council’s goals and to the enhancement of the quality and values of its services. The Council aims to ensure that all service areas have employees who possess the necessary competence to perform their jobs to the highest standards.

A1: RECRUITMENT

Good Practice Standards

Recruitment is being undertaken effectively when:

1. There is a review of the need for a position to be filled before recruitment to a vacancy is initiated.

2. Recruitment reflects the resourcing requirements identified in the service plan.

3. Before a job is specified as a full-time, office-based appointment, consideration is given to alternatives such as part-time, job share, home-based, working.

4. Consideration has been given to changing the skills mix of the job and whether or not the post might be suitable for a modern apprentice or trainee.

5. A job description and person specification are produced as the basis for the recruitment process.

6. The post has been job evaluated.

7. External recruitment is deferred until the results of internal recruitment are known if there is a reasonable possibility of securing career progression for a fully satisfactory internal candidate.

8. All possible recruitment methods are considered and the decision as to which to use is based on an assessment of their relative cost effectiveness.

9. The recruitment process is programmed to ensure as short a delay as practicable between the decision to recruit and an appointment being made.

10. The selection of advertising media is based on data about readership, costs and response rates and the results of advertising are recorded to enable such analyses to be produced.

11. Advertising copy is consistent with the job description and person specification and is of a standard which reflects the Council’s’ employer brand’ and enhances the public image of the Council.

12. Applicants are given adequate and well-presented information packs which provide details about the job, the Council, and the main terms and conditions of employment.

13. All applications are acknowledged unless the job information indicate otherwise.

Guidelines

1. Indications of probable recruitment requirements should be drawn from the resource implications of service plans and the Workforce Development Plan. These requirements should not be limited to simple numerical projections but should also consider qualitative factors such as changes in the skills mix. Operational or service objectives may sometimes have to be modified to take account of recruitment realities.

2. In the design or redesign of jobs when recruitment occurs, every opportunity should be taken to introduce flexibility into working arrangements in order to;

· Widen the potential sources of recruitment

· Ease the implementation of future change

· Reduce the need for office accommodation

Advertisements

3. In drafting job advertisements, the five most important points to cover are normally;

· Job title and brief outline of the nature of the work

· Location of the job

· Salary level indication – normally by a range or marker such as ‘c£25,000’

· Essential selection criteria

· How to apply – offering an informal telephone contact whenever practicable

4. Assistance should be sought from the Council’s advertising agency if it is considered desirable to produce unusual or eye-catching advertisement designs or copy. Advice can also be obtained from the advertising agency about media choice and advertising costs.

Information packs

5. If large numbers of applications are expected, the information pack may contain a statement that: ‘Please note that if we have not contacted you by ….date….you will not have been selected for interview and your application on this occasion will have been unsuccessful.’ Otherwise, every application should be acknowledged and eventually informed of the outcome of initial shortlisting.

Note: Guidelines on job descriptions and specifications are included in A2 Selection.

A2: SELECTION

Good Practice Standards

Selection is being undertaken effectively when:

1. Selection criteria are documented and are an objective specification of the competences, knowledge and experience required for satisfactory job performance.

2. Selection criteria do not contravene anti-discrimination legislation and are not unnecessarily restrictive in factors not covered by legislation such as qualifications.

3. Professional advice has been obtained before designating a post as exempt from discrimination legislation under provisions for ‘genuine occupational qualifications’ and as to the procedure to be followed in such cases.

4. Professional advice has been sought as to whether the job is exempt from the provisions of the Rehabilitation of Offenders Act and as to the procedure to be followed in such cases.

5. A selection process has been defined which involves at least one other technique in addition to interviewing, this other method being demonstrably relevant to the type of work involved and the competences required for it.

6. More than one person has been involved in the selection process including the person to whom the appointee will report.

7. At least one member of the selection panel has had training in effective and bias-free interviewing.

8. Any psychometric or aptitude test used in the selection process has been professionally validated (ie by a qualified occupational psychologist or relevant professional organisation) and administered and interpreted only by persons who have had relevant training.

9. Written references are obtained, normally supplemented by telephone enquiries to previous employers – provided enquiries to current employers are made only with candidate’s permission.

10. Checks of candidates’ qualifications have been made for positions for which the possession of designated qualifications is an essential requirement.

11. Sufficient records are kept of applicants, shortlists and selected candidates to enable an adequate response to be made to any claims of unlawful discrimination and for monitoring purposes.

12. Offers of employment are made conditional upon satisfactory medical clearance and references where these have not been obtained prior to interview. Where applicable offers of employment must also be conditional upon a criminal record check.

13. Candidates are not rejected solely because of a disability which does not fundamentally affect their ability to do the job and consideration has been given to modifications to access or equipment to enable an otherwise suitable person with disabilities to take up employment.

14. All information obtained during the selection process is treated as confidential and in accordance with the provisions of the Data Protection Act.

Guidelines

1. The job description and person specification are two sides of the same coin. The job description deals with outputs ie what the job exists to achieve and the person specification deals with the inputs ie what experience, skills, qualifications, etc a candidate should bring to the job.

Job descriptions

2. In compiling job descriptions a balance should be struck between being over-prescriptive and too generalised – less can sometimes be better. Sufficient information is needed to provide the new employee with a helpful guide to the nature and requirements of the job and, for job evaluation purposes, to enable a satisfactory assessment to be made of the appropriate salary grade. It is not necessary to describe actual working procedures, as this might restrict flexibility and changes to detailed working methods.

3. Job descriptions should:

Main purpose of the job; a single sentence statement explaining why the job exists.
Principal accountabilities; a schedule of the main tasks described in terms of the essential competencies needed to perform the role to the standard required.

Person specifications

4. Person specifications should clearly set out the criteria to be used in short-listing and in deciding on the final appointment. A thoroughly prepared person specification is critical to effective selection and is also needed for the effective defence of any complaint of unlawful discrimination. There are four requirements for every item in a person specification. Each item must:

Be relevant to the effective performance of the job as set out in the job profile or job description.
Be distinguished as either essential or desirable
Be assessable by one or other selection method ie interview, test, references etc.
Meet the requirements of anti-discrimination legislation.

5. There are several commonly used schemes which provide a framework for the production of a person specification. The best known is the Six Point Plan which requires criteria to be identified under the following headings:

Experience: direct work and other relevant experience
Knowledge: without which the job cannot be done effectively
Skills and abilities: the acquired competencies derived from the Competency Framework
Education and qualifications: educational and professional attainments sought
Disposition: personality characteristics and attitude
Other factors: special requirements or circumstances which may interact with a candidate’s ability to perform the duties eg mobility, attending evening meetings etc

Great care must be taken in specifying criteria under these heads to relate them directly to the nature and necessary demands of the job and to distinguish between essential and desirable.

Selection methods

6. Selection methods vary considerably in their ability to predict candidates’ job performance. In order of most effective, various methods are:

Job simulations: tests or activities under observation which are as close as possible to replicating the tasks involved in the job
Tests of attainment: ie numerical and verbal reasoning where the tested ability is essential to job success
Biodata: evidence from the candidate’s career history of motivation and success in circumstances and activities related to the job
Structured interviews: ie interviews which are planned to investigate all relevant aspects and are well conducted
Personality tests: where there is evidence linking specific personality characteristics to job success

A3: CONTRACTS OF EMPLOYMENT

Good Practice Standards

Contracts of employment are being produced and used effectively when:

1. All prospective new employees are given written confirmation of offers of employment which comprise two documents:

A letter offering the appointment, together with
A statement of the main terms and conditions of employment

2. Acceptance of offers of employment is confirmed by signature to an appropriate acceptance statement which is returned prior to the employee taking up the appointment.

3. Existing employees have been issued with documentation which accurately defines their current contractual status ie all contractual variations and changes since original contract was issued have been confirmed in writing.

4. The type of contract and set of conditions selected for each job are those appropriate to the category of job and the needs of the service.

5. The contractual terms provide for adequate flexibility in terms of job location and content to meet the reasonable requirements of the service into the future.

6. Terms of any collective agreements which are incorporated into the contract are clearly specified, together with a statement as to whether future changes to the agreement will or will not be incorporated automatically into the contract.

7. Contracts are determined and agreed, and contract documentation issued, only by formally authorised managers.

8. Employees are given the necessary notice of proposed variations to their contracts and significant variations are consensually agreed and confirmed in writing.

9. Employees new to the Council’s service, irrespective of previous local government service must serve a minimum six month probationary period and be advised of such as condition of appointment when the offer of employment is made. Satisfactory completion of the probationary period is confirmed to the employee in writing.

10. Any termination of a contract of employment is confirmed in writing and, except in the case of summary dismissal, effected with the necessary contractual/statutory notice.

Guidelines

1. There is no legal requirement for a contract of employment to consist of a single contract document or even to be in writing at all. The written statement of main terms and conditions required by the Employment Rights Act is taken by the courts to define the contractual rights for the terms it describes but is not a complete contract.

2. At common law, a contract of employment comes into existence when a job has been offered and accepted – whether or not the offer has been in writing. A manager may thus enter into a contract unwittingly, by offering a job verbally at interview which the candidate immediately accepts.

3. To avoid entering into a binding contract before full consideration and checks have been carried out, it is therefore important to avoid verbal offers altogether, or at least make it clear that any such offer is provisional and subject to formal, written confirmation.

4. The reason for requiring adequate written contract documentation is therefore not so much compliance with the law but good management practice to avoid any misunderstanding or ambiguity about respective rights and obligations of employer and employee.

Contractual Terms

5. There are four kinds of contractual terms which include important rights and duties which are very rarely written but apply to all employers and employees:

Express terms: these are written terms, including the statutory written statement of main terms and conditions
Incorporated terms: these are the terms (if any) which are set out in collective agreements applying to the job, or which are imported into the contract from other documents such as codes of conduct and safety rules and regulations
Statutory terms: anything in legislation which prescribes employer/employee rights and obligations eg discrimination law. An employee’s rights not to be discriminated against do not have to be repeated in the contract of employment because they are covered by specific legislation.
Implied terms: these are highly important. The employer has a duty to provide a safe working environment and safe systems of work. The employee has a duty to obey reasonable and lawful instructions, behave with fidelity and good faith and exercise reasonable care and skill and work safely. Managers must also be aware that other implied terms may be established by custom and practice and may, as a consequence, override some of the written terms.

Job details

6. There are no statutory requirements to provide a job description – only designate a job title. However, job descriptions are commonly included in the documentation given to new appointees and managers should ensure this is not done in a way which might be interpreted as incorporating the job description with the contract. This could limit the contractual duties to the detailed items applying at the time of the appointment and thus make contractual difficulties should there be a subsequent need to change them. These difficulties can be avoided by specifying in the job description that it is a guide to the current job content and not a contractual statement.

Types of contract

7. Normal contracts with no termination or review date should be used for the generality of jobs for which there is no known or likely completion date. Termination is then covered by the notice provisions in the contract.

8. Temporary contracts should be used when the requirement for the work is time limited to a known period ie a fixed term, or for an indefinite period ie to cover a period of sickness absence. In either case the temporary contract should only be used for any work which is likely to last for less than one year. After one years continuous employment the employee will have the right to claim unfair dismissal at an Employment Tribunal. Temporary employees should be informed within their contract documents:

· that the work is temporary and why this is so

· continued employment will be subject to regular review, and

· the notice period that will apply.

Probation

9. Probationary periods of not less than six months apply to all new employees and must be specified in the appointment documentation. Formal probation does, however, place an obligation on the manager to monitor and train the new employee using the formal system of assessing and recording progress, counselling and/or providing training and confirming the satisfactory completion of the probationary period.

Termination of contracts

10. The termination of a contract may be either a resignation by the employee or a dismissal by the employer. In either case the contractual notice must be given (except when summary dismissals occur). Employees sometimes fail to meet their notice requirements. In theory, it is open to the employer to sue for breach of contract but in practice such action would be very rarely, if ever, justified because of the cost of taking legal action and the very limited damages that might be awarded. In these circumstances, however, the employee has no entitlement to pay for the unworked portion of the notice period.

B: PERFORMANCE MANAGEMENT

People Management Aim

Performance will be actively managed at all levels using a common framework. Standards will be set for all individuals and progress against these will be discussed on a regular basis. Good and poor performance will be identified and opportunities to improve performance offered. Standards of performance which inhibit the Council’s progress towards its priorities will be swiftly and fairly dealt with.

B1: PERFORMANCE MANAGEMENT AND APPRAISAL

Good Practice Standards

Performance is being managed effectively when:

1. Every employee has an up to date document in which the objectives he or she is working towards are defined in such terms as outputs, quality standards and timescales together with a plan or schedule of the action necessary to ensure the objectives are met.

2. The objectives have been drawn from and contribute to the objectives or targets set out in the service and corporate plans.

3. Employees’ objectives include personal development objectives ie the acquisition of knowledge and skills which are considered necessary to raise the level of competence in the existing job, or develop potential for longer term career purposes.

4. Employees’ objectives and action plans have been determined within a process of periodic, systematic discussion of performance between the employee and his or her manager.

5. Performance against objectives is capable of assessment by the most objective means possible eg statistical measurement and adherence to timescales. Where subjective judgement is involved it can be explained rationally and with documented evidence.

6. Performance is formally assessed at set periods and the results documented in an appraisal record.

7. The documented objectives, action plans and performance appraisals are held by the employee and the manager concerned and any changes to objectives and action plans which become necessary between formal appraisals are discussed and confirmed as amendments.

8. The effective conduct of performance appraisal is included in the objectives of all managers. Appraisal discussions are conducted by managers who have received training in performance management and appraisal.

9. Employees receive adequate notice of their appraisal and development discussion and have been advice on how to prepare for these interviews.

10. Appraisal records are treated as confidential documents, available only to the employee concerned and his or her senior line management.

Guidelines

1. The essence of effective performance management is a systematic approach to ensuring that the work of all employees is directed towards the achievement of corporate and services objectives. Performance management is consequently most effective when managers ensure there is a ‘cascade’ of objectives, starting with the Council’s mission, values, corporate priorities and aims through sub-sets of objectives for the service and section within the service to individual performance objectives for each employee.

2. The achievement of objectives, which may variously be described as goals or targets, and progress towards achievement should be capable of being measured by as objective means as possible. Performance measures or indicators therefore need to be identified and understood by managers and their staff so that progress and performance standards can be monitored by both manager and employee and assessed fairly in the appraisal process.

3. Joint consideration and discussion by each manager and his or her employee of the objectives to be achieved, the action needed to ensure success in achievement including development needs and the standards of performance actually being achieved is essential. This need to be seen as having two elements:

The objectives related to the employee’s current work and the immediate action to be taken.
Longer term objectives and action related to improving the employee’s general level of competence or to developing the employee’s potential to handle different or higher level work.

The performance appraisal process therefore has a much wider purpose than setting and assessing immediate performance objectives and the broad aims are to:

· Improve current performance by identifying strengths and weaknesses.

· Plan and effect action in areas needing support.

· Determine whether better use can be made of strengths in terms of skills, knowledge and expertise.

· Develop new competencies and potential to meet future needs and assist the employee in career development terms.

4. The periodic appraisal discussion should include:

· Consideration of performance against objectives and standards during the period under review.

· Reasons for any under or over achievement.

· Action to correct shortcomings and/or build on any strengths.

· A check on any changes to the job content which have been introduced or now need to be agreed and their implications for objective setting and assessment.

· New or revised objectives for the next review period.

· How performance appraisal will be assessed ie new performance indicators.

· Action plans to achieve new objectives

· Career aspirations and development and any relevant action.

5. Managers need to check the record of each appraisal discussion with the employee for accuracy noting that the employee cannot alter the manager’s assessment if this has been recorded accurately. Copies of the final document should be held by the manager and employee and used by both as an aide memoire during the next review period about the action each is to take and the objectives to be met.

6. Although much emphasis needs to be placed on the periodic appraisal discussion, managers should also apply appraisal principles within their day-to-day, informal method or style of management. In other words, they should ensure employees know what they have to do, to what standards, within what timescales, discuss and explain these requirements, listen to employees’ views, keep performance under continuous review and provide feedback and support.

7. Appraisal should be seen by managers as an integral element in the Council’s general management process and not as something ‘owned’ by HR specialists or imposed as an additional burden by the corporate centre.

B2: MOTIVATION

Good Practice Standards

Employees are well-motivated when:

1. Employee attitude surveys indicate that a high proportion of employees are interested in and gain satisfaction from their work; consider the organisation is well-managed and the Council is a good employer.

2. There are low levels of sickness absence and turnover.

3. There is minimal incidence of formal grievances and disciplinary offences.

4. Levels of performance, as shown in the appraisal process, are generally high and/or have a significant upward trend.

5. A significant number of employees submit constructive suggestions for improvements.

6. There is minimal incidence of trade union disputes or industrial action.

7. There is a good internal response to job adverts and to any requests or invitations to employees to contribute to specific projects outside their normal range of working duties.

8. There are significant numbers of employees voluntarily pursuing relevant courses of study outside working hours.

Guidelines

1. Achieving a high level of employee motivation is not a matter of special schemes or procedures. It is influenced to a major extent by the overall style and quality of day to day management. It is also influenced by the effectiveness of many of the more specific functions described within other sections of this document, particularly:

· Ensuring the right people are in the right jobs.

· A constructive approach to appraisal and the management of performance.

· Sound training and development policies and practices.

· A fair payment system and range of non-pay benefits

· Genuine equality of opportunity.

· Provision of a safe and healthy working environment.

· Keeping employees well-informed about the business, providing processes for consultation and involving them in decisions that affect their jobs.

· Well designed and interesting jobs within a well structured organisation

C: TRAINING AND DEVELOPMENT

People Management Aim

The Council recognises that high quality service delivery is dependent upon employee competence and as such is committed to investing in its human resources. It wishes to effect this by a regular process of training, coaching, development and retraining in accordance with corporate and service needs.

Employees will be expected to develop their skills and every effort will be made to develop the skills of those already working for the Council rather than source these externally.

C1: TRAINING AND DEVELOPMENT

Good Practice Standards

Employee training and development is being managed effectively when:

1. Training needs for the service are reviewed and defined at least annually, as an integral part of the service planning process.

2. Individual training and development needs of all employees are reviewed annually as an integral part of the appraisal process.

3. The results of service and individual reviews are combined to produce a corporate training plan.

4. Employees have individual action plans which include training and development activities to widen knowledge and/or develop/improve competences and skills.

5. Training reviews and plans cover all categories of employees and include the need to influence attitudes and behaviour as well as specific job skills.

6. Service training plans include specific provision for:

Management development activities.
Induction training for new employees.
Any training required as a matter of corporate policy.

7. Managers have received training in training and development approaches and methods.

8. All new employees are given adequate information about the service, the organisation and their part in it, receive planned assistance and mentoring to achieve the required performance standards and have their progress monitored closely until it is evident they have reached the necessary level of competence.

9. The performance and general suitability of employees engaged on an initial probationary basis is assessed during the probationary period with a final assessment shortly before the completion of this period. The satisfactory completion of probation is confirmed to the employee in writing.

10. Training activities are not limited to formal course attendance and include the planned use of such methods as:

Work experience.
Coaching and/or mentoring.
Distance learning.
Personal study programmes.
Study visits.

11. Management development plans and activities take account of:

The probable retirement dates of existing employees for succession planning.
The needs of managers to understand the roles of other functions than their own with which they interact.
The scope for promotion or transfer across professional or functional boundaries.
Any Council-wide management development strategies and activities.

12. Professional advice has been sought as to the most effective training methods to meet specific needs and about the choice of any specialist training providers.

13. Assessments are made and records kept of the effectiveness of training activities. This includes:

Monitoring changes in performance which occur as a result of training.
Obtaining feedback from employees immediately and a few months after completing training.

Guidelines

1. The identification of training needs by managers requires an assessment to be made of the extent to which the achievement of service aims or standards will be dependent on employees acquiring new skills or displaying different attitudes. These assessments are facilitated by the existence of records (particularly in computerised form) from which it is possible to identify the current stock of skills and expertise.

2. The training and development needs of individual employees fall broadly into two categories:

Training needed to improve performance in the current job or to cope with planned changes in the nature of the current role.
Training and development designed to develop the employee’s longer term potential to undertake different work or work at a more senior level.

3. A distinction also needs to be made between the qualifications, skills and experience required by all employees for any particular type of work and the training needed by any one individual so employed:

Team training needs can be identified by taking each element in the job description and analysing the knowledge and competences required to perform this satisfactorily.
Individual training needs are best identified within the appraisal process and are indicated by those aspects of the job with which the employee has most difficulty.

4. Managers need to encourage employees to ‘own’ their training and development plans and activities ie to take an active part in considering what training they need and in taking action to meet these needs. Managers and employees should avoid the concept of the passive employee as a self-motivated learner.

5. There are three main aspects to training and development:

The acquisition of knowledge eg of techniques, theories and processes.
The acquisition and improvement of skills and competences ie demonstrably doing things well.
The development of desirable attitudes.

Training plans should be clear as to which aspect each training activity is designed to address.

6. Managers and employees should not think of training as solely attendance at off-the-job courses. Effective training and development requires a much broader approach with consideration being given to many other methods. These may include:

Planned work experience – achieved by such means as allocating specific tasks to broaden the employee’s experience or develop latent ability.
Membership of project teams – with selection for team membership influenced partly by operational requirements and partly by development needs.
On-the-job coaching by a senior person.
Mentoring ie giving advice, assistance and coaching by an experienced worker.
Job rotation or job swaps, particularly to provide direct experience of related work with which the employee’s job interacts.
Secondments to other sections or organisations.
Guided reading and/or other forms of self-development including the use of distance learning.
Study visits.
Action learning sets.

7. Employees selected to attend training courses should participate in any discussion leading to such selection and managers should brief employees before their attendance on the aims and expectations of their attendance.

8. Employees returning from course attendance should have an immediate de-brief with their manager with two objectives:

To provide the manager with feedback on the perceived value/relevance of the course.
To agree how what has been learned on the course can best be applied within their job.

A follow up discussion and assessment should take place some time later eg four to six months, to assess whether the benefits of the course have persisted. This may be incorporated within the normal appraisal process if the timing permits.

9. Managers need to ensure new employees settle in and become effective as quickly as possible. As part of induction training, managers should use the checklists in the ‘Success at Work’ document to ensure the new employee is provided with all the necessary information. It is advisable to spread this information over a period of a few weeks to avoid an overload of data, concentrating initially on matters essential to safe and effective daily working.

D: PAY AND BENEFITS

People Management Aim

The Council will ensure that its pay and reward systems adequately reward competence and job performance and are modern, fair and competitive in the local and national employment markets in order to recruit and retain good calibre employees.

D1: PAY

Good Practice Standards

Pay is being managed effectively when:

1. The remuneration for all jobs are set within the framework of a rational pay structure.

2. The pay structure and its salary values have been evolved from a systematic analysis of :

The range of jobs and skills required by the organisation.
The hierarchical structure of the organisation.
Relevant salary/job market data.

3. The allocation of jobs to pay grades is by a systematic, consistent and equitable evaluation process, based on an analysis of job profiles.

4. Any jobs paid at rates other than those indicated by the job evaluation process eg ‘red circling’ – time limited protected pay rates for jobs which new evaluation would down-rate, the reasons for such differences are justifiable within the provisions of equal pay legislation for such situations. Such cases are also kept under review and, where practicable, the postholder given higher level duties.

5. Where pay levels or supplements are based on market comparisons, the following criteria are met:

The market is clearly defined and sufficient data is available to provide adequate information about pay levels and distributions.
A policy is defined as to how pay levels are to be linked to market data eg median, upper or lower quartiles etc.
The market comparisons are reviewed on a regular and systematic basis.

6. Payments which are performance related meet the following criteria:

The principles involved are explained to employees and applied consistently by managers.
They are based on objective assessments of performance against previously agreed targets or standards.
There are no arbitrary limits or quotas for the numbers of employees in receipt of performance payments.
Their effectiveness in terms of employees motivation and the achievement of improved performance is kept under systematic review.
Managers’ performance assessments of their staff and proposals for performance payments are scrutinised for equity and consistency before payment is effected.

7. Overtime payments are not used as a means of achieving satisfactory standard earnings levels.

8. Employees are notified in writing of all their pay details (see also A:3 Contracts of Employment) and are paid monthly by direct credit to their bank accounts.

Guidelines

1. The number of different pay groups should be kept to a minimum as the greater the number of different pay structures, the greater the likelihood of adverse comparisons being made between groups.

2. The number of grades should be kept to the minimum necessary to distinguish the number of distinctly different levels of competence in the workforce.

3. Managers should ensure that salary progression within grades should be performance based and not automatic increments.

4. Job evaluation systems and processes must be approved for objectivity, validity and freedom from bias. Only systems which assess jobs on a factor by factor basis and are compliant with statutory equal pay for equal value provisions must be used to evaluate jobs.

5. The assessment of jobs for grading/evaluation purposes should be documented and must show precisely how the result was arrived at. This information would be essential evidence in any case taken by an employee under equal pay legislation.

6. Principles to take into account in the operation of performance related pay are:

When setting objectives or targets against which performance is assessed, managers should ensure that these are derived from analyses of the aims and values of the Council.
The method of linking the performance assessment to payment will be clearly defined.
Assessments of performance are generally improved by taking into account not only achievements against targets and improvements in more general competences.

7. Rewards for completing specific tasks to a high standard and sustained high performance across the standing responsibilities of the job. For the former, lump sum honorarium payments are generally more appropriate than permanent salary increases.

: NON PAY CONDITIONS AND BENEFITS

Good Practice Standards

Non pay conditions and benefits eg leave working hours etc, are being managed effectively when:

1. The only differences of benefit and eligibility for benefits between pay groups are justified by:

Different working demands of different parts of the service.
Demonstrable market differences.

2. Eligibility for benefits and decisions in specific instances/cases are based on objective, work-related, market or performance criteria.

3. Information about the benefits to which they may be entitled is readily available to all employees.

4. A distinction is made and explained to employees between benefits to which they are contractually entitled and those which may awarded on a discretionary or ex-gratia basis.

5. Eligibility criteria excludes any factors which directly or indirectly relate to sex, sexuality, marital status, age, race or disability.

6. Benefit schemes or policies regarding benefits exist for all reasonably foreseeable circumstances in which employees are likely to expect or request support or assistance.

7. Where practicable, employees may exercise a degree of choice of benefits within the total cost of the employment package.

8. Benefits are periodically reviewed for their cost-effectiveness and any proposals to introduce new benefits or alter existing benefits are supported by relevant market data, specific service needs and cost-benefit analysis.

Guidelines

1. Subjects for which benefit schemes or policies are normally required, and managers should be familiar with, include:

Hours of work; basic, overtime, flexible working arrangements.
Annual leave and public holidays.
Other forms of leave or time off (paid or unpaid) eg for study, public duties, compassionate reasons, service in the non-regular armed forces, jury service, trade union activities, medical screening.
Sickness absence and sick pay.
Maternity and paternity leave and pay.
Car benefits.
Telephone allowances.
Pensions.
Long service awards.
Support for personal study.
Relocation expenses.

2. For many of these benefits, nationally negotiated provisions will apply. Managers are advised to seek professional advice from Corporate HR about non-routine matters of interpretation or application as the formal scheme details have often been developed or supplemented by locally negotiated provisions or established precedents.

3. Cases sometimes arise in which an employee seeks time off, or financial assistance, in circumstances which are not covered by any established scheme or policy. While deserving cases may be considered sympathetically, managers need to be aware of the possible establishment of potentially expensive precedents or of generating a sense of grievance if different employees are treated differently in what they see as similar circumstances.

4. In determining schedules/conditions for working hours, managers should first determine the patterns of attendance which best meet the needs of the service, including customer convenience but conventional fixed working hours should not be assumed to be the standard except when they are shown to be the most suitable.

5. Cases of possible ill-health or early retirement should be subject to very close scrutiny and professional advice about eligibility, the procedure to be followed and the costs is essential. The total costs of such a retirement – some of which may be ongoing over a period of many years – can be extremely expensive and should not be incurred for only short term reasons.

E: INDUSTRIAL AND EMPLOYEE RELATIONS

People Management Aim

The Council will work in partnership with trade unions and other groups representing the workforce and will promote effective employee relations and welfare by encouraging two-way communication and joint approaches to problem solving and decisions that will affect employees’ working lives.

Flexibility and innovation will be actively encouraged and working relationships will be based on trust, openness and what is needed to achieve the Council’s priorities.

E1: INDUSTRIAL RELATIONS

Good Practice Standards

Industrial relations ie relations with trade unions are well managed when:

1. Recognition of a trade union forms part of the Council’s overall People Management Strategy and the reasons and objectives for any such recognition have been documented.

2. The recognition agreement with a trade union specifies which rights have been accorded to the union in respect of one or more of the following:

Collective bargaining eg negotiation of pay and conditions.
Collective consultation and on what issues eg rights to make collective representations to management on pay and conditions but not to negotiate.
Representation of individual members eg at disciplinary hearings.

3. The recognition agreement includes provision for periodic review and/or termination.

4. An agreement has been concluded with any recognised trade union specifying the facilities accorded to that union in respect of:

Reasonable paid time off for union representatives to fulfil their legitimate business related responsibilities and for attendance at relevant trade union training courses.
The use of e-mail and designated notice boards.
The use of office facilities and accommodation.
The procedure for obtaining permission in designated circumstances to hold meetings with their members and conduct legitimate union ballots during working hours.
Arrangements for the deduction of union dues through the payroll.

5. Management holds an up to date schedule of elected workplace representatives.

6. Consideration has been given to the formulation of a disputes procedure to specify the stages and time limits of a process of referring an unresolved issue up through the management hierarchy and how third party assistance ie for conciliation and/or arbitration may be sought.

7. Records are kept of any dispute hearing with the outcome clearly defined.

8. In the event of industrial action being threatened or implemented, professional advice is sought as to the possible use of legal remedies.

9. In the event of industrial action, management ensures that employees are informed directly of the facts of the case ie not just through trade union representatives.

10. Training plans take account of the need for managers and supervisors to understand the principles and procedures applying to the industrial relations policy of the Council and to develop the necessary skills involved.

11. No management pressure is put on employees to join or not join a trade union and membership or non-membership of a trade union is not a determining factor in the allocation of employee benefits or sanctions.

Guidelines

1. Decisions about trade union recognition should take account of the following factors:

Whether use is being made of national agreements in which case it is normal practice to recognise locally those unions party to the national agreement.
Unions claiming recognition should be required to produce evidence of their membership levels.
Employee attitudes towards trade union representation.
The advantages/disadvantages of having a means of negotiating with a formal employee body.

2. In agreeing trade union recognition, it is extremely important to define whether or not this involves negotiating rights – as distinct from consultation. In essence:

· Negotiation occurs when it is accepted an agreement is necessary between the employer and trade union before a change is implemented.

· Consultation involves willingness by the employer to exchange information and views with the trade union and to give full consideration to the union’s requests or proposals while reserving the ultimate right to implement a change without joint agreement.

3. In considering requests by trade union representatives for time off managers need to ensure that the activity is concerned with the employer/trade union relationship and not internal trade union affairs. The statutory right to ‘reasonable’ paid time off applies only to union officials eg shop stewards when dealing with matters of joint management/union concern.

4. In the event of a local industrial dispute, third party assistance may sometimes be helpful. The standard and free external source of such assistance is ACAS (the Advisory, Conciliation and Arbitration Service). It is important to distinguish between:

· Conciliation: in which the conciliator assists the two parties to reach their own agreed conclusion.

· Arbitration: a more formal process in which, after hearing each side’s arguments, the arbitrator announces a conclusion which both parties have agreed, in advance, to honour.

It follows that if management wishes to stay in full control of the situation, conciliation runs less risk of an unsatisfactory outcome than arbitration – and should generally be attempted before arbitration is considered.

5. Although the law regarding trade union rights and obligations is very complex, the key points are:

· That industrial action can be taken lawfully only against the immediate employer.

· That action must be preceded by a properly conducted ballot among all the union members concerned.

Employers can seek injunctions to prohibit industrial action if these pre-conditions are not met.

6. Although collective agreements are not themselves legally binding contracts, their terms may become contractually enforceable by individual employees by being imported into employees’ contracts of employment. This occurs when contract documentation eg letters of appointment, include phrases such as; ‘Your terms and conditions of employment will be those set out in the agreements concluded between ……. (the employer) and the………(trade union)’. It is essential that such agreements if concluded locally by managers are very carefully drafted and managers should seek professional HR advice.

7. Although much of the law and many publications are concerned mainly with the adversarial aspect of industrial relations, many employers have established constructive working relationships with the trade unions. When trade union membership is relatively high, it is clearly important for managers to develop and maintain as collaborative a relationship with trade unions as possible without losing or abdicating their ultimate authority to make decisions.

E2: EMPLOYEE RELATIONS

Good Practice Standards

Relations with employees are being managed effectively when:

1. The service has defined the intended nature of its relationship with its employees and this is incorporated in any statement of its core values or service objectives.

2. The statement recognises the need for all employees, regardless of status or union membership, to be kept informed about the service and to be able to participate in some form of consultative process, normally through their elected representatives.

3. The service has established effective means of:

Keeping employees informed.
Providing two-way channels of communications between employees and managers eg Team Briefings

4. Training plans include training for managers in the principles and skills of people management.

5. All managers understand the part they need to play in employee information and communication and, to this end, use such means as appraisal interviews and briefing groups as well as a generally participative and communicative management style.

6. Positive means are used to encourage employees to submit views and suggestions to resolve work problems and achieve work improvements.

7. No formal restrictions are placed on information made available to employees except for:

Matters personal to named employees.
Commercially sensitive and confidential information.
Information or views which are, or may be, perceived to be of a party political nature.

Guidelines

1. The achievement of effective employee relations is of fundamental importance in the effective management and delivery of services. It depends as much, if not more, on the everyday actions of every manager as on any particular formal scheme or procedure. The personal competences involved are the key to success.

2. Insofar as formal or systematic processes contribute to sound employee relations, three aspects predominate:

Information: employees need to know what the service is trying to achieve, its plans, problems and achievements.
Consultation: employees (individually and collectively) need to be able to express their concerns, questions and suggestions to management and to have these views discussed and taken into account when management decisions are made. Communication between managers and employees must be seen as a two way process.
Participation: so far as is practicable, employees needs to be given authority to make decisions about their work, be helped to develop the skills to do so well and be given the necessary support and resources.

3. To ensure an adequate employee communication strategy, a variety of means should be considered, including:

· Regular team briefings by all managers and supervisors.

· Joint Consultative Boards with employee representation not restricted to union members.

· Employee newsletters.

· Lunch time seminars, open to all employees

· Videos/DVDs of Council activities and/or messages from top management.

· Employee attitude surveys.

4. To encourage employee interest and the submission of suggestions, campaigns offering prizes may prove more productive than conventional suggestion schemes.

5. The achievement of optimum employee participation may involve measures such as:

· Small work groups meeting on a regular basis to consider ways of improving output and quality or reducing costs.

· The formation of project teams to address specific issues with team membership drawn from different levels and disciplines in the workforce.

· The design of jobs and work systems to locate decision making as far down the organisational hierarchy as possible.

E3: DISCIPLINE AND GRIEVANCE

Good Practice Standards

The management of discipline and grievance issues is being conducted effectively when:

1. Disciplinary and grievance procedures have been brought to the attention of all employees.

2. All managers and supervisors handle the informal aspects of discipline with a view to the prevention of unsatisfactory employee conduct and, so far as is practicable, adopt a counselling rather than punitive approach in the first instance.

3. Employees are suspended on full pay as a precautionary measure only when it is judged necessary to ensure a thorough investigation or to prevent further serious misconduct.

4. No formal disciplinary action is taken until a thorough investigation has been undertaken and a formal hearing has been held.

5. Employees called to formal disciplinary hearings have been told of the nature of the complaint against them and given time to prepare their response.

6. Employees are allowed to be assisted at a disciplinary hearing by a person of their choice ie colleague or trade union representative.

7. Full and accurate records are kept of all formal disciplinary investigations and hearings.

8. Dismissals are effected without previous warnings only in cases of gross misconduct with professional advice being sought before such dismissals are implemented.

9. All decisions in respect of disciplinary action, including dismissal, are notified to the employee concerned in writing within the specified timescales, giving reasons and drawing attention to appeal rights.

10. Appeals are heard by a manager who has not been directly involved with the earlier stages of the disciplinary process.

11. All employees know to whom grievances must be addressed in the first instance.

12. Grievances are investigated thoroughly and promptly and the results confirmed in writing to the employees concerned.

Guidelines

1. Managers should not see their disciplinary responsibilities solely in terms of complying with the legislative setting. Effective disciplinary management places an emphasis on the recognition and encouragement of good conduct and, when employees fail to meet this standard, on action to assist them to improve. Managers should ensure that warning letters state what the employee has to do (or avoid doing) to prevent further disciplinary action.

2. Unless a case of gross misconduct, dismissal should only be effected after a final written warning. Managers must ensure that the final written warning must state, unambiguously, that dismissal will be the next step.

3. Managers should be very careful about the wording of any documents (including file notes) made in connection with disciplinary cases as an Employment Tribunal or Court has the power to order the disclosure of such documents.

4. Managers should note that the law requires the disciplinary procedure to be fair as well as the eventual dismissal decision and whether a dismissal is reasonable may be influenced by mitigating circumstances such as previously satisfactory service. If a dismissal is taken to an Employment Tribunal, it will be judged against the following criteria:

Did the manager conduct a thorough investigation?
On the basis of the investigation, was the employer justified in concluding the employee did what has been alleged?
Was a fair procedure followed in reaching a decision to dismiss – including the employee being given a full opportunity to present his or her case and ensure all relevant matters were fairly considered?
Having regard to all the circumstances, did the employer act reasonably in deciding that the employee’s action was a sufficient reason for dismissal.

5. Managers should seek advice from Legal Services and HR about the response to any notification by a solicitor or Employment Tribunal of pending legal action by a current or dismissed employee.

6. Managers should attend to grievances as quickly as possible and certainly within the prescribed timescales as any sense of grievance tends to grow with delay. It is also important to give the complainant as definitive a response as possible even if it is concluded that the grievance is unfounded in which case a clear and firm explanation should be provided.

F: ORGANISATIONAL DEVELOPMENT

People Management Aim

The Council is committed to the establishment of effective organisational structures that are flexible and responsive to its changing needs. As such, building capacity and employee development are essential and the Council will develop action plans which reflect anticipated skill shortage areas. Strategies will be developed to ensure that these areas are tackled in a timely manner and where possible attempts will be made to grow our own.

The benefits of attracting new employees to enrich our thinking and organisational culture will be recognised in workforce plans but this will be balanced with supporting internal appointments where this will help to move services forward and develop the careers of employees.

Jobs will be flexible and regularly reviewed to ensure that traditional expectations do not restrict the Council’s search for talent.

F1: WORKFORCE PLANNING

Good Practice Standards

The acquisition, development and motivation of human resources is being well planned when:

1. Service plans include aims and action plans for the recruitment, retention, deployment and development of the human resources needed to fulfil service objectives and projections of necessary changes to the size and contribution of the workforce. In particular;

Annual estimates of the numbers, types and costs of employees for budgeting purposes.
Indications of shortages or surpluses of particular categories of employees and relevant action plans eg recruitment, redeployment, redundancy.
Assessments of internal potential to fill projected vacancies and relevant development plans ie succession planning.

2. Proposals for any new or changed service or operational plan or project and any proposals for changes to service objectives or policies include an assessment of the human resource implications

3. An adequate database of employee information is maintained to provide the statistical material needed for planning purposes eg turnover and stability rates, age and service profiles, grade distributions etc.

4. Outcomes are assessed against plans and estimates and plans are adjusted accordingly.

5. Reports are made to and considered by Directorate Management Teams and/or Directors’ Group of the human resource implications of any external factors eg new legislation.

6. Workforce information and HR resource policies and plans are regularly monitored and reviewed by the HR Committee.

Guidelines

1. The starting point for effective workforce planning has to be the objectives and plans for the service itself and HR issues are best considered within the service planning process in just the same way as consideration is given to financial factors during, and not after, the production of the service plan.

2. External events and trends – legislative, economic, demographic, social etc – also need to be monitored on a continuous basis to identify their potential impact on human resourcing so that plans can be made in response.

3. There are several major types of change which can impact on human resource requirements;

Changes in type or mix of skills – a probable indication of the need for recruitment, redeployment or retraining plans or for the use of consultants/contractors.
Shortfalls in the number of employees – indicating a need for recruitment plans or the use of external resources. If the shortfall is only for a work peak, the planned use of temporary contracts or interim appointments is indicated.
Changes in attendance requirements – eg evening or weekend working indicating a need for planned changes to contractual working time and/or the use of flexible and part-time employment.
Surpluses in the number of employees – an indication of the need for planned measures to avoid enforced redundancy or redundancy plans if this cannot be avoided. (See F3 on Redundancy later in this section).
Changes in custom, style, attitude or motivation – eg relating to customer care, quality etc indicating the need for planned programmes of training, information and employee involvement. It is important that workforce planning includes qualitative elements ie the achievement of skills and attitude changes as well as those concerned with quantitative aspects ie shortfall or surpluses.

4. Data about the existing workforce needs systematic monitoring with statistics maintained in a consistent form so that trends can be identified over time. The main factors which HR will keep under review are;

· Employee turnover and stability rates.

· Age and length of service profiles.

· Grade/earnings profiles to check wage drift and for use in market surveys.

· Competency inventories.

· Employee attitudes – assessed either informally by managerial observation and discussion or formally by the use of the employee survey.

5. Recruitment plans should consider the possible use of a range of recruitment measures eg advertising campaigns, open days, the use of executive search consultants and managers should seek the advice of HR about this.

6. When devising training plans managers should consider the possible use of a range of training and development measures – not just off the job courses – ie the planned use of work experience, distance learning, coaching/mentoring, study visits etc. Professional advice should be sought about this. See also section C on Training and Development.

7. The implementation of planned changes in the workforce or in work methods or systems may sometimes be aided by the early retirement of employees who may not be able to adjust to the new situation or whose continued employment blocks appointments to new or changed positions. The ‘interests of efficiency’ provisions of the pension regulations may then be used to obtain the agreement of these employees to early retirement. It is important, however, for managers to identify a positive benefit to the authority in these cases – the provisions cannot be used to merely induce retirements of not wholly satisfactory employees. It is also important to distinguish between this form of retirement and redundancy.

2: ORGANISATION AND JOB DESIGN

Good Practice Standards

Organisation structures and jobs are well designed and developed when:

1. The organisation structure has been evolved from a thorough analysis of the type of structure which meets the aims and nature of the service.

2. The structure and the definition of jobs within it secures clear accountability.

3. It is evident from the shape of the structure and the definition of jobs within it that each hierarchical level adds a specific input or added value to the total work process in addition to the oversight of the next lower level.

4. Wherever practicable, similar functions are located within the same organisational grouping.

5. The possible need for organisational change is considered as part of the service planning process and the structure is kept under review and amended whenever it becomes evident that change is needed to reflect changing service needs.

6. The structure and jobs within it are also reviewed in the event of:

Posts becoming vacant – particularly at senior management level.
New legislation which impacts on the nature and scope of the service.
Evidence of significant resourcing or operational difficulties or opportunities.

7. In reviewing possible changes to the structure or jobs, consideration is given to the use of external resources eg partnering or outsourcing, as an alternative to internal change.

8. Management structures are ‘flat’ and decision making is devolved to the lowest practicable level.

9. Organisational design is not considered solely in terms of permanent structures and consideration is given to other forms of working such as cross-functional project teams.

10. In designing and implementing organisational change, the employees concerned are kept fully informed of, and consulted about, the reasons for change, its nature and objectives and the implementation process.

11. The following principles are reflected in the design of individual jobs:

The purpose of the job is clearly defined in terms of its output or contribution to the achievement of service objectives.
There are clear lines of accountability and formal working relationships.
Adequate decision making authority and resources are allocated to match the job holder’s accountability for results.
Safety and responsibility for quality is ‘designed’ into the job and not treated as matters to be achieved by separate inspection.

12. When compiling or reviewing job descriptions managers should not specify the details of work tasks or procedures in detail but job s descriptions should always state that the employee is required to undertake any relevant duties. (see also function A)

Guidelines

1. Heads of Service and their Service Managers need to design and regularly review organisation structures in light of the size, nature and objectives of the service. There is no one best structure – it is a matter for each service to work out for itself, although there are some common principles:

Although there is no single figure for the ideal ‘span of control’ ie the number of people reporting directly to each manager, there is rarely a good case for a one-to-one working relationship. This is influenced by the nature of the subordinate jobs. A much larger number can be managed if they consist mainly of employees doing relatively simple work; small numbers are appropriate if the management task involves extensive co-ordination of complex and different jobs.
Close attention also needs to be given to the number of hierarchical levels and this number should be kept as low as possible. The principle to follow is that each level should contribute a specific input or added value to the total work process in addition to oversight of the next lower level.
Jobs which have significant interaction are generally best grouped within the same division or section.
Structures should take account of convenience of access by customers of the service. Customers should not have to make separate contacts with several different units or offices in order to complete single transactions with the Council.

2. There is a tendency for organisation structure charts and job descriptions to induce rigidity. The ability to change both structure and job content to meet changing service pressures and plans is essential. Flexibility must be maintained by the review of structures and job descriptions whenever circumstances change and managers should emphasise to their staff that charts and job descriptions are produced to define and support the current situation and that they are not necessarily long term prescriptions.

3. It is also desirable for managers to consider other forms of working to meet one-off service needs or to encourage ongoing multifunctional collaboration on issues which affect several parts of the Council. Project teams and working groups can facilitate this and need not be subject to conventional hierarchical arrangements. In other words, all members of a project team should be treated equally within the team regardless of the probable difference in grading of their basic jobs.

4. Employees tend to resist organisational and job changes unless they understand the reasons, have been able to contribute their views and suggestions and do not see the change as threatening. More positively, employees welcome changes which they perceive as beneficial, particularly if the change enhances job interest and satisfaction. Managers should take these factors into consideration when structural or job changes are under review.

F3: REDUNDANCY

Good Practice Standards

Redundancy is managed effectively when:

1. Action to avoid compulsory redundancy is taken immediately when service plans, through their human resource component, show that a surplus of employees will occur.

2. This action includes such measures as:

Freezing external recruitment, both to the jobs immediately affected and those to which surplus employees might be transferred.
Phasing the reduction over a period of time to maximise the effect of natural wastage.
Stopping or reducing overtime working.
Retraining potentially redundant employees for other work for which the service planning process indicates a continued need.
Exploring the possibility of redeployment to other service areas.
Seeking volunteers for early retirement and/or redundancy dismissal and compensation.

3. The statutory requirements relating to trade union consultation are complied with.

4. Individual employees who are being made redundant are informed and consulted at the earliest possible date, are given details about their compensation and offered counselling and outplacement support.

5. The criteria for selection for redundancy are objective and can be demonstrated to be relevant to service needs.

6. Every redundancy case meets the statutory definition of redundancy.

7. Redundant employees accepting an offer of alternative employment are allowed a trial period of four weeks (or longer if retraining is required) to decide whether the work is suitable.

Guidelines

1. It is important that managers should seek professional advice from HR when the prospect of redundancy arises.

2. There are two key elements in the statutory definition of redundancy:

There has to be a dismissal. From a legal viewpoint there is no such thing as voluntary redundancy; to be entitled to statutory redundancy compensation, an employee who is willing to go must volunteer to be dismissed – not resign.
The dismissal must result from a diminution or cessation of the employer’s requirements for employees to carry out work of a particular kind in place of work concerned. This does not mean necessarily that the workforce as a whole is being reduced in number or that the overall volume of work has fallen. Thus a redundancy can occur in a service area which is growing, if that growth requires a change in the way work is organised, leading to one or more jobs of a particular kind no longer being needed.

3. There is a statutory requirement to open consultations with recognised trade unions for the category of employees concerned ‘at the earliest opportunity’ but in any event not later than:

· 90 days before the fist dismissal occurs if more than 100 employees are involved.

· 30 days before the first dismissal if 10-99 employees are involved.

· For one to nine employees, there is no statutory minimum period but the requirement to consult as soon as possible does apply.

If these requirements are not met, the trade unions may be able to obtain a ‘protective award’ requiring the employer to pay full wages for whatever period the Tribunal considers should have formed part of the consultation process.

4. The requirement to consult the trade unions applies whether or not the potentially redundant employees are union members. The consultation must begin with written notification to the trade unions stating:

· The reasons for the potential redundancy.

· The numbers and types of employees expected to be made redundant but not their names at this stage.

· The proposed method for selecting employees for redundancy.

5. The trade union must be given the opportunity to make representations. If their views or proposals are rejected, they must be informed in writing of the reasons.

6. If employees have to be selected for redundancy as distinct from the disbandment of specific individual posts, the law requires the method of selection to be one which is fair, reasonable and free of discrimination. Fair and reasonable criteria include job performance and attendance – provided decisions are based on objective evidence.

7. The law expects employers to take reasonable steps to find and offer alternative employment before declaring an employee redundant. A failure to do so can turn an otherwise fair redundancy into an unfair dismissal. Managers should seek HR advice on the application of the Council’s redeployment policy and procedure. HR advice is also needed for the calculation of redundancy payments and the entitlement to pension benefits.

8. Employees who unreasonably reject offers of suitable alternative employment lose all rights to redundancy payments ie they can be dismissed without compensation. What constitutes ‘suitable’ employment and ‘unreasonable’ refusal is ultimately for an Employment Tribunal to decide in light of the particular circumstances of any disputed case. It should be noted, however, that an offer is unlikely to be considered suitable if it is rejected by the grounds that:

· The salary is lower or the non-salary benefits are significantly less favourable than the original job.

· The status is significantly lower in terms of the effect this would have on the employee’s career history.

· Subject to any flexibility clauses in the contract of employment, the location or working time for the job involve the employee in significant domestic or personal disruption or additional costs.

If an employee accepts the offer of an alternative job, then regardless of any of these points, the job is suitable – acceptance equates to suitability. An employee who expresses doubts about the suitability of an alternative job should be reminded of the statutory provision for a four week trial period.

9. In managing redundancy situations, managers also need to give consideration to the effects on those employees who are not being made redundant. Uncertainty and rumour abound when the possibility of redundancy first becomes known. There is a risk, too, that valued employees whose continued employment is essential may obtain employment elsewhere during any period of uncertainty about their future. It is therefore important that the whole of the workforce, or at least that part of it in which the redundancies occur, is informed of the reasons and scale of the redundancies and that employees who are not to be made redundant are told so at the earliest possible stage.

10. The morale of the continuing workforce and the general reputation of the Council as an employer is also enhanced by it being seen that redundancy is a last resort and, when it is necessary, redundant employees are treated fairly and sympathetically and given advice and, if possible, assistance to find new employment. Counselling assistance may be provided or it may be helpful to use external outplacement services. Managers should seek HR advice about the selection, specification and costs of such services.

G: EQUAL OPPORTUNITIES

People Management Aim

Openness and equality are essential not only in dealings with employees but also the way in which Council services are provided to members of the Island community. Every individual is entitled to dignity and respect. Care for the users of our services goes hand in hand with care for our employees.

The Council aims to ensure that all groups and individuals within the community are given full opportunity to benefit from the job opportunities we provide and as a progressive employer will strive to ensure that our workforce better reflects the diversity of the community we serve.

The Council values the diversity of its human resource and will actively work towards eliminating all forms of unfair discrimination, both direct and indirect.

Good Practice Standards

People management practice accords with equal opportunity principles when:

1. The core values of the Council and individual services include the achievement of genuine equality of opportunity.

2. All people management procedures and conditions of service are reviewed to identify and eliminate processes, practices or eligibility criteria which discriminate (directly or indirectly) against any particular group or category of persons/employees.

3. Methods and processes used to determine pay rates/scales can be shown to meet the requirements of equal pay for work of equal value legislation.

4. Policies or action to prevent discrimination extend beyond the statutory categories to cover any form of generalisation which cannot be justified by objective work-based criteria.

5. Service objectives include specific genuine equality of access and opportunity.

6. Harassment is treated as a disciplinary offence and this has been publicised to managers and employees. Employees have been advised of the grievance procedure available for such offences.

7. Equal opportunity principles and practice are included in relevant employee training programmes eg bias free interviewing.

8. Job applicants with disabilities as defined by the Disability Discrimination Act who meet the essential selection criteria are given preferential consideration for interview and employment.

9. Professional advice is sought before any appointment is made under the statutory provisions for ‘genuine occupational qualifications’.

10. Records are kept in a form which permits analyses to be made of the number of job applicants, appointments and employees in various categories, particularly:

Gender
Marital status
Disabled
Ethnic origin
Faith
Age

Such analyses to be produced by HR at regular intervals and examined by senior management and Elected Members for trends and possible action.

11. Part-time and temporary employees are accorded the same protection against discrimination as full-time employees.

Guidelines

1. Despite the complexities of equal opportunities legislation, there are two simple, basic principles underlying the issue:

That ensuring the equality of opportunity is a matter of good employment practice ie a matter for all employees and not a separate or specialist matter.
That the essence of equal opportunity practice is to consider each person in each employment situation on the factual circumstances and individual merits of the case and taking into account only those matters which are directly relevant to the nature and requirements of the job. In other words, managers should avoid applying any form of generalisation (about work or people) to individuals.

2. In considering the people management elements of service plans, managers need to consider how equal opportunity policies and practice might helpfully enlarge the sources of recruitment, release more employee talent and achieve greater working flexibility. For example, action to ease the re-entry into employment of older married women may well extend the recruitment base for scarce skills and enable more flexible working patterns to be utilised.

3. In determining selection criteria, managers need to pay close attention to the possibility of indirect discrimination. Age restrictions, rigidity in working times and an insistence on certain educational qualifications may well impose unintended but unjustified restrictions on women and some ethnic minorities.

4. It is also important for managers to check that only selection methods - interviews, tasks, tests etc – are free of direct or indirect bias. Only tests which have been validated as bias-free should be used and managers should seek professional advice on this issue particularly when considering using new tests. Typical faults are the use of tests which require a higher standard of literacy or written English than is necessary in the job or those that have been written in single sex terms.

5. For managers and others involved on selection panels bias-free interviewing is of great importance. Questions about marital status or family intention will almost certainly be taken by women candidates as indicating discrimination and the courts have accepted evidence of such questions as sufficient to prove an employer’s breach of the law. This does not mean that no question can be asked about, for example, a candidate’s ability to work extra hours but if this is a necessary job requirement then the question should be asked of all candidates, both men and women: ‘Are you able to do so evening work at very short notice?’ – not to women only: ‘Do you have any young children who take up your time in the evenings?’.

6. Monitoring is an essential part of effective equal opportunity action. Unless managers know what the trends are in the recruitment, training or promotion of employees, it is impossible to assess whether equality intentions are being achieved. It is therefore vital that such information is maintained and available through the Council’s PIPS system.

7. Monitoring should include job applicants as well as existing employees. Records should show the reasons why candidates were rejected and at which stage of the selection process.

8. Employees should be made aware of how complaints of bullying and sexual or racial harassment should be pursued. This procedure will make provision for circumstances in which an employee would find it difficult or impossible to raise the matter with their immediate manager.

9. Special consideration should be given to job applicants with disabilities. If a person with a disability meets the job criteria and is apparently prevented from appointment only by their disability, the manager responsible for drawing up the shortlist should ensure they are interviewed and reasonable steps taken to supplying whatever aids by way of adapted equipment or access might enable them to be employed.

10. While much of the attention paid to equal opportunities deals with recruitment and selection, consideration should also be given to training and development. Managers should be aware when discussing development opportunities with their staff that some conventional training practices may well indirectly discriminate eg against part-time employees and that additional training for some employees currently disadvantaged eg by language or numeracy difficulties, may well help them develop and apply latent abilities to their own benefit and that of the service.

H: HEALTH AND SAFETY

People Management Aim

The Council aims to provide employees with a safe working environment which goes beyond workspace issues to encompass health matters and training.

The Council sees health and safety as being part of everyday good management. All reasonable practical steps will be taken to minimise risks and to safeguard employees from injury and ill health. All necessary information and training will be provided and conditions of service will be flexible to reflect modern demands on individual’s lives outside employment.

Good Practice Standards

Health and safety is being managed effectively when:

1. The Council and each Directorate has produced and brought to the attention of all employees a health and safety policy statement which specifies the principles, procedures and rules to be followed by all managers and employees to ensure the health, safety and welfare of the workforce.

2. Sections or establishments within service areas which have safety characteristics additional to those covered in the statement for the Directorate as a whole, have produced a supplementary statement and issued it to their employees.

3. Managers and safety representatives have attended appropriate training courses. Safety training is incorporated in relevant job/skills training for employees at large.

4. Periodic workplace health and safety inspections are conducted and hazards identified, risk assessed and corrective action taken.

5. Periodic fire drills are conducted and recorded.

6. Accidents are properly recorded and investigated.

7. All managers understand their personal responsibility for safety and ensure that:

Equipment is properly installed, checked and maintained.
Employees, particularly on appointment, are instructed in safe working methods and relevant health and safety rules.
Proper First Aid equipment is available with its location and that of qualified first-aiders known to all employees.
All hazardous substances and materials are labelled and stored in accordance with the correct product data sheets.

8. Sickness absence records are maintained and regularly monitored to identify any frequent or lengthy periods of sickness and any reasons for such absence which may be work related. Action is taken to investigate such cases.

9. Statistical analyses are produced regularly and examined for trends in absence rates.

10. Managers are aware of the use and nature of employee counselling to assist with personal health or welfare cases and know to whom such cases may be referred if specialist help is required.

11. Managers have been informed of the indications of possible substance abuse eg alcohol, drugs etc and know what to do if such abuse is indicated.

Guidelines

1. Although the Health and Safety at Work Act requires the designation of individual managers as being specifically responsible for safety, it is important that all managers and supervisors know that each of them has a personal responsibility for the health and safety of the employees they manage. This includes a responsibility to be aware of, and take action against, possible risks. If an accident occurs the first question which could be asked under this statute is ‘Could the manager concerned reasonably have been expected to know that this hazard existed or could occur?’

2. Employees, too, should be reminded by their managers that each of them has a personal responsibility to work in a way which does not put themselves, other employees, or third parties at risk.

3. Safety rules must be widely and effectively publicised among employees and firmly and consistently applied. Breaking such rules must be known to employees as a serious breach of discipline which may result in dismissal. Managers must ensure that rules eg the wearing of protective clothing and no smoking regulations are adhered to. Laxity in their enforcement causes problems if disciplinary action is taken in some cases but not others.

4. Health and safety sometimes tends to be thought of in terms of major or unusual hazards. In reality, the majority of accidents have simple causes and managers should pay particular attention to factors such as:

Keeping gangways and stairways clear of obstacles.
The way employees lift heavy objects
The safe storage of corrosive or inflammable materials
Apparently ‘normal’ work systems or situations ie repetitive keyboard work and the siting of equipment which, if ergonomically unsound, may cause health problems eg repetitive strain injuries, eyestrain etc.
The state of plugs and wiring on everyday electrical equipment.

5. The reporting and investigation of incidents should also include cases in which employees are subjected to violence or serious abuse. The effect of such incidents in terms of mental stress as well as physical danger or injury needs to be recognised, while preventive measures may include training on the handling of confrontational situations as well as physical protection.

6. Managers should examine sickness absence records and statistics on a regular basis to identify trends or incidents which may point to the need for additional health and safety measures or, in the case of individual employees, health or welfare counselling or indications of stress which may have causes that are other than physical or work related.

7. Absence levels, particularly uncertificated sickness, can be reduced considerably by every manager and supervisor demonstrating their awareness of absences to employees by tactful but firm enquiries on the employee’s return to work and by letting it be seen that absence records are kept and examined at regular intervals.

8. Managers should not attempt to act as specialist counsellors. They should be sensitive to their employees’ possible need for specialist welfare/health assistance and encourage employees to approach them for initial help. If specialist counselling is needed, managers should refer the employee to a relevant specialist internal or external source.

I: RECORDS AND INFORMATION

The design and maintenance of systems for adequate HR records and statistics is a task primarily for HR specialists and administrative staff. However the key features of effective record keeping are summarised here to give managers the necessary understanding of the criteria which need to be met.

Good Practice Standards

HR records and information are being kept and maintained effectively when:

1. All personal information kept on individuals, whether on paper or computer, is held in accordance with the requirements of the Data Protection Act, is held securely, its accuracy maintained and used only for the purposes for which it was recorded.

2. There is a personal file for each employee containing at least the following documentation:

Copies of recruitment documentation used for all the employee’s appointments eg job advertisement, job description and specification.
Copies of letters offering and confirming appointments and later contractual changes and all related contract documentation.
Details of any relocation arrangements and payments.
References obtained and copies of any references given.
Selection tests results.
Disciplinary documentation eg written warnings, records of disciplinary hearings etc.
Documentation about sickness, accident and other absences and about the outcome of medical/health checks.
Records of any grievances and their outcomes.
Qualifications, training records and competency assessments.
Copies of all correspondence to and fro, the employee.
Contact details of next of kin in case of emergencies.

This list includes essential items but is otherwise illustrative rather than exhaustive.

3. Personal files are given highly confidential status with access restricted to relevant authorised staff on a ‘need to know’ basis – normally HR staff and the employee’s immediate manager.

4. Employees are permitted access their personal file and to have copies, on request, of documents in their personal files except for;

References given or received in confidence.
Documents referring to third parties who have properly been given assurances of confidentiality.
Documentation dealing with the employer’s case in any actual or potential legal action.

5. Personal data is checked for accuracy from time to time for those items which may change.

6. Computerised records are kept in a form which facilitates the ready production of statutory and other returns and the statistics required for management and monitoring purposes.

Guidelines

1. The holding of personal information is regulated as follows:

The information held must be obtained and processed fairly and lawfully.
The information must not be used or disclosed in a manner that is incompatible with the reason for which it is held.
The data held for any reason must be adequate, relevant and not excessive in relation to that reason.
The data must be kept up to date and for no longer than is necessary for the specified reason.
Appropriate measures must be taken against unauthorised access to, alteration, disclosure or destruction of personal data and against its accidental loss or destruction.
Employees have the right to be informed of any personal data held about them and to have access to that information.
Employees have the right to be compensated for inaccuracy or loss of information and to have inaccurate information corrected or erased.

2. Personal files are the only place where information about an individual employee’s employment record is kept. Secondary files in any form should not be kept by managers except where managers are monitoring individual employees for performance purposes. These should be placed on the personal file once the issue has been resolved. The only exception to this relates to the employee’s personal performance and development review form which are kept by the manager in a secure place.

3. Managers must ensure that all relevant details on the employee and copies of all appointment correspondence are passed to HR for incorporation in the employee’s personal file. The manager must also ensure that all subsequent personal employment information is submitted for incorporation and that HR is given all information required to keep the personal file up to date eg the date after which a record of disciplinary action will be disregarded.

4. Managers must also notify HR of any changes that need to be made. HR will ensure that records are updated and relevant information is passed to others who need it eg Payroll.

5. The Council’s computerised Personnel and Integrated Payroll System (PIPS) is the essential source of data for corporate management eg reports to Committees and members, statistical returns, payroll, workforce planning, expenditure/budget planning etc. Given the important use made of the data, it is essential that corporate systems are always kept up to date and accurate. Managers are responsible for ensuring that up-dating information is provided to HR without delay.

6. The Council allows employees to view their personal file upon request subject to removal of certain highly confidential or sensitive information before the file is viewed. Should an employee wish to view their file, they should contact HR to arrange a suitable time. Personal files may not be removed from HR without permission.

7. Personal files are retained for six years after an employees leaves. After this time they will be confidentially destroyed.

APPENDIX 1 HR DELEGATIONS

General

1. All matters delegated under this scheme are subject to:

· The Council’s People Management policies, procedures and terms and conditions as determined by the HR Committee.

· All employees being employed on the appropriate national conditions of service as adopted by the Council.

· Any increase in expenditure being within the approved revenue budget of the service area in question for the current year and all future years.

· Current employment legislation.

Strategic Directors and Heads of Service may

1. Recruit, deploy and manage staff within their Directorate and Service areas.

2. Implement reorganisations and vary the establishment of their service within the approved salaries budget, subject to reporting significant or budget changes to the HR Committee and/or Executive.

3. Approve accelerated increments in situations of outstanding contribution to the Council’s services, academic success and as an aid to retention of staff providing the maximum of the grade fro the post is not exceeded.

4. Approve honoraria payments not exceeding £1000.

5. Grant ex-gratia payments not exceeding £500 to employees in respect of unavoidable loss or damage to personal items resulting from an accident whilst undertaking authorised duties.

6. Authorise backpayments to employees where entitlement has been established under their contract of employment or Council policy.

7. Waive the repayment of relocation and post-entry training expenses.

8. Authorise the attendance of employees at professional conferences.

9. Approve release of enhanced pension benefits for employees for employees retiring on grounds of redundancy or efficiency of the service after consultation with relevant Portfolioholders regarding any capitalised costs.

10. Dismiss employees in accordance with the Council’s disciplinary and other procedures.

Service Managers may

1. Arrange the advertisement all vacant posts.

2. Select candidates for interview and to appoint to permanent and temporary posts within approved salaries budget.

3. Determine the starting salary for newly appointed employees within the job evaluated grade for the post.

4. Approve the amount of relocation packages.

5. Approve applications for flexible working.

6. Approve overtime working and payments.

7. Authorise the attendance of their employees on training and development courses which are relevant to the employee’s job.

8. Extend an employee’s period of sick leave on full or half pay for a maximum period not exceeding three months subject to having taken medical advice.

9. Authorise special leave and time-off for trade union duties.

10. Determine which posts require the postholder to make a car available for use on Council business and whether this should be on a casual or essential car user basis.

11. Authorise the payment of car allowances above the 1199 cc rate.

12. Determine which posts require the postholder to be available at home on the telephone and to authorise the provision of a mobile phone and/or payment of a telephone allowance.

13. Authorise the non payment of the next increment on the pay scale in cases where the employee’s performance has not been satisfactory, subject to the employee’s right of appeal.

14. Approve reasonable expenses in excess of the standard subsistence and accommodation allowance rates.

15. Extend the probationary period of new employees and to dismiss unsatisfactory probationary employees.

16. Approve temporary promotions.

17. Approve the carry over of up to five days annual leave from one year to the next. Such leave to be taken within the first two months of the new leave year.

18. Authorise the reimbursement of expenditure incurred by an employee in respect of their membership subscription to one professional organisation which is relevant to their duties.

Head of Human Resources may

1. Develop, review and control corporate policies and standards relating to all aspects of people management and staffing.

2. Determine standards of people management practice which will encompass all aspects of employment by the Council and the discharge of related delegated functions by Directors, Heads of Service and Service Managers.

3. Review and adjust as necessary local terms and conditions of employment approved by the HR Committee.

4. Appoint Elected Members to any panel where needed for appointment, disciplinary, grievance or grading matters.

5. Enter into local agreements with recognised trade unions where the implementation is not expected to have the effect of increasing expenditure.

6. In consultation with the Chair of the HR Committee, to approve recommendations for honoraria payments of between £1000 and £2000.

7. Authorise the payment of market supplements where these are an aid to recruitment and retention.

8. Approve requests for release of reserved pension benefits of ex-employees on medical grounds.

APPENDIX 2 HR POLICIES, PROCEDURES & GUIDELINES

Additional duties – payment for
Age Diversity
Age over 65 employment guidance
Annual leave
Attendance management policy and procedure
Capability procedure
Code of conduct
Competency framework
Confidential reporting
Data protection policy
Development review process
Development review process – Directors and Heads of Service
Disciplinary procedure
Disciplinary rules
E-Communication policy
Employee handbook
Equality and diversity policy
Equality and harassment at work
Flexible working directory
Gifts and hospitality
Grievance procedure
Health and safety manual
Health and safety policy
Health and safety training policy
Healthy workforce strategy
Induction – management guidance
Maternity provisions
Mentoring scheme
Paternity provisions
People Management Strategy
Prevention of illegal working
Probationary procedure
Register of employee’s interests
Redeployment/rehabilitation policy
Redundancy policy
Stress at work – management guidance
Stress policy
Training – management guidance
Training – staff guidance
Travel allowance policy
Working time directive

All documents are available on the Council’s intranet site

REPORT OF THE HEAD OF HUMAN RESOURCES

SUMMARY/PURPOSE

CONFIDENTIAL/EXEMPT ITEMS

BACKGROUND

STRATEGIC CONTEXT

CONSULTATION

FINANCIAL/BUDGET IMPLICATIONS

LEGAL IMPLICATIONS

OPTIONS

EVALUATION/RISK MANAGEMENT

RECOMMENDATIONS

BACKGROUND PAPERS

ADDITIONAL INFORMATION

Max Burton

Appendix 1

PEOPLE MANAGEMENT FRAMEWORK

A: Recruitment and Selection

B: Performance Management

C: Training and Development

D: Pay and Benefits

E: Industrial and Employee Relations

F: Organisational Development

G: Equal Opportunities and Diversity

H: Health and Safety

PEOPLE MANAGEMENT FRAMEWORK

Introduction

Core Values

In return the Council values from its employees:

Monitoring and Review

People Management Aim

A1: RECRUITMENT

Good Practice Standards

Guidelines

2. In the design or redesign of jobs when recruitment occurs, every opportunity should be taken to introduce flexibility into working arrangements in order to;

3. In drafting job advertisements, the five most important points to cover are normally;

4. Assistance should be sought from the Council’s advertising agency if it is considered desirable to produce unusual or eye-catching advertisement designs or copy. Advice can also be obtained from the advertising agency about media choice and advertising costs.

A2: SELECTION

Guidelines

A3: CONTRACTS OF EMPLOYMENT

B: PERFORMANCE MANAGEMENT

People Management Aim

B1: PERFORMANCE MANAGEMENT AND APPRAISAL

Good Practice Standards

B2: MOTIVATION

Good Practice Standards

C: TRAINING AND DEVELOPMENT

D: PAY AND BENEFITS

E2: EMPLOYEE RELATIONS

F: ORGANISATIONAL DEVELOPMENT

People Management Aim

F1: WORKFORCE PLANNING

Good Practice Standards

Guidelines

G: EQUAL OPPORTUNITIES

H: HEALTH AND SAFETY

Good Practice Standards

APPENDIX 1

HR DELEGATIONS

APPENDIX 2

HR POLICIES, PROCEDURES & GUIDELINES