Transcript Slide 1

HR
PLAN
2009/10
HR
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PLAN
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Introduction
The delivery of fundamental change as part of the transition of services
provision within Westminster City Council will bring with it a significant
impact on all staff during and after the transition is implemented. Such
levels of change are new to the workforce and management and there are
no reference points to validate whether the organisation has either the
capacity or capability to either deliver or survive such fundamental change.
It will be necessary for the transition board to monitor organisational health
at each stage of the transition process to ensure adequate provision of
customer service at all times In support of the councils move to new ways
of working a comprehensive HR plan is being put in place to support and
assist managers and staff through this period of significant operational
disruption, employment instability, lowered morale and increased employee
relations problems. This plan will run in parallel to the transition program
and support managers in the provision of tools and techniques to deliver
their service reorganisations safely and effectively ensuring limited litigious
and reputational damage whilst supporting all staff during periods of
uncertainty.
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WHAT THE HR PLAN WILL FOCUS ON
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Critical Success Factors
Whilst a number of elements of the HR Plan may
affect the quality and success of the delivery of the
council transition there are only a small number of
critical success factors that have a significant and
material impact on the ultimate success of the
complete council restructure.
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The Road Map
How to restructure effectively
Detailed
step by
step guide
for
managers
This single pack outlines in 10 clear stages the actions, tasks
and activities the service will follow to ensure and effective
and safe transition to a new operating model. (flow chart
attached)
Comprehensive
set of
documentation
&
The pack also contains a full set of briefing notes, example
forms, draft letters and guidance notes for each of the stages
so that managers are dully equipped to address all
eventualities.
guidance notes.
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Direct HR Support For Project Mgrs
During & After Restructuring
Core HR
HR Services
Provision from
Vertex
Each individual transition project will have the support of a dedicated HR
relationship manager. These HR managers may be supporting more than one
transition project at any one time. All appropriate HR activity during 2009 has
been redirected to transition support and post transition rebuilding (see
preparing for post transition). Prioritisation during this period will ensure
maximum input into manager and staff support.
The provision of HR services from Vertex is managed against a set HR
specification that includes detailed HR support for managers. Vertex have
been notified of the need to ensure they focus attention on the delivery of
information and advice on all matters as outlined within the current HR
specification. Should we require additional support this would require change
control and funding implications
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Protecting & Developing Our Talented Staff
During & After Change
Top
150
SEB & Senior
management
With the support of HROD the top 150 staff within WCC will be identified by their managers against
the criteria of “Most critical to the successful transition of their service “ Using behavioural
assessments of Attitude, Interpersonal skills & leadership potential these staff will be supported by
HROD on a continuous development schedule throughout and after transition to ensure they are
equipped to address indecision or obstructions.
Starting with the Top 7 members of the Strategic Board a development program is under
development with the help of the leadership centre Following professional assessment a
personalised programme of individual coaching, mentoring and strategic development will be
provided. Once reviewed and agreed by SEB a broader model will be cascaded down to top senior
and then middle managers in all services via a modularised program run by HROD.
Career
Succession
Planning
Following transition each service will review the initial Top 150 model and confirm or otherwise that
it is still valid. Dependant on size services will be assisted in developing a fuller Top Team plan for
their specific service that will help them identify a bigger group of staff who will be identified as
short to medium term talent that must be developed.
Fast
Track
In parallel to internal development of high performing staff it will be opportune to launch quickly
after transition an internal talent spotting programme . This will have the dual benefit of identifying
those staff who have not yet had an opportunity to display their true potential and also play a part
in the repositioning of the employment relationship (emotional contract) with staff that will have
been damaged during a period of redundancy and staff reductions.
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Supporting our Workforce
Through Transition
Communication
with Staff and
Managers
A complete communication strategy will operate including the use of all our technology, current
staff engagement groups and the previously well tested tools of manager briefings, open house
sessions, staff briefings podcasts etc. A dedicated intranet location including regularly updated
FAQ’s, redundancy ready-reckoners , alternative options in respect to employment relationships etc
will all be available and supported with an HR helpline to respond to individual queries.
EAP
A full Employee Assistance Program is already in place offering emotional and practical advice by
trained professionals external to the council for any staff concerned about the future or facing the
potential of redundancy. In addition to this HROD will publish guidance on the development of CV’s
and interview techniques for staff either applying internally or seeking opportunities outside of the
council if unable to be redeployed.
Consultation
All activity linked to consultation as a result of potential redundancy is governed by the provisions
contained in Part IV of the Trade Union and Labour Relations (Consolidation) Act 1992[(TULR(C) A
1992). These statutory instruments t also explains how these obligations fit with new duties under
the Information and Consultation of Employees Regulations 2004. Consultations with staff
representatives or the BERR will always be lead on behalf of services by Senior HR Staff
Emotional
Re-engagement
Following the significant disruption and impact on morale a full staff / manager re-engagement plan
will be undertaken to reduce the period of low morale and accelerate the redevelopment of the
emotional contract. Work will include a re-emphasising of the values, The development of WCC
benefit statements and a new approach to recognising employee success throughout the council.
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Post transition
New Operating Model
Workforce
Planning
Review Performance
Management Model
Establishment
Management
For the new operating model to work effectively it will be necessary for managers to consider
workforce optimisation. This includes conflicting factors such as regulatory issues, employee
expertise and skills, employee preferences, work time directives and flexible working with the goal
of achieving true workforce optimisation. At the completion of the transition process HR will have
in place tools and process for managers to be able to balance efficiency, customer service and
employee satisfaction. It will also help managers to appreciate the need for greater linkage
between long-term strategic planning and current staff selection and development. In future
managers will be able to predict where deficiencies will occur and generate optimal workforce
planning strategies to address these.
With new structures and new operating methodologies a full review of competencies, professional
standards and objectives will be required to ensure the PM model remains effective. HR
Relationship managers will engage with services in the areas of professional standards and
competencies to ensure the model remains relevant and adding value.
Post transition we will be able to develop effective hierarchy and establishment models for all
service heads and Strategic Directors. This will allow for must more accurate budgeting and staff
costings and pay bill models that will aid managers in reviewing areas of efficiency or otherwise
within their teams
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