YHN People Strategy-‘Fit for the Future’ (2014-16)
Version control table Version number Date current version produced Author
2 April 2015
Contact officers
Beverley Elder- Strategic Human Resources Manager beverley.elder@yhn.org.uk
Lisa Ainscough- Business Strategy Team Lisa.ainscough@yhn.org.uk
Daniel McGuiness- Lead Communications Officer daniel.mcguiness@yhn.org.uk
1.
Introduction 2014 marks the tenth anniversary since we were established as Newcastle City Councils ALMO. We have come a very long way since then, expanding in both scale of delivery and scope of the services that we provide to our many varied customers. At the heart of this success are our people. We could not have achieved all that we have without the on-going hard work and commitment, skill and passion demonstrated on a daily basis by our workforce. To ensure this success continues we need to continue to develop and invest in our people in order to deliver our business objectives and respond flexibly to the changing needs and structure of our organisation. The challenge is that we need to do this within the constraints of considerable economic pressure and an evergrowing demand to deliver our services more efficiently. With increased expectation on our organisation to represent value for money, we need a working environment that enables our people to perform at their very best, engaged and motivated by inspirational leaders.Where things go wrong, we need appropriate mechanisms and support in place to deal with problems efficiently. As in our previous People Strategy, the feedback we received through an organisational wide staff survey has influenced the priorities we have identified. The strategy has also been influenced by our review of internal and external factors.
1.1
Scope of the strategy We have set our People Strategy over a two year period to coincide with the lifespan of our current management agreement with Newcastle City Council. It applies to all of our employees, both current and prospective and also our board members. The purpose of our People Strategy is to set out our key priorities for the medium term underpinned by a set of commitments. Our strategy is not intended to document every single one of our people management activities but instead focuses our attention on those priorities that we believe will make the biggest difference to our people and ultimately the overall performance of our organisation and the customer experience.
1.2
How does the People Strategy support our Business Strategy? The implementation of this People Strategy will contribute towards us achieving our statement of purpose and objectives as set out in our Business Strategy 2013-2016: ‘Enable positive living for people in our homes and neighbourhoods’
This reflects that we are committed to improving council homes and the city, and supporting customers when they need it, but that we recognise our services must enable customers and avoid the unintended consequence of heightening their dependence on us. We are working together to achieve these three objectives:
We can only achieve these objectives with the help of a productive, motivated and supported workforce
1.3
Our Core Values Our core values are at the heart of the business, and are the principles and standards that influence the way we work and behave. They make a difference by giving us a sense of pride and belonging at work, and show we care and are committed to people and the work we do. Our core values are what will help us to achieve our organisational objectives and are instrumental to this people strategy. − − − − −
Accountability – acting openly and taking responsibility Integrity – acting fairly and honestly Passion – working positively with enthusiasm Respect – treating everyone with care and professionalism Forward thinking – proactively seeking improvements and solutions
2.
Looking back- what have we done so far? Our previous People Strategy was produced in 2010 and set out a range of actions to be completed over a four year period. Below is a summary of many of our achievements to date:
3.
The challenges we face Newcastle City Council review of YHN services Driven by the need to make substantial efficiency savings, Newcastle City Council are currently carrying out a review of YHN and some of the key services we provide. The aim of the review is to try and identify opportunities for efficiencies and to achieve better alignment of resources in order to meet the needs of the customers and communities that we both serve. Included in the scope of this review are the three services that are largely responsible for implementation of this strategy, Communications, Human Resources and Organisational Development. In developing this strategy we have been acutely aware that financial resources are, and may be further, restricted. Where possible we aim to carry out all new initiatives within existing budget allocation which inevitably has limited the scope of the action plan. We also acknowledge that the outcome of the review may have an impact on our on-going capacity to deliver the action plan, it is therefore intended that is a live document and that periodic amends may need to be made to reflect the current operating environment as it becomes apparent.
Economic climate and welfare reform Changes in the global economy and the subsequent recession have resulted in on-going pressure on our organisation to deliver value for money services. We are increasingly required to provide more for less and come up with innovative cost effective ways of doing things and this has been one of the key drivers for this strategy. It is clear that Welfare Reform is already having significant implications for YHN and for our customers, particularly in terms of tenancy sustainability and income management. We are taking intensive action to proactively support our tenants and to prepare ourselves for the impact of Universal Credit and reductions to people’s benefit. This includes us undertaking a wide scale transformation of the way in which we deliver tenancy services to enable us to make more efficient use of the skills and resources available and so that we are better placed to deal with the challenges that welfare reform brings.
Sickness levels We have worked hard over the years to try and keep sickness levels low however in recent years, despite a range of supportive and preventative measures, we were not able to meet our target of eight days absence per a full time employee (FTE) The actual figure for the end of the last financial year was 10.25 days absent per FTE. Sickness costs our organisation a lot of money not to the mention the impact it has on the wellbeing of our employees. We are determined to do all that we can to reduce the impact of sickness on our organisation and have therefore incorporated a number of actions within this strategy to help us do this. 4.
Staff survey 2013- what our people told us As in previous years we carried out an independent staff survey to help us better understand how our staff are feeling about working for YHN. Every single member of staff received the survey and 68% responded. The survey measured employee engagement and covered a number of contributing themes including culture, job role and satisfaction, learning and development, communication, leadership, reward and recognition and individual role and empowerment. The responses we received have helped shape and informed the action plans which accompany this strategy. In 2013 our average employee is………. − − − −
Committed to doing what is required to perform their job well Committed to doing what is required to help YHN succeed Is proud of the work that they do Satisfied with their job
However some people are feeling……. − − − − −
Uncertain about the security of their job role That change could be handled more effectively Communications at YHN are not always effective or open and honest They are not given opportunity to contribute to decision making Concerned about bullying and harassment
The overall level of employee engagement at YHN in 2013 is 58% with a further 40% who are partially engaged. 4.1
So why does engagement matter? We believe that an engaged workforce is paramount to the on-going success of our organisation. In light of this we have based our strategic priorities around those areas which our staff survey showed had the greatest impact
upon employee engagement. We further believe that higher levels of employee engagement will result in a number of positive outcomes including: − − − − −
higher productivity and organisational performance increased operating and net profit improved customer focus lower levels of absenteeism and higher levels of staff retention.
We hope through implementation of this People Strategy that we see a positive transition through the levels of engagement, moving more people from partially or disengaged to fully engaged and address the concerns that emerged from the staff survey as listed above.
5. Our strategic priorities for 2014-2016 Informed by our staff survey and the challenges currently facing our organisation, we have identified three inter-related priorities which we will be concentrating on over the next two years. Our People Strategy is supported by an annual People project plan that details all the associated milestones and key responsibilities .
5.1 Priority 1- Great leadership We have become accustomed to having to deal with change largely driven by the external environment in which we work. We are continually having to re-assess the way in which we do things resulting in some substantial changes to the way we deliver services both in terms of what we do and how we do it. We know, through our staff survey, that change can make many of our staff feel insecure and can impact upon their motivation and performance. To help counteract this, our leaders need to be even stronger and more visible than before. We need to ensure they are enabled to effectively lead our people through this change, instill confidence and motivate our workforce to continue to work well together to achieve our organisational goals.
An effective leader is someone who communicates clearly, concisely, and often, and by doing so motivates everyone to give their best all the time. They challenge their people by setting high but achievable standards and expectations, and then giving them the support, tools and training to pursue those goals and become the best employees they can possibly be. For our people to continue to be effective in their roles we need to continue to encourage and support these positive leadership behaviours and ensure they are demonstrated all levels. Alongside our leaders we need to continue to develop our ‘managers’ to ensure that our employees feel respected, supported, empowered, inspired and valued. We cannot leave this all to chance, given the increasing complexity of the work we do and how we work, and the diverse nature of our workforce. As in many other organisations, our focus has often been on the technical skills and the ‘what’ we do sometimes overlooking the ‘how’ we do things and the behaviours we demonstrate which are often the most important in driving long term engagement and organisational success. We will need to continue to support and develop our leaders and equip them with the necessary skills and behavior to create and build commitment amongst their staff for sustainable change.
Our vision for 2016: We will be led by proactive, innovative, flexible and commercially aware leaders at all levels. Our leaders engage and motivate others to maximise their potential in a strong and dynamic organisation.
Our commitments: − − −
Providing direction and purpose Increasing visibility Effectively managing change Leading by example
Great leaders Commitments Key activities 2014-2016 Providing direction and purpose
Responsible officer
Date for Outcomes completion
1. Commission leadership conference to include dynamic leadership, courageous thinking at strategic and operational level, corporate resilience and risk management.
Sandra Archbold/ Bev Elder/Daniel McGuinness
31/10/2015
More work needed to populate these
2. Evaluate the merits of implementing a senior leadership programme, to be self- determined by the individual, with support from HR/OD
Sandra Archbold
31/12/2014
This work not completed but superseded by: Property Services – Common Purpose programme for all managers in the directorate. Tenancy Services – NS bespoke programme underway Actions: Conversation with Sheila needed about her requirements Find out from OD what has been done/planned to evaluate the impact of these programmes
Increasing visibility
3. Provide a bi-annual face to face update to all staff on our organisational performance against our top 20 targets
Daniel McGuinness
31/05/2015
4. Host information relating to business plan and top 20 on front page of our intranet.
Daniel McGuinness
31/05/2015
5. Revision of team service plans to reinforce ‘golden thread’
Louise Horsefield
31/05/2015
6. Enable easier staff access to key messages/information resulting from Board and Committee meetings
Daniel McGuinness
30/06/2015
Completed for Board. Note from Olivia, included in Rewind. To do: Include item on committees in Rewind.
1. Review the format of John’s blog and Viewpoint sessions
Daniel McGuinness
31/05/2015
View point sessions to stay the same. Blog to be extended to others e.g other directors, Bev
2. Implement new approach to team brief format including mixed
Daniel McGuinness
31/03/2015
To be presented to MT alongside managers conference
We all clearly understand the aims and objectives of our organisation and we work effectively together to achieve them
directorates and greater involvement by Wider Management Team members
Effectively managing change
3. In consultation with staff, implement a range of initiatives aimed at increasing the visibility/responding to concerns of senior managers across the organisation. E.G 50 days of action.
Bev Elder
30/09/2015
1. Develop e-learning modules ‘ just for a change’ and ‘developing resilience’ to help enable managers confidently lead teams and individuals through change
Sandra Archbold
31/03/2015
2. HR and OD to deliver change management workshops as required by the organisation.
Sandra Archbold/ Bev Elder
31/03/2016*
3. HR and OD to actively support all service reviews at a strategic and operational level.
Sandra Archbold/ Bev Elder
31/03/2016*
There is a great relationship between leaders and staff across the organisation.
We are resilient to change, we welcome the opportunities that change can bring and we are able to respond positively to any challenges along the way.
Leading by example
1. Reassess our management Sandra Archbold competencies to reflect the behaviour expectations of our leaders.
30/09/2015
2. Continue to offer and promote access to leadership focused opportunities e.g. public services academy (PSA) master classes.
Sandra Archbold
31/03/2016*
3. Develop and promote leadership focused action learning sets
Sandra Archbold
30/06/2015
Our staff are motivated and engaged by inspirational leaders and managers who clearly demonstrate our core values in their interactions with others.
Priority 2- Optimum performance Effective performance management is fundamental to ensuring that our workforce is focused on delivering our business objectives, it underpins the ongoing success of our organisation. It provides the basis for our managers to agree and assess performance against clear objectives as well as providing a positive mechanism for channelling staff motivation, driving learning and development, raising morale and recognising excellent work. We want to create a working environment in which our people are enabled to perform to the best of their abilities. We want to ensure that our workforce is focused on delivering our business objectives and that staff motivation; morale and recognition are well managed. It is also essential that we are able to identify poor performance and ensure that we have robust mechanisms in place to deal effectively with this in a timely manner. We know that from time to time some people may experience difficulties resulting in under performance. When this happens we need to ensure that our managers have appropriate mechanisms in place to deal with this effectively. It is the responsibility of our managers to ensure that those who are not performing to the required levels receive the necessary support and guidance to enable them to improve. Our staff survey revealed that managing poor performance continues to be an area for improvement and there is a perception amongst some that we are not always effective in managing poor performance and that is not dealt with consistently. We recognise that a failure to deal with unsatisfactory performance adversely affects the quality of service delivered and has an impact on other employee’s morale and engagement. Furthermore, early intervention when poor performance is identified is essential, enabling a supportive approach to be taken. As such, performance issues should be given the highest priority by all involved in the process, within the constraints of workloads and other operational requirements. Development of our people will also continue to be a high priority for our organisation. Unless there is continuous development of both individuals and teams performance will not improve. We need to continue to invest time and resources into providing appropriate development opportunities to help our staff grow.
Our vision for 2016: Our people are better enabled to facilitate their own learning and to develop their careers through a varied range of learning and development opportunities. Performance is managed fairly and consistently across the organisation and staff contributions are valued.
Our commitments: − − − −
Effectively managing performance Continuous personal and professional development Coaching and mentoring culture Celebrate success
Optimum performance Commitment s Effectively managing performance
Key activities 2014-16
Responsible officer
Date for completion
1. Review our capability policy and procedures to ensure that underperformance is effectively addressed within the appropriate timescales.
Bev Elder/Lynne Holden
31/12/2014
2. Deliver people management skills workshops for managers which will incorporate performance management tools
Bev Elder
30/03/2016*
3. Introduce a narrative based two box system (competence/behavio urs) for assessing individual performance within the appraisal process
Sandra Archbold
30/09/2015
Outcomes
Our performance management processes (1:1’s/appraisals) are consistently and fairly applied across the organisation.
Under-performance is managed more effectively across the organisation and productivity is increased.
Continuous personal and professional development
4. Procure a re-focussed 360’ appraisal tool in collaboration with NCC to make best use of existing ICT
Bev Elder
31/12/2014
5. Benchmark with other organisations to identify best practice for 1:1’s
Sandra Archbold
30/09/2015
1. Promote the individual and organisational benefits of continuous personal and professional development to all staff.
Sandra Archbold
30/06/2015
2. Increase promotion and provision of ‘on the job’ learning as a means of supporting career development
Sandra Archbold
30/06/2015
3. Increase promotion of the capability of the ‘My Learning Space’ within LMS
Sandra Archbold
30/06/2015
4. Increase number of elearning courses
Sandra Archbold
30/09/2015
People are engaged and enabled to identify and meet their own and others learning and development needs.
available through LMS 5. Develop a conference and event feedback page on our staff intranet to share the learning experience with other colleagues
Coaching and mentoring culture
Daniel McGuinness
31/12/2014
6. Benchmark with other Sandra Archbold organisations to identify best practice for effective work shadowing/experience in other parts of the organisation.
31/03/2015
7. Develop a more rigorous approach to enforce attendance of mandatory training.
Sandra Archbold
31/03/2015
1. Launch ‘Coaching Resources’ site and ‘Discussion forum’ on Intranet.
Sheelagh Walsh/Michelle Slater
30/09/2014
2. Implement coaching programme to meet the specific needs of our BME, LGBT and people with
Sheelagh Walsh/Michelle Slater
31/12/2014
We have a resource of confident, well trained, coaches and mentors who work effectively with others to develop skills and improve performance across the organisation
disabilities. 3. Assign all new managers with a mentor
Sheelagh Walsh/Michelle Slater
31/03/2015
4. Develop tools to Sheelagh Walsh/Michelle Slater enable coaches / mentors to measure the impact of coaching / mentoring before and after the activity
31/12/2014
Sheelagh Walsh/Michelle 5. Introduce coaching and mentoring support Slater package for staff who have returned from or are about to go on parental leave.
31/12/2014
Sheelagh Walsh/Michelle 6. Consider merits of Slater implementing shared coaching arrangement with external partners e.g Gentoo & ISOS, Probation Services and other private and public organisations.
31/03/2015
Celebrate success
1. Include ‘good news’ stories/job well done as standard item on team meeting agendas
Daniel McGuinness
31/12/2014
2. Re-launch staff awards.
Daniel McGuinness
30/06/2015
3. Evaluate our existing mechanisms for recognising success/high performance and identify additional opportunities for doing so
Bev Elder/Sandra Archbold/Daniel McGuinness
31/12/2014
A working environment where the contribution and success of others is valued.
A recognition culture that motivates people to improve their own and the overall performance of our organisation
Priority 3- Healthy, Engaging and Inclusive To achieve our organisational objectives and maximise our performance we recognise the importance of maintaining and improving the physical, mental and emotional wellbeing of our employees. We are committed to encouraging an inclusive environment and a happy, healthy workforce. We believe that well-being encompasses a positive and healthy experience for people who work at our organisation. Its scope is wide and takes in health and safety, mental and physical health of our staff and the provision of a professional and high-quality working environment where people feel valued. All this is underpinned by a continuing commitment to the principles of equality and diversity. We firmly believe that successful workplace well-being will include improved engagement and commitment from individuals, reduce risks to occupational health and safety, result in higher levels of staff satisfaction and reduce levels of absenteeism.’We also believe that the way our people feel about our place of work will materially affect the performance of our organisation and ultimately the service that our customers receive.
Our vision for 2016: Our people will be healthy and be fully supported to enhance and improve their mental and physical wellbeing. Our people will feel that they have a voice, and that they are able to communicate, consult and influence decision making as well as confidently raise concerns and to challenge.
Our commitments: − − − − −
Health and Wellbeing Managing absence Better at communicating Employee voice Embracing diversity
Healthy, Engaging and Inclusive Commitment s Health & wellbeing
Key activities 2014-16
Responsible Officer
Date for completion
1. Deliver a health and Sandra Archbold wellbeing programme closely aligned with the key targets for reducing organisational absence and improving physical and mental wellbeing.
31/12/2014
2. Develop our wellbeing Daniel McGuinness intranet site to provide more information for those people who want to improve their health & wellbeing (e.g lower cholesterol/ back exercises)
31/12/2014
3. Continually review the role and responsibility of the current health and wellbeing group to ensure it is aligned to needs of the business.
Sandra Archbold
Outcomes
Relationships between managers and staff are strengthened and problems are resolved quickly and appropriately reducing the need to evoke formal procedures.
31/12/2014
Our people are well supported within the workplace to help prevent physical and mental illness including stress, anxiety and depression.
4. Increase promotion of the full range of staff benefits including Employee Assistance programme
Bev Elder/Lynne Holden
5. Refresh the dignity at Bev Elder/Ruth Wilkinson work policy. This will include implementation of contact support colleague network with remit to support colleagues who are experiencing issues relating to bullying and harassment.
Managing absence
31/12/2014
30/09/2014 Our staff are engaged, motivated and high performing.
6. Increase the number of mental health first aiders to provide one to one support to staff who are experiencing mental health concerns.
Sandra Archbold/Bev Elder
31/12/2014
1. Implementation of absence management workshops
Lynne Holden
30/09/2014
2. Provision of absence management mobile surgeries
Bev Elder
31/03/2016*
3. Screen saver campaign on cost of sickness to the organisation
Daniel McGuinness
31/03/2015
4. Targeted poster campaign aimed at preventing key causes of sickness
Daniel McGuinness/Bev Elder
31/03/2015
5. Evaluation of our current return to work procedures with view to making it a more participatory process
Bev Elder
31/12/2014
6. Personalised and organisational communications to address key pinchpoints in absence, e.g school holidays, Monday & Fridays.
Bev Elder/Daniel McGuinness
31/12/2014
7. Increase the information available to managers through
Bev Elder
30/09/2014
We have an attendance culture where unessential absence is minimised and people clearly understand the impact that absence has on our organisation.
the MSS system so they can better identify sickness trends and patterns.
Better at communicating
1. Determine employee communication preferences so that we can tailor the way in which key messages are relayed throughout the organisation to better meet employee need.
Daniel McGuinness
31/12/2014
2. Pilot a ‘no email’ day to Daniel McGuinness encourage people to talk to each other.
30/09/2015
3. Produce ‘ a day in the life of’ documentary style video for each team to increase understanding of the many varied roles across YHN
Daniel McGuinness
31/03/2016*
4. Evaluate and where necessary improve existing communication
Daniel McGuinness
31/03/2015
Communications at YHN are effective, relevant, open and honest.
methods currently used to keep staff up to date with what is happening across the organisation 5. Introduce a monthly ‘key messages’ roundup to be shared by all managers in team meeting discussions.
Employee voice
Daniel McGuinness
31/03/2015
1. Undertake a Daniel McGuinness/Sandra benchmarking Archbold/Bev Elder exercise to explore alternative employee engagement techniques used in other organisations e.g use of social media/’my conversation- NCC’
31/12/2014
Daniel McGuinness/Sandra Archbold/Bev Elder
31/03/2015
2. Introduce regular ‘temperature checks’ for our staff to understand how they are feeling at regular points through the year.
We are given opportunities to express our opinions, feel confident in doing so and our opinions are valued by others.
Embracing diversity*
3. Evaluate effectiveness of Viewpoint as a means of offering staff the opportunity of communicating with our Chief Executive
Daniel McGuinness
31/12/2014
1. Continue to provide resources to support the development and continuation of staff network groups (BME, LGBT and Disabled Staff)
Louise Horsefield
31/03/2016*
2. Incorporate new Equality and Diversity category into the relaunched staff awards
Daniel McGuinness
3. Evaluate our current Equality and Diversity training provision and develop a new E&D training plan for all staff and board members.
Sandra Archbold/Michelle Slater
We will all have a broader understanding of E&D issues.
4. Review & revamp E&D Daniel McGuinness sharepoint site including best practice
31/03/2015
30/09/2015
31/12/2014
We have a thermometer for our E&D priorities and projects to see whether what we are doing and planning is suitable.
and external E&D blogs. * links with Equality And Diversity Project plan
*a date of 31/03/2016 indicates an on-going action already underway.
We are able to easily recognise any areas of inequality within our workplace and take swift and appropriate action to remedy them.