Priority area: Workforce Planning
Deliverable Actions Completion Date
1. Correct alignment of workforce size, skills base, and
behavioural competencies to future business models
1.1 Establish a Task and Finish Group to create an options appraisals for detailed organisational structures, which support future delivery models
1.2 Commission and deliver management training in workforce planning (see Workforce Development priority)
1.3 Develop the appropriate policy and commissioning frameworks to support the chosen model
1.4 Support line managers in running the change management initiatives and introducing new ways of working through training and guidance – establish a change management framework 1.5 Review and consideration of modernisation of terms and
conditions to meet new service delivery requirements
October 2014
Rolled out from September - December 2014
January 2015 January 2015
March 2015
2. An agile workforce, which is responsive to changing needs
2.1 Update HR data reporting and management information to guide local decision making e.g. workforce, equality, development needs, productivity and financial data
2.2 Re-design job descriptions to reflect new ways of working, including flexibility of approach and working methods 2.3 Establish trigger points to review and action requirements to
reflect legislative and regulatory changes as they emerge (e.g.
September 2014
As JDs come up for review
representative of and sensitive to the community which is serves
for action
3.2 Offer consistent and high quality development on equality, diversity and cultural sensitivity (see Workforce Development priority)
On-going
Priority area: Recruitment and Retention
Deliverable Actions Completion Date
1. Ensure future key talent is successfully recruited and retained in appropriate roles within the Council to deliver effective services to residents and that capacity is built across the future workforce to
implement new service delivery models
1.1 Identify a new and reduced critical core - define the key professional and business criticalskills to recruit and retain 1.2 Develop managers to select and retain key staff effectively,
including consistently implementing safe recruitment practice 1.3 Analyse market trends and apply market supplements where
there is a business case
1.4 Introduce electronic analysis of exit data for key roles 1.5 Review the recruitment process in terms of throughput for
equality groups and identify any issues
1.6 Review the job evaluation structure (considering the finances available for employee reward) to ensure that it is fit for purpose to support future workforce models and engender flexibility of reward and pay aligned to contribution
December 2014 March 2015 September 2014 September 2014 September 2014 March 2015 2. Establish inter-organisational collaboration to ensure that Merton’s residents are served
2.1 Establish a Task and finish Group to devise the terms of working collaboratively with partners and volunteers in a consistent manner
within the Council or through our partners
3. Make Merton an employer of choice through creating a positive brand image
3.1 Develop Merton’s brand image to make the borough an attractive place in which to work and live
3.2 Review and reduce recruitment and turnover costs and agency use by developing imaginative resourcing options
3.3 Develop career paths including in-house development to support optimum organisational design
March 2015
March 2015
December 2014
Priority area: Workforce and Organisational Development
Deliverable Actions Completion Date
2. Accurate mapping future workforce function, form, skills and behaviours to alternative business delivery models
2.1 Provide management development specifically on future
planning, commercial options appraisals, strategic and leadership capacity planning, accurate workforce planning and designing spans of control
March 2015
3. Ensure staff work in a modern, flexible way to improve productivity and efficiency and equip them with key future skills and behaviours to enable them to do so
3.1 Develop a Learning and Development Plan to address key development requirements
3.2 Embed the management behaviours across the organisation to support performance, through appraisals, assessment centres and leadership development
September 2014
3.4 Develop a change management methodology and package of support to help managers manage changes and their impact
December 2014 4. Provide first class customer
service to meet our residents’ needs, through new service channels where appropriate
4.1 Develop processes that help staff be self-disciplined, encouraged to deliver excellence and held accountable for outcomes, with reference to ‘Good to great’
4.2 Introduce customer service behaviours and development to support alternative delivery models
December 2014
December 2014 5. Best practice in safeguarding is
embedded in all relevant roles and activities
5.1 Include safeguarding in all relevant development offerings, including those for staff of partner organisations and volunteers 5.2 Ensure that all statutory CPD requirements are met through
appropriate development
Inclusion in L&D Plan – September 2014. Ongoing thereafter.
Inclusion in L&D Plan – September 2014. Ongoing thereafter.
Priority area: Morale, Health and Wellbeing
Deliverable Actions Completion Date
An improved understanding of the issues underpinning workforce wellbeing, and develop actions to optimise wellbeing, productivity, engagement and attendance.
1.1 Carry out a research project with Public Health on the root causes of sickness absence and consider its recommendations for implementation, including the option of using the London
Workplace Charter
1.2 Improve access to data and information for managers, using iTrent reporting to help them manage sickness better – embedding an attendance and performance culture
1.3 Provide flexible working arrangements that support employee
September 2014 to develop recommendations
training
1.4 Devise, communicate and put in place a support package for employees to help them effectively manage the impact of changes
December 2014
Improved morale and employee engagement
2.1 Update policies and procedures that reflect the requirement for new ways of working and service delivery
2.2 Ensure that managers provide appropriate supervision, direction and support through embedding the management behaviours and providing management development
2.3 Carry out a Staff Attitude Survey in Autumn 2014 and develop an engagement plan to follow
March 2015
December 2014