Issue - meetings

To consider a report of the Executive Director for Corporate and Support Services.

The report demonstrates the council’s unwavering commitment to transparency in workforce data and highlights its dedication to ensuring the best outcomes for our residents, workforce and the broader communities which the council proudly serves.

The Scrutiny Committee is recommended to:

(1)  Note the considerable progress in launching key initiatives within the One Team People Plan.

(2)  Formally acknowledge the hard work and ongoing commitment of the Human Resources (HR), Organisational Development (OD) and Health and Safety team.

(3)  Approve the strategic focus for the next twelve months as detailed within the report, which emphasises key areas crucial for driving future growth and success.

Officer contacts: Kathryn Rees on 0161 474 3174 or email kathryn.rees@stockport.gov.uk and Jennie Neill on 0161 474 4550 or email jennie.neill@stockport.gov.uk

The Executive Director for Corporate and Support Services submitted a report (copies of which had been circulated) demonstrating the council’s unwavering commitment to transparency in workforce data and highlighting its dedication to ensuring the best outcomes for our residents, workforce and the broader communities which the council proudly serves.

The Cabinet Member for Finance & Resources (Councillor Jilly Julian) attended the meeting to respond to councillor’s questions.

The following comments were made/ issues raised:

·         In terms of succession planning and organisational resilience, the council had emphasised progression from colleagues’ early careers onwards. Using tools such as ‘my conversation’, the council ensured its staff’s ambitions aligned with its planned objectives. Staff were offered training and development opportunities, including academic offers, along with shadowing, coaching and mentoring.

·         The apprenticeship levy was used to further the skills not just of newly appointed staff but those who had been with the council for many years.

·         The council was able to extract data to determine whether it had the resources to meet the developmental requirements of its staff, or whether it needed to outsource in some instances.

·         Members noted the success of the reverse mentoring programme which had led to an extension of the trial. 

·         Overall, about one third of sickness absences were related to mental health which was consistent with figures from other local authorities and other sectors.

·         In terms of absences related to mental health, there had been a focus on wellbeing and, in particular, creating a psychologically safe environment which allowed staff to talk about their mental health and wellbeing. This enabled staff to give genuine reasons for their absences and, in turn, allowed the council to provide relevant support.

·         Examples of employee health benefits included Mind, Body and Bank Account events and a therapy dog event on the piazza. 

·         Conversations were happening within the workplace about managing stress and reasonable adjustments. One example was that, following the community tensions experienced over the summer months, wellbeing check ins had taken place with hundreds of colleagues across the council.

·         Approximately 11 per cent of sickness absences were caused by coughs, colds and flu. The council undertook an annual vaccination programme, offering flu vaccines to staff at the town hall.

·         Members noted the positive culture within the council, for example senior executives met regularly with apprentices and female colleagues were well supported.

·         The next annual workforce report would include comparitors of staff turnover within social care with other local authorities and the private sector.

·         The work of the Equality and Diversity Networks was highlighted. That had helped to shape the development of the organisation and was driving the evolution of the network model. The council was keen to develop creative ways in which to engage with colleagues including the intersection of areas of interest for network groups.

RESOLVED – (1) That the considerable progress in launching key initiatives within the One Team People Plan be noted.

(2) That the hard work and ongoing commitment of the Human Resources (HR), Organisational Development (OD) and Health and Safety team Formally be formally acknowledged.

(3) That the Cabinet Member for Finance be recommended to approve the strategic focus for the next twelve months as detailed within the report, which emphasises key areas crucial for driving future growth and success.