People Strategy 2023 to 2028 (Plain Text Version)
Strategy Overview
Strategy Outcome An employer of choice | Strategy Outcome An empowered and effective workforce | Strategy Outcome A safe, supportive and positive work culture | Strategy Outcome Effective Leadership | |
|---|---|---|---|---|
| Description | The council is a desirable place to work, attracting the best candidates for vacancies and retaining experienced and skilled employees. | Our employees have all the skills and knowledge they need to deliver high quality services, whilst providing them with sufficient autonomy to enhance customer outcomes. | We have embedded an inclusive and supportive workplace culture where people have confidence that their wellbeing is a priority. | All employees are effectively supported and motivated to deliver high quality services. |
| Challenge | The council must attract and retain talent in an increasingly competitive labour market facing a greater demand for flexible working practices, career development and organisational values aligned to personal values. | Transformation of the way we work will require changes in the skills of our people, a focus on addressing digital skill gaps and a consistent approach to customer service. A focus on learning and development and career progression across leaner structures will also be critical to attract and retain talent. | To attract talent and maximise workforce performance the council must address any barriers to work including equality related barriers and poor employee health. An increasing prevalence of mental health problems, seen at a local and national level, may impact on productivity. | To attract talent and maximise workforce performance the council must address any barriers to work including equality related barriers and poor employee health. An increasing prevalence of mental health problems, seen at a local and national level, may impact on productivity. |
| Opportunity | There are opportunities to develop a stronger employer brand, reach new candidate pools and promote the benefits of working for the council as well as improve the recruitment and on-boarding experience. | There are opportunities to for the council to 'grow its own' talent, digitally upskill the workforce and incorporate the council values into everything we do. | The council has an established framework for supporting employee well-being and a robust Equality and Diversity framework to identify and overcome barriers to work and council services. | High levels of employee engagement drive high performance. Leaders can build engagement by creating a clear line of sight to the corporate priorities, empowering people to deliver services that positively contribute to the community, supporting people to reach their full potential and recognising individual and team performance. |
| Action | Review our approach to the promotion of careers in the council and the candidate experience, while seeking to build employee pride and advocacy amongst the workforce. | Implement innovative approaches to talent management, incorporate the council values into development discussions and foster a digitally proficient workforce through digital training initiatives. | Deliver our Equality mainstreaming objectives and review the approach to supporting employee well-being with a focus on supporting mental well-being and embedding health and safety best practice. | Review the council's approach to performance and development reviews, implementing a framework that gives people ownership of their development, embeds the council values in the work they do, encourages and enables continuous improvement and recognises the work people do. |
| Measures | Candidate experience and employee engagement survey. | Employee engagement survey and digital maturity assessments. | Employee engagement survey and regular health, safety and wellbeing monitoring. | Employee engagement survey and service performance monitoring. |
