People Strategy 2023 to 2028 (Plain Text Version)

The strategy has four outcomes that we will work towards with clear goals, actions that link directly to our corporate plan and performance indicators, where appropriate, to measure our success.

Outcome 1

To be an Employer of Choice

Ensuring the council is a desirable place to work, attracting the best candidates for vacancies and retaining experienced and skilled employees.

We recognise the positive difference our people make to the everyday lives of West Lothian citizens and the importance of a workforce that puts the customer at the heart of everything they do. Recruiting and retaining people with the right attitude, skills and capabilities will remain a critical focus for us to deliver for the future.

We will attract and retain the right people by continuing to build our reputation as a great place to work with an inclusive culture that values diversity and wellbeing, supports and engages its people, and recognises employee contributions.

As the largest employer in West Lothian, we will also support the local employability agenda, addressing barriers to employment and building pathways to employment within the council for the local community.

Through our People Strategy we will:

• Develop and promote an engaging WLC Employer brand that reflects our values, with greater online presence
• Promote a positive employee benefits proposition
• Ensure user-friendly recruitment and on-boarding processes, maximising digital channels
• Support the youth into employment agenda through co-planning with employability services

We will measure success through:

Outcome 2

An empowered and effective workforce

Ensuring 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.

Transformation of the way we work will require changes in the skills of our people, greater workforce agility and a mindset of continuous improvement and development. Supporting people to develop and achieve their potential is also a key mechanism for talent attraction and retention.

Addressing digital and analytical skills gaps will remain a critical area of focus, as will implementing innovative approaches to learning and development and career progression across leaner structures.

Through the period of the strategy we will:

• Grow our own talent, supported by the use of succession planning and talent management tools
• Promote a coaching culture across the council and harness opportunities for mentoring
• Review the provision of learning and development to maximise the benefits of e-learning and ensure employees have core skills to innovate and embrace new ways of working
• Review workforce plans annually to identify and address critical skill gaps and future needs
• Foster a digitally proficient workforce through identifying skills gaps and providing appropriate digital training 
• Organise, plan, monitor and review health and safety systems and outcomes to ensure employees are practically supported in their delivery.

Performance will be monitored through:

Outcome 3

A safe, supportive and positive work culture

Embedding an inclusive and supportive workplace culture where people have confidence that their safety and wellbeing is a priority.

We remain committed to tackling inequalities and championing diversity, supported by policies, procedures and practices that are inclusive and fair. Workforce health, safety and wellbeing also remains a priority, ensuring a working environment that minimises risks to our people's physical and mental wellbeing, assists work-life balance and supports people to make positive health choices.

During the period of the strategy the council will focus on:

• Embedding a proactive and supportive approach to employee safety and wellbeing, including physical, mental and financial wellbeing, underpinned by a compassionate leadership approach
• Embed health and safety best practice into our mental health and well-being strategy
• Championing fair work practices and an inclusive workplace where all employees are able to participate fully in all aspects of work
• Ensuring effective employee voice and positive engagement with trade union colleagues
• Deliver our Equality Mainstreaming outcomes and regularly monitoring workforce demographics

Performance will be monitored through:

Outcome 4 

Provide effective leadership

Ensuring all employees are effectively supported and motivated to deliver high quality services.

Our leaders and managers will drive performance through employee engagement, setting out clear purpose and expectations for our workforce through line of sight to the corporate priorities, and effective performance management practices. Our leaders will ensure we build the skills, behaviours and mindset needed to achieve our outcomes, role model the standards expected, and empower our people to take forward change through a coaching approach and promotion of best practice change management principles.

Through our strategy we will:

• Implement a new approach to performance and development review, with regular conversations that empower employees to take ownership of their development, innovate and make appropriate decisions to achieve customer satisfaction
• Embed a competency and behavioural framework that supports performance and development discussions
• Deliver leadership development to support the delivery of corporate objectives
• Review the framework for employee engagement and recognition, ensuring we recognise and celebrate our successes.

Performance will be monitored in this objective through: