Project Initiation Document (PID)
PEOPLE FIRST
DATE:
May 2016
VERSION:
1.1
AUTHOR:
Mariam Amos
0
TABLE OF CONTENTS
DOCUMENT CONTROL ……………………………………………………..
3
1.0
INTRODUCTION ………………………………………………………………
4
2.0
BACKGROUND & CONTEXT ………………………………………………
5
3.0
PURPOSE ……………………………………………………………………..
6
3.1
Introduction
6
3.2
Vision & Objectives
7
3.3
Scope
7
4.0
5.0
6.0
7.0
ROLES & RESPONSIBILITIES ………………………………………………
8
4.1
Introduction
8
4.2
Roles & Responsibilities
9
THEMES …………………………………………………………………………
10
5.1
Introduction
10
5.2
Valuing Our People
10
5.3
Transforming Our Organisation
11
5.4
Developing Our People
11
ACTIONS & KEY ACTIVITIES ………………………………………………..
12
6.1
Introduction
12
6.2
Draft Action Plan
12
6.3
People First Mind Map
19
LINKS TO OTHER STRATEGIES & DOCUMENTS………………………
20
1
8.0
9.0
RISK & OPPORTUNITY MANAGEMENT…………………………………...
21
8.1
Analysis & Management
21
8.2
Programme Risks & Opportunities
21
APPENDICES
23
A
23
Draft Employee Engagement and Communications Strategy
2
DOCUMENT CONTROL
Document Distribution
Version
Author
1.0
DE
1.1
MA
Distributed to
Mariam Amos
Date of Distribution
28 April 2016
Revision History
Version
Author
Reason for Revision
1.0
DE
Initial draft
1.1
MA
Additional information added
Date
28 April 2016
6 May 2016
3
1. INTRODUCTION
1.1
Mansfield District Council (MDC) is committed to continuous improvement
and the delivery of better outcomes for its residents; businesses; service
users; partners; employees; and members. To achieve this council
recognises the critical role that a motivated, skilled and capable workforce
plays in every aspect of service delivery
1.2
The purpose of this document is as follows:






To set out the vision and objectives of the People First programme
To summarise the background contextual issues driving the
programme
To clarify governance arrangements and the roles and
responsibilities of key individuals and groups involved in the
coordination of the programme
To confirm details of the themes that underpin the programme
To provide details of the actions and key activities that will
To identify the risks and opportunities and how they will be
managed
4
2. BACKGROUND & CONTEXT
2.1
The People First programme is about looking forward to the future. Whilst
it is impossible to accurately predict what the requirements of the
workforce for the council is going to be over the next few years, it is
important to take into account a range of issues that will influence future
needs. These are identified below under very broad headings:
National Factors
Local Factors
Financial pressures/need for improved
efficiencies/need to be accountable for
public expenditure
Business transformation and process
improvements, including improvements in
efficiencies and organisational restructure
Shared services and partnership working
Priorities identified in Corporate Plan
Financial Strategies
Development of local service plans
Competitive labour market
Customer expectations identified through
consultation and surveys
Image of the public sector as an employer
Employing a workforce that reflects the
local community
Advancement in technology
government agenda
Managing an ageing Workforce
and
E-
Government Strategy and Policy
Social responsibility to
number of unemployed
decrease
the
As a major employer in the district, explore
ways in which we can improve the
employability of our residents.
Ageing population
Potential new employment legislation and
new legal requirements.
2.2 To address these challenges the Council is undergoing a process of change,
implemented though the Change for the Future Work Programme. This will
ensure that the Council is “fit for the future” with a sound financial base and a
skilled, adaptable and flexible workforce to deliver the Council’s priorities.
5
3. PURPOSE
3.1 Introduction
3.1.1
The People First programme acknowledges the critical role that a
motivated, skilled and capable workforce plays in every aspect of service
delivery and continuous improvement and sets out an action plan for the
key activities and actions over the next three years which will support and
drive the development and effective leadership of our employees.
3.1.2
The approach to delivering the People First programme is set out within
the People Strategy. The People Strategy supports the achievement of the
corporate priorities outlined within the council’s Corporate Plan. An
effective People Strategy enables the council to plan for the future with a
clear focus on improving services through partnership. The People
Strategy, and associated Workforce Development Plan (WDP), is an
integral part of the council’s performance management framework. It
provides the link between valuing and developing people, with improving
and developing services and enabling leadership. The People Strategy
provides a framework, along with the WDP to ensure that we deploy the
right number of trained and motivated people to deliver high quality
services within the community.
3.1.3
For employees, the strategy clearly demonstrates that the council is
committed to its employees and their ongoing development. As an
employee, it links personal development to the development of their role
and service and ensures that individuals directly contribute to the
achievement of the objectives within the People Strategy. These are
directly linked to the Corporate Plan ensuring employee contribution will
enable the council to achieve its objectives.
3.1.4
Central to the People Strategy is an action plan that includes milestones
with measurable targets. As they will directly impact on the objectives set
down in the Corporate Plan for the council, its contribution will be
assessed on a regular basis by CLT and the Change for the Future
Programme Coordinating Group. Review will also be embedded within the
performance management framework via service plans and the employee
Personal Development Review (PDR) process.
3.1.5
This strategy, along with the WDP, provides an assessment of the current
position of the council and a vision of where we would like to be over the
next three years. It provides a framework to identify capacity within the
workforce against future needs by identifying actions to be taken to bridge
any gaps. This will then have further benefits in terms of costs, efficiencies
and performance.
6
3.1.6
It enables resources to be invested in key priority areas that will provide
direction for elected members, managers, employees and Trade Unions. It
will also shape the services provided by Human Resources and other
teams that provide corporate support to the council, and therefore
influence how those services may be delivered.
3.2 Vision & Objectives
3.2.1
Recognising and acting upon the need to change and adapt has been a
long standing feature of the council’s approach to leadership and forward
planning and we will continue to group our people objectives under the
following broad themes of:



3.2.2
Valuing our People
Developing Our People
Transforming our Organisation
All the themes are linked and should not be viewed in isolation. As a
result, progress in one area will have an impact on other themes. The
three themes are underpinned by effective communication; supporting the
principles of effective local leadership; valuing service users and the
community; and equality and diversity.
3.3 Scope
3.3.1
The scope of the People First Programme of work is as follows:




3.3.2
Supports the delivery of the Transformational Review Programme
Supports the delivery of the Journey to Self-Sufficiency work
programme.
The People First Programme will involve all employees of the Council
at an organisational, team and individual level.
Supports the delivery of the Corporate Plan and priorities.
The actual delivery of the corporate Plan and Priorities are outside the
scope of the People First Project and are managed and monitored through
existing governance structures.
7
4. ROLES & RESPONSIBILITIES
4.1 Introduction
The Governance structure responsible for the delivery, management and coordination of the People First Programme is shown blow and links to the
governance structure for the Change for Future Programme.
Relevant Executive Decision Making
Body
Select
Commission 3
Consultee
JCC
Executive Steering
Group
Change for the Future
Programme Co-ordinating Group
Trade Union
consultation and
engagement
People First
Coordination Group
Valuing our
People Project
Team
Developing our
People Project
Team
Project Team
Transforming our
organisation
Project Team
8
4.2 Roles & Responsibilities
4.2.1 The People First Programme sits under the Change for the Future Programme
of work Governance structure. Specific roles and responsibilities are outlined
below:
Project Sponsor:
Bev Smith, Chief Executive Officer. The CEO chairs the Change for the
Future Executive Steering Group which oversees the delivery of the People
First Strategy.
Project Manager:
Mariam Amos, HR and OD Manager. The HR and OD Manager is a member
of the Change for the Future Executive Steering Group.
The project manager will be responsible for the day to day management of the
project and of sub-groups that contribute to the delivery of the People First
Programme. Progress will be monitored through the People First CoOrdination Group.
The Project Manager will report back to Executive Steering Group which is
scheduled to meet monthly.
Trade Union Representatives
It is anticipated that Trade Union representatives will be actively involved in
the project sub-groups to deliver the People First Programme.
Joint Consultative Committee (JCC)
The Joint Consultative Committee will receive a quarterly update.
Change for the Future Co-Ordinating Group
The group will monitor all aspect of the Change for the Future work
Programme including the People First Programme.
9
5. THEMES
5.1 Introduction
5.1.1
The ‘People Objectives’ have been grouped under three broad themes.
These are as follows:



Valuing our People
Transforming our Organisation
Developing our People
5.1.2
It is important to understand that all the themes are interlinked and cannot
be viewed in isolation. As a result, progress in one area will have an
impact on other themes.
5.1.3
The three themes are underpinned by effective communication; supporting
the principles of effective local leadership; valuing the service users and
the community; and equality and diversity. More detail about each theme
is provided below in 5.2, 5.3 and 5.4.
5.2 Valuing Our People
5.2.1
The council aims to be good employer by providing a balanced approach
to employment by:









Recruiting and retaining excellent people
Recognising and developing our existing talent pool
Ensuring our people are best placed to take advantage of the
career progression opportunities that arise
Ensuring equality and diversity is reflected in service provision and
employment practices
Fair and equitable treatment of employees in pay, grading and
reward structures
Developing and maintaining a range of flexible working options
Motivating employees and valuing their contribution to
organisational objectives
Ensuring we fulfil our duty of care to our employees, including
actively promoting Health and Well Being and Attendance
strategies
Employing a workforce that reflects the diversity of the local
population
10
5.3 Transforming Our Organisation
5.3.1
The council aims to create a framework that provides clarity and structure
whilst promoting flexibility and empowers employees at all levels to
achieve their potential within a constantly changing environment by:









Effectively engaging and listening to our employees
Ensuring performance management is embedded throughout the
organisations.
Developing a more commercial approach to delivering our services.
Ensuring our customers are at the heart of what we do.
Developing and delivering the Shared Service Agenda, exploring
different methods of service delivery and other council specific
initiatives to make services more efficient, resilient and customer
focused.
Addressing issues that inhibit or prevent flexibility and accountability
Inviting and welcoming challenge, because we recognise that
through challenge organisations improve
Empowering employees at all levels to make informed choices that
ensure the delivery of effective and sustainable services.
Working in partnership with employees, their Trade Unions and
representatives, other organisations and the communities to ensure
services are robust, resilient and sustainable; meet the needs of the
local communities and are valued by service users
5.4 Developing Our People
5.4.1
In Developing Our People the council aims to develop its employees to
deliver excellent, effective and sustainable services by:









Enabling regular discussions on performance and development with
employees.
Working with employees to enable them to identify the need for,
and to source, appropriate development opportunities.
Ensure evaluation of learning and development considers cost
benefit analysis and return on investment
Provide a range of learning opportunities for employees
Develop, embed and maintain a leadership and management
competency framework to inform both our recruitment, selection
and development activity
Provide opportunities for all employees to enhance key skills
Develop opportunities for cross service and partnership working
Ensure effective leadership and management programmes are in
place for managers and elected members
Ensure employees are developed in line with key competencies and
skills to ensure we can effectively meet customer needs
11
6. ACTIONS & KEY ACTIVITIES
6.1 Introduction:
6.1.1
An outline action plan has been drafted and included below. This plan will
be developed with the involvement of managers, employees and the trade
unions.
PEOPLE FIRST DRAFT ACTION PLAN – MAY 2016
VALUE OUR PEOPLE
ACTION
OWNER
INTENDED
OUTCOME
COMPLETION
DATE
UPDATE
Recruitment & Selection
Revise R&S Strategy
MA/JW
More
inclusive
policies
facilitates
recruitment of Young
People.
Test
Capability.
Work on review
commenced.
has
October 2016
Integrate with
Council Initiative
Notts
March 2017
JW
Update JDs and
specs in line with
revised CF.
Can commence when
CF in place
Dec 2016
onwards
Use of testing in recruitment and
selection
JW
Looking to the future
not just immediate
requirements,
looking at capability
Review Commenced
Jan 2017
Advertising Review
JW
Best
use
of
resources to attract
applicants via print,
on-line social media
placement
MA
To attract and retain
a diverse workforce
Use of CF in recruitment
TimeWise – Flexible
Project
October 2016
Nottinghamshire Project
March 2017
Working
12
Reward and Recognition
New Corporate Reward
Recognition Scheme
DE
Recognise team and
individual
efforts
against values
Scheme launched in
March
2016
needs
updating against revised
values.
June 2016
BS
Reintroduce payment
of professional fees
to recognise value
brought to Council
Delegated Decision to
be taken May 2016
May 2016
JC/MA
3
year
review
following
JE
implementation
in
June 2013
MS
Raise performance
and promote good
practice
MS
Raise performance
and promote good
practice.
MA/KB
To
become
an
employer of Choice
MA/CE
Contract Renewal
Sep 2016
MA/CE
Contract Renewal
Nov 2016
and
Professional Fee Subscriptions
Pay and Grading Arrangements –
internal review
March 2017
Workplace Health and Benefits
Nottinghamshire
Workplace Health Award
- Silver
Nottinghamshire
Workplace Health Award
- Gold
Review of Workplace Health
Benefits – Programme of work
and promotion
Assessment submission
currently being complied
June 2016
June 2017
Entered into framework
agreement with P&MM
Dec 2015. Launched
discounts for employees
.Cycle to Work scheme
launch 9 May 2016
Dec 2016
Occupational Health
Employee
Programme
Assistance
13
Reduce costs of
absence. Target 9
FTE days or less.
JW/SA
Demonstrates
commitment
and
good E&D practice
JW/SA
To make it a useful
and
meaningful
report on
make
informed decision for
the WDP
HR
Advisers
now
assigned as champions
to research best practice
in employment.
Jan 2017
MA/HR
Advisers
Policies are updated
to reflect changes
arising from People
First Programme and
rolling
updates
/
Legislative changes
Work has commenced.
Professional Fees Policy
reintroduced.
March 2017
CE
Streamline Policy to
reduce
content.
Consistent
application. Improve
case handling times
Draft
circulated
to
Reduce triggers and
includes Application of
Policy
in
Disability
related cases
Aug 2016
Reduce Employee Absence
Annual Programme to
reduce absence.
March 2017
CE
Equality Workforce Profile
Self- Assess as “Achieving” level
of the Equality framework for
local Government
Review the Workforce Profile
Report
Oct 2016
HR Policies and Procedures
HR Polices to be reviewed and
updated
Attendance Management Policy
review
DEVELOP OUR PEOPLE
ACTION
OWNER
INTENDED
OUTCOME
MILESTONES
COMPLETION
DATE
Learning & Development Strategy
Develop a strategy to include all
strands of L&D activity into a
cohesive whole
LP
Clear statement and
programme of intent
to
develop
leadership capacity.
Dec 2016
Leadership & Development
BS/LP
CLT
Assessment
Development
and
Identify Gaps and
exploit strengths of
team.
To
meet
future
challenges.
Programme Dates to
First day held 29 April
2016
March 2017
14
be arranged.
ELT
BS/LP
Cross
Council
Working,
Develop
leadership capacity.
Dates for Programme
2016/17 published
March 2017
BS/LP
Cross
Council
Working,
Develop
leadership capacity
Dates for Programme
2016/17 published
March 2017
MA/LP
More
focused
Development
against
CF
Framework
Draft Completed. CLT
Agreed in principle.
June 2016
ALT/ Talent Team
Review CF and integrate into
Development Programme
Leadership
Programme
to
include, CLT/ELT/ALT, ILM,
Strategic Leadership and DCN
Programme and 21st Century
Public Servant etc.
Soft launch at ELT/ALT
May 2016.
Oct 2016
MA/LP
Clear statement and
programme of intent
to
develop
leadership capacity.
LP
Review and Assess
Gaps
Interviews
and
information
to
be
gathered Jun/Jul 2016
Sep 2016
LP
Identify
potential
employees suitable
and where there are
skills shortages to
look to grow our own
Follows collation
information
of
Oct 2016
EO/LP
2016/17
Programme.
Prepare
for
introduction
of
Apprentice Ley in
2017.
2015/16
Apprentices
still in place looking for
further programme in
this financial year.
Ongoing
MP
Maintain
Member
Charter
Status.
Active Programme
for members as
leaders
in
our
community
Programme in place
Ongoing
MA/LP
More
approach
induction.
Review commenced.
Oct 2016
Workforce Development
Update
Workforce
Development Plan
Succession Planning
Pathways to Work - Internal
Member Development
Induction
Manager Induction
targeted
to
Blended
15
approach
Employee
and
Induction Checklists
MA/JW
Easier navigation of
pre/early
employment
induction
requirements
MP
Manage
expectations
Standards
election
Manager
Member Induction Programme
Review Commenced
Oct 2016o
Review commenced
Aug 2016
and
on
Coaching and Mentoring
LP
Reinvigorate
programme
promote
workforce
Review current Coaching and
Mentoring Arrangements and
capacity
and
within
Embed Coaching at MDC
LP/Managers
Link to induction and
Development
Programmes/ L&D
Strategy
Integrate Timeline therapy and
NLP into Coaching practice
LP
CPD for coaches
and an alternative
approach to extend
our offer.
Dec 2016
TRANSFORM OUR ORGANISATION
ACTION
OWNER
INTENDED
OUTCOME
MILESTONES
COMPLETION
DATE
Performance Framework
Corporate Vision, Priorities and
Values
Change for the Future Work
Programme
BS
Develop new values
involving staff
Presented
at
roadshows, ELT and
ALT launch May 2016
BS
Service
Review
programme
with
emphasis on staff
involvement
Project presented to
Cabinet and SC3 May
2016
MA/LP
Develop a framework
that reflect drive for
culture change
Agreed to refine Civil
Service framework for
use in LG setting
July 2016
Competency Framework Review
Implement
a
new
Competency Framework
June 2016
16
Integrate
CF
into
Recruitment and Selection
MA/JW
Update JDs and
specs in line with
revised CF.
As detailed above.
Oct 2016
LP
Focused devt against
CF Framework
Review
commenced.
Planning Day May 2016
Dec 2016
LP
Focused devt against
CF Framework
Review
commenced.
Planning Day May 2016
Dec 2016
Initial plans discussed at
CLT. Soft launch ELT
and ALT May 2016
March 2017
Clarity on Channels
and expectations
Draft completed
Oct 2016
Update
and
reinvigorate comms
with
employees
particularly front line.
Request submitted
Aug 2016
Integrate CF into PDR
Integrate CF into 360 Feedback
LP/HS
Promote and Embed
Engagement & Communication
HS
Develop and
Strategy
Internal
Comms
HS
ICT
and
Extend use of social media
HS
As part of Strategy
consider
different
methods and needs
of different parts of
the workforce.
MA
IiP
demonstrates
our commitment to
excellent
people
practices
Engage front line employees
Oct 2016
Investors in People (IiP)
Reaccreditation of IiP
Project Plan in place to
meet
reaccreditation
timetable.
June 2016
Iip survey out for
completion May 2016.
E-HR – Self-service; Recruitment
MyView and Web
employee self service
View
–
MA/KA
Remove requirement
for paper payslips,
reducing
costs.
Employee
can
change
own
personal details
Rollout
completed.
Cease paper payslips
June 2016
June 2016
17
E-Recruitment
MA/KH
On-line portal for
applications
and
candidate
processing. Reduce
paper costs, call
centre time improve
candidate
experience.
Test site completed.
Application form built.
May 2016
MA/KB
Paperless
processing
Awaiting
from NGA
installation
Feb 2017
Overtime
MA/KB
Paperless
processing
Awaiting
from NGA
installation
Feb 2017
Absence
MA
Update due 2016
Awaiting
from NGA
installation
Feb 2017
Expenses Module
E-HR – Electronic PDR; Learning Together
LP/DE
Evaluate use and
functionality. Look to
extend.
Dec 2016
LP
To move away from
paper-based to online
PDR
using
revised CF.
Dec 2016
LP/IG
Following review of
CF to update 360.
Dec 2016
Learning Together Review
Electronic PDR
360 Feedback on-line evaluation
18
19
7. LINKS TO OTHER STRATEGIES & DOCUMENTS
7.1 Introduction
7.1.1
There are a wide range of strategies and documents that influence and are
influenced by the People First programme summarised below:
Vision, Corporate Plan and Priorities
Implementation of the People First Programme supports the delivery of the
Corporate Plan and Priorities
Corporate Values
People are our most important asset. We can only achieve excellence if we
work as one team to deliver common goals to a set of principles that we all buy
into – our corporate values:





Excellence
Integrity
Teamwork
Empower and Involve
Passion and Pride
Workforce Development Plan
The People First programme and the People Strategy sit alongside the
Workforce Development Plan and represent the framework for developing
employees. The Workforce Development Plan involves longer term planning of
capacity required to deliver services and for our workforce to reflect the
community we serve.
Change for the Future Programme
The People First Strategy is a key strand of the Change for the Future
Programme and integral to its success.
ADC /MDC People Strategy
The People First work stream supports the shared People Strategy with a
partner organisation, Ashfield District Council. This is a high level document
that supports common people related themes. The action plan arising is
distinct and separate to meet the needs of Mansfield District Council.
HR, Learning & Development, Transformation & Employee Communications
Various people related policies, processes and procedures will be affected as
the People First strategy is implemented. A draft Communication strategy is
available at Appendix A.
20
8. RISK & OPPORTUNITY MANAGEMENT
8.1 Analysis & Management
8.1.1
The management of risk is one of the most important elements of programme
management. It is a key role and responsibility for the Project Manager,
Strategic Project Sponsor and the Change for the Future Programme
Coordinating Group. Risk analysis will be required for the various strands of
the People First Programme. Risk analysis covers the following:



8.1.2
The Project Manager is responsible for ensuring that risks are identified,
recorded and regularly reviewed. Risks will be identified to the Change for the
Future Programme Coordinating Group which has four main responsibilities:




8.1.3
Risk identification, those which could have the largest impact
Risk estimation which investigates how important each risk is, based
upon likelihood and impact
Risk evaluation which decides whether the level of risk is acceptable,
and if not what actions need to be taken
Informing the Project Manager and Directors of any potential exposure
to external risks such as changes in organisational policy or major
changes in the programme scope
Managing and monitoring risks for the programme as a whole
Making decisions based on the recommendations of Project Manager
and Director regarding risks that have been escalated to the
Programme Coordinating Group
Making informed decisions based on the impact of taking mitigating
action to counteract a risk
In managing risk, the Project Manager, Strategic Lead and the Programme
Coordinating Group are required to focus on four key areas:




Planning mitigating actions to counteract a risk
Resourcing mitigating actions to counteract a risk
Monitoring mitigating actions and their impact upon the risk
Ensuring that mitigating actions are carefully controlled
8.2 Programme Risks & Opportunities
8.2.1
People First is an opportunity for the Council to revisit how we work together,
engaging and involving our employees to create a positive , productive and
rewarding workplace.
21
8.2.2
There is an appetite to change our approach to leading, managing and
developing the workforce to enable us to meet the challenges ahead and
make us fit and well placed for the future. Employees are key to drive forward
change and their involvement in service reviews and change programmes is
essential. The Trade Unions are integral to the successful delivery of the
programme.
8.3.3
The strategy will also look to embed a culture of continuous improvement and
innovation with an ambition to be more commercial and customer focused to
enable us to meet the financial challenges ahead.
22
PEOPLE FIRST STRATEGY – EMPLOYEE ENGAGEMENT & COMMUNICATION
Consistent Communication Standards
There are key standards and practices that will apply to all Council employees to ensure that
information is managed appropriately and that our colleagues have the right information at the right
time.
Required Communication Standards for all Employees






Actively support and participate in all communication processes and activity
Provide accurate and timely information
Provide information in the way that meets peoples’ needs
Support open, two-way dialogue within the Council
Evaluate the effectiveness of communication across the Council
Share good practice amongst peers and colleagues
Communication Processes
There are a range of communication processes available to managers and employees that ensure
information sharing and an effective two-way dialogue between colleagues (see Appendix 1).
The processes that all services must observe are outlined below.
Communication Processes
Corporate
Description
Processes
Corporate
Leadership
Meetings
Minimum
Frequency
Scheduled Meetings held between the CEO &
Directors to discuss key issues and updates and
plan for Meetings with Elected Members
Weekly/Fortnightly
Scheduled Meetings held between the Directors
and Service Managers to discuss key issues
and updates
Monthly
Team Meetings
Scheduled Meetings held between the Service
Manager/Team Leaders/Team Co-ordinators
and Employees to discuss operational issues
and updates
Monthly
One-to-Ones
Scheduled and ad hoc Meetings held between a
Line Manager and Employee to allocate work,
monitor progress, discuss issues relating to
performance and support needs.
Monthly/Six-weekly
Employee
Performance
Reviews
Scheduled and Meetings held between a Line
Manager and Employee to discuss work
progress, issues relating to performance and
development and support needs
Annually – with sixmonthly progress Meeting
in 1:2:1.
Team
Management Team
Meetings
(DMT’s)
23
People First Strategy – Employee Engagement
Appendix 1: Employee Engagement Schedule
Mandatory Process √ Standard communication route √ * Standard communication route for remote staff
Corporate
1. Communicate updates on
key strategic and
operational issues.
2. Monitor implementation of
appropriate plans and
actions
3. Provide a forum for a twoway dialogues and support
between colleagues
1. Communicate updates on
key service issues
2. Monitor implementation of
appropriate plans and
actions
3. Provide a forum for a twoway dialogue and support
between colleagues
1. To allocate work and
monitor progress
2. Discuss issues relating to
performance
3. Provide a forum for support
and discussion between
Line Manager and direct
report
 Executive and
Corporate
Management Teams
 Corporate Housing
and Operational
Services Directorate
Management Team
 Social Policy
Management Team
 HR Services Team
Meeting
 Corporate, Housing
and Operational
Monthly
Management
Structure (Senior
Officers and
Managers)
√
Monthly
Services Areas and
teams
√
Monthly – Six
Weekly
Individual
Employees
√
Management
Team Meetings
(process)
Team Meetings
(process)
One-to-Ones for
all Line
Managers/
Supervisors
Face to
Faceface
Processes
Communication Route
Written
Employee Level
Targeted
Internet
Minimum
Frequency
Email
Examples
Telephone
Purpose
√*
24
People First Strategy – Employee Engagement
Corporate
Communication Route
1. Formal review of work
performance and progress
on work plans
2. Review of targeted
development and
performance outcomes
3. Discussion on support
requirements
1. Structured cascade of
information relating to key
Council and/or service
decisions affecting
employees and service
provision
1. Communicate updates and
key messages
2. Share information and
documents
3. Provide confidential and/or
sensitive information to a
select audience
1. Access to online services
and information
2. Communication of plans,
policies and events
 PDRs
 Appraisal
 CPD
Annual – with
six-monthly
progress
meeting at 1:2:1
Individual employee
√
 Delivering Better
Outcomes Briefings
 Management Plan
Briefing
 Manager Briefings
As required
Services
√
 eNewsletters
As required
Depend on nature
of content – all
employees or
individual employee
 Council websites
 Intranet
As required
All employees with
access to
internet/intranet
1. Communicate key
information to a wide range
of people
2. An alternative source and
format to provide info.
 Insider/In the Know
 Insider
Updates/Message of
the Day
According to
agreed predetermined
cycles
All employees
Employee
Performance
Reviews
(process)
Workplace
briefings
Email
Online content
Employee
Newsletters
Face to Face
Processes
Written
Employee Level
Targeted
Internet
Minimum
Frequency
Email
Examples
Telephone
Purpose
√
√
√
and teams
√
√
√
√
√
25
People First Strategy – Employee Engagement
Corporate
1. Communicate key
information to a wide range
of people
 Leaflets
 Payslip
inserts/MyView
updates
 Posters
As required
All Employees
Employee
Surveys
1.
Improve understanding of
employees’ needs, in
relation to their
management and
development
Identify improvements for
appropriate
intervention/action
 Bi-Annual employee
survey (representative
sample)
 Workplace Health
Survey
Bi-Annual –
Annually
Individual employee
√
Improve understanding of
employees’ needs, in
relation to their
management and
development
Consult with
representative groups of
employees on particular
issues
 Policy Development
Focus Group
 PRPDP Review Focus
Groups
As required
Groups of
Employees
√
face
(process)
2.
Focus Groups
1.
2.
√
Written
Publications
Processes
Communication Route
Internet
Employee Level
Targeted
Email
Minimum
Frequency
Telephone
Examples
Face to
Face
Purpose
√
√
√
√
√
√
26
Appendix 2: Example of DMT Agenda and Action Note
DEPARTMENT MANAGEMENT TEAM MEETING
AGENDA
DATE:
VENUE:
1. Matters arising from previous Minutes
2. Update from Corporate Leadership Team Meeting (and Corporate Groups e.g
Equalities )
3. Service /Team Updates
4. Performance
5. Equalities/Health & Safety
6. Compliance
7. Recognition/ Celebrating Success
8. AOB
27
People First Strategy – Employee Engagement
Service Departmental/ Management Team Meeting
Action
Date
Present:
Apologies:
Item
Title
1.
Matters Arising
2.
Update from
Senior
Management
Team Meeting
(EMT, CMT, etc)
3.
Service/Team
Updates
4.
Performance
5.
Equalities /Health
and Safety
6.
Compliance
7.
Recognition/
Celebrating
Success
Action
Responsible
Officer
Completion Date
28