Royal Borough of Kingston upon Thames
PEOPLE STRATEGY AND
WORKFORCE PLAN
Error!
The right number of people in the right places with the right skills to
deliver improved services, greater efficiency and better customer focus in
front line services”
Contents
Description
Introduction
Point No.
1.0
The People Strategy – Our Vision
2.0
Internal and External Issues/Challenges for RBK
3.0
Kingston’s Workforce
4.0
Current and Future Labour Market
5.0
Delivering the Plan
6.0
Progress to Date
7.0
Monitoring and Evaluation
Workforce Plan
8.0
Appendix 1
1.0 Introduction
RBK’s People Strategy sets out how the Royal Borough of Kingston will meet its
aims and objectives through people management. RBK’s Workforce Plan looks at
the organisation over the next three years and the challenges it faces in the medium
and long term to ensure, that there are the right people in place with the right skills.
Workforce planning therefore has a central role to play in delivering improved
services.
The Workforce Plan is closely aligned to our People Strategy, which identifies
the action we need to take to secure the workforce necessary to achieve the
organisation’s vision and objectives. From this, further work will be carried out within
departments. This will involve:
1.2



Identifying the current and future skills and numbers of employees needed to
deliver new improved services
1.2.2 Comparing present workforce and the desired future workforce to highlight
shortages, surpluses and skill gaps
1.2.3 Analysing the authority’s diversity profile at all levels as it fits with the future
local population’s diversity profile
1.2.1
The Workforce Plan begins by looking at the internal and external influences and
challenges upon the workforce at RBK. It is recognised that these are constantly
changing and that the organisation, and in turn this Plan, must adapt to such
changes. Below is a diagram which shows how the Workforce Plan aligns RBK’s
strategic aims with our People Strategy.
1.3
Strategic
Aims
People
Strategy
WORKFORCE
PLAN
Dept
Workforce
Plans
Team
Plans
2.0 RBK’s People Strategy – Our Vision
2.1 This strategy sets out a framework of the principles that underpin the RBK’s
management of its Human Resources. It is an overarching document that draws
together RBK’s Human Resources policies and procedures.
2.2 Our people are at the heart of our success as an organisation. RBK’s Excellent
Corporate Performance Assessment ratings and other assessments are a reflection
of the quality of our staff. In order to maintain this position and continue to improve
as an organisation, we need to ensure that we continue to build our capacity and
develop our role as an employer of choice.
2.3 We make considerable investment in our HR policies to enable our staff to
make the best possible contribution to meeting our organisational goals. This means
having policies, which recognise the changing world of work and enable us to
secure, develop, motivate and reward staff. We support the Investors in People
programme in order to make the Council work better by ensuring there are clear
objectives and that achievements are measured. The Council is committed to
regular two-way communication with our staff.
2.4 Human Resource’s strategic priorities are closely aligned with the organisation’s
key strategic aims. These are:

2.4.1

2.4.2

2.4.3

2.4.4

2.4.5

2.4.5
Working in Partnership – we will continue to work with partners in the local
community as part of carrying through our commitment to equal opportunities,
work and well being initiatives.
Caring for the Environment – we will continue with the implementation of
the green travel plan, and supporting departments which interface with health and
safety at work.
Putting People First – carrying through our commitment to practice equal
opportunities, in the way we provide services and in all our staffing practices
including commitment to make progress on the Local Government Equalities
Standard.
Encouraging Quality of Live – we will work to improve the health of our staff
by encouraging healthy lifestyles.
Education and Life Long Learning – active involvement with schools to
promote best practice employment arrangements. We will promote training and
development opportunities for all staff.
Delivering Improvement – we will continue to value our staff as our most
important resource in achieving the Council’s objectives by maintaining and
improving the Council’s Human Resources policy and practice framework.
2.5 Our strategic priorities are influenced by changes and developments within Local
Government generally, the labour market and legislation, together with meeting local
challenges. The HR service has the over-arching aim to lead as:
Agents of Cultural Change
Custodians of Corporate Health
2.6 HR needs to ensure that we maintain a proactive and innovative contribution to
the achievement of the organisations’ key strategic aims. We do this through the
policies and processes, which we produce and implement, particularly in relation to:

2.6.1 Building Organisational Capacity – To ensure RBK has the right
people with the right skills at the right time to deliver its policy programme
and improvement agenda

2.6.2 Employer of Choice – To have the best HR policies and effective
procedures including two way communication processes, to enhance and
maintain our employment position

2.6.3 Pay and Rewards – To have a modernised pay and rewards strategy
which enables us to assess the relative worth of jobs with the flexibility to
recognise individual contribution and market factors within an equitable
framework

2.6.4 Equalities – To promote equal opportunities by implementing a
programme of equalities action that celebrates diversity and meets our
obligations under equalities legislation.
HUMAN RESOURCES STRATEGIC AIMS
Resourcing
Developing
Skills/behaviours
BUILDING
ORGANISATIONAL
CAPACITY
Growing our Own
Employee Benefits
Career Paths
Leadership
HR Information
Systems
PAY AND REWARDS
Job Evaluation
Organisational
Reviews
EMPLOYER OF
CHOICE
Awards
AGENTS OF
CULTURAL CHANGE*/
CUSTODIANS OF
CORPORATE HEALTH
Effective HR Policies
and Practices
Internal Communications
Equality Standard
Legislation
EQUAL OPPORTUNITIES
*TO HELP ARTICULATE, COMMUNICATE AND EMBED
Engagement with the Community
3.0 Internal and External Issues/Challenges for RBK
3.1 Corporate Performance Assessment
The Royal Borough of Kingston was rated as an ‘excellent’ authority by the Audit
Commission in 2002. In 2005 the Audit Commission launched Corporate
Performance Assessment 2005 which will change the audit process for local
authorities. Kingston must ensure in the future that it is able to meet these
challenges and maintain our ‘excellent’ status. Workforce Development Planning
assists with CPA and other external assessment processes by specifically examining
the organisation’s knowledge and capacity around the skills to effect change and
sustain improvements.
3.2 Integration of Children’s Services
The Council has 3*ratings for Education and Social Services, one of only three
Councils in the Country. With the integration of these departments to form the new
directorate of Learning and Children Service’s in April 2005, a major challenge will
be to ensure that these two excellent services retain their status. The formation of
the Learning and Children Service’s Directorate will require changes in working
culture and employee capability in the context of multi-agency working.
3.3 Efficiency Agenda
As part of the outcome of the Gershon Review into Public Spending, the Public
sector has to make efficiency gains of £21.5 billion by 2007-08. Local Government’s
share of this is £6.45 billion. The target for efficiency gains in 2005-06 for RBK is
£2.94m and similar for the next 2 years. The Council will be required to assess all
areas of spending for efficiency savings. This Workforce Plan will us to better
manage employment expenditure by undertaking a planned approach to service
needs in terms of people, skills and numbers.
3.4 Risk Management and Business Continuity
The workforce plan will assist us to have the right people in place to deliver our
services now and in the future.
3.5 Neighbourhood delivery of services
It is a key objective of this administration that service delivery should be devolved
down to neighbourhood level. This will have consequences on the numbers, roles
and training requirements for staff now and in the future.
3.6 Government Agenda for Local Government – Localism, Choice and
Personalisation
This will involve changes in the way we deliver services by offering more choice and
involvement of service users in the design, assessment and delivery of services.
Local Area Agreements between local authorities, their partners and central
government will deliver better local service outcomes through better co-ordination.
3.7 Changing World of Work
Extended hours of service delivery and the e-government agenda will change the
way we work and require more flexibility in the workplace both in terms of time and
place of work.
3.8 Partnership Working
Partnership Working will be crucial to the future effective running of the Council and
required efficiency savings. Staff will need training on partnership working to ensure
that this is undertaken effectively. Our Community Plan sets out our vision for
partnership working and the basis through which we can provide more services
through partnership arrangements.
3.9 Changes to Legislation
New legislation and initiatives from central government will have an impact on future
workforce requirements. Examples include: Employment, Equalities and Health &
Safety legislation; the e-Government agenda which may increase demand for
technically skilled employees; the Licensing Act which will require more staff to meet
these requirements; and changes to the Local Government Pensions fund which
may affect patterns of supply and demand as employees need to work longer.
3.10 Recruitment Hotspots
Since the late 1990s Local Government has been experiencing increasing
recruitment and retention difficulties across an expanding range of jobs. The
pressure has been greatest in London Boroughs and has covered posts in social
care, particularly family social workers and occupational therapists, Environmental
Health Officers, Town Planners, Building Control Officers, and Trading Standards
Officers. The main factor cited by Councils for the recruitment and retention
difficulties is general shortages of key staff with the relevant professional
qualification. The recruitment and retention issues experienced by RBK are a
reflection of the national picture.
3.11 Affordable Housing
This is a key issue for RBK, and other London Boroughs in the recruitment and
retention of staff. The Office of the Deputy Prime Minister has developed a Key
Worker Living Scheme, which was expanded in March 2004, but generally has had a
low take up. In the future recruiting from the local community will become
increasingly important as not only are we more likely to have a workforce that
reflects the cross-section of the local community, but cost of housing is not a major
consideration for people already living in the Borough.
3.12 Ageing Workforce
Like elsewhere in local government, RBK has a mature workforce, peaking in the 35
to 54 age range. 4% of the workforce is aged under 25, with 50% over age 45. This
profile has longer term implications for the delivery of services with potential
workforce shortages over the next 10 to 15 years as staff retire.
4 Kingston’s Workforce
4.1 Facts and figures
The Borough currently employs 4069 staff. About 25% of employees are teachers.
There has been a slow trend towards growth since 2000 when there was 3,304 staff
working in the borough.
Approximately two-thirds of the workforce falls into the lowest two pay bands.
4.1 (fig 1.0)
There continues to be a mature workforce peaking in the 35-54 age range, and in
particular 50-54 years.
Staff by Age Category (Headcount)
25 to 34 years
19%
35 to 44 years
27%
16 to 24 years
4%
65 years and over
1%
55 to 64 years
18%
4.1 (fig 2.0)
45 to 54 years
31%
This age profile has been unchanged for several years. This will become an
increasing concern as this age group reach retirement. Encouraging younger
members of staff into roles in the Council and equipping them with the skills to meet
the needs of their department will be crucial in the years ahead. The working
patterns of the workforce show that 45% of the workforce work part-time, with 43% of
these being women.
Staff by Working Pattern & Gender (Headcount)
Women Part-timers
43%
Women Full-timers
35%
Men Part-timers
4%
Men Full-timers
18%
4.1 (Fig 3.0)
The overall turnover rate has decreased from 10.9% in 2004 to 8.3% currently.
In 2004 the percentage of the workforce from known BME communities was:
 13.4% excluding staff employed in schools but including former manual workers
 8.1% for staff employed in schools

11.% for all RBK staff
4.1 (fig 5.0)
4.1.1 According to the 2001 Census 15.6% of the population in the Borough were
from BME backgrounds1. Overall, there is still some way to having staff that
represent the backgrounds of the local community although this figure has continued
to rise since 1998 when the figure for BME staff in the workforce was 5.3%.
4.1.2 Since 2000 Directorates have been provided with recruitment monitoring
information to enable them to assess their performance against the corporate profile.
4.1.3 Overall, representation of people from BME backgrounds is reasonably well
distributed across the salary bands, although there is a lower level of representation
at the most senior levels.
4.1.4 Women make up 77% of the workforce. The number of women in posts at
Grade H and above has continued to increase from 20% in 1987 to 54%
currently but there is still some way to go before women achieve a level of
representation at this level which reflects their composition of the workforce as
a whole.
4.1.5
(fig 6)
4.1.5 2.1% of staff have declared that they have a disability. This has risen from
1.5% in 2002.
4.1.6 The figures overall show that there is still some way to go ensure that staff are
representative of the local population, but good progress has been made. They also
highlight the growing concern about the lack of younger employees and the aging
workforce. These are all issues that will be addressed by the Workforce Plan.
5 Current and Future Labour Market
5.1 The Borough is faced with an ageing workforce and increasing demands for
modernisation, efficiency and excellence. There is a pressing need for local
government to build capacity in its workforce to meet future requirements.
5..2 This is seen against a backdrop of a labour market with high salaries in the
private sector, which are attracting more people. Low unemployment also means
that employers are having to compete to recruit and retain staff. The availability of
workers to meet existing demand is currently at the lowest point since 1987. In
addition, nationally there are fewer young people attracted to work in the public
sector and it is estimated that by 201, 40% of the workforce will be over 45 years old.
5.3 The public sector currently employs around 5 million people. In 1981 it
accounted for 30% of the workforce. In 2001 it was 20%. Privatisation and
contracting out have been the main contributors to this.
5.4 An Audit Commission study identified the main reasons why people choose a
career in the public sector. The three most frequently cited reasons were:
 To make a positive difference
 To work with people and children
 It’s what I always wanted to do
5.5 According to the 2003 Staff Survey 63% of staff outside of schools are satisfied
or very satisfied with their current job.
5.6 The main reasons why people leave were identified as:
 Bureaucracy, paperwork and targets
 Autonomy
 Resources and workload
5.7 The Staff Survey showed that stress, pressure and pay were the main areas of
dissatisfaction amongst staff, which have been addressed in our action plans.
5.8 The motivations of staff should play a key role in how careers in the pubic sector
are promoted. The Audit Commission have identified four critical factors to the
success of recruitment and retention:
 Experience of work must match peoples expectations
 The working environment must enable, engage and support staff
 Those who are delivering public services must feel valued, respected and
fairly rewarded
 The shift from a public sector to public services workforce must be actively
managed to create a synergy, rather than a clash of values.
6.0 Delivering RBK’s Workforce Plan
6.1 There are four main areas which will be addressed through the Workforce Plan.
These are:




6.1.1
6.1.2
6.1.3
6.1.4
6.2.
Building organisational capacity
Being an employer of choice
To have a modernised pay and reward strategy
To promote a representative Workforce
The plan at Appendix 1 indicates how we are going to translate our people
strategy into actions and targets over the next 3 years, based on where we
are now and the challenges we face.
6.3 The HR department will lead on implementing and achieving the objectives of the
Workforce Plan. HR staff will work with Heads of Service and departmental
managers to produce action plans for each service area, which will be included in
Team Plans. For the Workforce Plan to be successful it is essential that managers
at all levels contribute to the process and know how it links in with helping to meet
the organisation’s objectives both now and in the future.
6.4 The Plan currently sets out a framework for achieving longer term objectives.
Over time this will be amended to take account of internal and external changes in
the labour market, local and national demands upon the Council. The Plan is
dynamic not static. It is correctly an interactive process to review and change the
plan from: feedback received through consultation, events which occur in the short
and medium term, what we learn from internal experiences and from external
sources.
7.0 Progress to Date
7.1 RBK has already made good progress through the introduction of strategies and
initiatives to improve recruitment and retention. The new Pay and Rewards strategy
provides a modernised pay structure which sets out clearer career paths providing
greater opportunities for our staff to ‘grow’ with Kingston. We are also continuing to
use our Market Factor Pay Scheme to apply salary supplements for difficult to fill and
shortage jobs to reflect market pay levels. Flexible employment arrangements
remain an important element in our overall rewards package. In response to the
feedback from the last Staff Survey, these have been enhanced to include schemes
for a range of working arrangements, including home working.
7.2. The age profile of the organisation shows the importance of building our
organisational capacity to address anticipated shortages in the workforce in the
future. A practical response to recruitment difficulties has been to recruit at the lower
trainee level and grow our own. We have adopted this approach for the full range of
professional staff, including Building Control, Planning, Social Work Trainees – both
Adult and Children and Family Services – Revenue and Benefit staff and HR staff.
7.3 RBK has continued to support the National Graduate Development Programme
with 2 new recruits to start in January 2005.
A further graduate trainee has also
been engaged as part of the Chartered Institute of Public Finance Association’s
national training programme.
7.4. We will also be building upon our successful ‘Investing in the Best’ programme
for middle managers and putting in place initiatives to develop senior managers in
order to strengthen leadership capacity within RBK.
8 Monitoring and Evaluation
8.1 In order that the Workforce Plan achieves its objectives it is important that a
structure is in place monitor its progress. This needs to take place at a corporate and
departmental level.
Residents
Priorities
Internal
Influences
External
Influences
WORKFORCE PLAN
Operational Side
HR Dept
Monitoring
CDT
Recruitment
& Workforce
Development
User Group
(Fig 8)
Service Heads
8.2. Workforce planning is not a stand-alone exercise and should be a mainstream
management activity undertaken by Heads of Service and departmental managers.
As such it is essential that they ‘buy into’ the process. Implementation of the
Workforce Plan will be monitored by the Recruitment and Workforce Development
User group, which has representatives from all directorates and regular reports will
go to CDT. The introduction of the new HR system will provide greater access for
managers to employee information and thus facilitate more effective workforce
planning in the future.
Appendix 1 - BUILDING ORGANISATIONAL CAPACITY – To ensure RBK has the right people with the right skills at the right time to
deliver its policy programme and improvement agenda.
Critical Tasks
Milestones
Target
2005/06
1. To have an effective Workforce
Planning framework in place.



To meet ODPM/EO Workforce
Strategy commitments to have a
workforce plan in place, to identify
RBK’s existing and future workforce
priorities.
Ongoing monitoring, review and
analysis of employment profiles
including age analysis, skills audits
and requirements, professional
training audit, market trends, etc to
facilitate succession planning.
To maintain and develop
programme of initiatives to support
‘Grow with Kingston’ policy,
including development of clear
career paths and implementation of
a younger people in Local
Government strategy.
2006/07
Success Measure
2007/08
Plan produced by April 2005,
Consultation within
directorates by September
2005, Executive Endorsement
by end of 2005.







Sufficient applications for
vacancies arising through
retirements and for new jobs.
Improved age profiles and
recruitment and retention
success criteria.
Critical Tasks
Milestones
Target
2005/06
2. To attract talent to RBK.
3. To maximise effectiveness of
recruitment processes.

Develop the RBK employer brand
for all recruitment initiatives.
2006/07
Success Measure
2007/08
Satisfaction surveys from new
recruits;


Development of closer links with
universities re recruitment.

Development of work experience
placement scheme for Borough
school pupils.

Maintain participation in Employers
Organisation and CIPFA National
Graduate Development
Programmes.


Development and implementation of
placements under modern
Apprenticeship programmes.


Review of all transactional
recruitment processes and consider
shared services with partners to
improve efficiency and
effectiveness of recruitment.
Level responses to
advertisements.
Increased
interest/applications from
recent graduates.

Placement organised across
all directorates.




Successful recruitment of
graduates with suitably
assigned placements in
directorates.
Increase in numbers of
apprenticeships offered by
RBK.
Improvement in time from
advertisement to appointment;
cost of recruitment service.
Critical Tasks
3. To maximise effectiveness of
recruitment processes (cont’d)
4. To improve retention rates at RBK
during first 2 years of service.
Milestones

Review the partnership with
Advertising Agency.

Implement and review arrangement
with vendor neutral agent for
engagement of agency staff and
Teacher Supply agencies.

Improve awareness of reasons why
people leave by increasing
response rate to exit surveys and
conducting programme of exit
interviews to enable development of
strategies to address issues raised.
Target
Success Measure
2005/06
2006/07
2007/08



Reduced cost of advertising
per appointment.
Positive cost-benefit analysis.


20% increase in surveys
returned and 10% of leavers
interviewed.

Communication of outcomes
to senior managers.
Higher retention rates of staff
with under 2 years service.
5. To strengthen leadership capacity
within RBK.



To design and implement a
development programme to
improve leadership skills of
managers.

Participation in Building Strategic
Leaders Programme to develop
middle managers for senior
managers roles.

Development of career grade
schemes to ‘fast track’ talent.

Take up from each
directorate.
Take up from each
directorate.

More internal promotions to
senior manager posts.
Critical Tasks
Milestones
Target
2005/06
5.
To strengthen leadership capacity
within RBK. (cont’d)

6. To improve management skills and
behaviours within RBK.
Design and implement women and
BME management development
programmes to boost number in
senior positions.


To implement induction programme
for new RBK managers.


To implement 360 degree facilitated
appraisals and coaching
programme for senior managers.

To sustain and enhance ‘Investing
in the Best’ Middle Manager
programme in light of learning from
Building a Strategic HR function
project, to include intranet site,
issues groups, new modules,
coaching, shadowing and mentoring
initiatives. Continue to organise
annual conference.
2006/07
2007/08
Improved BVPIs aiming for
best quartile in years.
Course running quarterly.


Success Measure
Improvement in staff
satisfaction with support from
managers.
75% on nominated managers
taking part aspect of
programme with positive
feedback.
Critical Tasks
6. To improve management skills and
behaviours within RBK. (cont’d)
Milestones

To facilitate networking
opportunities for existing and future
managers.
Target
Success Measure
2005/06
2006/07
2007/08



75% attendance at Senior
Managers Group meetings
and 50% attendance at
Middle Manager annual
conference.
Quality meetings of future
Group.
7. To develop staff to have right skills to
meet RBK’s organisational
requirements.
8. Development of on-line HR processes.

Maintenance of Investors in People
programme.

To support the workforce planning
issues which arise from the
integration of Children’s Services
and the Schools Workforce
remodelling agenda.

Development and implementation of
on-line recruitment and application
process including access for
managers



Successful corporate reassessment and successful
implementation of action plan.




Implementation of
programmes for reorganisation, job re-design
and development of
appropriate training
programmes.
Better recruitment data,
quicker response times for
applicants
Critical Tasks
Milestones
Target
2005/06

Development of HR recruitment
website with specialist areas such
as Social Services and Teaching

2006/07

Success Measure
2007/08

Less paper used, information
to managers more quickly and
in one format.
More hits on Recruitment
website.

Development of on-line job
evaluation process

Improved sickness absence
recording
- EMPLOYER OF CHOICE - To have best practice HR policies and effective procedures including two-way communication processors,
to enhance and maintain our employment position.
Critical Tasks
Milestones
Target
2005/06 2006/07
1. To conduct bi-annual staff surveys to
determine staff attitudes and areas for
action in order to enhance RBK’s
position as an employer.

To plan and conduct survey for all
areas outside schools with a focus
on hard to engage staff groups.

Analysis and communication of
results.

Preparation, communication and
implementation of action plans.
2. Review internal communications
policies and practices.

Review operation of formal and
informal communications
mechanisms and implement any
improvements in practices which
have been identified.
3. To review effectiveness of HR policy
and guidance framework.

To review HR policies and
procedures in light of equality
impact assessment information.

Produce procedure summaries to
improve awareness and
implementation of HR policies and
procedures.
Success Measure
2007/08
50% overall participation
with an improvement in
rates from non-office staff.


64% employee satisfaction
rate.



Evidence of implementation
of actions.

Improved employee
satisfaction levels on
awareness of issues.

Progress on Equalities
Standard

Summaries produced and
communicated to
managers. Casework
levels.
Critical Tasks
Milestones
Target
2005/06 2006/07
3.
To review effectiveness of HR
policy and guidance framework. (cont’d)

To review and develop procedures
for resolving conflict at work by
mediation.

To review sickness absence
management arrangements and
practices; to ensure accurate
recording and consistent action is
take to manage absence.

Enhance work/life balance
arrangements to include procedures
for managing part-time working in
Schools, working arrangements
leading to retirement and breaks
from work.

To complete review of Schools HR
delegation in line with regulations.

Enhance management guidance
and procedures in response to
legislative changes on sexual
orientation, religious belief, age and
disability.

To strengthen Staff Travel Plan; to
reduce car use by staff.


Success Measure
2007/08
New guidance on
mediation process.
Reduction in formal action.
Reduction in BVCPI
sickness levels.
New procedures
introduced.


Endorsement by Schools
Casework


Lower level of car used by
staff.
Critical Tasks
Milestones
Target
2005/06 2006/07
4. To develop and improve benefits
packages for staff to aid employee
satisfaction and retention.
5. To review practices, including health
promotion activities which provide
support to staff.
6. To support managers and Councillors
in maintaining a healthy and safe
working environment.
7. To support managers and Councillors
in maintaining a healthy and safe
working environment. (cont’d)

Evaluate tax benefits schemes for
employees including home
computers.

Evaluate flexible employee benefits
packages.

Review of staff counselling service.

Development of programme of
health promotion activities

Implementation of Annual Health
and Safety Action Plan.

Implement training programme to
improve the assessment of H&S
arrangements of contractors

Review of directorate Health and
Safety policies and practices.

Provide annual training for elected
members.

Success Measure
2007/08

Schemes introduced.





Service reviewed and
improvements
implemented. Sickness
absence levels.



Completion of tasks.




Reduced level of health
and safety risks in
organisation
Critical Tasks
Milestones
Target
2005/06 2006/07
8. Review of HR intranet site to make it
more accessible

Undertake a review of site and
implement additional areas to
improve availability and accessibility
of staff and management
information
9. To review stress at work guidelines

Incorporate HSE stress
management standards into current
guidance and promote to staff

Success Measure
2007/08
Intranet site revised

PAY AND REWARDS – To have a modernised pay and rewards strategy which enables us to assess the relative worth of jobs with the
flexibility to recognise individual contribution and market factors within an equitable framework.
Critical Tasks
Milestones
Target
2005/06 2006/07
1. To develop and sustain the
organisation’s Pay and Rewards
Strategy.
2. To use and develop provisions of Pay
and Rewards Strategy to complement
priorities of RBK’s workforce
recruitment and development plans.

To implement the Pay and Rewards
Strategy provisions for Nursery
Nurses and other related
employment groups in schools.


Extended provisions of Pay and
Rewards Strategy to Soulbury Staff
and Chief Officers.


To monitor and review application
of provisions of Pay and Rewards
Strategy to ensure fairness and
consistency across organisation.

Carry out equal pay audit.

Maintain HR interventions to reward
high performance and reflect the
market.

To conduct a pay review to support
the integration of Children’s
Services.

Success Measure
2007/08
Changes Implemented by
April 2005 for new staff and
2006 for existing staff.
Changes implemented.


Review completed. No
successful equal pay
claims.

Utilisation of schemes.




Pay review completed with
approval of Senior Staff
Panel where required.
Critical Tasks
Milestones
Target
2005/06 2006/07
Success Measure
2007/08
2. To use and develop provisions of Pay
and Rewards Strategy to complement
priorities of RBK’s workforce
recruitment and development plans
(cont’d)

To develop the provisions of the
Pay and Rewards Strategy to
facilitate the ‘fast tracking’ of trainee
and management posts.


Career grade posts with
development of guidance of
fast tracking.
3. To implement new pay schemes for
Teachers.

To develop plan to implement
changes


Endorsement by Schools.
4. Plan & implement new HR
Management Information System

Assist in the evaluation process to
choose a system which is cost
effective, reflects organisational
needs and provides manager with
accessible information to assist in
the development of management
practice.


Effective implementation of new
system supported by
communications strategy and
training

EQUAL OPPORTUNITIES – To promote equal opportunities in employment and service provision by implementing a programme of
equalities action which celebrates diversity in the community and in employment and meets our obligations under the equalities
legislation.
Critical Tasks
Milestones
Target
2005/06 2006/07
1. To lead, support and maintain RBK’s
progress against the Local Government
Equalities Standard.
2. To carry out outreach activity in
community to promote equal
opportunities.
3. To promote equal opportunities in
employment.

To reach level 2/3/4

To review the Council’s overarching
Equal Opportunities Policies and
schemes.

To support national equalities
events locally including Black
History Month, Disability
Awareness, International Women’s
Day.

To work with the community to
promote RBK as an employer, with
a focus on minority groups.

Review and develop current
equalities training for staff with a
focus on legislative changes.


Success Measure
2007/08

BVPI targets achieved.
Development of revised
document “Putting People
First.” And other equality
schemes.

Activities taken.







Improved employment
BVPI performance.
Revised programmes in
place with good take up.
Critical Tasks
Milestones
Target
2005/06 2006/07
3. To promote equal opportunities in
employment. (cont’d)

Review and develop equal
opportunities training and
development programmes to raise
awareness of equalities issues and
promote best practice.

Increase management training
opportunities for under-represented
groups.

Facilitate networks for minority
groups including BME and Disabled
staff groups.
Success Measure
2007/08
Revised training
programmes introduced.

Placements taken up.




Meetings held and
improving level of
attendance.