Item
#9
Item
Council
CounciRemunerationl
30 October
2014
Date19
March
2013
HR Management Information: Quarters 1 – 3, 2014
Purpose of paper
To report on HR indicators for Quarters 1-3, 2014
Action
For noting
Public/Private
Public
Corporate Strategy 2013-15
6.0: Manage the GDC effectively and support its staff
to achieve our objectives
Decision Trail
n/a
Recommendations
The Council is asked to note this report
Authorship of paper and
further information
Kate Husselbee
Appendices
none
020 7009 2766; [email protected]
1.0
Executive Summary
1.1
This paper provides an update on HR indicators to date for 2014. The report
includes workforce data and information relating to recruitment and retention,
sickness absence, employee relations, and pensions. The reporting period is 1
January to 30 September 2014. A full report on 2014 will be provided at the
February 2015 Council meeting. We are also considering a balanced scorecard
approach in reporting this data.
2.0
Workforce profile
2.1
Total employees at the end of Q3: 321
2.2
New starters:
Q3
Q1, Q2, Q3 – cumulative
17
92
Page 1 of 4
2.3
Figure 1: new starters by directorate (Q1, 2 & 3)
New starters by directorate
90
80
70
60
50
40
30
20
10
0
Finance and
Corporate
Services
Governance
Human
Resources
Policy and
Comms
Regulation
6
2
2
5
77
Numbers
2.4
Figure 2: new starters by Regulation team (Q1, 2 & 3)
New starters in Regulation
40
35
30
25
20
15
10
5
0
Numbers
European
and Intl
Registration
Fitness to
Practice
FTP Legal
Services
5
38
13
3.0
Recruitment metrics
3.1
Number of recruitment campaigns:
Q3
Q1, Q2, Q3 – cumulative
Hearings
Investigating
Committee
Operational
Excellence
Unit
UK
Registration
and
Customer
Services
1
10
3
7
37
116
Of the 37 campaigns in Q3:
o
o
3.2
14 were for permanent posts
23 were for fixed-term posts
Temporary promotions:
Q3
Q1, Q2, Q3 – cumulative
6
7
Page 2 of 4
3.3
Average cost per hire
Q1
£2,598
Q2
£2,676
Q3
£1,463
The average cost per hire in Q3 is lower compared to Q1 and Q2 as a higher
percentage of internal candidates were appointed in Q3 (72% of total appointments)
compared with Q2 (23% of total appointments). External meeting rooms for
interviews were also used less, due to improving campaign management, with
£7,377 spent on meeting rooms in Q2, compared to £2,974 spent in Q3.
4.0
Maternity, Paternity, Adoption leave
4.1
Employees on maternity leave at end of Q3: 12
4.2
Employees on maternity leave at end of Q3 by directorate:



Regulation: 10
Governance: 1
Finance and Corporate Services: 1
5.0
Sickness
5.1
Total days:
Q3
Q1, Q2, Q3 – cumulative
490
1363
There were no members of staff on long term sickness in Q3. Long term sickness is
classed as continuous sickness leave of more than 20 working days.
Average days per employee at end of Q3: 2.39 days, an increase of 0.23 days per
employee since the beginning of 2014. Average sickness absence in the UK is 7.6
days per employee per year (CIPD, 2013)1.
There are considerable variations on average absence across sector types. Average
absence levels are highest in the public services sector (8.7 days per employee per
year) and lowest in the manufacturing and production sector (6 days per employee
per year). Absence levels also tend to increase with organisation size, regardless of
sector.
6.0
Turnover
6.1
Total turnover:
Q3
Q1, Q2, Q3 – cumulative
Number of
leavers
14
37
% Turnover
4.15
12.45
Natural turnover2 for Q1, Q2, Q3 cumulative: 9.09%
1
CIPD Absence Management Survey 2013, 618 respondents / 2.3 million employees
2
Natural turnover includes resignations and retirement only and does not include end of fixed-term
contracts or terminations
Page 3 of 4
The median rate of total turnover in the UK is 11.9% (CIPD, 2013)
Turnover by sector:
Sector
Total
%
8.0
Natural
%
3.1
16.3
11.8
Public services
9.4
3.4
Non-profit organisations
15.2
7.0
Manufacturing and
production
Private sector services
7.0
8.0
Employee Relations
Area
Q1
Q2
Q3
Disciplinaries (that went to hearing)
0
0
0
Grievances (raised and resolved informally)
0
0
1
Grievances (raised and went to formal hearing)
0
0
0
Informal performance measures (advice
sought from HR)
2
8
4
Formal performance measures (Stage 1 and
onwards)
1
0
1
Dismissed poor performance (in probation
period)
1
2
1
Pension scheme membership
Defined benefit
section
179 staff
Defined contribution
2015 section
119 staff
9.0
Recommendations
9.1
The Council is asked to note this report.
3
3
Opted out
10 staff
CIPD Resourcing and talent planning survey 2013, 462 respondents
Page 4 of 4