Minutes:
Members requested that People Services return to Strong Communities Select Committee to give more detailed answers to questions previously raised.
1. The general consensus was that the report was poor lacked detail, and it was unclear who the report was aimed at.
The People Services annual report was produced for ”People Board” and it’s purpose was to monitor progress against actions outlined in the previous people strategy. Today members will be reviewing the latest iteration of the people strategy “ People to Purpose” which aims to address the issues that remain outstanding and relevant from the previous strategy whilst addressing the key themes identified in the new strategy. The themes have been identified based on a range of evidence including :Hr dashboard. Staff survey: regulatory feedback, workshops; training and current and future operating requirements identified in the corporate plan and enabling strategies.
2) The committee wants detailed statistical analysis combined with details of actions that are or are to be undertaken.
Detailed Impromptu reports are written and accessed by HR officers to work with managers to reduce sickness absence in their specific areas. Quarterly reports are provided for HR officers via the Sickness Dashboards and SIP spreadsheet which can be used to forecast projected sickness, trends for all areas throughout the Council both in graphical and numerical formats. All final year sickness figures are subjected to internal and Welsh Audit office review.
Actions Undertaken include: (1) Policy training (2) HR Business Partner Meetings which enable discussion (3) Talent LAB courses/training/personal development/stress awareness (4) SKYPE sessions with HR and Managers/Head-teachers to help manage absence effectively – enabling Q&A, informal discussion, peer to peer support (5) new Occupational Health provision – more proactive approach between OH provider and MCC.
3) Questions were asked about the cost to the authority of the very high level of absence. No answer was forthcoming.
There is a report within the HR officers folder in Impromptu that includes nominal costs e.g. days lost x hourly rate, this doesn't show the full costs of acting up, additional staff etc. So a full cost of sickness cannot be accurately determined
4) Questions were also asked about turnover of staff and termination interviews. What % of leaving employees are interviewed?
Turnover figures are shown and reported on the Service improvement plan and this spreadsheet is quarterly uploaded to the HUB. ( turnover for 2016/27 for the whole organisation was 7.89% and 17/18 7.54 % and the attached shows breakdown of turnover across the organisation) Managers can review the turnover for their own service areas.
Exit interviews are not mandatory for those leaving the organisation, however we provide guidance to managers on how to carry out an exit interview although HR are not part of an exit interview process, unless specifically requested. Staff leaving are asked to complete a form which provides the organisation with basic information of why staff leave eg promotion, moving area, better opportunities elsewhere etc and we can run a report that reflects this however not all staff leaving complete the form. The business partnering meeting between Hr and managers can be used to outline the benefits and organisational intelligence that can be gained through undertaking exit interviews and a basis for discussing high turnover rates which may be a cause for concern,that managers can learn and develop their services from.
5) Training of managers was mentioned (How many have been trained, do managers consider the training to be adequate?
Attendance management training is now mandatory and over 158 managers have been trained to date – We record level of perceived effect on work and new knowledge gained from training and feedback is running at around 90% which indicates the training is well received and improves knowledge and skills. Consequently we expect sickness management to improve and be reflected in improved sickness levels within services and overall we have seen an improved level of sickness absence at 10.8 per FTE
6) The statement was made that the authorities level of absence was comparable with other authorities. The statistical comparative data shows M.C.C. as being in the lower quartile and having higher levels of absence than other authorities.
MCC is around mid-point, not lower quartile. Complete all-Wales information can be provided to the Committee. MCC has seen a year on year improvement over the last 3 years. See attached all Wales position.
7) I am still unclear, as to whether, we encourage employees who need counselling to seek independent help without the need to refer to a line manager. I am also unclear that if an employee goes to H.R.to seek independent help, that the line manager remains unaware and that this is strictly confidential. I am also unclear as to whether all employees are aware that this option is available to them.
A line manager needs to approve the costs of referring an individual to our confidential external counselling service. However any employee can access HR for help/support on a confidential basis. As this happens on a frequent basis already I suspect employees are aware that this is available. We publicise our services on the HUB.
8) I was surprised that H.R do not appear to consider the absence, protocols as part of their role. In my experience H.R. Played a very pro-active role in a identifying issues, developing absence monitoring protocols and being involved in their implementation. e.g H.R. always attended departmental absence monitoring meetings/ interviews and always accompanied managers on home visits.
HR are hugely involved in supporting and advising managers to manage sickness in their services. HR have revised the attendance management policy and deliver training on the policy as well as training on how to conduct a return to work interview, stress management, having difficult conversations , workflows etc on the hub, all aimed at supporting managers to manage sickness. Via the business partnering meeting hr discuss sickness levels, patterns of sickness, long and short term, with service managers on a regular basis and advise and support in areas where sickness levels are particularly high. HR attend some return to work interviews and support managers at welfare meetings.
9) As a committee member I am unclear about, what exactly are the procedures we have in place.
We have attendance management procedures with which we train all managers as it is part of mandatory training modules. 158 trained to date.
10) The absence levels in the authority are far too high and there must be a very high cost both in financial terms and in the excess workload which as a result others have to bear. This becomes a vicious circle.
We agree attendance continues to be a major focus of attention for Hr and management as reflected in the existing strategy and the draft strategy that is being reviewed by committee today. Whilst all attendance is a cause for concern we have specific concern regarding absence as a result of stress and mental well- being.
11) What are the rules about for example reduced pay after prolonged absence, what are the triggers that initiate an absence monitoring interview?
Our attendance management policy, see attached, very clearly identifies trigger points for managers to undertake return to work interview , formal review of absence after a number of periods of absence. The terms and conditions of employment outline payment during sickness as 6 months full pay followed by 6 months half pay.
12) We need to support our staff and do everything practical to encourage them to return to work. This may involve an initial period of part-time working, more training or moving to a new area within the organisation.
We allow phased return to work, make adjustments to working arrangements to accommodate any issues and will make reasonable adjustments to working practise to encourage return.
13) Are long term and short term absences separately listed?
Yes, the reports, dashboards and SIP spreadsheets all identify short and long term absences and managers can identify patterns of sickness for example repeated regular absences on a Friday or Monday.
14) Number of staff interviewed on return to work, regardless of time out. Long term absence could indicate a need for support, physical, emotional?
All colleagues should attend a return to work interview with their manager. Best practise indicates that this is one of the best ways of addressing sickness. When managers record an individuals sickness they should also record the date of the return to work interview. In some areas where a manager manages large volumes of staff eg homecare they are unable to complete the return to work interviews, due to capacity and working practises, and in addition this field is not always completed by managers and therefore we are unable to report an accurate picture of the numbers of return to work interviews completed. To help managers we have produced a video on how to conduct a return to work interview and we send out reminders to managers HR works with managers and head-teachers on reducing long term absence and identifying supportive measures that will enable a sustainable return to work for an individual.
15) Are patterns of absence noted?
Managers can use My View Absence Calendar view to spot regular patterns of absences. And via the HR business partnering meeting sickness and patterns of sickness can be discussed and support and advice is provided on how to address specific issues identified.