HR Annual Review and Operational Management Issues

Head of HR and Organisational Development

Report to Human Resources Committee

Ward(s): All

Key Decision: No

Appendix 1: People Strategy (March 2016)

Appendix 2: Performance Indicators and Management Information

Recommendation that HR committee:

1. Notes the key people indicators and management information for 2017/18 and for the first quarter of the current financial year (1 April to 30 June 2018).

Background, corporate objectives and priorities

This report sets out key people indicators and management information for 2017/18 and for the first quarter of the current financial year (1 April to 30 June 2018) and makes comparisons with previous years’ performance where applicable. The report accords with the council’s Policy and Budget Framework and supports the development of an effective and efficient council.

Glossary of terms

Term Definition

HR Human Resources

SLT Strategic Leadership Team

OMG Operational Management Group (a group comprising approx. 30 senior managers including Executive Directors, Heads of Service and their direct reports)

CIPD Chartered Institute for Personnel and Development

BDBC Basingstoke and Deane Borough Council

FTE Full-Time Equivalent

NVQ National Vocational Qualification

NUS Card National Union of Students discount card

HMRC Her Majesty’s Revenue and Customs

BCI score Best Companies Index score (a measure of employee engagement levels). Scored out of 1000

PQ Professional qualification

XpertHR Provide online resources on employment law compliance, HR good practice and benchmarking

Main considerations

1 Executive summary

1.1 The People Strategy sets the strategic framework for delivery of corporate objectives through a high performing, motivated and highly skilled workforce. The strategy has four key themes; attract, engage, develop and reward. This report provides an update on initiatives under these themes.

1.2 It also includes an update on key workforce indicators and people management information for the year 2017/18 and for the first quarter of 2018/19. Comparison with previous years’ performance is included where applicable to demonstrate trends.

1.3 Under the attract theme, the council remains committed to developing future workforce and providing training, education and work-based experience through apprenticeships, with eight apprentices employed currently and a further seven starting by mid-September 2018. In addition, 11 members of staff are upskilling using the apprenticeship levy fund. The Council performs

well above the government target for apprenticeships and makes good use of the opportunity presented by the levy. In related work, the HR team engaged with around 1,700 young people in employability programmes with schools, colleges and youth clubs throughout the borough in 2017/18.

In 2017/18, the council advertised 142 roles, attracting 1552 applications, yielding an average number of applications per role of 11 applicants. 8 posts were not filled during this period, and the average time taken to recruit was 34 days (from advert to offer). In the first quarter of 2018/19, 30 roles have been advertised, attracting 178 applications. This has yielded an average number of applicants of 6. The fall in average number of applicants reflects a national downward trend across all sectors. There were no posts unfilled in the quarter. The time taken to recruit has decreased in the period to 24 days reflecting efficiencies in the recruitment process at the council. A new recruitment application process has also been launched on the council’s website, further details of which can be found in section 4.28.

1.4 The engage theme includes work to consolidate the learning from the staff

engagement survey where the Council ranked as the highest scoring local authority in 2017/18, narrowly missing out on the ‘Best 100 Not for Profit’ Organisations in the Best Companies List. Work has been undertaken, and continues, to embed the learning from the staff survey and target activities and policies wherever possible to address the concerns raised and build on the best practice highlighted. Through the year the Council has undertaken a range of engagement activities including Chief Executive all staff briefings, regular updates, sharing of good practice and the awards ceremony where staff from across the organisation nominate colleagues who have ‘gone beyond’ in delivering excellent service. Significant work continues on the wellbeing agenda which has resulted in a fall of 25% in days lost to mental ill health in the first quarter of 2018/19.

1.5 Under the develop theme an update is provided on leadership and management development activity, focusing on Leadership Forums. These forums are interactive sessions designed for sharing insights, knowledge and experiences, to encourage more effective engagement and management. In 2015 the council ran a modular programme for all managers, and elements have recently been repeated for new managers, to ensure consistency in learning and performance. Also included in the report is information about the Future Leaders programme, which provides developmental opportunities for a cohort of staff (currently five) with senior management potential, as part of the council’s talent management approach. Learning and development activities also includes the professional qualification (PQ) scheme, open to all staff, providing an opportunity for the council to invest in its staff to ensure they have the skills needed now and for the future. There were 36 PQ applications agreed for 2018/19 in a range of subject areas, and work is underway to evaluate the PQ scheme in terms of its contribution to improved business performance and appraisal ratings. Budget is also allocated for corporate

training provision, ensuring health and safety and core skills development for staff.

1.6 Under the reward theme, the Going Beyond recognition awards are being

held for the second time on 6 September 2018. They promote and celebrate staff who demonstrate behaviour that role models the council’s ‘going beyond’ values. Staff were invited to nominate their colleagues for one of eight awards. Over 130 nominations were received, higher than last year’s figure. Awards will be presented by the Leader of the Council, the Mayor, and the Chair of HR Committee along with members of SLT. The ceremony will also celebrate staff who have achieved long service milestones, completed professional qualifications and been part of significant projects and achievements in 2018. Engagement with the council’s key benefits is also very good. 85% of staff are registered to ‘B Rewarded’, the council’s benefits platform, and 80% are members of the healthcare cash plan scheme.

2 Introduction 2.1 The People Strategy was agreed by the Strategic Leadership Team (SLT) in

March 2016, as shown at Appendix 1, following consultation with staff. This aims to develop an engaged, productive and highly performing workforce capable of ‘going beyond’ to deliver great customer service while also meeting the ambitious Council Plan. The strategy has four priorities:

Attract: making sure the council plans for, attracts, recruits and retains the best staff.

Engage: ensuring, through effective dialogue and engagement, that staff understand the key priorities, how they fit, and are able to shape and influence the council’s direction.

Develop: developing the skills, knowledge, competencies and talent of the council’s workforce so that staff fulfil their full potential and make a maximum contribution.

Reward: attracting and retaining staff by providing appropriate and effective pay and reward systems, celebrating success and recognising those who demonstrate the council’s values.

2.2 The remainder of this report provides information on workforce indicators and

people management information for the first quarter of 2018/19 and compares it with previous years’ performance where applicable. HR Committee received a report on sickness absence data for 2017/18 in June 2018 and therefore this information is not repeated.

Developments in HR Management Information Reporting 2.3 During 2017/18, HR developed a new approach to reporting key management

information to indicate the ‘health’ of the workforce. This included all the key HR management information ‘on a page’ and is designed to enable more

effective conversations with managers, supported by their HR Business Partner, to identify people management issues and promote effective workforce planning. This approach is being further developed for rollout during the remainder of this year.

2.4 As well as these quarterly reports, the HR Business Partnering team also

provide a suite of sickness absence data to manager on a monthly basis, detailed in section 4.9 of this report.

Key Performance Indicator (KPI) targets for 2018/19 2.7 HR report on five KPI targets which form part of the wider corporate reporting

on performance. These are based on the latest national averages reported by XpertHR unless stated otherwise, and shown below for 2018/19:

Key Performance Indicator (KPI) 2018/19 Target % of BDBC employees employed as apprentices or utilising apprenticeship levy fund

2.3% (Set by central government)

Labour turnover rate (all reasons)

15.1%

Labour turnover rate due to voluntary resignation

10%

Total working time (%) lost due to sickness absence

2.3%

Total average workdays lost due to sickness absence

7.4 days

3 Attract:

Making sure the council plans for, attracts, recruits and retains the best staff

General workforce indicators

3.1 Appendix 2 contains the key people indicators and management information

for 2017/18 and for the first quarter of 2018/19 and compares it with previous years’ performance where applicable.

3.2 The general people indicators in Figure 1 indicate a largely stable workforce

profile in terms of gender, full time/part time and permanent/temporary staff split and this trend has been evidenced over a number of years. Both full and part-time staff benefit from a wide range of flexible working options, such as

working compressed hours or working remotely, which benefit both the individual and the organisation.

3.3 In relation to formal employee relations cases in 2017/18 (see Figures 1 and

2), there has been a 33.3% reduction in the number of disciplinary cases. At Q1 2018/9, the number of formal grievances equals the total number in 2017/18. However, at 2 grievances, the numbers are very low. This is due to more effective and proactive performance management before issues escalate to the formal stages

Equalities Information

3.4 The council publishes detailed information on its external website on the range

of people employed in terms of their protected characteristics, and to fulfil part of the Public Sector Equality Duty under the Equality Act 2010. The information is updated annually in January for the last complete financial year; the current information is for 2016/17 (unless otherwise indicated) - a link is provided here.

3.5 From April 2017, all employers with 250 or more employees have been legally

obliged to report publicly on six key metrics about their gender pay gap and gender bonus gap using data inputs and calculations set out in Regulations. This includes for example the average gender pay gap as both a mean and median average.

3.6 HR Committee received a separate report about the council’s Gender Pay

Gap figures on 26 February 2018, which highlighted a very unique and favourable position compared to other organisations, with a mean pay gap of -2.16% in favour of women. This compares to a national average of 17.4% in favour of men.

3.7 The equalities monitoring information included in this report, in Figures 15 and

16, shows a largely unchanged picture. There has been a small increase in the number of employees who report that they have a disability and a small increase in the number of employees from ethnic minority communities. Employees can choose how they prefer to classify themselves in both regards so these changes are not considered to be significant.

Apprenticeships

3.8 The council is committed to improving skills and providing training, education and work-based experience through apprenticeships. There have been 38 apprentices in the council’s employment since 2010, of which eight are currently in post. 20 (former) apprentices have successfully secured permanent roles at the council during or at the end of their apprenticeship. At 67% this compares favourably with a national average of 64% (Department for Education Apprentice Evaluation 2015):

3.9 Current apprentice roles are in the following teams:

Democratic services

Parks and streetscene (x3)

Corporate communications

Customer services

Housing

Natural environment

Human resources

3.10 At the time of writing, a further seven apprenticeship roles are being recruited to in the following areas:

Legal services (x2, one higher level)

Economy and culture

Parks and streetscene (x3)

Borough development (higher level)

3.11 There is considerable activity to attract apprentices including through employability events and careers fayres, and through bespoke branding and recruitment. To engage apprentices they are encouraged to take part in activities such as the Staff Forum and to participate in volunteering projects, for example most recently at Think Safe and the B LOVE festival. To develop apprentices they are offered mentoring and a skills training programme delivered through the Hampshire Apprentice Partnership alongside study for an NVQ or apprentice standards. To reward the council has recently increased apprentice pay to £5.40 per hour (£200 per week), which is above the national minimum wage of £3.50, and ensures that the council remain competitive as an employer of choice for apprenticeships. Apprentices are also given an NUS student card to help them financially, funded by the council. They can also take full advantage of the council’s benefits package.

3.12 The new apprentice levy arrangements are now active, meaning that the council pays 0.5% of its payroll (around £81,000) direct to HMRC. The levy funds can then be drawn down to pay for apprenticeship training – this can be for new apprentices, or for upskilling existing staff provided this is achieved via an apprenticeship standard or framework route. 11 members of staff are currently utilising the levy funding to undertake upskilling in a number of study areas, in the following teams:

Housing

Community wellbeing

Exchequer

Manydown project

Policy and performance

Parks and streetscene (x6)

3.13 The government target for apprenticeship activity (which includes apprentice

roles and staff upskilling via an apprenticeship standard) in a public sector organisation is 2.3% of the workforce; the council is exceeding this at 3.3%. Whilst this means the council avoids any financial penalty, it also

demonstrates how apprenticeships are being used to influence the council’s age profile and workforce planning, given that the roles tend to attract younger applicants.

Engagement with Schools and Employability Partners

3.14 The HR team and other members of the council have continued to work

closely with Basingstoke Consortium delivering employability events such as mock interviews, skills days, and careers fayres at many local schools, colleges and branching out to local youth clubs within the borough. This includes events at Dove House, Bishop Challoner, The Hurst, Kings Furlong, The Vyne and Fort Hill schools, Westside Youth Club, Queen Mary’s College and Basingstoke College of Technology. In 2017/18 the HR team engaged with 1,700 young people in an employability programme. This is a great way to ensure that the council is helping to increase employability skills for young people in the borough by making them work ready, ensuring they are aware of what the council offers through apprenticeships, as well as raising the council’s profile as a great place to work. The HR team continue to support this work, collaborating with other teams across the council.

4 Engage

Ensuring, through effective dialogue and engagement, that staff understand the key priorities, how they fit, and are able to shape and influence the council’s direction.

Staff Engagement Survey and Subsequent Actions 4.1 In February 2018 HR Committee received an update on the council’s most

recent staff engagement survey, conducted by Best Companies in November 2017. This detailed the council’s positive results and how they had been communicated to staff, as well as plans to further analyse the results and develop action plans within directorates and business units.

4.2 The council has since received its Best Companies Index (BCI) Score, scoring

626.9 out of a possible 1000. This ranked the council as the highest scoring local authority in 2017/18, narrowly missing out on the ‘Best 100 Not for Profit Organisations’ Best Companies list. Follow up activity, across the organisation and in relation to the results, is now underway and detailed below.

4.3 The results were distributed to all Executive Directors, Heads of Service and

OMG level managers to enable team briefings and the development and implementation of action plans to take place. This involved sharing of good practice identified in the survey will colleagues across the council to support improvement. Following this, the results were used as a focus at the first of three Leadership Forums which took place on 8 February 2018 (see section 5.3), using the results to explore key drivers of motivation and productivity.

4.5 The activities over recent months provided an opportunity to pilot an approach in two areas of the council: the Borough Development directorate and Law and

Governance business unit, rolling out leadership-led engagement sessions with staff. The focus of these has been sharing leadership of, and responsibility for, positive organisational change with employees at all levels of the council. This identified the competencies needed by change agents, at all levels of the council, to underpin and promote the Going Beyond values and ensure that these are integrated in the council’s leadership, management and employee performance expectations and development offers.

4.6 This facilitated progress of the development and implementation of Staff Survey directorate and team action plans, which across other areas had been much more fluid in approach. This provides the opportunity to assess if a common model that provides a feed in to a helicopter view of key corporate indicators is an appropriate model moving forwards.

4.7 Both pilot programmes have included some universal actions, detailed below:

Internally facilitated sessions held off-site, hosted by a mix of the Executive Director, Head(s) of Service and Lead HR Business Partner.

Open invitation to staff, promoting and encouraging the opportunity to work with the Executive Director and senior managers, as well as working with colleagues from across the Business Unit that they may not always interact with.

The results were explored and their validity considered given the time that has passed, and other temperature checking information and general personal perspectives of the workplace. This allowed participants to interpret the results from their perspective, using six thinking hats and positive enquiry tools, suggesting themes and developing an action plan.

Sickness Absence 4.8 As stated in section 1.4 of this report, HR Committee received a report on the

council’s sickness absence for 2017/18 on 18 June 2018, therefore this section focusses on performance in Q1 (April to June) of 2018/19, and compares this data to previous periods where possible for comparison.

4.9 Sickness absence rates are a good indicator of the both health and

engagement of the workforce. The HR Business Partnering team work with line managers to support the proactive management of sickness absence in the organisation. This is primarily delivered through a suite of information and data relating to sickness absence, provided to line managers every month by the HR Business Partnering team. This promotes effective and prompt management of any issues arising.

4.10 The Strategic Leadership Team (SLT) agrees an annual target for the number

of average days lost per employee per annum. This is based on the most recent data available from the CIPD or XpertHR, who analyse sickness absence rates across employers nationally in all sectors. The target for 2018/19 was based on the XpertHR report for 2016 and equates to the average working

days lost for 2016 for all sectors combined of 7.4 days (per employee, per annum). A more stretching target of 7 days was also set which is based on the private sector average for 2016. Both of these targets reflect national trends of increasing levels of sickness absence, with a 17% increase seen in the corporate target and 35% increase seen in the stretch target. This shows an average increase in national averages of 26%.

4.11 The average working days lost per employee at the council in Q1 of 2018/19 is

shown in Figures 3, 4 and 5 as 1.79 days. Compared to the same period in 2016/17, sickness absence has increased by 25%, up from 1.43 days. However, this is below the pro-rata corporate target of 1.85 days, and only minimally above the pro-rata stretch target of 1.75 days. It also reflects the national trends in all sectors over the past 12 months of increasing sickness absence rates, as stated in section 4.10.

4.12 Figure 5 shows the average days lost to sickness absence by

directorate/service area for 2017/18, and the first quarter of 2018/19. The key points to note from the first quarter of 2018/19 are:

At directorate level, Borough Development and Finance and Resources had sickness absence levels below the pro-rata corporate target of 1.85 days, and stretch target of 1.75 days on average for April to June 2018.

At business unit/service area level, only three areas (Housing, Environmental Services and Financial Services) have average sickness absence levels which are above the corporate target.

The Law and Governance business unit is below both the corporate and stretch target with only 0.29 days absence per employee over the quarter. There has also been no long term absence within the business unit in the year to date.

The Environmental Services business unit showed an average of 2.89 days absence per employee. The majority (90%) of this is long term absence. This is attributed to 16 employees; of these four have now left the council, seven have returned to work and five are still absent. See paragraph 4.11 for further detail on this service area.

Housing was also above the corporate target, showing 2.4 days absence per employee over the quarter. 82% of this was long term absence attributed to two individuals. Both have now returned to work with no further absence excepted.

Financial Services showed an average of 2.19 days absence per employee. 79% of this was long term absence and attributed to four individuals. One has successfully returned to work, and the others are being supported by their line manager, HR Business Partner and Occupational Health to proactively manage their return to work.

4.13 Over half (55%) of all the council’s absence occurred in the Environmental Services business unit. The majority of this (88%) is attributed to the Parks and Streetscene team which includes a large manual workforce. The 2016 CIPD report states that manual workers tend to have on average 2.1 days more sickness absence each year than non-manual workers. Five individuals have

now left the team, they accounted for 36% of absence within the team and therefore a lower figure is anticipated in the next quarter.

4.14 There are 488 employees (88%) who have had no sickness absence during the

year to date. 75% of sickness absence at the council in the first quarter of 2018/19 is long term (i.e. absences lasting 10 days or more), as shown in Figure 7, and is attributed to 25 individuals. The average length of long term absence was 30 days.

4.15 The trend in long and short term absence is illustrated further in Figures 8 and

9, which show that both short and long term absence are at their lowest levels for a year when looked at as a quarterly breakdown. The council offers free winter flu jabs to all staff, but despite this preventative intervention, still experienced the impact of the winter cold and flu outbreak (Figure 9).

4.16 The CIPD Absence Management Report (2016) shows that anxiety/stress

depression/other psychiatric illness is still the highest reported reason for sickness absence within the public and private sector. It also remains the most prevalent cause of sickness absence at the council. In the first quarter of 2018/19 (see Figure 10), a total of 212 days have been lost for this reason compared to a total of 282 days for the previous year, which is a 25% decrease from 2017/8. There has also been a 54% decrease in the number of individuals who have been absent for this reason (11 employees in 2018/19 compared to 24 in 2017/18).

4.17 A range of supportive interventions are available and promoted throughout the

council to assist in the prevention and reduction of both short and long term absence, including:

Access to free, face-to-face employee counselling or cognitive behavioural therapy, and an employee assistance programme, delivered independently through external providers

A wide range of flexible working options to help employees manage their work/life balance, such as flexible or condensed hours and working from home

Support for employees and managers from HR Business Partners and the council’s Occupational Health provider, The Robens Centre

Training sessions on supporting employees and managers through change and resilience management

A range of ‘stress audit tools’ which enable managers to engage with their team to identify actual and potential stressors and action plan accordingly.

‘Thriving at Work’ Action Plan 4.18 In June 2018, HR Committee received details of the council’s response to the

Government commissioned ‘Thriving at Work’ report. Also the action plan that was being developed following a comprehensive self-assessment of the council’s current offering against the six enhanced standards recommended in the report.

4.19 Consultation has been carried out with the Joint Consultative Committee (JCC), OMG, the Wellbeing Group and the Staff Forum, which has given all staff and stakeholders the opportunity to share their views on the plan. The consultation phase is now complete and work is underway to consolidate the plan and prioritise the delivery of it, making is easy to understand and access for all. The plan will agreed by SLT in the near future and then communicated to all staff and members.

Wellbeing 4.20 The Wellbeing Group, which is made up of staff from across the council and

chaired by the HR team, is working to address and actively reduce the top reasons for sickness absence. The group’s aim is to ensure that the council is a positive place where people want to come to work, whilst encouraging colleagues to take responsibility for their own health and wellbeing.

4.21 A range of health based and planned promotions of health campaigns have

already taken place this year and activities have included:

Monthly on-site massages, the cost of which can be reclaimed through the Healthcare Cash plan Scheme subject to a GP referral. Even without this, the treatment is considered affordable, starting at just £10 per session.

Workplace chaplain visits every week

Wellbeing walks every six weeks on a Wednesday lunchtime to encourage staff to get out with colleagues they might not normally interact with

Promotion of mental health awareness week, from 14 to 18 May 2018

4.22 Other health initiatives and focussed campaigns that are being planned for later this year include:

Three 90 minute training sessions on World Mental Health Day (10 October), focussed on managing mental health and courageous conversations in relation to mental health wellbeing, provided by an external facilitator. The Wellbeing Group are in the process of arranging other activities throughout the week to increase awareness of the subject and ensure it is not just limited to one day.

Continuation of initiatives stated in section 4.21, where applicable

Free on-site health checks 4.23 The group is also working to arrange on-site massages for the Parks and

Streetscene team, who are likely to benefit most from this treatment as the vast majority of their roles involve manual handling, which is the most likely work to result in physical ailments.

Labour Market and Labour Turnover 4.24 The quarterly CIPD Labour Market Outlook report for Spring 2018 provides a

set of forward-looking labour market indicators, highlighting employers’ recruitment, redundancy and pay intentions. According to the report, the

demand for labour in in the second quarter of 2018 will grow, and the difference between the proportion of employers who expect to increase staff levels and those who expect to decrease staff levels is at its highest level since 2012/13. This indicates a labour market that is becoming increasingly constrained by a lack of supply rather than a lack of demand. 61% of surveyed employers that have vacancies reported they are having difficulty filling them (an increase of 5% on last year’s figure), and the report also states that employment levels in the public sector are set to increase for the remainder of 2018/19, creating a more competitive recruitment market. A lack of skills, qualifications or experience amongst applicants is the main reason for recruitment difficulties. The CIPD recommends that organisations reporting hard-to-fill vacancies could be doing more to attract and retain staff in terms of workforce development and training activity, such as upskilling existing members of staff to fill hard-to-recruit posts.

4.25 Labour turnover rates have been steadily increasing at a national level since

2012, when average voluntary resignation rates were at 10.6%. By 2016, the average voluntary resignation rate had increased to 15.5%, with total labour turnover at 23% across all sectors. The average voluntary resignation rate in the public sector during 2016 was lower at 10%1.

4.26 In May 2018, recruitment consultants Hays published a report called What

Workers Want which provides useful insights into the priorities of employees today and what influences their career-related decisions. It concludes that there is currently a mean 10% difference in overall satisfaction between actual applicant experience and employer perceptions of the applicant experience, across the four key stages of the applicant journey: Search, apply, decide and join. Furthermore, the report states that when it comes to the candidate application journey, first impressions matter more today than ever before.

4.27 Turnover rates at the council reflect national trends and have been gradually

increasing over the last five years, as shown in Figure 12, both the total and voluntary resignation turnover rates increased by approximately 2% between 2016/17 and 2017/18. The council’s figures for total and voluntary turnover in 2017/18, 16.73% and 10.7% respectively, were marginally above the national averages of 15.1% and 10%. Notwithstanding a handful of exceptions in hard to fill areas, when vacancies do occur, the council does not generally experience difficulty in recruiting new employees.

4.28 In terms of the four stages noted in the What Workers Want report, the council

generally stands up well. A new recruitment portal has recently been launched on the council’s website, which is managed entirely in-house by the HR, IT and Website teams. This means that things such as branding and content are bespoke to the organisation and in line with corporate branding and values. As part of this upgrade, a clearer application form is now used by prospective candidates. Finer details such as an interactive organisation structure chart for each job advert are also used on the council’s website to provide applicants with as much information as possible when choosing the council as a place to

1 Labour turnover rates based on research undertaken by Xpert HR and published on 2 October 2017 -

https://www.xperthr.co.uk/survey-analysis/labour-turnover-rates-survey-2017/162496/

work. Under the Decide stage, the council is increasingly using ‘assessment days’ over standalone interviews which provide candidates with the opportunity to meet their prospective team and other colleagues, and see the office environment in which they would work. These days also combine technical interviews with input from stakeholders and colleagues across the organisation, as well as psychometric testing. This provides a more complete candidate experience, whilst also making appointment decisions more informed.

4.29 There were a small number of roles during 2017/18 and to date where

significant difficulties have been experienced in attracting suitably qualified candidates even after the role has been re-advertised. These include posts in the Legal Services team and the Planning and Infrastructure business unit, both areas of candidate shortage both locally and nationally. In these exceptional cases, the council’s pay policy statement allows for consideration of a temporary market supplement to be paid for the post, subject to be a business case being approved by the Head of HR and Organisational Development who makes the final decision as to whether a supplement is payable, the amount and the frequency of review, in consultation with the Head of Financial Services and the relevant Executive Director(s).

5. Develop

Developing the skills, knowledge, competencies and talent of the council’s workforce so that staff fulfil their full potential and make a maximum contribution

Leadership Forums 5.1 The council expects all its leaders and managers to model the ‘going beyond’

vision and values, and to set a great example to others. To help them to achieve this, provision has made in the corporate learning and development budget for a series of Leadership Forums, designed to give managers the opportunity to learn from others, to share insights, knowledge and experiences, and to identify opportunities to become even more effective.

5.2 There are three Forums in 2018, to be attended by about 80 managers. Two

have already taken place. The Forums are delivered in partnership with First Ascent, who have worked with the council on previous leadership and management activities. They are interactive in style, and include a topical key note address, the chance to hear from guest speakers giving an insight into their experiences and sharing their leadership case studies. There is also time for managers to share their own positive experiences and to discuss solutions to the more challenging issues they might be facing.

5.3 The Forum topics are:

The Neuroscience of Engagement – this took place in February 2018, focussing on the results from the staff survey, and exploring key drivers of motivation and productivity to develop an understanding of how and why people become demotivated in the workplace and how to prevent

it. Managers developed an engagement plan to address directorate level survey results as an outcome from the day.

Developing Leadership Charisma - this took place in May 2018, exploring what defines charisma in leadership. The session was delivered by Deborah Hall, a charisma development specialist, who looked at practical tools and techniques designed to help leaders have greater influence over their stakeholders. Deborah is a former journalist and anchor presenter with the BBC who now works with organisations around the world helping leaders to communicate with greater impact.

Developing Resilience - Taking place in November 2018, this forum will explore tools and techniques for improving and sustaining personal and leadership resilience.

5.4 When the leadership and development programme started in 2015 it was clear

that one of the key benefits was the opportunity for managers to come together to network with their colleagues, to learn about and from each other. These Forums build on that approach and it is hoped that all managers attending will find them valuable and rewarding.

Leadership and management development

5.5 In 2015 the council commissioned a leadership and management development programme in which every manager at the time participated. It comprised a series of topic based modules focusing on helping managers to further develop their skills, behaviours, competencies, and knowledge and to realise their own potential, not only to benefit themselves, but also their staff, their organisations and their customers. Elements of that programme were repeated in 2017/18, attended by around forty managers who had since joined the council, or had become a manager. This ensured that all managers received consistent learning opportunities. Topics focused on self-awareness, communication, leadership styles, engagement and change leadership; building coaching and mentoring capability, developmental and career conversations; promoting achievement and dealing with under-performance, and effective conversations; and commerciality and entrepreneurism, continuous improvement and change management.

Talent management

5.6 The ‘Future Leaders’ programme is part of the council’s talent management approach and is drawn from those nominated as ‘striving’ at year-end appraisals, providing tailored opportunities for those who are exceptional performers in their role and who demonstrate the potential and an ambition towards senior management. The cohort benefit from learning through:

Self awareness – profiling and career conversations, to understand ambitions, strengths and areas for development;

Education – the opportunity to study towards a management qualification, funded through the new apprentice levy;

People – mentoring and sponsorship by a member of SLT who gives advice, support and guidance.

Experience – stretch opportunities to build core leadership competencies and to better understand the strategic context.

5.7 The ‘education’ element was introduced for the 2017 cohort. Under the apprentice levy there are opportunities for staff to ‘up-skill’ via an apprenticeship standard, so it was decided that the Future Leaders participants could benefit from a professional qualification funded in this way. These are now underway with two individuals undertaking an executive MBA, one a CMI Chartered Manager Degree, and two CMI Management and Leadership Foundation level degrees.

5.8 The qualification courses run for two years, so in order to enable SLT and Head of Service mentors to continue with their current mentee a Future Leaders cohort has not been assigned in 2018/19. In the meantime a review is to be carried out to ensure the programme is achieving positive outcomes for the council. This will include discussion with the Staff Forum and OMG about the current approach and to generate views and ideas for the future.

Professional qualifications 5.9 The professional qualification (PQ) scheme provides an opportunity for the

council to invest in its staff to ensure they have the skills needed now and for the future. Employees can request funding for qualifications which are essential for their current role or for developmental qualifications, which although not essential for the current role, will still have benefits to the individual and the council.

5.10 Since 2008, 91 staff have received PQ funding to study 69 different subjects. There were 36 PQ applications agreed for 2018/19, ranging from a Level 2 Foundation Certificate through to an MSc. Subject areas include digital marketing, highway engineering, cemetery management, spatial planning, procurement, civil enforcement, electoral administration, local land charges, transport planning and traffic management, accountancy, taxation and revenues, legal practice and local government law, and health and wellbeing at work.

5.11 Investment in PQ opportunities benefits the council as it helps to encourage a

culture of learning, development and growth, broadens skills, supports a ‘grow your own’ talent pipeline, aids recruitment and retention, supports succession planning an helps to boost morale and engagement.

Corporate Training

5.12 SLT has agreed training allocations for 2018/19. These are split between directorate level budgets - monies directly available within service budgets to fund training and development related to a particular professional or technical

discipline and to cover continuing professional development requirements; and corporate learning and development budget - monies available to fund training activities that are more generic and cross-cutting.

5.13 Corporate training provision for 2018/19 will include further leadership and management development with a focus on ‘soft skills’, behaviours, and topical learning. Health and safety provision will include fire warden and first aid training, and sessions around asbestos, and HIV/sharps awareness.

5.14 The budget will also fund some core skills development such as project management, political awareness and media training.

E-learning

5.15 The council has an e-learning system, branded ‘BeE in the know’, which

provides a flexible way for staff to learn and refresh skills. There are a number of mandatory modules for staff to complete covering topics including general data protection regulations, freedom of information, equality and diversity, fire safety, safeguarding, and fraud, bribery and money laundering awareness. Completion rates of these mandatory courses are monitored by the HR team on an ongoing basis. The system gives access to a catalogue of 500 other subject specific modules, providing a flexible virtual learning tool for staff to expand their knowledge base.

6. Reward

Attracting and retaining staff by providing appropriate and effective pay and reward systems, celebrating success and recognising those who demonstrate the council’s values

‘B Rewarded’ – Online Benefits Platform

6.1 B Rewarded has now been embedded as a ‘one-stop-shop’ for employee benefits. The platform was relaunched in October 2017 onto improved software improving the functionality and ease of access for staff. Engagement has increased on the platform with employees knowing where to go to make savings for their everyday purchases like food shopping and insurance, as well as discretionary spending like cinema tickets, spa days or a holiday. All of the council’s other benefits, listed in section 6.7 below, have also been centralised on the platform creating a ‘hub’ for all benefits to be accessed from. This has also facilitated a more prominent focus on health and wellbeing benefits such as ‘SmartFit’ – allowing employees to save money on gym membership and equipment purchases.

6.2 The discounts available through the platform can now be accessed through a

mobile app, meaning that accessibility is very high. This also allows members of the Parks and Streetscene team, who may not have access to internal servers and intranets, to access their benefits and keep up to date with council updates through the Friday catch-up email, which is uploaded to the platform every week.

6.3 The HR team continue to work proactively to engage the workforce with the platform. New starters are also made aware of what great benefits are available to them in their first day induction, and through hosted drop-in sessions on how to use the site to best affect.

6.4 Since its launch in November 2014, B Rewarded has seen very high levels of engagement, with over 85% of staff registered on the platform (479 users). Total spend has reached over £1,230,000, with total savings of over £115,000. This equates to an average saving of between 9% and 10%. Return on investment from the platform in the 2017 calendar year was over £44,000.

Going Beyond recognition awards 6.5 The Going Beyond recognition awards have returned for 2018 following the

success of the inaugural programme, culminating at the awards ceremony in September 2017.

6.6 Staff were invited to nominate their colleagues in a 12 week nomination

window. 134 nominations were received by the closing date of 20 July, which was an increase on last year’s figure. The judging panel is made up of volunteers as well as representatives from the Staff Forum, Unison, and the Chief Executive. The short-listed staff/teams were announced in early August and the awards ceremony itself takes place on Thursday 6 September. Awards will be presented by the Leader of the Council, the Mayor, and the Chair of HR Committee along with members of SLT. The ceremony will also celebrate and recognise staff who have achieved long service milestones, completed council-funded professional qualifications and been part of significant projects and/or achievements during 2018.

Other Benefits 6.7 The council invests in a wide range of benefits for its staff which aid recruitment

and retention:

B Rewarded benefits platform

Healthcare cash plan – covers the cost of ‘day to day’ healthcare expenses (up to annual policy limits), and is funded for all employees at the standard level

Learning and Development opportunities, including the professional qualification scheme

A range of flexible working options such as working from home, 9 day fortnights and flexible working hours

Access to free and confidential face-to-face counselling (Traditional or CBT).

A free and confidential 24/7 Employee Assistance Programme, including financial and legal advice

Free car parking (subject to a short waiting list)

Local discount arrangements with a number of local retailers, restaurants and cafes.

Occupational Health services

Salary sacrifice schemes for childcare vouchers (until November 2018 due to changes in government schemes), cycling to work and lease cars

Subsidised health screening at the Hampshire Clinic

Free winter flu vaccinations

Long service awards of monetary value depending on length of service

Free tea and coffee This benefit package is continually reviewed to ensure it promotes the council as an employer of choice. Corporate implications 8 Legal implications

8.1 There are no significant legal issues arising from this report.

9 Financial implications

9.1 There are none.

10 Risk management

10.1 There are no significant issues arising from this report.

11 Equalities implications

11.1 There are no significant issues arising from this report.

12 HR implications

12.1 These are detailed within the report.

Date: 17 September 2018

Lead officer Head of HR and Organisational Development

Report author Anne-Marie Scott, Head of HR and Organisational Development

Extension 2632 or email anne-marie.scott@basingstoke.gov.uk

Version Final

Dated 3rd September 2018

Status Open

Confidentiality

It is considered that information contained within this report and appendices do not contain exempt information under the meaning of Schedule 12A of the Local Government Act 1972, as amended, and therefore can be made public.

Going beyond for our staff and for our borough

Every member of staff has a crucial role to play in enabling the council to go beyond for our customers and communities, to help realise our big ambitions for the borough and to make it an even better place to be.

As an employer we will go the extra mile for our staff and position ourselves as an employer of choice, so that we attract and retain the very best people who will provide excellent, trusted and user-

friendly services to our customers and communities. Our services are delivered through our people, and so it is imperative that we demonstrate excellent leadership and recognise the value of our employees by enabling a high performing, happy, motivated and highly skilled workforce.

This strategy sets out the principles under which the council will act as an employer, the expectations on staff, and our people management priorities. The overall aim is:

“To have the right people, in the right job, with the right skills, at the right time”

As an employer the council will:

o Demonstrate our organisational values in all aspects of leadership

o Nurture all staff by treating them fairly and consistently, ensuring a level playing field

o Give clear direction to help staff see how they contribute

o Position itself in the upper quartile level for pay and benefits (through market testing)

o Recognise good performance and celebrate success; manage poor performance and the consequences of it

o Ensure openness and honesty through effective communication and dialogue

o Maintain a healthy, safe working environment

o Encourage staff to contribute ideas and provide challenge without judgement

o Ensure that staff can develop the skills, knowledge and attitudes required to do their job and develop their potential

o Manage workload and capacity to encourage a healthy work life balance

o Enable staff to take managed risks and learn from mistakes, without fear of blame

In return, the council expects its staff to:

o Demonstrate our organisational values in everything that they do

o Do the job they are paid for in a positive, can-do way and to the best of their abilities

o Maintain the highest levels of customer service

o Be flexible and willing to provide the services needed at the time they are needed

o Work collaboratively, with each other and with our partners

o Show initiative and put forward ideas to help improve delivery and efficiency

o Be bold and prepared to engage with, communicate with, inform and challenge their leaders in a constructive and positive way

o Take ownership, understand the council’s aims and priorities, and how their role fits

o Be adaptable to change

o Take responsibility for their own learning and development and for reaching their potential

o Be demanding of their own performance – striving to be even better

o Abide by council policies and guidelines

APPENDIX 1

How will we go the extra mile for our staff and deliver these priorities in line with our values? We will work through the framework shown below:

For more information please speak to your own line manager or anyone in the HR team.

Our priorities…

o Attract – We will plan for our future workforce requirements and position ourselves as an employer of choice, so that we attract, recruit and retain the best staff who share our values and desire to go beyond for our customers and communities

o Engage – We will ensure that staff understand our key priorities and where they fit. We will also provide opportunities for staff to help shape and influence our direction through effective engagement and dialogue. We will nurture our staff’s wellbeing and provide a safe and healthy work environment

o Develop – We will develop the skills, knowledge, competencies and talent of our workforce so that they fulfil their full potential and make a maximum contribution. We will enhance the quality, skills and styles of leadership, encouraging ambition and collaboration

o Reward - We will provide pay and reward systems which help to position the council as an attractive

and competitive employer of choice’. We will recognise staff who demonstrate our values and celebrate success

APPENDIX 2

Performance Indicators and Management Information

Figure 1: General people management information for all staff

People Indicator 2016/17 2017/18

Interim position

2018/19 (Apr-Jun)

Headcount* 578.5 568 554

Full-Time Equivalent (FTE)*

537 532.05 520.38

% of staff: female

male

48%

52%

47%

53%

49%

51%

% of staff: full-time

part-time

82%

18%

79%

21%

79%

21%

% of staff: permanent temporary

94%

6%

95%

5%

96%

4%

Age Profile

17 or under

18-24

25-34

35-44

45-54

55-64

65-74

75+

0.17%

7.27%

16.09%

22.84%

31.14%

20.07%

2.25%

0.17%

0%

6.2%

16.9%

22.7%

30%

21.3%

2.5%

0.18%

0%

6.2%

16.4%

23.5%

30.7%

21%

2%

0.18%

Employee relations cases

Formal disciplinary 15 10 1

Formal grievance 2 2 2

Employment Tribunal 0 0 0

*Headcount and FTE are both based on average figures for the period.

Figure 2: Number of staff suspended from work and average length of suspension

Suspension 2016/17 2017/18 Interim position

2018/19

(Apr to Jun)

Number of staff suspended

4 5 0

Average length of suspension

5.5 weeks 4.5 weeks 0

Sickness Absence

Figure 3: Average days lost to sickness for all staff in the last five years

People Indicator 2014/15 2015/16 2016/17 2017/18 2018/19

(Q1)

Average days lost

5.3 7.39 7.6 8.05 1.79

Figure 4: Average days lost to sickness for all staff in the last five years

5.3

7.39 7.6 8.05

1.79

0

1

2

3

4

5

6

7

8

9

2014/15 2015/16 2016/17 2017/18 2018/19 (Q1 Apr-Jun)

Ave

rage

day

s lo

st

Year

Figure 5: Average days lost to sickness by service area during 2017/18 and the first quarter of 2018/19

Service Area Average number of staff

2017/18 Interim position

2018/19

(Apr to Jun)

Corporate target 6.3 7.4

Stretch target 5.2 7

Borough Development directorate 64 3.67 1.08

Borough Development and Implementation

56 4.10 1.24

Major projects 8 1.00 0.00

Borough Services directorate 317.5 9.81 2.31

Planning and Infrastructure 63.5 6.18 1.52

Customer Services 38.5 6.82 0.72

Housing 24 4.69 2.40

Environmental Services 191.5 12.28 2.89

Finance and Resources directorate 176.5 6.72 1.13

Law and Governance 34.5 8.46 0.29

Financial Services 75 6.63 2.19

HR and Organisational Development 14.5 6.94 0.14

IT 24 7.80 0.88

Internal Audit 7 2.50 0.21

Property 9.5 6.44 0.00

Policy and Performance 12 2.42 0.08

Council total 554 8.05 1.79

*Including CX and directors (4 individuals) who are not included in the directorate figures

= Positive performance against the corporate target

= Negative performance against the corporate target

Figure 6: Average days lost to short and long term sickness by service area during the first quarter of 2018/19*

Service Area

Average number of staff

Average days lost 2018/19 (Q1)

Total days lost to sickness

2018/19 (Q1)

Average number of days lost to short term absence

Average number of days lost to long term absence

Borough Development directorate

64 1.08 67 0.46 0.73

Borough Development and Implementation

56 1.24 67 0.46 0.73

Major projects 8 0.00 0 0 0

Borough Services directorate

317.5 2.31 733.5 0.47 1.84

Planning and Infrastructure

63.5 1.52 96 0.85 0.66

Customer Services 38.5 0.72 28 0.72 0

Housing 24 2.40 60 0.46 2.04

Environmental Services

191.5 2.89 549.5 0.30 2.57

Figure 6 (cont.): Average days lost to short and long term sickness by service area during the first quarter of 2018/19*

Service Area

Average number of staff

Average days lost 2018/19 (Q1)

Total days lost to sickness

2018/19 (Q1)

Average number of days lost to short term absence

Average number of days lost to long term absence

Finance and Resources Directorate

176.5 1.13 197.5 0.40 0.72

Law and Governance 34.5 0.29 10 0.29 0

Financial Services 75 2.19 162 0.46 1.7

HR and Organisational Development

14.5 0.14 2 0.14 0

IT 24 0.88 21 0.88 0

Internal Audit 7 0.21 1.5 0.21 0

Property 9.5 0.00 0 0 0

Policy and Performance

12 0.08 1 0.08 0

Council total** 554 1.79 998 0.44 1.36

*The same table showing data for 2016/17 and 2017/18 was presented to HR Committee in June 2018, and therefore this data has not been shown again.

**Including CX and directors (4 individuals) who are not included in the directorate figures

NB: Due to rounding, the sum of average days lost due to short and long term absence may not equal the total average days lost shown in figures 5 and 6.

Figure 7: Breakdown of absence for all staff by long and short term absence and number of staff with zero absence

People Indicator 2016/17 2017/18

Interim position

2018/19

(Apr to Jun)

% of absence due to short-term absence

(up to 9.5 days)

30%

(1337 days)

33%

(1506.5 days)

25%

(245.5 days)

Average days lost due to short-term absence

(up to 9.5 days)

2.31 days 2.63 days 0.44 days

% of absence due to long-term absence

(10 days or more)

70%

(3100 days)

67%

(3108.5 days)

75%

(752.5 days)

Average days lost due to long-term absence

(10 days or more)

5.36 days 5.42 days 1.36 days

Number of staff with zero absence

296 (51%) 298 (52%) 488 (87%)

Figure 8: Days lost to short and long term absence in the last three years and first quarter of 2018/19

1413.5 1337 1506.5

245.5

2858 3100 3108.5

752.5

0

500

1000

1500

2000

2500

3000

3500

2015/16 2016/17 2017/18 2018/19 (Q1)

Tota

l day

s lo

st

Year

Short term Long term

Figure 9: Days lost due to long and short term absence for the past four quarters (July 2017 – June 2018)

Figure 10: Top ten reasons for absence in 2018/19 (April to June)

Rank

Reason Days lost*

1 Anxiety, stress, depression, other psychiatric illnesses

212

2 Back problems 155

3 Cold, cough, flu 109

4 Musculoskeletal 96

5 Nervous system disorders 67.5

6 Benign and malignant tumours, cancers 62

7 Heart, cardiac and circulatory problems 50

8 Infectious diseases 47

9 Injury, fracture 37

10 Gastrointestinal problems 36.5

*Rounded to the nearest full or half day.

347.5 394

551.5

245.5

901 840

783 752.5

0

100

200

300

400

500

600

700

800

900

1000

Q2 (Jul-Sep) Q3 (Oct-Dec) Q4 (Jan-Mar) Q1 (Apr-Jun)

Short term Long term

Figure 11: Top ten reasons for absence 2017/18

Rank

Reason Days lost

1 Anxiety/stress/depression/other psychiatric illnesses

1280

2 Musculoskeletal problems 739.5

3 Cold, cough, flu 476

4 Chest and respiratory problems 424.5

5 Gastrointestinal problems 416

6 Heart, cardiac and circulatory problems 328

7 Back problems 217

8 Injury, fracture 148.5

9 Genitourinary and gynaecological disorders 101.5

10 Ear, nose, throat (ENT) 93.5

Labour Turnover and Labour Market

Figure 12: Labour turnover for all staff

People Indicator 2016/17 2017/18

Interim position

2018/19

(April to June)

Labour turnover rate (all reasons)

14.86% 16.73% 5.2%

Voluntary resignation turnover rate

8.47% 10.70% 3.1%

Figure 13: Reasons for leaving (all staff)

People Indicator

2016/17

2017/18

Interim position

2018/19

(April to June)

Death in service 2 2 1

Dismissal disciplinary 4 2 1

Dismissal capability 0 0 1

Dismissal ill health 4 1 0

Early retirement2 6 4 2

Ill health retirement 0 2 1

Redundancy 1 6 4

Retirement – age 5 7 0

Temp contract expired

12 5 2

TUPE transfer 0 0 0

Voluntary resignation 52 61 17

Total 86 90 29

2 Employees can chose to retire early (i.e. before their Normal Retirement Age) anytime from age 55 if

they are a member of the Local Government Pension Scheme. In most cases they will receive a significantly reduced pension for taking their pension early.

Figure 14: Number of resignations by business unit (in which there have been resignations) from 1 April to 30 June 2018

7

1

2

1

1

2

3

0 1 2 3 4 5 6 7 8

Borough Development and Implementation

Customer Services

Environmental Services

Housing

HR and Organisational Development

Law and Governance

Planning and Infrastructure

Number of resignations

Bu

sin

ess

Un

it

Equalities Information

Figure 15: % of all staff with disabilities and from ethnic minority communities

People Indicator

2016/17

2017/18

Interim position

2018/19

(Apr to Jun)

Staff with disabilities

3.80% 3.2% 4.6%

Staff from ethnic minority communities

6.42% 5.8% 6.28%

Figure 16: Ethnicity profile for all staff

Ethnicity Profile

2017/18

(%)

Interim 2018/19

Apr to Jun (%)

Asian and Asian British: Bangladeshi

Asian/Asian British: Chinese

Asian/Asian British: Indian

Asian/Asian British: Pakistani

Asian/Asian British: Other Asian

Black/African/Caribbean/Black British: African

Black/African/Caribbean/Black British: Other Black

Mixed/multiple ethnic group: Other Mixed

Mixed/multiple ethnic group: White and Black Caribbean

Other ethnic group: Any other ethnic group

White: Any other white background

White: English/Welsh/Scottish/Northern Irish/British

White: Irish

White: Other White

Prefer not to say

0.18%

0.18%

0.88%

0.18%

0.35%

0.18%

0.18%

0.70%

0.18%

0.35%

0.88%

88.2%

0.52%

1.41%

5.6%

0.18%

0.18%

1.07%

0.18%

0.36%

0.18%

0.18%

0.71%

0.36%

0.18%

0.89%

87.88%

0.71%

1.43%

5.53%

34 of 35

Figure 17: Number of job vacancies and job applicants

People Indicator

2016/17 2017/18 (as at

Q3*)

Interim position

2018/19**

(Apr to Jun)

Average number of vacancies advertised per month

4 9 2

Number of applicants via Hampshire Jobs Portal

326 601 8

Figure 18: Equalities monitoring information for job applicants

Equality strand 2016/17

(%)

2017/18 (as at Q3*)

(%)

Interim position

2018/19**

(Apr to Jun)

(%)

Gender

Male

Female

No value

42.1

57.5

0.4

41.1

58.2

0.7

37.5

62.5

0

Ethnic origin

Asian and Asian British – Bangladeshi

Asian and Asian British – Pakistani

Asian and Asian British – Indian

Asian and Asian British - Other

Black or Black British – African

Black or Black British – Caribbean

Black or Black British- Other

White – British

White – Irish

White- Other

Mixed – White and Black – Caribbean

Mixed- Other

Mixed – White and Asian

Mixed White and Black African

Chinese or other ethnic group – Chinese

Chinese or other ethnic group – Other

No value/Other

0.3

0.6

2.3

0.8

2.4

0.5

0.3

83.3

1.1

4.9

0.7

0.8

0.3

0

0.5

0.7

0.7

0.3

1.5

2.7

2.5

1.2

0.7

80.4

0.2

7

0.5

1.3

0

0

0.7

0.3

0.8

0

0

12.5

0

0

0

0

50

0

12.5

0

0

0

0

12.5

0

12.5

35 of 35

Do you consider yourself disabled?

Yes

No

No value

5.5

93.2

1.4

5.7

93.2

1.2

12.5

87.5

0

Age range

16 – 29

30 – 44

45 – 59

60 – 64

65 – 74

No value

35.9

31.6

28.9

2.3

0.9

0.4

27.1

37.6

28.8

3.8

0.3

2.3

62.5

25

12.5

0

0

0

*Due to the migration from the council’s old external recruitment portal to a new, internal solution, data for Q4 is not yet available.

**The council’s new recruitment portal was launched on 18 June 2018, and therefore this data only covers the period 18 June 2018 to 30 June 2018.