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ITEM EX7

EXECUTIVE – 20 JULY 2004

HUMAN RESOURCES STRATEGY

Report by Head of Human Resources

1. This paper reflects feedback on a draft HR Strategy has been the subject of consultation with members of staff. A revised draft strategy (Version 3) is circulated with the agenda for this meeting (download as .doc file). This is to be considered by the Corporate Governance Scrutiny Committee on 15 July; the Committee’s comments will be reported at the meeting.

Communication/Consultation

2. Consultation on the previous version of the draft strategy (Version 2) has been achieved through a variety of approaches being taken with different audiences:

• presentations
• informal briefings
• discussion groups
• email/intranet launch
• hard copy on demand
• workshop (Manager Seminar)

3. As would be anticipated from taking a variety of different approaches with a diverse population we have received a large amount of helpful but sometimes conflicting feedback. The challenge has been to grasp the emerging themes and to reflect these in the final version of the Strategy document.

Key Messages

4. The overwhelming message from the various parties consulted has been to make sure that we both listen to and work with the feedback given. There has been a wide range of responses to the fresh approach we have taken and it has been possible to group these into main themes.
5. There has been support for the partnership approach proposal – a recognition that both the HR community and line managers need to do things consistently better if we are to really make Oxfordshire County Council an outstanding authority. This will mean:

1. improving and modernising our recruitment strategy, policies, practices and processes;
2. refreshing our corporate induction programme;
3. enhancing our performance management system;
4. increasing access to learning and development opportunities for all staff;
5. embedding diversity in how we work.

6. There has also been acceptance of the need to do things differently, which will include:
   
   

1. changing our corporate image to help us attract people to come and work for us;
2. widening workforce planning so that we know what resources we need;
3. introducing succession planning and career management to provide opportunities for progression;
4. transforming our leadership as well as processes and systems.
   
   
7. There has also been recognition of the need to do things to support change, such as:
   
   

1. providing support for managers and staff in embracing change;
2. creating a nurturing and innovative environment;
3. motivating and gaining commitment from all staff to improve our performance;
4. valuing, recognising and rewarding contribution more effectively.
   
   
8. There is recognition, however, that there are elements of the Smarter2Partner document that have not been so well received. These fall into two main groupings, style and content, and can be summarised as follows.

• Considerable opposition to the use of mnemonics and excessive use of graphics.
• Too long, too much jargon. Needs to be clear and concise.
• Too much focus on presentation rather than substance.

• No clear vision.
• No summary of what the HR Strategy actually is.
• Too many key facts (but keep the relevant ones).
• Not clear on who is responsible for what.
• More required on what we are already doing.
• Clear implementation plans required.

9. The Manager Seminars held on 14 June at Templeton College and attended by 150 managers and 6-8 members gave the opportunity to explore these concerns and formulate an appropriate response. A separate message has since been sent to all Managers who attended these events, to reinforce the message that the feedback is being used.

Response

10. Version 2 of the Smarter2Partner document has been an excellent tool for teasing out feedback, including issues and concerns. This feedback has informed both the style and content of the final draft of the HR Strategy. For example, the branding concept has been explored in some detail in the process: whilst it does not appeal to all the balance of opinion sought and received has led to it being proposed that the branding be retained. The requirement for partnership working at all levels to effectively deliver the key activities contained in the HR Strategy has been well understood and supported.
11. The HR Strategy document is now structured around the following:

• Vision Statement:

• Supporting comments from Richard Shaw, Keith Mitchell and Dermot Roaf
• Brief statement outlining the strategy under the Head of HR name
• Why we are doing this – the links to our aim as a County Council, our values and priorities.
• Some key facts around internal/external and employee data.
• Key activities we will initially focus on:

• HR service plan 2004/05
• Learning and Development for all
• HR policies/procedures
• Recruitment
• Performance Management
• Talent Management

12. Each activity will have a high level plan included with the narrative - why we are doing it, what we are currently doing, what else we are going to do and who and by when, including respective HR and line responsibilities (i.e. who does what in this partnership working). Separate, more detailed implementation plans have been developed for each of the key activities and these will be programme managed and monitored as the delivery of the HR Strategy unfolds.

• Key measures/HR scorecard
• Links to other sources of information

13. The overall response reflects feedback to make the published document clearer and more concise.
14. Subject to agreement by the Executive, the document will be published in its final version by the end of July 2004 for circulation to all managers.

RECOMMENDATION

15. The Executive is RECOMMENDED, subject to consideration of the comments of the Corporate Governance Scrutiny Committee (to be reported at the meeting) to approve the draft HR Strategy.
    
    

STEVE MUNN
Head of Human Resources

Background Papers: Responses to Consultation

Contact Officer: Steve Munn, Head of Human Resources Tel: (01865) 815191

July 2004

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