Agenda item
Agile Working Presentation
The presentation for this item will be published in a Supplementary Papers Pack
Minutes:
The Interim Chief Executive introduced a presentation about the Council’s Agile Working policy alongside the project team of officers who had supported its development and launch.
The Agile Policy was part of the Workforce Strategy which aimed to have the right people in the organisation with the right skills to support the Council effectively. In implementing the policy there was a focus on managing performance and achieving the Council’s priorities.
The policy was launched in June 2023 and applied to all permanent and fixed term contracted employees of the Council. There were clear parameters within the policy and at service levels there were service objectives including ensuring appropriate staff cover. Depending on the nature of any specific job, the policy may not apply as ensuring customer service outside the office-based environment was a key requirement. Several pilots had been run to assess the impact of the policy before broader implementation.
All new starters received a face-to-face induction and regular one-to-ones and appraisals continued across the Council.
Three key areas had been covered since the launch of the policy – customers, staff, and infrastructure. The project team were working with service managers to ensure that the policy was adopted and working. Fourth tier managers were being surveyed currently and that would be followed up with meetings to explore operational models, policies and procedures, staff training and development, communication, infrastructure, and service measures. The Council remained committed to supporting staff health and wellbeing whilst working in a different way.
The Interim Chief Executive emphasised that customers remained at the heart of how the Council’s services operated whilst officers were developing and implementing the agile working policy. Recruitment and retention continued to be a challenge for the public sector, but in terms of making the Council an employer of choice, the policy supported this approach.
During consideration of this item the following issues were discussed:
· Details of how the policy was being implemented and whether new employees were expected to be office based until they were familiar with the team and the work expected. The Interim Chief Executive responded that the Council did not employ home workers; the needs of the service dictated when employees should be in the office or indeed out in the field. All managers would let new recruits know what the expectations of the role would be and how the agile working principles were employed to their role specifically.
· In terms of service measures and whether they were ‘SMART’, these were managed by outcome and not by attendance. An example was given of a contracted service which could demonstrate that all members of staff were meeting their contractual requirements. Managers were required to be clear about what they were required to deliver and how that could be demonstrated.
· Whether a cost benefit review had been undertaken. It was noted that officers were using this approach consistently. An example was given that the agile working approach had led to the reduction in occupation of office space which had in turn realised a £70k saving in the budget.
· What arrangements were being made for employees to have appropriate equipment for working at home. The Interim Chief Executive responded that the Council had insisted on DSE assessments being carried out during the Covid pandemic, and equipment had been supplied to employees, including desks, chairs, and screens etc. All staff were required to complete an online system to assess whether they required any additional practical support in working from home.
· Some members referred to not being aware of who was working in a specific office on a day-to-day basis, and this impacted their ability to deal with issues. The Interim Chief Executive responded that members should receive the same response whether an officer was working at home or not; if a face-to-face meeting was required then that would be arranged.
· Members also commented that they did not always know who to contact as they were not aware of team structures. It was suggested that perhaps the IT system could be developed to support this better.
· The Interim Chief Executive responded that she had been made aware of some issues about responsiveness to Councillors and the business improvement team were looking at the issue. A small project team had taken on board feedback about Members’ experiences and would report to the Strategic Management Team. She emphasised that officers must be responsive and proactive as members represented the community.
· What objectives of the policy were and how they would be measured. The Interim Chief Executive responded that the key parameters of the policy set out that objectives, performance measures and ensuring service cover were priorities. The objectives were service specific depending on the type of service being delivered. Agile working had to be arranged to support the Council’s priorities.
· What arrangements were in place for staff who were unable to work from home and what flexibility there was generally. The Interim Chief Executive reported that during the pandemic a number of staff were unable to work from home for various reasons and they had been supported to be office based. In the policy there was an opportunity for a discussion between the employee and their manager at any time to review arrangements. The balance between working at home and in the office would also be tested.
· Whether managers had the skills to deal with poor performance that might be masked through lack of regular face to face contact. The Interim Chief Executive responded that managers had training support and would follow up performance issues.
· Whether the policy applied to for agency workers. It was noted that it generally did not apply, although a manager may decide that it would be appropriate in service specific instances.
· A member suggested that the title ‘Agile working’ might be misconstrued as in project management terms it was a way of implementing large projects. Officers undertook to review the title as the initiative was important for recruitment and retention.
· Where the pressure came from to develop the policy. The Interim Chief Executive responded that the initiative had emerged post Covid as a result of the experience of working differently through the pandemic, but the Council would work in the most efficient way possible with a balance for the Council and for staff.
· What channels were available to employees if a manager was not available or ‘visible’. The Human Resources and Development Manager responded that they were encouraged to contact their senior managers though their management structure in the first instance. The inductions process identified the relevant team and departmental structure.
· Whether the council used 360-degree appraisal. This was not currently used, but different surveys undertaken, such as staff and spot surveys, and these were increasing frequency. They provided information about where in the organisation there might be issues relating to performance.
· What arrangements were in place for customers to review services; the Interim Chief Executive responded that there were records of service enquiries within service areas. The Council had a complaints and compliments system and the level of both were monitored by the Corporate Management Team. The Council also used customer satisfaction surveys to inform managers of performance.
· Whether some form of follow up could be introduced as part of measuring satisfaction with customers’ interaction with services. The project team would pick this up.
· In response to a query about the Workforce Strategy Board, the Interim Chief Executive reported that this was part of developing the workforce action plan. It had been identified that a corporate board was needed to manage and monitor outcomes and implementation. The Interim Chief Executive would chair the Board, which would involve colleagues from the Senior Management Team, supported by project leads and other officers to advise as required. It would meet monthly for at least 6 months and would look at all workstreams.
· Whether the overall impact on mileage as a result of flexible working had been captured. The Human Resources and Development Manager responded that it had been measured previously during the pandemic but not more recently.
RESOLVED that the report be noted.
Supporting documents:
PDF 267 KB