Agenda item

INFORMATION NOTE OF THE LEARNING AND EMPLOYEE ENGAGEMENT MANAGER

To receive a discussion paper on Learning and Employee Engagement Supporting Organisational Change.

The Learning and Employee Engagement Business Partner introduced the paper on Learning and Employee Engagement Supporting Organisational Change.

Audio Recording – Start of Item – 29 Minutes, 27 Seconds

The Learning and Employee Engagement Business Partner introduced the paper on Learning and Employee Engagement Supporting Organisational Change.  Helen Bylatt explained to the Committee that she was presenting the paper on behalf of Keith Crampton, The Learning and Employee Engagement Business Partner Manager.  The Committee were informed as follows:-

Situated within the HR Department there to provide all of the Learning and Development for the Organisation.

Over the last 4 years they had introduced a number of initiatives supporting the organisation through change, which included workshops for both managers and all other staff.  This was all carried out under the branding “Meeting the Challenge”, which was paramount to build resilience within NHDC.

Visible part of their team role was organising and deliver training, also took a lead on a number of other processes within the organisation.

The Team Mission Statement:

“To support the organisation, its employees and elected members, in achieving their learning and development goals in order that the organisation meets it’s strategic and operational objectives.  In doing this we will strive to proactively engage, be flexible, responsive and innovative in our approach.  We will recognise the need to communicate and provide opportunities for people in different ways to reflect their particular needs”.

Provision of assurance that staff, not only had the skills and knowledge to carry out their role, that they would also have the resilience to cope with changes around them.

There were a number of key initiatives:

·         Values and Behaviours - worked very closely with The Chief and Deputy Chief Executive to engage with staff. An extremely positive response had been received.

·         A new set of Values and Behaviours had been put in place.

·         Leadership and Management Development - not only for the current Leadership and Management Team, but also for the Developing Leaders of the future.

·         Introduction and Management Fundamentals Workshop, aimed to assist with the development of staff who were looking to progress into Line Management.

·         A number of staff were already qualified in the PRINCE2 methodology, however, a new workshop, namely Practical Project Management had been introduce which assisted staff to practically apply their core skills to run a project.

·         Regular Performance Review, (RPR) had replaced the Council’s old appraisal scheme 3 years ago.  2019 would see RPR become a more regular process, which would embrace the new values and behaviours - A review of both performance and that of well being.

·         Their was an increased demand for both staff and Members to undertake essential learning.  The Learning and Development team facilitated this through eLearning on the GROW Zone and Workshop training.

·         Worked closely with all Service Directors to ensure all legislative requirements were covered.

In answer to questions from Cllr Kate Aspinwall The Deputy Chief Executive responded as follows:

NHDC Values and Behaviours:

We are’s and I am’s

We are together – I am considerate

We are continually improving – I am adaptable

We are forward thinking – I am innovative

We are customer focused – I am constructive

We are listening – I am open

We are performance focused – I am professional

Used through regular responsive review process.  Presently reflected the organisation’s culture, going forward, the aspiration to continue.

The Organisational Values – worked closely with Managers after RPR’s had taken place, enabling the challenge of behaviours and allowed discussion in a very positive way.

A potential discussion would take place in order that Councillors would be asked as to what values and cultures would need to be embodied, as, thus far the organisation values had been deliberately aimed at staff.  Suggest that perhaps link expectations,  rather than staff culture, which would fit in with staff objectives.

Councillor Aspinwall felt that this was a great platform in which to reinvigorate the Councillor Code of Conduct – she stated that the Organisational Values needed to be reflected by all.  Councillor Aspinwall congratulated The Learning and Employee Engagement Team for all of their labour intensive work that they carried out.