Minutes:
Invitees:
- Rhys Cornwall – Strategic Director – Transformation and Corporate Change
- Tracy McKim – Head of People, Policy and Transformation
- Kevin Howells – HR and OD Manager
The Head of People, Policy and Transformation advised that during the Council Service Area Plan 2022-24 report at the 5th December 2022 committee meeting, Members identified Recruitment and Retention issues as an area that they would like to look into further. The HR and OD Manager then gave a brief overview of the report.
The Committee asked the following:
The HR and OD Manager advised the Committee they will provide the relevant data and trends.
The HR and OD Manager advised they will provide a workforce demographic analysis to the Committee.
The HR and OD Manager advised that pay rises in recent years have been more substantial compared to earlier periods. This was tied to factors such as teacher pay awards, pension cost increases, and grant-funded positions. They also indicated that the workforce size has grown over the past few years.
The HR and OD Manager indicated that lower-paid workers' wages are increasing, potentially narrowing the pay gap. The Head of People, Policy and Transformation mentioned that higher-scale positions, which require specific skills, often face shortages. They also emphasized the significance of addressing other workforce disparities, including gender and race, besides age.
The HR and OD Manager advised they can compile such data, and pointed out that previous exit interviews failed to capture reasons for seeking new jobs, but the process has since been revised to include this information.
The Strategic Director pointed out that the report provides a general overview of pay awards, such as last year's within NCC, but added that these have been below 1% over the past decade. They clarified that the report's figure includes total staff costs, including pensions. The Strategic Director also mentioned Newport's rapidly growing population under 65, resulting in a significant portion of school-based staff. They agreed to take note of the Committee's specific data interests for future reporting.
The HR and OD Manager confirmed its existence, but noted it's currently unused. However, they mentioned it may come into play if recruitment challenges arise for specific posts. It was further noted that implementing this policy could invite claims from staff with similar role responsibilities to supplemented posts. The Council, along with others, aims to explore other mechanisms before resorting to the market force policy.
The Hr and OD Manager stated that while pay structures are similar across councils, the greater disparities lie in the external competitive market. The Strategic Director added that factors like workload can also contribute to these differences, exemplifying that council pay structures can't compete with private sector engineering roles. The Head of People, Policy and Transformation advised that personal reasons also contribute to staff departures.
The HR and OD Manager explained that supplementary pay is provided when wages drop under the living wage and currently pay awards are under negotiation. The Head of People, Policy and Transformation assured that no staff member is paid below the living wage.
The HR and OD Manager responded that this approach is used during targeted recruitment, and information about the city and other related details are available on the jobs page on the NCC website.
The Strategic Director clarified that SRS is employed by Torfaen Council, which faces similar challenges regarding the salaries of skilled workers.
The Strategic Director acknowledged tough decisions were made concerning staff reductions and removal of posts. The HR and OD Manager further added that the UK's departure from the EU affected available staff. While NCC has access to the government sponsorship scheme, they don't actively pursue these sponsorships. They typically use agency staff to fill gaps, but this approach is currently under review.
The Head of People Policy and Transformation recalled this issue from two previous committee meetings and stated it's under review, especially for benefits supporting council goals like the Cycle to Work scheme.
The HR and OD Manager noted there was no data specifically to the impact of Brexit on Newport Council’s staff. The Strategic Director explained that there has been national research on the issue of Brexit but not at a local level. It was also advised that the Head of People, Policy and Transformation writes a regular report on external pressures and cost of living which goes to Cabinet
The HR and OD Manager revealed that the agency staff cost in the last fiscal year was approximately £2.8 million, a considerable amount. The Head of People, Policy and Transformation pointed out that certain services rely heavily on agency staff, partially offsetting these costs by avoiding full-time employment expenses. The Strategic Director stressed the necessity of maintaining certain workforce levels for smooth operations, requiring agency staff to fill in during absences.
The OD and Business Manager responded that some agencies permit this transition, while others do not.
The HR and OD Manager confirmed that an annual recognition initiative exists, allowing both unions and staff to nominate individuals for these awards.
The HR and OD Manager indicated that they are cooperating with other Gwent partners establish a single point of access for recruitment, although this is still in the early stages for regional recruitment. The Head of People, Policy and Transformation detailed the Council's membership in the WLGA.
The HR and OD Manager shared that they use Facebook, LinkedIn, and TikTok for general advertising, and additional channels for targeted advertising.
The Strategic Director shared that this was discontinued in 2010 due to local analysis revealing significant costs and pointed out that it's a national rather than a local authority issue. The HR and OD Manager added that the Welsh Government is working on a solution for supply teachers.
The HR and OD Manager indicated several changes have been implemented and they are evaluating their impacts. The Strategic Director added that the impact on sickness rates and staff morale isn't clear yet. The Committee emphasised that the effects of remote work aren't limited to productivity but also significantly influence staff communication.
The HR and OD Manager stated that surveys will be sent out to gather opinions on the New Normal policy and to identify further support needed. The Strategic Director explained that survey responses have informed the policy, with a focus on providing choice and ensuring staff wellbeing. They also noted the challenge of separating work from personal time, a central concern in wellbeing efforts. The Head of People, Policy and Transformation the minimum expectations for staff engagement within departments.
The Committee thanked the officers for attending.
Conclusions
Supporting documents: