Human Resources Activity Report

Transcription

1 OFFICIAL Human Resources Activity Report Human Resources Committee Date: 12 January 2018 Submitted By: Chief Employment Services Officer Agenda Item: 6 Purpose To inform Members of sickness absence to the end of September 2017 and personnel activity to the end of November Recommendations 1. That Members approve the amendment to the establishment. 2. That Members note the content of the report. Summary This report informs Members of the Authority s key areas relating to Human Resources for Local Government (Access to information) Act 1972 Exemption Category: Contact Officer: None Christine Cooper, Corporate HR Manager T: E: Christine.cooper@westyorksfire.gov.uk; Background papers open to inspection: None Annexes: None 9

2 1. NUMBER OF PEOPLE EMPLOYED AS AT 30 NOVEMBER 2017 Wholetime People Posts Brigade Manager 3 3 Area Manager 3 4 Group Manager Station Manager Watch Manager plus two WM on Career Break and two WM on Secondment Crew Manager plus one CM on Career Break Firefighter plus seven Ff on Career Breaks and one Ff on Maternity Leave TOTAL Retained People Posts Watch Manager Crew Manager Firefighter plus two Ff on Career Breaks TOTAL Control People Posts Station Manager 1 1 Watch Manager 8 6 Crew Manager Firefighter TOTAL Green Book People Posts Brigade 3 3 Manager EO EO Gd Gd13 1 Gd Gd Gd plus one Gd 10 on Maternity Leave Gd Gd Gd Gd Gd plus one Grade 5 on Maternity Break Gd plus one Grade 4 on Career Break Gd Gd2 8 5 Apprentice 3 1 TOTAL * *This figure shows the amendments of 2 posts as previously approved (details in section 5) Total People Posts All Staff 1,441 1, Page 2 of 19

3 2. DIVERSITY PROFILE OF WORKFORCE AS AT 30 NOVEMBER GENDER Wholetime Male Female Total Brigade 3 3 Manager Area Manager 3 3 Group Manager Station Manager Watch Manager plus four males on Career Break or Secondment Crew Manager plus one males on Career Break or Secondment Firefighter plus six males on Career Break, one female on Maternity Leave and one female on Career Break Retained Control TOTAL Male Female Total Watch Manager Crew Manager Firefighter plus one male and one female on Career Breaks TOTAL Male Female Total Station Manager 1 1 Watch Manager Crew Manager Firefighter TOTAL Green Book Staff Male Female Total Brigade Manager EO EO Gd Gd Gd Gd Gd10 plus one female on Maternity Leave Gd Gd Gd Gd Gd Gd5 plus one female on Maternity Break Gd Gd4 plus one female on Career Break Gd Gd Apprentice 3 3 TOTAL Page 3 of 19

4 2.2 ETHNICITY Wholetime White British or Irish Any Other White Mixed Asian or Asian British Black or Black British Chinese Total Brigade Manager 3 3 Area Manager 3 3 Group Manager Station Manager Watch Manager Crew Manager Firefighter TOTAL Retained White British or Irish Asian or Asian British Total Watch Manager Crew Manager Firefighter TOTAL Control White British or Irish Mixed Total Station Manager 1 1 Watch Manager 8 8 Crew Manager Firefighter TOTAL Page 4 of 19

5 2.2.4 Green Book Staff White British or Irish Any Other White Mixed Asian or Asian British Black or Black British Total Brigade Manager 3 3 EO EO Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd2 8 8 Apprentice TOTAL Further information According to the 2011 Census, 21.6% of West Yorkshire citizens are BME. 2.3 AGE Wholetime Total Brigade Manager Area Manager Group Manager Station Manager Watch Manager Crew Manager Firefighter TOTAL Retained Total Watch Manager Crew Manager Firefighter TOTAL Page 5 of 19

6 2.3.3 Control Total Station Manager 1 1 Watch Manager Crew Manager Firefighter TOTAL Green Book Staff Total Brigade Manager EO EO Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Gd Apprentice TOTAL Gender Total Male Female TOTAL Ethnicity Total White British or Irish Any Other White Mixed Asian or Asian British Black or Black British Chinese 1 1 TOTAL Page 6 of 19

7 2.4 DISABILITY Wholetime Disabled Not Disabled Total TOTAL Retained Disabled Not Disabled Total TOTAL Control Disabled Not Disabled Total TOTAL Green Book Staff Disabled Not Disabled Total TOTAL Further information Workforce Disability data may not be completely accurate as the onus is on employees to update this personal information via the SAP HR database 15 Page 7 of 19

8 3. SICKNESS ABSENCE WORKING DAYS LOST PER EMPLOYEE 1 APRIL SEPTEMBER 2017 Green indicates achieving or exceeding target Amber indicates satisfactory performance (within 10% of target) Red indicates not achieving target Days per Quarter Long term absences due to mental ill health and muscular skeletal continue to be the main causes of absence, the HR Business Partners along with Occupational Health are looking at ways to support individuals back into work at the earliest opportunity which assists with improving individual s overall mental health and wellbeing. The Current Absence and Attendance Policy has recently been reviewed and should assist with earlier return to works for operational staff carrying out modified duties. 16 Page 8 of 19

9 SICKNESS ABSENCE WORKING DAYS LOST PER EMPLOYEE 1 APRIL SEPTEMBER 2017 Green indicates achieving or exceeding target Amber indicates satisfactory performance (within 10% of target) Red indicates not achieving target Days per Year The service as a whole is slightly over the target set for this point in the year, with the difference between target and actual equating to 434 working days. Ops Response, the largest department in the organisation, continues to perform well. 17 Page 9 of 19

10 SICKNESS ABSENCE DAYS LOST 1 APRIL SEPTEMBER 2017 BROKEN DOWN INTO LONG-TERM, SHORT-TERM AND NON-CERTIFIED SICKNESS Days per Year Cert. LT Cert. ST Non-cert / / /18 to 30 September Certified long term sickness continues to make up the majority of sickness absence. Individuals are fully supported by OHU and HR. SICKNESS ABSENCE MAJOR CAUSES 1 JANUARY SEPTEMBER 2017 Total Days Musculo Mental Gastro Respiratory Lost Skeletal Health Intestinal Cardiovascular Sep , Aug Jul Jun May Apr Mar Feb Jan Dec Nov Oct Sep Aug Jul Jun May Apr Mar Feb Jan Total Percentage 100% 38% 25% 10% 9% 4% Support for individuals and managers in dealing with Mental Ill Health continues to be a high priority, training for senior managers is now complete, and we are continuing to work with Leeds Mind to deliver training to all supervisory managers. The Occupational health Unit are also carrying our some analysis on when absence related to muscular skeletal conditions are more likely to occur in a Firefighter s career in conjunction with the work being carried out on our ageing workforce. 18 Page 10 of 19

11 4. SICKNESS ABSENCE BENCHMARKING WORKING DAYS LOST PER EMPLOYEE 1 APRIL JUNE 2017 This is the most recent data available to WYFRS Thirty UK fire services currently share sickness and absence data amongst themselves, including five of the seven metropolitan services. Latest figures show WYFRS to be better than the national average for days lost to sickness. 19 Page 11 of 19

12 5. ESTABLISHMENT AND STRENGTH AS AT 30 NOVEMBER 2017 Staff Group No. of Posts following HR Committee 6 October 2017 Establishment Amendments to Establishment Proposed Number of Posts (New Establishment) Whole Time Enrolments 1 June to 31 August Employees Leavers and Retirees 1 June to 31 August 2017 Number of People Employed Retained (87 posts) Control Green and Blue Book (Non-Operational) Personnel # Total Further Information - Establishment # On 6 October 2017 the Fire Authority approved the creation of one Gd13 post within Employment Services Organisational Development Manager. An additional Gd3 post (using vacant FTE hours) has been created in Service Delivery Station Clerk. The result of these changes is an overall increase of 2 posts Further Information - Employees Nine of the seventeen Green Book new starters are employed on fixed-term or other temporary contracts. Two of the fifteen retirements were due to medical reasons. 20 Page 12 of 19

13 6. CHANGES IN ESTABLISHMENT AND STRENGTH IN THE PAST 5 YEARS Total Establishment and Strength 21 Page 13 of 19

14 Summary Figures Establishment and Strength 22 Page 14 of 19

15 7. NUMBER AND DISTRIBUTION OF POSTS AS AT 30 NOVEMBER 2017 SERVICE DELIVERY SERVICE SUPPORT EMPLOYMENT SERVICES LEGAL & GOVERNANCE CORPORATE COMMUNICATIONS FSHQ TOTALS Previous Approval New Previous Approval New Previous Approval New Previous Approval New Previous Approval New Previous Approval New Previous Approval New Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab Grade Estab Sought Estab ACO 1 1 ACO 1 1 ACO 0 0 ACO 0 0 Chief 0 0 Chief 1 1 Prin Off 3 3 AM 3 3 AM 1 1 AM 0 0 AM 0 0 AM 0 0 AM 0 0 AM 4 4 GM 8 8 GM GM GM 0 0 GM 0 0 GM 0 0 GM SM SM SM SM 0 0 SM 0 0 SM 0 0 SM WM WM WM WM 0 0 WM 0 0 WM 0 0 WM CM CM CM CM 0 0 CM 0 0 CM 0 0 CM FF FF FF FF 0 0 FF 0 0 FF 0 0 FF WT WT WT WT 0 0 WT 0 0 WT 1 1 WT Prin Off 0 0 Prin Off 0 0 Prin Off 1 1 Prin Off 1 1 Prin Off 0 0 Prin Off 1 1 Prin Off 3 3 EO 1 1 EO 5 5 EO 2 2 EO 0 0 EO 0 0 EO 1 1 EO 9 9 G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G G9 0 0 G G G9 0 0 G9 0 0 G9 2 2 G G G G G G G8 2 2 G G7 8 8 G G G G G7 1 1 G G6 3 3 G G G6 2 2 G6 0 0 G6 3 3 G G G G G5 1 1 G5 0 0 G5 0 0 G G4 1 1 G4 5 5 G4 7 7 G4 0 0 G4 0 0 G4 4 4 G G G G3 1 1 G3 3 3 G3 0 0 G3 0 0 G G2 1 1 G2 0 0 G2 0 0 G2 4 4 G2 0 0 G2 0 0 G2 5 5 G1 0 0 G1 0 0 G1 0 0 G1 0 0 G1 0 0 G1 0 0 G1 0 0 APP 0 0 APP 1 1 APP 0 0 APP 0 0 APP 0 0 APP 0 0 APP 1 1 Green Green Green Green Green Green Green WM WM CM CM FF FF Retained Retained GM(Con) 0 0 GM(Con) 0 0 SM(Con) 1 1 SM(Con) 1 1 WM(Con) 6 6 WM(Con) 6 6 CM(Con) CM(Con) FF(Con) FF(Con) MACC MACC Total Total Total Total Total Total Total Service Support Transfer of 1 Group Manager (GM), 1 Station Manager (SM), 21 Watch Managers (WM), 16 Crew Managers (CM), 32 Firefighter (Ff) posts from Service Support to Employment Services. Transfer of 3 Watch Manager (WM) posts from Service Support to Service Delivery. Transfer of 2 Gd10, 1 Gd9, 6 Gd8, 1 Gd5 posts from Service Support to Employment Services. Transfer of 4 Gd6 posts from Service Support to Employment Services (1 as a Gd7) Legal & Governance Transfer of 1 Gd10, 2 Gd8 and 1 Gd7 post from Legal & Governance to Corporate Communications. 23 Page 15 of 19

16 8. RETIREMENT PROFILE OF WORKFORCE (up to January 2027) Fiscal year Fiscal year/period FF CM WM SM GM AM Chiefs Others MAR Result JAN Result MAY Result DEC JAN FEB MAR Result APR JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR Result APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR Result APR MAY JUN JUL AUG OCT NOV Result APR AUG SEP OCT JAN FEB Result APR JUN AUG OCT NOV DEC MAR Result APR MAY JUN JUL AUG SEP NOV JAN FEB Result APR MAY JUL OCT NOV JAN FEB MAR Result JUN JUL SEP OCT JAN FEB MAR Result MAY JUN JUL SEP OCT NOV DEC JAN Result Page 16 of 19

17 9. HEALTH AND SAFETY PERFORMANCE 1 APRIL 2017 TO 30 NOVEMBER OCCUPATIONAL HEALTH KEY PERFORMANCE INDICATORS 1 APRIL TO 30 NOVEMBER Page 17 of 19

18 11. DISCIPLINE AND GRIEVANCE CASES 1 APRIL TO 30 NOVEMBER 2017 There were no reported cases of bullying or harassment for this period 12. RECRUITMENT STATISTICS 1 JUNE TO 30 NOVEMBER Page 18 of 19

19 OFFICIAL Occupational Health and Safety Unit - Change to Establishment Human Resources Committee Date: 12 January 2018 Submitted By: Chief Employment Services Officer Agenda Item: 7 Purpose To seek approval to replace the current WM (OHSU) post with a Green Book post Recommendations That the Committee approve the replacement of the WM (OHSU) post with a green book post. Summary The Occupational Health & Safety Unit (OHSU) traditionally has a full time Station Manager post within the unit. In 2012, this position was split between OHSU and HR on a 50/50 basis to work on shared work streams such as ill health pensions and sickness absence. In 2013, the Station Manager post transferred to HR and was replaced with a non establishment Watch Manager (A) post within OHSU, which remains the current position today. The current post holder retires in June 2018 and the opportunity to review the role has been taken. It is believed that the replacement of the Watch Manager post will allow the Authority to recruit a green book staff member with the required skills and experience, within the current departmental budget. Local Government (Access to information) Act 1972 Exemption Category: Contact Officer: None Mark Dixon, OHSM Background papers open to inspection: None Annexes: Job Description 27

20 1 Introduction 1.1 The Occupational Health & Safety Unit traditionally has a full time Station Manager post within the unit. In 2012, this position was split between OHSU and HR on a 50/50 basic to work on shared work streams such as ill health pensions and sickness absence. In 2013, the Station Manager post was replaced with a non establishment Watch Manager (A) post, which remains the current position today. 1.2 The current post holder retires in June 2018 which has provided the opportunity to review the position. It is believed that the replacement of the Watch Manager post with a green book post, will allow the Authority to recruit a staff member with the required skills and experience at broadly the same cost, with the slight increase being managed within the current departmental budget. 2 Information 2.1 The current WM (A) post within OHSU is a non establishment post and came about following the changes detailed above, which were part of the HR re-structure previously approved by the Committee. A review of the duties has identified there to be no need for any operational knowledge and therefore little benefit to replacing the post like for like on the retirement of the current post holder. 2.2 Currently the unit has responsibility for 4 functions: Occupational Health, Health & Safety, Wellbeing and Firefighter Fitness and is headed up by the Occupational Health & Safety Manager (OHSM). This post has a heavy workload and with no deputy or assistant manager therefore giving little resilience or support. This also means the OHSM is involved in day to day management issues which are detracting from the more strategic elements of the role. 2.3 A large element of the current post holder s role is coordinating mental health & wellbeing work and this will continue to be the main element of the proposed new green book role. Additionally however, the post will also provide support to the OHSM by managing the unit on a day to day basis and deputising for the OHSM on all 4 functions of the unit. 2.4 This additional responsibility will also free up some resource for the OHSM to deliver the work resulting from the collaboration project, which was recently approved by the Tri- Service Collaboration Board; an objective now incorporated into the 2018/19 action plan. 2.5 The employment of a green book post will allow the Authority to recruit a staff member with the desired skills, experience and qualifications to continue to support the unit in supporting the Authority, whilst providing additional resilience and support for the Unit. The slight additional cost will be managed within the current unit budget, from a staff member who is reducing their hours; therefore the overall result will be cost neutral. 3 Financial Implications 3.1 This involves the conversion of a grey book post to green book. As a consequence, the firefighter establishment will need to be reduced by one post. The current versus proposed post costings are detailed below: Post Cost (incl on costs) Watch Manager (A) 45,624 Green book grade 12 (provisional grading) 46,530-48,924 4 Human Resources and Diversity Implications 4.1 There are no HR and/or diversity implications. 28

21 5 Health and Safety Implications 5.1 This will improve the resilience of the Health and Safety Unit. 6 Service Plan Links 6.1 Appointing competent, qualified and experienced staff to this post will assist the Unit in delivering against the objective of promoting the health, safety & wellbeing of all employees. 7 Conclusions 7.1 Replacing the current WM (OHSU) post with a green book post Assistant Occupational Health, Safety & Wellbeing Manager will ensure the post holder will have the required skills, knowledge, competence and experience to further champion the great work already started within the OHSU, especially around mental health and wellbeing. The opportunity to create an Assistant Manager role, with minimal financial implications, will provide additional resilience to the department management structure and create some capacity for the additional work which will be generated from the tri-service collaboration initiative. 29 Page 3 of 3

22 Agenda item 7a WEST YORKSHIRE FIRE & RESCUE SERVICE JOB DESCRIPTION POST TITLE: GRADE: RESPONSIBLE TO: RESPONSIBLE FOR: PURPOSE OF POST: Assistant Occupational Health, Safety & Wellbeing Manager 12 (Provisional) Occupational Health, Safety & Wellbeing Manager Senior OH Nurse, H&S Advisor, Authority Fitness Advisor (direct reports) and a further 4 staff. To provide occupational health, safety & wellbeing advice and guidance to senior managers. To develop and implement occupational health, safety & wellbeing policies, procedures and projects. To act as wellbeing lead by coordinating health & safety, occupational health, fitness and other initiatives in the development of a Wellbeing Strategy. MAIN DUTIES AND RESPONSIBILITIES 1 Provide advice and guidance to senior managers on occupational health policy matters, health & safety, fitness and wellbeing matters. 2 Participate in the development and implementation of occupational health, health & safety, fitness and wellbeing policies and procedures. 3 Assist the Occupational Health, Safety & Wellbeing Manager to monitor any changes in legislation to ensure policies & procedures are legally complaint. 4 Provide advice and guidance to employees and managers on occupational health policy matters, health & safety, fitness and wellbeing matters. 5 Manage the Occupational Health & Safety team on a day to day basis 6 Act as the lead manager for staff wellbeing across the organisation 7 Oversee the Authority s Welfare Policy & arrangements 8 Manage the Authority s Cycle to Work Scheme 9 Develop, implement, monitor and review a Wellbeing Strategy which combines occupational health, health & safety, fitness & nutrition and other strands together into a coherent strategy. 10 Design, implement, deliver and oversee wellbeing and mental health training. 30

23 Agenda item 7a 11 Assist the Occupational Health, Safety & Wellbeing Manager with producing reports to Management Board and the Human Resources Committee. 12 Oversee the delivery of occupational health, health & safety, fitness and wellbeing projects and initiatives. 13 Develop and submit capital and revenue bids for any projects the unit are leading on. 14 Develop and submit any identified Occupational Health & Safety Unit training bids. 15 In liaison with Corporate Communications, develop a communication strategy to effectively communicate occupational health, health & safety, fitness and wellbeing messages and raise the internal profile of the unit. 16 Deputise for the Occupational Health, Safety & Wellbeing Manager. 17 Represent the Occupational Health & Safety Unit at internal and external meetings and conferences. 18 Implement and promote the Authority s: a. Health and Safety Policy b. Equality and Diversity Policies c. Information Security Management System polices 19 Be responsible for ensuring any data produced in relation to the post is accurate and current. 20 Undertake any other duties commensurate with the post as directed by the Occupational Health, Safety & Wellbeing Manager. 31

24 Agenda item 7a PERSON SPECIFICATION/SHORTLISTING CRITERIA In order to be shortlisted for the post you will need to demonstrate your ability to meet the requirements of the role by giving clear, concise examples of how you meet each of the following person specification criteria on your application form. Please list or number the competency criteria against which you are providing evidence/examples. You will only be shortlisted from the details in the application form if you meet all Essential criteria, i.e. items you must be able to do from day one to be able to perform the role. If a large number of applications are received, only those who also meet the Desirable criteria will be shortlisted, i.e. criteria you need to undertake the role, but which could be learnt during training. There may be some criteria that are identified through Selection Process only. You will only be assessed on these criteria during the selection process and not from your application form, this may involve tests, presentations, interview etc. Experience 1 Demonstrable experience in health & safety management including the provision of competent health & safety advice. 2 Considerable experience of managing staff and leading a team 3 Demonstrable experience of advising on occupational health policy issues. 4 Experience of developing and implementing policies and procedures 5 Possess up to date knowledge of health & safety legislation 6 Demonstrable experience of successfully managing projects 7 Demonstrable experience in implementing wellbeing projects & initiatives. 8 Demonstrable experience of advising on diet, nutrition and fitness. Essential/ Desirable Essential Essential Essential Essential Essential Essential Essential Desirable Where Identified Application & Selection Process Application & Selection Process Application & Selection Process Application & Selection Process Application & Selection Process Application & Selection Process Application & Selection Process Application & Selection Process Education and Training Essential/ Desirable Where Identified 9 NEBOSH General Certificate Desirable Application 10 NEBOSH Diploma Desirable Application 11 Degree in relevant subject area or equivalent demonstrable experience. Essential Application 32

25 Agenda item 7a 12 Evidence of continuing professional development Essential Application & Selection Process Special Knowledge and Skills Essential/ Desirable Where Identified 13 Excellent verbal and written communication skills Essential Application & Selection Process 14 Ability to prioritise and meet conflicting deadlines Essential Application & Selection Process 15 Excellent IT skills (Microsoft Packages) Essential Application 16 Demonstrate commitment to good data quality within Essential Selection Process all areas of work 17 Demonstrates commitment to taking a leading role in Essential Selection Process driving forward WYFRS commitment to equality and diversity and demonstrates an understanding of the importance of equality and diversity to WYFRS as an employer and service provider 18 Demonstrate an understanding of and ability to Essential Selection Process implement health & safety in the work place 19 Hold and maintain a current full valid driving license Essential Application & Selection Process Created November