Agenda item

Purpose: To demonstrate a change and enhancement to our approach to supporting leadership and management development, along with a review of the appraisal that ensures connectivity to WBC values and a clear new behaviour framework. This report also connects to the current WBC Workforce Strategy.

Paula Goodwin presented a report (Agenda Item 7) concerning Effective Employee Appraisal and Management Development Update.

The Chairman noted that the report was slightly different from what was expected, which was a review of the appraisal system.

It was noted that a peer review of the HR Service had been undertaken through the Local Government Association. Although initial feedback had been very positive, further work was required to meet customer care standards.

It was highlighted that there was a very clear Workforce Strategy, which was updated in 2021. Good progress had been made in relation to delivering the strategy. For example, a training needs analysis had just been completed and had been used to develop a new corporate training programme.

Leadership and management development and aspiring managers programmes would be developed in 2022. Improvements would also be made to the coaching and mentoring framework, informed by a pilot programme introduced last year. This would have external as well as internal support.

It was noted that there was a lot of recruitment activity planned for coming months.

HR was providing additional data for Personnel Committee on a 6 monthly basis. 

A key action from the Workforce Strategy was to review the competency framework and performance management standards. An external consultant was helping to develop a behaviour framework, which would be subject to internal consultation prior to implementation. This would be used for appraisals and other performance management standards would be reviewed around the behaviour framework. Digital processes would be utilised to provide access to performance management data.

It was confirmed that the appraisal process hadn’t changed, but would be reviewed within the next 12 months. In the meantime, managers had been encouraged to ensure that staff had 1-2-1s and appraisals. New templates and associated guidance had been produced and feedback had been positive.

The target was for 90% of staff to have received an appraisal and performance had improved from 74.9% in Quarter 1 to 87.2% in Quarter 4. Further training would be rolled out to managers.

It was noted that feedback from the Staff Survey was positive.

Councillor James Cole stated that an update on appraisals to Personnel Committee in February 2022 data had highlighted considerable differences between services. He had expected that data to form the basis of the report to OSMC and asked if the differences had changed.

It was confirmed that the Quarter 4 data would be presented to the next meeting of the Personnel Committee. Also, appraisal data was circulated monthly to Operations Board. Officers were not aware that this information was required for the OSMC report.

Councillor Steve Masters asked if there was any particular service that was falling short in terms of appraisals and what support was being provided to managers. He also asked about when management training would be provided and if it was possible for aspiring managers to take part.

It was confirmed that the People Directorate had completed 83.6% of appraisals, Place 90.9% and Resources 92.5%. Managers could ask HR if they needed support. The 1-2-1 form and associated guidance had been improved, and feedback had been sought. Also, training / coaching would be provided to help managers have better conversations as part of appraisals. In addition, a training needs analysis had highlighted the need for training about how to improve conversations with staff.

Paula Goodwin indicated that once the behaviour framework was agreed, training programmes for leadership, management development an aspiring managers would be designed. Managers were encouraged to put forward names of employees who were seen to be aspiring managers, and employees could also put themselves forward. It was stressed that all staff should have a personal development plan (PDP) and should have regular discussions with managers about their aspirations. This was important in terms of retaining staff. In addition to training, employees were offered other opportunities, such as secondment. HR was also looking at graduate schemes and internships. It was noted that the Workforce Strategy Delivery Plan was ambitious and actions would need to be prioritised.

Councillor Jeff Brooks commended the progress made in improving completion of appraisals, but hoped that 95% or higher could be achieved. He noted that many work-streams were pre-existing, but were being reviewed. He suggested that there should be a flow-chart to show the links between appraisals, PDPs, training and peer-to-peer learning. He acknowledged that behaviours were important, but stressed that any framework should augment rather than replace measures of performance and competency.

Paula Goodwin confirmed that the behaviour framework would replace the competency framework. However, appraisals would still feature smart objectives and a PDP. Employees would still be expected to deliver, but there was also an emphasis on delivering in the best way possible (e.g. by demonstrating excellent customer care). It was confirmed that there would still be specific competencies for specific roles.

Councillor Brooks stressed the importance of career paths and showing staff how they could progress by developing particular competencies. He suggested that this should be made visual and transparent.

Councillor Tony Linden noted that the behaviour of some Members had not been appropriate in public meetings and stressed that it was important to address this. In relation to manager networks, he had seen some instances of silo working and hoped that this had been addressed. In relation to appraisals, he noted that these may have been affected by Covid.

Paula Goodwin confirmed that 87.2% of staff had received an appraisal within the last 15 months.  She acknowledged that rates may have fallen due to Covid, since staff had other priorities, and in some cases, objectives would have changed due to Covid, and the need to support refugees.  She indicated that work was ongoing to develop better manager networks across the organisation, and work would also be undertaken to look at improving internal communications and engagement to support manager networks. Within the Resources Directorate, there were ‘unconferences’ for mangers. There were also lots of opportunities to get involved in projects and focus groups. Another action related to establishing networks for women who aspired to be managers. The challenge was to create these networks in a hybrid format now that people were working from home as well as in the office.

Councillor Claire Rowles highlighted the current values mentioned in the report,  and expressed surprise that there was no reference to the Nolan Principles.

Paula Goodwin indicated that these would be reflected in the behaviour framework together with other principles such as inclusivity. Where they related to specific parts of the organisations, there would be no change.

Councillor Rowles noted that the Constitution made little reference to officers being governed by the Nolan Principles, so it was important to reference them in the behaviour framework.

Councillor Adrian Abbs asked if virtual appraisals had been a catalyst for improving the completion rate or if it was a potential barrier.

Paula Goodwin felt that rates had improved because managers were being encouraged to have conversations, and also because of the new forms, guidance and support offered.  She felt that the return to the office had helped, but remote working should not be an excuse for not having appraisals.

The Chairman suggested that the improvements reflected the change in senior management.

Nigel Lynn agreed that there had been more emphasis on appraisals amongst the corporate leadership team. He confirmed that it was part of his responsibility to ensure that members of staff were appropriately trained, appraised and had PDPs. He acknowledged that the current system was cumbersome, and would be simplified. Also, some managers had completed appraisals but had not uploaded the data. Focus groups had been set up in response to the Employee Attitude Survey which had highlighted a desire for more 1-2-1s and appraisals. He stressed that these should be part of an ongoing process.

Councillor Cole noted the report had acknowledged that corporate values were not promoted through current induction processes and asked what had been happening as part of inductions.

Paula Goodwin explained that staff were not currently measured against those values. Also, the values were not linked to the competencies used in the appraisal process. This would be addressed in the new behaviour framework. She indicated that there would be a graphical depiction of the connections between organisations values, objectives, and competencies.

Councillor Brooks stressed that in a face-to-face appraisal, it was easier to note aspects such as body language and discomfort that could open up wider conversations.

The Chairman noted that the original brief had been to review the current employee appraisal system. Members’ concerns had stemmed not from the numbers being appraised, but from the numbers achieving the highest grades. He requested a short paper to capture the strengths and weaknesses of the current appraisal system. He also noted that the report had indicated that the behavioural framework came first, but suggested that the analysis should come first to identify the issues. He concluded by noting that managers should not wait until an appraisal to talk to staff about inappropriate behaviour – instead appraisals should focus on outcomes and management by objectives.

Paula Goodwin confirmed that a review of the appraisal process had not yet been completed. The change from a competency framework to a behaviour framework was an action in the Workforce Strategy and a review of the appraisal process and other performance management processes would be undertaken on the back of this to embed the change. Staff would be engaged as part of that review process and it would consider the effects of hybrid working.

The Chairman noted that OSMC had made the request for a review several months ago and asked whether this could be completed for the next meeting.

Sarah Clarke indicated it would not be possible to bring a report to the September meeting, but she undertook to provide an update to OSMC prior to implementing any changes.

The Chairman highlighted that the report had committed to a review by June. He also indicated that officers should have indicated earlier that the timescales for conducting the review were not possible.

Sarah Clarke apologised and highlighted that this was part of a journey, with a lot of work being undertaken to deliver positive change.

Action: Sarah Clarke to confirm when it would be possible to bring a further report on the appraisal system.