To consider progress against the Council’s Human Resources (HR) Strategy including main findings from the 2004 Staff Opinion Survey, and 2003-4 Exit Surveys.

The Committee considered progress against the Council’s Human Resources (HR) Strategy including main findings form the 2004 Staff Opinion Survey and 2003-4 exit surveys, as reported to Cabinet in December 2004.

The Head of Human Resources commented on the findings as set out in the report drawing attention to the fact that the Staff Opinion Survey had been issued shortly after the Job Evaluation and Single Status Results had been announced, which it was thought had influenced both the results and the response rate, which at 38 % was slightly down on the 2003 return (41%).  He also noted that the current HR Strategy expired in 2005 and would be replaced by the Pay and Workforce Development Strategy 2005-08.  Progress against selected targets was set out in the appendix to the report.

In the course of discussion the following principal points were made:

·         That in broad terms there was little significant change from the previous year’s survey.

·         Whilst acknowledging the impact of Job Evaluation on the Survey the Chief Executive cautioned that care should be taken about attributing everything to that exercise.  The findings of the 2005 survey would need to assess carefully the extent to which it was a factor.

·         That confidence that the Council was committed to supporting employees during Job Evaluation (30%) was still low, even though an improvement on 2003 (21%).  In response the Head of Human Resources commented that improvements had been made and he believed the trend was positive.

·         The number of those feeling that they were sometimes bullied/harassed by Members remained at 13% compared with the Council target of 0%.  The Chief Executive suggested that this reinforced the view that it was important that Members should take care to address their concerns to officers at the appropriate level within the Organisation.  Officers with the appropriate seniority, expertise and authority to respond to Members’ requests may well recognise as legitimate an approach which more junior officers might find unsettling.

·         There was concern that, whilst at the top end of response rates for surveys of this type, the response rate at 38% was too low.  It was acknowledged that Job Evaluation may have had an impact, that the survey had been well publicised and that work was underway to seek to encourage a higher response rate.  However, it was thought that more action was needed to improve the rate.

·         In relation to the reduction in the percentage of those agreeing that opportunities for development within the job were good (36%) compared with 54% in 2003, the Chief Executive commented that retention rates were very high.  Staff had to recognise that the Authority simply could not accommodate the career aspirations of every employee.  They had at some point to accept that to progress their career they may well have to move to another authority.  The benefits of working in Herefordshire had to be balanced against career aspirations.

·         It was noted that work was ongoing with the Trade Unions to develop training opportunities.

RESOLVED:   That performance against selected targets in the Human Resources Strategy 2002-2005 indicators be noted.