Leaders at all levels delivering in key result areas and engaging in the right activities
- There is a clear understanding throughout the organisation of what good leadership looks like.
- Embedded performance management processes
- Embedded development processes
- Embedded succession planning processes
- Embedded sourcing processes
Resource and sourcing plans that are in line with budget allocation, skills and diversity gaps closed
- Job design reflects the requirements of the organisation
- Budget allocation aligned with business requirements
- Rolling 3 year workforce plans
- Diversity gaps prioritised and closed
- Skills gaps prioritised and closed
Influence over development of local skills market
- Clear set of accountabilities and cross-organisational plans which align with partner organisations
- Integrated and prioritised approach
Rewards, Contracts and People Policy that ensures a “Living Wage”, equal pay, equal value and optimised flexibility of deployment
- Redistribution of the pay bill to ensure a living wage
- Job families reflect market rates
- Wider pay bands that enable greater flexibility with pay progression linked to performance outcomes
- Reducing contractual allowances
- Annualised hours
- Different contracts of employment
A healthy workforce with high attendance and productivity
- Providing a wide range and more comprehensive set of services to employees to improve health and well-being
- Extending employee choice appropriately
- Eliminate perverse incentives that prevent attendance
- Improved management information that enables targeted support and intervention
Employees and their representatives fully engaged and committed to the organisation
- The right skill and behaviour from employee representatives
- Align external and internal communications more clearly
- Enhance face to face communications