The Council has embarked on a major programme to deliver service expectations and requirements and the reductions in the Council's budget that has arisen from the 2010 Comprehensive Spending Review. A set of change programmes have been put in place to enable the council to move to a new organisation by 2014. The People Programme is one of a number cross-cutting programmes which are designed to enable the required change in the organisation to take place. There are significant interdependencies between all of the programmes and projects and these are being pro-actively managed.
Given the changing service requirements demanded by customers accessing council services and the council's duty to continuously improve services, it is clear that the workforce we have is not a good fit for the future. There is a need for a significant change in culture, performance and productivity of the organisation. In addition, we also need to put in place the right set of support to enable our employees make the transition to our future organisation and secure their engagement. We are doing this by extending employee choice and increasing the ability of our employees to work flexibly. Unless the People Programme enables the required change to take place, the benefits of the Bristol Workplace Programme and other change programmes will not be fully realised
The programme is being delivered through the following work streams:-
- Reward and Job design
- Employee health, well-being and productivity
- Employee resource and sourcing plans
- Employee involvement and consultation
- Skills, demographics and investing in local talent
- Leadership, performance management and succession planning
In addition, a stand-alone project is being established to put in place a new HR service offer aligned to the requirements of internal customers and the organisation. Some organisational changes will probably be needed in the HR Function.
Some of the key change activities taking place are:-
- Embedding systematic leadership performance and talent management
- Putting in place a non-consolidated pay award and designing a new reward package
- Integrating employee health and well being offer and reducing costs
- Embedding Resource Planning to underpin delivery of MTFP requirements for 2013/14
- Defining the future workforce requirements - including job design
- Improving employee engagement and consultation and in particular moving to a model of consultation where employees and their representatives are involved in service design before decisions are made
By 2014, the programme should have led to:-
- An increased number of the right people working in the organisation in the right roles who can move roles more easily to meet changing organisational requirements.
- Systematic deployment of employees who have been identified as key talent.
- We will have clear resource plans and will know our medium term people requirements (capacity and capability)
- Our people will have the right skills to do the roles required of them
- Our people will be healthy, productive and committed
- Our workforce will better reflect the communities we serve
- There will be more employees from diverse groups in senior roles
- Employees who consistently exceed performance expectations will be recognised and rewarded accordingly
- Employees leaving the organisation will be provided with comprehensive support, aligned with external market requirements, to enable them to find work elsewhere.
- Managers will have the right tools available to enable them to do the job we expect of them.