Meetings

Human Resources

This page gives details of any meetings held which will, or did, discuss the matter, and includes links to the relevant Papers, Agendas and Minutes.

Note: Meeting Agenda can change at short notice. Particularly where future meeting dates are indicated more than a week in advance. Please check before planning to attend a Committee Meeting that the item you are interested in has not been moved.

Meeting: 04/05/2017 - Management Board (Item 6)

HR Dashboard (January - March 2017

Supporting documents:

  • Restricted enclosure 2

Minutes:

Lowri Williams presented the quarterly HR summary report on headcount, turnover and absences to Management Board. This was also the last quarter of the financial year and a detailed report was being prepared for Heads of Service.

 


Meeting: 12/05/2016 - Management Board (Item 8)

HR Dashboard update

Supporting documents:

  • Restricted enclosure 5

Minutes:

The Board received the HR Dashboard to note and were advised that a full discussion on absence management would be held at the Board meeting on 20 June. Allowances were not included in the dashboard as it had been agreed to keep the simplicity of the dashboard, however, this was part of the discussions between HR Business Partners and service Heads.

 


Meeting: 25/01/2016 - Management Board (Item 10)

HR Dashboard

Supporting documents:

  • Restricted enclosure 8
  • Restricted enclosure 9

Minutes:

Lowri Williams presented a proposal for an HR dashboard to be provided on a routine basis. The Board liked the format and agreed to receive it on a quarterly basis by email. More trend data over a longer period was preferable, and data on recruitment and allowances was requested, as was data by grade.

 


Meeting: 02/11/2015 - Management Board (Item 4)

HR Strategy and Resourcing meeting

  • Recruitment and appointment framework and policies (papers)
  • Future Pay Strategy (no papers other than appendix 4)
  • Light touch Capacity Planning
  • AOB

 

Supporting documents:

  • Restricted enclosure 12
  • Restricted enclosure 13
  • Restricted enclosure 14
  • Restricted enclosure 15
  • Restricted enclosure 16

Minutes:

4.1   The Management Board had agreed to dedicate the meeting to Human Resources matters, led by Lowri Williams, who had met with Board members individually to discuss concerns, raised during the last capacity planning round, that workforce policies were creating pressures on the ability to deliver business. HR had developed proposals to address this and also to respond to comments from staff that had been captured through the staff survey and recruitment audit.


Meeting: 23/03/2015 - Management Board (Item 4)

HR Workforce Agenda (continued) - Oral item

Minutes:

Following the last Management Board meeting, which had been focussed on the HR agenda for the next few years, Lowri Williams had met with each Management Board member to discuss the proposed work streams in more detail. The Board were asked to select four individual top priorities that needed urgent attention, over and above the four key priorities already identified. These were grouped with the most requested priorities being Values; Management development; change management; and capacity planning.

There was a need for consistent management development underpinned by and based on values, so it was important to get the values right first. However, it was the responsibility of Management Board to take the lead in driving this, and it was agreed that a new set of corporate values should be developed that were clear and concise.

Lowri outlined ideas for incorporating a management development system within the new corporate induction programme, which would provide training for current staff as well as new. The system would also link with the PMDR process so that upcoming managers could be identified and training provided before taking on management responsibilities.

Action: Claire Clancy, Anna Daniel and Lowri Williams to work on a new set of values.

Following discussions on whether there were any activities in the work streams that were not priorities, the Board agreed that it was important to tackle them in the right order and timescale. Having received the input needed, Lowri would revise the plan and manage the workload, keeping the approach simple and maintaining what was in place where it was already good enough.

 


Meeting: 09/03/2015 - Management Board (Item 4)

HR Agenda Going Forward - Presentation

Minutes:

The Management Board meeting was dedicated to discussions on HR matters. Lowri Williams outlined the purpose of the session, which was to set out the current services delivered by HR and provide an opportunity to review these and raise workforce or service issues. It was also an opportunity to discuss workforce priorities for the Fifth Assembly and agree how the service should develop in the future.

Lowri outlined some of the team’s many achievements during the past twelve months that have contributed to HR’s transformation. These included: the introduction of an annual capacity planning framework, and a revised recruitment authorisation approach; a development in the number of BME partner organisations; an Assembly hosted Working Families event; work undertaken on the child protection framework; leading on the implementation of the HR/Payroll system - the first bilingual system of its kind; and a number of successful ‘wellbeing weeks’. Accolades received during the period included an award for a Top 30 Working Families Employer, UK Apprenticeship of the Year ‘finalist’ award, and a very positive interim IIP inspection.

Management Board considered how the HR function operated and interacted with them as customers and what could be done differently. The Board commented that:

·                HR provided a very good service, but could be more proactive still as a team in connecting with the business;

·                there was a sense of pressure and services being stretched within the HR team, especially because of the level of recruitment, and there was an over-reliance on certain individuals;

·                the new approach to the job evaluation and grading support (JEGS) was excellent;

·                HR could promote its work better to help the organisation understand the workload and responsibilities of the team and the degree to which they were supporting business needs in other service areas;

·                clarity was needed around recruitment and the responsibilities of HR versus service areas;

·                case management support was sharper, quicker and more confident, however, this could be held back by a lack of clarity resulting from the way policies had been drafted; and

·                it was important to get the balance right between learning and development provisions for staff and business need; clarity was needed around the responsibilities of line managers to source appropriate training.

HR’s key objective for 2014-16, to further strengthen organisational capacity, reflected an already strong organisation that was largely excellent. However, there were some issues that needed HR’s support, and areas which would benefit from greater development to meet future organisational priorities.

Lowri introduced the five key work streams that underpinned HR’s key objective and would shape the service’s work programme for the next two years.

Management Board discussed the work streams and agreed that they were in line with the organisation’s priorities. The Board encouraged HR to come back to Management Board frequently to get a steer on key activities.

Lowri outlined the immediate HR projects within the detailed work stream model. The engagement work stream included the engagement strategy and action plan, which had been drafted and would be presented to the Board at a future meeting. A corporate induction video was being prepared that would be fun, real and welcoming. The policies were being reviewed to make them easier to read, accessible and enable staff to put them into practice. Both the next staff survey and the IiP assessment were due in May. However, as a result of the election the IiP date was likely to change to end of 2015.

It was agreed to return to the detailed work stream model at the next Management Board meeting on 23 March.

Action: Management Board members to consider the timing of elements, prioritisation, gaps and what they would like to happen within elements of the work stream model.