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.