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7
Meeting
Performance and Resources Board
Agenda Item
Meeting Date
20th November 2017
Report Number
Report Authors:
James Mark, HR Workforce Information Officer
Sam Lerioza, HR Policy & Strategy Manager
Presented By
Jack Brown, Assistant Director of HR
Subject
HR Monthly Report
Type of Report:
Information
This is the fourth of our enhanced HR reporting, we are on a journey that:

Starts at the provision of up to date data that can be accessed easily, that we use consistently and that
we communicate well,

Moves on to analysis of that data,

Finishes at using different data sets to explore hypothetical scenarios and predict trends.
We will continue to provide monthly reports until the end of the calendar year after which the reporting
period will move to quarterly. The first quarterly report will be presented in April 2018.
Workforce Composition and Demographics
Wholetime
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
2016-17
733.0
731.0
725.8
721.8
712.8
710.8
673.8
671.8
667.8
662.3
657.3
620.5
2017-18
614.5
612.5
610.5
610.5
606.5
606.0
601.0
On Call
2016-17
379.5
376.5
377.0
380.5
377.5
379.8
374.5
379.5
379.0
382.3
380.8
383.5
2017-18
379.5
392.5
393.5
392.5
394.0
404.8
409.3
Support
2016-17
257.1
255.2
252.2
276.1
247.6
240.6
239.4
241.3
246.5
254.3
259.0
257.6
2017-18
259.4
261.2
263.4
268.0
266.2
269.2
249.3
Control *
2016-17
* Control FTE data not readily available for Financial Year 2016-17 Support Agency Workers
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2017-18
33.8
35.8
34.8
33.9
32.8
32.3
32.3
Monthly Support Agency Workers FTE
50
40
30
20
10
0
Apr
May
Jun
Jul
Aug
Sep
2016-17
Oct
Nov
Dec
Jan
Feb
Mar
2017-18
The process for hiring Support Agency Workers was centralised within the HR Support team in April 2017.
HRBPs and Finance Managers review temporary resource allocations and spend by department at monthly
meetings with an overall objective of reducing spend and focusing on the effective utilisation of resources.
The graph above shows a successful reduction in the number of agency workers being engaged across
Support functions.
Monthly Employee Turnover
Monthly Employee Turnover - Operational Staff
6%
5%
4%
3%
2%
1%
0%
Apr
May
Jun
Wholetime 2016-17
Jul
Aug
Sep
On Call 2016-17
Oct
Nov
Dec
Wholetime 2017-18
Jan
Feb
Mar
On Call 2017-18
Turnover levels continue to broadly mirror those from 2016-17, with a reduction in Support/Enabling
employee turnover compared to last year. The absence of an Early Exit programme in 2017-18 is reflected
in the lack of a turnover spike this year.
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Monthly Employee Turnover - Support/Enabling Staff
6%
5%
4%
3%
2%
1%
0%
Apr
May
Jun
Jul
Aug
Sep
2016-17
Oct
Nov
Dec
Jan
Feb
Mar
2017-18
Recruitment & Selection
Talent Pool
The first process for Area Managers, Group Managers, Station Managers and Crew Managers is complete.
The Talent Pool for all employees launched at the end of October. Through our Talent Pool process we will
be able to develop high-performing, high-potential employees with the potential to be able to assume
greater responsibilities when opportunities become available in our Service. The Talent Pool is designed to
identify and bring on the talent that is ready, or near ready, for promotion or lateral moves into key parts
of our Service. The Talent Pool focuses on succession planning, not filling vacancies, and it will become the
normal source for all temporary promotions.
Recruitment
A new automated system for on-call firefighter applications launched on the 30 October. The tracking
system will make the process smoother for the applicant by having a single point to log into and check the
process of their application, giving them a more positive journey from day one of their career with us.
The recruitment of twelve Wholetime Firefighters launched on the 9 October. These vacancies are
initially open to our on-call firefighter colleagues an opportunity to apply for a career in [COMPANY
NAME]. This opportunity allows us to value the contribution that our on call colleagues already make to
the service as competent firefighters. It builds on our commitment to break down perceived barriers
between on call and whole time crews and to encourage inclusivity. It underlines a message that taking a
role as an on call firefighter can be a route into a Fire and Rescue Service career. It is a way of delivering
the crewing levels that we require to deliver a service to the public as quickly as possible and represents
value for money and a prudent use of public funds.
Induction
The first ‘Welcome to [COMPANY NAME] took place on the 25th October 2017 This face-to-face session
aimed at introducing new colleagues to the strategy and values of our Service. The event included a ‘market
place’ in the muster area of our Service Headquarters showcasing our services.
Two Manager Inductions sessions for new/newly promoted managers were also held.
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Attendance
The following reflects the amount sick leave (in calendar days) taken in the 12 months to 31 October
2017.
Corporate
Entire Service
Operational
60% *
60% *
71%
6
7
5
Mean sick days
21.7
24.5
17.8
Max sick days
359
359
254
12,051
7,964
4,087
Proportion of EEs taking sick leave
Median sick days
Total calendar days lost to sickness
(inc Control EEs)
* Data excludes On Call employees due to system limitations which mean that we are unable to report On Call
sickness.
In future reports, we will be able to start presenting information regarding sickness trends – e.g. whether
sickness rates are increasing/decreasing over time. We will also have access to family group data for
comparison.
Employee Relations
Case Management
SW
SE
NW
NE
Corporate
Grievance
0
2
2
1
4
9
Disciplinary
3
4
0
2
0
9
Absence Management
10
15
8
10
13
56
Performance Management
2
1
6
1
0
10
1
0
0
3
0
4
1
1
1
0
0
3
Case raised formally, but
resolved informally using
alternative methods *
Case resolved prior to being
raised formally *
(inc Control)
Total
* Informal case management figures as reported to [COMPANY NAME] SLT in September 2017.
Despite a falling trend in formal disciplinary cases over the past three months prior, October saw an increase
from 5 in September to 9 in October. There were a total of 4 new cases opened during October, two of
which related to the same incident and no cases were closed during this month.
Grievance cases remained at 9 although it should be noted that 5 of these cases were resolved during
October.
Overall absence management case have increased to 56 cases, the highest number since this reporting
began however 8 of these cases were resolved during October with these employees returning to work.
Page 4 of 10
The number of cases raised as a disciplinary or grievance but resolved informally using alternative methods
or cases resolved prior to being raised formally is increasing. This indicates that early intervention is
effective and employees are attempting to resolve their concerns informally with their line manager before
raising a formal grievance. Likewise, consideration is being given by managers to resolving behavioural
matters informally where possible.
Further to the launch of the Dignity at Work Policy we are developing a group of fifty employees to act as
Dignity at Work Advisors. Four courses have been scheduled with 32 attendees being held on 13-14
November 2017, 23-24 November 2017, 27-28 November 2017 and 15-16 February 2018.
An external company held a further Unconscious Bias training during a Leadership Forum in October to help
us better understand its impact and what we can do about it. The Service understands that unconscious
bias can influence decisions in recruitment, promotion and performance management. The aim of the
training was to challenge our natural unconscious biases and make us aware of them. Tests were made
available for all employees to test themselves to measure their own unconscious bias through Harvard’s
Implicit Association Tests (IAT).
Page 5 of 10
HR Support Team Activity
Call Volumes
In the past 12 months, the HR Support Team have handled an average of 186 telephone calls per week. The
dip in calls in late August corresponds with the August Bank Holiday, when the office was closed. On Call
recruitment activity was separated in Nov 2016 and HR Support team call volumes decreased accordingly.
Following on from the implementation of the Cherwell Employee Relations Case Management system, we
are working with Sollertis, the software provider, to devise a set of reports that will allow us to interrogate
the Cherwell transactional call management system and report upon the HR Support Team’s productivity.
This will extend to both Business as Usual transactional activity and On Call recruitment activity.
Weekly Number of Telephone Calls
HR Support Team Telephone Call Volumes
450
400
350
300
250
200
150
100
50
0
Mar
Apr
May
Jun
Jul
Aug
2016-17
Sep
Oct
Nov
Dec
Jan
Feb
2017-18
As recommended by the organisation’s external auditor in January, the Support Team is audited, on a
monthly basis, on the completeness of their transactional files. The audit, conducted by the HR Support
Team Manager and Workforce Information Officer involves a review of each transaction and audit trail
checks of affected employees’ personnel files. If an item is missing, then a file is deemed to be “incomplete”.
This is an ongoing requirement.
HR Support Team File Audit - Oct 2017
100%
80%
78%
74%
60%
40%
26%
22%
20%
0%
Oct
Average YTD
File Complete
File Incomplete
Page 6 of 10
Occupational Health & Fitness Team activity
Monthly Management Referrals
2016-17
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
2017-18
19
25
29
20
13
18
23
OH Management Referrals - Top 5 Reasons - 2017
Injury/Fracture. 12
Back Problems. 18
Mental Wellbeing. 86
MS Upper Body. 22
MS Lower Body. 25
22
23
20
Figures above reflect number of referrals not percentage share.
Occupational Health Appointments – Jan to Oct 2017
Additional Health Surveillance
Annual Health Surveillance
BA Instructor Health Assessment
LGV Health Surveillance
Physiotherapy
Pre-Employment Assessment – Operational
Pre-Employment Assessment – Non Operational
Standard Health Surveillance
Unscheduled Consultation
Workshops Assessment
Total
9
34
7
67
127
53
20
237
33
15
602
Referrals have increased in the past month, some longer term cases/chronic health conditions appearing.
These will impact on sickness absence levels and also numbers of employees who may be transferred to
modified duties for varying periods.
Work still needs to be done with managers at all levels to ensure early referrals; we are still finding that
referrals are late and far down the path of someone’s health problem – often for best intentioned reasons
- but it delays the advice and support we can give which is often valuable at an early stage.
Some of our referrals come from the Fitness team and are part of the supportive measures to ensure that
operational firefighters can achieve adequate fitness levels which ensures their ability to undertake
strenuous activity safely in the operational setting.
Occupational health is part of the working group for the IOSH ‘No time to lose’ campaign around
occupational cancers; we are looking at what resources we can utilise to inform and educate employees
during their contacts with us and also what health promotion tools may be of value across the service.
We are looking at an education and information project around hydration and its importance for
operational firefighters, we hope to collaborate with Anglian Water and utilise their ‘love every drop’
Page 7 of 10
logo; it may also be helpful for Anglian Water to utilise our community safety teams to deliver messages
about healthy water in the domestic setting.
Fitness Team activity
Station Visit Fitness Assessments
The Fitness Team conducted 57 fitness assessments (FITECH) on station visits in October 2017.
RESULT
Passed
3 monthly review
6 weekly review
3 weekly review
Wholetime
36
1
1
2
40
On Call
21
7
0
0
28
TOTAL
57
8
1
2
68
Station visit FITECH tests - October
FITECH Result
Passed
3 Monthly Review
6 Weekly Review
3 Weekly Review
Wholetime
36
1
1
2
On Call
21
7
0
0
Employees that are placed on a 3-weekly review are removed from operational duties by their Station
Manager.
Monthly Appointments attended at Service Headquarters
As well as individual FITECH assessments which are performed on stations and follow-up reviews at Service
Headquarters, appointments were also conducted for functional assessments, On Call pre-assessments and
On Call assessment days. These are mainly conducted at Kelvedon Park in the fitness suite.
Fitness Team Activity - Apr-Oct 2017
Functional Assessment
On Call Assessment
Days
Individual Yearly
FITECH at KP
On Call PreAssessment
3 monthly review
3 weekly review
6 weekly review
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Appointment Type
Wholetime station visits
On call station visits
Individual Yearly FITECH at KP
3 monthly review
6 weekly review
3 weekly review
On Call Pre-Assessments
On Call Assessment Days
Functional Assessments
Number
7
4
16
19
5
2
36
2
1
In September the fitness team launched an Instagram account (@companyName) to provide health and
fitness advice. The aim of this account is to help increase interest in the on call recruitment.
The Fitness Team have achieved the above while one full time member of the team has been on maternity
leave. Therefore, the team have slightly reduced the amount of educational / guidance work they would
normally do for both stations and KP. The introduction of the new fitness policy that is due to be
implemented, including the 6 month support period will also have an impact on the team’s workloads.
Workforce Diversity
In September, we reported specifically on the diversity of our employees. This information will be
provided on a quarterly basis and is being presented again in January 2018, to reflect the positions at the
end of 2017-18 Q2 and Q3 respectively.
Calendar of events
Date
Event
12-19 November
13-17 November
3 December
Inter-Faith Week
Anti-Bullying Week
International Day of Persons
with Disabilities
James Joseph to work with Paul Pemberton and Corporate Comms to appropriately mark the
International Day of Persons with Disability with relevant information sharing. Some focus will be given to
the Disability Confident Scheme, what this means to us as an employer and the influence this will have in
recruitment in 2018.
In October we signed the Faith Covenant alongside the OPFCC, [COMPANY NAME] Police and [COMPANY
NAME] County Council. James Joseph will be the Service Representative at the Faith Covenant Steering
Group.
Dyslexia awareness sessions to be offered in December and January aimed at individuals that think they
may be dyslexic, Managers, HR Staff and Training Staff. Sessions will be held during the day and during
the evening to maximise the opportunity to attend.
We are holding a collaborative event with [COMPANY NAME] Police and East of England Ambulance
Service on 8 March 2018 for International Women’s Day.
Page 9 of 10
Job Evaluation
Four panels have been held since the end of August; the last on the 6th October 2017. From November to
January 2018 there are 5 more panels booked and confirmed with panel members. Two panels will be
held per month until summer 2018 depending on demand. The internal panels have evaluated 20 roles to
date. 12 panel members have already sat on a panel with the remaining 3 due to do so by December.
Overview of JE appeals per directorate
Department
Finance
Number
of JE
Number of
appeals employees
(per
affected
role)
5
8
Final
outcome
received
5
Appeal
Appeal
outcome
outcome no
differs
change from
from
original
original
evaluation
evaluation
3
Commentary
2
complete
Property
5
7
2
0
2
3 outstanding appeals:
2 await final submission from
manager, 1 received 31/10 for
submission to Hay
Purchasing
1
2
1
1
0
complete
Workshops
5
5
5
4
1
complete
Safer
Communities
6
32
6
5
1
complete
HR & OD
4
6
4
3
1
complete
TOTALS
26
60
24
16
7
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