ITEM 04
HUMAN RESOURCES PANEL
23 FEBRUARY 2006
FEEDBACK Employee Satisfaction Survey 2005 – Action Plan
The Action Plan below sets out how the HR & Communications Director will look to make a number of improvements within the Council in order to address a
number of the points raised by the recent employee satisfaction survey FEEDBACK, administered to all EEBC staff in October 2005. Whilst every effort will
be made to implement change / make improvements where necessary, it is not possible to address every issue raised by the survey at this stage. There are
certain financial constraints imposed upon the Council over which it has little or no control, and such constraints dictate the amount / type of work that can be
done. However, as the following Action Plan indicates, all measures that can be taken will be done so.
Concern
Low pay / poor pay / pay
structure has been
highlighted as the least liked
aspect of working for EEBC
by 91 respondents.


Action
To conduct an Equal
Pay Audit.
To conduct a Market
Pay Review.
Outcome
The intention is to report
back findings in order to
develop a process for
reviewing and benchmarking
the Borough’s pay with our
partners on a regular basis to
ensure the pay remains
competitive to enable the
organisation to recruit and
retain high calibre staff.
Timescales
HR will communicate the
recommendations as a result
of the equal pay audit by
September 2006.
The outcome of the first
review will be implemented in
April 2007.


The red tape / bureaucracy
that exists within EEBC has
been highlighted as another
of the main aspects that
employees like least about
working for the Council (50
respondents)

HR will implement a
more streamlined
process for policies and
procedures within the
division.
This will enable managers
easier and quicker access to
policies and procedures.
Page 1 of 7
Ongoing.

Notes
The need to conduct a market
pay review has been
highlighted not only by this
survey, but also by the last
exit interview summary which
identified pay as one of the
reasons for staff leaving the
organisation. There is some
evidence of high staff turnover
within the last quarter.
The review looks at not just
comparison of pay within the
various bandings, but also
benchmarking of the
Borough’s pay with our other
Surrey neighbours.
At the moment this extends
only to the HR division,
although managers working in
other divisions are
encouraged to implement their
own processes to allow for
improved efficiency.
ITEM 04
Concern
Employee opinion is
somewhat divided when it
comes to assessing how well
the Council handles change.
Over half (50.6%) of
employees do not think that
the Council tells the
employees the reason for
change well.
A number of Band 3
employees have expressed
concern regarding career
development within the
Council. Nearly three
quarters (72.7%) answered
that they did not think that
EEBC does a good job of
providing opportunities for
advancement, and 45.5%
would think about leaving the
Council.
HUMAN RESOURCES PANEL
23 FEBRUARY 2006





Action
To ensure that clear
documentation and
information is produced
and communicated to
staff regarding change.
The Internal
Communications Group
will undertake a review
of communication
methods within the
Council, and implement
processes / a framework
to improve
communications within
the Council.
To hold focus groups
with a number of Band 3
employees to ascertain
what the organisation
can do to provide better
career development
opportunities.
To look at succession
planning within the
organisation.
To examine the
possibility of introducing
opportunities for
development e.g.
secondment.
Outcome
This will indicate the change
to take place, the reason(s)
for the change and detail the
need for consultation before
the change takes place,
along with the expectations
as a result of this change.
By ensuring that the reason
for change is communicated
effectively, this will hopefully
reduce the negative
attitude/organisational culture
that is recognised by many
staff within EEBC.
It needs to be acknowledged
that EEBC is a small
organisation and as a result it
is difficult to meet the career
development needs and
aspirations of all staff. The
commitment is to ensure that
all staff are provided with
effective learning and
development opportunities to
ensure that they have the
skills to compete on the open
market. The action could
include assigning projects
and secondment
opportunities where available
and appropriate.
Looking at succession
planning within EEBC will
Page 2 of 7
Timescales
January/February 2006
onwards.
Notes
Further information regarding
improvements to
Communication within EEBC
is mentioned throughout this
Action Plan.

Early 2006.
None.
ITEM 04
HUMAN RESOURCES PANEL
23 FEBRUARY 2006
Concern
A negative attitude /
organisational culture is
recognised amongst EEBC
employees – 48 respondents
have highlighted this as an
issue preventing them from
reaching their targets / goals.
Action







Communication between
management and their staff
is not always as effective as
it should be: 29.1% of
employees responded that
they ‘occasionally’ have one-


To introduce a reward
scheme for staff.
To look at the possibility
of introducing a staff
social committee to
organise and co-ordinate
council social events.
To continue with the
wellness initiatives
already in place within
the Council.
To continue with the
quarterly health and
fitness tests available to
staff.
To communicate
effectively the fact that
the benefits package
available to staff has
been reviewed.
To implement a Flexible
Working Policy.
To ensure effective twoway communication.
To implement a
Management
Development
Programme
To review the internal
communications strategy
Outcome
Enable the identification of
actions to improve the
opportunities available to
staff.
The actions highlighted will
hopefully help to boost the
morale of EEBC officers, and
contribute to a more positive
working culture.
Timescales
Early 2006 and ongoing.
Page 3 of 7

NB. As part of the reward
scheme, an ‘employee’ or
‘team of the month’ will be
elected – the criteria for
selection will go to Directors
for approval February 2006
in order to implement the
scheme in April 2006.
A Flexi-time Audit was
recently completed towards
the end of 2005, and a
Flexible Working Policy will
be implemented as a result
of this, but not before June
2006.
To ensure that all managers
understand what is expected
from them in their jobs and
that they adhere to the
competencies required of
them.
Notes
April 2006 and ongoing.

The hope is to implement a
‘Celebrating Success’ reward
scheme similar to those
offered in the private sector by
organisations such as Harrods
and Sainsbury’s. It is likely
that this will link to the GEM
(Going the Extra Mile) scheme
that has been proposed as a
result of the ongoing Best
Value Review of Customer
Contact.
A number of healthy
workplace initiatives have
already been implemented by
our ‘Let’s Get Active’ Project
Co-ordinator, and a
programme of events for the
New Year is to be
implemented following
forthcoming consultation with
staff to establish the initiatives
that have been enjoyed to
date.
None.
ITEM 04
HUMAN RESOURCES PANEL
23 FEBRUARY 2006
Concern
to-one meetings with their
manager, and 10.8% stated
that they ‘never’ have one-toone meetings.
Action
and all communication
channels within the
organisation.
Outcome
It is hoped that a wider
communication process will
be put in place, with the
introduction of a more
structured team briefing
process co-ordinated by HR.
Every section will be
expected to feed their team
brief to HR who will ensure
that the information is fed
back to the top of the
organisation. This will help to
ensure that two-way
communication is an
ongoing process within the
Council.
Timescales
Notes

HR to co-ordinate the
team briefing process.
A number of employees
(37.4%) do not feel very well
informed about what is
happening in the
organisation as a whole.

To introduce
communications
‘champions’ within the
organisation.
To ensure that all necessary
information is distributed to
members of staff in a timely,
efficient and effective
manner.
January 2006.

A number of employees
(42.1%) do not feel that that
EEBC Communications are
open and honest.

To introduce Director
‘Walkthroughs’.
Once every quarter each
Council venue will be visited
by a Director. This will allow
staff to familiarise
themselves with senior
management within the
organisation, and gives an
opportunity to voice any
April 2006.

Page 4 of 7
Communications ‘champions’
have already been identified
within the organisation, and
terms of reference for these
‘champions’ outlined. Their
role and further information
about their function within
EEBC will be available on IRIS
in early 2006.
This should also provide an
opportunity for staff at Council
venues other than the Town
Hall and who are unable to
attend the Quarterly Staff
Briefings, the chance to meet
with Directors personally.
ITEM 04
HUMAN RESOURCES PANEL
23 FEBRUARY 2006
Concern
A number of employees
(34.7%) have stated that
their manager does not talk
to them about what they
should get out of training
before attending, and 35.3%
stated that their manager
does not check to see that
the skills learnt in training
have improved employee
performance.
Action

To implement a
Management
Development
Programme as part of
the new Learning &
Development Strategy.
Outcome
concerns, or to ask any
questions that staff may have
directly to the Directors. This
should hopefully remove
some of the rumour and
hearsay factor, and ensure
that communication is more
honest and open.
The Management
Development Programme will
ensure that all managers,
team leaders and aspiring
managers are provided with
a minimum set of
management competencies
that is expected of them.
More structured development
opportunities will exist as a
result of the new strategy, for
example, Customer Care
training will be provided for
staff following the completion
of the Best Value Review of
Customer Contact in
February 2006.
Page 5 of 7
Timescales
Ongoing.
Notes

NB. Management
Development Programme to
commence in March/April
2006.

A new Learning &
Development Strategy has
already been agreed
(November 2005), and applies
to all EEBC staff whether they
are full time, part-time or
seasonal (previously known as
casual). The Strategy sets out
how the Council will structure
and deliver training and
development across the
organisation over the next 3
years, through the use of
innovative learning methods
and approaches, to ensure
consistency and value for
money.
The primary objectives of the
Learning & Development
Strategy are to ensure that
staff have the skills and
competencies necessary to
achieve the organisation’s
objectives; to encourage and
enable staff to develop to their
full potential, to increase staff
ITEM 04
HUMAN RESOURCES PANEL
23 FEBRUARY 2006
Concern
Action
Outcome
This will ensure that there is
clear audit trail for the
process. Staff will be
encouraged to apply for
positions and where they are
unsuccessful comprehensive
feedback will be provided to
improve their chances in the
future.
All employees will better
understand their appraisals,
and how to make the most of
the appraisal process.
A number of employees
(51.9%) do not feel that the
Council provides
opportunities for
advancement, and a further
43.5% feel that EEBC does
not do a good job of
promoting the most suitable
Officers.
Only 60.7% of employees
understand the appraisal
process, and only 63% of
employees recognise and
understand their
responsibility in making the
appraisal process effective.

To implement a new
recruitment and
selection toolkit.

To revise the current
appraisal process
Almost a quarter (21.5%) of
employees stated that they
never receive feedback on
performance from their
manager and 19.9% of
employees stated that they
never have their goals and
assignments clearly

To implement a
Management
Development
Programme
The revision of the appraisal
scheme will link the Council’s
key service priorities to
individual targets, so that all
employees will understand
how their role contributes to
the Council meeting its
objectives.
Managers will need to
provide evidence that they
are meeting the core
competencies expected of
them – this could include
360° feedback as a basis for
assessment of each
individual’s development
Page 6 of 7
Timescales
Notes
morale and to help create a
learning organisation in culture
and practice.
The toolkit includes a more
open policy and guidelines on
recruitment to all Council
posts, which covers and
includes the promotion of
Council employees. All
Council vacancies will be
advertised and open to
whoever wishes to apply.
This will be supplemented by
full training of all members of
staff on the full and proper
implementation of appraisals
which is due to start March
2006.
March/April 2006.

An appraisal process review
is currently underway. HR
expects that the new process
will take effect from April
2006.

March/April 2006.
None.
ITEM 04
HUMAN RESOURCES PANEL
23 FEBRUARY 2006
Concern
communicated to them by
management.
22.6% of employees feel that
their manager only treats
them with dignity and respect
‘sometimes’; 7.1% of
employees feel that their
manager never treats them
with dignity and respect.
Action

To introduce core values
to the People &
Performance Agenda.
Outcome
needs. This should enable
managers to identify areas
for their own improvement.
Core values are being
developed which will
reinforce that all employees
are to be treated with dignity
and respect, and to ensure
that all staff are treated in
such a manner.
Timescales
Ongoing.
Notes
None.
Where it is felt that the Director of HR & Communications needs to delve deeper and gain a greater understanding of a number of issues that have been
highlighted before any action can be taken, the half-yearly FEEDBACK employee satisfaction survey will be tailored to what we as an organisation can do.
All of the points raised by this survey will be built into the overall People Strategy and the Communications Strategy to be implemented in April 2006.
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