Human Resources Service Plan 2015/16
Human Resources Service
2015-16 Service Plan
Supporting our Corporate Directorate vision:
“Delivering Professional Solutions Together”
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Human Resources Service Plan 2015/16
Contents
Introduction ........................................................................................................................................................................... 4
Vision Statement ................................................................................................................................................................... 4
Drivers for Change ................................................................................................................................................................ 4
About Us ................................................................................................................................................................................ 5
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Governance ................................................................................................................................................................................................... 7
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Regulation and Compliance ......................................................................................................................................................................... 7
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Our Customers .............................................................................................................................................................................................. 9
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Our Costs and Income ................................................................................................................................................................................ 10
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Funding and resources .............................................................................................................................................................................. 10
Detailed Actions/Plan for Change ...................................................................................................................................... 13
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Previous Actions Completed in 2014/15 ................................................................................................................................................... 13
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Ongoing Actions/Projects started prior April 2015 .................................................................................................................................. 15
New Planned Actions Due to Start in 2015/16................................................................................................................... 17
Risks to Delivery ................................................................................................................................................................. 21
Performance Indicators ...................................................................................................................................................... 24
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Performance Indicators from Council Wide Performance Measures ..................................................................................................... 24
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*Total cost of HR function excludes corporate costs e.g. Occupational Health, PVG Scheme, Council-wide training ..................... 26
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Human Resources Service Plan 2015/16

Service Performance Indicators from the Local Government Benchmarking Framework ................................................................... 27
Contact Details .................................................................................................................................................................... 30
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Human Resources Service Plan 2015/16
Introduction
Every year, each Service within the Council is required to produce a Service Plan for the following year. This Service Plan provides an overview
of the Human Resources Service for 2015/16; the Human Resources Service is in the Corporate Directorate. This plan contains information on
major activities, aims, objectives, actions, targets, performance indicators and risks.
Service plans are approved and “signed off” at Director Level as part of the Executive Manager’s Employee Review and Development process.
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Vision Statement
Human Resources Service is committed to supporting the Corporate Directorate’s Vision of “Delivering Professional Solutions Together”.
Drivers for Change
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Shetland Partnership Single Outcome Agreement –
Corporate Plan aims in particular - Being a Properly Led and Well Managed Council and Dealing With Challenges effectively
Medium Term financial Plan identified a saving of 3.8% across Corporate and Executive Services, the public proposed a 2% target saving
for HR during the Participative Budgeting exercise.
Implementation of Health and Social Care Integration and Localities Project
The Council’s first Employee Survey conducted in early 2015 will lead to the development of a Council-wide Employee Engagement Plan
Self Assessment through Best Value 2
An Equal Pay Audit completed in late 2014 identified a number of actions to ensure that Council’s pay and reward mechanisms and
applied fairly and consistently
Changes in legislation/public sector duties including changes to Working Time Regulations, Holiday Pay and implementation of the
Scottish Government Living Wage
Increasing demand on improved systems and processes
Increasing expectations on use of technology
During a Workforce Planning workshop in late 2014 Managers told us about pressures driving the need for change in people management
and HR across the Council, these include:o Thriving Shetland Economy impacting on recruitment and retention of staff
o Skills shortages at senior and specialist professional level
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Human Resources Service Plan 2015/16
o
o
o
o
Shared Services/Integration Agenda
Increasing need for qualifications for registration purposes
Changing demographics of the community and workforce
Deteriorating levels of morale and engagement of council’s workforce
About Us
Human Resources is one of six services within the Corporate Services Directorate lead by the Director, Christine Ferguson along with Capital
Programmes, Information & Communication Technology, Governance & Law, Audit, Risk & Improvement, Finance.
The Service has 3 sections, Policy and Employment Support, Workforce Development and Health and Safety. We have undergone considerable
change over recent years since moving to a single site at North Ness; Workforce Development was centralised within HR in early 2014 and
Health and Safety became part of HR following a re-reorganisation of Corporate Services later in the year. Bringing these two areas in to HR
have complimented the service and will allow us to provide a more joined up strategic approach to effective people management.
The focus of our activity is to ensure that the council has a framework in place that delivers effective people management practise across the
organisation. Our current priorities include employee engagement, managing performance and leadership and management development and
capability. Whilst the service is not a statutory requirement, many of the activities delivered and supported by HR are enshrined in legislation and
public sector duties.
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Human Resources Service Plan 2015/16

Who we are and where we are:
Executive Manager
Denise Bell
Team Leader - Policy & Employment
Support
Team Leader - Workforce
Development TBC
Safety Manager - Fiona Johnson
Safety Officer
Marie Gordon
Policy & Employment Support Team
Senior HR Advisers
Workforce Development Advisers
E-learning Development
HR Advisers
In house Trainer
HR Support team
HR Support team
Employment Support team
Staff Welfare Officer
The Human Resources Service is located in one place at 8 North Ness, Lerwick. We are currently 28.7 FTE and actively support a number of
flexible working and part-time working arrangements.
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Human Resources Service Plan 2015/16

Governance
The Human Resources Service is part of the Corporate Directorate and reports to the Policy & Resources Committee. The Service’s
performance is reported to the Directorate Management Team monthly and SPIs on Employee Attendance and Equal Opportunities from this
plan is reported to the Policy and Resources Committee 4 times per year as part of the Department’s quarterly performance report.
Human Resources participate in formal staff consultation 4 times a year through formal Consultative Committees representing Teachers, Single
Status Staff and College Lecturing Staff. The Council also has a framework in place that provides informal and formal consultation on health,
safety and well being matters through a programme of Service based Safety Forums and a Corporate Central Safety Consultative Committee
that meets quarterly and is chaired by the Director of Corporate Services.
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Regulation and Compliance
The Service must take account of a range of legislative requirements, codes of practise and national and local policies and procedures
including:
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The Equality Act 2010, and the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012
Health and Safety At Work Act 1974
Fire Safety (Scotland) Act 2005
Data Protection Act 1998
Working Time Regulations 1998
ACAS Codes of Practise
SJC National Scheme of Conditions of Service
SNCT Handbook of Conditions of Service for Teachers
Single Status Agreement
Scottish Social Services Council
GTC Scotland
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Human Resources Service Plan 2015/16
What we do
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Providing consistent and comprehensive people management advice and support that makes a positive contribution to the performance of
the organisation in areas such as performance management and maximising attendance.
Provision of strategic and policy advice and proactive work to ensure the council is prepared for workforce demands such as recruitment,
retention and workforce planning.
Lead the council-wide recruitment support activity including ensuring compliance with safe recruitment processes and requirements.
Delivery of efficient and effective core employment contractual related transactions that ensure that people are paid properly and on time.
Develop and implement fair employee relations strategies working in partnership with employee representatives
Provide and promote strategies and practices that assist the Council in providing a safe and healthy working environment to ensure
employees achieve a work life balance
Ensure that employee records are maintained and stored effectively to enable accurate data management and reporting.
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Policy & Employment Support are responsible for:-
Workforce Development are responsible for:-
Development of an annual Workforce Development plan for all Council employees that ensure staff have the skills and knowledge to be
able to perform to the best of their ability
Monitor the implementation of the Council’s Employee Review and Development policy to support continuous improvement in staff
performance.
Co-ordinate and deliver training programmes on behalf of the Child and Adult Protection Committees.
Develop effective management information systems to enable monitoring and reporting of council wide workforce development activities
and budget spend
Delivery and evaluation of workforce development activities to be able to demonstrate impact and return on investment
Lead the Employee Engagement process.
Develop career path systems that allow our staff to grow and develop their career within the Council and support the Redeployment Plus
Programme.
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Human Resources Service Plan 2015/16
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Health and Safety are responsible for:-
Protecting the health and safety of employees and members of the public affected by the Council’s activities
Providing direction, advice, guidance and information that promotes and maintains a positive healthy, safety and welfare culture
Develop systems and practices that ensure risks are dealt with adequately and puts in place preventative and proactive measures.
Monitor performance and management activity in health and safety, reporting on activity and advising where additional measures are
required
Advising the Council’s Central Safety Consultative Committee on strategic, council-wide and operational practises and performance and
supporting the service based safety forums
Reporting relevant incidents to the HSE under RIDDOR.
Ensuring the provision of health and safety training to council staff
Promote attendance at work and ensure that work related health safety and welfare matters are dealt with effectively
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Our Customers
As a support service our main customers are staff employed within Shetland Islands Council along with our service users, these include:
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Corporate Management Team for strategic HR advice and guidance, management information on council-wide people management
performance indicators
All Council Services, management and employees, providing people management advice, support and information;
Council Members for advice, guidance and information;
Trades Unions, for information and communication in order to establish and maintain good employee relationships.
We also work closely with partners to make the most of sharing of information and resources, these include: 
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NHS Shetland Board
Train Shetland, Shetland College and Fisheries College
Clyde Valley Consortium (a group of Scottish Local Authority training and development professionals
COSLA
SPDS (Society of Personnel and Development Scotland
Social Work Scotland
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Human Resources Service Plan 2015/16

Our Costs and Income
The Service has 28.7 full time equivalent staff and annual revenue expenditure of £1,422,566, as detailed below:
Number of
Staff (FTE)
Gross
Expenditure
Income
Net Budget
Capital
Budget
Policy & Business Support including
Executive Manager
20.1
NIL
NIL
908,698
NIL
Workforce Development Team
6.6
NIL
NIL
325,498
NIL
Health and Safety
2.0
NIL
NIL
188,370
NIL
Human Resource Service Total
28.7
NIL
NIL
1, 422,566
NIL
Service
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Funding and resources
The 2015/16 budget for the Directorate is £10,629,000, a reduction of £367K from 2014/15. Overall the Corporate and Chief Executive
Directorate are required to make 3.3% of savings in the 2015-16 budget, the savings proposed is 3.8%. The average reductions proposed by the
public in the building budgets exercise for these Directorates were 3.6%.
The budgets within the Human Resources service are largely staff costs with a small number of centrally held council-wide budgets including
recruitment advertising, pre-employment checks. The Executive Manager also holds Budget Responsibility for the training budgets for all council
services of approximately £850k.
There are a number of pressures on the service to deliver improvement during 2015/16 that will be difficult to achieve within existing staff
resources. Consideration will be given to seeking support from the Spend to save fund and Cary Forward Scheme to support these.
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Human Resources Service Plan 2015/16
Aims and Objectives
The Directorate level actions or most strategically significant operational actions to be delivered are set out in the Directorate Plan and will be
monitored each quarter by the Directorate Management Team and Committee Members as part of the quarterly reviews. The key actions for this
service are set out in this operational Service plans.
Directorate Plan Aims
Action
Support delivery of Health & Social Care integration
Deliver the HR Action Plan as part of the Transition Programme Project Board
including delivery of joint workforce development activities with NHS Shetland and
Voluntary sector
Delivery of Equal Pay Action Plan following completion of Audit during 2014.
Conduct an Equal Pay audit
Develop and improve electronic systems to enable
better monitoring and reporting of Council-wide
workforce development activities and budget
spend.
Demonstrate Best Value, improved performance and retention of staff leading to
more effective workforce planning
Development and Implementation of Health and
Safety Strategy.
Review of existing Safety management Systems to ensure fit for purpose strategy is
in approved and implemented during 2015/16..
Implementing the Workforce Strategy, with
particular emphasis on recruitment and retention
Implement new HR CHRIS 8 system
hot spots
Analysis of workforce profile data and economic context to produce a strategy that
sets a direction for people management in the council.
Ensuring our Council-wide workforce information system can fully support our
business
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Human Resources Service Plan 2015/16
Service Aims/Priorities
Leadership and management
development/capability
Council-wide employee engagement and
consultation
Objectives/Actions (Details below)
Developing capabilities in managing change and cultural transformation
Support the integration of Community Health and Social Care
Develop and implement Employee Engagement Plan
Develop Employee Consultation Protocols and Facilities Agreement
Improve use of CHRIS that provides tools to deliver technological solutions that
streamline systems and processes.
Ensure council-wide HR information systems can
support the councils service delivery and objectives
Review and improve HR data collection and reporting to support evidence based
decisions
Put in place systems that support effective workforce planning talent
Management and Redeployment Plus.
Implement the Workforce Strategy
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Review 5th tier job evaluations
Human Resources Service Plan 2015/16
Detailed Actions/Plan for Change
Previous Actions Completed in 2014/15
Description
Improve Employee Engagement, researched options,
obtained approval with budget, completed tender
exercise and delivered Viewpoint Survey
Delivered Early/ontime/late
Achieved original intention?
Delivered according to plan with longer
timescales needed to develop questionnaire
Over ran by 3 months
Conduct Equal Pay Audit
Over ran by 4 months
Technical problems with specially designed
national software led to delays in data
analysis. Final report delivered valuable
information as intended.
Support the integration of Community Health and Care
On time
Developed HR Action Plan
Support Change Programme and ongoing service
reviews
Yes
On time
Develop HR management information systems (CHRIS
and HR21)
On time
Delivered in part, roll out of HR21 still to be
completed. EPM module to be delivered early
2015. L&D module and improved sickness
recording to be delivered during 2015/16.
Streamline salary administration procedures
Over ran by 2 months
Yes
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Human Resources Service Plan 2015/16
Centralisation of all employment support administration
Over ran by 4 months
Delivered in part due to staff shortages and
limits on capacity
Implementation of training review outcomes
Some remain outstanding
Integration of staff from Community Care
completed, some training admin staff remains
within services. Considerable work remaining
to deliver fully integrated and streamlined
processes
Implement CPD Framework for Elected members
On time
Yes although fewer participants than expected
Launch the Customer Service Qualification
Over ran by 3 months
Yes
Complete Best Value Better Practise self evaluation
On time
Yes
On time for some parts.
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Human Resources Service Plan 2015/16
Ongoing Actions/Projects started prior April 2015
Title/Heading
1. Deliver a Council-wide
Workforce Strategy
Team
Policy
and
Business
Support
Start
Yes
End
May 2015
(P&BS)
P&BS
2. Review 5th tier job evaluation
3. Support the integration of
Community Health and Social
Care
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Yes
HR team
Yes
March
2016
March
2016
Output
Expected Outcome/Supported
Aims/Objectives
Started in
September 2014,
currently on-time to
finish in May 2015
This will support the Council’s Aims of
“Delivering Challenge effectively” and
“Being A Properly Led and Well
Managed Council”. It should also result
in an improvement in the number of staff
leaving the council’s employment and
will reduce the need to recruit externally.
Evaluations
completed where
service reviews
completed
Relevant jobs will be evaluated under
revised JE Scheme as part of an
effective pay and grading model will
support the Council’s aim of being a
Properly led and well managed council”
and “Dealing with Challenges
effectively”.
Integrated
employment
practices, effective
joint working and
people management
Successful implementation of an
integrated health and care service
including localities management will
support the Council’s aim of “being a
properly led and well managed council”
Human Resources Service Plan 2015/16
Ongoing Actions/Projects started prior April 2015
Title/Heading
4. Develop HR management
information systems
5. Complete the integration of
the Employment Support team in
to the Policy & Business Support
Team forming the Policy and
Employment Support Team
under the existing Team Leader
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Team
PBS
PBS
Start
Ongoing
from
2014/15
End
Output
Expected Outcome/Supported
Aims/Objectives
April 2017
Systems in place
make that make the
most of the use of
technology to
provide us with the
information we need
to deliver efficient
services.
This will support the Council’s Aim of
“Being a properly led and well managed
Council” by enabling us to streamline our
procedures and provide good quality
information.
Fully integrated
Policy and
Employment
Support team with
joint systems and
processes
This will support the Council’s Aim of
“Being a properly led and well managed
Council” by enabling us to streamline our
procedures to improve the service to our
customers
February July 2015
2015
Human Resources Service Plan 2015/16
New Planned Actions Due to Start in 2015/16
Title/Heading
Team
Start
Policy and
April
5. Develop and implement Employee Employment 2015
Support
Engagement Plan
(PES)/WDT
End
Output
Phase
One March
2016
Employee
Engagement Action
plans at team,
service, directorate
and organisational
level. There will be
evidence that staff
feel valued and
involved in
decisions that affect
their working life.
PES
6. Develop Employee Consultation
Protocols and Facilities Agreement
7. Improve use of technological
solutions that streamline systems
and processes especially
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PES
March
2015
December
2015
Expected Outcome/Supported
Aims/Objectives
This will support the Council’s
Aim of “Being a properly led and
well managed Council”. It
should also result in an
improvement in the sickness
absence rates and completion of
ERDs PIs.
Systems in place to
ensure staff and
Trades Unions are
supported to
participate in
effective
consultation.
Supports the Council’s aims of
“Being a properly led and well
managed council” and “Dealing
with Challenges effectively”.
Formal agreement to partnership
working is in place and service
or structural changes are
introduced effectively.
Refreshed
recruitment and
selection
Supports the Council’s Aims of
“Delivering Challenge effectively”
and “Being A Properly Led and
Human Resources Service Plan 2015/16
New Planned Actions Due to Start in 2015/16
Title/Heading
Team
Start
End
PES
Health
/Safety
March
2015
April 2016
April
2015
(H&S)
9. Develop a Health, Safety and Well
being Strategy
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Expected Outcome/Supported
Aims/Objectives
procedures will be in Well Managed Council”.
place that is
responsive and
flexible to meet
service needs.
recruitment and retention.
8. Corporate and development work
that supports delivery of Workforce
Strategy.
Output
October
2015
Refreshed and
revised policies and
procedures that
support effective
people management
practice.
Strategy in place
that describes the
councils approach
to protecting the
health, safety and
well being of its
employees.
Supports the Council’s Aims of
“Delivering Challenge effectively”
and “Being A Properly Led and
Well Managed Council”.
Supports the Council’s aims of
“Being a properly led and well
managed council” and “Dealing
with Challenges effectively”.
It should also result in an
improvement in the sickness
absence rates Performance
Indicator.
Human Resources Service Plan 2015/16
New Planned Actions Due to Start in 2015/16
Title/Heading
10. Review and refresh existing
health and safety policy framework
Team
H&S
WDT
11. Develop and improve workforce
development electronic systems and
processes
WDT
12. Develop and implement a
training evaluation mechanism
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Start
April
2015
End
Output
Expected Outcome/Supported
Aims/Objectives
October
2016
Set of relevant, up
to date and user
friendly health and
safety policies and
Safety Management
System
“Being A Properly Led and Well
Managed Council”.
April 2017
Learning and
Development
CHRIS Module will
be in place that
delivers effective
technological
administration
procedures
Supports the Council’s aims of
“Being a properly led and well
managed council” and “Dealing
with challenges effectively” as
our staff receive appropriate
training and development
support.
November
2016
A process will be in
place that measures
and reports on the
effectiveness of
workforce
development
activities.
Supports the Council’s aims of
“Being a properly led and well
managed council” by enabling us
to ensure we are spending
money on the most effective
workforce development
activities.
April
2015
May
2015
Human Resources Service Plan 2015/16
New Planned Actions Due to Start in 2015/16
Title/Heading
13. Research and develop a
proposal for an SIC approach to
implement “Redeployment Plus”
Team
WDT
WDT
14. Workforce planning and talent
management
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Start
June
2015
End
Output
Expected Outcome/Supported
Aims/Objectives
December
2015
Proposal that sets
out how the Council
can retain and
develop existing
staff that reduces
staff turnover and
realises potential.
Supports the Council’s aims of
“Being a properly led and well
managed council” and will
support the Council’s Workforce
Strategy.
April 2017
Systems in place
that demonstrate
how the council
attracts, retains and
manages and
develops its talent.
Supports the Council’s aims of
“Being a properly led and well
managed council” and “Dealing
with challenges effectively”.
April 2015
Human Resources Service Plan 2015/16
Risks to Delivery
Residual
Target
Risk & Details
Frequency Severity
Category
Corporate
Corporate Plan
08. A Properly led and well managed
Council
XOH0008 - Economic / Financial Possible 3
Other - Investment in the development
of HR21 is required which may not be
made available.
Severity
Frequen
cy
Risk
Profile
Assigned To
2
Med
6 Insignificant 1 Unlikely
2
Low
2 Denise Bell
XLSSA0002 - Accidents /Injuries Possible 3 Significa 3
Staff/Pupils/ Clients/Others - The
nt
highest risk for Health and safety is
that the health, safety and well-being
of council employees and members of
the public impacted by council
services are compromised by
insufficient priority of in attention and
so the council fails in its duty to
provide a safe and healthy working
environment for those individuals.
Med
9 Significant 3 Unlikely
2
Med
6 Denise Bell
XOH0011 - Industrial action Deteriorating or breakdown in
employee relations during or as a
consequence of the various service
reviews may lead to industrial action
Med
10 Significant 4 Unlikely
3
Med
7 Christine
Ferguson
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Minor
Risk
Profile
Possible 4 Significa 4
nt
Human Resources Service Plan 2015/16
XOH0007 - Technological - Other Core HR functions rely on ICT to
deliver the service such as CHRIS
and the recruitment portal, these are
essential tools to enable the service to
operate. Any interruption in the
service will mean employee
information cannot be accessed or
processed. Increasing the use of
electronic systems increases the
impact of this risk.
Category
Rare
1
Minor
2
Low
2 Insignificant 1
Possible 3 Significa 3
nt
Med
9
Minor
Med
9
Med
Mediu
m
1
Low
1 Christine
Ferguson
2 Unlikely
2
Low
4 Denise Bell
Minor
2 Unlikely
2
Low
4 Denise Bell
9
Minor
2 Unlikely
2
Low
4 Denise Bell
6
Minor
2 Unlikely
2
Low
4 Denise Bell
Operational
XLSSA0001 - Staff number/skills
shortage - Service relies on two
trained staff, can be difficult to recruit
to skilled posts, small pool locally of
trained people
XOH0002 - Political - Other Possible 3 Significa 3
Change's to organisational priorities
nt
will affect direction and work priorities
for HR staff. .
Possible 3 Significa 3
XOH0003 - Key staff - loss of nt
Departure of either professional staff
that cannot be replaced easily or loss
of a number of staff at the same time
will have a significant impact on our
ability to deliver an effective service.
Possible 3 Minor 2
XOH0004 - Staff number/skills
shortage - Demand from services for
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Rare
Human Resources Service Plan 2015/16
operational support leads to planned
corporate or developmental work
being deferred to avoid overloading
staff.
XOH0005 - Staff number/skills
shortage - Underestimation of work
alongside over estimation of capacity
leading to failure to allow sufficient
time to deliver priorities or inability to
balance conflicting demands.
XOH0009 - Change management
failure - Priorities during 2014/15
include implementing centralised
models of delivery for employment
transactions and workforce
development. This includes
integrating different training teams in
to one within HR. It also requires
support from other services to ensure
the new ways of working are
accepted. Resistance to the change
will significantly affect the success of
these pieces of work.
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Possible 3
Minor
2
Med
6
Minor
2 Unlikely
2
Low
4 Denise Bell
Unlikely 2
Minor
2
Low
4 Insignificant 1 Unlikely
2
Low
2 Denise Bell
Human Resources Service Plan 2015/16
Performance Indicators

Performance Indicators from Council Wide Performance Measures
Council
Corporate Directorate
Human Resources
Service
Indicators / Measure
2014/15
2015/16
Target
2014/15
2015/16
Target
2014/15
2015/16
Target
Sickness Absence
Rates
3.9%
(Projected)
Employee Review and
Development Meetings
held in Policy Period
(Mar-May)
Employee Review and
Development Meetings
held in the previous 12
months (as at Jan 2015)
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26%
57%
3.9%
100%
100%
2.2%
(Projected)
51%
81%
TBC
100%
100%
1.4%
(Projected)
100%
89%
Performance
Statement
Improvement
Statement
2.5%
Maximising
Linked to action
Attendance
#9
policy is
viewed
positively by all
HR staff
Linked to action
#1
100%
ERDs forms
an essential
part of HR
service
planning and
performance
monitoring
As Above
100%
ERDs forms
an essential
part of HR
service
planning and
performance
Human Resources Service Plan 2015/16
Indicators / Measure
Council
Corporate Directorate
Human Resources
Service
Performance
Statement
Improvement
Statement
monitoring
Return to Work
Interviews
N/A
100%
65.4%
100%
73.7%
100%
Maximising
Attendance
policy is
viewed
positively by all
HR staff
Less than 100%
due to staff exits
between absence
and RTW dates.
Linked to action
#9
KEY HR PERFORMANCE MEASURES
Performance Measure
1. Total cost of the HR
function as a % of
organisational running
cost
2. Cost of the HR function
per HR FTE
3
Ratio of employees
Page 25 of 30
Performance
2012/13
N/A
Performance
2013/14
1.04%
Performance
2014/15
Target 2015/16
1.17%
Performance Statement
Improvement
Statement
Increase due to health
and safety section
move in to HR
Linked to action
#11
As Above
Link to action #8
N/A
£41,625*
£44,767
£44,767
Maintaining service
costs will be a
challenge to deliver
service plan priorities
N/A
1:88
1:79**
1:79
Maintaining staffing
Human Resources Service Plan 2015/16
Performance Measure
4
5
6
Performance
2012/13
Performance
2013/14
Performance
2014/15
Target 2015/16
Performance Statement
Improvement
Statement
(FTE) to HR staff
levels will help council
drive transformational
change
Average spend per FTE
employee invested in
L&D
Workforce
development is a
priority for the service
to support delivery of
change
Linked to action
#14
Aiming to maintain
stability in team
Linked to action #
14
Excellent achievement
that we hope to
maintain
Linked to action
#9
Leavers in the last year
as a % of the average
total HR staff
Average % working
days lost per employee
(FTE) per year through
sickness absence

N/A
N/A
N/A
£250.00
3.8%
0.7%
£450.00
3%
0.5%
£400.00
3%
0.5%
*Total cost of HR function excludes corporate costs e.g. Occupational Health, PVG Scheme, Council-wide training
** HR service increased by 2 FTE as now includes Health and Safety section
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Human Resources Service Plan 2015/16

Service Performance Indicators from the Local Government Benchmarking Framework
Scotland 2013/14
Shetland
Indicator
Min
Avg
Max
Corp 1 - Support
services as a %
of Total Gross
expenditure
2.23
CORP 3b - The
percentage of
the highest paid
5% of
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5.15
8.40
Year
Value
Rank
11/12
7.84
32
12/13
2.8
1
13/14
4.53
13
11/12
21.28
32
12/13
23.78
32
Target
Performance
Statement
Improvement Statement
Overall the Council
performance in regard
to the proportion of
expenditure is incurred
on support activities is
positive, being both
lower than the Scottish
average and lower than
the other island
authorities, to which
direct comparison is
often made. This is the
result of the active
management of support
service activities.
The Council will continue
to ensure that it works to
provide efficient and
effective support services
and recognise the
strategic direction taken in
the Medium Term
Financial Plan to increase,
in percentage terms, the
share of the budget spent
on Children’s Services and
Community Care Services.
We are pleased to see
a slight improvement on
our performance
improved between
We continue to monitor
the profile of our workforce
and to carry out Impact
Assessments of all
Human Resources Service Plan 2015/16
Scotland 2013/14
Shetland
Indicator
Min
Avg
Max
Year
Value
Rank
employees who
are women
24.03
CORP 6 Sickness
Absence Days
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47.78
61.84
13/14
24.03
32
11/2
12.03
30
12/13
11.22
28
Target
Performance
Statement
Improvement Statement
2012/13 and 2013/14.
This was mainly due to
a small number of
internal promotions.
The overall workforce
numbers and structure
of the council has
undergone
considerable change
during the past 12
months due to a
planned approach to
service reviews.
reviews to ensure any
detrimental impact on any
particular group is
highlighted and addressed
where necessary. We are
also completing our first
Equal Pay Audit this year
which will identify any
areas for attention or
improvement.
The average sick days
for this group of staff
fell by 1.9 days. There
are two factors leading
We expect this
improvement to continue
as the change in approach
becomes further
Human Resources Service Plan 2015/16
Scotland 2013/14
Shetland
Indicator
Min
Avg
Max
Year
Value
Rank
per Employee
7.40
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9.36
11.38
13/14
9.67
22
Target
Performance
Statement
to this; a decrease in
the Council’s overall
FTE alongside a real
reduction in the
absence days lost due
to closer scrutiny and
management of long
and short term sickness
absence through the
introduction of a new
maximising attendance
policy.
Improvement Statement
embedded. We will also
focus efforts on a number
of the long term absence
cases.
Human Resources Service Plan 2015/16
Contact Details
Human Resources
8 North Ness
Business Park
Lerwick
Shetland
ZE1 0LZ
humanresources@shetland.gov.uk
Tel: 01595 744032
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