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View from the top – Strategy to Delivery – maximising talent
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Strategy to Delivery – Maximising Talent
Anthony Douglas – Cafcass CEO
Jabbar Sardar – Cafcass Director of HR & OD
Cafcass in Context
Looks after the interests of children in family court proceedings
Biggest employer of social workers in UK (1800 + staff in 56 offices across England)
Unprecedented increase in work since 2008, now at 150,000 children a year
Drivers for ChangeA system responding to the appalling death
of Peter Connelly Need to absorb increases in work within
existing resources, and to improve quality
Response to the recommendations of the Family Justice Review
Cost reductions in line with wider public sector budget efficiency programme
Service Demand vs. Workforce Capacity
1700
1750
1800
1850
1900
1950
2000
2050
21002098
1984
1939
1848
Size of Workforce (Headcount)
6,488
8,8329,203
10,245
11032
5,000
6,000
7,000
8,000
9,000
10,000
11,000
12,000
2008-09 2009-10 2010-11 2011-12 2012 - 13
Care application demand
Management Capacity
•Significant reduction in Cafcass managers in last 4 years•Evidenced increase in management effectiveness•Management Development Programme (2011)•Effective performance management system•New managers supporting improvement
0
20
40
60
80
100
120
140
160
180
Corporate Directors
Heads of Service
Business Managers
Service Managers
Officer Managers
11
32
10
178
58
410
3
106
15
Apr-2009
Mar-2013
Integrated Approach to Talent Management
Projected Sickness
12.611.7
10.7
7.4
6.0
10.3
8.68.0
5.85.5
9.910.3
7.9
5.7
4.4
7.4
5.66.4
4.94.0
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
09/10 10/11 11/12 12/13 13/14
Average Working Days Lost2009-2014 (Projected)
SW AWDL - Inc leavers
SW AWDL - Exc leavers
Non-SW AWDL - Inc leavers
Non-SW AWDL - Exc leavers
Organisational ImpactIncreased Attendance
• Opportunity cost equivalent to approximately 48 posts realised
• Of these 30 are attributable as FCA posts realised
• Benefit realised of over 12,000 working days
101
92
78
53
0.0
20.0
40.0
60.0
80.0
100.0
120.0
09/10 10/11 11/12 12/13
Number of Employees on Sick leave on an average
working day
Organisational ImpactIncreased Workforce Wellbeing
7,7607,271
6,757
2,393
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
09/10 10/11 11/12 12/13
Social Work Days Lost Through Stress
Projection 300
Organisational Impact
• Continued reduction in employee relations cases
• Currently no staff suspended
• 11 staff in formal capability procedures
Employee Engagement
80
• Over 95% of all staff have accessed the MySkills portal in the last 12 months.
• 95% Managers attended Leadership Development training
• 97.6% of new staff attended core training for new starters
• Over 300 staff attended resilience training in 2012-13
Employee DevelopmentOrganisational Impact
Learning and Development• In last three years we have adopted a
structured approach to delivering learning and development
• Blended learning approach allowing delivery to all staff
• Delivery of key knowledge via multiple channels
• Growing our own talent
Focussing on Improvements
The Improvement Journey
Internal Progression
• Developing and promoting internal talent:
• Improving quality of performance
April 2010 – March 2013Social Work Roles 128Non Social Work Roles 68HQ (HR, IT, Finance etc.) 35
Organisational Impact - New Individual Performance ‘Dashboard’
• Key organisational objective to be roll out May 2013• Cornerstone of individual transformation• Assist individuals to self-regulate• Provide a ‘mirror’ to staff to support ownership and
accountability• Proportionate management oversight• Maximises individual productivity• Support the production of reliably good or
outstanding work
Wellbeing, Learning &
Engagement
Key Employee Financial Info
Customer Focus Case Management
Vision &
Strategy
mywork at Cafcass
“To be honest like any workload management tool it’s broad, but it’s useful to hone in, to prioritise tasks on your caseload, a pretty good indicator really”
“I don’t like being managed (by data rather than quality) but it is fair and looks about right”
“There are some flaws as reliant on information from CMS which changes on a daily basis, can’t compare private and public really because of the turnover, BUT it’s helpful to be transparent (with the data)”
" It has generated a significant interest in their own information and feel their hard work is being recognised“ – Service Manager
"I think I am good value, look at the cases I have closed this month"
Maximising TalentWhat are we doing now?
Health and Wellbeing and Engagement:• Enhanced support for all staff through Introduction of
comprehensive Health and Wellbeing Plan in 2013• Continue focus on ‘Day One’ intervention and support• Monitor team and individual sickness and wellbeing• Deliver focussed health and wellbeing support/days for teams
where this is required• Talent Management Strategy
Individual and Workforce DevelopmentFocus on driving up performance and quality:• Focus on both effective team based and individual
learning• Effective organisational strategies:
– Talent Management strategy– Management Development
• Use Performance and Learning Reviews and other mechanisms to continue strong local engagement with staff by managers, with support from HR
Cafcass Total Employer Offer
• Current Offer:– Attractive salary and good terms and conditions;– Training and Development offering
• Future Offer:– Providing a compelling total reward package to
attract, motivate and retain the best people– Flexible benefits (pension, annual leave, wellbeing)– Career pathways for all of our key roles
Future Progression
• Professional and career progression• Link to talent management• Workforce Strategy:
– Current impact and achievements– Future Cafcass strategy– Improved recruitment and selection
• Development of clear career pathways
Future challenges
• A continuous cumulative savings requirement• Demand increases• Higher political expectation but less support for the
public sector• Harmonising with the private sector –internationally• Transparency and greater public support in an
unforgiving environment• Attracting bright graduates into all key sectors
QUESTION AND ANSWER SESSION