People Report - NSS Corporate · In addition HR are currently in the process of identifying “hot spots” within the organisation where either sickness absence levels are high and

NSS Board Meeting 7 April 2017

People Report

1

Purpose

The purpose of this paper is to inform the NSS Board of the progress against the key workforce targets contained within the NSS Great Place to Work Plan and to summarise the key workforce information as at 28 February 2017

Great Place to Work Measures Key Workforce Data

Measure

Target 2017

Current Month YTD Full Year

Forecast RAG

Measure Target 2018 Current Position Full Year

Forecast RAG

Continuously Improving & Safe Environment Learning & Development

RIDDORS <4 0 4 <4

Mandatory Training 3 YR

Ave 45% 79% 86%


Ave 60% 66% 72%

Measure

Target 2017


Forecast RAG Statutory Training 100% 74% 74%

Sickness Absence

Total 3.8% 3.99% 4.32% 4.33%

Measure Actual

2015/16 Current Month YTD Ave YR

Forecast RAG

Long Term 2.3% 1.70% 2.65% 2.63%

Cases – Informal 66 16 163 170

Short Term 1.5% 2.29% 1.67% 1.71% Cases –

Formal 66 5 133 150 Hours Lost (Stress &

Mental Health)

53878 4670 59761 64845

Measure Actual 2015/16


Forecast RAG

No. Formal Bullying &

Harassment 0 0 2 2

Recruitment Activity

No. Discriminatio

n cases 0 0 0 0

Measure Target Current

Month Ave YTD

Full Year Forecast RAG

Workforce Capability, Sustainability & Optimisation Ave TTH

Admin Services

45 59 64 64

Staff Turnover 7.00% 0.47% 6.18% 6.74%

Ave TTH N&M/HCS/AH

P 60 127 84 84

Workforce Numbers

(WTE)

3438.4 3319.46 3304.49 3358.78

Authorised Recruitment 425 24 357 357

Paybill £ 146.171 m

11.797 m

130.023 m

142.326 m

Posts Filled N/A 19 485 485 Agency

expenditure £

2.842 m

0.389 m

4.003 m

4.421 m

Active Vacancies N/A 152 N/A N/A

Agency Staffing (WTE)

35.7 92.49 86.64 78.56

(%) of Agency (WTE)

1.04% 2.78% 2.67% 2.33% Corporate Responsibility

Measure Target Current Month YTD FY

Forecast RAG



Forecast RAG Youth

Employment 40 2 36 40

No. Leavers 226 17 198 216

Increase Employment Disabilities 5 0 5 5

B/17/36


People Report

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Summary

This NSS People Report covers the period up to 28 February 2017 and highlights progress towards the NSS Workforce targets, and NSS absence performance as at the end of February 2017. In summary, there are some key areas of concern such as Sickness Absence and the Safe Environment for staff with four RIDDORS now reported which exceeds the target and the significant increase in HR case management activity as a result of the focussed work around SBU absence levels. Statutory Training - The Director of HR will be discussing with each of the SBU Directors who have not met the required target on Statutory Training, the action plans that will be put in place to achieve this. In addition, the move to recording the training on the Learnpro system later in 2017 will enable much more accurate recording and reporting on Statutory Training HR Policy training, particularly around the 5 key Policies (Promoting Attendance, Capability, Management of Employee Conduct, Grievance and Bullying and Harassment) has been focussed on delivery via the Leadership Programme and Essential Line Management cohorts. Access to the eLearning modules will be made available to all staff and Managers once final updates have been completed. Great Place to Work Measures Staff Experience: NSS has met all the key deliverables required by the Scottish Government and the NSS iMatter Project Plan. Within the recommended 12 week timeframe 82.5% of team action plans were submitted by Mangers. There continues to be ongoing engagement with the local SBU iMatter Champions with continued focus to achieve over 90% action plan submissions. As of 21 March 2017, 86.5% of team action plans have now been submitted. Next steps will be supporting Managers and teams in the completion of the actions identified. The HR Business Partners continue to engage with SBU Senior Management Teams to identify specific challenges and development gaps. A project “Lessons Learned Session” was completed on 22 February and information gathered will from part of an SBAR which will be presented to the Executive Management Team for discussion on the NSS way forward. Improving and Safe Environment Sickness Absence The Sickness Absence Management Working Group continue to progress with their action plan. Progress in the last month:


People Report

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The on-line “Return to Work” process being implemented will mean the organisation can monitor completion of this essential intervention once reporting is available and provide a more consistent approach across NSS. Long term sickness absence trigger monitoring has resulted in over thirty additional formal cases being managed across the organisation. In the month of February we have a higher level of short-term sickness mainly due to increase in cold and flu, which was the second highest in the month and equated to 0.48% of overall absence in the month, with stress and anxiety still the highest reason reported both in month and YTD. The top four reasons in the month, Anxiety / Cold & Flu / Other Known and Gastro problems equated to over 11k hours or 53% of the absence hours in month, these figures are similar to prior year but the proactive work on absence will provide assurance that there are no concerns and continue to raise awareness across NSS. In addition, the Essential Line Managers training, a session for Managers, focuses on effective occupational health referrals to help Managers and to provide a more consistent approach.

Absence Workshops

General workshops have been organised throughout the month of April with two being held in the Gyle, two in Meridian, two in Canderside and one in Bridgeview. Of the available 138 spaces, 97 have been requested (70%). Breakdown of attendance from SBUs below:

Business Services – 15

Corporate & Clinical Affairs – 2

IT – 1

Practitioner & Counter Fraud – 15

Procurement, Commissioning & Facilities – 46

Public Health & Intelligence – 8

SNBTS – 10

In addition HR are currently in the process of identifying “hot spots” within the organisation where either sickness absence levels are high and trends across specific reasons and departments or non-engagement of Managers is an issue. The “Deep Dive” work being completed by PHI is progressing well and initial analysis completed. Final validation and narrative being developed and will be shared as soon as possible.

An absence survey was issued to 218 Managers in February 2017 and the response rate was 44%. Initial analysis identified the following main themes:


People Report

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Overall there does not seem to be a lack of knowledge of the policy o Capability and conduct were less well known and used. o Managers self-reported that 93% completed the return to work interviews

within two days. (This will be validated by the on-line tool.)

32% of Managers have received formal training on HR policies in the last two years. Although from discussions at focus groups, Managers advised they found it difficult to put this knowledge into practice.

Further analysis has yet to be completed and the outputs of this survey will inform further action planning.

Information and Reporting Director Absence Dashboard The dashboard for Directors is now live with communications and guidelines developed to assist Directors in using this tool. HR Business Partners will also have access, and will therefore be able to fully engage around with key issues and trends. It is planned to roll out the dashboard to manager levels within SBUs, once the SBU Directors have had the opportunity to review the dashboard and feedback any improvements or gaps that need to be addressed. RIDDORS:

Four RIDDOR reportable injuries submitted in 2016-17 have been attributed to Procurement Commissioning and Facilities, with two of these occurring in Quarter 3. A fourth RIDDOR reportable injury has also now been submitted in 2016-17 attributed to Finance and Business Services. At the end of February the RIDDORS reported are within two SBUs – Business Services (1) and Procurement Commissioning and Facilities (3).

Health and Safety are actively engaged with the SBUs to provide support and advice and

ensuring appropriate controls and monitoring in place. The fourth RIDDOR was a late report of a trip accident which happened in Gyle Square in

Quarter 2. This trip was not associated with any fault in the flooring but did result in a substantial injury and sickness absence (two months plus and then one month return to work supported programme). The HSE have recently redefined accidents which happen at work and it was unclear where this accident lay. However after consultation with other Heads of Occupational Health and Safety in the NHS, the decision was made to report this accident. This total of four has exceeded the target set. The specific accident in Business Services is a standalone incident however the other three RIDDORS are contained within Procurement Commissioning and Facilities, and this is a concern as the incident rate has also increased within this SBU. The main area of concern is within the warehouse environment and the interaction between staff and the moving vehicles. This has been highlighted at the Occupational Health and Safety Advisory Committee and also discussed at length with the local Advisors. To this end, the risk assessments are being


People Report

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reviewed and local management responsibilities clarified. In addition, further training is planned to ensure sufficient staff awareness and management ownership of these issues. Statutory Training

The NSS target for Fire Safety Training currently will be shown at Red as form the figures

provided it highlights that only 74% of staff have completed fire safety awareness training. These figures have been provided from the NSS Gyle Facilities team, at this point the figures are manually recorded per site, with only a breakdown of Gyle Square available by SBU, this may result in an inaccurate picture against any of the SBU's with staff based in Meridian. Work is underway for these figures to be reported electronically through Learnpro from Quarter 1, 2017/18. The figures provided show that all SBU's with the exception of Clinical, Strategy & Governance and Human Resources have not met the 100% target to date. From the site information received it identifies that Meridian Court is currently only 39% compliant, this is being currently investigated to check accuracy of reporting.

HR Case Management: HR Case Management activity continues to remain high in comparison to last year, in essence due to the proactive approach now being taken to address the current levels of absence across NSS and the engagement with Line Managers. In the month of February 21 new cases were initiated and these related to ongoing work on attendance across NSS. The table reflects the actual cases by Policy Type, and this reflects similar trends with regards to activity in Attendance and Capability. This is being reviewed ongoing to manage the available HR resources.

Type Attendance Capability Dignity Disciplinary Other Grand Total

Formal 59 34 5 29 6 133

Informal 97 59 3 0 4 163

Workforce Capability, Sustainability and Optimisation: Workforce/Agency Spend: Staffing levels continue to be actively managed by SBUs and at a corporate level, with ongoing monitoring against agreed workforce plans agreed at RAM. Final WTE analysis is not available at the time of producing the report but no significant changes anticipated in the previous figures reported in January. Recruitment:


People Report

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As a result of the recent RAM workforce meetings, the level of activity is slower than normal and around 147 vacancies are currently in the recruitment process and is back to the level from previous years.

Actual completed recruitment for the period new starts = 30 posts and 31 approved e-RAFs in month.

Overall planned recruitment into March is higher than anticipated and a breakdown by SBU indicates where the activity is, in the main where there are new services or replacement of posts where there has been organisational change undertaken.

Jacqui Jones Director of HR and Workforce Development Email: [email protected]

31

3

4

12

6

34

20

36

1

0 5 10 15 20 25 30 35 40

BS

CEAD

HR

IT

P&CFS

PCF

PHI

SNBTS

S&G

NSS Active Vacancies

mailto:[email protected]

Workforce Dashboard SBU: Central Legal Office

Month: February 2017


Measure Target 2017


Forecast RAG

Measure Target 2018


Forecast RAG


Measure NSS Target


Forecast RAG Measure Target Current Position Full Year Forecast RAG

RIDDORS <4 0 0 0

Mandatory Training 3 YR 60% 72% 78%


45% 68% 74%

Measure Target Current Month YTD Full Year


Sickness Absence Total 3.8% 3.37% 4.13% 4.16%

Long Term N/A 1.30% 2.66% 2.64%

Measure Actual


Forecast RAG

Short Term N/A 2.07% 1.47% 1.53%

Cases – Informal

1 0 3 3

Hours Lost (Stress & Mental Health)

N/A 223 3441 3748

Cases – Formal

0 0 0 0



Forecast RAG

No. Formal Bullying & Harassment

0 0 0 0

No. Discrimination cases

0 0 0 0


Measure

Target time to

hire Current Month Ave YTD Full Year

Forecast RAG

Workforce Capability, Sustainability & Optimisation

Ave TTH Admin Services

45 0 54 54 Measure Target Current

Month YTD Full Year Forecast RAG

Staff Turnover 7.00% 0% 6.53% 6.53%

Ave TTH N&M/HCS/AHP Days

60 0 0 0

Workforce Numbers (WTE)

*Financial 120.3 108.55 110.68 108.00


Paybill £ 6.873 m

0.506 m

5.874 m

6.536 m

Posts Filled N/A 0 13 13

Agency expenditure £ 0 0.006

m 0.054

m 0.068

m


Agency

Staffing (WTE) 0 2.00 2.20 2.00

(%) of Agency (WTE) 0% 1.84% 1.98% 1.85%

Corporate Responsibility



Forecast RAG



Forecast RAG

No. Leavers 5 0 6 6 Youth

Employment 2 0 0 0


Workforce Dashboard SBU: Central Legal Office


CLO – Key Highlights CLO sickness absence is an area of focus with a known increase in long term sickness absence. CLO, working with HR have set up two sickness absence manager training sessions in Anderson House. These sessions will be followed by 1:1 clinics on the day to allow managers to discuss in more detail any particular cases or concerns they have with one of the HR Advisers. There have been initial discussions between CLO and HR on the approach and delivery of a CLO Workforce Plan 2017/2018 with the WfP project team agreed and in place. Finally staff turnover remains low with no turnover since November (1 x WTE) and prior to that August (1 x WTE). This continues to be monitored by the CLO SMT.

Workforce Dashboard SBU: IT



Measure Target 2017


Forecast RAG

Measure Target 2018


Forecast RAG


Measure NSS Target Current Month YTD Full Year


RIDDORS <4 0 0 0



45% 61% 66%


Forecast RAG

Statutory Training 100% 48% 48%

Sickness Absence Total

3.5% 2.27% 2.85% 2.88%

Long Term N/A 0.84% 1.45% 1.42%

Measure Actual


Forecast RAG

Short Term N/A 1.42% 1.40% 1.45%

Cases – Informal

5 1 12 13


N/A 313 3930 4261

Cases – Formal 1 0 4 4



Forecast RAG


0 0 0 0


0 0 0 0


Measure

Target time to


Forecast RAG





Staff Turnover 7.00% 0% 4.24% 4.63%


60 0 0 0

Workforce Numbers

(WTE) *Financial

326.80 320.20 322.62 323.20


Paybill £ 16.993 m

1.309 m

15.129 m

16.505 m


Agency expenditure £

1.736 m

0.157 m

1.584 m

1.723 m


Agency Staffing 14.00 14.00 17.27 14.00

(%) of Agency (WTE)

4.28% 4.37% 5.35% 4.33%



Forecast RAG



Forecast RAG Youth


No. Leavers 29 0 14 15


Workforce Dashboard SBU: IT


IT – Key Highlights The use of IT contractors is to provide specialist skills to meet specific IT demand requirements. The IR35 ruling, coming into force in April 2017 may result in increased tax and NI liability for contractors who do not meet HMRC’s definition of ‘self employment’. IR35 is only applicable, at this stage to those contractors in the public sector and has had an impact on retention with a number of IT contractors leaving the IT SBU. A cross-working group in NSS is establishing NSS’s position and approach on IR35 with a consideration on a) existing contractors and b) NSS’s capability to attract and retain contractors to deliver against future needs. The appointment of the Head of Architecture & Solutions has been secured with Steve Roud joining NSS IT SBU on 22 May. The AveTTH figure has been skewed by the duration of the Head of Architecture & Solutions post but more importantly due to the re-advertising of posts. The re-advertising occurs where there is limited response to adverts. The issue around attracting interest to opportunities within the IT SBU is a point of discussion at the IT SMT and will be considered on the IT Workforce Planning action plan. The IT SMT has spent time considering succession planning and identifying succession risks and mitigation options. The focus on succession will continue across the IT SBU.

Workforce Dashboard SBU: Procurement, Commissioning & Facilities



Measure Target 2017


Forecast RAG

Measure Target 2018


Forecast RAG


Measure NSS Target



RIDDORS <4 0 3 3



45% 59% 61%



Sickness Absence Total 4% 4.93% 5.51% 5.44%

Long Term N/A 2.57% 3.81% 3.78%

Measure Actual


Forecast RAG

Short Term N/A 2.36% 1.71% 1.66%

Cases – Informal

10 3 26 28


N/A 1432 11902 12583

Cases – Formal

13 1 39 42



Forecast RAG


2 0 0 0


0 0 0 0


Measure

Target time to


Forecast RAG





Staff Turnover 7.00% 0.55% 5.42% 5.91%


60 0 40 40


*Financial 544.70 527.14 534.34 544.00

Authorised Recruitment N/A 5 68 68

Paybill £ 21.779 m

1.683 m

19.627 m

16.214 m



0.770 m

0.076 m

0.813 m

0.936 m


Agency

Staffing (WTE) 19.70 30.93 28.33 22.00

(%) of Agency (WTE) 3.61% 5.86% 5.30% 4.04%




Forecast RAG

Measure At Risk Current Month YTD FY

Forecast RAG


No. Leavers 24 3 24 26

Youth Employment 0 0 0 0

Workforce Dashboard SBU: Procurement, Commissioning & Facilities


Procurement, Commissioning & Facilities – Key Highlights Absence continues to be at the forefront of the SMT’s agenda and is being managed consistently across the whole business unit, with a significant increase in casework as detailed in this report. As a business unit, mandatory training targets have now been met and focus will be on statutory training until the end of March 2017. PCF is meeting all it the recruitment KPI’s apart from ‘Time to hire’ which is highlighted as red. This is due to the recruitment for a Commodity Specialist which was not filled successfully in the first recruitment round and a delay in the process for another role within Health Facilities Scotland. There are no concerns regarding recruitment in PCF. The Workforce planning process is underway and a draft document will be completed for the end of March 2017. Within the National Screening Division, the formal consultation process is ongoing and will conclude on 9 April 2017. In Business Development, work continues in the logistics restructure at the formulation stage with staff attending Emotional Aspects of Change in March.

Workforce Dashboard SBU: Practitioner & Counter Fraud Services



Measure Target 2017


Forecast RAG

Measure Target 2018


Forecast RAG


Measure NSS Target



RIDDORS <4 0 0 0



45% 76% 82%




Long Term N/A 2.81% 2.65% 2.62%

Measure Actual


Forecast RAG

Short Term N/A 2.75% 1.83% 1.90%

Cases – Informal

11 1 19 20


N/A 985 9214 10519

Cases – Formal

13 0 16 17



Forecast RAG


2 0 0 0


0 0 0 0


Measure

Target time to


Forecast RAG


Ave Time to Hire Days 45 53 44 48


Forecast RAG

Staff Turnover 7.00% 0.37% 2.37% 2.59%


60 0 70 70


*Financial 482.50 480.24 486.58 480.21


Paybill £ 16.766 m

1.325 m

14.817 m

16.214 m

Posts Filled 34 1 12 12


0.224 m

0.037 m

0.476 m

0.521 m


Agency Staffing (WTE) 2.00 12.76 14.48 12.76

(%) of Agency (WTE) 0.41% 2.65% 2.97% 2.89%




Forecast RAG



Forecast RAG


Employment 0 0 2 2


Workforce Dashboard SBU: Practitioner & Counter Fraud Services


Practitioner & Counter Fraud Services – Key Highlights Sickness absence is positioned just above the NSS target rate driven by higher levels of short term sickness absence in a number of areas in P&CFS. Actions agreed by the P&CFS SMT to tackle this are:

Drill down of sickness absence by area

Sickness absence management training across all areas of P&CFS

Continued monthly review of sickness absence at the P&CFS SMT

Specific interventions to address specific issues e.g. roll out of Mindfulness sessions in Bridgeview, Aberdeen to support an increase in issues relating to stress and anxiety.

An offer has been made for the post of Senior Dental Advisor – this is a key role in P&CFS and highlighted on the P&CFS succession plan. P&CFS, as driven by the Staff Governance group continue their drive to ensure every member of staff has an effective performance review / meeting and agreed PDP in place. The team are contacting those staff directly where this is not the case to follow up and to work with the individual and their manager to rectify the situation. Again the Staff Governance team are pushing for 100% completion rates for mandatory training and have contacted individuals in the SBU where there are outstanding completion rates to drive the importance of mandatory training for all staff in the SBU.

Workforce Dashboard SBU: Public Health & Intelligence



Measure Target 2017


Forecast RAG

Measure Target 2018


Forecast RAG


Measure NSS Target



RIDDORS <4 0 0 0



45% 58% 63%




Long Term N/A 0.82% 1.28% 1.30%

Measure Actual


Forecast RAG

Short Term N/A 1.83% 1.58% 1.62%

Cases – Informal

13 1 22 23


N/A 329 7346 8230

Cases – Formal

13 1 9 10



Forecast RAG


1 0 0 0


0 0 0 0


Measure

Target time to


Forecast RAG




Forecast RAG

Staff Turnover 7.00% 0.84% 5.64% 6.15%


60 0 97 97


*Financial 670.90 674.89 663.80 674.58


Paybill £ 30.429 m

2.557 m

27.764 M

30.289 m



0.015 m

0.027 m

0.080 M

0.095 m


Agency Staffing 0.00 3.75 1.36 3.75

(%) of Agency (WTE) 0% 0.55% 0.20% 0.55%




Forecast RAG



Forecast RAG




Workforce Dashboard SBU: Public Health & Intelligence


Public Health & Intelligence – Key Highlights Overall our workforce dashboard is showing very positive results and we continue to make good progress addressing areas of any concern. The changes made to the targets for mandatory training have had a positive result. The statutory actual reported here are not concerning. Internal monitoring and reporting within the SBU is indicative that we will achieve target. Our WTE and use of temporary agency staff remains above plan and we anticipate that this will continue until the year end and is a direct result of increased demand for our services. We will manage the size of the workforce by more effective workforce planning and deployment of staff and disinvestment of services. There is some increase in the average time to hire days. We are actively working with HR and an external agency to improve the quality and quantity of candidates and our internal processes.

Workforce Dashboard SBU: SNBTS



Measure Target 2017


Forecast RAG

Measure Target 2018


Forecast RAG


Measure NSS Target



RIDDORS <4 0 0 0



45% 75% 90%




Long Term N/A 1.42% 3.31% 3.26%

Measure Actual


Forecast RAG

Short Term N/A 2.75% 1.82% 1.88%

Cases – Informal

23 4 55 59


N/A 989 18591 19460

Cases – Formal

23 2 52 53



Forecast RAG


0 0 1 1


0 0 0 0


Measure

Target time to


Forecast RAG





Staff Turnover 7.00% 0.52% 7.83% 8.32%


60 127 85 85


*Financial 881.50 842.13 821.81 852.19


Paybill £ 36.204 m

3.000 m

32.654 m

35.669 m



0 m

0.002 m

0.012 m

0.014 m


Agency Staffing (WTE) 0 1.05 0.57 1.05

(%) of Agency (WTE) 0% 0.12% 0.06% 0.12%




Forecast RAG



Forecast RAG


Employment 13 1 4 5


Workforce Dashboard SBU: SNBTS


SNBTS – Key Highlights The relocation to the Jack Copland Centre is progressing well. People issues have been addressed working in partnership with trade unions, management and staff. There has been a focus on sickness absence management within SNBTS. Sickness absence has stabilised and continues to be addressed by managers, HR advisors and the Healthy Working Lives team. Contributing factors to turnover within SNBTS are the exit of staff through long term sickness absence, the relocation to the Jack Copland Centre, along with retirement of staff. Recruitment to vacancies is taking longer within SNBTS at present due to redeployment opportunities being rigorously scrutinised for staff that are unable to move to Jack Copland Centre. This is proving to be successful for some skills sets, and less successful for more specialist skills sets which will require to be addressed in the longer term.

Workforce Dashboard SBU: Finance and Business Services



Measure Target 2017


Forecast RAG

Measure Target 2018


Forecast RAG




RIDDORS <4 0 1 1



45% 56% 61%




Long Term N/A 2.98% 4.69% 4.64%

Measure Actual


Forecast RAG

Short Term N/A 2.17% 1.85% 1.84%

Cases – Informal

3 5 24 26


N/A 113 4317 4832

Cases – Formal

7 1 13 14



Forecast RAG


0 0 1 1


0 0 0 0


Measure

Target time to


Forecast RAG





Staff Turnover 7.00% 0.43% 12.04% 12.56%


60 Nil Nil Nil


*Financial 244.20 207.93 206.19 218.19


Paybill £ 8.502 m

0.673 m

6.775 m

7.565 m



0.027 m

0.066 m

0.893 m

0.949 m


Agency

Staffing (WTE) 0% 23.00 19.73 18.00

(%) of Agency (WTE 0% 11.06% 9.56% 8.24%




Forecast RAG



Forecast RAG


Employment 3 0 1 1


Workforce Dashboard SBU: Finance and Business Services


Finance and Business Services – Key Highlights Sickness absence rates for both long and short terms absence continue to be managed down with a good improvement on our month end figure. We do not anticipate achieving the NSS target of 3.8% but do expect that our proactive and collaborative approach with HR will continue to show a positive impact and result in a much stronger starting position for the new financial year. Our full year forecast for hours lost due to stress and mental health related absences has continued with a decreasing trend. There is however an increase in the hours lost in month and we will monitor this closely to ensure that the appropriate actions are being taken to support staff. There are some areas, specifically the use of agency workers and turnover that are showing red. This is however not reflective of our tactical approach to recruit temporary workers to protect posts for staff during and in anticipation of organisational change, or what we consider to be a successful operating model within PgMS. We will review and consider these targets for the new year to ensure that performance in these areas is reflected appropriately. The increase in case management is a result of actions to support and develop management practice to ensure staff are managed and supported appropriately in the work environment.

Workforce Dashboard SBU: Clinical



Measure Target 2017


Forecast RAG

Measure Target 2018


Forecast RAG


Measure NSS Target



RIDDORS <4 0 0 0



45% 100% 100%



Sickness Absence Total 3.8% 0% 0.18% 0.16%

Long Term N/A 0% 0% 0%

Measure Actual


Forecast RAG

Short Term N/A 0% 0.18% 0.16%

Cases – Informal

0 0 0 0


N/A

Cases – Formal

0 0 0 0



Forecast RAG


0 0 0 0


0 0 0 0


Measure

Target time to


Forecast RAG





Staff Turnover 7.00% 0% 11.76% 11.76%


60 0 0 0


*Financial 12.6 10.08 10.65 10.11


Paybill £ 1.447 m

0.180 m

1.223 m

1.361 m


Agency expenditure £ 0 0 0 0


Agency Staffing (WTE) 0 0 0 0

(%) of Agency (WTE) 0 0 0 0




Forecast RAG



Forecast RAG


Employment 0 0 0 0


Workforce Dashboard SBU: Clinical


Clinical – Key Highlights The Clinical Directorate has been concluding workforce planning in March 2017, other than this there are no HR issues within this directorate. HR targets continue to be met.

Workforce Dashboard SBU: Customer Engagement & Development



Measure Target 2017


Forecast RAG

Measure Target 2018


Forecast RAG


Measure NSS Target



RIDDORS <4 0 0 0



45% 50% 54%


Forecast RAG Statutory Training 100% TBC TBC


Long Term N/A 0% 0.44% 0.41%

Measure Actual


Forecast RAG

Short Term N/A 2.51% 1.41% 1.48%

Cases – Informal

0 0 0 0


N/A 37 87 106

Cases – Formal

1 0 0 0



Forecast RAG


0 0 0 0


0 0 0 0


Measure

Target time to

hire Current Month YTD Full Year

Forecast RAG





Staff Turnover 7.00% 0% 15.69% 15.69%


60 0 0 0


*Financial 27.30 23.71 24.22 23.71


Paybill £ 1.412 m

0.105 m

1.124 m

1.221 m



0 m

0.020 m

0.70 m

0.092 m


Agency

Staffing (WTE) 0 5.00 1.32 5.00

(%) of Agency (WTE) 0% 21.08% 5.45% 21.08%




Forecast RAG



Forecast RAG


Employment 0 0 0 0


Workforce Dashboard SBU: Customer Engagement & Development


Customer Engagement & Development – Key Highlights The main focus for CEaD this month has been the successful conclusion of the CEaD Organisational Change consultation. The Trade Unions have formally accepted the organisational change proposal with the exception of the proposal to move CEaD staff to two bases – Gyle Square, Edinburgh and Meridian Court, Glasgow. This outstanding issue will be managed in parallel with the start of the implementation phase of the organisational change programme. An implementation team has been established involving Trade Union representation and with a strong focus on engaging staff and stakeholders through this next phase of change. It is anticipated implementation will conclude end of May 2017 although this is dependent on a number of factors and will be reviewed on a regular basis. As in previous months, CEaD continue to carry a number of vacancies (9 WTE) which are being delivered through temporary staff (direct and agency) to ensure the continuity of CEaD service levels and delivery of the CEaD business plan. This resourcing approach will continue to support CEaD through the implementation stage of organisational change. The AveTTH is skewed by one post which was authorised early July 2017 but due to the CEAD Organisational Change the decision was taken not to progress to advert until early October 2017. The CEaD Staff Governance team have collated the key points from iMatter into the CEaD action plan and have a program of work in place to deliver against the action plan utilising the CEaD Directorate Days which is supported by all staff in CEaD.

Workforce Dashboard SBU: HR



Measure Target 2017


Forecast RAG

Measure Target 2018


Forecast RAG


Measure NSS Target



RIDDORS <4 0 0 0



45% 64% 79%




Long Term N/A 1.87% 1.52% 1.40%

Measure Actual


Forecast RAG

Short Term N/A 3.48% 1.45% 1.51%

Cases – Informal

0 0 1 1


N/A 235 597 597

Cases – Formal

0 0 0 0



Forecast RAG


0 0 0 0


0 0 0 0


Measure

Target time to


Forecast RAG





Staff Turnover 7.00% 0% 6.02% 6.02%


60 0 0 0


*Financial 78.00 72.87 75.96 72.87


Paybill £ 3.304 m

0.253 m

2.825 m

3.187 m



0 m

0.004 m

0.022 m

0.022 m


Agency

Staffing (WTE) 0 0 1.36 0

(%) of Agency (WTE) 0% 0% 1.79% 0




Forecast RAG



Forecast RAG


Employment 1 0 0 0


Workforce Dashboard SBU: HR


HR – Key Highlights There are no significant changes from last month, as the HR function continues to meet its KPIs. Workforce planning and a review of the HR model are currently underway.

Workforce Dashboard SBU: Strategy & Governance



Measure Target 2017


Forecast RAG

Measure Target 2018


Forecast RAG


Measure NSS Target



RIDDORS <4 0 0 0



45% 74% 80%




Long Term N/A 0.00% 0.26% 0.68%

Measure Actual


Forecast RAG

Short Term N/A 0.72% 1.14% 1.25%

Cases – Informal

0 1 1 0


N/A 5.5 338 510

Cases – Formal

0 0 0 0



Forecast RAG


0 0 0 0


0 0 0 0


Measure

Target time to


Forecast RAG




Forecast RAG

Staff Turnover 7.00% 0% 5.88% 5.88%


60 0 0 0


*Financial 36.60 41.13 37.66 41.13


Paybill £ 1.711 m

0.144 m

1.437 m

1.571 m



0 m

0 m

0 m

0 m


Agency Staffing (WTE) 0 0 0 0

(%) of Agency (WTE) 0% 0% 0% 0%




Forecast RAG



Forecast RAG


Employment 0 0 0 0


Workforce Dashboard SBU: Strategy & Governance


Strategy & Governance – Key Highlights Strategy and Governance Directorate is on target to meet all HR KPIs for the year. Currently within the business area work is being completed on Workforce Planning. There is no recruitment at present. This small Directorate has a low turnover and little recruitment. One post has impacted on the figures and highlighted ‘Time to hire’ as a red rag status. There are no recruitment issues within Strategy and Governance at present. There are no significant HR issues in this area at present.

Documents

People Report - NSS Corporate · In addition HR are currently in the process of identifying “hot spots” within the organisation where either sickness absence levels are high and