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Engaging Organisations Through Wholesale
TransformationJabbar Sardar
Director of HR&OD
Look after the interests of children in family court proceedings, both public and private law
Biggest single employer of social workers in UK
Established in April 2001 by merging over 100 separate organisations
Work with over 115,000 children each year
Challenges 2008-2010Slow pace of improvement29% demand increase on a declining budget;Declared ‘not fit for purpose’ by the Public Accounts
Committee in 2010High sickness at 16.2 days per social worker per yearIncreased scrutiny – also in 2010, Cafcass failed five
local Ofsted inspectionsA “siege mentality” and low confidence levels.
Cafcass faced significant pressures internally and externally, yet needed to drastically
improve the services it provided
How we did itStage 1: Preparing for Change (2008)Harmonisation of historic terms and conditions;A single performance management framework introduced;
Performance linked to pay, unique at the time for the public sector;
Management Development Programme to enhance capability and accountability of managers;
HR adapted to a HR Business Partner Model.
How we did itStage 2: Effective Employee Relations (2009-2012)Coaching and support for managers to challenge poor-performing
individuals – at times 10% of the workforce were in formal capability or conduct proceedings;
Implementation of ‘one day intervention service’ for any staff on sick leave;
Turnover of 700 members of staff, and reduction in managerial numbers from 329 to 139 between 2009 and 2014;
80 Employment Tribunals during this period that were contested without loss;
Resources allocated to the frontline – currently 93% of our budget.Organisation moved from inadequate to satisfactory during this period
How we did itStage 3: Organisational Development (2012-present)Fully integrated eHR system launched in 2012, introducing
self-service for all people-related administrative tasks; Quarterly Performance and Learning Reviews (PLR)
introduced;Implementation of myWork and myPeople for real-time
performance of individuals, teams and service areas;Provision of Smartphones and 4G laptops for all staff;Comprehensive Health and Wellbeing Plan introduced;Significant expansion of reward and benefits package to
become an Employer of Choice for the profession.
Health and Wellbeing Resources
Immediate Intervention
ModelCash
Health Plan
Flexible Working
Discount Schemes
Employee Assistance Programme
Lifestyle Webinars
Occupational Health
Stress Day 1
Service
Talent ManagementLeadership
Impact Reports
Resilience Training
Staff Surveys
Culture of Recognition
Wellbeing Days
Workplace Pressure
Assessment
Cycle to
Work
eLearning Modules
Health and Wellbeing Specialists
Talent ManagementNew resources from 2013 to enhance job enrichment and develop
professional skills
A Leadership Development Programme and Emerging Talent Programme to train the managers of today and tomorrow;
Organisation focused on Strengths, with over 70 accredited Strengths Coaches trained across the organisation;
A bespoke e-Learning platform with 95% takeup; A graduate scheme across all functions; A top 20 managers executive to support senior succession planning
from 2015/16; 360 feedback incorporated into PLR discussions, ensuring regular, two
way feedback between manager and member of staff; More traditional classroom learning available for all staff on social work
and management topics.
The Impact Enhanced staff engagement and confidence in the organisation:
o 92% agreed that their manager managed effectively;o 96% agreed Cafcass continually improves the services it provides;o 99% agreed that their work was making a positive difference to the lives of children,
demonstrating a shared set of values despite a dispersed workforce.
A More Resilient, Healthier Workforceo Sickness levels reduced from 16.2 days for social workers in 2009/10 to 7.3 days in 2013/14;o 99% of staff remain in Health and Wellbeing Plan – over 2,500 claims made in 2013/14;o 81% of staff agree their manager takes their Health and Wellbeing into account;
Improved the performance of our people and the quality of work produced: o Between Oct 2013 to Jan 2014 95.8% of social workers had completed at least 1 PLR, ensuring
staff have regular performance discussions;o 84% said that they agreed that PLRs helped improve their performance;o New technologies has created a culture of flexible working, with 85% of staff working remotely at
least once a month.
“Outstanding Leadership”
“The organisational culture is one of a supportive management culture, with high expectations and ambition. Staff are motivated, engaged in the vision and committed to continuous improvement. Cafcass has achieved the right balance of challenge and support in developing its staff”
“Cafcass has made significant positive strides to invest in their workforce which has resulted in a stable and highly motivated workforce”
2010 2011 2012 2013 20140%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Outcome of Ofsted In-spection
GoodSatisfactoryInadequate
‘Cafcass’ approach to well-being has been exceptional’.
I have felt supported, valued and empowered. I have been given training and development
opportunities; I have been given career progression opportunities; I have engaged in
structures such as Emerging Talent, recognising skills and expertise to assist in the progress and development of others. I have been given flexibility to complete my
work, both in terms of hours but importantly with equipment enabling me to work
wherever and whenever I need to. This has meant that more than any other role and any other organisation I have had in my 32 years of work, I am able to flexibly manage a good
work-life balance. Health and wellbeing strategies evidence to me as an employee
that this organisation sees its employees as the central feature of how it achieves good outcomes for children. I am proud of what
Cafcass has achieved and perhaps this is the biggest testament any ‘employer` needs in
order to ensure it gets the best it can from its employees.” - Senior Service Manager
“I have worked with children for almost thirty
years….Working for Cafcass is the most positive
experience I have had in employment with any
organisation and I hope to remain in this post for many
years.” – Family Court Adviser “I’ve worked for a number of
children’s social work employers since qualifying 23 years ago. In
Cafcass I believe I’m finally working for an organisation that
has got it right: high practice standards, pioneering innovation, a culture of support with defined
career development pathways and tangible employee benefits makes
it the most professionally stimulating and rewarding
organisation I have ever worked for.” – Family Court Adviser
““It is no exaggeration to say that working at Cafcass has transformed my professional life and
I am as happy and proud of my work as I have ever been since qualifying in 2007.” – Family
Court Adviser
