How

How

Business Improvement Imperatives

We have determined our priority areas by drawing on our organisational results from the 2011 Employee Engagement survey, the SG wide People Strategy and seeking a flexible approach to resourcing, planning and prioritising our work. We intend to drive forward improvements in both performance and strategy building a more visible leadership structure, a flexible and empowered workforce with transparent systems underpinning our change programme.

Priority Area Planned outcomes & Timescale Activities Resources Performance Management
Leadership behaviours at all levels accord with our values
  • Strengthened Performance
  • Management
    Everyday behaviours reflect Corporate values
  • Open & transparent decision making
  • Clearer direction
  • Reduced reputational risk through improved leadership behaviours
  • Review: October 2012
  • Chief Executive/ Director team development
  • TS Values: Awareness raising workshops
  • Change Management education programme
  • Quarterly Director level management forum
  • Directorate "all staff" events
 Mostly existing internal resource required.
Possible external resource depending on the direction/content of CEO/ Director team development - possible cost implications depending on session content
Use of internal skills/knowledge where possible, keeping costs to a minimum 		Performance against indicators in Employee Engagement Survey 2012
Appraisal discussions between managers/staff
Take up and feedback on sessions delivered
Evaluation of work to date, involving staff, stakeholders
We have a flexible and responsive structure, are able to move staffing resources quickly to provide opportunities for staff to gain wider experience. We have excellent systems for strategic workforce planning
  • Increased skills development opportunities
  • Increase levels of motivation
  • More efficient organisation, (processes, response times, quality output)
  • Review: November 2012
  • Implement reviews of HR/L&D and Comms.
  • Awareness raising of wider TS business across the Agency
  • 'Best practice' peer development sessions (Knowledge Sharing)
  • Staff shadowing opportunities
 Some central SG resource involved in implementing reviews.
Other bullets, Internal staff resources required - no cost implications other than some development time.
Use of internal skills/knowledge where possible, keeping costs to a minimum 		Performance against indicators in Employee Engagement Survey 2012
Recommendations from reviews
Evaluation and feedback of 'Best Practice' sessions
We have high levels of staff engagement, and excellent systems to develop the talents of all our staff, and for strategic workforce planning. We recognise the importance of wellbeing and seek to enable staff to lead full and balanced lives at work and at home Clearly defined career development opportunities with improved performance Increased innovation
Wider options for staff development Decreased levels of staff absence Early indication of resourcing/ recruitment needs Review: December 2012
  • Undertake a fresh Training Needs Analysis
  • Offer/promote more flexible ways of learning across TS
  • Open a TS Learning Resource Centre
    Develop and deliver a TS employee engagement Action Plan
  • Hold staff "resilience" sessions
  • Refine our workforce planning processes
 Staff 'Resilience' session - possible external resource and some cost in delivering sessions
Other bullets, internal resource available.
Use of internal skills/knowledge where possible, keeping costs to a minimum 		Performance against indicators in Employee Engagement Survey 2012
Increase in staff development time across TS
Quarterly review of sickness absence levels
Feedback and evaluation of 'resilience' sessions