HOW

HOW

Business Improvement Imperatives

We have determined our priority areas by drawing on our organisational results from the 2012 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.

Table below to be adjusted and updated

Priority Area

Planned outcomes & Timescale

Activities

Resources

Performance Management

Leadership behaviours at all levels accord with our values
  • Strengthened Performance and Attendance Management
  • Everyday behaviours reflect Corporate values
  • Open & transparent decision making
  • Clearer direction
  • Reduced reputational risk through improved leadership behaviours

Review: October 2013
  • Chief Executive/ Director team development
  • TS Values: Awareness raising workshops
  • Change Management education programme
  • Quarterly 'All Staff' forum
  • Directorate staff networking 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 2013

Appraisal discussions Monthly conversations Return to work discussions

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 staff engagement
  • Improved organisational efficiency (processes, response times, quality output)

Review: November 2013
  • Awareness raising of wider TS business across the Agency
  • 'Best practice' Directorate development sessions (Knowledge Sharing)
  • Staff shadowing opportunities
  • Use of flexible resourcing practices

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 2013

Evaluation and feedback of 'Best Practice' sessions

Monthly reporting of resource plan

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
  • Clear resourcing/ recruitment needs

Review: December 2013
  • Deliver on the results from the Training Needs Analysis
  • Offer/promote more flexible ways of learning across TS
  • Develop and deliver a TS employee engagement Action Plan
  • Hold staff "resilience" sessions
  • Refine our workforce planning processes

Staff 'Resilience' session - possible cost (external resource)

Other bullets, internal resource available.

Use of internal skills/knowledge where possible, keeping costs to a minimum

Performance against indicators in Employee Engagement Survey 2013

Increase in staff development time/completed PLPs across TS

Evaluation of additional development activities

Quarterly review of sickness absence levels

Feedback and evaluation of 'resilience' sessions