Transport Scotland - Annual Business Plan 2014-15
How
Business Improvement Imperatives
We have determined our priority areas by drawing on our organisational results from the 2013 People Survey, the SG wide People Strategy and seeking a flexible approach to resourcing, planning and prioritising our work. We continue to drive forward improvements in the priority areas detailed below, building a more flexible and empowered workforce with transparent systems underpinning our business.
|
Priority Area |
Planned outcomes & Timescale |
Activities |
Resources |
Performance Management |
|---|---|---|---|---|
|
Leadership behaviours at all levels accord with our values |
Strengthened Performance and Attendance Management Open & transparent decision making Reduced reputational risk through improved leadership behaviours at all levels Review: October 2014 |
Chief Executive/ Director team development Continue quarterly 'All Staff' forum Directorate staff networking events Deliver wider FoI staff awareness |
Use of internal skills/knowledge where possible, keeping costs to a minimum |
Performance against indicators in the People Survey 2014 Appraisal discussions Monthly conversations Return to work discussions 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 2014 |
Awareness raising of wider TS business across the Agency 'Best practice' Directorate development sessions (Knowledge Sharing) Staff shadowing opportunities Use of flexible resourcing practices Provide enhanced Management Information Reporting Volunteer Opportunities |
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 People Survey 2014 Evaluation and feedback of 'Best Practice' sessions Monthly reporting of resource plan to Directors Regular Board reporting / discussions on resourcing Measure success of 2014 volunteering performance |
|
We have high levels of staff engagement, and excellent systems to develop the talents of all our staff. 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 2014 |
Deliver programme of Line Manager development Offer/promote more flexible ways of learning across TS Develop and deliver on annual TS employee engagement Action Plan |
Use of internal skills/knowledge where possible, keeping costs to a minimum Possible external involvement / cost in delivering Line Manager development programme |
Performance against indicators in People Survey 2014 Increase in staff development time/completed PLPs Evaluation of additional development activities Quarterly review of sickness absence levels Regular Board reporting / discussions on staff wellbeing |