The Committee considered a report by the Head of Organisational Development (circulated previously) in relation to Future-proofing our Workforce.

The Director of Resources and Deputy Chief Executive advised:

·       The report was written following previous Governance Committee discussions around the risks identified on the authority’s Corporate Risk Register.

·       Local Authorities across the country were experiencing challenges in the recruitment and retention of employees.

·       The issue of an ageing workforce had been identified – with almost over half of the Council’s staff being over 51 years of age.

·       Although many employers had instigated a return-to-office, the Council had adopted a flexible approach with a hybrid work from home / office presence. This was felt to be a benefit when advertising vacant posts.

·       Recruitment pages on the website had been redesigned, and videos created to provide prospective employees with a sense of the work and ethos of the Authority.

·       The Local Government Association (LGA) had carried out national campaigns promoting the benefits of careers in Local Government.

·       Vacant posts were now advertised more widely – using services such as LinkedIn, Indeed, Facebook etc., alongside specialist employment agencies.

·       Various entry levels into employment were now available – including apprenticeships, national graduate schemes.

·       Existing staff were undertaking further education and training which was funded through the apprenticeship levy. This included degrees, apprenticeships, MSCs and approved training via Exeter College (where not locally available).

·       The HR team were undertaking a review of the workforce data.

In response to questions from the Committee, the Director of Resources and Deputy Chief Executive advised:

·       Exit interviews were offered to all staff were leaving the authority, although these were not always taken up.

·       Well-being surveys were regularly issued. The results were not provided to Councillors but an overall summary of the authority could be provided if required.

·       The Organisational Development (OD) Group consisted of staff from across the departments/locations, but did not include Councillors.

In response to the update, the Committee Members:

·       Thanked the members of both the Senior Management Team and the Human Resources team, for having the foresight to take pro-active action and create a good strategy to attract and retain staff - noting that those officers given the chance to advance their skills, and careers, were more likely to remain with the Authority.

·       Noted the significant work taking place within the Authority in relation to the retention and wellbeing of its staff.

·       Noted the way in which the Bereavement Manager’s (future) retirement was being handled (in the training of a replacement prior to his retirement) and that they were confident the crematorium had a very competent replacement coming into the service who had had the opportunity to train and learn from the existing manager.

RESOLVED that the Future-proofing our Workforce report be noted.