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Contact: Jennifer McNeill, Personnel Manager Tel: 023 8064 4000 Ext 2348 |
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1 |
Summary |
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1.1 |
The Government's modernisation agenda sets out a comprehensive programme of reform for Fire and Rescue Services. This will involve wide ranging changes within HFRS and all aspects of the agenda will impact on the human resourcing of the Service and the way this change is supported. |
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1.2 |
In preparing for this, the Personnel function has carried out an assessment of its strengths and weaknesses and the way its resources are deployed through consultation with members of the department and its customers. It is evident that the current structure within the Personnel function is no longer the most effective to provide the support service required. |
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1.3 |
This paper outlines the structural changes made to provide a modern Human Resource (HR) service and in so doing, meets the considerable demands of the modernisation programme. |
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2 |
Background |
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2.1 |
The Personnel Department has developed over the past few years, responding to a large number of organisational and legislative issues. Whilst employees have worked extremely hard, this has at times led to a fragmented and often reactive approach. |
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2.2 |
Over the past year a wide range of team development activities and consultation about the service provided by the department has taken place. These have highlighted the weaknesses in some core systems, procedures and work flows across sections along with criticisms over inconsistent information, poor accuracy and difficulties in contacting us. |
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3 |
Meeting the Employers Modernisation Programme |
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3.1 |
To enable the department to meet the national and organisational modernisation agenda requirements including pay, rank to role assimilation and significant changes to other terms and conditions of employment, on-going development of the Integrated Personal Development System (IPDS), the structure at Annex A (2 pages) was developed. Annex B (2 pages) shows the previous structure. |
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3.2 |
The key element of the revised structure was to provide a stronger HR operational focus by amalgamating the two key customer interface sections of Payroll and Resourcing under one team leader. In addition, by combining the Management Information team with the joint Payroll and Resourcing teams under one senior manager, all `back of office' functions are joined with the aim of creating a call centre (one stop shop). This will assist in strengthening cover in the key transactional areas and enable the setting up of systems and procedures more easily and efficiently. |
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3.3 |
There is now a marked shift from traditional personnel activities such as employee support, arranging pay, discipline and grievance problems, to a greater emphasis on strategic working with partners internally and externally, including trade unions, national and regional bodies and group managers locally. Line managers are now managing issues arising from their own personnel at source, supported corporately by policies, procedures, advice and training. It is felt this is an appropriate time to rename the department Human Resources as this focus takes greater effect. New and existing posts will be retitled accordingly. |
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3.4 |
There is an increased focus on organisation development, strengthening our selection and assessment systems in line with IPDS and regionally standardised procedures, improved HR planning, forecasting and managing the establishment, targeted positive action initiatives, networking and promoting ourselves with a wider range of employees, partners and external bodies and supporting e-government. To achieve this, key elements of the previous Resourcing Manager post, plus additional strategic aspects of the modernisation Agenda, have been incorporated into a new post of Organisation and Development Manager. |
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3.5 |
The policy section of the department has been disbanded following completion of the bulk of personnel service orders. It is appropriate that these are now managed by managers in the new sections who will develop and promote policy in their areas of expertise under the specific guidance and direction of the Head of HR/Deputy Head of HR. |
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4 |
Financial Implications |
4.1 |
The restructure of the Personnel function has been cost neutral and variations to the establishment have been reported for the relevant changed posts. Once the restructure has bedded down, it is likely that the net saving brought about by the reduction of one post will be used to provide additional administrative support where appropriate, as the volume of work has not decreased. |
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Deleted Posts |
Grade |
Likely Date |
2 x Senior Personnel Administrators (Payroll and Recruitment) |
F |
29 2 04 |
1 x Policy Officer |
G |
29 2 04 |
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4.2 |
Budget Bids (Separate to above Restructure) |
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Growth bids to assist the department meet the increased workloads arising from the modernisation agenda have been included in the budget bid submitted to the HFRA for approval. The posts are for an HR Administrator to centrally manage retained recruitment to support the move to Groups in the Service restructure and ensure we apply the criteria fairly, consistently and efficiently throughout the County. An additional 0.5 FTE for an HR Administrator in the Employee Relations section is to undertake new and increasing work associated with the forthcoming changes to the Grey Book and terms and conditions of employment, disciplinary, grievance and disputes processes. Also, to further support the administration of the complex medical case work and litigation and on-going support to managers in managing sickness absence. |
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New Posts |
Grade |
Likely Date |
Cost at Top of Grade |
HR Administrator (Resourcing) |
D |
1 4 04 |
16515 |
HR Administrator (Employee Relations) |
D |
1 4 04 (0.5 FTE) |
8258 |
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24773 |
5 |
Summary |
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5.1 |
It is expected that this restructure and the additional posts included in the budget bid to the Fire Authority, will positively assist the HR function to respond more effectively to the increasing demands of the modernisation programme and changes in employment legislation. |
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6 |
European Convention on Human Rights and the Human Rights Act 1998 |
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6.1 |
The proposals within this report are compatible with the provisions of the European Convention on Human Rights and the Human Rights Act 1998 and considered in the light of the Race Relations (Amendment) Act 2000. |
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Recommendations1 To note the Report and endorse the approach taken to refocus the department on Human Resourcing and the restructure to meet future needs of modernisation and legislation. |
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Section 100D - Local Government Act 1972 - Background Papers The following documents disclose the facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of the report. None. Note: The list excludes: (1) Published works (2) Documents that disclose exempt or confidential information as defined in the Act |
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Attach: Appendices A and B |
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HFRA Personnel 4 2 04 Personnel Restructure JMC/JMW/26 1 2004 |
