Forestry Commission Trade Unions - www.fctu.org.uk
FC People Strategy
FC People Strategy
Full Strategy 3MB!
Introduction
1 - Leadership
2 - Learning
3 - Health, Safety and Diversity
4 - Modernising HR Processes
In 2007 the FC introduced a new People Strategy that lays out a set of 'high-level strategic goals' for staff within the FC. This page contains a copy of the strategy and as time goes on will provide updates on how the unions are assisting with, and influencing, its implementation.
Overall the unions support the strategy. Whilst there are inevitably points that we should have like to have seen included or approached differently, the final document does incorporate many of the points which we submitted during the drafting stages. The strategy has four main themes:
- To demonstrate excellence in the leadership and management of people.
- To support people in their professional and personal development and improve organisational performance.
- To maintain a safe and healthy environment and develop a diverse workforce.
- To adopt people practices for the future, which support efficient and effective processes of delivery.
In assisting with the implementation of the strategy our main aims will be; to safeguard and where possible improve our conditions of service, and to maximise the opportunities and support available to those staff who wish to develop their careers. The sections below provide updates on those workstreams with which we are involved.
On this Page:
> New Retirement Policy & Procedure
> People Strategy Review
> Mandatory Retirement Age
> Staff Survey
> Review of Staff Benefits
> Review of PMS
> Review of postfilling Procedures
> Discipline and Grievance Procedures
New Retirement Policy & Procedure
5th Mar 2010
Following on from the last update on the Mandatory Retirement Age, the new Retirement Policy & Procedure have now been released.
People Matters 4 - Managing Retirement
People Strategy Review
26th Jan 2010
HR have started to review the People Strategy, with a view to identifying the key drivers and issues which HR should be addressing, and thus the content of the HR work programme over the period 2011/12 to 2015/16. They are aiming to report with firm recommendations by August (in order to inform discussions with the Countries/FR regarding the HR Business Plan for 2011/12 and beyond). A revised version of the People Strategy will then be prepared/published once it has been decided what HR should be doing.
HR would very much like to involve the FCTU in this exercise, the HR Management Board is meeting on the afternoon of Monday 8th February to discuss the ideas and suggestions from initial meetings with the heads of the HR Branches. The FCTU Secretary will be attending this meeting to establish future consultation protocols on the People Strategy
Mandatory Retirement Age
10th Jan 2010
Following the announcement from Sir Gus O’Donnell that there will no longer be any mandatory retirement age for Senior Civil Servants as from March 2010, the FCTU have been in discussions with HR to consider the work required to remove the mandatory retirement age for staff (below the Senior Civil Service); instigate dialogue on the implications this may have and form a new retirement policy.
HR have made it clear that the intention of the policy change is not to place pressure on staff to stay on beyond an age at which they want to retire at and withdraw their benefits, but that the driver behind the policy change is about reducing age discrimination in the workplace and the intention is purely to give staff more flexibility in their choice on when to retire, and allowing staff to leave when the time is right for them. The Cabinet Office have stated that relevant departments and agencies could retain a Mandatory Retirement Age for specific posts if there were good business reasons for doing so, and that this was in recognition that the Civil Service is a diverse entity and that not all jobs are office based. However, following careful consideration, senior management in the FC had decided not to pursue a business case for retaining an upper age limit for specific posts – the main reason being that age should not be an indicator of fitness to do a job and that the employer should find non-discriminatory ways to ensure that staff are fit and healthy to undertake their duties rather than apply an upper age limit. The HR Management Board have decided to take forward some work to help address the issues and concerns which have been raised, for example on strengthening Performance Management so that managers can improve their skills in motivating and getting the best out of their staff. This will cover nurturing talent to support other ways to develop people’s careers if there will potentially be less promotion opportunities with staff staying on longer, and also give managers the skills and confidence to address performance which is falling below an acceptable standard. We have been advised that the current inefficiency procedure would be reviewed in the New Year. HR have stated that the policy and procedure is designed to support staff and whilst the procedure has clear steps that are a mangers’ responsibility in encouraging effective succession planning, it would also be clear that the employee needs to take ownership of their decision to retire at a suitable time for them. The FCTU recognise that the procedure has a focus on the need for open dialogue on retirement plans between the employee and the manager.
HR have been carefully considering how this policy change will impact on staff and have advised that enhanced guidance would be produced which will clarify how diminishing capability should be addressed in the context of managing poor performance; the equality and diversity team will produce managerial guidance on considering reasonable adjustments; the Your Good Health initiative will continue to promote good health education programs and that the communication strategy for this would be reviewed.
The FCTU Deparmental Committee met with Mike Cowan and Helen Paterson from HR Policy in November, at which they gave an extremely useful contribution and laid many of our concerns to rest. We are continuing to work together to agree the final draft policy and procedure, which will soon be released. Both sides agree that the consultation process has gone extremely well and we highly appreciate that HR have been very open in their dialogue with us.
Staff Survey
The overall staff survey report has now been published. The survey was undertaken by 61% of staff and compared to 2005, generally employees are more positive about recommending working for the FC. HR have stated that some of the areas to focus on in 2010 are communications and management, and that some of the top performing areas were our understanding of the context of our work, health and safety, having the skills to do our jobs effectively and change management. Country level highlights reports and further details about what happens now will follow in the new year.
The FCTU will be analysing all survey reports early in the new year.
Staff Survey
As you will know, the next staff survey is accessible for the whole of September and first week in October. The FC are looking to gather as many opinions and thoughts from staff as possible as this is an invaluable tool which will highlight what staff believe the organisation is doing well and where improvements are needed. The FCTU fully support the staff survey for this reason, but also as we will be asking our own questions, allowing us to obtain feedback from both members and non members on some key questions.
The results from the 2005 survey saw the rollout of the Management Development Programme (MDP), a network of Union Harassment & Bullying Advisors and a number of action plans and working groups across the organisation. This demonstrates the importance of the survey and that management and the FCTU are committed to making progress on issues that affect staff.
For the first time, the survey will be completed 100% online and we have been working with HR to ensure that every member of staff has the opportunity to access the survey. We see this as a positive step as the FCTU believe all staff should have computer access, whilst this may also provide personal developments for those with limited or no time in the office with computers.
Cost Centre managers have appointed Survey Champions to support staff with accessing and completing the survey. In addition, the FCTU are looking to local representatives to assist staff and we encourage you to contact your local rep, the FCTU Office or HR if you are experiencing any difficulties or have any questions.
Review of Staff Benefits
Review Announced 11th Aug 2008
Following the welcome decision not to renew the current Choices benefit scheme HR and the FCTU have agreed to work together to develop a replacement range of benefits that will be valued by staff. Although some elements of Choices (such as the provision of childcare vouchers) have been welcomed by staff, the introduction of the scheme several years ago was met with an angry response from staff. Coming at a time when the FC imposed a deeply unpopular below-inflation pay award the former HR director infamously announced that the scheme would be 'worth a 3% pay rise'; thus leading to our 2005 pay campaign and earning her the nickname of 'Marie Antoinette': Qu’ils mangent de la brioche.
However with that campaign, and Choices, behind us we are pleased to be working together with HR to develop a replacement range of benefits comprising those from the current scheme that are most popular plus any others that feedback indicates members will value. The next stage in the process is to hold a series of focus group meetings around the FC to look at what benefits might be provided into the future. This will be followed by:
- an evaluation of which of these benefits could realistically be offered as flexible benefits;
- a brief online survey to let all employees input their opinion on the most likely benefits; and
- reparation of a business case, with costs and savings, identifying and justifying the proposed approach.
Review of PMS
Review Group Final Meeting22nd Feb 2009 by Robert Beaney
The review group’s final meeting was on Friday 23rd January, the final touches were put to the group’s report that will be submitted to the HREB at their next meeting.
The group has looked at the approach to Performance Management in various other organisations, as well as various literature regarding best practice, we also carried out an on line survey that was very successful. Along with this we took into consideration various comments and results from past surveys and as much feedback as we could get during the review process.
The Group’s report reflects the need for a simpler to use system that is flexible enough to serve the needs of those members of staff who are keen to develop personally and have ambitions to advance in the organisation as well as those that are happy where they are. We feel that it must be recognised that the old system is so totally discredited that any new system must be built from scratch, staff must be properly trained in its use and must be convinced of its benefits (both to themselves and the organisation as a whole) and be prepared to sign up to it. For any new system to be effective it is essential that all managers are committed to it and are determined to apply it successfully. The new system must also reflect the developing nature of the Commission and be based on Core Competencies and the MDP programme
The Group's recommendations reflect the need for managers to have flexibility within their unit in the application of the system with the possibility of group reporting and also the need for a greater input from confirming officers. A simple on line system could save time and also help to get staff who don’t have regular access to IT more used to computers etc.
Review Group Update 1st Oct 2008 by Robert Beaney
The review group had their second meeting on Tuesday 30th September at which the results of the survey were considered (view the survey results). It was felt that the level of response to the survey was extremely good and the quality of the comments indicated that those that responded had put a lot of thought into filling it in.
The group then explored ways in which the concerns of the staff could be addressed in a simpler and easier to use system. It was accepted that this is not going to be, in any way, easy and that if the new scheme was to have any hope of working we must start with a clean sheet and build from the bottom up starting with the basics. We have to accept that the Competency Framework and the Management Development Programme must be recognised and catered for in the new scheme.
We have also recognised that for any scheme to have a hope of working all staff must be “signed up to it” and here we recognised two large areas of weakness that must be addressed. Firstly senior management have to actively take part in the system and not only pay lip service to it as they do now and secondly the staff in the lower pay bands must be able to see the worth and value to them of any new system, therefore be able to engage positively in the system.
I have intentionally not gone into too much detail about our deliberations, at this point, as there is a danger of setting all kinds of hares running. I can tell you that it was a very long and constructive meeting and we tried to look at every possible angle. However it is such a complex issue that it is entirely possible that you may think of something that we have missed, should you or your colleagues have any comment, ideas or observations to make I will be only too pleased to receive them. I would especially pleased if could pass on any views on how to make the system more relevant to the members in the lower pay bands.
We have set dates for further meetings in November where we may be able to flesh out our initial thoughts, as each meeting goes by I will put an update on this site.
Consultation - Your Views ARE Needed! 10th Sept 2008
As a starting point the review group are keen to receive views from as wide a range of members as possible in order to get a clear idea of your expectations and thoughts on the approaches that could be ‘fit for purpose’.
Click here to complete the questionnaire before 19th September.
Please note that the group is NOT looking at performance-related pay, bonuses or any other aspect of the pay system. All responses will be anonymous. They will not be revealed and will only be used to produce aggregate results.
Review Group Established 10th Sept 2008
The working group reviewing PMS has now been set up to make recommendations, by Christmas 2008, for a new process that helps manage personal development and individual employees' contribution to the work of the FC. This would replace the current Performance Management System by April 2010. The Group includes the following members:
Robert Beaney, FC Trade Unions
Keith Black, FC Scotland
Kirstie Brady, Learning and Development
Paul Finch, FC Wales
Paul Johnston, FC England
Helen McKay, Forest Research
Fiona Wright, HR Policy
Aims of the Group:
- Review the strengths and weaknesses of the Performance Management System and consider what changes are required;
- Report to HR Management Board with recommendations on the key principles and outline shape of the new system, addressing the issues/questions listed.
- Aim to submit report for consideration at HRMB meeting on 16 December 2008.
Individual Responsibility of the Working Group Members:
- Our role is to reflect the views of our respective parts of the FC, from as wide a range of colleagues as possible.
‘Givens’:
- The new Competency Framework will form the basis of any assessment of the employee’s contribution, together with the actual outputs/outcomes delivered in the role (i.e. how we perform our job as well as what we deliver) ;
- Subject to negotiation with the Unions, there will be no performance bonuses paid at the end of reporting years 2008/09, 2009/10 and 2010/11, but we will retain the right to re-introduce bonuses at a future date if appropriate;
- Must be a system that is clear, relevant and fit for purpose for both the FC and the individual employee;
- The review must ensure that a representative sample of employees (by gender, age, working pattern, disability, ethnic/national origin etc) get the opportunity to contribute ideas and views.
Linked Systems:
- Post-filling/selection, (competitions involving only FC staff and those involving external recruitment);
- Probation;
- Grading (Job Evaluation);
- Business Planning/Workforce Planning;
- Management Development Programme
- Succession Planning;
- Learning & Development processes.
Aims of Current PMS System
For the Employee:
- To ensure I understand what is required of me, how my job contributes to my unit’s Business Plan, and what the Commission is seeking to achieve;
- To ensure I have, or have the opportunity to develop, the necessary knowledge, skills and expertise to carry out my job effectively;
- To assess what I have achieved each year, against my FJP, and how well I have achieved the tasks;
- To receive constructive, focused feedback on my performance on a regular basis.
For the FC business:
- To ensure that every employee has a FJP that supports the Business Plan;
- To identify less effective performers and help them improve their performance;
- To identify the best performers and ensure they receive appropriate recognition;
- To identify areas of knowledge, skills and behaviour to be developed in order to prepare employees for current and future roles (either planned moves or potential roles).
Issues to be considered:
- Are the aims shown above relevant and sufficient for the new system?
- Which aspects of the current system work, and which do not?
- How do other organisations (public/private sector) manage PMS (what other systems are out there)?
- What process is required to support the new system?
- Does the system have to be the same for every group of staff?
- Should the system only be based on the individual or can there be scope to encompass team performance management?
- Is there a role for upward, peer or 360° feedback?
- Who should be involved in the system, and when?
- What information needs to be recorded?
- Are there parts of the system that could be optional or will everything be mandatory?
- How should the system integrate with MDP?
- How should the system interface with other FC systems?
- Do employees and managers have the skills to operate the system effectively?
- If not, what training will be required?
- What support materials will be required?
- What is the development and implementation time-scale?
- What communications should be sent to employees during this period?
- Should the system be re-branded?
Review Announced 11th Aug 2008
Following the ending of the performance related pay system and the introduction of the competency framework across the FC's people management systems, a full review of the Performance Management System has been announced. Robert Beaney will be representing the FCTU on the review group and further details will be posted once the review is underway.
Review of postfilling Procedures
Consultation Responses 25th June 2008
Thank you to everyone who responded to our consultation; which has now closed. A summary of the responses which we received is now available (summary of responses) as is a copy of our letter to HR.
Consultation 1st June 2008
Over the last few months as part of the implementation of the People Strategy, HR have been developing a series of proposals to amend the current postfilling processes. The covering note to the consultation paper indicated that: Following a couple of meetings of the Working Group, some rough proposals were prepared and sent to the HR Management Board. After some discussion, we have now formulated a list of proposed changes we intend to make to the current postfilling policy and procedure. This paper has been circulated to the HR Service Board and will hopefully be discussed when they meet on 16 June. I would welcome your views and the views of your members ... by 30 June 2008. There are some major changes being proposed, the biggest being the phased removal of automatic HR membership on Boards (for both internal and external posts). This particular proposal came directly from the EB and I have been researching how other organisations deal with Board membership to ensure fair and open competition. Both SNH and Scottish Government do not automatically have HR membership on Boards. Both also have 2 people on most boards.
Further Information: Proposed changes to the Post-Filling Process.
We should welcome views from all members on the changes outlined in the paper above, or on any additional changes that you believe ought to be made. If you do have any comments then please submit these either via your local representative or directly to our main email account at unions@forestry.gsi.gov.uk by no later than Friday 20th June 2008.
Discipline and Grievance Procedures
Over the last few months FCTU reps have been part of a working group reviewing the current discipline and grievance procedures. The aim of the group has been to update the procedures, make them easier to understand and thereby more accessible, and to provide a better framework for resolving discipline and grievance issues quickly and at a local level.
Moving Toward Agreement 10th Oct 2008
Progress on the revised procedures has been slow over the last few weeks, but is now moving toward a conclusion. So far we have reached an outline agreement on the principle of delegation to unit managers to handle issues of serious and gross misconduct and for the removal of the separate disciplinary meeting stage (there is still a disciplinary hearing with the deciding officer). We yet to agree on some process stages, in particular on issues surrounding investigations and the disclosure of paperwork throughout the process.
FCTU Response 21st Apr 2008
Many thanks to everyone who sent us comments on the draft papers. We have now submitted a response to HR, the main points of which are:
- We agree that it is sensible to place greater emphasis on trying to resolve conduct issues locally and informally.
- Whilst we agree that the current procedures are capable of being streamlined, we believe that the combination of suggested changes (the delegation of additional responsibilities to unit managers, greater flexibility in the conduct of investigations and the removal of the additional disciplinary hearing stage) will remove too many of the current checks and balances.
- The suggestion of allowing full disclosure of all witness statements and investigation reports to interested parties is welcomed.
- Delegation of some routes of appeal to less senior managers is agreeable provided that earlier stages in the process are properly completed.
Further discussions on the suggested changes will take place with HR over the coming weeks.
A full copy of our response is available here: full response.
Consultation 1st Apr 2008
The working group has produced a draft of revised policy, procedure and guidance notes, and comments and suggestions on them are welcome from anyone who has an interest in them. The main changes being proposed by the working group are contained within the following paper: main changes being considered, and it is this that the working group is most interested in getting feedback on. However the working group has also produced four other documents; the proposed policy and procedures, guidance for managers and staff and a flowchart to help navigate the procedures—comments and suggestions on these are also welcome:
Draft Policy | Draft Procedures | Draft Guidance | Flowcharts.
If you wish to submit comments on any of the above documents then please do so via the trade union office by no later than Friday 18th April.