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London Borough of Hackney From Riots to Renaissance A Case Study

London Borough of Hackney From Riots to Renaissance A Case Study. Caroline Anderson Assistant Director, HR and Organisational Development. Background. For the last 2 years Hackney has focussed on 2 workforce issues: Sickness – 14 days per FTE Agency spend £37m Both above the London average

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London Borough of Hackney From Riots to Renaissance A Case Study

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  1. London Borough of Hackney From Riots to RenaissanceA Case Study Caroline Anderson Assistant Director, HR and Organisational Development

  2. Background • For the last 2 years Hackney has focussed on 2 workforce issues: • Sickness – 14 days per FTE • Agency spend £37m • Both above the London average • Improvements in sickness but not in agency spend • Essential that Hackney understood shape and nature of its current workforce

  3. The current workforceKey statistics • 4,100 established posts • 2,846 permanent staff • 55% women • 53% BME • 37% in their 40% • 74% under 50 • Turnover 12.7% (14.4% London average) • Sickness 10 days (8.6 days London average)

  4. Current Vacancies • Highest vacancies are amongst front line managers (39%) • Lowest rates are among Chief Officers (6%) • Highest vacancy rate is in Children & Young People Services (44%) • Lowest vacancy rate is in Community Services (22%) • Estimate that 36.9% of all staff are from agencies (London average 18%)

  5. Permanent Recruitment spend 2006/07 TMP Recruitment Advertising £1.3million Response Handling £0.2million Tribal Recruitment Advertising £170k Search/Selection £210k Capita 2nd & 3rd Tier Testing £100k Total Recruitment Costs £2 Million

  6. On the positive side • Council wide IIP (reassessed Jul 07) • Improving staff satisfaction rates (20% above London average) • Improving residents satisfaction (12% above London average) • Improving CPA rating (1-3 * Improving strongly) • Improving performance (84% of PI’s up) • Financial stability (no Council tax increase for 3 years) • A good foundation to move forward

  7. Review of Recruitment • As a result of a 3 month review the following key issues were identified • High vacancy levels are driving use of agency • Culture of Agency as a first resort • Recruitment processes old fashioned and inefficient • Split In contracts unhelpful • Response handling and advertising considered poor • Image and reputation of the Council lags behind reality

  8. Improving Recruitment As a result of the review we have started a programme of work aimed at consolidating the permanent workforce. Which includes 6 key projects;: • Re-tender of the Temp Agency contact; • Attraction, Branding & Image (led by Communications) and candidate focused recruitment; • Roll out e-recruitment • Review of internal processes (redeployment & secondments;) • Consolidation of the recruitment contracts • Providing access routes into employment

  9. What we have achieved • Transferred into a single contract Advertising and response handling • Established a modern apprenticeship programme (5 posts recruited, 20 out for advert) • Undertaking a review of end to end of recruitment process • Commence roll out of e-recruitment • Stage 1 of the image and reputation audit • Introduced a vacancy request form and copy proforma • Standardisation of the Interim brand (in terms of look and feel) • Reduced cost of advertising by 35%

  10. Image and Reputation Capturing the Hackney Story: - focussing on its journey - and its future Building a common reference point • Building confidence to tell that story with • The Mayor and Political Leadership • The Leadership Team • Staff and now externally • We have also needed to improve the quality of the story telling both in content and in style

  11. Image & Reputation Audit Being conducted by IPSOS’s Mori 5 pieces: • Interviewing 20 big hitters (Private, Public and White Hall) • Survey 1000 Londoners (visitor economy) • 3000 residents e-panel • Internal (Managers and staff) • Audit of all our materials (print, posters, street furniture) • Also, internal audit spend, events and evaluation

  12. Early indications are: • Hackney brand is very strong and is recognisable • Reinforcement of things that we know (transport, crime and grime) but also things we didn’t expect (more people knew Hackney was a Host Borough than Newham)

  13. At the end of the Process We will have: • 5 key things we need to do which will influence the reputation of Hackney • The brand bible (colour, look and feel) • 3 Guiding principals • The brand isn’t the logo • We’re looking at real brand (promises and experience, then matching delivery against that • We’re looking at place as well as organisation, anticipating the CAA place shaper agenda • We’re not losing sight of the day job • Claims must be true there is a fundamental link to the core activity of those who actually deliver what we, Corporately, promise

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