Policy and Resources (Personnel) Sub-Committee 11 May 2006
From Nigov
Policy and Resources Committee
Thursday, 11th May, 2006
MEETING OF POLICY AND RESOURCES (PERSONNEL) SUB-COMMITTEE
Members present: Councillor Cobain (Chairman); and Councillors Cunningham, Ekin, Moore, Mullaghan, Patterson, Rodgers, Smyth and Wilson
- In attendance:
Apologies
Apologies for inability to attend were reported from Councillors Kelly, P. Maskey and Rodway
Minutes
The minutes of the meeting of 13th April were taken as read and signed as correct.
Further Analysis Relating to the Council’s Fair Employment Monitoring Return
The Sub-Committee was reminded that, at its meeting on 13th April, it had considered a report in relation to the Council’s Annual Fair Employment Monitoring Return and agreed that a further report providing information in relation to the ratio of Protestant applicants to Protestant appointees, the proportion of female promotions and a breakdown on the reasons why employees were leaving the Council be submitted for its consideration. Accordingly, the Head of Human Resources submitted a report in this regard.
A Member pointed out that each of the three employment categories detailed in the report had shown a significantly lower Protestant appointee rate in comparison to the number of Protestant applicants. He stated that the report indicated that Protestant applicants appeared to be successful in obtaining an interview but that they seemed to fail at that stage, with only one of the classifications having given a reason as to why this might have occurred.
In response, the Head of Human Resources advised the Sub-Committee that the Council’s composition and workflows had been judged by the Equality Commission as demonstrating fair participation; that the difference in protestant applicants to appointees, that is, a decrease of 2.6% or nine appointments of 343 appointments made in comparison to the previous year, was not judged to be statistically significant; that similar fluctuations had been seen over the last five years in terms of Roman Catholic applicant and appointee rates, together with those for males and females.
He stated that the panels for interviews, which were formed in accordance with the Local Government Staff Commission’s Recruitment and Selection Procedures, were representative of community interests and gender and that all successful applicants were appointed on merit as demonstrated at interview by virtue of their responses to standard questions asked of all applicants and scored consistently using an agreed weighted assessment sheet.
He indicated that applicants who failed at interview could and frequently did write to the Council to request feedback on their assessment against the weighted questions but such information on individual recruitments could not be provided without the potential for identifying individuals.
After further discussion, the Sub-Committee noted the information which had been provided and, arising out of the review of the reasons why employees had left the Council, agreed that a report on the number of voluntary redundancies within the Council over the previous five years, together with the grades of staff concerned, be submitted to a future meeting of the Sub-Committee.
Quarterly/End of Year Report on Overtime, Absenteeism, the Employment of Agency Staff and New Posts
The Head of Human Resources submitted a Quarterly/End of Year Report on Overtime, Absenteeism, the Employment of Agency Staff and New Posts. A copy of the report, with the exception of the appendices referred to therein, is set out hereunder.
After discussion, the Sub-Committee noted the contents of the report.
Management of Absence
The Sub-Committee was reminded that, at its meeting on 13th April, it had requested that an update be provided on the management of absence and, in particular, the action which was being proposed in order to increase the effectiveness of the management of long-term absence.
The Head of Human Resources reported that the Council’s approach to the management of absence had been subject to legal advice and an action plan for improvement to take forward the points arising and the robust management of absence had been developed. This action plan would be delivered in the context of the Council’s overall Improvement Plan. The Core Improvement Team would be responsible for the introduction of absence as a specific reporting quadrant on the balanced scorecard in order to focus management attention on the issue. The Team would be responsible also for ensuring that adequate guidance was given on how absence was to be reported, for scrutinising and analysing the figures, creating and agreeing the aforementioned improvement plan, overseeing the implementation of the plan and monitoring and evaluating its effectiveness.
The Human Resources Section would continue to be responsible for creating a policy framework for the management of absence and liaising with the Occupational Health Service and the Council Departments on the application of the policies. The Section would liaise also with the Core Improvement Team on the implementation of the improvement plan for the management of absence.
The Head of Human Resources explained that in terms of the creation of a policy framework, which would be undertaken through the Sub-Committee, work had commenced to look at the following three areas:
(i) Pre-employment – use of attendance history in the selection procedure;
(ii) Policy for Managing Attendance – revision of the policy from its present basis of medical capability to one which focused on the Council’s requirement that the disruption in costs caused by absence were kept to acceptable levels; and
(iii) Contractual Change – particularly the manner in which employees on long-term absence, which resulted in termination on the grounds of permanent ill-health, were managed.
The Head of Human Resources explained that, with regard to the more effective/timely management of long-term absence, one contractual change which would be advocated would be to terminate employees who, in the opinion of the Occupational Health Consultant, were likely to be permanently unfit to return to duty, with payment being made in lieu of any outstanding contractual sick pay. The Head of Human Resources illustrated the possible reduction that this could have had on the Council’s absence figures if this contractual change had been applied in the previous year.
The Committee noted the information which had been provided and noted also that the improvement plan for the management of absence would be submitted to a future meeting of the Sub-Committee.
Update on WINS Project
(Mr. I. May, WINS Project Manager, attended in connection with this item.)
The Sub-Committee was reminded that, at its meeting on 9th March, it had approved the attendance of a delegation of Members and officers at the Managing Diversity in the Workplace Seminar in Dublin on 27th and 28th April and at the trans national conference on increasing women’s participation in non-traditional employment sectors in Ahaus, Germany from 7th till 9th June and agreed that a report outlining the outcomes of the seminar in Dublin and the anticipated benefits to be obtained from attending the conference in Ahaus be submitted to the Sub-Committee.
The WINS Project Manager reported that the seminar which had been scheduled to take place in Dublin had been re-arranged and would now take place on 31st August and that a further report thereon would be submitted to the Sub-Committee in due course. With regard to the Conference in Ahaus, he outlined the topics to be discussed and the benefits which would be obtained from attendance thereat.
The Sub-Committee noted the information which had been provided.
Single Status Implementation – Use of Pay Protection through “Freeze and Catch Up”
The Members were advised that the Sub-Committee, at its meeting on 25th November, 2002, had approved the use of “Freeze and Catch-Up” in circumstances where staff would be disadvantaged in regard to their grade as a result of organisational or managerial changes within the Council. The report submitted to the Sub-Committee suggested that consideration should be given to employing this method of protection in relation to other management change exercises such as Single Status.
The Council’s Management Side Position on Single Status, which was adopted by the Sub-Committee at its meeting on 10th November, 2005, included a section on Pay Protection. This stated that in situations where Pay Protection was necessary “Freeze and Catch Up” would be offered up to a maximum of five years and that this related to the basic grade for the post.
The Sub-Committee was advised that the current policy on pay protection through time limited “Freeze and Catch Up” related to the basic grade for the post only. The Council had now adopted a position where payments and allowances other than basic pay would be likely to be removed as a result of the implementation of Single Status. These might include bonus payments and other market supplements. The Council’s position was that every effort would be made to address the resulting shortfall through mechanisms such as job evaluation, job redesign and flexible working. However, there might be circumstances where such methods failed to bridge the gap and, in such cases, it would be appropriate to apply the “Freeze and Catch Up” policy as previously adopted by the Sub-Committee.
After discussion, the Sub-Committee agreed that the “Freeze and Catch Up” policy be applied to situations where staff would be disadvantaged as a result of the implementation of Single Status through the removal of bonus, market supplements and essential car users allowance. It was noted that where, as a result of Single Status consultations other current payments which might be subject to protection come to light, specific authority would be sought from the Sub-Committee to apply pay protection.
Joint Consultative Committee Single Status Consultative Forum
The Sub-Committee was reminded that, at its meeting on 9th February, it had received a delegation from the Council’s Trade Union Group which had presented its response to the Council’s Management Side decision paper on Single Status. The Sub Committee had agreed that the Officers Negotiating Team should relay the views of the Members to the Trade Unions at the next meeting which had been held on 22nd February and specifically on the basis that the existing bonus scheme would terminate and that the current task and finish arrangements would also cease with effect from 1st April, 2007. The Sub-Committee had agreed further that the Trade Unions Group’s submission regarding hours and leave be rejected.
The Head of Single Status Project reported that the Trades Unions had been informed of the position which had been adopted by the Sub-Committee. He explained that, in order to move negotiations forward, Management Side had prepared a discussion paper for Staff Side on all Single Status issues. The paper outlined the Management’s view on the current status of negotiations and had sought a response from Staff Side. In considering the paper, Staff Side, at a meeting of the Consultative Forum on 4th May, had raised concerns in relation to their being no further negotiations concerning task and finish, any implementation date, holiday entitlement, assisted bargaining, the removal of bonus and the thirty-seven hour week. Accordingly, they had requested a meeting with the Sub-Committee in order to relay these views.
After discussion, the Sub-Committee agreed to receive a delegation of Trades Union officials at its meeting scheduled to be held on 15th June and agreed further that a special meeting of the Sub-Committee be held prior to this date in order for the Members to be provided with an update in relation to the current position in relation to Single Status.
Tender for the Supply of Employment Agency Staff
The Sub-Committee was reminded that, at its meeting on 13th October, it had granted authority to commence the tendering process in respect of the supply of employment agency staff and delegated authority to the Director of Corporate Services to approve the select list associated therewith.
The Head of Human Resources reported that, in response to a public advertisement, twenty applications had been received and these had been evaluated on the basis of pre-agreed criteria. In accordance with the tender specification, the eight companies which had received the highest marks had been invited to submit a tender price for the contract. Seven tenders had been received and these had been evaluated on a quality/price basis. As a result of the secondary evaluation exercises, it was recommended that the contracts be awarded on the basis of one preferred supplier with two back-up suppliers for the varying categories of staff as set out hereunder:
Category of Staff Preferred Supplier Back-up Supplier Manual Grafton Recruitment Ltd 35-37 Custom House Square Belfast BT1 3FG Kennedy Recruitment Ltd 31-35 May Street Belfast BT1 4NG Craft Grafton Recruitment Ranstad Employment Bureau Ltd 33-35 Bradbury Place Belfast BT7 1RR Clerical & Administrative Grafton Recruitment Ranstad Employment Professional & Technical Grafton Recruitment Ranstad Employment
The Sub-Committee adopted the recommendation.
Human Resources Section Year-End Report 2005/2006
The Sub-Committee noted an end of year report for the period from 1st April, 2005 till 31st March, 2006 in relation to the performance against previously agreed indicators of the Human Resources Section.
Good and Harmonious Working Environment Audit
The Head of Human Resources informed the Sub-Committee that, in accordance with Council policy, a six-monthly Good and Harmonious Working Environment Audit had been completed in April, 2006. He reported that inappropriate graffiti, posters and slogans had been visible at seven locations and that remedial action had either been taken or was underway in respect of those issues or the matter was under discussion with the relevant Department and Trades Unions. He reported also that the Trades Unions had been involved in 55.8% of the audits and this represented a slight decrease in comparison with the previous audit undertaken in November, 2005, when the figure had been 60.7%.
The Head of Human Resources advised the Members that the outcome of the next audit, which was scheduled to be undertaken in October, would be reported to the Sub-Committee in November.
Noted.
Standing Order 56 – Employment of Relatives
It was reported that, in accordance with Standing Order 56 and the authority delegated to him by the Sub-Committee at its meeting on 27th June, 2005, the Director of Corporate Services had authorised the appointment of the following persons who were related to existing officers of the Council.
- Name of Employee
- Post Appointed To
- Paul Walker
- Industrial Placement – Human Resources
- Philip Smyth
- Industrial Placement – Parks Management
Andrew Murphy Pool Refuse Collector (Temporary) Robert Irvine Sweeper/Labourer (Temporary)
Gary Kirk Sweeper/Labourer (Temporary) Stephen Cooper Sweeper/Labourer (Temporary)
Michael McClean Sweeper/Labourer (Temporary) David Owen Sweeper/Labourer (Temporary)
Ryan Gorman Recycling Operative (Scale 3) (Pool) Neil Cooper Pool Refuse Collector (Temporary)
The Sub-Committee noted the appointments.
Chairman
