 The organisation employs around 6,500 staff in 100 locations worldwide with the majority based in Cardiff. In 2004, the running rate of absence was an average of 10 days lost per person per year. |
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By January 2007, this has fallen to 6.5 days lost per person. Based on 261 working days per person per year, this increases the available staff by the equivalent of 87 full time employees. Additional benefit flows from direct reduction in overtime, temporary allowances and the cost of temporary agency staff. While this transformation is founded on a comprehensive strategy to deliver holistic culture change, the core component is the development of confident managers willing to accept their responsibilities.
KEY FEATURES
- HR Director appointed January 2004, subsequently joined (Whitehall) Ministerial taskforce on Health, Safety and Productivity, under Lord Hunt.
Wales Audit Office Audit report published May 2005
Making the Connections July 2006
Welsh Assembly Government Audit Committee review, October 2006 = High Stakeholder concern.
- Improvement in data collection and reporting, enabling focus at individual/departmental/organisational levels, with trends and bespoke reports. ‘Line managers must ensure that all sickness absence is reported on the first day of absence, and on the day of return to work’.
- Emphasis on a set of ‘flexibility’ policies and employee well-being, supported with investment in corporate health services, including a Medical Officer.
- Redefined clarity of roles and responsibilities within refreshed set of policies with commitment from Permanent Secretary and Management Board, in context of explicit set of core values (from Making the Connections).
- Internal Communication.
- HR and Occupational Health role to support, line manager role is to manage:
‘Line managers are responsible for assisting staff to achieve satisfactory attendance and are required to monitor and review levels of non-attendance regularly and take appropriate action as necessary.’ HR team restructured to provide dedicated professional support at local level.
- ’Confident Manager’ Programme launched 2004:
‘Managers have a duty of care to every member of staff at work and should support their staff when away from work. Managers should talk regularly to their staff to monitor current workloads and morale, and to minimise the chances of worries and/or pressures inside or outside work affecting the capacity of staff to perform their duties. Managing employee attendance is a line management responsibility and as such line managers are responsible for:’ (10 points follow)
- Regular pattern of case conferences, with Permanent Secretary (quarterly), HR Director (monthly) and routinely within directorates.
Permanent Secretary reviews trends with each director 1:1.
For further information, contact: Bernard.Galton@wales.gov.uk
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