Transforming Human Resources – people issues

Report: 7
Date: 17 June 2010
By: Chief Executive on behalf of the Metropolitan Police Authority

Summary

This paper updates on the people aspects of Transforming Human Resources (THR).

A. Recommendations

That

1. the Committee notes the contents of this report.

B. Supporting information

1. The THR Programme is designed to deliver an effective, high quality HR services for the 21st century, whilst saving over £60m by the end of 2014. It is a complex programme, seeking to deliver not only a more streamlined technical solution to handling the majority of HR processes but also to ensure that HR is strategically aligned to the business, supporting the delivery of MPS objectives.

2. To achieve the headcount savings within the original business case, the THR Programme undertook a significant selection process - (impacting upon nearly 1,000 members of staff) - to identify individuals into their new roles within the new HR delivery model and also to support staff through re-deployment and eventually voluntary redundancy. This process, whilst challenging, successfully achieved its aim - reducing the headcount ahead of schedule in September 2009 and without any challenges through Employment Tribunal claims. The effect of this was to remove 330 fte from the HR headcount.

3. The decision to delay the indicative ‘go live’ date of 31 May 2010 was necessary to ensure that the technical solution was robustly developed and tested before launch. There has been recent press about this.

Service Continuity

4. Business Partners have undertaken detailed assessment of the current status of each of the devolved HR units. The following factors were included in the assessment:

• The number and banding of staff currently working in each unit.
• The extent to which units have streamlined existing service provision, under the business change strategy of ‘Delivering Differently’.
• An overall Red-Amber-Green status to reflect the units ability to deliver services beyond 31 May 2010.
• The number of staff scheduled to leave HR units (to take up non-HR roles).
• The number of agency staff required to address these losses and provide sustained support in the lead up to the revised THR go-live.
• Those units that have urgent accommodation issues linked to fixed plans for the alternative usage of office space from the 31 May 2010.

5. This assessment allowed for a number of steps to be taken to address the issues being raised:

6. Firstly, the use of Agency staff to back-fill vacancies. The primary approach for supporting devolved HR units to deliver HR service continuity has been to backfill permanent staff with agency staff. Over time this has led to around 65 agency staff utilised in devolved HR units and 65 in central HR departments such as Recruitment and Health & Wellbeing.

7. Secondly, issuing new contracts to fixed term contract staff and deferring the transfer of HR Staff that have secured alternative jobs outside of HR. 18 of the 28 staff that were due to leave HR around the 31 May 2010 are permanent MPS staff moving elsewhere within the MPS to non HR roles. In some instances these departure dates are renegotiable and a number of these moves are likely to be deferred until the revised Go-Live date.

8. Thirdly, greater support by ‘centralising’ HR activities or providing specialist advice, supporting the ethos of THR. Some initial work has already been undertaken with the Discipline Unit taking on “cradle to grave” responsibility for discipline cases for those units with severe staffing problems. Health & Wellbeing is another central function that has offered close support to local units in the management of long term absence cases. The aim is to broaden this approach to include a wider range of HR functions and to target the enhanced level of support to the units in greatest need.

9. Fourthly, the new HR Advice Centre team was due to take on 17 staff that are external to the HR community. Once these staff are appropriately inducted and trained, they will be able to assist in completing a number of tasks that either form apart of the THR Programme or support the service continuity strategy. Examples include, improving the data quality on the MetHR system, inputting PDRs and create a further brigade Attendance Management Team to take on the recording of sickness for those units in greatest need of support from service continuity perspective.

Support to HR staff

10. During April, all HR staff attended a seminar as the first element of their induction into the new PeopleServices team. This provided an opportunity for senior HR leaders to outline their vision for HR and to support the new ways of working. This was supplemented in May by the initial training stages for the Programme, introducing staff to the technical solution, particularly self-service.

11. This supports the business change strategy but there is a general recognition that HR staff, particularly those in devolved units had ‘gone the extra mile’ to ensure that HR services were being delivered. Personal letters have been delivered to all HR staff from the Director of HR to acknowledge their contribution and achievements.

12. Additionally, it is recognised that the deferral of THR go-live would have placed additional strain on the HR staff affected through the impact of continuing uncertainty and the ongoing pressure of work. In response to this, the unit head for Health & Wellbeing is putting in place a programme that will allow those staff that may require Occupational Health support to seek assistance in total confidence.

Communications and stakeholder engagement

13. Feedback from THR User Group indicates that the key concern of Business Groups is how devolved HR units will continue to function in light of the deferral of THR go-live. The focus of the THR Programme’s communication will change in order to reflect this, with a greater emphasis given to service continuity measures and the specific ways in which devolved units will be supported.

14. As part of the ongoing engagement, a Business Partner has visited each of the devolved HR units to provide information and to offer guidance in thedelivery of HR services. To augment this plan, the Director of Business Partnerships Director met with all Business Managers to assess how HR can continue to support their primary policing objectives.

15. Finally, THR Communications Team will produce specific service continuity communications to senior stakeholders - primarily OCU Commanders and above, whilst also acknowledging the need to provide more detailed information to HR staff.

C. Race and equality impact

1. A paper was submitted to the MPA Community, Equalities and People Committee on 10 September 2009 regarding the equalities impact assessment relating to the THR selection process.

2. The THR Programme team developed a series of questions and answers in anticipation of concerns expressed by HR Community members in relation to areas such as flexible working, excess fares and annual leave for new roles, and provided an opportunity for HR staff to contact team members to discuss their individual circumstances.

3. The delay in launching HR PeopleServices has impacted mainly on staff joining the HR Advisory Centre (HRAC), who were due to commence shift working and therefore attract additional allowances from 31 May 2010. This equates to 4% of HR staff, however. The HRAC Lead has proactively managed concerns in partnership with the HR Business Partners to consider and support individual’s circumstances where appropriate.

4. All individual concerns relating to the delayed launch have been appropriately managed and resolved.

D. Financial implications

1. The use of 130 agency and fixed term contract staff to backfill posts and support service continuity equates to £208k per month for the duration until HR PeopleServices is launched. This is marginally offset by a saving in the delayed shift disturbance allowance payments of £10,500 per month.

E. Legal implications

None

F. Background papers

None.

G. Contact details

Report author: Doug Fuller, THR Programme Director, MPS

For more information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

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