As an organization it is evitable to work within he diverse workforce to eliminate prejudice and discrimination, ensuring that all employees are treated with the respect and dignity they deserve. The London Borough of Hackney is an organization that staff want to work for and that all staff share the Council’s aspirations and goals. As a very large organization it is important to be approachable and flexible in order to organize and deliver services, adapt, continuously improve services to meet the needs of residents, changing duties and responsibilities.
Use resources efficiently, operate at all times within budgetary requirements and limits. As public service the London Borough of Hackney strive to be a provider of excellent services to the public, a local leader and convener of partnerships. But beyond that the main goal and target is to be an active agent for social mobility, creating opportunity, transforming life chances, and promoting social consistency. The need to helping and protect residents who most need support is essential, and working with them to improve their lives and capacity for independence.
Keeping Hackney clean, safe, and promoting the quality of life and wellbeing of all residents. Bringing investment and jobs into Hackney, creating opportunity, prosperity, and ensuring residents have the education, skills and support to benefit. The Mayors 3 Priorities are: Improving services and increasing opportunities for all, raising the life chances of the most disadvantaged. Making sure the Council is high performing and efficient. Providing effective community leadership and involving the whole borough in what we do. Http://staffroom. Hackney. Gob. UK/text/ BBS_service_delivery_plan. PDF Public money has to be spent with honesty and in accordance with the Council’s policies. The council have a statutory duty to achieve best value, through economy and efficiency. The purpose of this standard is to ensure that the Council obtains value for money. The Finance department is a key player by ensuring there are strong financial procedures and systems in place that provide the platform for ongoing budget monitoring.
Also the annual production of Statement of Accounts provides improvement across the Council (particularly in relation to efficiency) and supporting colleagues in achieving their objectives. Financial challenge and population growth: Since the 2010 spending review, the Council has saved more than EWE million from its budgets through reductions in senior management and back office unction, more efficient procurement, reductions in agency staff and service reviews. We have achieved this without having a big impact on frontline services.
The scale of the challenge ahead means we are likely to have to make fundamental changes to the services residents receive. We will need to seek to engage all our residents in the tough choices ahead, acknowledging that services will need to change, and being clear about the implications of those changes. Http://impingement. Hackney. Gob. Skull order to identify and assess how external factors can affect the London Borough of Hackney as an organization. A PESTLE analysis gives an overview of the different environmental factors that the council should take into consideration.
It is a useful strategic tool for understanding the external factors (political, economical, social, technological, legal and environmental) which will have a driving force behind the aims and objectives of the council. This PESTLE analysis highlights how these factors are likely or having an impact the council’s people management activities. Four factors from Pestle analysis is carried out: Factor Impact Political Factors The Local Government Pension Scheme. Single Status, Equal Pay Issues, Equal Pay Audit Changes to the existing pension scheme are planned due to people living and working longer.
Priorities the importance of Sustained regular communications to the workforce on changes to the scheme and the impact on individuals. Higher levels of agreement in respect of administration of the Scheme. The existing inequities leave open the risk of claims against the Council for unequal pay. Economic Factors The government have announced the need to make cuts. Economic downturn. Resulting in the need to make big cuts and savings. New ways of working needed resulting in new roles, attitudes, skill set from staff. Services will be affected. TTS greater pressure on services where key posts are hard to fill – Reduced Income (higher unemployment – less tax income) – the need to reduce operating costs. Technological Factors Remote Working. Technology as Training Aid. Remote working and home working increase across the workforce and requires the implementation of systems – Compromising security or data protection issues – require different types of management and systems to replace regular face to face supervision and interaction. Different ways of working and learning will impact on training needs within the workforce. Legal Factors New European employment legislation.
Equalities legislation. Regularly need to review employment practices e. G. Agency workers – costly implications. Equality Act 2010 – consider the equality and diversity implications of any change process- ensure employees potentially affected by the reorganization are not subject to any unfairly discriminatory treatment. Whilst the PEST analysis identifies some of the issues that the London Borough of Hackney face, it is set into the environment of how this impacts on the workforce. These requirements fall into two main areas: Numbers and volumes of people required over time based on service area. The skills required to do the job.
Understanding the structure, culture and functions of an organization. 2. 1 . The London Borough of Hackney is a large organization, consisting of over 4,000 employees. The council is made up of seven directorates (functions), which carry out services to the public and work closely to optimism performance. They consist of the following: Housing gal, HRS ; Regulatory Service Finance ; Resources Health ; Community Services Children ; Young People Services Hackney Homes Limited Chief Executive’s Below is an example of the London Borough of Hackney management/ directorate structure re: -114300788035http://move. Hackney. V. UK/assets/ documents/Council-Structure. PDF 2. 2. The Finance and Resources Directorate is responsible for the financial management of the Council and it delivers this through the following Divisions: Audit and Anti Fraud – manage, carry out investigations, and fight against fraud. Financial Management – set a balanced budget with low Council Tax. Financial Control – ensure Council Tax collections are in line with the London average. Revenues and Benefits – ensure that the correct benefit is paid at the right time. Procurement and Fleet Management ensure fleet management function meet sustainability intentions e. G. Age of lower emission fuels. Strategic Property and Facilities Management – ensure a suitable working environment and improve efficiency, by reducing operating costs while increasing productivity. Education Partnerships – promote a culture that is more open to customer needs. Information and Communications Technology (CIT) – support management to ensure the Council has in place strong systems of internal control. The Health & Community Services directorate focus on ensuring Hackney residents feel safe and enjoy a clean environment and a high quality and accessible public realm. This is delivered through the following services:
Adult Social Care – in-house community and home-based services for older people & supports people with learning disabilities and mental health issues through a range of involvement. Commissioning – manages the Performance and Improvement function for adult social care & commissions Health and Social Care with INS East London and the City. Http://www. Hackney. Gob. UK Health and Wellbeing – protect vulnerable people. Supports the sustainability of cultural and arts organizations and individuals. Ensures cultural entitlement is featured in the council’s regeneration, youth, Olympic and Health and Wellbeing work.
Public Realm – control parking on the street and in Council car parks, and enforcing in selected Hackney states; managing and regulating markets and shop front trading, including administration of licenses. Looks after the environmental operations i. E. Street cleansing including markets. Legal, HRS and Regulatory Services enable and support the Council to provide effective and value-for-money services within the following areas: Human Resources and Organizational Development’s function is to enable the organization to attract, retain and manage a workforce.
Legal Services – provide high quality electoral estimation service and efficiently run elections. Regulatory Services – contribute to making Hackney a better place for residents, investors and visitors. The Chief Executive’s Directorate is the core of the organization working with all directorates to Set high standards, ensure consistency and promote the Council. 2. 3. The council uses a standardized, but flexible and scalable model when designing organizational functions and structure, as per the below: Hackneys organizational design model http:// staffroom. Hackney. Gob. Policy. Tm-4699001 1 0490 The management structure is based on function. Mangers across the organization ensure that they provide the following; Responsibility: Flexible style and approach. Committed and promotes continuous learning. Adapts efficiently to changing circumstances. Delivery: Is visible both within and external to the organization. Provides a clear direction by using a style appropriate for the individual and team. Manages staff performance, by carrying out regular us pervasion meetings and yearly appraisals. Creates a customer focus culture by enhances the reputation of the organization in all they do.
Decision Making: Focuses on what is important, makes difficult decisions by taking kiss and is accountable for them. Models core values and behaviors by placing the organization first before service, team and themselves. Working together: Promotes, assists organizational communications, promotes and influence the benefits of a diverse workforce. Builds strong internal and external relationships to assist change Below are a small number of strengths and weakness within in organization structure: Strengths: High Levels of staff commitment, there is effective cross directorate relationships.
The council has sound approaches to managing performance and finance. The vision, values and mission for LBS. is clearly expressed and understood by Members, managers, staff and partners. Roles and responsibilities Of functions at different levels are clearly defined. Staffs are provided with opportunities to develop their skills within a structure that enables career development and progression, and allows them to build knowledge of different service areas. Policy and performance services build organizational capacity through skills transfer to other service areas.
Weakness: The impact of staffing reductions due budget cuts. Skill shortages. Difficult management control. Lacks of motivation, staff daily duties are repetitive. Lack of communication. All employees within the organization regardless of the position of their role make decisions that commit to the Council’s values, in order to fulfill the Mayor’s priorities. It is critical that there is an organizational culture which ensures that employees understand the needs of the council and recognize their importance with the wider community.
The internal and external stakeholders such as contracted workers, partner agencies, residents (public), service users and visitors also play an important role in working with the Council to achieve the organization culture and values. Without these the council would suffer as goals and values would be unachievable. We will strive to meet our needs for goods, services, works and utilities in a way that achieves value for money on a whole life basis in terms of generating benefits not only to the Council, but also to local residents and the local economy, whilst minimizing damage to the environment.
In pursing sustainability goals Hackney will always have primary regard to the need to obtain Best Value i. E. The optimum combination of whole life costs and benefits to meet the service requirement. Hackney recognizes three broad themes underpinning sustainability and will pursue policies in support of each. These are: Environment Equality and Economy. Http://staffroom. Hackney. Gob. UK/text/up-sustainable-procurement-policy-and guide-Johanna. Doc. Understand how HRS/L;D activities support an organization 3. 1 . There are a number of ways in which HARM/L;D support the London Borough of Hackney in meeting its goals and objectives.
The function is to enable the organization to attract, retain and manage a workforce that has the right skills and potential to realize Hackneys vision and deliver its strategic and service objectives. This includes: Providing frameworks and tools to ensure the fair, consistent and effective management of the workforce. Providing specific HRS ;ODD advice, guidance and support to managers ; staff Building positive and co- operative relationships with our staff and their representatives. Strategic management of recruitment and its processes.
Developing the skills and capacity Of the existing and potential workforce. Developing and maintaining reward ; retention strategies. Monitoring and reviewing of the application of practices to support continuous improvement. Supporting Organizational and Cultural Change and embedding the values of the Council. Appropriate policies and procedures in place. HARM ensure all employees provide high quality services to make sure the Council works properly and efficiently. Management and staff are responsible for providing high quality services. According to: http:// staffroom. Hackney. Gob. Wet/strategy-2. Pitching each area of HARM ; L;D, are the broad aims of how the thread will be achieved. Each activity will be supported by a detailed activity plan with projects and target through which we can allocate time and resources to the people priorities of the Council. Although specific projects may change over time it is envisaged that the Strategy will remain in place for the duration of the administration. Talent Management: it is inevitable to have the right people with right skills and attitudes required to meet the current and future needs of the organizations objectives.
The recruitment and selection process have a range of flexible working practices in place to attract and retain the best talent, such as HARM Develop ‘Pathways into the Organization’, Graduate Recruitment and accelerated Promotion Schemes for those that need that extra support and hence. The recruitment process also includes the development of a web based recruitment strategy. Performance and Reward management: the council understands the link between staff development and achieving organizational current and future objectives.
Valuing staff lies at the heart of good organization and in the London Borough of Hackney it is one of the core values that shape the organization. A vital part of a manager’s role and HARM is to: Recognize the contribution your staff make to the objectives and targets of your service Involve your staff in decision making – this helps to motivate hem, and encourages staff to take ownership and responsibility for these decisions Be clear about what staff can expect from you in terms Of support and development. Http://staffroom. Hackney. Gob. UK/managing- people. Theme are a number of ways in which London Borough of Hackney reward their staff in order to keep them motivated & show appreciation to support the councils strategy. i. E. Pay and grading, job evaluation. Hackney Stars: is an annual event to celebrate the achievement of staff. There are several categories that staff or teams can be nominated for. Hackney also olds the annual Lifetime Achievement Awards to celebrate staff who have dedicated 25 years to the organization. Staff will be contacted to take part in the event directly by HRS. Staff Benefits: The Council also offers a range of benefits for staff.
They include: Childcare vouchers Bike to work scheme Bicycle and motorcycle allowances Season Ticket loans LOGS Pension Scheme Sick pay Maternity & Paternity Pay Flexible Working Computer Scheme Local discounts i. E. Hackney Leisure Centers & Swimming Pools. Supervision meeting is an opportunity for managers to record the achievements and any performance issues of people in their team. In addition to discussing work in progress managers cover annual leave, sickness, actions from the Personal Development Plan (PDP) and feedback on training courses during supervision meetings.
Depending on the area of work, supervision can occur as regularly as weekly. As minimum managers should ensure supervision takes place at least every 4-6 weeks. Training and Development: It is essential to enable employees to develop their skills, knowledge and experience by conducting appraisals, supervision and regular updates through team meetings. Development is not always training, people earn better through experience, good feedback and a positive relationship with mangers and their work colleagues.
Staff individually have a formal appraisal at least once a year. This happens sometime between April and June to set objectives. Staff are encouraged to go on certain training course to enhance skills & knowledge. 3. 2. HARM/L&D support line mangers and staff by developing business relationships, advice and providing relevant training courses. Staff and managers are encouraged to regular visit HRS policies and procedures which are available on the staff intranet, to keep up with the latest information.
From when a member of staff joins a team, either by external recruitment or internal assessment and service reviews, managers will need to inform staff that they need to set clear goals, good communication and a development plan. HARM support managers to always ensure new staff are inducted into the organization, allowing time for them to familiarize themselves with the systems, processes, people and culture of service. The intention going forward is that managers and teams will manage the day-to-day operational HRS employee-relations work such as sickness management, capability, refinance or disciplinary issues.