Agenda Document Pack - Joint Consultative Committee for Local Government Employees - 11/06/2024
North Lanarkshire Council · 11 June 2024
Back to Joint Consultative Committee for Local Government Employees — 11 June 2024 and its agenda
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31 May 2024 Members of the Joint Consultative Committee for Local Government Employees Chief Executive’s Office Archie Aitken Chief Officer (Legal & Democratic) Civic Centre, Windmillhill Street, Motherwell ML1 1AB www.northlanarkshire.gov.uk Notice is given that a Meeting of the Joint Consultative Committee for Local Government Employees is to be held in the Committee Room 1, Civic Centre, Windmillhill Street, Motherwell, ML1 1AB on Tuesday, 11 June 2024 at 14:00 PM which you are requested to attend. The agenda of business is attached. Archie Aitken Chief Officer (Legal & Democratic) Members : Clerk Name: Lesley Dysart Clerk Telephone: Clerk Email: dysartl@northlan.gov.uk A Ballinger, M Boyd, H Brannan-McVey, T Carragher, M Coyle, G Currie, K Duffy, J Hume, L Jarvie, D Johnston, J Logue, P McDade. G Bryson, A Clark, J Hannigan, M Quigley, J Rooney, W Shearer, H Smith, L Stewart, V Thompson, J Watson, D Whelan. Page 1 of 22
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Agenda 1 Declarations of Interest In Terms of the Ethical Standards In Public Life Etc. (Scotland) Act 2000 2 Election of Convener and Vice-Convener 3 One Workforce - Summer Placement Programme Submit report by the Chief Officer (People Resources) providing an update on (1) the success of the pilot programme in 2023 and its contribution to building the Council's next generation workforce, and (2) the summer placement programme for 2024 which will offer 112 paid placements to young people in North Lanarkshire 5 - 14 4 Update on Recruitment Submit report by the Chief Officer (People Resources) providing an update on (1) current challenges, and (2) and on work now being taken forward to address the primary issued identified, using both short and long- term solutions 15 - 22 Items Requested by the Trade Unions 5 Flexi-Time 6 Violence at Work Training Page 3 of 22
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North Lanarkshire Council Report Does this report require to be approved? ☐ Yes ☒ No Ref FW/PMcC Date /06/24 From Fiona Whittaker, Chief Officer (People Resources) E-mail mccaffertypa@northlan.gov.uk Telephone 07973 729532 Executive Summary The development of a next generation workforce for the Council is a key priority set out in our One Workforce Plan, agreed by Policy & Strategy in December 2023. As part of this, in July 2023, the Talent and OD team (TOD) commenced a pilot summer placement programme offering Council Services the opportunity to employ a young person for six weeks over the school summer break. The purpose of this placement was to give young people valuable work experience and to introduce them to the different types of rewarding work available in Local Government, particularly in areas which have traditionally been hard to attract young people into. The first year of the programme saw 23 young people successfully placed across Chief Executives, Adult Health and Social Care and Enterprise and Communities, with all 23 young people finishing the programme and securing a positive destination at the end. Following on from the success of this pilot, approval was given at CMT in November 2023 to repeat the programme in the summer of 2024 with an initial proposal for 40 paid placements. This report seeks to update Policy & Strategy Committee on the progress that has been made both with the very successful 2023 pilot, and our plans to extend the programme in 2024 for placements both across the Council, and in other sectors where there is known future workforce demand with placements due to start in June for six weeks. We are delighted to report that to date, both Council services and local businesses have come forward and offered a total of 112 paid placements for young people to secure work experience through the summer break of 2024. Given the success of the programme over the last two years, our intention for future years will be to maintain a summer placement programme to support both our One Workforce Plan and our broader commitments within the wider Brighter Futures Programme of Work which aims to support and improve attainment and employment opportunities, entrepreneurship and volunteering across North Lanarkshire and in key employment sectors. Recommendations It is recommended that Joint Consultative Committee: (1) Recognise and acknowledge the success of the pilot programme in 2023 and its contribution to building the Council's next generation workforce. (2) Support the summer placement programme for 2024 which will offer 112 paid placements to young people in North Lanarkshire. Joint Consultative Committee One Workforce - Summer Placement Programme Item 3 Page 5 of 22
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The Plan for North Lanarkshire Priority Support all children and young people to realise their full potential Ambition statement (6) Raise attainment and skills for learning, life, and work to enhance opportunities and choices Programme of Work Brighter Futures 1. Background 1.1 During the summer of 2023, 23 young people gained work placements across the Council through the pilot Summer Placement Programme. The purpose of this programme was to recruit young people into a variety of service areas within the Council to introduce them to areas of work they may not have previously considered as part of their future career planning. 1.2 To facilitate the programme, all Chief Officers were asked to return a demand proforma indicating whether they could accommodate a paid work placement (grade NLC3) in their service. All services responded offering the following placements: • Adult Health and Social Care – 9 places in the Joint Equipment Store and 9 Administrative placements • Enterprise and Communities – 1 place in Waste and Fleet • Chief Executive’s – 1 place in Business and Digital, 3 places in the Employee Service Centre 1.3 The placement opportunities were sent to all North Lanarkshire school establishments, the Pathways Programme, the Promise Team, New College Lanarkshire and Senior Education and Families Managers to gauge interest and encourage young people to consider the opportunity. All those interested were given job descriptions and employee specifications for the placements and asked to complete an expression of interest form highlighting their skills, experience and suitability for the programme. In total 53 applications were received which were then shortlisted and interviewed with 23 young people successfully achieving a placement. 1.4 The young people started their placement on 3rd July following a short induction and remained on placement until 11th August. Throughout the programme, they had weekly contact with the TOD team to review progress. One of the most notable outcomes of the programme was the enthusiasm with which the young people undertook their placement. They completed all tasks assigned to them and performed at a consistently high level. 1.5 Importantly, and in terms of the real tangible benefits of this programme, 21 young people have secured a sessional contract with the Council, one gained employment as a Home Support Worker and the final young person accepted a place on our MA in Housing programme. At the end of the placement, there was a celebration event for the young people to recognise completion of the programme. 1.6 Based on the success of this programme, a proposal was submitted to CMT to implement this on an annual basis. The proposal was based on offering potentially up to 40 paid placements each summer across all services of the council, however based on feedback from the services and an appetite to provide greater opportunities for our young people, we have now secured 112 paid placements. Page 6 of 22
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2. Report Programme for July 2024 2.1 Building on the success of our 2023 programme we have incorporated several learnings, which will be included in the roll out of our 2024 programme, and these include: - Increasing the lead in time for recruitment and organising IT equipment. - Recognising what worked well including having in place a robust recruitment and selection process. - Enhancing support from colleagues across Education to fully promote the opportunities. - Having a structured induction process for the young people to ensure they feel supported from day 1. 2.2 Based on the lessons learned a number of adjustments have been made to the programme including a revised timeline for implementation by starting the recruitment process earlier. We also approached schools earlier and interviewed applicants in March prior to study leave in April ensuring it did not interfere with exam preparation. The induction week will take place in June prior to the placements starting in July. 2.3 We have also provided access to a broader spectrum of placements by linking with the services in areas which are particularly hard to recruit to or areas where young people may not consider as a future career choice. We also extended the induction programme to cover all essential areas before the young person starts in placement. 2.4 The new timeline for implementation is detailed below. By starting the process in November/December we have given the team time to work with all stakeholders ensuring placements were identified and secured well in advance of expressions of interest going out. It also gave the team time to ensure all HR processes were in place and adhered to. Recruitment and progress to date 2.5 As detailed in the timeline above, Services were approached in November 2023 via a demand pro-forma to indicate interest in providing placements for the summer programme 2024. All services responded and a total of 92 placements were offered initially. This increased to 112 with local businesses in the Built Environment sector offering additional opportunities. The breakdown of placements is detailed below: Built Environment based roles 20 Clerical/Corporate based roles 38 Assistant Sport Coach 9 Care based roles 45 Total 112 Demand Planning HR processes eg job descriptions created, Communi- cations out to promote opportuni- ties Applications received Shortlisting and interviews Induction week Placement Nov - Dec Jan Jan Feb Mar June July–Aug Page 7 of 22
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2.6 Throughout the month of January, all HR administrative processes were completed including creating job descriptions, agreeing grades for posts and planning the recruitment process. With those in place, adverts were created and information on all opportunities were sent to all school establishments, the Pathways programme, the Promise team and Senior Education and Families Managers to raise awareness of the programme. Pupils who responded were issued with an expression of interest form which they had to complete, get endorsed by their teacher and send to TOD for consideration. In total we received 249 applications from pupils across our Secondary Schools and local Colleges. The breakdown of applications and the numbers who secured a place across all establishments is detailed below: Establishment Number of applicants Successful following interview Airdrie Academy 5 2 Bellshill Academy 1 1 Brannock High School 13 6 Calderhead HS Shotts 4 2 Cardinal Newman High School 23 11 Chryston High School 2 1 Clyde Valley High School 2 2 Coatbridge High School 7 5 Coltness High School 26 9 Cumbernauld Academy 2 1 Dalziel High School 3 2 Greenfaulds Academy 11 7 Kilsyth Academy 12 7 New College Lanarkshire 3 0 Our Lady’s High School Cumbernauld 22 5 Our Lady’s High School Motherwell 26 11 St Aidens High School 13 7 St Ambrose High School 15 6 St Andrews High School 27 13 St Margarets High School 8 6 St Maurices High School 1 0 Taylor High School 21 7 Uddingston Grammar 1 0 West Lothian College 1 1 2.7 Of the 249 applications received, after shortlisting and eligibility checks, 154 were interviewed, with 112 successfully matched to a placement. In addition, 17 have been placed on a reserve list should any of the successful candidates withdraw. 2.8 Work is now underway to ensure everything is in place for the 112 candidates starting at the end of June. the programme will run for six weeks during the summer. Managing the Programme 2.9 The programme will be managed by the Early Careers team which sits within the Talent and OD team. As well as a line manager for their placement, each young person has been allocated a link person from TOD who will meet with them weekly to review Page 8 of 22
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progress on their placement and act as a support/mentor throughout the duration of their placement. 2.10 As mentioned above, there will be an induction at the start of the programme which will be extended to 3 days as opposed to 1. This will allow the young people to meet each other and network, meet their line manager and TOD link person, complete mandatory learning and complete any outstanding paperwork before commencement of the placement. This should ensure that they feel adequately supported before going out to placement. 2.11 Throughout the placement, they will be managed on a day-to-day basis by their line manager who will allocate tasks and support them to learn how to do those tasks. The roles have been designed to give each young person as full an experience as possible to help inform future career options. The link person within TOD will check in with them weekly to review the tasks they have been assigned, provide pastoral support and help them resolve any issues or challenges they may be experiencing. 2.12 At the end of their placement, they will all be asked to complete an evaluation about their time on placement. Where possible and in line with the pilot programme, they will be invited to apply for opportunities within the Council including vacancies and opportunities on the sessional register. 2.13 As with the previous programme, on completion there will be a short celebration of achievement ceremony which all young people will attend with their line manager and link person. Senior managers will also be invited from across the Services to celebrate with the young people. 2.14 The summer placement programme is an exciting opportunity for our young people to gain valuable work experience. With the success of the pilot programme and the increase in numbers for the 2024 programme, it is hoped we will see an increase in the number of young people applying for our MA programmes, vacancies within the Council and consider careers they may not have thought of before. The enthusiasm that the young people brought last year to the programme had a positive impact on our staff and we hope to see that again this year. 3. Measures of success 3.1 The measures of success for this programme will include: - Positive experience for our young people. - Positive destinations for participants on the programme including opportunity to apply for jobs/sessional contracts. - Confirmation from services of a commitment to the 2025 programme. 4. Supporting documentation 4.1 Appendix 1 – Programme process map Fiona Whittaker Chief Officer (People Resources) Page 9 of 22
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? The programme will target all young people in our school establishments and those under employability programmes or currently in first year of college. The programme has the ability to reach young people who may be affected by poverty or unable to access similar opportunities. If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☒ No ☐ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? The financial impact is related to existing budgets. All placements are paid for from the Service budget or existing vacancies. Where a Service decides to offer a paid placement relevant budget discussions have taken place with Finance. 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Placements will be employees for the duration of their placement therefore will require to follow all relevant HR policies and procedures. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Page 10 of 22
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☒ No ☐ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☒ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? Work may be required involving corporate communications to support a suitable comms campaign to advertise opportunities going forward. 5.9 Risk impact Is there a risk impact? Yes ☐ No ☒ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. Page 11 of 22
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5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). This programme has the potential to offer opportunities to young people up to the age of 18. If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 12 of 22
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Appendix 1 – Summer Placement Programme Process Map Page 13 of 22
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North Lanarkshire Council Report Joint Consultative Committee (JCC) Does this report require to be approved? ☐ Yes ☒ No Ref FW/GQ Date 11/06/24 Update on Recruitment From Fiona Whittaker, Chief Officer (People Resources) E-mail Whittakerf@northlan.gov.uk Telephone 07973 728628 Executive Summary At the last informal meeting of the Joint Consultative Committee for Local Government Employees (JCC) held on 21 May 2024, it was requested that a report was provided to identify the recruitment challenges faced by the Employee Service Centre (ESC) and Hiring Managers throughout the Services. The purpose of this report is to highlight current challenges and advise on work now being taken forward to address the primary issued identified, using both short and long-term solutions. Recommendations It is recommended that Joint Consultative Committee: (1) Note the ongoing challenges linked to wider recruitment and difficult labour market dynamics. (2) Acknowledge, work undertaken to identify improvements, next steps and detailed plans now being taken forward to address issues and build capacity. The Plan for North Lanarkshire Priority Improve North Lanarkshire's resource base Ambition statement (23) Build a workforce for the future capable of delivering on our priorities and shared ambition Programme of Work Statutory / corporate / service requirement Item 4 Page 15 of 22
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1. Background Current Challenges 1.1 Increased recruitment - the workforce resourcing team continues to experience a high volume of recruitment, with an increase of over 30% in workload compared to last year’s figures and the additional workload being absorbed by the existing staff within the team. This issue has more recently been compounded by increased levels of ‘ghost recruitment’ which are reflective of the wider position within the labour market. “Ghost recruitment” reflects time is invested by the Council in end-to-end recruitment where the successful candidate withdraws from the process or declines the offer at a late stage, often choosing to remain with their current employer through an increased salary offer. 1.2 Volume and cyclical recruitment – over the last 12 months, the ESC has experienced a number of large volume recruitment campaigns linked to increased demand, large scale workforce change or turnover in areas such as Early Learning and Childcare and Facility Support Services. Positively, the recruitment team are now being alerted early to these campaigns, however they drive a significant volume of activity which can impact on other business as usual recruitment. 1.3 Hard to fill and professional role recruitment/competition – in particular professional areas we are increasingly faced with either a severe lack of applicants for posts, or the final candidate, at times, declining the offer at a late stage as they have taken a position with a higher salary offer. This leads to repeat or several repeats of the full recruitment process if no other candidates are appointable. This has led to an increased use of agency staff in some services due to an inability to fill posts. 1.4 Summer Placements – the recent positive increase in successful summer placement candidates has created additional workload for the team in terms of onboarding, right to work checks, system updates and administration related to PVGs for regulated work posts. 1.5 Improved recruitment advertising – there is a need for the Council to explore the wider use of job boards and more effective routes to market which may require us to change our current approach and recruitment policy. Our aim is to achieve increased market penetration using other/more specific job boards for applicants; exploring direct resourcing; the potential use of CV’s or simplified applications forms to attract a wider applicant pool and making the applicant experience better and more in line with the market for particular roles. 1.6 Staff Retention and Turnover – 50% of the recruitment team are currently on fixed term contracts and turnover within these posts has been high over the last 12 months. Discussions with the Finance team have confirmed that a permanent salary budget solution can be found to allow for making contracts permanent and this will be pursued in the coming months to provide more stability to the team. 1.7 Team training and upskilling – with high levels of turnover and new starts into the recruitment team further training is required to build full competence and a skills matrix has recently been developed. Making the team more permanent will also assist with this challenge. 1.8 Limitations of Systems – no one single recruitment system currently fits the needs of the recruitment team or hiring managers. Therefore, colleagues are working across two systems for recruitment. An option appraisal paper which looks at the advantages and Page 16 of 22
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limitations for both systems is currently being developed. System providers have also been asked to provide solutions to the main pain points that we are experiencing. 1.9 Service Engagement & Service Delivery – the recruitment team currently have limited capacity to carry out manager and service engagement work due to dealing with high recruitment service delivery volumes. Our future aspiration is to have discussions with managers to elicit valuable feedback, conduct surveys, improve the service, and better meet the needs of our hiring managers. 2. Report Full review of recruitment effectiveness 2.1 To identify all of the challenges and improvement opportunities in terms of our current recruitment ways of working, the People Resources service has now undertaken a full review and mapping of our recruitment process, structures, staffing and systems capability within the Workforce Recruitment Team (WRT) and across services. 2.2 This has included a detailed time and motion study of our current staffing and processing times as listed below: Task Time taken to complete in Mins per person Requisition Adverts (adverts have not be included within the time and motion exercise as this is 1 person’s entire role each week Currently there is 1 fte working solely on adverts 5 days per week Contract Offers 30 Pre-Employment checks 75 iTrent Update (new starter action) 45 Contract generation 45 Communication/MyNL Portal - responding to portal enquires from HMgr & applicants 60 255 mins / 60mins Average applicant Journey 255 mins / 60 = 4.25hrs 2.3 It should be noted that the time and motion exercise assumes that all current 12 FTE staff within the WRT are fully skilled in all aspects of the process, in practice however, and due to the challenges of temporary contracts and attrition, the current resource pool are not all fully trained across all aspects within the full end to end recruitment process. Illustration of current challenge 2.4 Below is a forecast of the team’s current workload over the next 14 weeks to illustrate the capacity issues we are facing: • 12 FTES x 35hours = 420 hours each week x 14 weeks = 5880 hours collectively for team. • Removing a 2-week holiday period for all 12 FTES would mean - 12 FTES x 70 hours (2 weeks) = -840 hours for team. Page 17 of 22
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• The available hours calculation would be 5880 hours – 840 hours for a/l = 5040 hours collectively for team across a 14 week period. This assumes no contingency for sickness or ad hoc absences. 2.5 Taking available hours against capacity illustrates the need for us to streamline processes or speed up our overall processing time for the team given the workload illustrated below: Service Illustrative 14 week processing time for all job adverts and recruitment process Chief Exec incl summer placements 665.5 ACC 1219 Enterprise & Communities 1634.75 Health & Socia Care 953 Education & Families iTrent 844.5 Education & Families Talentlink 1340.5 Total Approx Hours 6657.25 Total Required Hours 6657.25 WRT Capacity -5040.00 Over capacity hours 1617.25 2.6 To ensure we can also support over capacity hours, it has been calculated that we would need:- • Each employee would be required to do an additional 134.77 hours across the 14- week period, or 9.63 hours additional each week for 14 weeks. • 9.63 hours p/wk, per employee, x 12 employees, over 14 weeks =1617.84 hours. 2.7 To summarise, the current projected volumes for recruitment, including repeat and high- volume recruitment means that we are operating at a very tight capacity, and although overtime is an option, this is not a sustainable option. Accordingly, we are now working hard to find ways of improving our recruitment efficiency and effectiveness across a number of aspects which are set out in the next steps below. Next steps 2.8 Next steps and activities now planned or underway to improve our recruitment processes and efficiency include: • An iTrent recruitment system upgrade scheduled for June 24 with prospective system enhancements which will improve our processing times and user experience. • An options appraisal and review underway to assess the viability of our iTrent recruitment system and our Talent Link system to ascertain which can be developed to be the most effective final solution. • Resolving the issue of permanent contracts for the existing team which will be agreed with Finance in June. Page 18 of 22
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• A full training matrix is now in place for the team and training is ongoing over the next 6 months. • Work is underway to look at how we can better plan for and manage larger cyclical volume recruitment campaigns, working directly with services to avoid the current peaks and troughs experienced by the team. • We will continue to review our current recruitment and advertising processes to see where further improvements can be made, particularly in terms of attracting a wider pool of candidates and reducing levels of repeat advertising for posts and the use of agency staff. 3. Measures of Success 3.1 Reduced processing and onboarding times. 3.2 Improved hiring manager engagement. 3.3 Less roles vacant for protracted periods and more posts filled first time. 3.4 Easier application process for candidates in selected roles. 3.5 Improved rates of applications and attraction of good candidates. 4. Supporting Documentation N/A Fiona Whittaker Chief Officer (People Resources) Page 19 of 22
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5. Impacts 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality- and-fairer-scotland-duty-impact-assessments Yes ☐ No ☒ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts been discussed and agreed with Finance? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? Financial impact would only occur if additional hours were needed 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☒ No ☐ If Yes, have all relevant HR impacts been discussed and agreed with People Resources? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? There may be a requirement to review and revise existing recruitment policies and processes, as this work progresses. Future reports will be brought to the Finance and Resources Committee for approval of any material changes. 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation? Yes ☐ No ☒ If Yes, have all relevant legal impacts been discussed and agreed with Legal and Democratic? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ Page 20 of 22
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5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for significant technology change, has an assessment been carried out (or is scheduled to be carried out) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g. Corporate or Service or Project Risk Registers), and how they are managed? Risk at Service delivery level – As resources are required to fulfil service demands there is a risk if the WRT fail to meet service delivery. 5.10 Armed Forces Covenant Duty Does the report require to take due regard of the Armed Forces Covenant Duty (i.e. does it relate to healthcare, housing, or education services for in-Service or ex- Service personnel, or their families, or widow(er)s)? Yes ☐ No ☒ If Yes, please provide a brief summary of the provision which has been made to ensure there has been appropriate consideration of the particular needs of the Armed Forces community to make sure that they do not face disadvantage compared to other citizens in the provision of public services. 5.11 Children’s rights and wellbeing impact Does the report contain any information regarding any council activity, service delivery, policy, or plan that has an impact on children and young people up to the age of 18, or on a specific group of these? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact and the provision that has been made to ensure there has been appropriate consideration of the relevant Articles from the United Nations Convention on the Rights of the Child (UNCRC). If Yes, has a Children’s Rights and Wellbeing Impact Assessment (CRWIA) been carried out? Yes ☐ No ☒ Page 21 of 22
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