Appendix 1 - Update on key activities undertaken as part of the People and Culture Strategy action plan (as at April 2026)
Perth and Kinross Council · 24 June 2026
Back to Finance and Resources Committee — 24 June 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Appendix 1 Key actions Actions delivered Measures of success 1. Strengthen the PKC employer brand to attract diverse candidates and support an agile, flexible and effective workforce. • The Employer of Choice Working Group was established with cross- Council representation. • The “More than a job” strapline was embedded across recruitment advertising. • A promotional email signature and a dedicated Facebook vacancies page were introduced. • Awareness sessions and an e-learning module were launched to strengthen the use of social media in recruitment. • Values-based recruitment guidance was added to the Managers Recruitment Toolkit and continues to be reviewed. • Recruitment webpages were refreshed and new engagement tools, including QR banners and event resources, were introduced. • Planned work for 2026/27 includes development of a resourcing toolkit, expanded partnership activity and more targeted use of data. Reduction in the proportion of advertised vacancies that remain unfilled and require re-advertisement. Unfilled vacancy rate • 2023/24 – 21% • 2024/25 – 21% • 2025/26 – 22% Turnover in the first year of employment • 2023/24 – 23% • 2024/25 – 16% • 2025/26 – 17% 2. Strengthen the offer for young people through apprenticeships, career development and external partnerships. • The Real Living Wage was introduced for Apprentice positions. • Summer placement opportunities for school leavers were piloted in 2025 and extended, with 23 paid placements commencing in June 2026 linked to the Modern Apprentice pipeline. • Resources and processes were developed to support more consistent participation in careers fairs and recruitment events. • Graduate Apprenticeships, including Social Work, were expanded. • Career Grade Structure Guidance was implemented, and the Supported Employee Learning process was approved. • Introduction of a structured development offer for employees under 30. • Improved retention of employees under 30. % of total leavers aged under 30: • 2023/24 – 21%; • 2024/25 – 17%; • 2025/26 – 18%. Leavers as a % of under 30 headcount: • 2023/24 – 25%; • 2024/25 – 22%; • 2025/26 – 15%. Proportion of employees under 30:
Page 2
Key actions Actions delivered Measures of success • 2023/24 – 10.9%; • 2024/25 – 12.2%; • 2025/26 – 12%. 3. Use tools and technology to help managers plan and deliver organisational change. • Workforce plans supported Strategic Leads and Management Teams to identify and plan appropriate approaches to resourcing models and organisational change. • Service-level workforce planning enabled proactive skills development and early redeployment, internal job family moves reducing reliance on the use of the Skills Register. • Minimal number of staff on the Skills Register and most secured alternative employment. • Demonstrable effectiveness of re- skilling and redeployment arrangements, reducing the need for voluntary and compulsory redundancy processes. 4. Establish and use the Workforce Planning Board to oversee delivery, inform initiatives and share good practice. • Terms of Reference were agreed at the first meeting in September 2024 and meet on a regular basis. • A Workforce Planning event for Senior Management Teams was held in September 2025 to support the development of 3–5 year workforce plans. • Best Value actions were progressed, including service-level workforce planning alignment and development of impact measures. • A flexible working impact survey is in design for the Best Value update due in September 2026. • Bi-annual review of workforce plans and related initiatives. • Submission of an annual Workforce Planning Report to Finance and Resources Committee. • Completion of Best Value Audit actions. • Clear strategic direction for resourcing. 5. Use Workforce Planning Board outputs to inform leadership and partnership workforce discussions. • Strategic Leads presented current positions and proposed service delivery models to ELT. • Workforce plans are being used to coordinate resourcing and potential restructuring activity across the organisation. • Strategic Lead 3–5 year workforce plans were aligned to current and proposed operating models with predictive resource plans. • The Tayside Integrated Workforce Planning Group shared data and practice across PKC, NHST, Dundee City and Angus councils. • Year 2 of the Executive and Strategic Leadership Evolving Leaders Programme was completed. • Reduced likelihood and impact of workforce risks recorded in the Strategic Risk Register. • Embedded leadership foundations across the Council.
Page 3
Key actions Actions delivered Measures of success • A two-year Leadership Development Strategy was agreed, including a Leadership Experience, Leadership Pathways and a Leadership Hub. • PKC joined NHST to deliver the ELM Programme, with 160 participants in cohort 1 and 160 in cohort 2. • The FIR Programme saw 40 middle managers complete cohort 1 and 18 join cohort 2. 6. Include workforce implications in the assessment of digital projects. • The Workforce Planning Board considered this in April 2025 and the Digital Board reviewed processes to ensure workforce implications are included in future project assessments. • Digital governance was updated and workforce impacts are now assessed using qualitative and quantitative measures. • A revised process enables Workforce Planning Group input to Digital Board decision-making. 7. Develop the Flexible Working Framework in line with service needs and estate changes. • The Flexible Working Framework, including hybrid working, was reviewed and updated guidance was launched in January 2025. • Engagement survey data showed that flexible working remains valued, with comments highlighting the benefits of the current hybrid balance. • Targeted feedback mechanism is planned for September 2026. • 13.7% ranked flexible working as the top or second reason they work for PKC. • Implementation of the updated Flexible Working Framework. • Completion of related Best Value Audit recommendations. • Positive employee feedback in the employee survey. 8. Develop a health and wellbeing pathway across PKC and the P&K HSCP. • Health and wellbeing support continued to be promoted through monthly briefings. • Managers supported with real-time data in Power BI. • Development of the Health and Wellbeing Pathway remains ongoing, with engagement across strategic areas. • An Education and Learning transformation mapping exercise is underway to consolidate resources, strengthen wellbeing support and link to the Trauma Informed Working Group. • Continued links with all service areas to develop joint health and wellbeing initiatives where possible. • Creation and implementation of the Health and Wellbeing Pathway. • A dedicated Health and Wellbeing Strategy for the education workforce 9. Review policies, guidance and services to support managers and • Managers were given real-time access to team absence data in Power BI and drop-in sessions were held to support use. • The structure of information on Eric relating to relevant procedures was revised. Reduction in absence levels reported annually to the Local Government Benchmarking Framework. Teachers
Page 4
Key actions Actions delivered Measures of success employees during attendance and absence. • The Erica HR Chatbot was introduced to provide immediate guidance and signposting to further support. • The People Analytics dashboard was made available to all managers to support health and wellbeing discussions. • 2023/24 – 9.1 days • 2024/25 – 7.5 days • 2025/26 – 7.2 days SJC/Craft/Chief Officers • 2023/24 – 13.1 days • 2024/25 – 12.6 days • 2025/26 – 12.7 days 10. Improve reporting and response arrangements for violence and aggression at work. • A dedicated Reducing Challenging Behaviour Working Group, including trade union representation, continued to review processes in education settings. • A new incident reporting process was developed for other settings. • Reporting mechanisms and governance arrangements are now in place. Increased awareness of reporting and support. Reduction in violence and aggression incidents: • 2023/24 - 1,771 instances; • 2024/25 - 1,595 instances. • 2025/26 – 1,585 instances 11. Strengthen measures that help employees feel safe at work and improve access to support. • The Reducing Challenging Behaviour Working Group continued to meet regularly. • EJCC considered the Unison End Violence at Work Charter. • Monthly health and wellbeing briefings continued, including promotion of the Employee Assistance Programme and staff networks. • Employees were reminded periodically to complete equality information in MyView. • The 2025 survey showed an improvement in perceived safety, rising from 85% to 89% agreement. • Developed and delivered Courageous Conversation training to leaders across the Council to raise awareness of psychological safety in the workplace. • Increased awareness of, and participation in staff networks. • Increased use of Employee Assistance Programme resources. • Increased disclosure of protected characteristics through MyView. • Reduction in absence attributable to mental health: • 2023/24 -17,639 days lost; • 2024/25 -17,417 days lost. • 25/2026 -18, 052 days lost. 12. Review performance-related policies and • The Performance and Development Discussion process became mandatory in early 2025 following the move to an online platform. • The online process improved reporting capability. Increased PDD completion levels. Improved qualitative data regarding skill
Page 5
Key actions Actions delivered Measures of success practices and strengthen understanding of their role in development. • Issues with system authorisation and process simplicity were identified and improved guidance is in development. • ELT approved the introduction of a probationary period from July 2026. and learning needs to aid future resource planning. 13. Strengthen recruitment tools and guidance to embed Values and Behaviours in recruitment and leadership development. • Values based recruitment guidance is a core part of recruitment and induction. • The Values and Behaviours Framework is embedded in the competency framework, PDDs and the new Leadership Development Strategy. • Improved positive employee survey feedback: • Likelihood of recommending PKC as an employer: 7.1/10. • Agreement that teams model PKC Values often/every day: 97%. 14. Use Fair Work principles to support positive trade union relationships and partnership working. • Regular meetings continued with trade unions on council-wide issues. • Trade unions are engaged when change is proposed so they can comment on and help shape proposals. • Quarterly JNCT and EJCC meetings continue to discuss matters including health and wellbeing. • Continued positive trade union relationships. 15. Provide clear, regular and accessible communication to employees. • Employee engagement activity transferred to the Strategic Communications and Engagement Team and a Communications and Engagement Strategy was developed. • Work continued to embed plain English and accessible communication, including subtitles in videos and alt text in documents. • A guide to creating accessible information was launched in April 2026. • The 2025 survey identified team meetings and manager briefings as the most valued forms of communication. • Improved awareness among employees who do not routinely access Eric. • Increased use of managers briefings to communicate core Eric messages. 16. Deliver action plans arising from the 2024 employee survey. • Managers developed and implemented employee survey action plans. • Overarching themes from responses collated and actions developed. • Progress was communicated locally and organisation-wide through “You said We, did” messaging. • Increased employee participation year on year: 2021 – 27%; 2024 – 47%;
Page 6
Key actions Actions delivered Measures of success • 2025 results are available through Power BI and managers can access anonymous team feedback. • Key motivators identified in the 2025 survey were making a difference (42%), team (21%) and job security (16%). • Further improvement is required in participation rates and the consistency of action plan delivery. 2025 – 38%. • Maintain strong values alignment. • Delivery of action plans. 17. Ensure national agreements are implemented promptly and effectively. • The 2024/25 national pay settlements for Scottish Joint Council employees, Craft Operatives, Chief Officials, and Teachers and Associated Professionals were implemented in November 2024, including backdated arrears where applicable. • National agreements continue to be implemented promptly, supported by proactive review of structures and policies. • Timely implementation of nationally agreed pay awards and changes to terms and conditions. • Ongoing proactive review of structures and policies to support continued application of agreements.