Agenda item

Members were provided an update on employee attendance, Workforce COVID Response and the Fit for Oldham Programme.

Members were provided information related to sickness absence performance in 2019/20 and for the currently financial year.  The current sickness absence at the end of August 2020 stood at 3.2 working days per full time and if current absence trends continued, the year-end outturn would be 7.8 days.  Covid-19 (diagnosed or self-diagnosed was accountable for 5.3% of sickness absence.

The turnover rate in 2019/20 was 12.7% compared to in year turnover at the end of August at 12.2%. 

Members were informed of workforce welfare which had been developed in response to Covid-19 in recognition of increasing pressures on both mental and physical health.  Members were also provided information on working arrangements whereby Covid-19 absence was recorded separately, the introduction of paid self-isolation leave and the introduction of paid time off if the employee was a main carer for someone with Covid-19.  Members were provided information related to Covid-19 risk assessments and future plans which included use of buildings and embracing new ways of working.

Members were advised of the Team Oldham Workforce Strategy 2020-2023 Objectives and Employee Attendance management programme objectives.  Members were also informed of the growing Fit for Oldham Offer.

Members were advised that the trend in the reduction of sickness was the same across Greater Manchester and other local authorities. 

Members referred to the reduction in sickness and the consideration of productivity, addressing mental health and any permanent moves to work from home.  Members were informed of work to achieve the right balance and also social interaction.  Staff were constantly asked about mental health and there were those who struggled with isolation.  Some staff had come back into the working environment with colleagues.  Some team meetings had been held whilst adhering to government guidelines.  The right balance was constantly reviewed.  Some staff were struggling working from home and it the younger staff this affected this most. The authority would need to be careful in addressing what was right for staff as well as reducing costs.

In terms of staff turnover which was 12.7%, this was lower than most authorities.  Staff were relatively happy.  Turnover in some areas was high which could be due to restructures.  A better understanding of staff leaving was needed and was to be put in place. 

Members sought information on working arrangements around Covid and asked about support for staff.  Members were informed the support offered which included mental health first aiders, occupational health and the employee assistance programme.  There was also advice and support on the intranet.  Covid absences were recorded separately.  The authority was sympathetic to staff with childcare and other caring responsibilities.  All managers were completing risk assessments, particularly for high risk roles.  The authority was also ensuring staff had the correct Personal Protection Equipment (PPE).  Staff had been asked to undertake home risk assessments.  Staff had been allowed to take equipment home if needed.  A handbook had been introduced which included best practice guidance.  Staff in buildings were following social distancing rules and sanitiser stations had been put in place. 

The Workforce Strategy had been approved and would support staff over the next three years.  Members were advised that 46% of staff were over the age of 50 and investment in junior staff needed.  Communications were provided to staff which included emphasis on wellness, not just sickness. 

Members made an observation on the opportunities for employees to move upward and better career paths.  Staff would want to know what the opportunities were if they stayed with the Council.  Members were informed for future challenges and the need for the retention of young talent.  Members were informed that improvement to the apprentice offer was being looked at as well as entry level jobs. 

Employee attendance had improved and some staff had found a benefit working from home.  Managers had been good at making changes. There were improvements to be made to referrals to the assistance programme and referrals to physiotherapy had proved beneficial.  The Fit for Oldham offer had been important over the last few months but had changed as face-to-face could not be offered. Activities focused on mental health or social isolation.  There was work to be done to increase the offer, there were not as many men taking up the opportunities and activity needed to be geared around the diverse needs of the work force.

Members queried communications with staff and were informed there were a number of general communications that included an email to all staff sent out regularly, special communications in-between, newsletters sent to managers on Fridays with key messages and arrangements with managers that for those staff without access to email to be given the messages.  In addition, the Chief Executive and other had vlogs and blogs.  Internal communications were being reviewed to ensure it was as engaging as possible.

Members queried the information related to percentages on days absent, highlighting Friday and Monday and asked if this was related to holidays.  This information was not readily available and would be sent after the meeting.  Members would also be provided information related to exit interviews and reasons for leaving.

RESOLVED that the update on Employee Attendance, Workforce Covid Response and the Fit for Oldham Programme be noted.