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A Human Resources report produced by
HR PERFORMANCE & SYSTEMS TEAM
Council Performance
This section benchmarks Haringey Council performances with other authorities, both local and national, and other related industries.
Workforce BVPI's
The workforce related BVPI's include:
BV11a, % women in top 5%
BV11b, % B & M E staff in top 5%
BV16a, % disabled staff of workforce
BV17a, % B & M E staff of the workforce
(see appendix D for definitions)
Based on the Audit Commissions 2005/6 performance table, Haringey Council would:
be ranked 2nd of all local authorities for the percentage of women in the top 5% of earners at 54.2% (BV11a). One of the top performing local authorities in this area.
have 18.2% B & M E staff within the top 5% of earners. One of the top performing local authorities in this area, Haringey would be ranked 5th (BV11b).
have a workforce which reflects its diverse community. 44.9% of the workforce coming from B & M E backgrounds. One of the top performing local authorities in this area, Haringey would be ranked 2nd (BV17a).
3.56% of staff declaring they are disabled. The number of staff meeting this criteria who are employed by local authorities, is low generally. The variation between the London local authorities is small and in this area, Haringey would be ranked at 15th (BV16a).
Haringey Council's workforce BVPI results against Audit Commissions 2005/6 performance table |
|||
BVPI |
Score |
Rank |
Percentile |
BV11a |
54.2 |
2nd |
75th |
BV11b |
18.2 |
5th |
75th |
BV16a |
3.56 |
15th |
50th |
BV17a |
44.9 |
2nd |
75th |
Workforce BVPI performance table displaying inner London local authorities (inc NLSA) 2005/6 |
||||
Local Authority |
BV11a |
BV11b |
BV16a |
BV17a |
Barnet |
49.5 |
13.2 |
1.9 |
22.4 |
Camden |
47.7 |
16.1 |
1.4 |
33.8 |
City of London |
19.8 |
2.2 |
4.4 |
12.9 |
Enfield |
47.3 |
9.5 |
2.7 |
18.1 |
Hackney |
39.1 |
28.6 |
3.3 |
44.8 |
Ham. & Fulham |
38.8 |
11.5 |
3.4 |
31.9 |
Haringey 2006/7 |
54.2 |
18.2 |
3.56 |
44.9 |
Islington |
48.3 |
15.0 |
3.4 |
36.8 |
Ken. & Chelsea |
30.5 |
6.5 |
2.5 |
27.7 |
Lambeth |
39.9 |
27.8 |
9.6 |
44.3 |
Lewisham |
54.9 |
15.3 |
7.6 |
29.1 |
Newham |
47.0 |
13.6 |
3.7 |
37.8 |
Southwark |
38.9 |
16.3 |
2.4 |
37.1 |
Tower Hamlets |
48.7 |
14.3 |
4.7 |
41.2 |
Waltham Forest |
42.3 |
17.2 |
2.9 |
35.3 |
Wandsworth |
21.7 |
5.6 |
3.7 |
26.5 |
Westminster |
31.0 |
4.0 |
1.7 |
27.0 |
75th percentile |
47.7 |
15.28 |
4.09 |
35.4 |
Median |
43.94 |
13 |
3.25 |
27 |
25th percentile |
34.79 |
6.47 |
2.42 |
17.7 |
Average |
41.39 |
11.86 |
3.64 |
26.2 |
Council Performance
Workforce BVPI's (continued)
Council Performance
Turnover
The spread of turnover for local government is between 12.6% reported by the CIPD and 14.7%, reported by the LGPWSS (see chart on right). Haringey Council falls within this range and is marginally above the average rate for London local authorities.
With the exception of resignations, the % turnover for each category fall broadly inline with the average turnover rates for London local authorities.
In private and public sectors, the predominant source of employee turnover is voluntary leavers. The voluntary resignations rate for Haringey Council is comparable with other councils at 9.2%. The London borough's average is 8.7%.
CIPD (loc gov) = CIPD, Recruitment, Retention & Turnover Survey 2006
London boroughs = London Councils Employee Turnover Survey 2005/6
LGPWSS = Local Government Pay & Workforce Strategy Survey 2006
Haringey Council % turnover by category compared with average London borough rates |
||
Category |
HC 2006/7 |
LB's 2005/6 |
Resignations |
9.2 |
8.7 |
Retirements |
1.2 |
1.3 |
Dismissals |
0.5 |
0.6 |
Redundancies |
0.3 |
0.5 |
TUPE transfers |
0.8 |
1.3 |
Other |
2.6 |
2.0 |
Total |
14.6 |
14.4 |
Council Performance
Sickness Absence
At the end of the 2006/7 financial year, Haringey Council recorded an average of 9.14 sick days per employee. This is a big improvement, as last year's figure was 10.37 days. This is the result of increased focus on sickness through consistent reporting and targeted action. In comparison with other London Boroughs, we are just above the average.
We are better than the average for local governments as revealed by the CIPD and CBI
It is interesting to note that the Health & Safety Executive (HSE) have published a report on the sickness of workplace absence, which shows that:
Larger organisations have higher rates of sickness absence.
And that higher rate of absence is reported for female and older workers.
Haringey Council is affected by these issues since it:
Has one of the highest headcounts of London local authorities.
Has over 70% female workers.
Has a workforce with an average age of 43 and over 45% of staff are aged 45 or more.
Sickness absence (BV12) - average number of days sick per employee |
|
|
Average days |
Haringey 2006/7 |
9.14 |
2005/6 London local authorities: |
|
- 75th percentile |
7.92 |
- Median |
8.92 |
- 25th percentile |
9.99 |
- Average |
8.99 |
CIPD - local government 1 |
11 |
CBI - local government2 |
9.2 |
1 CIPD, Absence Management Survey Report 2006
2 CBI Absence & Labour Turnover 2006, Absence Minded
Past & Present
This section compares Haringey Council's current performance performances.
Workforce BVPI's
We are still above our target of 50% of women in the top 5% of earners (BV11a), despite a small drop in the % from last year.
The number of B & M E staff (BV11b) within the top 5 % of earners has fallen to 18.2% from 21.1%. This is mainly due to a clarification by the Audit Commission of the method of calculating this BVPI. We now have to include teachers employed centrally in these figures. This has added 90 teachers, and reduced the %.
The number of staff with a disability has marginally increased. However in terms of the Audit Commissions definition for this BVPI we have a % of 3.56.
Reflecting the demographically diverse population of Haringey's community, Haringey Council has consistently achieved it's target of having 39.3% of the workforce coming from B & M E backgrounds (BV17a).
BV11a, % women in top 5%
BV11b, % B & M E staff in top 5%
BV16a, % disabled staff of workforce
BV17a, % B & M E staff of the workforce
(see appendix D for definitions)
Workforce BVPI's progress |
|||
|
2005/6 |
2006/7 |
Target |
BV11a |
55.9 |
54.2 |
50 |
BV11b |
21.1 |
18.2 |
26 |
BV16a |
3.8 |
3.56 |
6.25 |
BV17a |
44.6 |
44.9 |
39.3 |
Past & Present
Turnover
The turnover rate is similar to last year's and is currently at 14.6%.
Sickness Absence
The sickness absence progress (BV12) chart tracks the average number of days sickness per employee from 2005/6 to 2006/7, with additional lines to show the Council target.
The line between 2005/6 and 2006/7 shows that the average number of days fell from 10.37 days to 9.14 days, a drop of 1.23 days. This is a result of a concerted effort by HR Consultants and managers to reduce sickness absence through better monitoring.
The Council Employment Profile At a Glance
Headcount
Note - The Employment Profile is based on the last financial year and therefore shows the old council structure/directorates before reshaping.
Key:
AC - Access, C - Children's excluding schools, C-S - Schools, EN - Environment, FI - Finance, LE - Legal,
OD - Organisational Development, SS - Social Services, ST - Strategy Services, HGY - Haringey Council
Headcount by Directorate |
||
Directorate |
Headcount |
% |
AC |
545 |
7.8 |
C |
1464 |
21.0 |
C-S |
2214 |
31.7 |
EN |
668 |
9.6 |
FI |
546 |
7.8 |
LE |
88 |
1.3 |
OD |
212 |
3.0 |
SS |
1087 |
15.6 |
ST |
161 |
2.3 |
HGY |
6985 |
100.0 |
White and B & M E
White and B & M E by directorate |
||
Directorate |
White |
B & M E |
AC |
42.8 |
44.4 |
C |
41.3 |
50.1 |
C-S |
56.9 |
36.6 |
EN |
54.6 |
36.8 |
FI |
35.2 |
59.0 |
LE |
48.9 |
39.8 |
OD |
59.0 |
34.9 |
SS |
36.3 |
54.8 |
ST |
40.4 |
45.3 |
HGY |
47.0 |
44.8 |
HGY Pop. |
65.6 |
34.4 |
The Council Employment Profile At a Glance…
Gender and Part-time Breakdown
Gender and part-time breakdown by directorate |
||||
Directorate |
% Male |
% Male part-time |
% Female |
% Female part-time |
AC |
36.3 |
5.7 |
63.7 |
26.2 |
C |
18.4 |
5.5 |
81.6 |
41.3 |
C-S |
13.7 |
7.8 |
86.3 |
75.0 |
EN |
66.5 |
4.2 |
33.5 |
6.3 |
FI |
41.8 |
11.2 |
58.2 |
24.7 |
LE |
34.1 |
0.0 |
65.9 |
12.5 |
OD |
29.2 |
0.9 |
70.8 |
11.8 |
SS |
23.7 |
3.6 |
76.3 |
27.8 |
ST |
35.4 |
2.5 |
64.6 |
5.0 |
HGY |
26.5 |
6.0 |
73.5 |
41.9 |
The Council Employment Profile At a Glance…
Age Summary
Age summary by directorate |
|||
Directorate |
% Under 25 Yrs |
% 55+ |
Ave. Age |
AC |
6.6 |
9.7 |
40 |
C |
3.0 |
19.6 |
45 |
C-S |
4.5 |
14.5 |
43 |
EN |
6.0 |
15.3 |
42 |
FI |
4.4 |
15.0 |
43 |
LE |
3.4 |
18.2 |
42 |
OD |
4.2 |
8.5 |
40 |
SS |
2.6 |
17.6 |
45 |
ST |
5.6 |
8.1 |
39 |
HGY |
4.2 |
15.5 |
43 |
Turnover
Turnover Rate by Directorate |
|
Directorate |
Turnover rate % |
AC |
12.5 |
C |
13.9 |
C-S |
16.2 |
EN |
14.7 |
FI |
9.8 |
LE |
11.4 |
OD |
16.2 |
SS |
15.1 |
ST |
17.8 |
HGY |
14.6 |
The Council Employment Profile At a Glance…
Sickness Absence
Average sickness days by directorate |
|
Directorate |
Average days |
AC |
9.51 |
*C |
11.76 |
C-S |
6.80 |
EN |
13.19 |
FI |
10.71 |
LE |
10.70 |
OD |
3.57 |
SS |
14.99 |
ST |
8.31 |
HGY |
9.14 |
London average 2006 |
8.99 |
Council target |
8.8 |
* = school sickness separated
Employment Profile
Introduction
The information in this report is taken from SAP. It covers the period 01 April 2006 - 31 March 2007.
The data is based on Haringey Council employees who
hold Permanent, Temporary or Fixed Term Contracts
are considered as Supernumerary (employees that have been on a Temporary Contract for more than 52 weeks)
Note that this data excludes:
Casual or Sessional Workers
Teachers (based in schools)
Agency Workers
Legend |
|
Access |
AC |
Children & Young People |
C |
Children & Young People - Schools |
C-S |
Environmental Services |
EN |
Finance Services |
FI |
Legal Services |
LE |
Organisational Development |
OD |
Social Services |
SS |
Strategy Services |
ST |
Haringey Council |
HGY |
Employment Profile
Contents
Section |
Topic |
Page |
One |
Workforce Statistics |
13-21 |
|
|
13-14 |
|
|
15-16 |
|
|
17 |
|
|
18-20 |
|
|
21 |
Two |
Turnover/Staffing |
22-30 |
|
|
21 |
|
|
22-29 |
|
|
30 |
Three |
Sickness Absence Management |
31-35 |
|
|
31 |
|
|
32-35 |
Four |
Disciplinaries & Employment Tribunals |
36-42 |
|
|
31 |
|
|
32-41 |
|
|
42 |
Five |
Health & Safety |
43-44 |
|
|
43 |
|
|
44 |
Six |
Appendices |
45-48 |
|
|
45 |
|
|
45 |
|
|
46 |
|
|
47 |
|
|
48 |
Section One - Workforce Statistics
Summary
Headcount, Gender and Ethnic Breakdown
Haringey employs 6985 staff (excluding teachers and casual staff).
B & M E in the top 5% of earners
The above statistics show that, broadly we have met our stated HR Strategy objective of having a workforce that reflects the community we serve.
However, we are still continuing to strive for better representation where appropriate. We have achieved level 2 of the local government Equalities Standard and we have plans in place to achieve levels 3 & 4 by 2007.
We are improving our statistical information report to directorates and encouraging greater promotions of diversity issues through the people plans.
Full-time and Part-time
|
Section One - Workforce Statistics
Summary (Continued)
Age Profile
In October 2006 new Age Discrimination legislation came into effect.
As a result staff have an opportunity to work longer than age 65. Since it has been introduced the council has approved staff to continue working beyond 65. In total the council has 76 staff over the age of 65.
Disabled staff
Although the number of disabled staff increased from last year it is important to continue this trend and improve representation across the organisation.
|
Section One - Workforce Statistics
Headcount & Ethnic Breakdown
This section contains data on the number of employees employed by Haringey Council.
The table below shows the different ethnic groups by gender and salary bands (see appendix A for Salary information).
As at the end of the 01 April 2006 - 31 March 2007 period, Haringey Council employed 6985 employees (excluding Teachers and Casual/Sessional employees)
% Ethnic groups by grade & gender (Percentages against total number of staff in Haringey Council) |
|||||||||||||||
Ethnic group |
Totals |
Gender |
MANUAL |
SC1-SC5 |
SC6-SO2 |
PO1-PO3 |
PO4-PO7 |
PO8+ |
|||||||
|
|
M |
F |
M |
F |
M |
F |
M |
F |
M |
F |
M |
F |
M |
F |
- Black |
32.0 |
7.6 |
24.4 |
2.4 |
8.8 |
1.9 |
5.7 |
1.7 |
5.8 |
0.8 |
2.2 |
0.6 |
1.7 |
0.1 |
0.2 |
- Asian |
7.2 |
1.8 |
5.4 |
0.3 |
1.6 |
0.3 |
1.6 |
0.6 |
1.2 |
0.3 |
0.5 |
0.2 |
0.4 |
0.1 |
0.0 |
- Mixed |
2.9 |
0.8 |
2.1 |
0.2 |
0.5 |
0.2 |
0.6 |
0.2 |
0.6 |
0.1 |
0.2 |
0.1 |
0.2 |
0.0 |
0.0 |
- Other |
2.8 |
0.8 |
1.9 |
0.2 |
0.6 |
0.2 |
0.5 |
0.2 |
0.5 |
0.1 |
0.2 |
0.1 |
0.2 |
0.0 |
0.0 |
B & M E |
44.8 |
11.0 |
33.9 |
3.1 |
11.5 |
2.6 |
8.4 |
2.7 |
8.1 |
1.2 |
3.0 |
1.1 |
2.5 |
0.2 |
0.3 |
Not Dec. |
8.2 |
2.6 |
5.6 |
0.4 |
1.1 |
0.8 |
2.2 |
0.5 |
1.2 |
0.4 |
0.6 |
0.4 |
0.5 |
0.1 |
0.1 |
White |
47.0 |
12.9 |
34.0 |
2.3 |
7.3 |
2.6 |
11.1 |
2.8 |
7.6 |
2.1 |
3.2 |
1.9 |
3.5 |
1.1 |
1.3 |
Totals |
100 |
26.5 |
73.5 |
5.8 |
19.9 |
6.1 |
21.7 |
6.0 |
16.9 |
3.7 |
6.8 |
3.5 |
6.5 |
1.4 |
1.7 |
|
|
100 |
25.7 |
27.8 |
22.9 |
10.5 |
9.9 |
3.1 |
|||||||
Therefore the table below summarises key information from the table above and allows for quick comparison of key data by ethnic group, females and salary level.
Summary of % ethnic groups by grade & gender |
||||||||
Ethnic group |
% workforce |
% females |
£34k+ (PO4 and above) |
£22k - 34k (Sc6 to PO3) |
Less than £22k (Manual to Sc5) |
|||
|
|
|
% staff |
% females |
% staff |
% females |
% staff |
% females |
B & M E |
44.8 |
33.9 |
4.1 |
2.8 |
15.0 |
11.1 |
25.7 |
20.0 |
White |
47.0 |
34.0 |
7.8 |
4.8 |
15.8 |
10.9 |
23.4 |
18.4 |
44.8% of the council workforce are from black & minority ethnic groups. This compares well with the 47% white staff.
33.9% of the council are black & minority ethnic women, which compares well with the 34% white women.
4.1% black & minority ethnic staff are paid more than £34,000, compared with 7.8% of white staff.
Section One - Workforce Statistics
Headcount & Ethnic Breakdown (Continued)
Haringey serves a multicultural community of around 217,000 with 34% coming from black & minority ethnic communities. With 6985 staff (approximately 8500 including teachers), Haringey Council is the largest employer in the borough. Most employees live locally and overall the Council's black & minority ethnic (B & M E) workforce is representative of the diverse community Haringey serves.
The following table shows the % of ethnic groups per Directorate compared with Haringey's population.
Ethnic distribution % per directorate (Percentages against total number of staff in directorate) |
||||||||
Directorate |
Total |
Black |
Asian |
Mixed |
Other |
B & M E |
Not Dec. |
White |
AC |
545 |
26.1 |
9.7 |
4.2 |
4.4 |
44.4 |
12.8 |
42.8 |
C |
1464 |
39.7 |
6.6 |
1.8 |
2.0 |
50.1 |
8.6 |
41.3 |
C-S |
2214 |
22.8 |
9.0 |
2.8 |
2.0 |
36.6 |
6.5 |
56.9 |
EN |
668 |
27.4 |
4.3 |
3.0 |
2.1 |
36.8 |
8.5 |
54.6 |
FI |
546 |
43.2 |
9.2 |
3.1 |
3.5 |
59.0 |
5.9 |
35.2 |
LE |
88 |
23.9 |
5.7 |
1.1 |
9.1 |
39.8 |
11.4 |
48.9 |
OD |
212 |
21.7 |
6.1 |
5.7 |
1.4 |
34.9 |
6.1 |
59.0 |
SS |
1087 |
43 |
5 |
3 |
4 |
55 |
9 |
36 |
ST |
161 |
36.0 |
1.2 |
4.3 |
3.7 |
45.3 |
14.3 |
40.4 |
HGY |
6985 |
32.0 |
7.2 |
2.9 |
2.8 |
44.8 |
8.2 |
47.0 |
+HGY Population |
216,504 |
20 |
6.8 |
4.6 |
3 |
34.4 |
0 |
65.6 |
+ = Haringey's Population. Figures taken from Census 2001
Section One - Workforce Statistics
Gender & Part Time Distribution
This section shows the distribution of employees who are considered to be part-time (employees who work less than 36 hours).
Gender & part-time distribution by Directorate (Percentages against total number of staff in directorate) |
||||||
Directorate |
Total Staff |
% part time |
Male |
Female |
||
|
|
|
Total Staff |
% part time |
Total Staff |
% part time |
AC |
545 |
31.9 |
198 |
5.7 |
347 |
26.2 |
C |
1464 |
46.8 |
270 |
5.5 |
1194 |
41.3 |
C-S |
2214 |
82.8 |
304 |
7.8 |
1910 |
75.0 |
EN |
668 |
10.5 |
444 |
4.2 |
224 |
6.3 |
FI |
546 |
35.9 |
228 |
11.2 |
318 |
24.7 |
LE |
88 |
12.5 |
30 |
0.0 |
58 |
12.5 |
OD |
212 |
12.7 |
62 |
0.9 |
150 |
11.8 |
SS |
1087 |
31.4 |
258 |
3.6 |
829 |
27.8 |
ST |
161 |
7.5 |
57 |
2.5 |
104 |
5.0 |
HGY |
6985 |
47.9 |
1851 |
6.0 |
5134 |
41.9 |
47.9% of the workforce are considered to be part-time. This breaks down to 41.9% female and 6% male.
73.5% of the workforce are women
Section One - Workforce Statistics
Age Analysis
This section shows the age profile of Haringey Council's workforce using age bands.
The table and chart below shows the age distribution of the workforce over 3 years.
% Age distribution over last 3 years |
||||
Age band |
2004/5 |
2005/6 |
2006/7 |
|
16<25 |
5.5 |
4.9 |
4.2 |
|
25<35 |
16.9 |
18.2 |
18.9 |
|
35<45 |
34.1 |
32.5 |
31.0 |
|
45<55 |
28.8 |
29.4 |
30.4 |
|
55<65 |
14.1 |
14.3 |
14.4 |
|
65+ |
0.6 |
0.6 |
1.1 |
|
Total |
7554 |
7556 |
6985 |
|
The workforce continues to age with 15.5% aged 55 or more. However, the largest number of new starters in the Council come from the 25-34 age group which has increased it's share of the Council's workforce.
Section One - Workforce Statistics
Age Analysis (Continued)
This section highlights the age distribution throughout Haringey Council using age bands.
The following table displays the % of staff in each age band per Directorate.
% Age distribution per directorate |
|||||||||
Directorate |
Total |
Avg. Age |
55 or more |
16<25 |
25<35 |
35<45 |
45<55 |
55<65 |
65+ |
AC |
545 |
40 |
9.8 |
6.6 |
25.9 |
35.0 |
22.8 |
9.4 |
0.4 |
C |
1464 |
45 |
19.6 |
3.0 |
14.0 |
29.4 |
33.9 |
19.2 |
0.4 |
C-S |
2214 |
43 |
14.5 |
4.5 |
17.9 |
32.2 |
30.9 |
13.1 |
1.4 |
EN |
668 |
42 |
15.3 |
6.0 |
24.1 |
28.9 |
25.7 |
13.5 |
1.8 |
FI |
546 |
43 |
15.0 |
4.4 |
20.7 |
29.7 |
30.2 |
12.3 |
2.7 |
LE |
212 |
42 |
18.2 |
3.4 |
23.9 |
34.1 |
20.5 |
18.2 |
0.0 |
OD |
1087 |
40 |
8.5 |
4.2 |
30.2 |
29.2 |
27.8 |
8.0 |
0.5 |
SS |
161 |
45 |
17.5 |
2.6 |
15.2 |
31.0 |
33.7 |
16.8 |
0.7 |
ST |
6985 |
39 |
8.0 |
5.6 |
32.9 |
29.2 |
24.2 |
6.8 |
1.2 |
HGY |
545 |
43 |
15.5 |
4.2 |
18.9 |
31.0 |
30.4 |
14.4 |
1.1 |
The average age of a Haringey Council employee is 43.
Children & Young People (Exc schools) have the highest % staff 55 +.
Access Services has the highest % of staff aged under 25.
Section One - Workforce Statistics
Age Analysis (Continued)
This section highlights the age distribution throughout Haringey Council using age bands.
The following table displays the % of staff in each age band per Directorate.
% Age distribution per grade band (Percentages by age band) |
|||||||
Grade bands |
55 or more |
16-24 |
25-34 |
35-44 |
45-54 |
55-64 |
65+ |
MANUAL |
90.3 |
18.4 |
16.1 |
24.2 |
28.1 |
36.4 |
53.9 |
SC1-SC5 |
51.5 |
59.0 |
33.1 |
25.3 |
25.0 |
22.6 |
28.9 |
SC6-SO2 |
28.5 |
20.5 |
29.3 |
25.1 |
19.9 |
18.0 |
10.5 |
PO1-PO3 |
9.9 |
2.0 |
13.2 |
11.4 |
10.5 |
8.5 |
1.3 |
PO4-PO7 |
14.9 |
0.0 |
7.7 |
10.8 |
11.7 |
10.9 |
3.9 |
PO8+ |
4.9 |
0.0 |
0.7 |
3.3 |
4.8 |
3.6 |
1.3 |
Headcount |
1082 |
293 |
1319 |
2166 |
2166 |
2125 |
76 |
Section One - Workforce Statistics
Disability Analysis
This section looks at the number of employees who have declared they have a disability.
The table below shows the number of disabled staff per directorate by grade band. The number of disabled staff as % of directorate is also displayed.
The number of staff has risen to 3.8% of the workforce, from 2.1% last year.
Disabled employees by directorate & grade band |
||||||||
Directorate |
Total |
% of workforce |
MANUAL |
SC1-SC5 |
SC6-SO2 |
PO1-PO3 |
PO4-PO7 |
PO8+ |
AC |
26 |
4.8 |
0 |
7 |
13 |
4 |
0 |
2 |
C |
55 |
3.8 |
8 |
11 |
13 |
8 |
15 |
0 |
C-S |
37 |
1.7 |
14 |
18 |
5 |
0 |
0 |
0 |
EN |
30 |
4.5 |
15 |
7 |
2 |
5 |
1 |
0 |
FI |
18 |
3.3 |
2 |
7 |
7 |
1 |
1 |
0 |
LE |
7 |
8.0 |
0 |
2 |
4 |
0 |
1 |
0 |
OD |
12 |
5.7 |
0 |
1 |
5 |
3 |
3 |
0 |
SS |
73 |
6.7 |
15 |
12 |
24 |
11 |
10 |
1 |
ST |
7 |
4.3 |
0 |
1 |
2 |
2 |
1 |
1 |
HGY |
265 |
+3.8 |
54 |
66 |
75 |
34 |
32 |
4 |
+ = This figure is different from the 3.56% published in relation to BVPI 16a 2006/7, which is based on those staff who have a `Yes' or `No' held against their record on SAP.
The chart shows the breakdown of disabled staff by grade band.
Section Two - Employee Turnover
Summary
Employee Turnover
The Council's turnover rate stood at 14.6% for the last year. This is broadly in line with turnover levels in London local authorities. In 2005/6 the average turnover rate in London local authorities was 14.4%.
Dismissal turnover rates of staff at 0.5% are lower in Haringey compared with London borough averages of 0.6%.
We have done more work this year to understand the level of resignations by age, grade and length of service. As a result we have identified that relatively high levels of turnover occur within the first 2 years of starting in the council, and in particular at Principal Officer grades. There are also high levels of resignations in the 25 - 34 age range. This is probably due to marketability and the willingness to pursue or change jobs, location, etc. However, if we can identify the reasons for these staff groups leaving and as a result improve retention levels, this will have an impact on the resignation levels of those with less than 2 years service. It is likely succession planning and career paths will need to be considered to improve this. Â
The Council was awarded Investors In People (IIP) accreditation in 2005 and we shall be going through a re-assessment later, although it is expected we will retain accreditation.
The Council has a number of schemes to improve the intake of staff into specific areas of work. We have a graduate programme that is into its 5th year. Each year the Council recruits 9-10 graduates.
We have a New Start scheme that encourages apprentices and entry level administrative staff aged 18-24 into employment. We appoint between 10-12 staff each year under this scheme. Many of these young people have successfully applied for permanent jobs at the end of the scheme.
We have a programme called Pathways into Social Care and Teaching that was setup with conjunction with College of North East London, the Strategic Health Authority and a number of London local authorities. This has resulted in the recruitment of 23 Teaching Assistants and 20 trainees in Social Care. It is hoped both these groups will go on to get permanent work in teaching and social work.
We also take on between 10-15 social work trainees each year studying for B.A.'s and M.A.'s in social work. This successful programme is run jointly with Middlesex University.
The equal pay and conditions package negotiations with trade unions are nearing conclusion and it is hoped we will reach an agreement on a package to resolve equal pay issues.
We introduced a childcare voucher scheme and this has had a good take up since it was introduced. We will also contact staff benefit providers to establish what kind of external benefits they can promote. The aim is to launch the staff benefits scheme with a dedicated internet site that staff can access to promote discount schemes for staff. |
Section Two - Staffing/Turnover
This section looks at the labour flow of people coming into the organisation from internal and external sources, including turnover and related metrics that have a bearing on staff movement.
Turnover
Completely eliminating turnover would be neither achievable nor desirable. It allows new skills, fresh thinking and ideas into the organisation, and provides career development opportunities for existing employees. Excessive turnover however can be disruptive to service delivery and expensive both in terms of direct and indirect costs. Its management is about having a measure of influence and control of who stays and who goes.
There is no exact figure for what a healthy turnover should be, as it can vary by organisation, service, occupation and over time.
“…Everything depends on the type of labour markets in which you compete. Where it is relatively easy to find and train new employees quickly and at relatively little cost (i.e. where the labour market is loose), it is possible to sustain high quality levels of service provision despite having a high turnover rate. By contrast, where skills are relatively scarce, where recruitment is costly or where it takes several weeks to fill a vacancy, turnover is likely to be problematic from a management point of view” - (CIPD, Employee turnover and retention fact sheet, August 2005)
Positives and negatives of employee turnover |
||
|
Low turnover |
High turnover |
Causes |
Peer group, limited opportunities, Job design, Poaching, Management (direction, focus, communication, “us” and “them culture), Stress/Work life balance (family issues, overtime, sick leave of other employees), Industry / Job type e.g. Retail, disillusionment with expectations of company, legislation, unions, employment law |
|
Positives |
|
|
Negatives |
|
|
Section Two - Staffing/Turnover
Turnover (continued)
The following tables look at the different categories of employee turnover per directorate over 2005/6 and 2006/7.
Employee turnover categories per directorate |
|||||||
Directorate |
Total |
Resig-nations |
Retire-ments |
Dismissals |
Redun-dancies |
TUPE transfers |
Misc. |
AC |
12.5 |
8.3 |
0.9 |
0.2 |
0.9 |
0.0 |
2.1 |
C |
13.9 |
9.0 |
1.1 |
0.8 |
0.6 |
0.9 |
1.6 |
C-S |
16.2 |
10.6 |
1.0 |
0.3 |
0.2 |
0.0 |
4.1 |
EN |
14.7 |
10.1 |
1.5 |
0.3 |
0.2 |
0.0 |
2.6 |
FI |
9.8 |
6.3 |
1.5 |
0.4 |
0.0 |
0.0 |
1.7 |
LE |
11.4 |
8.0 |
0.0 |
0.0 |
0.0 |
0.0 |
3.4 |
OD |
16.2 |
13.4 |
0.5 |
0.0 |
0.0 |
0.0 |
2.3 |
SS |
15.1 |
7.0 |
1.7 |
1.3 |
0.0 |
3.6 |
1.6 |
ST |
17.8 |
11.4 |
0.0 |
0.0 |
0.0 |
3.2 |
3.2 |
HGY |
14.6 |
9.2 |
1.2 |
0.5 |
0.3 |
0.8 |
2.6 |
Strategy Services has the highest turnover rate and Social Services both have high turnover rates but a relatively sized section of their workforce were TUPE transferred resulting in a higher net rate.
Organisational Development has the highest level of resignations at 13.4%
The following table tracks employee turnover by category for Haringey Council over 2005/6 to 2006/7.
% Employee turnover by category 2005/6 - 2006/7 |
||||
Category |
2005/6 % turnover |
2006/7 % turnover |
2005/6 % of leavers |
2006/7 % of leavers |
Resignations |
8.8 |
9.2 |
58.7 |
63.0 |
Retirements |
1.4 |
1.2 |
9.3 |
8.2 |
Dismissals |
0.6 |
0.5 |
4.0 |
3.4 |
Redundancies |
0.1 |
0.3 |
0.7 |
2.1 |
TUPE transfers |
0.9 |
0.8 |
6.0 |
5.5 |
Miscellaneous |
3.2 |
2.6 |
21.3 |
17.8 |
Totals |
15 |
14.6 |
58.7 |
63.0 |
The employee turnover rate for 2006/7 dropped 0.4 percentage points lower than in 2005/6 (14.6%). However, voluntary resignations rate rose by 0.4 percentage points to 9.2%.
Section Two - Staffing/Turnover
Turnover (continued)
The level of voluntary resignations is of particular interest, as being employee-initiated, it can serve as a good indicator of an organisations health. Low levels may indicate good management practice, retaining pay & benefits and recognition systems, good retention practices, flexible work life balance schemes, clear internal career paths and opportunities, or a combination of any of these, with high levels often meaning the reverse.
It is also the largest group of leavers (63%) and the one most easily influenced, thus enabling large savings if approached correctly.
Haringey Council's voluntary resignation rate of 9.2% is comparable with average for London Boroughs (London Councils) at 8.7%.
Resignation rate comparison |
|||
|
Haringey Council |
London Councils 2006 |
CIPD 2006 |
Resignations |
9.2 (63%) |
8.7 (60%) |
7.0 (56%) |
The following chart highlights the majority % of voluntary resignations compared with all other categories. The total turnover rate is above the column series.
Section Two - Staffing/Turnover
Turnover (continued)
This table focuses on the voluntary resignation rate and % of leavers per directorate for 2005/6 and 2006/7.
% Voluntary resignation rates per directorate 2005/6 - 2006/7 |
||||
Directorate |
2005/6 % resignations |
2006/7 % resignations |
2005/6 % of leavers |
2006/7 % of leavers |
AC |
6.2 |
8.3 |
59.3 |
66.7 |
C |
8.7 |
9.0 |
52.5 |
64.5 |
C-S |
12.8 |
10.6 |
60.7 |
65.4 |
EN |
8.4 |
10.1 |
71.4 |
68.4 |
FI |
4.7 |
6.3 |
46.2 |
64.2 |
LE |
7.9 |
8.0 |
85.7 |
70.0 |
OD |
10.9 |
13.4 |
74.2 |
82.9 |
SS |
6.9 |
7.0 |
56.7 |
46.2 |
ST |
11.5 |
11.4 |
69.6 |
64.3 |
HGY |
8.8 |
9.2 |
58.6 |
62.9 |
Section Two - Staffing/Turnover
Turnover (continued)
The following table shows the voluntary resignation rate for each grade band by length of service.
This shows that relatively high rates of turnover occur within the first 2 years of starting. If we can understand the reasons for this, we can start to improve retention levels. The service will work with directorates to get more exit data from specific targeted groups.
There are significant levels of turnover in PO grades between 1-2 years. It will be these groups we target more.
% Voluntary resignation rates of grade bands by length of service |
|||||||
Grade band |
Total |
0<1 |
1<2 |
2<5 |
5<10 |
10<15 |
15+ |
MANUAL |
9.9 |
13.7 |
10.0 |
15.0 |
6.4 |
7.6 |
4.7 |
SC1-SC5 |
10.7 |
17.0 |
15.3 |
11.8 |
9.7 |
3.3 |
2.2 |
SC6-SO2 |
6.7 |
11.9 |
10.2 |
9.4 |
6.1 |
3.5 |
1.8 |
PO1-PO3 |
8.4 |
10.8 |
22.8 |
15.2 |
4.8 |
3.6 |
1.4 |
PO4-PO7 |
9.0 |
11.0 |
15.4 |
10.8 |
9.5 |
10.4 |
3.4 |
PO8+ |
11.7 |
5.9 |
16.7 |
15.0 |
6.6 |
17.4 |
8.3 |
Totals |
9.2 |
13.9 |
13.4 |
12.4 |
7.4 |
5.5 |
2.8 |
Number of voluntary resignations of grade bands by length of service |
|||||||
Grade band |
Total |
0<1 |
1<2 |
2<5 |
5<10 |
10<15 |
15+ |
MANUAL |
178 |
32 |
22 |
70 |
28 |
13 |
13 |
SC1-SC5 |
210 |
51 |
45 |
67 |
36 |
5 |
6 |
SC6-SO2 |
107 |
19 |
18 |
41 |
16 |
6 |
7 |
PO1-PO3 |
59 |
8 |
14 |
26 |
5 |
3 |
3 |
PO4-PO7 |
59 |
8 |
10 |
19 |
9 |
7 |
6 |
PO8+ |
24 |
1 |
4 |
11 |
2 |
2 |
4 |
Totals |
637 |
119 |
113 |
234 |
96 |
36 |
39 |
Average headcount of period of grade bands by length of service |
|||||||
Grade band |
Total |
0<1 |
1<2 |
2<5 |
5<10 |
10<15 |
15+ |
MANUAL |
1806.5 |
234 |
220.5 |
468 |
435.5 |
170.5 |
278 |
SC1-SC5 |
1961.5 |
299.5 |
293.5 |
568 |
370.5 |
152.5 |
277.5 |
SC6-SO2 |
1590.5 |
159.5 |
177 |
438.5 |
262.5 |
171 |
382 |
PO1-PO3 |
705.5 |
74 |
61.5 |
170.5 |
104 |
82.5 |
213 |
PO4-PO7 |
652.5 |
73 |
65 |
176 |
94.5 |
67 |
177 |
PO8+ |
204.5 |
17 |
24 |
73.5 |
30.5 |
11.5 |
48 |
Totals |
6921 |
857 |
841.5 |
1894.5 |
1297.5 |
655 |
1375.5 |
Section Two - Staffing/Turnover
Turnover (continued)
The following table shows the voluntary resignation rate for each grade band by age.
The highest percentage of resignations rates occur within the 25-34 age range. This is probably because of marketability and willingness to pursue or change job, location, etc. Given the previous section identified higher levels of turnover in PO grades, it is reasonable to assume that if the Council targets PO graded staff aged 25-40 and seek to improve retention levels for this group, this will have an impact on the resignation rates of those with that 2 years services. This points to the need to have succession planning and career paths for these groups of staff.
If we can improve retention levels in the 25-34 age range, this will probably also start to have an impact on the age profile lower down the organisation.
% Voluntary resignation rates of grade bands by age |
|||||||
Grade band |
Total |
16-24 |
25-34 |
35-44 |
45-54 |
55-64 |
65+ |
MANUAL |
9.9 |
16.3 |
17.1 |
11.0 |
7.0 |
7.7 |
11.4 |
SC1-SC5 |
10.7 |
21.9 |
16.5 |
9.4 |
5.6 |
6.0 |
0.0 |
SC6-SO2 |
6.7 |
4.7 |
10.2 |
6.4 |
5.3 |
4.6 |
0.0 |
PO1-PO3 |
8.4 |
11.8 |
14.8 |
8.8 |
4.9 |
2.5 |
0.0 |
PO4-PO7 |
9.0 |
0.0 |
14.4 |
9.9 |
7.7 |
5.1 |
0.0 |
PO8+ |
11.7 |
0.0 |
30.0 |
15.1 |
6.6 |
13.1 |
0.0 |
Totals |
9.2 |
17.2 |
14.5 |
9.2 |
6.2 |
6.3 |
6.5 |
Number of voluntary resignations of grade bands by age |
|||||||
Grade band |
Total |
16-24 |
25-34 |
35-44 |
45-54 |
55-64 |
65+ |
MANUAL |
178 |
8 |
37 |
58 |
42 |
29 |
4 |
SC1-SC5 |
210 |
42 |
71 |
54 |
29 |
14 |
0 |
SC6-SO2 |
107 |
3 |
39 |
35 |
22 |
8 |
0 |
PO1-PO3 |
59 |
1 |
24 |
22 |
10 |
2 |
0 |
PO4-PO7 |
59 |
0 |
14 |
22 |
18 |
5 |
0 |
PO8+ |
24 |
0 |
3 |
11 |
6 |
4 |
0 |
Totals |
637 |
54 |
188 |
202 |
127 |
62 |
4 |
Average headcount of period of grade bands by age |
|||||||
Grade band |
Total |
16-24 |
25-34 |
35-44 |
45-54 |
55-64 |
65+ |
MANUAL |
1806.5 |
49 |
216 |
528.5 |
603 |
375 |
35 |
SC1-SC5 |
1961.5 |
192 |
430.5 |
573 |
517 |
232 |
17 |
SC6-SO2 |
1590.5 |
64.5 |
383 |
549 |
413.5 |
174.5 |
6 |
PO1-PO3 |
705.5 |
8.5 |
162.5 |
249.5 |
203 |
81 |
1 |
PO4-PO7 |
652.5 |
0 |
97 |
222 |
233 |
98.5 |
2 |
PO8+ |
204.5 |
0 |
10 |
73 |
90.5 |
30.5 |
1 |
Totals |
6921 |
314 |
1299 |
2195 |
2060 |
991.5 |
61.5 |
Section Two - Staffing/Turnover
Turnover (continued)
The following table shows the voluntary resignation rate for each grade band by ethnic group.
This shows that black & minority ethnic resignation rates are lower than those for white staff.
% Voluntary resignation rates of grade bands by ethnic group |
||||
Grade band |
Total |
B & M E |
WHITE |
NOT DEC |
MANUAL |
9.9 |
10.1 |
9.1 |
12.6 |
SC1-SC5 |
10.7 |
9.9 |
11.6 |
9.4 |
SC6-SO2 |
6.7 |
5.2 |
8.1 |
8.4 |
PO1-PO3 |
8.4 |
6.0 |
9.9 |
10.5 |
PO4-PO7 |
9.0 |
7.8 |
10.0 |
8.2 |
PO8+ |
11.7 |
23.7 |
8.5 |
15.4 |
Totals |
9.2 |
8.5 |
9.8 |
10.0 |
Number of voluntary resignations of grade bands by ethnic group |
||||
Grade band |
Total |
B & M E |
WHITE |
NOT DEC |
MANUAL |
178 |
104 |
62 |
12 |
SC1-SC5 |
210 |
79 |
112 |
19 |
SC6-SO2 |
107 |
39 |
60 |
8 |
PO1-PO3 |
59 |
17 |
37 |
5 |
PO4-PO7 |
59 |
19 |
36 |
4 |
PO8+ |
24 |
9 |
13 |
2 |
Totals |
637 |
267 |
320 |
50 |
Average headcount of period of grade bands by ethnic group |
||||
Grade band |
Total |
B & M E |
WHITE |
NOT DEC |
MANUAL |
1806.5 |
1031 |
680.5 |
95 |
SC1-SC5 |
1961.5 |
794.5 |
965.5 |
201.5 |
SC6-SO2 |
1590.5 |
754.5 |
741 |
95 |
PO1-PO3 |
705.5 |
283 |
375 |
47.5 |
PO4-PO7 |
652.5 |
243.5 |
360 |
49 |
PO8+ |
204.5 |
38 |
153.5 |
13 |
Totals |
6921 |
3144.5 |
3275.5 |
501 |
Section Two - Staffing/Turnover
Length of service
The following table shows the % length of service for each directorate. Measuring by length of service is a useful way to gauge the amount of experience and knowledge of organisational process and history.
% Length of service by directorate |
|||||||
Directorate |
Average L.O.S. |
0<1 |
1<2 |
2<5 |
5<10 |
10<15 |
15+ |
AC |
7.4 |
15.0 |
5.5 |
42.6 |
12.3 |
7.0 |
17.6 |
C |
9.0 |
7.6 |
8.4 |
29.2 |
21.6 |
8.8 |
24.5 |
C-S |
6.5 |
12.3 |
12.8 |
29.7 |
24.0 |
9.0 |
12.2 |
EN |
8.8 |
19.9 |
11.8 |
19.6 |
15.9 |
8.7 |
24.1 |
FI |
9.0 |
9.7 |
11.5 |
21.6 |
19.2 |
13.2 |
24.7 |
LE |
6.4 |
10.2 |
25.0 |
27.3 |
18.2 |
5.7 |
13.6 |
OD |
9.0 |
10.8 |
11.8 |
30.2 |
12.3 |
7.1 |
27.8 |
SS |
9.0 |
8.6 |
12.3 |
24.0 |
17.3 |
13.7 |
24.0 |
ST |
6.5 |
16.8 |
17.4 |
29.2 |
14.9 |
5.6 |
16.1 |
HGY |
8.0 |
11.5 |
11.3 |
28.1 |
19.7 |
9.7 |
19.7 |
The data shows that 28.1% of the organisation has between 2-5 years length of service and 19.7% of staff have between 5-10 years. This could indicate that the vast majority of staff employed are happy with their job and stay on for a long period of time.
However, there is a dip within the 10-15 year range at 9.7% of the organisation.
19.7% of all staff have over 15 years service.
Looking at the length of service as distributed through each grade band, the trend continues showing a smaller percentage of staff within the 10-15 year bracket.
Section Three - Sickness Absence Management
Summary
Sickness Absence
The Sickness Absence Target set by the Council and reported to the Audit Commission is 8.80 days per person. The aim is to get the council into the top quartile of London local authorities.
At present the absence rate at end of March 2007 was 9.14 days.
Long-term absence accounts for 51% of overall sickness.
HR has been focussing on improving absence management and has worked with managers to reduce long-term sickness. As a result, we have managed to reduce overall sickness absence from 10.4 days to its present rate of 9.14 days. This is an improvement of 12 percent.
Obviously, work is still required to get Haringey into the London borough's top quartile of absence performance. As at 2006, this stood at 7.92 days.
As part of our strategy to reduce sickness absence levels we have been taking a 2 strand approach. We have improved scrutiny and action of management of absence and we are aiming to improve better attendance through creating more healthy lifestyle within.
|
Section Three - Sickness Absence Management
Sickness Absence Data
This section looks at Sickness Absence data, including BVPI 12 performance, absence recording and sickness data analysis.
The following table shows BVPI 12 performance per directorate, it's related cost and a comparison of last year's results.
Average sick day per employee (BV12) summary |
|||
Directorate |
2005/6 |
2006/7 |
Direct cost |
AC |
10.10 |
9.51 |
£ 370,258.27 |
C |
12.70 |
11.76 |
£1,225,261.99 |
C-S |
7.60 |
6.80 |
£1,821,418.54 |
EN |
13.76 |
13.19 |
£ 577,365.28 |
FI |
11.88 |
10.71 |
£ 350,574.97 |
LE |
7.95 |
10.70 |
£ 78,392.40 |
OD |
6.54 |
3.57 |
£ 73,622.61 |
SS |
15.28 |
14.99 |
£1,164,378.55 |
ST |
8.75 |
8.31 |
£ 117,358.64 |
HGY |
10.37 |
9.14 |
£5,778,631.25 |
The average number of days sick per employee fell for most directorates contributing to Haringey Council achieving 9.14 days, a marked improvement from last year. The Council is committed to achieving it's target of 8.8 days in the next year and then aiming to achieve London borough top quartile performance with an average of 7.9 days per person.
The overall direct cost of sickness absence for 2006/7 was £5,778,631.25
Section Three - Sickness Absence Management
Sickness Absence Data (Continued)
The following charts shows the average number of days sick per employee divided into short & long term absence.
With 14.99 days per employee, Social Services had the highest average number of sick days per employee. 65% was attributed to long term (single spell of 20 days or more) absence.
Environmental Services had the highest proportion of long term sickness at 67.6%.
Section Three - Sickness Absence Management
Sickness Absence Data (Continued)
This section provides further analysis on the average number of days sick per employee by reason, broken down into short & long term absence.
% Sickness absence reasons by short & long-term groups |
|||
Reason |
Short-term (1-19 days) |
Long- term (20+ days) |
Total |
Musculo-skeletal problems |
5.1 |
7.8 |
6.5 |
Back problems |
6.1 |
7.8 |
6.9 |
Stress/mental health |
4.4 |
17.3 |
11.0 |
Infections |
23.7 |
3.0 |
13.1 |
Other categorised |
24.5 |
12.0 |
18.1 |
Non categorised/no entry |
36.2 |
52.2 |
44.3 |
Total |
48.9 |
51.1 |
100.0 |
Section Three - Sickness Absence Management
Sickness Absence Data (Continued)
The following charts show sickness absence by ethnicity, age and gender.
Section Four - Disciplinaries & Employment Tribunals
Summary
Disciplinary Procedures
There were 154 disciplinary cases handled over the last year, but this represents only 126 employees because the way the data is held and tracked means some double counting for appeals.
It is important to note that staff who are subject to disciplinary cases account for 2.6% of the workforce.
The highest cause for disciplinary action was behaviour e.g. attitude, swearing, etc at 29%.
Men account for approximately 52% of disciplinary cases.
Black and minority ethnic staff account for approximately 61% of cases, which is a similar lever to last year.
43% of suspension cases are heard within 120 days. 24% are heard within 60 days. In the fourth quarter of 2006/07 on average it took 92 days to hear a suspension case. All these stats show improvement since last year thanks to the improved scrutiny and management of cases. Over the last year we have reduced the averaged length of suspension from 157 days to 92.
Employment Tribunals
There have been 40 Employment Tribunal cases during the financial year, which from 16 cases have been closed. The Council won 6 cases and 3 cases were withdrawn prior to hearing date.
|
Section Four - Disciplinaries & Employment Tribunals
Disciplinary Cases
The Council's Disciplinary Procedure is considered as a tool to assist in good management and not solely as a means of imposing sanctions or setting out procedures leading to dismissal.
The procedure aims to:
Allow managers to address issues of unsatisfactory conduct and seek improvements in behaviour
Ensure that employees covered by the procedure are treated fairly and consistently
Ensure that proper and adequate procedures are observed before any disciplinary decisions are taken
Help and encourage all employees to achieve and maintain standards of conduct, attendance and job performance
Maintain discipline essential to the delivery of high quality services
Protect the health, safety and well being of staff, service users and members of the public
Safeguard the integrity and good reputation of the Council
(Disciplinary Procedure July 2005)
This section looks at the number of formal actions taken against employees under the disciplinary procedure based on data retrieved from SAP.
Disciplinary Cases by Directorate
|
||||
Directorate |
Cases Open |
Cases Closed |
No of Cases |
No of Employees |
AC |
5 |
12 |
17 |
17 |
*CH |
3 |
28 |
31 |
28 |
EN |
2 |
27 |
29 |
24 |
FI |
5 |
4 |
9 |
9 |
LE |
2 |
1 |
3 |
3 |
OD |
0 |
0 |
0 |
0 |
SS |
14 |
45 |
59 |
40 |
ST |
2 |
4 |
6 |
5 |
HGY |
33 |
121 |
154 |
126 |
* = Children's Services - Schools is not included in the above figures
33 cases remain `open' at the end of this period. This means that these cases have not yet been concluded
Section Four - Disciplinaries & Employment Tribunals
Disciplinary Cases (Continued)
The following table looks at the Stages of Disciplinary cases.
Stages of Disciplinary Cases |
||||
Stage |
Cases Open |
Cases Closed |
Total |
% |
Dis. Invest Suspension |
16 |
54 |
70 |
45.5 |
Dis. Invest not Suspension |
10 |
53 |
63 |
40.9 |
Dis. Appeal |
3 |
10 |
13 |
8.4 |
Dis. ET |
4 |
4 |
8 |
5.2 |
Total |
33 |
121 |
154 |
100 |
45.5% of disciplinary cases led to suspension
Total number of cases is 154, but this only represents 126 employees.
(The reason being, that one employee can have more than one case running concurrently.
For example, an employee's dismissal could count as one case and their appeal as another.)
This table displays identifies reasons for Disciplinary action against employees.
Reasons for Disciplinary Cases |
||||
Reason |
Cases Open |
Cases Closed |
Total |
% |
Assault |
1 |
3 |
4 |
2.6 |
Attendance |
1 |
6 |
7 |
4.5 |
Behaviour |
8 |
37 |
45 |
29.2 |
Fraud / Theft |
10 |
28 |
38 |
24.7 |
Misuse of Resources |
5 |
17 |
22 |
14.3 |
Negligence |
5 |
15 |
20 |
13.0 |
Other |
3 |
15 |
18 |
11.7 |
Total |
33 |
121 |
154 |
100 |
The highest cause for disciplinary action was Behaviour 29.2%
Section Four - Disciplinaries & Employment Tribunals
Disciplinary Cases (Continued)
The following table identifies the outcomes of the 121 cases that were concluded.
Disciplinary Cases by Stage and Outcome |
||||||
Outcome |
Dis. Invest not Suspended |
Dis. Invest Suspended |
Dis. Appeal |
Dis. ET |
Total |
% |
Appeal Dismissed |
0 |
0 |
6 |
2 |
8 |
6.6 |
Appeal Upheld |
0 |
0 |
3 |
2 |
5 |
4.1 |
Dismissal |
3 |
12 |
0 |
0 |
15 |
12.4 |
Final Written Warning |
2 |
12 |
0 |
0 |
14 |
11.6 |
No Action |
10 |
6 |
0 |
0 |
16 |
13.2 |
Other |
4 |
3 |
0 |
0 |
7 |
5.8 |
Part Upheld |
0 |
0 |
1 |
0 |
1 |
0.8 |
Resigned |
1 |
10 |
0 |
0 |
11 |
9.1 |
Verbal Warning |
16 |
0 |
0 |
0 |
16 |
13.2 |
Written Warning |
17 |
2 |
0 |
0 |
19 |
15.7 |
Suspension Lifted |
0 |
9 |
0 |
0 |
9 |
7.4 |
Total |
53 |
54 |
10 |
4 |
121 |
100 |
16% of cases had an outcome of Written Warning
12% of cases resulted in Dismissal
in 9% of closed cases the employees resigned prior to Hearing
This table looks at the ethnic breakdown and gender split for Disciplinary cases
Disciplinary Cases by Ethnicity and Gender Breakdown
|
||||||
|
Female |
Male |
All |
|||
Ethnic Class |
Total |
% |
Total |
% |
Total |
% |
White |
20 |
33.3 |
17 |
25.8 |
37 |
29.4 |
B & M E |
35 |
58.3 |
42 |
63.6 |
77 |
61.1 |
Not Declared |
5 |
8.3 |
7 |
10.6 |
12 |
9.5 |
Total |
60 |
47.6 |
66 |
52.4 |
126 |
100 |
52.4% of employees disciplined were male
Section Four - Disciplinaries & Employment Tribunals
Disciplinary Cases (Continued)
Summary of Suspension Cases |
|
Case Status |
Total |
No. of Cases Heard |
44 |
No. of Cases not concluded |
16 |
No. of Cases not heard - Leaver |
10 |
Total |
70 |
Of the 70 suspensions, 44 cases have had a hearing and 10 employees have resigned prior to hearing.
The table below looks at the all the suspension cases identifies the no. of working days taken for each case. If the case was not concluded by the end of the period, the number of days is calculated from the start date of the stage to 31st March 2007.
Timescales of Suspension Cases |
||||||||
Directorate |
1-60 Days |
61-120 Days |
121-180 Days |
181-240 Days |
240+ Days |
Total Cases |
Total Cases Heard |
Total no. of days taken for all cases |
AC |
1 |
0 |
3 |
0 |
1 |
5 |
1 |
687 |
CH |
5 |
7 |
0 |
0 |
0 |
12 |
8 |
798 |
EN |
3 |
10 |
5 |
1 |
0 |
19 |
16 |
1763 |
FI |
2 |
0 |
0 |
1 |
1 |
4 |
1 |
583 |
LE |
2 |
0 |
0 |
0 |
0 |
2 |
0 |
38 |
OD |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
SS |
7 |
8 |
2 |
3 |
6 |
26 |
17 |
3715 |
ST |
1 |
1 |
0 |
0 |
0 |
2 |
1 |
153 |
HGY |
21 |
26 |
10 |
5 |
8 |
70 |
44 |
7737 |
43% of heard suspension cases were investigated and heard within 120 working days (24 weeks)
24% of these cases were heard less than 60 working days (12 weeks)
Section Four - Disciplinaries & Employment Tribunals
Disciplinary Cases (Continued)
The table below looks at the number of suspension cases per quarter and highlights the average number of days per Directorate.
Timescales of Suspension Cases Per Quarter |
||||||||
Directorate |
Apr06 - Jun06 |
Jul06 - Sep06 |
Oct06 - Dec06 |
Jan07 - Mar07 |
||||
|
Total |
Avg. Days |
Total |
Avg. Days |
Total |
Avg. Days |
Total |
Avg. Days |
AC |
3 |
147 |
3 |
114 |
2 |
161 |
1 |
279 |
CH |
4 |
203 |
2 |
122 |
5 |
63 |
7 |
53 |
EN |
12 |
92 |
7 |
101 |
8 |
99 |
6 |
84 |
FI |
1 |
124 |
2 |
155 |
2 |
211 |
3 |
128 |
LE |
0 |
0 |
0 |
0 |
0 |
0 |
1 |
16 |
OD |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
SS |
14 |
205 |
10 |
192 |
11 |
153 |
9 |
106 |
ST |
0 |
0 |
0 |
0 |
0 |
0 |
2 |
77 |
HGY |
34 |
157 |
24 |
147 |
28 |
126 |
29 |
92 |
The average number of days taken per suspension case has fallen by 65 days since last year, showing the benefit of the extra scrutiny and focus on management action in the last year.
Although this is good, the Council still aims to lower the average number of days taken per case to 70 days.
Section Four - Disciplinaries & Employment Tribunals
Employment Tribunal Cases
Summary of Employment Tribunal cases started, heard and finished during the period 1 April 2006 - 31 March 2007.
Employment Tribunal Cases |
||||||
Directorate |
Open Case |
Won |
Withdrawn |
Settled |
Lost |
Total |
Corporate Services (inc. AC, LE, OD & ST) |
2 |
2 |
2 |
2 |
0 |
8 |
CH |
8 |
0 |
1 |
0 |
0 |
9 |
EN |
0 |
0 |
0 |
0 |
0 |
0 |
FI |
1 |
0 |
0 |
0 |
1 |
2 |
SS |
13 |
4 |
0 |
4 |
0 |
21 |
HGY |
24 |
6 |
3 |
6 |
1 |
40 |
Note - Tribunal applications can arise from current employees as well as those dismissed.
It shows that out of 40 running cases:
16 cases were closed by the end of the year
38% of closed cases have been won by the council
19% withdrew prior to hearing date, because the applicant has realised that they did not have a strong case to pursue.
The council has only lost one case at tribunal hearing. This is the same as last year, which demonstrates good case management discipline and assessment.
Section Five - Health & Safety
Summary
Accident Statistics
The majority of reported accidents were made in the Children & Young People's Service and Social Services Directorate.
Approximately 55% of accidents were reported by employees and approx. 38% were reported by school children.
Over 35% of accidents were slip/ trip/ falls in nature.
There have been 141 Accidents that required Hospital Treatment, 70% of these cases were reported by school children.
The Health & Safety team have strengthened management responsibility and reporting arrangements over the last year as result of the HSE inspection carried out in 2005.
The accident report form was reviewed in March 2007, and will put greater onus on manager ownership.
The Health and Safety team have strengthened their relationship with the Corporate Procurement Unit in order to promote client responsibility for contractors
We have started implementing the HSE Stress Management Standards by undertaking a pilot stress risk assessment in the Learning Disabilities Service. And a revised stress policy has been developed which will be rolled out this year.Â
Improved health and safety recording and reporting within the SAP database will also be looked at this year.
|
Section Five - Health & Safety
Accident Statistics
This section outlines accident statistics that have been reported during the year 1 April 2006 to 31 March 2007. Throughout the year there were 377 accidents reported, of which 345 caused an injury.
Type of Person Reporting Accidents by Injury Type
|
||||||
Type of Person |
Body |
Head |
Lower Limb |
Upper Limb |
Various Injuries |
Grand Total |
Agency Staff |
2 |
0 |
2 |
1 |
1 |
6 |
Employee |
42 |
28 |
36 |
69 |
18 |
193 |
Pupil |
7 |
56 |
23 |
41 |
4 |
131 |
Resident |
3 |
4 |
4 |
0 |
4 |
15 |
Total |
54 |
88 |
65 |
111 |
27 |
345 |
141 of those injured had to be treated in hospital.
The highest number of injuries were reported by council employees (56%), followed by pupils (38%).
1 in 3 injuries occurred on the Upper Limb
Section Six - Appendices
Appendix A - Salary Bands
Employee's salaries have been grouped into the following salary bands:
Current Salary Band Ranges as of April 2006 |
||
Salary Band |
Min |
Max |
MANUAL |
£13,104 |
£16,344 |
SC1 - SC5 |
£13,545 |
£21,885 |
SC6 - SO2 |
£22,539 |
£28,578 |
PO1 - PO3 |
£27,834 |
£34,137 |
PO4 - PO7 |
£34,137 |
£44,418 |
PO8+ |
£45,609 |
+ |
Appendix B - Leaving Reason Groupings
Employees leaving reasons have been grouped into the following leaving reason groups.
Leaving Reason Groupings |
|
Voluntary Resignation |
TUPE Transfers |
Voluntary Resignation |
TUPE Transfer |
Retirements |
Other/Not Known |
ER, Compulsory |
Contravention of Law |
Compulsory Age, Retirement |
Death in Service |
Ill Health Retirement |
End of Fixed Term Contract |
Voluntary Retirement |
End of Temporary Contract |
VER 85 Year Rule |
Frustration of Contract |
VER Age 60 |
Not Known |
VER Efficiency |
Opt out of Haringey |
VER Redundancy |
Unsatisfactory Probation |
Dismissal |
Redundancies |
Capability Dismissal |
Compulsory Redundancy |
Disciplinary Dismissal |
|
Sickness Dismissal |
|
Section Six - Appendices
Appendix C - Ethnic Groups
Employee's ethnicities have been grouped into the following ethnic groups:
Ethnic Group Classifications |
|||||
White |
Black |
Mixed |
|||
AA |
British |
DA |
Caribbean |
BA |
White & Black Caribbean |
AB |
Irish |
DB |
African |
BB |
White & Black African |
AC |
Greek-Cypriot |
DC |
Any other black background |
BC |
White & Asian |
AD |
Turkish-Cypriot |
DD |
Somali |
BD |
An other mixed background |
AE |
Kurdish |
DE |
Mixed Black |
BE |
Black & Asian |
AF |
Turkish |
DF |
Nigerian |
BF |
Black & Chinese |
AG |
An other white background |
DG |
Black British |
BG |
Black & White |
AH |
English |
|
|
BH |
Chinese & White |
AI |
Scottish |
Asian |
BI |
Asian & Chinese |
|
AJ |
Welsh |
CA |
Indian |
|
|
AK |
Cornish |
CB |
Pakistani |
Other |
|
AL |
Northern Irish |
CC |
Bangladeshi |
EA |
Chinese |
AM |
Cypriot (not stated) |
C |
East African Asian |
EB |
Any Other Ethnic Group |
AN |
Greek |
CE |
An other Asian background |
EC |
Vietnamese |
AO |
Italian |
CF |
Mixed Asian |
ED |
Japanese |
AP |
Irish Traveller |
CG |
Punjabi |
EE |
Filipino |
AQ |
Gypsy/Romany |
C |
Kashmiri |
EF |
Malaysian |
AR |
Polish |
CI |
Sri Lankan |
EG |
Arab |
AS |
Old USSR |
CJ |
Tamil |
EH |
North African |
AT |
Kosovan |
CK |
Sinhalese |
EI |
Israeli |
AU |
Albanian |
CL |
British Asian |
EJ |
Iranian |
AV |
Bosnian |
CM |
Caribbean Asian |
EK |
Middle Eastern other |
AW |
Croatian |
|
|
EL |
Moroccan |
AX |
Serbian |
|
|
EM |
Latin American |
AY |
Old Yugoslavia |
|
|
EN |
South American |
AZ |
Mixed White |
|
|
EO |
Ghanian |
A1 |
Other white European |
|
|
EP |
Zairean |
|
|
|
|
EQ |
Eritrean |
|
|
|
|
ER |
Ethiopian |
|
|
|
|
ES |
Multi-Ethnic islands |
|
|
|
|
|
|
B & M E = Black & Minority Ethnic. This group of staff comprises of Black, Asian, Mixed and Other groups of staff.
Section Six - Appendices
Appendix D - Best Value Performance Indicators descriptions
BV 11a - % of top 5% of earners that are women - Applies to Permanent staff only (employees on fixed term or temporary contracts who have been employed for over a year are considered as permanent), schools are excluded from the calculation, but centrally employed teaching staff are included. The top 5% are identified by ranking staff according to their gross FTE pay. The purpose of this indicator is to monitor towards equal opportunities.
BV 11b - % of top 5% of earners from minority ethnic communities - Applies to Permanent staff only (employees on fixed term or temporary contracts who have been employed for over a year are considered as permanent), schools are excluded from the calculation, but centrally employed teaching staff are included. The top 5% are identified by ranking staff according to their gross FTE pay. The % figure relates to only those employees in the top 5% who have their ethnicity declared. The purpose of this indicator is to monitor towards equal opportunities.
BV 12 - The no. of working days/shifts lost due to sickness absence per FTE employee - Applies to Permanent staff only (employees on fixed term or temporary contracts who have been employed for over a year are considered as permanent), schools are included in this BVPI. The denominatior is the average number of FTEs employed during the financial year. The purpose of this indicator is to monitor the level of sickness absence in local authorities.
BV 16a - % of staff declaring they meet the Disability Discrimination Act disability definition - Applies to Permanent staff only (employees on fixed term or temporary contracts who have been employed for over a year are considered as permanent) including staff in schools. Disabled staff are those who identy themselves as such against the Disablity Discrimination Act 1995 (DDA). The aim of this indicator is to measure progress towards achieving equal opportunites in employment.
BV 17a - % of staff from minority ethnic communities - Applies to those Permanent only staff including schools (employees on fixed term or temporary contracts who have been employed for over a year are considered as permanent), whose ethnicity is declared. The purpose of this indicator is to monitor towards equal opportunities.
Section Six - Appendices
Appendix E - HR Performance & Systems Team
The HR Performance and Systems Team members who have produced the report are:
Leon Sommers
Monika Omell
Saila Shah
Please contact any of us for further information or if you have a query about the content of this report or require any other HR management information.
If you have any other queries or comments you wish to raise regarding the report or related issues, please contact Tina Charalambous (HR Support & Systems Manager)
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HARINGEY COUNCIL
EMPLOYMENT PROFILE
April 2006 - March 2007 Edition
L/T
S/T