What are the biggest challenges currently facing you as an organisation, and how are you planning to meet these from an HR/recruitment perspective?
The ongoing and significant funding cuts made by central government, set against increasing levels of demand for services (particularly services for older people and children) can have a negative impact on employee morale, although the challenges can also be exciting for many members of staff. These pressures have allowed us to transform the organisation significantly, and the restructuring and business realignment has allowed us to refocus our talent on the right things, in the right ways.
However, there remains a national shortage of professional staff, for example, social workers, while senior officers and leaders are retiring. It is harder than ever to attract, recruit and retain high-performing staff. Talent management and succession planning are current priorities: strategic people management and development is fundamental to the business as is ensuring HR operates as a business partner to the wider organisation.
Our employee value proposition (EVP) has been developed, branded and widely communicated, and this is helping us to attract key members of staff. We have aligned our recruitment activity with social media which has led to successful campaigns and reduced costs.
We ensure that our offer is consistent with our message and EVP: we are a forward-thinking-and-acting organisation, delivering major efficiency and change transformation in order to achieve more focused outcomes with, and for, our communities and customers. Change is centred around the three areas of culture, technology and efficient buildings/working environment.