In confidence
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Personnel
(Industrial relations and equal opportunity, medical and welfare services, personnel management, recruitment and staff training)
15.8 The principal challenges during the planning period are managing the personnel aspects of relocation and meeting the demand for skilled and experienced staff who match the Council's requirements during a period of rapid change. The number of school-leavers joining the labour market will fall by about 27% and the Council will have to compete for staff from other sources by introducing more flexible working patterns and more attractive terms of employment. The UK staff establishment is expected to fall initially and then to return more or less to 1989/90 levels (1,790 staff) during the later part of the triennium. This will happen as efficiency savings are offset by new posts for increased revenue-funded, agency and project work. The overseas staff establishment is expected to increase from 1989/90 levels (4,300 staff) for the same reasons.
15.9 The Council's policy of equal opportunity complements the increasing need to recruit staff from all backgrounds and at different stages in their working life.
15.10 With the aim of attracting, developing, motivating, rewarding and retaining staff, principal objectives are:
⚫ to provide an attractive and timely recruitment, training and resettlement service for the relocation project
• to implement and evaluate devolved personnel management, including the introduction of assessment procedures for internal recruitment to senior management posts, by December 1992
• to strengthen the management of key revenue- earning areas
⚫ to realize the Council's equal opportunity 'forecasts' for the period 1989 to 1992 through positive action.
15.11 The Council aims to provide trained staff for all departments relocated to the new Manchester office, so that the departments can be fully operational on schedule. In order to maintain the continuity of staff and keep the confidence of clients, the Council will relocate as many staff to Manchester as possible. To encourage them, the Council will offer generous terms within Civil Service rules.
15.12 In the early part of the planning period, operational requirements and priorities must be the overriding criteria in recruitment and deploy- ment of staff. In the longer term, the availability of suitable staff will be secured through training and development and succession planning.
15.13 A particular target for motivating staff and rewarding performance is to introduce performance pay for junior staff as well as middle and senior managers during 1990/91.
Principal efficiency and effectiveness measures for Personnel Division
• Personnel Division staff complement as % of all UK-based staff
average unit cost of recruitment conducted by Personnel Department
• number of staff trained under the Management Development and Training Exercise
% of staff recording dissatisfaction with Personnel Division services.
Central services
(Central typing services, design, printing and exhibitions, information technology, procurement, property management, registry)
15.14 During 1990/91 and 1991/92, the departments responsible for delivery of central services will be reorganized within DGD, Finance and Personnel Departments and will take account of a two-site operation.
15.15 With the aim of providing services of quality at minimum cost, the principal objectives for central services are:
⚫ to provide the support required by managers of the relocation project in London and Manchester ⚫ to deliver the IT systems required by the Information Systems Strategy (ISS)
• to implement and evaluate the Council's new property management and development strategy by 1992/93
• to improve value for money obtained from the purchase of goods and services from external suppliers at home and overseas
• to achieve 2% efficiency gains per annum.
15.16 Up to 1991/92, relocation will be a major management concern. A project board has been established to provide overall management and co-ordination. The principal operating target for this board is to ensure that the Council has accommodation to move into from its Davies Street office in London, on 1 January 1992.
15.17 The implementation and development of the ISS will continue. The target remains to achieve recurrent net savings in excess of £0.75 million per annum from 1994 onwards, and to improve the effectiveness of staff, by investing £12 million (at 1988 prices) in IT systems over five years.
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