Previous Article Next Article Shortlistedteam for Award for HR Strategy: Personnel Today Awards 2000WorcestershireCounty Council has only existed for two years, following local governmentreorganisation and the splitting of Hereford & Worcester. From the start itdecided to have a strategy as an organisation and to integrate the humanresources function within the strategy.Thismay seem an obvious course to take but developing a vision is rarely done inlocal government, because political control is up for grabs every four years,rendering the possibility that the vision could be changed. This is unlikely inWorcestershire, where the vision is phrased in a manner designed to appeal toall political parties. The aim is to provide a voice for citizens, ensure qualityservices, communicate with all communities and be a good employer.RobSykes, the chief executive, has begun a culture change from a traditional,rather bureaucratic approach to one based around innovation and serving thecustomer. He particularly emphasises the importance of departments workingtogether.Heargues that change is constant, not least due to the continual “bestvalue” reviews of performance that the Government has brought in.Worcestershire has few recruitment problems, because it is an attractive placeto live, but it can mean the “death of ambition” says Sykes, aspeople move to stay and retire.Humanresources priorities are based on the objectives of the organisation. The keycompetencies for management were defined only after the strategy was set andwere geared towards trying to achieve the objectives.HRdirector Dilys Winn has introduced more consistency in approach, for example byensuring there are the same appraisal process for all employees, and that theprocess is geared towards helping the business objectives, but also personaldevelopment requirements.Thoughthere are some common standards across the organisation, Winn has retainedseparate personnel teams for the service departments, which some councils havedispensed with. This helps ensure some policies can be tailored to the diverseneeds of the respective departments. Forexample, recruitment does not need to be a corporate priority, but the socialservices department has a pressing need, due to the general shortage of qualifiedsocial workers. It has the freedom to develop recruitment and retentionpolicies aimed at its particular needs. Unfilled vacancies are up to 30 percent in some areas of social work, but are scarcely a problem elsewhere in theauthority.Asthere are only five directorates, maintaining communication within the humanresources discipline is easier than in other local authorities, and is hugelyhelped by the county’s intranet, which has a dedicated, password-protected pagefor the HR team.Companyfact fileTeamWorcestershire County Council human resources teamTeamLeader Dilys Winn, HR directorNumberin HR team 50Numberof employees responsible for 14,000Mainachievements Establishing a high profile strategic role for HR and acustomer focus among staffPrioritiesfor next 12 months Maintaining the momentum, keeping the close alignmentwith the business and implementation of policies Comments are closed. Worcestershire County CouncilOn 26 Sep 2000 in Personnel Today Related posts:No related photos.