1. What is the Strategic Value of HR within Local Government? Presented by Justine Helm, Charlotte Plumb, Victoria Swanson, Wendy Gill, Anna Smith

2. Introduction  The aim of this presentation is to give you an understanding of what the strategic value of having an HR function within Local Government is. What contribution HR can make to organisational strategy What contribution HR can make to organisational strategy How HR can work effectively with managers to achieve the goals of the organisation How HR can work effectively with managers to achieve the goals of the organisation

3. Link between HR Strategy and Organisational Objectives  Best Fit  Best Practice  Resource Based View  AMO Model

4. Strategic Objectives of Local Government  Value for money (serving customers well, services they want to see, providing cost effective services)  Safer communities (including, Crime & ASB)  Greener & sustainable environments (including, cleansing, managing waste & recycling, the impact of climate change and corporate social responsibility)  Children, young people and families (improving quality of life, prospects and services for safeguarding)  Community Improvement (including, housing, health and services)

5. Strategic Drivers  Central Government Policy  Comprehensive Performance Assessment / Joint Area Review  Audit Commission  Investors in People  Single Status  Cost savings / budget cuts  Political Environment

6. What contribution can HR make to organisational strategy?  How is the HR function of strategic value?  How does it help to achieve the goals of the organisation?  What is HR there for?

7. How is the HR function of strategic value  HR Initiatives Absence Management Absence Management Reward Reward Mediation Mediation Performance Management Performance Management Team Development Team Development

8. AMO

9. STRATEGY MAP ViabilityCompetitive ViabilityCompetitive as a local authority(advantage over other local authorities) BUSINESS GOALS BUSINESS GOALS Value for money Value for money Safer communities Safer communities Greener and sustainable Greener and sustainable environments environments Children, young people Children, young people and families and families Community improvement Community improvement Capable people Resources - Ability (Finance, IT, etc) - Motivation Service planning - Opportunity - budget Performance implications Performance implications - accessible services via IT services via IT People management (internal & - Recruitment & selection external) - Reward- effective marketing - Performance management of services (logo) (including development) (including development) - Managing sickness absence, disciplinary and grievance issues disciplinary and grievance issues - Communication

10. How does it help?  Resources and capable people  Development of Policies and Procedures  Good written policy recruitment and selection, employee reward and benefits, people management, including sickness, disciplinary, grievance and performance management recruitment and selection, employee reward and benefits, people management, including sickness, disciplinary, grievance and performance management MMR examples

11. What is HR there for?  organisational commitment  strategies, policies and procedures.  Engaging with the employees,  Encouraging discretionary behaviour  Help increase job satisfaction and recognition;  creating a positive psychological contract.

12. How HR can work effectively with managers to achieve the goals of the organisation  By Bringing the processes to life through: Consultation Consultation Training Training Support Support Advice Advice Coaching Coaching Role play Role play Training needs analysis Training needs analysis

13. HR link with line managers  Ensure early buy in and joint ownership  Involve in working groups  Consultation  Involve in trials  Communication  Training  Toolkits

14. Cost  Cost of sickness absence (insert figure)  Cost of employment tribunals (insert figure)  Time and money generally to organisation if procedure not followed and staff not able to work to their full potential

15. Conclusion  HR Fundamental  People  Skills and Attitudes  Recruit  Retain  Develop

16. Summary  HR strategy and organisational objectives must be linked

17. Questions?