OUR PEOPLE STRATEGY 2021/25 - West Lothian ...
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OUR PEOPLE STRATEGY
2021/25
Our people strategy 2021 – 2025 1
WHERE DO WE WANT TO
BE? - IN SUMMARY
Providing a safe and
Attracting and healthy working
retaining our people environment for our people,
with the required skills placing wellbeing at the
for a workforce of heart of staff experience,
the right size, shape, encouraging our people to
cost, and agility. maintain and promote their
health and those of others.
OUR WORKFORCE OUR HEALTH
AND WELLBEING
Creating capability Attracting and motivating
by motivating and our people with an
engaging our people attractive reward offer
with their learning including pay and
and development for non-financial elements,
all required skills and recognising and
the adaptability and acknowledging good
agility for change. performance.
OUR LEARNING AND OUR REWARD
DEVELOPMENT CULTURE AND RECOGNITION
Nurturing a working Being guided by the staff
environment in which our Welcoming to all, governance standard,
people are inspired to give supporting, encouraging working in partnership
their best every day, actively and developing our with trade unions, ensuring
engaging with the aims and people regardless that our people are well
values of the college with of background – informed, involved in
opportunities to contribute to respecting diversity and decisions which affect
its community, decision- promoting inclusion. them and are treated
making and future direction.
fairly and consistently.
OUR STAFF EXPERIENCE OUR STAFF EQUALITY, OUR EMPLOYEE
AND ENGAGEMENT DIVERSITY AND INCLUSION RELATIONS
2 Our people strategy 2021 – 2025
OUR VISION
is to develop a highly skilled,
enterprising and resilient workforce.
THE STRATEGIC GOALS
OF THE COLLEGE’S 2021-2025 STRATEGIC PLAN ARE:
Inspire Support economic Strengthen Lead with
and enable recovery and our vision and
success for all growth communities empathy
The purpose of the People Strategy is to provide an effective framework to achieve the above vision
and goals and is structured around the following aims, themes and values:
Attracting and retaining Enabling and driving Nurturing a
Aim our people with the
required skills and
delivery of learning for
outstanding attainment and
culture in which
our people
commitment to our values student experience thrive
People People Performance Staff Experience
Theme
LINK TO Students at the centre
Welcoming to all Always striving for better
COLLEGE VALUE of everything we do
SEVEN KEY AREAS WHICH THE PEOPLE STRATEGY INCORPORATES:
• Workforce • Staff Experience and Engagement
• Health and Wellbeing • Staff Equality, Diversity and Inclusion
• Learning and Development Culture • Employee Relations
• Reward and Recognition
Our people strategy 2021 – 2025 3
OUR WORKFORCE WHERE DO WE
WANT TO BE?
Attracting and
retaining our people
WHERE ARE WE NOW? with the required skills
for a workforce of
The college has an excellent Levels of retention are stable with an the right size, shape,
reputation and strong identity employee turnover rate of 14%, in
cost, and agility.
with opportunities for career line with the sector national average
development, job security and of 14% (Source: Office for National
a flexible approach to work-life Statistics 2019) and an average rate
balance. over the last three years also of 14%.
in regards to people and succession
The volume and quality of applicants All leavers are invited to complete an planning and suitability of roles, now
for posts is strong and very few exit interview to identify reasons for and for the future.
vacancies are unfilled. The college’s leaving and offer the opportunity for
valuable feedback. A flexible bank resource of staff is also
selection process ensures the validity in place to meet short term staffing
of selection decisions to recruit the A workforce planning exercise and requirements – such arrangements
optimum candidates. The college’s resultant workforce plan is developed are on a fixed term, contractual basis,
Student Association are involved in each year to ensure the organisation avoiding the use of ‘zero hours’
lecturing selection processes. achieves its workforce requirements – contracts.
HOW DO WE GET THERE? HOW WILL WE
Ongoing work to enhance the college’s reputation as an RECOGNISE SUCCESS?
employer of choice, with a promotion of the favourable
employment offer of competitive pay, generous leave The first indicator is the achievement of a
entitlement, pension provision, opportunities for zero unfilled vacancy rate. A further indicator
development and other employee benefits. is an ongoing, stable employee turnover
rate and favourable feedback from leavers
Reviewing staff structures as part of the annual and ongoing
from the organisation. The final indicator is a
workforce planning exercise to achieve - within the staffing
workforce with the required mix of roles, skills
budget - the optimum mix of types and numbers of roles to
within the staff cost envelope of the college’s
deliver and support learning to ensure enhanced student
budget.
experience and attainment.
Establishing an integral link between workforce planning
aims and learning and development activities whether at
individual or team level, to develop and improve required
skills.
4 Our people strategy 2021 – 2025
OUR HEALTH
AND WELLBEING WHERE DO WE
WANT TO BE?
Providing a safe and healthy
working environment for our
WHERE ARE WE NOW?
people, placing wellbeing at
the heart of staff experience,
encouraging our people to
The college provides a safe, healthy (89%), workplace stress, primarily maintain and promote their
working environment through related to workload, is reported as health and those of others.
effective induction, supportive having been experienced by 34%
line management with additional of respondents in the previous 12
support from health and safety months. At a college, team and
and HR partners, sickness absence individual level appropriate support
management, wellbeing initiatives and interventions are made to address
and access to occupational health, this.
counselling, physiotherapy, flu
The average sickness absence rate for
vaccinations and an employee
2017 -2020 was 5.3%.
5.3%
assistance service for all staff.
The college currently has NHS
99% of respondents in the 2020 Staff
Healthy Working Lives Silver Award
experience survey agreed that the
accreditation. Was the average
college takes positive action on health
and wellbeing. sickness absence
Whilst respondents in the above rate for 2017 -2020
survey felt supported by colleagues
(94%) and by their line manager
HOW DO WE GET THERE? HOW WILL WE
Through continuing to support and promote staff’s health, RECOGNISE SUCCESS?
safety and wellbeing.
A key indicator will be a sickness absence
NHS Healthy Working Lives Gold Award accreditation will be
percentage of 4% or lower.
undertaken to enhance this further and signal to staff (current
and prospective) the importance of health and wellbeing. Achieving NHS Healthy Working Lives Gold
Award accreditation will demonstrate that
The college will continue to monitor, develop and improve
health supporting activities are undertaken
safe working practices within the organisation.
and indicate organisational commitment to
Further work will be undertaken to support managers in its aims.
managing and promoting health and wellbeing within their
Favourable feedback gathered through the
teams, in particular to manage workplace stress, ensuring
annual Staff experience survey and an aim of
effective support, communication, manageable workload
zero reportable health and safety incidents
and work/life balance through agile working and other
are further indicators.
measures.
Our people strategy 2021 – 2025 5
OUR LEARNING
AND DEVELOPMENT
CULTURE WHERE DO WE
WANT TO BE?
Creating capability by
motivating and engaging
WHERE ARE WE NOW? our people with their
learning and development
All staff have the opportunity to All new staff undertake a corporate for all required skills
further their own learning and induction covering essential and the adaptability and
development and the college invests statutory and mandatory training agility for change.
significantly in ongoing professional and introduction to college values,
development activities. The college practices and processes.
and its associated partners offer a
Activities focussed at developing
range of development opportunities
managers’ skills and capacities are
to all staff and these are underpinned
also undertaken.
by a commitment in time and financial
terms for these to be undertaken. The college is Investors in People
“”The college is
Investors in People
silver accredited which signals a
All staff undertake a personal silver accredited which
commitment to the growth and
learning planning activity annually to signals a commitment
development of staff to their full
identify learning and development to the growth and
potential.
requirements.
development of staff
to their full potential.
HOW DO WE GET THERE?
By equipping staff with necessary to foster an inclusive, collegiate will be expected to commit to
skills and foster behaviours to ensure environment. Managers and leaders their continuous professional
excellent student experience and embody college values and have the development utilising the college’s
attainment, embodying the college’s capability and confidence to engage, personal development process. A
values. In particular reviewing and develop, support and challenge their demonstrable link will be essential in
developing an enhanced induction aligned staff. linking the learning and development
for new lecturers, linking to their activities which are committed to
Equipping managers and leaders with
professional standards. with the college’s aims and priorities.
the required skills and confidence
A further element of objectives and
Providing support to enable efficient to successfully respond to, adapt to,
review will be added to the personal
and effective working practices, enact and manage change as well as
development process.
through a culture of collaboration, the capabilities to engage, develop,
continuous improvement and clear support, challenge and promote Using the Investors in People
ways of working. excellent performance within their framework, further improvements
aligned staff. to the college’s learning and
Creating a community of supportive,
development culture will be
empathetic managers and leaders To do so managers and staff
undertaken.
HOW WILL WE The indicators for success are
having staff with the required skills,
and evaluation of the personal
development process and activities
RECOGNISE performing highly in appropriate roles
to realise the college’s vision and aims
which are undertaken, together with
gold Investors in People accreditation
SUCCESS? – quantified through a monitoring and engagement with its framework.
6 Our people strategy 2021 – 2025
OUR REWARD AND
RECOGNITION WHERE DO WE
WANT TO BE?
Attracting and motivating
our people with an attractive
WHERE ARE WE NOW? reward offer including
pay and non-financial
Core elements of employee reward career average earnings pension elements, recognising
are set nationally within the college scheme (benefitting from employer and acknowledging good
sector. contributions, life cover and ill health performance.
protections), generous special leave
For support staff pay awards are
entitlements (in excess of statutory
applied nationally and work is
requirements) and access to a range of
continuing on a national job evaluation
other employee benefits such as retail
exercise for the sector. Lecturers’ In the 2020 staff experience survey
discounts, ‘cycle to work’ scheme and
pay has been harmonised nationally. 88% of staff were satisfied with the
free physiotherapy.
Other concluded national negotiation level of recognition they receive for
includes some other elements of Opportunities are available for flexible good work.
employee reward such as leave which working to support work-life balance.
offers generous annual leave to both
Recognition is afforded to staff for
staff groups.
notable and significant contribution at
In addition to pay and annual leave, the ‘Celebrating Success’ staff event
the reward offer for staff includes a annually.
HOW DO WE GET THERE?
The college will implement national Further opportunities to enhance
pay and other reward elements of employee benefits will be explored
terms and conditions. and developed.
Awareness raising of the reward The ‘Celebrating Success’ event will
offer will be undertaken for existing be adapted and improved to better
and prospective staff. offer opportunities for recognition of
staff effort and performance.
HOW WILL WE RECOGNISE SUCCESS? The College has an
annual Recognition
The indicators for success is a zero Awards to celebrate
unfilled vacancy rate, ongoing the contributions
monitoring and reporting on employee and successes
turnover and favourable staff experience of staff.
survey results for areas associated with
reward and recognition.
Our people strategy 2021 – 2025 7
OUR STAFF
EXPERIENCE AND
ENGAGEMENT WHERE DO WE
WANT TO BE?
Nurturing a working environment
WHERE ARE WE NOW?
in which our people are inspired
to give their best every day,
actively engaging with the aims
The college’s staff satisfaction level Activities enhancing staff experience and values of the college with
is 89% - using the indicator of are undertaken in relation to opportunities to contribute to
respondents ‘agreeing’ or ‘strongly health and wellbeing and college its community, decision-making
and future direction.
agreeing’ with the statement: ‘I am community. An ‘ideas lab’ staff
enthusiastic about my job’ in the staff suggestion scheme is in place.
experience survey (2020).
However the above survey also
The above survey indicated significant identified areas of focus for the
strengths with the principal’s college in relation to communication,
communication with staff – various involvement in decision-making.
methods are used and events take
place to inform and engage with staff
89%
throughout the organisation.
HOW DO WE GET THERE? staff satisfaction
Involving all staff in the development mechanisms such as the staff ‘Agreeing’ or
of staff experience and engagement survey and college-wide and team ‘strongly agreeing’ to
improvements, with areas of focus interactions, and are encouraged
identified from the staff experience to contribute their experience, ‘I am enthusiastic
survey. expertise and ideas to improve staff about my job’
experience and engagement further.
The college will implement such Staff experience survey
improvements in partnership with Continuing the ‘ideas lab’ staff (2020)
trade unions, managers and staff. suggestion scheme to enable staff
to be able to share good ideas to
Ensuring staff have the opportunity
support college aims.
to have a voice, through
HOW WILL WE RECOGNISE SUCCESS?
The indicators for success will be the
ongoing monitoring and reporting
on employee turnover and favourable
staff experience survey results for areas
associated with staff experience and
engagement.
8 Our people strategy 2021 – 2025
OUR STAFF EQUALITY,
OUR STAFF EQUALITY,
DIVERSITY AND
DIVERSITY
INCLUSION AND
INCLUSION
WHERE DO WE
WANT TO BE?
WHERE toDO
Welcoming all, WE
WANT TO BE?
WHERE ARE WE NOW? supporting, encouraging
Welcoming
and to all,our people
developing
WHERE
The ARE WE
college is committed to its NOW?
core Equality and diversity is a focus for supporting,ofencouraging
regardless
and
– developing
respecting
background
our people
diversity and
value of being welcoming to all, has all staff induction and management
Theequality
collegeaction
is committed to its core Equalityin and diversity is a focus for regardless inclusion.
promoting of background
an plan in place to training regards to discrimination
value of being welcoming to all, has all staff induction and – respecting diversity and
ensure all staff, regardless of protected and unconscious bias.management promoting inclusion.
an equality action plan in place
characteristic, are welcomed, retained to training in regards to discrimination
ensure all staff, regardless The
and college is silver LGBT charter mark
and developed. A specificofgender
protected unconscious bias.
characteristic, accredited.
equality actionare welcomed,
plan retained
is also in place. The college is silver LGBT charter mark
and developed. A specific gender The college monitors and reports
The college is aplan
‘disability accredited.
equality action is alsoconfident’
in place. on the fairness and effectiveness of
employer in relation to attracting and The college
The college is a ‘disability confident’ equality andmonitors and reports
diversity activities through
retaining people with disabilities. on the fairness and effectiveness of
employer in relation to attracting and workforce monitoring.
equality and diversity activities through
retaining people with disabilities.
workforce monitoring.
HOW DO WE GET THERE?
HOW
The collegeDO
will takeWE GET
forward all THERE?
encourage applications
from applicants and fromfrom BAME
making a employment from applicants and from
actions within the gender equality backgrounds.
full contribution to the college’s work making a full contribution to the
The college
action will take
plan, such forwardaction
as positive all from applicants
once in post. and from making a college’s work once in post.
actions within the gender equality The college will improve
full contribution awareness
to the college’s work
initiatives to address gender-based
action plan, such as positive action of
In managers
in post.and
conjunction
once others
with involved inand
the Equalities
occupational segregation and In conjunction with the Equalities and
initiatives to address gender-based recruitment
Widening Accessof unconscious
Committee, biaspositive
supporting the younger workforce. In In conjunction with the Equalities and Widening Access Committee, positive
occupational segregation and through
action relevant
employee training.
recognition awards
regards to race equality, the Widening AccessfromCommittee, positive action employee recognition awards
Undertaking
supporting further
the work
younger to focuswill
workforce.
recruitment and selection policy and and certification organisations and certification from organisations
Undertaking
action employeefurther work to focus
recognition awards
encourage applicants
be revised in further
line with from
the toacross
Scottish the promoting equality for groups with promoting equality for groups with
Undertaking work focus and and
and encourage
certificationapplicants from
from organisations
community
government's and removing
minorityfrom any
ethnic real or protected characteristics will be protected characteristics will be
encourage applicants across the across the
promotingand community
equality and removing
for groups with
perceived
recruitmentbarriers
toolkit to employment
in order to real or explored achieved. explored and achieved.
community and removing any any real or perceived barriers
protected characteristics will be to
perceived barriers to employment explored and achieved.
HOW WILL WE RECOGNISE SUCCESS?
HOW
The collegeWILL WE RECOGNISE
will use equality and SUCCESS?
A further indicator is the staff
diversity reporting to identify and experience survey results from areas
The college
indicate will usetoequality
the extent and
which the A further indicator
focussing is the
on equality andstaff
diversity. The college is a
diversity reporting to identify
college attracts and employs staff and experience survey results from areas ‘Disability Confident’
indicate the
reflecting theextent to which
diversity of thethe
local focussing on equality and diversity. TheEmployer
college is a
college attracts
community. and employs staff ‘Disability Confident’
reflecting the diversity of the local Employer
community.
Our people strategy 2021 – 2025 9
OUR EMPLOYEE
RELATIONS WHERE DO WE
WANT TO BE?
Being guided by the staff
WHERE ARE WE NOW ?
governance standard, working
in partnership with trade unions,
ensuring that our people are
The college has local forums Employee relations have been well informed, involved in
focussing on employee relations with influenced by the national bargaining decisions which affect them
a joint JNCC (joint negotiating and landscape, progress has been made and are treated fairly and
consistently.
consultative committee) for UNISON regarding matters which can be
and EIS. consulted upon locally.
There are open channels for trade The college is committed to the
union – management communication Colleges Scotland staff governance
outwith the above formal meetings. standard.
HOW DO WE GET THERE?
The college will continue to work in
partnership with trade unions, taking
a constructive approach to employee
relations.
HOW WILL WE RECOGNISE SUCCESS?
The indicators for success will be a Monitoring and reporting will also
constructive climate for management- be undertaken on the use of formal
trade union partnership working and grievance procedures, whether
favourable staff experience survey individual or collective.
results in regards to decision making
and communication.
10 Our people strategy 2021 – 2025Implementation, monitoring and review
of The People Strategy
The People Strategy will be The People Strategy will be
monitored by the Finance taken forward by the Vice
& General Purposes Principal (Finance & Corporate
Committee and at whole Services) and Head of HR and
Board level. People Development with
key indicators for success
being monitored and actions
The People Strategy will undertaken.
be reviewed in 2025
in conjunction with the
Strategic Plan.
Our people strategy 2021 – 2025 11West Lothian College,
Almondvale Crescent,
Livingston, West Lothian EH54 7EP
Tel: 01506 418 181
Email: enquiries@west-lothian.ac.uk
Find us on www.west-lothian.ac.uk
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