warwickshire county council managers’ induction managing for warwickshire – setting out the...

Warwickshire County Council Managers’ Induction

Managing for Warwickshire – setting out the skills, values and qualities of a Warwickshire Manager

WCC Managers’ Induction Package

Learning and Development

Equality & Diversity Finance

Welcome to your interactive induction package introducing you to key information about your role as a WCC Manager under the sections; Managing your People, Learning and Development, H&S/Wellbeing, Equality & Diversity, Finance and Other.

To navigate, use the menu at the top of each page to access the content and the menus and links at the side for more detailed information.

The induction links to lots of other information by launching other windows. To return to the induction package, simply close the additional window using the in the top right hand corner.

If you get lost, just click on the home page button on the top menu and it will bring you back to this page.

To exit the presentation, hit ‘Esc’ on your keyboard.

Managing your People

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Equality & Diversity FinanceManaging your People

Other Home

Communication

Performance Management

Policies and Procedures

HR Matters

Staff Engagement

HRMS

H&S/Wellbeing


This section details some of the key areas that you will take responsibility for as a People Manager. It gives basic information and will point you to where to go to find out more.





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Communication

WCC relies on line managers to cascade all sorts of information to your teams. If you don’t get it right, essential messages may not get through to the people who need to hear it.

It’s not enough just to deliver the information, as a communicator it is your responsibility to make sure that the listener understands the message.

How you communicate is as important as what you say. It’s therefore really important that if you don’t understand something, you clarify it with your line manager before you share it with your team.

Line managers are also responsible for relaying information from their teams back up to Senior Management.

Related links

10 Steps to Better Communication

Communication



HR Matters

Staff Engagement

HRMS

H&S/Wellbeing





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Channels of Communication with your Team

Core Brief – Core Brief is produced both corporately and within each Group. Both contain vital information that staff need to know. Make sure that you share them in a regular and timely manner. Allow time for two-way dialogue so that staff can feedback or ask questions on what they are hearing, which you can pass on if you need to. E-mail – where you have a message with a lot of information in it, email can be a helpful way of capturing all that you need to communicate. However, don’t rely on email for communicating essential messages, as you cannot guarantee what people will take in.Informal conversation – don’t underestimate the value of informal conversation in passing on information.Supervision/Appraisal – these regular one-to-one sessions with your staff provide an excellent opportunity for communicating more individualised messages.Team meetings – it is recommended that managers hold regular team meetings to ensure that they communicate regularly with their staff.

Related links

10 Steps to Effective Meetings

Corporate Appraisal

Core Brief

Communication



HR Matters

Staff Engagement

HRMS

H&S/Wellbeing





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Channels of Communication with a Wider Audience

There are number of channels of communication which go out across each Group/the whole organisation. It is important to allow time for both yourself and your staff to keep up to date with these. You may also need to use some of these communication channels to communicate messages pertinent to your team.

• Corebrief (Group-level)•Corporate Corebrief•E-mails•The Friday Alternative•The Intranet•Staff Representative Groups/Forums•Working for Warwickshire

Related links

About Core Brief

People Group Core BriefResources Group BriefingCommunities BriefingThe Friday AlternativeWorking for Warwickshire

WCC Intranet Homepage

Staff Representative Groups/Forums

Past Core Briefs

Communication



HR Matters

Staff Engagement

HRMS

H&S/Wellbeing





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Performance Management is an essential part of any line manager’s role. Please click on one of the following for further information on any of the below aspects of performance management: -

• Appraisals – all staff should have both an annual appraisal and an interim six monthly review. Timeframes for these to be undertaken are between April - June (Annual Appraisal) and September - November (Six monthly review) .• Supervision (or 1 to 1s) • Sickness/Absence Management• Probation period for new starters

Communication



HR Matters

Staff Engagement

HRMS

H&S/Wellbeing





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You should familiarise yourself with the following policies and procedures which are available on the intranet: -

•Code of Conduct•Corporate Governance•Data Protection•E-mail and Internet Code of Practice•Flexi-time•Freedom of Information Guide•Gifts and Hospitality Register•Information Management•Modern and Flexible Working•Staff Register of Interests•Understanding and Managing Risk•WCC Corporate Approach to Project Management

Communication



HR Matters

Staff Engagement

HRMS

H&S/Wellbeing





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HR Matters

The following HR Policies and Procedures are also available on the intranet for you to read and refer to as necessary: -

• Absence•Annual and other leave• Apprenticeships• Bullying and Harassment•Capability• Disciplinary• Family Friendly Guide• Grievance• Leavers’ forms and checklists•Occupational Health•Recruitment, Selection and Induction• Whistle Blowing

Related links

About the HR Service

Terms and Conditions

HR A-Z

Industrial Action Guidance

Pay StructuresGuide on giving references

Communication



HR Matters

Staff Engagement

HRMS

H&S/Wellbeing





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Staff Engagement

A member of staff can be said to be ‘engaged’ with the organisation and their role when they get good job satisfaction and when they deliver above and beyond expectations, willing to go the extra mile.

The Manager’s role is vitally important in Staff Engagement, ensuring that staff feel valued and involved.

For more information on how to engage your team, please see ‘10 steps to help your staff shine’.

Related links

Staff SurveyGEM AwardsStaff Representative Groups/Forums

Suggestion and Feedback Scheme

The WOW Awards

Communication



HR Matters

Staff Engagement

HRMS

H&S/Wellbeing





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HRMS

HRMS is our ‘Human Resources Management System’ which pays us all and which provides vital Human Resources information to the County Council.

A Self-Service facility is now available for both Staff and Managers. As a Manager this means that you have access to information about your employees which will make it easier to manage those who report to you. You will also have responsibility for entering sickness absence on the system, and for dealing with any notifications that are sent to your email inbox (for example when one of your staff members requests approval for a change, or authorisation of a leave request.)

More detailed information on HRMS and the “Manager Self Service” training course is available on the intranet .

If you need any help with HRMS you can e-mail HRMS Support.

Related links

HRMS (link to system)

Employee Self Service

Manager Self Service

Communication



HR Matters

Staff Engagement

HRMS

H&S/Wellbeing





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Health, Safety and Workforce Wellbeing

You play a significant role in ensuring the health, safety, and well-being of the staff you manage and therefore you must read and familiarise yourself with the WCC Health and Safety Policy. You should also familiarise yourself with the following: -

•Accident, Incident, Near Miss Reporting, Recording and Investigation Policy

•COSHH Policy and Guidance•New and Expectant Mothers’ Guidance and Risk Assessments•Personal Safety Policy•Risk Assessment Policy•Management of Work-related Stress Policy and Guidance

Other support services include:Information on Staff Care Services (short term support and counselling)Occupational HealthYour Well Being information

Related links

Health and Safety ContactsHealth and Safety A-ZHealth, Safety and Workforce Wellbeing intranet pages

Communication



HR Matters

Staff Engagement

HRMS

H&S/Wellbeing





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Induction

Identifying Staff L&D Needs

Team Development

Management Development

All managers have a responsibility to develop their staff to ensure that they receive the right training and development to carry out their role effectively.

This section covers information relating to learning and development opportunities available to staff as well as for you as a WCC manager.


Meeting L&D Needs

Evaluating L&D





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As a line manager it is your responsibility to ensure that staff are properly inducted into their role. Staff will need to be given an induction at three levels: -

OrganisationalThere are three corporate mandatory induction modules – for all staff - Welcome to Warwickshire, Customer Service and Equality Diversity. There are additional induction courses for managers.GroupEach Group has its own process for introducing staff to that level. More information on Group induction is available on the intranet.RoleIt is important that you give your new starter all the information that they need to do their job well, including introducing them to anyone that they will be working with. Please see the induction checklist for a list of practical information you will also need to cover.

Induction

Probationary Periods

Related linksInduction


Team Development


Meeting L&D Needs

Evaluating L&D





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Development is necessary when there is a gap between what staff can do and what they need to do for any of the following reasons: -

• Skills they need to do their current job• Skills that they will need for a forthcoming piece of work• Skills that they need for their own personal development.

Appraisals and Supervision are central to the process of identifying skills gaps. You may find it helpful to use the Personal Development Review Tool to identify areas for development.

Identifying Staff Learning and Development Needs

Continuous Professional Development

Related links

Supporting you through Change

Development Plans

Induction


Team Development


Meeting L&D Needs

Evaluating L&D





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There are a number of ways to meet a Learning and Development Need. You should consider the following: -* On the job coaching * Project Roles* Shadowing * Secondment* Research * Training Course•Mentoring * Action Learning Set• ICT Training* Ashridge Virtual Learning Resource Centre

In deciding between the above it is important to take into account your employee’s preferred learning style.

If a training course is the most appropriate option, there is a Corporate Course catalogue and course dates available. If the course you need is not on that menu you can contact Corporate Learning and Development on 01926 476605.If you are exploring Learning and Development for staff’s personal development, further information on Continuous Professional Development is available too.

Meeting Learning and Development Needs

Learning Styles

Related links

Induction


Team Development


Meeting L&D Needs

Evaluating L&D





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Managers must be involved in the evaluation of our training and development to ensure we are getting value for money and considering the return on investment.

For information on the specific responsibilities of managers, and to access copies of the forms that you will need, see the Corporate Evaluation Toolkit.

Evaluating Learning and DevelopmentInduction


Team Development


Meeting L&D Needs

Evaluating L&D





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Team Development

As a manager, developing your team can make a real difference to:

• your team’s performance • achieving your business plan • the service you provide • improving relationships • supporting a team who have been through a period of change a new team that has been formed

The Corporate Learning and Development Team are available to help you with this and further information can be found on the intranet.

Related Links

Myers-Briggs Type Indicator

Induction


Team Development


Meeting L&D Needs

Evaluating L&D





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Managing for Warwickshire is the Council’s Framework which details the knowledge, skills, and qualities we need from our Managers. A self-assessment form is available as part of the framework, and is an invaluable tool for managers to identify their own development needs.

A number of development opportunities are available to managers, and these are detailed in the Management Development section on the intranet (also use the links on the right hand side of this page).

Mindtools – Our online management development tool is available for Managers – see intranet for details of how to get a licence

Management DevelopmentRelated links

Managing for Warwickshire

Self-Assessment Form

Mindtools

Coaching

Management Development – At a Glance

Induction


Team Development


Meeting L&D Needs

Evaluating L&D





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E&D Legislation and Policies

Equality Impact Assessments

Staff Networks

Equality and Diversity

Warwickshire County Council commits itselfto the general principles of fairness and equality.There are statutory duties that as a manager you need to be aware of , in order that we can remain compliant with legislation and continue to be an employer of choice.

We seek to apply these principles by challenging and eliminating discrimination where it exists; by ensuring high levels of public satisfaction with our services through our ‘one front door’ policy; by creating a diverse workforce within which all staff are equally valued and through knowing and engaging with our communities.

Your responsibilities as a manager are to ensure these principles are delivered by embedding Equality & Diversity within your work practices; to ensure that we meet our moral and legal duties, and in creating a positive environment to work within.

Key responsibilities

Consultation and Engagement

Stonewall





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Key Responsibilities

Your key responsibilities include:

• taking the lead in creating a positive, inclusive ethos that challenges inappropriate behaviour by managers, staff, service users and others• assessing and monitoring the impact of new policies and practices to ensure they do not affect the protected groups under the equalities duties• integrating equalities into business planning and objectives, through due regard to the 3 main aims of the general equality duty.

Information, guidance and training can be sought at any time from the Corporate Equalities and Diversity team on 01926 412659 or contact [email protected]

Related links

Equality and Diversity Internet Page



Staff Networks



Stonewall





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Equality and Diversity Legislation and Policies

You will need to familiarise yourself with the below policies and information on legislation to ensure that you fulfil all your obligations as a WCC manager with regard to Equality and Diversity: -•The Equality and Diversity Policy Statement•Equality LegislationPlease note that this has undertaken a major review over the past year, replacing the 6 ‘diversity strands’ with 9 ‘protected characteristics’.•Public Sector Equality DutyWe have legal duties to comply with, including publishing equalities data and setting equalities objectives•WCC Equality FrameworkWCC has been assessed as an 'Achieving' authority under the Equality Framework for Local Government



Staff Networks



Stonewall





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Equality Impact Assessments (EqIA)

An EqIA is a tool for identifying the potential impacts/analysing the effects of Warwickshire County Council’s strategies, policies, functions and services in relation to equality. This tool is designed to support you in developing and reviewing new and existing policies, processes and strategies.

It is expected that you will carry out an EqIA when you are going through the various development stages of your policies or service review and when you are making difficult decisions regarding your service provision that involves our customers and communities.

Guidance and a toolkit for the EqIA is available on the intranet and full training and support is available from the Corporate Equalities and Diversity Team.



Staff Networks



Stonewall





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As a manager of services you are likely to be involved in consulting and engaging with our customers. When carrying out engagement activities, it is important that we integrate equality monitoring so that we can ensure that we are gaining views from a diverse range of people. See Equality Guidance for Public Consultation and Engagement Activity for more information.

The Warwickshire Observatory is the home for information about Warwickshire and its people. It can provide you with demographic data down to ward level, and has produced a range of data relating to equalities profiles which is very useful when you are designing and reviewing your service provision.



Staff Networks



Stonewall





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Staff NetworksThese networks are endorsed and supported by the council and any employees wishing to attend these networks in work time are entitled to do so, if work schedules and commitments allow. WCC has the following staff networks: -

Disability staff networkIf you have a disability, work disabled people, have a professional interest or personal interest or awareness please come along to our Disability staff network.Ethnic minority staff networkFor all employees of Warwickshire County Council and its partner agencies who consider themselves to be from an ethnic minority community.Lesbian, Gay, Bisexual and Trans staff networkFor all staff members who identify as lesbian, gay, bisexual or trans (LGBT). Religion and Belief staff networkThe network welcomes those who are Warwickshire County Council staff, and partner agencies, who would like to share their religion or belief with others.



Staff Networks



Stonewall





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Stonewall

Warwickshire County Council is a Stonewall Diversity Champion and participates in the Stonewall Workplace Equality Index which is an annual benchmarking exercise that ranks the Top 100 Employers in Britain for lesbian, gay and bisexual people.

In 2010, 2011, 2012 and 2013, WCC has been ranked in the Top 100 list and has the aspiration of continuing to remain in the Top 100 and aiming higher year on year.



Staff Networks



Stonewall



Budget Holder Responsibilities



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Procurement

How to Buy

Capital Expenditure

Travel Expenses

Finance

Managing Finance is an essential part of most managers’ job.

In this section you will find information on different elements of your responsibilities in this area.

Agresso





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Procurement

As an organisation which spends public money, there are a plethora of laws, rules and obligations on both the Council as an organisation and on officers as individuals and if we get it wrong, the financial and operational penalties can be significant.

The Procurement Intranet site provides all of the advice, guidance and support you will need to get procurement right first time every time.

Procurement

How to Buy

Capital Expenditure

Travel Expenses

Agresso






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How to Buy

The Council has a number of centrally organised contracts which save us money. They are mandatory and must be used when purchasing goods or services.

Our Contracts Standing Orders (CSO’s) processes require you to use central contracts, ESPO or central government contract where they exist, before using alternative suppliers. The Central Contracts section lists our existing contracts and suppliers etc.

If your purchasing involves Capital Expenditure, a different set of rules apply. It is the budget holder’s responsibility to ensure they are met.

The How to Buy section of the intranet contains more information.

Related links

Central Contracts

ESPO Online Ordering

Procurement

How to Buy

Capital Expenditure

Travel Expenses

Agresso






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Capital Expenditure

Capital expenditure is any expenditure which enhances, creates or acquires an asset. An asset will last for more than one financial year and will generally be one of the following: - land; buildings; infrastructure (including roads, bridges, signage and public transport); vehicles; machinery and equipment; or software. The asset does not have to belong to WCC to be classed as capital expenditure.

It is important to get Capital Expenditure right in order to meet legal requirements, achieve best value for money through correct funding; and advise members correctly in matters of major financial and legal implications.

Budget holders must ensure that they have sufficient Member and chief officer approval to incur capital expenditure, prior to the expenditure being incurred.

The ‘How To’ section on Capital Expenditure contains a wealth of information for those requiring it. If in doubt, please contact a member of Budget and Technical, or your Service's finance team.

Procurement

How to Buy

Capital Expenditure

Travel Expenses

Agresso






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Budget holders must comply with the Constitution, Financial Standing Orders and Contract Standing Orders and:-

•Ensure the best use of resources and value for money•Ensure that information used to make financial decisions takes account of relevant service and corporate considerations, in accordance with best professional practices and advice•Comply with procedures for planning and implementing the budget, •Comply with guidance concerning capital expenditure issued by the Head of Finance and their Head of Service•Make sure that their income and expenditure is accurately entered on the general ledger•Monitor, forecast and control their expenditure to ensure it does not exceed the budget.•Identify and monitor the assets and stock for which they are responsible and ensure they are appropriately insured•Take necessary steps to identify, report and deter fraud, corruption and money laundering

Procurement

How to Buy

Capital Expenditure

Travel Expenses

Agresso






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Travel Expenses

All employees are entitled to reimbursement or reasonable expenses incurred in making business journeys in accordance with the County Council’s Travel Code of Conduct.

As a manager it will be your responsibility to authorise appropriate expenses for your staff. Further information, including expense claim forms, is available on the intranet pages on the Reimbursement of Expenses.

Related links

Intranet Pages on Travel

Staff Car Parking Arrangements

Buying Rail Tickets for Business Travel

Cycle Scheme

Procurement

How to Buy

Capital Expenditure

Travel Expenses

Agresso






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Agresso

Agresso Business World (ABW) is the name of the new integrated financial system for WCC.

As a Manager, depending on your role, you may need to attend training in how to use the system. More information can be found on the Agresso Financial Systems Training pages.

Procurement

How to Buy

Capital Expenditure

Travel Expenses

Agresso




Investors in People

Planning at service & team level

Approach to Business Planning

Delivery Roles and Responsibilities

Managing Information



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Our Council

Your Group

Staff Consultation

Complaints Procedure

This section signposts you to further information available on a range of topics not covered elsewhere in the presentation.

Corporate Governance

Other





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As a Manager it is important that you have an understanding of Our Council, including our 7 Ambitions, and our Vision and Values. These are what we stand for and what we are trying to achieve as an organisation.

Our Corporate Plan for 2011-13 and information on Councillors and Committees is also available.

Transformation is the name of our current agenda to deliver more efficient and effective services whilst addressing our financial pressures.

One of the key areas of focus in our Transformation programme is our project to become a Strategic Commissioning authority. More information is available to help you understand what this means for us.

Our CouncilRelated links

Our Council Intranet Page

Environmental Sustainability

Jargon Buster

Our Council

Your Group

Staff Consultation


Investors in People










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The Council is made up of four Groups…

The four Groups are: -

• People Group – Strategic Director - Wendy Fabbro• Resources Group – Strategic Director - David Carter• Communities Group – Strategic Director - Monica Fogarty• Fire and Rescue Service - led by Chief Fire Officer - Graeme Smith.

Some of the Groups have their own induction package providing specific information about the group and you should familiarise yourself with this if applicable.

Your Group Related links

People Group Induction

Our Council

Your Group

Staff Consultation


Investors in People









Equality & Diversity Finance



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The County Council is committed to consulting its staff on all kinds of matters.

A number of different groups exist for this purpose. More information is available by clicking on the links below: -

•Staff Representative Groups/ Forums

•Staff Survey

•Staff Feedback and Suggestion Scheme

•Trade Unions

Staff ConsultationRelated links

Advice on Consultation

Our Council

Your Group

Staff Consultation


Investors in People










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We like to know when we are getting it right and we can learn how to improve things if customers tell us when we are getting it wrong.

WCC has a Compliments, Comments and Complaints Policy and a Compliments, Comments and Complaints Procedures for Staff which you should read and make your staff aware of.

If you have any queries about corporate complaints please contact Karen Smith, Customer Relations Manager, or the Customer Relations Team on 01926 414102.

Complaints ProcedureRelated links

Corporate Complaints Procedure Documents

Our Council

Your Group

Staff Consultation


Investors in People





Delivery Roles & Responsibilities





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Investors in People (IiP) is a flexible, tailored and easy-to-use people management standard which aims to help businesses to achieve their objectives by improving their People Management Strategies and Processes.

Investors in People focuses on how an organisation values its staff andrecognises the contribution they make to its effectiveness. It is also a quality standard which sets out principles of good practice, so if we can show we follow these principles and put our people at the heart of our success we are on the right path to be classed an Investor in People.

WCC has held organisation-wide Investors In People accreditation since 2008. The most recent review was in December 2011, when, despite the massive amount of change in the organisation, we were successful in retaining our IiP status.

Investors in PeopleRelated links

Investors in People Website

Our Council

Your Group

Staff Consultation


Investors in People










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WCC’s Approach to Business Planning

Our key strategic business and financial planning documents provide a focus to the delivery of our Vision, Aims and Ambitions for the citizens of Warwickshire and demonstrates the contribution everyone makes to this vision. The benefits of having a robust business plan: -•To guide the day to day services of the Business Unit. •To be a key tool in demonstrating to the Organisation, Partners, Regulators and staff that we are well prepared to meet the challenges ahead, •To be a key tool to measuring our achievements, learning from our successes and remedying our weaknesses. •To support and strengthen individual appraisals providing clarity of direction at all levels.

Please make sure that you are familiar with the information available on the intranet about our Corporate Business Plan and on Business Unit Plans.

Our Council

Your Group

Staff Consultation


Investors in People










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Planning at Service and Team Level

Whilst there is no prescriptive method of service and team level planning, Managers have a responsibility to recognise the importance of consistent business planning at all levels of the Organisation. This will ensure that key messages articulated within the business unit plan are cascaded down to all levels and l inform setting individual targets in the appraisal process and supervision sessions (1-2-1) throughout the year.

It is recommended therefore, that Service and Team Managers, follow the planning framework below:

• Introduction• Role of the Team• Key Actions / Outcomes / Measures (aligned to the Business

Unit Plan and Corporate Business Plan)• Finance• Marketing (if appropriate)• Workforce & Learning & Development plan• Risk Register• Report Card

Our Council

Your Group

Staff Consultation


Investors in People










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Managers are responsible for the delivery of the activity in their Plans. Plans are live documents, updated in-year to take account of delivery on the ground, feedback from residents, staff and regulators, and any unforeseen circumstances that arise. Therefore:- •Managers are responsible for the overall operational performance of their service, and the contribution their service makes to achieving the corporate aims and ambitions.•Managers are responsible for making sure that proper systems and processes are in place to support desired outcomes, •Managers are responsible for making sure that appropriate action is taken, that risks are managed and that they help people to achieve better performance.

Our Council

Your Group

Staff Consultation


Investors in People










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Corporate Governance is about delivering our promises, engaging with our communities and maintaining high standards of conduct. It sets the framework for the way in which we work corporately to achieve our priorities and it is essential for the delivery of high quality services. It is all about “ Doing the right thing”.

A Brief Guide to Corporate Governance is available on the intranet as well as information on the six core principles which underpin the Corporate Governance code, clearly laid out in the Corporate Governance Framework. (Vision and Outcomes; Common Purpose; Standards of Conduct; Decision Making; Capacity and Capability; and Community Engagement.)

As a Manager, you are required to attend the mandatory Corporate Governance (Do the right thing) training course.

Our Council

Your Group

Staff Consultation


Investors in People










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Guidance on different aspects of Managing Information is available on the intranet.

You should particularly take note of the County Council’s Data Protection Policy and of your obligations to respond to requests for information under the Freedom of Information Act (2000).

Our Council

Your Group

Staff Consultation


Investors in People






warwickshire county council managers’ induction managing for warwickshire – setting out the...

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