Issue - meetings

To consider an update on HR matters impacting on the performance of the organisation.

The Committee received and noted reports for Quarters 2 and 3 on Human Resources (HR) matters impacting on the performance of the Council during the periods 1st July 2025 until 30th September 2025 and 1st October 2025 until 31st December 2025.  The reports included the latest position and trends relating to employee numbers, salary costs and sickness absence. Copies of the reports are appended in the Minute Book.

The Committee heard that the workforce totalled 689 people, the fulltime equivalent (FTE) working out at 635.84 Officers in Quarter 2. In Quarter 3, the workforce totalled 688 people, the fulltime equivalent working out at 636.25 Officers. The figure for Quarter 2 represented an increase from the previous Quarter. The periods ended with an underspend of £1.65 million and an overspend of £1.9 million on Contractor and Agency costs.

It was confirmed that 33 individuals left the Council in Quarter 2 which was a slight increase from the previous Quarter when 25 employees left. 31 individuals left in Quarter 3. The overall turnover was 16.8% in Quarter 2 and 16.1% in Quarter 3. There were 2 retirements in each Quarter with a combined service period of 49 years. There had been an increase in recruitment with 59 roles advertised in Quarter 2 and 72 in Quarter 3. Sickness absence had increased from 8.4 days per FTE to 9.6, and long-term sickness had increased to 24 employees.

In response to a question from Councillor Jordan regarding internal transfers of employees and the impact on their previous teams, Members were advised that certain departments within the organisation were considered effective entry points for employees. These roles provided opportunities for individuals to gain experience before exploring other areas of the organisation where their skills may be better suited. It was noted that staff movement between teams for development purposes was encouraged, and that restricting such progression may increase the risk of employees seeking opportunities outside the organisation.

The Committee requested further information regarding roles that had proven persistently difficult to fill, including whether Local Government Reorganisation (LGR) may have been a contributing factor and what actions could be taken to address this. Members were advised that the organisation was increasing its recruitment presence and exploring a range of alternative advertising methods. It was noted that many of the challenging vacancies related to specialised roles, and that a more proactive approach was being adopted, including targeted headhunting rather than relying solely on applications. In addition, attendance at recruitment fairs had increased to support those efforts.

The Committee further queried whether hard-to-fill roles could be advertised as remote working opportunities. Members were advised that the organisation was currently encouraging a return to office-based working and, as such, did not wish to promote these roles as fully remote positions.

Following a question regarding the costs associated with the food waste bin collection service, the Panel were advised that additional funding had been provided to support its introduction as a new service. It was further noted that, over time,  ...  view the full minutes text for item 21