Agenda and minutes

To approve as a correct record the Minutes of the meeting of the Committee held on 11th February 2026 and 21st May 2026.

The Minutes of the meeting of the Committee held on 11th February 2026 and 21st May 2026 were approved as a correct record and signed by the Chair.

To receive from Members declarations as to disclosable pecuniary, other registerable and non-registerable interests in relation to any Agenda item. See Notes below.

No interests were declared.

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

The Committee received and noted the report for Quarter 4 Human Resources (HR) matters impacting on the performance of the Council during the period 2nd December 2025 to 31st March 2026.  The report included the latest position and trends relating to employee numbers, salary costs and sickness absence. A copy of the report is appended in the Minute Book.

The Committee heard that the workforce totalled 723, with the fulltime equivalent (FTE) working out at 669.09 Officers in Quarter 4. The figure represented a decrease from the previous Quarter. The period ended with an underspend of £2 million and an overspend of £1.92 million on Contractor and Agency costs.

It was confirmed that 32 individuals left the Council in Quarter 4, which was a slight decrease from the previous Quarter. The overall turnover was 16.95% in Quarter 4. Of these, six were retirements with a combined service period of 107 years. Measures to reduce turnover included enhanced exit interview arrangements better to understand reasons for leaving, regular one-to-one meetings between managers and employees, and the reintroduction of a formal incremental progression process linked to performance discussions. Consideration would be given to providing the Committee with anonymised information from exit interviews on the principal reasons for employees leaving the organisation.

Advertised vacancies decreased slightly from 72 to 67 in Quarter 4, following the significant recruitment activity undertaken in Quarter 3 to support the Food Waste Service launch. Most vacancies were within One Leisure, reflecting the transfer of Sawtry Leisure Centre and seasonal staffing requirements. Application levels remained strong, although targeted recruitment campaigns continued for hard-to-fill roles, including Planning and ICT.

No new apprenticeships commenced during the Quarter. However, apprenticeship activity continued through course completions and the hosting of an apprenticeship event at Burgess Hall. The Leadership Development Programme had been successfully completed and had now moved into business-as-usual delivery. Following the success of a previous graduate placement, recruitment activity for a new graduate placement took place during April.

The Committee discussed the low balance of the Council's Apprenticeship Levy, whether any levy funding had expired, the proportion of funds utilised, and how apprenticeship programmes contributed to longer-term recruitment and retention. While no levy funding had expired, available funds had been fully utilised to support apprenticeship and management development programmes, including Level 5 and Level 7 qualifications. Levy funds were being rebuilt to provide future apprenticeship opportunities. Additional levy funding had been secured from other councils where required. All apprentices had either been existing employees undertaking development programmes or had progressed into permanent roles within the Council. ICT apprenticeships had proved highly popular and a significant proportion of apprenticeship funding has been utilised within the ICT service. The apprenticeship scheme would not be affected by Local Government Reorganisation (LGR).

The HR caseload remained stable at 91 active cases, with absence management continuing to account for the majority of casework.

Average sickness absence increased slightly from 9.6 to 10.0 days per FTE. Long-term sickness cases reduced from 24 to 23 employees, while short-term  ...  view the full minutes text for item 6.

By means of a presentation, the Panel will receive an update on the Workforce Strategy.

By means of a presentation (a copy of which is appended in the Minute Book) Kiran Hans, HR Coordinator – Project Delivery, provided the Committee with an update on the Workforce Strategy. Reference was made to examples of training and development activities, such as the Management and Leadership programme.

Members received an overview of the Workforce Strategy, which was developed following extensive staff engagement across all Council sites in 2024. The Strategy focused on three key themes: attraction and retention, engagement, and wellbeing, and was supported by a detailed action plan.

Officers highlighted progress made since the Strategy's adoption, including the introduction of the Leadership Development Programme, a new one-to-one performance framework, a buddy scheme for new starters, an enhanced Employee Assistance Programme, a revised employee handbook, and the establishment of the "HDC for Everyone" equality, diversity and inclusion network. A new pension salary sacrifice arrangement had also delivered employer National Insurance savings.

Members were advised of a range of initiatives introduced since the previous update, including electric and hybrid vehicle schemes, a new employee rewards platform, a job shadowing programme, improved career development opportunities, coaching and mentoring support, graduate placements, and measures to address pay grade compression. Officers also highlighted ongoing health and wellbeing initiatives, staff engagement roadshows, and targeted support services aimed at improving employee wellbeing and reducing sickness absence.

Looking ahead, priorities included the development of a Health and Wellbeing Strategy, consideration of healthcare cashback schemes, and a review of mandatory training arrangements. All Workforce Strategy actions were either completed or in progress, with no actions currently outstanding.

Councillor Davenport-Ray welcomed the progress made through the Workforce Strategy and confirmed that it had been developed in response to feedback from employees on ways to improve the workplace. She emphasised that, whilst the initiatives supported staff wellbeing and engagement, they also delivered tangible organisational benefits. These included improved recruitment and retention, reduced staff turnover, fewer hard-to-fill vacancies, and a preventative approach to employee wellbeing that could help reduce sickness absence. Investment in the workforce should be viewed not only as the right thing to do for employees, but also as delivering a positive return on investment for the Council.

Councillor Dewey-Beckett commended Officers for the wide range of initiatives being delivered. He commented that organisational culture was a key factor in employee engagement and retention and noted that feedback from Staff, alongside the activities outlined in the report, demonstrated a positive and well-supported workplace culture. Appreciation was expressed to Officers for their work in developing and delivering the Strategy. Whereupon, it was

RESOLVED

that the information presented be received and noted.

To consider an update on the profile of the workforce of Huntingdonshire District Council (HDC) by their protected characteristics as defined under the Equality Act 2010.

The Committee gave consideration to a report by the Strategic HR Manager (a copy of which is appended in the Minute Book), which contained the annual summary of the profile of the workforce according to their protected characteristics as required by the Equality Act 2010. It covered the period to 31st March 2026. Equality monitoring data was provided voluntarily by employees and, as a result, the Council did not hold complete information for all members of Staff. Ongoing work continued to encourage data completion and raise awareness of the importance of providing this information.

Officers reported improvements in disclosure rates, including a reduction in the number of employees who had not declared their disability status or ethnicity. A range of measures was being implemented further to improve declaration rates, including targeted communications, manager engagement and support for frontline staff.

Members were advised that a further analysis, comparing workforce data with Census information would be presented to the September meeting. It would assess how representative the workforce was and identify any areas for improvement. Progress against existing actions and any new proposed actions would also be reported. This work was being delivered within existing resources and, to help improve staff experience, belonging and engagement, it would be supported by the Council’s Equality and Inclusion Network.

Councillor McIlwain questioned the purpose of collecting information on protected characteristics and sought assurance that employees who chose not to disclose such information were not subject to repeated requests. Officers advised that employees were not required to provide equality monitoring information and that a response of “prefer not to say” was accepted. Follow-up requests were only made where no response had been provided.

Following a question by the Chair, it was confirmed that the introduction of a dyslexia-friendly font through the ICT service remained an action within the Workforce Strategy. As ICT services were delivered through the shared 3C partnership, implementation required coordination across all three authorities. Having noted that work on the initiative was ongoing, it was

RESOLVED

that the contents of the report be noted.

To consider and comment on the Council’s Time Off For Volunteering, Expenses, allowances and Overtime and Recruitment and selection Policies.

By means of a report by the Strategic HR Manager (a copy of which is appended in the Minute Book) the Committee was acquainted with the terms of policies relating to Volunteering, Overtime and Expenses and Recruitment. The Volunteering Policy had been developed as a new initiative under the Workforce Strategy and supported the Council’s social responsibility objectives. Similar policies were already in place at some neighbouring authorities, so the introduction of the policy would help to ensure the Council remained a competitive employer while supporting employee engagement and opportunities for community involvement.

Following a question from Councillor Ascroft, the Committee was advised that requests for volunteering leave were subject to managerial approval and must take account of operational requirements and service delivery. The policy did not impose a restriction on employees with sickness absence records. Decisions would be made on a case-by-case basis. In some cases, volunteering might positively support an employee's wellbeing, particularly where absences related to mental health. Managers were required to seek HR advice where appropriate to ensure decisions were fair, reasonable and compliant with employment and equality obligations.

Councillor Henley wondered if the range of employee benefits, wellbeing initiatives and support measures was having the intended impact, noting that sickness absence levels had continued to rise despite progress in delivering Workforce Strategy actions. In response the Committee was advised that sickness absence was monitored through return-to-work interviews and underlying reasons for absence were analysed. The various wellbeing and support initiatives formed part of a coordinated, long-term approach to improving employee health and attendance. The benefits of many initiatives were unlikely to be immediate and might take time to influence sickness absence levels. Ongoing efforts in this respect focused on supporting employees and encouraging attendance at work. The Corporate Director also advised that all measures introduced through the Workforce Strategy were regularly reviewed to ensure they delivered positive outcomes. New initiatives, including the Volunteering Policy, would be monitored to assess participation, impact and value, enabling the Council to focus resources on activities that supported staff wellbeing and corporate objectives. Guidance would be provided to ensure volunteering activities aligned with the Policy’s aims.

Having commented on the importance of ensuring that monitoring arrangements were proportionate and not overly onerous, the Chair requested an update at the next meeting on the uptake of the Volunteering Policy

Councillor Dewey-Beckett expressed support for the proposed Volunteering Policy, welcoming both the opportunities it provided for staff to engage with their communities and the controls included within the framework. The Policy might help strengthen relationships between residents and the Council by increasing positive interaction with Council employees, thereby supporting the Council’s organisational culture and community engagement objectives.

Members then received an introduction to a new Expenses, Allowances and Overtime Policy. The Policy reflected existing working practices and contractual arrangements, while ensuring consistency with neighbouring authorities in preparation for LGR. The policy did not introduce significant changes to current arrangements but provided greater clarity for employees and managers regarding expenses, allowances and overtime  ...  view the full minutes text for item 9.

At the request of representatives of employees to consider a range of issues.

It was noted that apologies had been received from the Representatives of Employees.