Human Resources Strategy Committee - Minutes of meeting held on 3 June 2008
HRC members:
Presenting: |
Observers
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Agenda Item 1: Minutes of last meeting
1. The committee revisited paragraph 11, and in light of recent advice from the Head of the Civil Service agreed that a pulse or polling survey should be undertaken. HR intend to deliver a 4/5 question survey shortly. The HRSC requested HR now produce the policy paper outlined in paragraph 14 (on alcohol).
Agenda Item 2: HRSC objectives
2. The HRSC agreed to carry this item forward to the next meeting.
Agenda item 3: HRSC Tracker
3. The HRSC noted the tracker.
Agenda item 4: Secondments with international organisations
4. Tamsyn Barton introduced this item. The paper outlined quotas for each Division, which Tamsyn hoped would be agreed with Directors.
Discussion
5. Members of the HRSC made the following points during discussion:
- The quality of the people chosen for external secondments is crucial, especially if we have opportunities to head of EU Delegations posts.
- If we increase our outward secondments up to 100, can we afford to lose these people?
- Slight risk of losing good staff through secondments (because they decide not to return to DFID) but not a major concern, especially with respect to the EU Commission.
- Inward secondments are not just about capacity building. They provide opportunities to build relationships too.
- It would be desirable to agree secondments with our French, German and American aid partners.
- EMAAD content with proposed increase in quota from 2 to 4 but indicated that this should happen after their restructure.
6. There was broad agreement that:
- The proposed Divisional quotas were acceptable.
- Secondments should be more strategic but we should retain a degree of flexibility.
Conclusion
7. The committee agreed that the strategic overview lies with Divisions, with decisions around which bi-laterals to choose a matter for Directors. Present numbers do not represent a great risk with the resulting contingent liabilities. An increase of 19 – 25 is a reasonable scale up. The committee further agreed that it was appropriate for the Business Change Unit to undertake a project focusing on Secondments beyond Whitehall, with non- UK development partners and they or a Corporate team look at the broad balance on all secondments.
ACTION POINT: Tamsyn to provide an outline TOR for the work noted, for the chair to decide how to take forward.
Agenda item 5: LGB staff mobility for overseas posts
8. The HRSC agreed that due to the sensitive nature of the subject with some of our partner countries the notes will be recorded elsewhere, and are not for proactive disclosure. The Committee agreed a route forward.
Agenda item 6: Review of corporate project on Fast Stream
9. Dorothy Kirkwood introduced this item. The paper was a follow up to a review of the Fast Stream carried out earlier this year.
Discussion
10. The discussion highlighted the following:
- The committee were unsighted to the original report
- Concerns were raised that we do not have a scheme to bring in young professionals.
- SWP should identify slots for existing Technical Faststream (TFS).
- Unease about reducing TFS posts.
- Mori survey for the Cabinet Office supports the view that a more structured approach to developing the general faststream is best practice.
Conclusion
11. The HR Director will get sight of the original report within 7 days. Thereafter it will be circulated to the committee under a covering note.
ACTION POINT: The HR Director and his team will liaise with the Business Partners and discuss what Directors need on faststream & talent management. They will also circulate the report.
Agenda item 7: Airline Safety
12. Carol MacMaster introduced this item. The paper contained 3 recommendations for the committee to consider.
Discussion
13. The Committee members made the following points:
- In some of our locations the FCO did not always have enough information.
- Consensus that to bring all available information into the one area was a better way forward.
- It makes sense to continue to work with the FCO & DfT and share information.
- Regional Directors have a lot of responsibility for staff travelling, but so do other Directors whose staff travel overseas a good deal.
- Staff asked for business reasons to fly on a banned airline can decline. This decision will not reflect badly on the officer.
Conclusion
14. Guidance will be modified to highlight staff can decline to fly with a banned airline without fear of penalisation and to allow Regional Directors to agree travel in exceptional circumstances and/or when it is considered essential travel. The HRSC agreed to adopt the 3 recommendations subject to the amendments discussed. These are:
- DFID should adopt the new guidance on airline safety which, according to treasury Solicitors, appears to fulfil the common law duty of care.
- DFID appoint Ascend Worldwide Aviation Safety to compile an Airline Risk Analysis Register which will assist Heads of Office in making an informed decision on the airlines of concern and ensure staff safety. This will be a pilot for one year to ensure it meets business requirements.
- The use of waivers should be discontinued as unnecessary and redundant administration.
Agenda item 8a: HR Transformation – HR Direct
15. Scott Gemmell introduced this item, describing the service launched on 31st March 2008. It had received over 4000 enquiries of which 95% were closed by the HR Direct team. The 3 main issues were pay & reward, performance management because it is the end of the appraisal year and resourcing. It was recognised that it was early days and a few glitches had occurred. The committee thanked Scott and HR Direct.
Agenda item 8b: HR Transformation – E- Recruitment
16. Gerry Devine introduced this item. Feedback indicated the system was generally going smoothly and was liked. 115 posts had been advertised, 75 now closed with 30 filled.
Discussion
17. The members of the HRSC noted:
- One or two grumbles about the system but recognised early days.
- B grade posts advertised have a relatively low success rate. Concern that Divisions are carrying gaps at this level. This may be a result of various factors; introduction of new system, unrealistic timescales for potential candidates, shortage of people in the grade. This last reason might be significant as under the last Early Departure Scheme, band B was hardest hit.
- In replacing the cluster system there was an expectation that details of post end dates would be circulated to allow staff to work out future career moves.
Conclusion
18. The HRSC felt that individuals having access to information on future posts was crucial. The HR resourcing team were tasked with providing a clear answer.
Note
The response is a project is already underway aimed at recording end dates through yourself. This information can be extracted by each Division/Department showing staff eligible to move in a given time period. These reports are expected to be cascaded to staff by Cabinets. The project is expected to be completed by 31st December 2008.
Agenda item 9: AOB
19. No items.
Drew Stevenson
Secretary
HRSC
