Agenda item

Organisation statistics

Report of the Deputy Leader of the Council.


The Acting Leader noted that regular updates on Organisation Statistics would be presented to the Committee and he invited the Senior HR Officer to provide the Committee with an overview of the report.


The Senior HR Officer referred to appendix one of the report which provided graphical data across the categories below that had been considered for this report:


-      Overall Headcount / Full Time Equivalent (fte)

-      Starters and Leavers

-      Retention of staff

-      Headcount by Gender

-      Headcount by Full Time / Part Time split

-      Headcount by Length of Service and

-      Headcount by Age


The above categories are standard measures used to monitor the health of an organisation.


Through Business Partnerships meetings HR regularly meet with managers to review their areas and provide support.  As part of an ongoing programme of work HR was supporting service areas and identifying efficiency savings and service improvement through a range of tools including restructuring, redesigning work and using intelligent automation.  The HR team had also been supporting staff who could potentially be at risk by enabling opportunities for them to redeploy into vacant roles across the Council.  The Change team were utilising a variety of options to train staff for their new roles. 


The headcount for SKDC as at 1 August 2019 was 594 permanent and fixed term employees which equated to 542 FTE compared to a headcount of 620 and a FTE at 556 in 1 August 2018.  2018/19 saw SKDC recruit 74 employees with 104 employees leaving the organisation.  Following a comparison of Quarter One 2019/20 and Quarter One 2018/19 there had been a significant drop in recruitment.


It was noted there had also been a drop in the number of leavers (20) in Quarter One of 2019 compared to 28 leavers for the same period last year. Labour turnover at SKDC for 2018/19 was measured at 14%. Following a review of local government workforces by the Local Government Association (LGA) in 2017 the average annual labour turnover rate had been identified at around 13%. This indicated that turnover levels at South Kesteven were broadly in line with the national figures.


In 2018/19 there had been 74 starters with 14 of these starters leaving prior to the end of 2018/19 which equated to a labour retention rate of 81%. Members were informed that following a retention survey of the public and private sectors undertaken by the Office for National Statistics in 2017 the average public sector retention rate was around 84%.


It was noted that some full-time roles could provide job share opportunities which would need to be highlighted more.  The gender split between male and female employees remained at 55% male and 45% female. The statistics indicated that the Council was an age positive employer. The Council continued to have a strong mixture of new starters and long serving employees which provided a mixture of fresh ideas and institutional knowledge.  Table One in the report provided a breakdown of length of service for those employed at the Council in August 2019 compared to those employed in August 2018.


The split between full time and part time employees had remained at a ratio of  75% full time and 25% part time.  Further analysis showed that out of the 272 female employees 119 (or 44%) were in part time roles.  In comparison only 27 of the 322 male employees were part time which equated to 8% of the male workforce.


In summary it was felt that the Council had a stable workforce with diversity in age and gender. Retention was on par with the public sector in general. retention of new staff was supported by a greater focus on the recruitment process, moving from recruitment that was based solely upon experience and qualifications to more focus on recruitment on a candidate’s values and behaviours. This had helped to identify applicants with a potential of fitting better within the organisation.


Members considered the statistics along with the financial implications of staff budgeting. The Committee was advised that the total cost of the senior management prior to the changes had been £2.255m but this cost was now £1.955m.  It was noted that the cost of restructuring the senior team had been £710,000 which provided a saving of £300,000. A three-year payback would deal with the cost of the restructure.



Following consideration and discussion by the Employment Committee on the organisational statistics in the report, the Committee noted the report and confirmed they should continue to receive this information.

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