Agenda item

The Biannual HR Dashboard and Key Performance Indicator update was introduced by the Leader of the Council.

Recruitment and Workforce Planning:

-       The establishment as of 31 March 2025 was 582 employees (316 males and 266 females).

-       During the year, the Council had 79 new starters and 100 leavers.

-       More than half (55%) of our workforce had been working for SKDC for less than 5 years.

-       The total combined service of Officers at the Council was 4927 years.

Reward and Recognition

-       The Council’s recognition strategy included Long Service Awards, Employee Awards and #TeamSK Thank You which had received over 436 nominations during the year April 2024 to March 2025. 

-       National Employers had made a full and final offer of a 3.2% pay increase for 2025/26. Nationally, the Trade Unions were currently consulting with their members. SKDC were not part of national negotiations but normally followed the agreed pay award and were seeking approval via a separate report to the Employment Committee to pay this % increase as soon as possible as an interim pay increase, pending the outcome of the final pay award agreement for 2025/26.  

-       A staff awards evening was held on 19th June 2025. More than 230 nominations for the awards were received prior to the event and 19 awards given on the evening, 9 of which were chosen by staff and 10 chosen by CMT.

Engagement

-       The Employee Engagement Survey for 2025 was due to take place between 7 July 2025 and 31 July 2025.

-       Analysis of the survey results were due to take place during August. These would be presented at a future Employment Committee.

Equality, Diversity and Inclusion

-       A focus on being an inclusive place to work had continued in 2025 and had included holding Menopause Café sessions on Women’s Health Physiotherapy, Reflexology and Nutrition.

-       The Carers Forum held information sessions for employees and managers to raise awareness, and introduced a Carers Guide and Carers Passport to support. 

-       Nearly 70% of the workforce were aged over 40, with the largest numbers in the age range of 50-59. In Q2 of 2024, South Kesteven was an accredited ‘AgeFriendly Employer’.

-       The Council had a minimal gender pay gap, as reported to the Employment Committee in March 2025. Women earn £0.99 for every £1 men earn when comparing median hourly pay.

Development

-       There were 669 places filled in learning events during the year.

-       100% of appraisals had been completed and the outputs would be built into the Workforce Development Plan. 

-       There were 33 colleagues on apprenticeship programmes in topics ranging from Senior Leadership and Joinery to Facilities Management and IT. 

-       Development opportunities since April 2024 included excel training, mentoring, internal work experience, IT skills specifically aimed at Operatives, presentation skills and various bitesize learning sessions.

Wellbeing

-       Sickness absence increased during year with an average 12.15 days lost per FTE compared to 10.33 days for the same period last year and 13.53 for the previous year. 

-       Sickness absence increased significantly in December 2024 and January 2025 due to an increase in cold and flu related absences which accounted for almost 30% of all absence during those months.

-       50% of cold and flu related absences in December 2024 and January 2025 occurred in Street Scene and Waste and Recycling. To try and avoid a repeat of this free level of absence flu vaccinations were to be promoted to all eligible staff and onsite provision arranged for Street Scene and Waste and Recycling with the aim of improving the take up of vaccinations.

-       The top reasons for absence (days lost) remained as stress and mental health related illness, as well as other musculoskeletal issues. 

-       The Council’s wellbeing programme continued to offer a diverse agenda. The ‘learn a new skill’ introduced knitting and SK Choir to the programme, with photography and painting to also take place over the summer. 

-       Activities such as stress awareness, sleep health workshop, Mental Health Awareness Week, finance workshops, and working parents’ webinars have supported Mental and Social Wellbeing. 

-       Physical wellbeing had also been supported and encouraged by a football tournament, step challenge, and health checks.

During discussions, Members commented on the following:

-       It was confirmed that veterans, care leavers and disabled candidates were guaranteed interviews with SKDC if they met the job requirements.

-       Clarification was sought about long-term illness. It was confirmed that long-term illness was any illness for which an employee had been off work for 20 days or more.

-       Given that Musculo-skeletal related absences were high, it was queried whether any additional support was offered for this. It was confirmed that external health insurance was not provided by SKDC.

-       It was queried why stress and mental health related absences were not reflected as being a common reason for days lost due to absence given that stress and mental health was identified as the most common reason for long term absence. The Senior HR Officer agreed to look into this and feedback to the Member following the meeting. ACTION

-       Many respondents had not completed the demographical questions about disability, ethnicity, and sexual orientation. Clarification was given that these questions were only posed as an opportunity for employees to inform their employer of anything they wish the employer to be aware of. It was not compulsory to answer the questions, consequently, why there was a high level of employees that had not answered the questions.

-       Clarification was sought about SKDC’s approach to apprenticeships, especially regarding the retention of apprentices. It was confirmed that there were 33 current apprenticeships and SKDC were keen to keep the apprentice’s following the completion of their apprenticeships. These apprenticeships had helped to fill recruitment gaps and there were training contracts in place to cover the costs should any apprentices decide to leave. Apprentices were chosen by engagement with colleges, universities and public advertisements.

The biannual HR Dashboard and Key Performance Indicator Update was noted by the Committee.