Workforce strategy template

This people strategy template can be used as a framework for developing a people strategy to suit your local circumstances. A people strategy should include:

an introduction background and context people management aims objectives and actions additional information

For further information, view the following IDeA publication: What's your people strategy

Introduction

Why the strategy has been developed. The aim of the strategy. Links between the strategy and the council's overall vision, values and objectives. For example, what sort of corporate objectives will link to the council's role as a local employer. Sbicza01How the people strategy will support and drive performance improvement. How the strategy aligns with other council-wide plans and strategies, for example, communications. Issues that the strategy will address. A contact point for further information on the strategy. An endorsement from the leading elected member(s) and/or the chief executive.

Background and context

The council's employment profile: staffing numbers, equalities profile, types of jobs, etc. Key influences and challenges faced by the council, for example national and local political, economic, social and technical factors. Any information on the views and opinions of employees and others, that may be relevant, for example from previous staff attitude surveys, focus groups, etc.

People management aims

Set out the key aims that have been identified as important to improving people management approaches in the council. The strategy should explain how these link to the council's overall vision, values and objectives and link with each other. Many councils use a diagram here to illustrate the links.

Objectives and actions

The specific objectives that need to be undertaken to meet the aims. Action that needs to be taken to meet these objectives. Performance indicators that can be set to measure success, including links to national best value performance indicators. Target dates or deadlines by which action should have been taken. Names of officers responsible for meeting these objectives. This will ensure clarity about the roles and responsibilities of senior managers, line managers, staff, the HR function and partners/contractors. Links with other work that needs to be highlighted. Many councils set this information out in a tabulated form.

Additional information

Information on resource implications. Training needs. Information for managers on how to support the strategy within their own management practice, policies and procedures. Information for employees on the people strategy and what it will mean to them in practice.

Members
Members should:

recognise the impact people have on service delivery improvement endorse the overall people strategy and direction ensure that resources are targeted towards achieving the strategy regularly monitor and review the progress of the people strategy and its effects on services

Senior managers
Senior managers should:

recognise the impact people management have on service delivery improvement ensure that corporate objectives and proposals consider the implications of people management take a lead role in the strategy's development and implementation exemplify people management practice set management targets and monitor managerial performance against the strategy's objectives regularly monitor and review the progress of people strategy and its effects on services

The HR team
The HR team should:

sell the business case take a lead role in the strategy's development ensure that all stakeholders, including employees are involved in its development ensure that all HR activities support the strategy keep abreast of any developments to service provision which could effect the people strategy develop targets and performance indicators to measure success continuously develop the skills and capacity of themselves and managers ensure that the HR function can support and deliver the strategy

Line managers
Line managers should:

understand and implement the people strategy and people management policies recognise the impact people have on service delivery improvement appreciate their role within achieving the strategy's objectives seek advice and support in order to improve their management practice monitor how well they are doing against the strategy; for example, comparing team absence or turnover rates with overall council targets gain the support of employees, by ensuring they understand what the people strategy means for them

Employees and their representatives

Employees and their representatives should:

be involved in the development and implementation of the strategy understand their role and responsibilities in relation to the achievement of the strategy's objectives feedback issues that are getting in the way of achieving the strategy