The Committee considered the report of the Executive
Director of Corporate Services and Commercial that provided
information on the levels of discipline, grievance, dignity at work
and sickness absence within the Council (excluding
schools).
The report indicated that the management of
the workforce was an important activity to ensure outcomes for
Sefton’s communities were achieved and to ensure that the
workforce was appropriately managed and motivated. Specific
information was provided on:
- Disciplinary, Grievance and Dignity at Work – The organisation enjoyed a comparatively good level
of cases and this reflected on the whole, both the good overall
industrial relations environment, the partnership approach that was
undertaken and also the work undertaken within departments. HR had
a business partner model that was industry best practice and HR
worked across departmental management teams to facilitate this
partnership working. The Council had clear and agreed processes in
place for consistency across the Council
·
Suspensions - In the period August 2024 to January
2025, 7 employees were suspended from duty within central Service
Areas (excluding schools)
- Disciplinaries - During the period August 2024 – January
2025, there had been 14 disciplinary investigations
- Grievances - During the period August 2024 – January 2025,
there had been 3 Grievances
- Dignity at work - During the period August 2024 – January
2025, there had been 3 dignity at work complaints
- Statistical data for Q1and Q2 2024/2025 (01.04.24 –
30.06.24 and 01.07.24 - 30.09.24). The information detailed
‘Short Term’, ’Long Term’ and ‘All
Absence’ data along with previous year’s figures for
comparison purposes
- Occupational Health referrals - Excluding schools, the reasons
for referral to occupational health during Quarter 1 and 2 of
2024/25 were detailed
- Initiatives undertaken by the Council which included the
Strategic Leadership Board continuing to monitor and encourage the
reduction of levels of both short and long-term absence; the
Occupational Health Unit providing Counselling and CBT (Cognitive
Behavioural Therapy) on a face-to-face basis. In addition, a
specific type of CBT known as Eye Movement Desensitisation, was
also available if declared appropriate by the OH physicians.
Telephone and video call appointments could be arranged if that was
the preferred method for individual; and physiotherapy appointments
being arranged through the OH Unit as were pension assessments for
ill health, ill health pension appeals and deferred pension
cases
- Managing Absence - the Council’s Sickness Absence Policy
which operated in a partnership with trade unions; and both the
trade unions and management recognised the need for correct
management of sickness absence to provide appropriate support to
lessen the demands on employees who remained at work.
- Managing Absence he Council’s
Sickness Absence Policy which operated in a partnership with trade
unions; and both the trade unions and management recognised the
need for correct management of sickness absence to provide
appropriate support to lessen the demands on employees who remained
at work.
Members of the
Committee asked questions/commented on the following
issues:
- The
number of employees with long-term disabilities
- How
employees are supported into different roles from their current
position
- The
numbers of staff remotely working
- The
availability of holistic programmes for staff to support their
mental health and wellbeing and the access to counselling
services
- The
uptake of health checks by staff
- The
use of “wellbeing champions” in the
workplace
- The
use of mental health first-aiders in the workplace
·
Benchmarking Sefton’s sickness statistics
against similar local authorities
·
How differing leadership styles of managers could
impact sickness absence levels, or the numbers of grievances being
lodged
RESOLVED:
That the report on the
levels of discipline, grievance, dignity at work and sickness
absence within the Council (excluding schools) be noted.