Agenda and draft minutes

Moved by Violet Parker (UNISON) and seconded by Councillor Rowan Clarke

RESOLVED that Liz Robinson (UNISON) be elected as Chair of the           Union/Employee Consultation Committee for the ensuing year.

Liz Robinson (UNISON) in the Chair

Moved by Liz Robinson (UNISON) and seconded by Councillor Vicky Wapplington

RESOLVED that Councillor Mary Dooley be appointed as Vice-Chair of the          Union/Employee Consultation Committee for the ensuing year.

Apologies for absence were received on behalf of Councillor Duncan Haywood, Councillor Sandra Peake and Chris McKinney (UNISON).

To note any urgent items of business which the Chairman has consented to being considered under the provisions of Section 100(B) 4(b) of the Local Government Act 1972.

There were no urgent items of business to be considered.

Members should declare the existence and nature of any Disclosable Pecuniary Interest and Non Statutory Interest as defined by the Members’ Code of Conduct in respect of:

a)  any business on the agenda;

b)  any urgent additional items to be considered;

c)  any matters arising out of those items;

and if appropriate, withdraw from the meeting at the relevant time.

There were no declarations made at the meeting.

To consider the minutes of the last meeting held on 14^th March 2024.

Moved by Councillor Mary Dooley and seconded by Councillor Rowan Clarke

RESOLVED that the minutes of a meeting of the Union/Employee Consultation             Committee held on 14^th March 2024 be approved as a true and correct             record.

Due to a miscommunication, Item 7 was added to the agenda by mistake and not discussed at the meeting.

The HR Business Partner explained this report covered the Sickness Absence data for Quarter 4 2023/24.

The average number of days lost per employee for 2023/24 was 8.98 days; this was above the annual target for the Local Performance Indicator to the end of March 2024 (8.5 days).  While over the target and something to work on, the HR Business Partner noted it was still good it fell within 9 days.

One key trend highlighted was the average number of days lost per employee for Q4 2023/24 was 2.44 days; this was an increase from Q3 2023/24 and was the highest quarter of the year in terms of average days lost.  However, the 2.44 days lost per employee for Q4 2023/24 was lower than the same quarter in 2022/23.

3 Services experienced zero sickness in Q4 2023/24 and a further 4 Services experienced less than 1 day per full-time equivalent employee.

Table 3 of Appendix 1 listed the top reasons for absences, with a direct correlation between physically demanding work and health issues/problems sustained.  However, Stress/Depression was in the top 3 reasons for 2023/24 and had remained in the top 3 for every quarter since 2019/20.  Work-related cases of Stress/Depression had increased in Q4 2023/24.

Cases of COVID-19 had dropped, with only 5 days lost in Q4 2023/24; with future variants this may change.

There were 15 long term cases of absence in Q4 2023/24; 10 from physical health ailments and 5 related to Stress/Depression (3 of which were work-related).

Listed at Figure 2.4 were the steps the Council had taken to support employees.  These included: Mental Health awareness sessions being available ‘on demand’; Mental Health awareness initiatives being continually published on the Council’s intranet and weekly bulletin; the Cycle to Work Scheme; and the subsidising of gym membership.

A Menopause Policy had been introduced, the Neurodiversity Policy would be presented to Committee at the meeting, and a Transgender Policy would be introduced in the future;  the intent with such policies was to be proactive.

A new all-in-one employee benefits platform would be established, with the use of a new service called Vivup.  This would take over from previous schemes like Cycle to Work and introduce other promotional health schemes and preventative Mental Health provisions like a 24/7 helpline for independent advice (covering areas from health to finance), shopping discounts, support with medical costs and the rollout of green initiatives.  This in turn would improve staff retention, work productivity, and increase organisational savings.

An employee Health and Wellbeing Survey would take place to provide specific feedback on working at the Council to help improve offerings, and workplace health checks would be arranged; these are what the recently recruited Employee engagement Officer would develop.

It was important for the Council to always be looking for opportunities to help its employees.

A Member thanked the HR Business Partner for the report and asked how the 24/7 helpline would work.  The HR Business Partner responded that this would be provided by Vivup  ...  view the full minutes text for item UECC8-20/21

The HR Business Partner explained the purpose of the report was to seek approval for the implementation of a Neurodiversity Policy and was, like the Menopause Policy, designed to help create policy, increase awareness, and provide inclusivity at the Council.

There was a natural variation in thinking in society and conditions such as Autism, Attention Deficit Hyperactivity Disorder (ADHD), and Dyslexia could bring unique skills and perspectives to the workplace, including enhanced problem-solving abilities, creativity, and a high attention to detail.

The Neurodiversity Policy aligned with the Council’s commitment to diversity, equality and inclusion.  All employees deserved opportunities, encouragement and support to realise their full potential.  This would, in turn, provide a unique quality and skill set to the Council.

Key components of the Neurodiversity Policy were to raise awareness and education, tailor recruitment and hiring practices to provide inclusivity and accessibility, identify potential workplace adjustments, and provide an inclusive and supportive workplace where all employees could thrive.

The Chair stated the Unions’ point of view was that they favoured the implementation of a Neurodiversity Policy.

A Member expressed concern on the recruitment and interview process of potential employees; how would the Council as an employer react when a neurodivergent individual applied for a role.  The HR Business Partner stated it would be up to the individual whether they informed the Council or not, but if informed the Council could make any adjustments required.  One example was the ability to work in a quiet location.  Another was lowering the brightness of artificial lighting.

Awareness sessions were also key to encouraging responses to make these adjustments in the first place.  The HR Business Partner reiterated that diverse teams brought individual qualities and strengths to the Council; opportunities to bring other ways of working was important.  The Member noted it was excellent to accommodate all at the Council.

In response to questions from the UNISON Representative, the HR Business Partner stated the Council would be providing training, support, and awareness sessions.  The latter would highlight the capabilities of neurodiverse individuals, and these sessions could be comprehensive that Managers would not necessarily need further in-depth training.

In response to further questions form the UNISON Representative, the HR Business Partner explained the Neurodiversity Policy would provide enough adjustments so a recent fire alarm would not have had as an issue to those with sensory sensitivities.  Managers would also have flexibility to make work adjustments; a high level of detail on this may not be necessary (working hours are already adjusted regularly across the Council).

To a question regarding handling disciplinary matters towards neurodivergent individuals, the HR Business Partner admitted it was difficult to imagine a disciplinary action affecting conduct, but if it was a factor it would be part of the mitigation process for what had taken place; this would be factored into the disciplinary process.  It would likely be more of a factor to performance management, but this would be geared towards making improvements for the employee and workplace.

The Chair, as UNISON  ...  view the full minutes text for item UECC9-20/21