People Strategy and Annual People Plan review
F e b r u a r y 2 0 2 3
People Team
Our People Strategy
Hafod creates great days at work where…
Talented people want to work and stay and everyone’s contribution is valued
Culture, Leadership and behaviours encourage and enable innovation, collaboration and accountability
Skills are developed and ambitions are achieved
People working practices enable Hafod to achieves its objectives
1,240
Challenges over the past 12 months
Internal challenges
Resourcing Challenges
Budget challenges
High ER Caseload
Development of digital skills
Conflicting priorities across departments
Ability to consistently communicate and engage with all colleagues
Manager capability and capacity
Trust
for GPTW
ACAS conciliations Certified Great Place to Work for Women Median gender pay gap
380 Redundancies
2022 in numbers 68% 0
index
12.9%
14
Leavers Average headcount
New starters
L5 Coaching qualification
advertised
Colleagues completed CHAPS programme
338
12 580 Colleagues completed
Vacancies
10
Over 13,000 learning hours Living with Covid 19 The Great Resignation and Quiet Quitting
Attraction to the sector External jobs market
Cost of Living External challenges
Total colleague turnover
Total colleague turnover is 1.6% higher than the same time last year
Majority of turnover is voluntary
Overall headcount is lower – which negatively impacts colleague turnover Colleague turnover in Care is tracking in line with external benchmarks in the adult social care sector
Colleague turnover across 2022
Top reasons for leaving in last 12 months:
Resignation –Career Opportunities (38%)
Resignation –Personal Circumstances (26%)
Majority of our labour turnover is driven by the Care area of the business that equates to 70% of all headcount
Business area Total turnover 2021 Voluntary turnover 2021 Total turnover 2022 Voluntary turnover 2022 Hafod 28.2% 23.9% 29.8% 27.02% Care 29.7% 22.9% 29.09% 26.6% Housing 15.2% 24% 21.09% 19.7% Support 31.3% 32.5% 44.07% 38.2%
NovemberDecemberJanuaryFebruaryMarchApril MayJuneJulyAugust SeptemberOctober 50 40 30 20 10 0
Hafod Care Housing Support
Colleague retention
Average retention rates for the last 12 months:
80.3% - for colleagues with more than 12 moths service
77.2% – for colleagues with less than 12 months service
Less than 12 months service Over 12 months service
Retention measures show the percentage of colleagues who are with us today that were with us the same time last year
Business area 2021 2022 % change Company 82.7% 80.3% - 2.4% Care 82 2% 80 5% -1 7% Housing 87.1% 89.3% +2.2% Support 85% 73.7% -11.3% Central 80% 81.2% +1.2% Hafod Care Housing Support NovemberJanuaryMarch May July September 50 40 30 20 10 0
Hafod Care Housing Support NovemberJanuaryMarch May July September 100 75 50 25 0
Sickness absence
Our average absence rate for the last 12 months is 7% which is 0 7% higher than the same time in 2021
Our current overall absence rate is higher than published external benchmark rates
The high level of sickness absence in Q4 2021 and Q1 2022 were impacted by Covid-19 and self isolation requirements, particularly for Care colleagues unable to work during isolation
Sickness absence rates in Support show an overall decreasing trend
Sickness absence rates in Housing fluctuate and are influenced by cases of long term absence
Our overall absence trend over the last 12 months reflects the absence trend within Care as this is where the majority of sickness absence occurs
Hafod Care Housing Support NovemberDecemberJanuaryFebruary March April May June JulyAugustSeptemberOctober 15 10 5 0
Average days lost to sickness
Average number of sickness days lost per colleague over last 12 months was 2 13 days
Data used for providing our sickness metrics is reliant on accurate and timely absence data being recorded in the system
Top 4 absence reasons over last 12 months:
Sickness – Other Covid-19
Anxiety / Depression
Musculoskeletal
Hafod Care Housing Support NovemberDecemberJanuaryFebruary March April May June JulyAugustSeptemberOctober 4 3 2 1 0
Key achievements
Well-being
Wellbeing roadshows
Development and launch of Menopause policy and support
Sustainable period product training and awareness
Cost of living support provided to colleagues
Achievement of GPTW 2022 with an improved Trust Index score
Delivery of in person resilience sessions
HR operations
Skills
Ten colleagues completed the Care Home Assistant Practitioner course
Digital literacy skills via onsite and online training
Launch of Digital Heroes
WG funding for digital training
Hosting of WG Graduate in partnership with SWFS
Formal coaching skills via ILM’s Identified organisation skills needs through workforce planning
Launch of My Hafod app and onsite training for colleagues and managers Improved colleague data and reporting capability
Established Care and Support agency PSL
Successful application for sponsorship licence to support Care recruitment
Additional HR Support provided to managers for absence management in Care
Refer a friend scheme developed and launched for care recruitment Management of ER caseload with increased number of colleague grievances
Culture and behaviours
Launch of Hafod Culture
Principles and Behaviour
Framework and training events for Managers
Formal launch of hybrid working and supporting team agreements
EDI project ‘Get into Housing’ placements commenced
Achievement of 'Best Workplaces for women 2022
Priorities for 2023
What we will do:
Reward and recognition
Colleague recognition scheme and local colleague engagement budgets piloted within Care
Recognising colleague behaviours in weekly comms and social media
Festive gathering arranged for central colleagues and local celebrations catered for across care and support
Future proof organisational structures in line with workforce planning and care road map
Future proof skills and talent
Develop great people leaders
Provide people practices that engage our colleagues
