Agenda item

(Report by Mr Roger Gough, Cabinet Member for Business Strategy, Performance and Health Reform and Mrs Amanda Beer, Corporate Director for Human Resources.  Mr Nigel Fairburn, Organisation Effectiveness Manager and Mr Gordon Baker of the consulting firm TalentDrain where present for this item) 

(1)       Since December 2011 Kent County Council had taken proactive steps to understand what prompted employees to leave the organisation. TalentDrain, an employee engagement and retention specialist, had been commissioned to provide an exit survey service for voluntary leavers. TalentDrain had undertaken similar work in Kent schools. The survey was online although arrangements had been made for employees who do not have access to a computer to complete a paper version.

(2) Mr Baker gave a presentation which highlighted a number of key messages from exit surveys and is summarised in paragraphs 3-5 below.

(3)  Employees were asked for their views on 12 organisational and employment areas. They were:  organisational confidence; cooperation; career progression; salary & rewards; well being; vertical relationships; loyalty and trust; personal growth; job satisfaction; independence; ethical standards and working conditions.

(4) Across these categories the majority of leavers said they were satisfied, most areas scored in excess of 70% with leavers stating that those elements were not a reason for leaving. Highest scoring areas include ethical standards 82%; independence 79%; loyalty and trust 75%; job satisfaction 75%; vertical relationships 74% and; personal growth 70%.  Lowest scoring areas were: organisational confidence 54%; cooperation 60%; and career progression 65%. Approximately two thirds would work for KCC again and a similar number would recommend KCC as a place to work.  Mr Baker said the data also showed some staff had left because of having a lack of confidence in the future of the organisation and not knowing what their role might be.  Unhappy leavers often went because they felt dissatisfied with their job or with KCC whereas happy leavers went because they felt it was time to move on to new challenges.

(5) The report set out a number of actions being taken as part of the Engagement Strategy (previously presented to Personnel Committee) and that would support the retention of talent.  An Employee Value Proposition survey had also been undertaken which asked staff for their views on working for KCC.  The results of that survey would be used to inform further actions planned in direct response to what staff said. Also a Rewards and Benefits survey was currently being undertaken to seek staff views on the employment package – that would help inform how future resources were targeted. 

(6) During the discussion it was said that managers needed to better understand the data related to issues around staff retention and that staff should be interviewed about their reasons at least 3 weeks before they left. Also measures of how the Council was doing in this area should be subject to an external benchmark. The importance of ensuring this information was well communicated around the organisation was emphasised and as a start to that process the report would be sent to the Corporate Board before being rolled out further across the Council. 

(7)  The Committee resolved to note the key messages from employees who had left KCC and the measures being taken to ensure the Council maximises its ability to retain talent at the same time as the organisation is contracting and going through a period of unprecedented change.