The Workforce Planning and Administrative Manager submitted a report, the purpose of which, was to provide an update on the actions taken and those planned, in relation to staff wellbeing, following the findings of the staff survey conducted in September 2018.

The report outlined certain background information, where it was confirmed, that in 2018/19, 11.79 days were lost due to sickness absence per full time equivalent employee, with stress/anxiety/depression/mental health related absences accounting for 30.8% of all days lost.

Reference to the staff survey so conducted, advised of a range of factors relating to job satisfaction and staff wellbeing that were measured as part of the survey. The type of responses received were shown in bullet point format in paragraph 3.5 of the report.

The council supports its employees through the application of various HR protocols, Occupational Health and the Employee Assistance Programme (EAP), as well as various staff benefits. A summary of these amongst other information, was shown at Appendix 1 to the report.

There was scope for employees to request a change in working hours, as well as purchasing extra annual leave, up to a maximum of a further 10 days. Counselling services were also available through EAP.

The Authority was also developing an Employee Wellbeing Strategy, the intention of which would be to focus on how it intends to develop a strong wellbeing culture to support a motivated, flexible and committed workforce. Whilst this is ongoing, there has already been an increased focus on employee wellbeing initiatives.

The following paragraphs of the report outlined in more detail some of the health initiatives the council were providing moving forward, including the convening of monthly health check clinics.

Furthermore, we were exploring with local charities, ways to improve the awareness and understanding of a range of health conditions that could have a positive impact on employee wellbeing within the workforce. This had also included discussions with charities based in Bridgend and working across the Cwm Taf Morgannwg region, including bespoke training and support for mental health and wider employee wellbeing. Any additional services offered as a result of these discussions, would be subject to a separate business case the report identified.

A Member referred to paragraph 3.7 of the report, and he asked by what methods was it intended, to increase awareness of staff in relation to benefits within the Authority that were available to them, particularly health benefits.

The Workforce Planning and Administrative Manager advised that the last few months, the Authority had been actively engaging with iCOM, requesting further details of benefits available to staff (that they may only have a limited knowledge of), and to pass on further information regarding these through Bridgenders.

A Member referred to paragraph 3.4 of the report, where reference was made to there being a problem with stress related sickness absence, which accounted for not far off a third of all sickness absence of staff. He felt that this percentage would not likely reduce any time soon, with staffing reductions still ongoing. He asked therefore, if HR had considered conducting a staff survey specifically relating to stress in/outside the workforce. He felt it would be helpful for the Authority to capture data on this from staff who completed such a survey.

The Chief Executive confirmed that the Staff Survey carried out in 2018, was the first survey of this kind that had been undertaken for a few years. He advised that the survey (which did not include Schools staff) targeted 3,000 employees, and he was pleased with the response from 1,291 members of staff, which equated to 43% of the workforce. A considerable number of the elements of feedback from staff who completed the survey, would be taken on board he added. Notwithstanding the fact that the Human Resources (HR) Department was currently going through a restructure, it was intended to repeat such a survey more frequently, and the HR Department going forward, would be concentrating more on staff wellbeing, particularly as the council was now becoming a shrinking workforce. He added that he would also consider the suggestion put forward by the Member.

A Member enquired why schools were excluded from the staff survey.

The Chief Executive advised that he would find out the answer to this point and advise the Member of this outside of the meeting, but he suspected it was due to the fact that schools provided their own in-house staff surveys/staff engagement.

A Member referred to the eligibility of those employees who were able to work reduced hours/purchase extra annual leave. She asked if this was open to all council staff.

The Workforce Planning and Administrative Manager replied by stating that an employee firstly had to have worked within the Authority for 12 months prior to being considered for the above options. All flexible working requests needed to be considered in the context of service requirements. He was able to obtain data regarding requests for both the above and the outcomes of such requests, outside of the meeting.

A Member referred to those staff that regularly dealt with the public, including on-line, and asked if there was a Policy in place within the council that supported and protected them if they were confronted by abusive customers.      

The Chief Executive advised that the council had such a policy in place, as well as adopting a zero tolerance approach to staff having to put up with abusive customers.

The Deputy Leader closed debate on this item, by confirming that bespoke training was also available for staff in their support of dealing with rude or abusive members of the public.

RESOLVED:                      That the Cabinet Committee Equalities noted the information contained in the report.