The Staffing Policy Committee of Wiltshire Council is scheduled to convene on Thursday 7 May 2026. The meeting's agenda includes a review of workforce data, updates on HR and Organisational Development initiatives, and proposed changes to several key policies.

Biannual Workforce Report

The committee will receive a report detailing workforce analytics for Wiltshire Council up to March 2026. This report provides an overview of workforce size, demographics, pay, recruitment, agency use, sickness absence, turnover, and employee relations. It highlights trends such as a greater grip on workforce growth and costs, improved recruitment performance, and reduced reliance on agency staff. The report also identifies ongoing challenges, including an ageing workforce profile and the need to enhance data quality and management capability. The data indicates that while headcount has risen, Full-Time Equivalent (FTE) figures saw a reduction in the most recent quarter, suggesting that recruitment cost control measures are having an impact. The workforce remains predominantly female, and the average employee age has been steadily increasing, with the 55-64 age band becoming the largest. Permanent salary costs have risen, reflecting pay awards and increased headcount, while agency costs have fallen significantly over the past year. Recruitment numbers have dropped following the introduction of an additional approval stage, and while hiring in specialist areas remains challenging, there has been a clear downward trend in the time taken to recruit and fill positions. The report also details apprenticeship levy utilisation and sickness absence data, noting a slight decrease in working days lost per FTE, though total sickness costs have increased. Turnover has dropped to 8.9%, with 'Resignation No Reason Given' and 'Retirement' being the top reasons for leaving. The HR Advisory team is managing a sustained and complex caseload, with ongoing work to improve timeliness, consistency, and reporting.

HR&OD Annual Report 2025-26

This report will summarise the activities of the HR & Organisational Development (HR&OD) team from April 2025 to March 2026, and outline future priorities and challenges. The report details progress in areas such as Wellbeing and Inclusion, Management and Leadership Capability, and Employee Experience. Initiatives include the expansion of reverse mentoring, the introduction of neurodiversity training, and the establishment of a new early careers staff network. The report highlights the importance of workforce policies in supporting managers and details development activities for managers, including the LEAD Management Development Programme. Employee experience initiatives include strengthening internal communications and early career pathways. The report also addresses horizon scanning, compliance, and system improvements, including updates to Oracle and preparations for the Employment Rights Act. Key workforce challenges identified include persistent recruitment and retention difficulties, increasing complexity in employee relations cases, and capacity constraints. Future priorities for HR&OD include refreshing the sickness absence policy, embedding the Hybrid Working Policy, and enhancing digital capability.

Apprenticeship Policy Update

Proposals to update the Apprenticeship Policy will be presented. The proposed changes aim to incorporate a clear process for situations where an apprentice is not meeting the standards of their apprenticeship or fails their End Point Assessment (EPA). This update is intended to ensure consistent management of such cases and maintain organisational accountability, in line with employment law. The policy currently supports apprentices in progressing to substantive roles upon successful completion, and the proposed amendments will address scenarios where this is not achieved.

Grievance Policy Changes

The committee will receive a report on updates to the Grievance Policy and procedure. The current procedure, introduced in 2022, is being reviewed due to changes in how grievances are raised, including the increasing use of AI technologies leading to more lengthy and legalistic submissions. The report highlights an increase in grievance cases and extended investigation timescales. Proposed amendments include a six-month trial where HR Advisory will undertake investigations for formal grievances, aiming to improve oversight, consistency, and timeliness. Updates to the Grievance Notification (GN1) form are also proposed to support clearer and more structured submissions. The report also addresses the transfer of information between grievance and disciplinary processes and the introduction of investigation terms of reference.

Wellbeing and Attendance Policy

A report will be presented proposing a new Wellbeing and Attendance Policy, which will replace the existing Sickness Absence Management Policy and its supporting framework. The new policy aims to modernise the council's approach to managing sickness absence by placing wellbeing at the centre of the process. It emphasises early intervention, proactive action, and constructive dialogue between managers and employees. Key aspects include embedding positive attendance behaviours, promoting constructive dialogue, and strengthening return-to-work discussions. The policy introduces a single, integrated approach to managing both short and long-term absences, with clearer processes and tailored outcomes to ensure fairness and consistency. The aim is to reduce sickness absence rates and foster a positive attendance culture.

Reverse Mentoring Update

An update on the Council's Reverse Mentoring Programme will be provided, outlining its progress and early evidence of impact on inclusive leadership and people management capability. The programme pairs senior leaders with colleagues who share lived experiences related to protected characteristics and broader inclusion themes. Feedback from participants has been positive, highlighting the programme's value in raising awareness, shaping inclusion activity, and building networks. The programme has been expanded to include more senior leaders and Heads of Service, with key themes including disability, neurodivergence, women's experiences, and race equality. Early evaluations suggest the programme is strengthening inclusive leadership practice and leaders' ability to engage meaningfully with equality and inclusion considerations.