Impacts of obtaining all resources required, including people
Risk of:
- low pay, unequal pay, precarious work, poor employee retention.
- inappropriate use of casual labour, including agency and umbrella company workers or zero hours contracts.
- gender imbalance.
Opportunities for:
- increased skills and productivity gains.
- recruitment from minority ethnic communities; disabled people and other under-represented groups; advertising and outreach; sifting and interviewing.
- developing innovative recruitment practices aimed at attracting new talent.
- opportunity for engaging with employability services like No One Left Behind.
- creating posts that offer flexible working, part-time working, job sharing.
- engaging in Modern Apprenticeships, work placements, vocational training.
- recruitment from areas of deprivation.
- recruitment from other, local priority groups.
- membership of an accreditation scheme or charter such as the Race at Work Charter, Carer Positive, Living Wage Employer, Living Hours Employer, Considerate Constructors Scheme, Investors in People.
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Impacts of set up of service
Risk of:
- remuneration and other terms of engagement falling below requirements.
- erosion of average pay rates in sectors, or diversion from collective agreements.
- low pay, unequal pay, and pay gaps (gender, disability or ethnicity pay gaps).
- pay and hours arrangements that deny workers stability of employment or hours of work, e.g. inappropriate use of zero hours contracts, failing to pay wages for travel time within working time.
Opportunities for:
- staff training – induction, health & safety, staff development, etc.
- reductions in occupational segregation through inclusive recruitment practices – including recruitment from minority ethnic communities, disabled people or other priority groups: advertising and outreach; sifting and interviewing with a diverse panel.
- engaging Modern Apprenticeships, work placements, vocational training.
- recruiting young people.
- recruitment from areas of deprivation (Scottish Index of Multiple Deprivation).
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Impacts during service delivery
Risk of:
- poor effective voice – lack of channels for staff concerns to be heard and issues to be resolved quickly and effectively.
- staff turnover and loss of key skills.
- industrial conflict, stoppages and delays.
- unstable and non-inclusive employment.
Opportunities for:
- effective voice – through appropriate channels, including trade union recognition; mechanisms for reporting health & safety and other concerns.
- upholding collective agreements and promoting clear dispute resolution processes.
- staff training and development – evidence through contract management.
- no inappropriate use of zero hours contracts – evidence provided through contract management process.
- a more diverse and inclusive workplace where workers have security of pay and contract.
- offer flexible and family friendly working practices; workplace adjustments made for disabled staff e.g. Access to Work; support workplace equality through networks – race equality, disability, gender, etc.
- contract management of equal pay and gender pay gap, real Living Wage accreditation and supporting union recognition and collective agreements.
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Impacts at end of contract / end of service
Risk of:
- loss of talent / trained workforce.
- fire and re-hire practices.
Opportunities for:
- workforce recruitment and retention.
- Workforce Development Plans and Succession Management Plans in place.
- consultation with staff at end of contract – learning lessons, making improvements in recruitment and employment practices; exit interviews are used to understand why a person is leaving.
- supporting workforce in identifying & securing new roles.
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