Today, I was giving evidence to the Scottish Parliament's Local Government Committee inquiry into workforce planning. Workforce planning is the process that organisations use to make sure that they have the right people with the right skills in the right place at the right time.
With nine out of ten austerity job losses in Scotland in councils, the impact of job cuts on the workforce has been huge. This is highlighted in UNISON Scotland's damage series of reports in which staff describe the daily stress and plate spinning, which is how they do their best to keep services going.
Added to this we have an ageing workforce, with around 40% of the public sector workforce in Scotland likely to retire within ten years. That has huge consequences for service delivery, particularly in local government. We already have experienced staff retiring, leaving junior staff, often without the necessary skills or knowledge, to muddle through.
In this context you would have hoped that workforce planning would be high on the agenda. In practice workforce planning in Scottish local government is generally very limited, at best local and largely ad-hoc. There is some national discussion with specific professions, or when a recruitment crisis highlights specific difficulties, such as planning. There is little strategic engagement with workforce representatives across the sector.
A current example of short-term thinking is the planned closure of the Master of Public Administration programme at Queen Margaret University in Edinburgh. This would leave Scotland with one MPA programme. I was in Wales recently and was impressed by their approach, while in Scotland we appear to be relying on others. Where is the next generation of public service leaders going to come from if we close down quality teaching and research programmes?
There are some local plans as well as guidance from CIPD, Audit Scotland and the Improvement Service. However, there is little national coordination, with silo working the most common approach. There have been some early attempts at a national approach in the care sector. Even here with a looming crisis, we are only at the early stages of a challenging process, given the fragmented nature of the service.
Effective workforce planning requires access to good workforce data. Our experience of collating data shows that councils often struggle to produce even the most basic workforce data. In some councils the data is only held at departmental level and because every council has a different structure, it is very difficult to put together a national picture.
A new approach to workforce planning is required across the public sector, including local government. Service integration means that this can no longer be undertaken in silos. Here are six steps we could take:
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