DWP RESOURCE PLANNING

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DWP RESOURCE PLANNING

• Mike Baker
• Head of Workforce Planning DWP

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Presentation Outline

• Workforce planning
• DWP Structure
• The Pay and Workforce Strategy
• Baseline Position
• Access to and use of data
• Perspectives

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Planning

• Plans are useless, Planning is essential
• General Eisenhower

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Pay and Workforce Strategy Vision

• Sharing in returns from investment through
• A smaller, better skilled, better motivated
  workforce
• Increased focus on value added activity
• More personal advisors, less clerical activity
• Improved pay arrangements
• Contributing to
• Better performance
• Improved customer service

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DWP Structure

• Client Areas
• Working Age Client Group
• The Pensions Group
• Children
• Disability Directorate
• Health and Safety Exec
• Corporate and Shared Services
• Programme Systems Delivery, HR, Finance,
  Communications etc

• Delivery Businesses
• Jobcentre Plus
• The Pension Service
• Child Support Agency
• Disability and Carers Services
• Appeals Service

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A smaller workforce

• 130,000 down to 112,000
• Assumption unemployment will not rise by more
  than 10-15
• Assumption earnings grow no more than 4.5 p.a

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A smaller workforce
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Warning 12 Gradient !
130000
125000
120000
115000
110000
105000
100000
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Workforce implications

• Current workforce
• 129,000 WTE, 25 of civil service
• 50 AO, 30 EO, 10 AA
• 70 female, 20 work part time
• Spread across all GB regions
• Pockets of high and low turnover

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Staff in the right place ?
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Existing Jobcentre Plus Contact Centre staff vs
DWP businesses within 10 miles
Jobcentre CC
DWP Businesses within 10 miles / WTEs
Jobcentre CC
DWP Businesses within 10 miles / WTEs
Blackburn Current Staff 74
CSA 149
ISB 0
Dundee Current Staff 209
CSA 6
ISB 0
HQ/Disability 1,343
Jobcentre Plus 1,117
HQ/Disability 4
Jobcentre Plus 387
Total 2,608
Total 397
Blackpool (Marton Mere) Current Staff 0
CSA 315
ISB 0
Garston Current Staff 90
CSA 1,543
ISB 85
HQ/Disability 2,907
Jobcentre Plus 925
HQ/Disability 533
Jobcentre Plus 2,968
Total 4,147
Total 5,129
Bootle Current Staff 75
CSA 1,543
ISB 85
Grimsby Current Staff 182
CSA 0
ISB 0
HQ/Disability 436
Jobcentre Plus 2,615
HQ/Disability 0
Jobcentre Plus 180
Total 4,679
Total 180
Bridgend Current Staff 100
CSA 0
ISB 0
Halifax Current Staff 164
CSA 15
ISB 0
HQ/Disability 10
Jobcentre Plus 309
HQ/Disability 103
Jobcentre Plus 1,417
Total 319
Total 1,535
Cobalt Current Staff 0
CSA 1,190
ISB 55
Hastings Current Staff 0
CSA 1,221
ISB 0
HQ/Disability 2,065
Jobcentre Plus 2,087
HQ/Disability 13
Jobcentre Plus 226
Total 5,397
Total 1,460
Coventry Current Staff 279
CSA 1
ISB 0
Lincoln Current Staff 200
CSA 8
ISB 0
HQ/Disability 10
Jobcentre Plus 542
HQ/Disability 16
Jobcentre Plus 283
Total 553
Total 307
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Enablers

• Pay and reward key component of modernisation and
  delivery strategies
• 3 key goals
• Better pay opportunities for all
• Rewards related to contribution, assessed by line
  manager
• Common DWP framework

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Enablers

• Key element of future strategy
• Line management role
• Pay related to performance
• Pay rates more closely linked to external market

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Baseline Position

• Data available on
• Staff numbers, grades, locations
• System Constraints
• Reliance on corporately held systems not clerical
  counts
• No Systematised Modelling capability
• To improve forecasting

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Perspectives

• District, business, regional, corporate
  perspective
• RECIPE involvement
• Early warning potential hotspots- surpluses
• provide assurance to PWSSG and ET

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Use of Data to inform strategy

• The Pension Service need 1500 additional staff to
  handle take-on of claims from 4m households
• Learning and Development targets to increase by
  60 number of hours of E - learning available
  driving up productivity
• Staff survey data highlighted focus on LD and
  Leadership

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Other Sources

• Staff attitude Survey
• IIP reviews
• PDS feedback
• Pay Review

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Conclusion

• Good start
• Good processes in place
• Reporting progress on a wide range of areas
• Lots more to do
• Big risks