Human Resources

Authority	Cabinet Office
Date received	2019-05-20
Outcome	Some information sent but part exempt
Outcome date	2019-06-11
Case ID	831366

Summary

The requester asked for government employment statistics, an on-boarding policy, details on payroll errors, and the HR CEO's salary. The Cabinet Office provided the on-boarding policy but withheld the other requested information, citing partial exemptions.

Key Facts

The request was received on 2019-05-20 and the outcome was issued on 2019-06-11.
The authority responded with a 49-page on-boarding policy document titled 'Planning for your new team member'.
Information regarding total government employment numbers was not disclosed.
Details about the largest payroll error amount were not disclosed.
The annual salary of the CEO of Human Resources was not disclosed.

Data Disclosed

2019-05-20
2019-06-11
49
3
OCTanner (2018)
Macmillan (2018)

Original Request

Please can you provide the information below: 1) As of the date of this request, how many people are employed (FTE, PTE, ZH and contract) by the Government - broken down by each department (regulatory board, etc). 2) Provide a copy of your on-boarding policy for new employees. 3) As recently reported in the local media, there is a problem with your payroll system. What was the largest amount paid in error to an individual? 4) What is the annual salary of the CEO of Human Resources? Thank you.

Data Tables (16)

Desk 1	Desk 2	5 k s e D
Desk 3	Desk 4

Desk 1	Desk 2	5 k s e D
Desk 3	Desk 4

g 2 n m i t e o e o M R
g 1 n m i t e o e o M R

2 k s e D	4 k s e D
1 k s e D	3 k s e D
Desk 5

Desk 1	Desk 2	5 k s e D
Desk 3	Desk 4

Desk 1	Desk 2	5 k s e D
Desk 3	Desk 4

	Monday	Tuesday	Wednesday	Thursday	Friday
A M	 Generate ID badge and swipe card.  Tour of work site with line manager and introduce to various teams. Provision of access card, details of refreshment fund.  Introduce to Buddy and explain how they will help.  Look through the induc- tion pack.  Introduction to team, what we do, our mission, values and how this fits in with wider government.  Show where their locker is and where their person- al belongings can be kept.	 Meet with line manager to set objectives and performance, standard and ex- pectations and duties of the role.  Log into ELearn Vannin and com- plete modules on GDPR and Finan- cial Governance Foundation Course.  Explain the func- tions of your ar- ea, how it fits with the dept. and Public Ser- vice.	 Overview with line manager of Departments/ Divisions you will support and wider issues ongoing with them.  Introduction to any computer systems that will be used in the job.	 Start doing the job, ensuring that other team members are availa- ble to pro- vide assis- tance or training as appropri- ate.	 Finish any sections of the first week that have not been com- pleted yet.
PM	 Computer access and set up on printer and scan- ner. Demonstrate use of equipment.  Read through policies on health and safety, sick- ness, smoking, dress code etc.  Have a team meeting to introduce them to the team and have some team building conversa- tions.  Meet at the end of the day to discuss how first day has gone.	 Terminology and jargon used in the office.  Talk through job description and what’s expected, what it means.  Check everything is ok with their rental property or accommodation if they have relo- cated.	 Spend time shadowing oth- er team mem- bers—have time to make notes and learn some process- es.	 Further shadowing of team members and oppor- tunity to tackle piece of work on own.	 Meeting with line manager to review first weeks progress and go through next week’s induction plan.

Chief Officer Sponsor	Sheila Lowe and Mark Lewin
OUTCOME	DESTINATION STATEMENT—WE WILL HAVE
We have a strong, positive employer brand	 A reputation as an employer of choice in a global market  Attractive multi-media campaigns that highlight the culture and the benefits we offer people  People who highly recommend us as a great place to work
We have pro-active and competitive recruitment	 A pro-active workforce planning led approach to recruitment  Competitive methods for finding the best talent  Talent pools and talent pipelines at all levels that have interested candidates suitable for appointment  Bespoke strategies for hard to recruit areas  A recruitment service providing specialist and expert guidance on all aspects of recruitment  Apprenticeship, internship and graduate recruitment schemes  Engagement and work experience schemes with schools and university students from the IoM
We have methods of assessment which find the best candidate	 Managers skilled in interview and assessment methods  A mixture of assessment practices which are right for the role  Market leading and evidence based assessment practices  Impact assessments to ensure our recruitment and assessment practices are delivering
We have prepared and engaged candidates joining us	 Individual support, guidance and information for new starters  Support and help for candidates relocating to the Isle of Man  Integrated induction when joining the Isle of Man Public Service  Continued engagement with new joiners after they have started which informs our future recruitment and retention
We have a good exit process	 Ex-employees who feel supported when leaving and continue to recommend us as an employer  Information from people leaving which is evidence based, acted on and informs our future recruitment and retention  Former employees that remain in touch and engaged with Isle of Man Public Service

Chief Officer Sponsor	Richard Lole
OUTCOME	DESTINATION STATEMENT—WE WILL HAVE
Our leaders empower their teams and deliver on the programme for Government	Leaders who:  Are measured on their people management abilities and on delivery through people  Know what engages their people and actively create a climate where engagement is high  Regularly provide positive feedback and constructive criticism adopting a coaching style  Take action to address performance issues  Are skilled at creating and communicating a clear view of where their organisation is going  Motivate, inspire and work collaboratively with colleagues to get there  Keep up to date with changes in leadership and culture  Are aware of and actively manage the culture to maximise delivery and engagement  Act with discretion and take responsibility  Empower their teams to effectively manage uncertainty
We display the values and people qualities of the Isle of Man Public Service	People who:  Know what is expected of them  Take responsibility for their actions and their development  Demonstrate a commitment to going the extra mile in pursuit of continuous improvement  Actively encourage innovation and implement new ideas  Have open and honest communication  Trust and are trusted  Evaluate and learn from successes and failures
We have a sense of belonging to the Isle of Man Public Service	People who:  When talking about Isle of Man Public Service say ‘we’  Know how their role contributes to the work of the Public Service  Are proud of their role and of the Public Service  Are committed to improving the Public Service  See the Isle of Man Public Service as a “great place to work”

Chief Officer Sponsor	Ronald Barr and Mark Kelly
OUTCOME	DESTINATION STATEMENT—WE WILL HAVE
We have a reward strategy that allows us to hire and retain people we need	 Competitive pay and reward systems  Opportunities and rewards for those who are exceptional performers  Systems that reward behaviours and values  A culture that actively supports flexible working arrangements
We have a performance driven culture	 Processes and embedded behaviours that drive high levels of employee engagement, talent management and performance  Expected standards of performance and behaviours that are communicated well  An effective performance review system  Under performance managed in a supportive yet robust and transparent manner
We feel valued for the work we do	 New ways of recognising, communicating and celebrating employee success and achievement  A culture of open communication, where people are trusted, valued and respected  Employee surveys, briefings and suggestion schemes which listen to the opinions of people and which are actively responded to  Tailored development opportunities, mentoring, coaching and projects that help peo- ple to grow by matching their skills, strengths and aspirations  Achievements that are regularly communicated across the Isle of Man Public Service and the Isle of Man

Chief Officer Sponsor	Nick Black and Ronald Barr
OUTCOME	DESTINATION STATEMENT—WE WILL HAVE
We have a resilient and healthy workforce	 Systems, programmes and policies which proactively support the health and well-being of our people  People who are confident at recognising and addressing health and well-being issues within their team  Early interventions and support available for people  People who have a healthy work life balance  People who feel that the Isle of Man Public Service cares about their health and well-being  Management data which assists decision making about health and well-being initiatives
We have proportionate health and safety management	 Health and Safety policies which are risk assessed and sensible to enable personal responsibility  Health and Safety policies which are designed to be preventative rather than reactive  Staff with the competence, equipment, guidance and support that they need to work safely  Operations which are measured against and comply with recognised standards of good health and safety management
We actively support social responsibility	 Community projects and programmes which people feel are important and participate in  A reputation as an organisation which cares and invests its time in good causes both locally and further afield  A commitment to use our resources responsibly and minimise our impact on the environment
We are committed to Equality, Diversity and Inclusion	 A culture of tolerance, compassion and respect  Equality, diversity and inclusion embedded as fundamental principles throughout the Isle of Man Public Service  A workforce that represents our diverse community

Chief Officer Sponsor	Malcolm Couch
OUTCOME	DESTINATION STATEMENT—WE WILL HAVE
We have agile organisational design	 Redesign activities that are aligned to the delivery of the Programme for Government and positively impact on organisational culture  Organisational design that is implemented through an internal consultancy approach, drawing on cross departmental capability  Organisational structures that are efficient, effective and meet the needs of a modern Public Service
We have career development frameworks, talent management and succession strategies in place	 A serious and focused approach to succession management  Published career pathways linking development activity and specialism  Transparent and flexible movement of people across Isle of Man Public Service  Leadership and management development clearly linked to succession and career development pathways  A clear career development offering that incentivises people to join the public service
We support new and improved ways of doing things	 A sense of urgency and pace and enthusiasm about new and better ways of doing things  An environment where change is constant, appreciated and expected  A culture where everyone takes responsibility and ownership for change  A culture where change is orchestrated and implemented skilfully  Processes and systems that engender continuous improvement  Greater democracy, accountability and trust within the organisation through delegation of authority and improved systems and processes

Full Time Equivalent	Full time	Part Time	Total
Cabinet Office	313.6	18.58	332.18
Communications Commission	4		4
Department for Enterprise	149.31	7.9	157.21
Department of Education Sport and Culture	1120.15	534.64	1654.79
Department of Environment Food and Agriculture	157.69	8.95	166.64
Department of Health and Social Care	2301.57	153.24	2454.81
Department of Home Affairs	481.48	10.68	492.16
Department of Infrastructure	862.63	41.2	903.83
Financial Intelligence Unit	10		10
Financial Services Authority	70.89	0.81	71.7
Gambling Supervision Commission	12		12
General Registry	37.37	3.48	40.85
H.M. Attorney General's Chambers	44.81	9.63	54.44
Industrial Relations Service	3		3
Information Commissioner	3	0.75	3.75
Manx National Heritage	61.26	11	72.26
Manx Utilities Authority (Water & Sewerage)	125.45		125.45
Public Sector Pensions Authority	17		17
Treasury	251.32	12.58	263.9
Veterans Welfare Service	1		1
Grand Total	6027.52	813.44	6840.96

Number of People	Full time	Part Time	Total
Cabinet Office	301	52	353
Communications Commission	4		4
Department for Enterprise	148	18	166
Department of Education Sport and Culture	1061	1165	2226
Department of Environment Food and Agriculture	152	25	177
Department of Health and Social Care	1905	845	2750
Department of Home Affairs	477	34	511
Department of Infrastructure	822	167	989
Financial Intelligence Unit	10		10
Financial Services Authority	65	10	75
Gambling Supervision Commission	12		12
General Registry	33	12	45
H.M. Attorney General's Chambers	44	14	58
Industrial Relations Service	3		3
Information Commissioner	3	1	4
Manx National Heritage	57	31	88
Manx Utilities Authority (Water & Sewerage)	124	2	126
Public Sector Pensions Authority	17		17
Treasury	231	48	279
Veterans Welfare Service	1		1
Grand Total	5470	2424	7894

Full Response Text

Isle of Man Public Service Working together for the Isle of Man Planning for your new team member Working together for the Isle of Man Welcome………………………………………………………………….………3 Why have an induction pack?..........................................................4 Your induction checklist…………………………………………………..5-9 On-going inductions………………………………………….…….………..10 Organising a buddy……………………………………...…………...……..11 Template email to senior managers…………………………….……….12 Relocation information……………………………………………………..13 Welcome ideas………………………………………………………………..14 Things to ask in your one-to-ones……………………………………….15 Considerations for induction………………………………………….16-17 Team building………………………………………………….………………18 Putting together an induction pack for your new team member..19 Reviewing the induction……………………………………………………20 Resources and contacts…………………………………………………….21 Appendix A—induction pack template………………………….…..22-35 Contents 2 Working together for the Isle of Man Welcome Welcome to this Isle of Man Public Service induction handbook/guidance booklet. As part of the attract and hire section of the Isle of Man Public Service People Strategy, we are committed to having prepared and engaged candidates joining us and as their new manager you are the biggest influence on how candidates feel as they join us, we hope that you find this handbook useful and that it allows you to feel well prepared and organised to provide a great
start to your new team member. It’s designed to help you prepare for your new team member by giving you support in organising a great welcome and introduction to their new role so that you can ensure they have a positive experience and feel valued. It also includes a handy printable welcome book which you can use as a template to provide to your new team member on their first day. One piece of advice, don’t pick this up the day before they start and put it away after day 1. A great start takes time and this handbook will help you until your new starter is embedded into your team. As always, we welcome your feedback on this handbook. Please feel free to contact us with any comments you have. 3 Jon Callister Executive Director of OHR Anne Shorrock Head of Employment Services, OHR Working together for the Isle of Man Why prepare for a new starter? What are the benefits of having a supportive new starter process? Here’s a few reasons why it’s worth ensuring your new team member has a great experience as a new starter. By dedicating time for your new starter from the beginning of their employment, you can  greatly improve your new team member’s experience in a new role  lead to increased performance  provide better efficiency  increase staff retention Source: OCTanner (2018) Source: OCTanner (2018) Source: Macmillan (2018) 4 Working together for the Isle of Man Your checklist for preparing for your new starter Below is a useful checklist that you can use to ensure that you’ve not missed any important parts of your new team member’s introduction. Your Department or team may have additional things for you to add in or things you don’t need so use this how best suits your needs. Before starting Before their first day, here are some steps you can take to ensure that you are prepared and the candidate is excited to join you.  Consider an appropriate start time/day. For example, would it be more beneficial for the new starter to start at 10am on their first day to give you chance to get into work and be ready for their arrival rather than rushing? You might also consider starting them on a day of the week where your workload might be quieter if you know a Monday is going to be busy .  Set up logins for computer, outlook, and any other specialist software/ equipment required for the role and ensure they have access to a printer.  Arrange for a uniform to be ready if required.  Get access cards/swipe cards and ID for the building created and ready for use.  Request ELearn Vannin login details for development support.  Set up their working space and ensure it is clean and tidy.  Plan meetings with key people for first day (see email template on page 12).  If relocating here, think about what support you can provide them with when they arrive on-island at the sea terminal or airport (find more information on relocation on page 13).  For night or shift workers, consider if they will need some time on days or modified shifts to successfully complete their induction. Make sure that someone is there to welcome them!  Make them feel welcome by sending something through the post with a personal touch from you or the team e.g. a congratulations card or a Manx postcard if they are relocating here (more great ideas can be found on page 14).  Connect with them on LinkedIn.  Invite them to team lunches/meetings. 5 Working together for the Isle of Man  Ask them to share some information and a photograph of themselves to share with the team (see template on page 33).  If your team is comfortable to do so, you could send a team profile/group picture of the team naming each person.  Arrange a buddy.  Ensure there is a locker free for them to use.  Set up times in your calendar for regular catch ups! 6 Before starting continued Working together for the Isle of Man  Be there to meet and welcome them.  Spend time introducing them to key people that they will be interacting with daily including the team, managers and their buddy. Make note of who isn’t available to introduce later and be cautious not to introduce too many new people at this stage to avoid information overload!  Have a welcome card ready.  Provide a tour of the facilities (kitchen, toilets, first aid, fire exits, parking, where to buy lunch etc).  Provide an induction pack (see appendix A on page 22).  Hold a team meeting to welcome them, learn about who they are, have some team building conversations and talk through what you are currently working towards.  Send an email around to the workplace comprising of a short bio and photograph of your new team member if they are comfortable for you to do so.  Offer them company during lunch/breaks or organise a team lunch.  Get together essential information such as health and safety, confidentiality, dress code etc.  Get them started on any essential training e.g. e-Learn Vannin for GDPR and Financial Governance Foundation Course, health and safety and any on the job training.  Provide training on essential systems (such as MEDWAY etc).  Provide information about what’s happening in the team right now, what are your objectives/strategies/business plans? How will they contribute?  Arrange a one-to-one at the end of the day to see how everything has gone. Give them plenty of opportunity to talk about any concerns, it’s really important they feel like they can approach you with any concerns they may have (A handy list of things to ask them can be found on page 15). First day On the first day, it is very important to make a good impression. Here is some practical advice and a checklist on things that can help to achieve this: 7 Working together for the Isle of Man  Make further introductions and introduce to those who were absent on first day.  Discuss how and why different areas interact with yours.  Explain the function of your area, how it fits with the wider aims and objectives of the department and the Isle of Man Public Service.  Talk through their job description:

what does it mean in a real-world context?
is there anything else expected of them in their role?
where do they fit in the team and hierarchy?  As your new team member starts doing the job, ensure other team members are available to provide assistance or training as appropriate.  Begin to filter in information on:
policies
expected behaviours
workplace culture
terms and conditions  Ask your new team member to give you regular updates on how they are doing.  If your new team member has relocated, check that their accommodation or rental property is all in order and that they are settling in ok. First week 8 Working together for the Isle of Man 9  Introduce any remaining tasks they will be doing allowing them to gain practical experience whilst still in the induction period.  Assess their strengths and areas for development in order to tailor training and support to meet these needs.  If new to the Isle of Man Public Service, they will be required to attend the Corporate Government Induction unless they are within DESC. Check the date that they will be attending the induction and make sure they have everything they need.  The Office of Human Resources also provides a HR Induction for all newly appointed managers within the Department of Health and Social Care which can be attended if relevant to your new team member.  Hold another meeting with your new team member to discuss how they are finding the job and any concerns they may have.  Consistently give constructive and honest feedback. The frequency of the feedback is dependent on the situation, but the important thing is that feedback is regular and not only given following poor performance. If performance is poor, be clear on how to improve when giving feedback and highlight the support available to do so. First month After six months  Review their performance and establish goals for the next six months.  Have regular one to ones to focus on any training needs, training courses that are required.  If there is a probationary period in place, review whether your new team member has passed their probationary period and complete any relevant paperwork for this. Working together for the Isle of Man 10 After twelve months  Reflect on how have they improved or not improved? Think about how far they’ve come since their first few weeks in the role.  Look at whether they are meeting targets, objectives and deadlines, potentially as part of the normal performance management process in your area. If not, what are the obstacles to success? What can be improved?  Establish future goals for personal training and development needs.  Ask your new team member for feedback on the effectiveness of their induction. First three months  Reflect and make time as your new team member progresses; how have they improved or not improved? Think about how far they’ve come.  Look at whether your new team member is meeting targets, objectives and deadlines, potentially as part of the normal performance management process in your area. If not, what are the obstacles to success? What can be improved?  Identify what further training and development needs and wants exist, and agree timescales for these. How would they fit in to the existing training plan and work schedule?  Include these discussions into your existing performance management conversations or one-to-ones as appropriate. On-going support An induction doesn’t finish after the first day, week or even the first month. The best inductions will continue well into the first year of your new team member joining your team. Working together for the Isle of Man

Organising a buddy Your new team member’s experience can be greatly enhanced by having an office go-to buddy, a fellow colleague (other than you) who can provide guidance and advice on various aspects of work. Arranging for a volunteer buddy to help with day to day questions and provide encouragement until your new team member settles into the workplace can have significant benefits including but not limited to:  increased support network  settling into the role quicker  a reduced chance of feeling isolated  having someone to ask queries around their work  having someone to ask general questions to as the day goes along such as ‘what time is lunch?’ or ‘who was that and what do they do?’  providing excellent development opportunities for existing staff members to enhance their skills and gain experience by being a buddy.

How do I choose a buddy? A buddy should have good communication and interpersonal skills, patience and be familiar with the new team member’s role. It’s really important that they are able to act as a positive advocate for your team and department. 11 Working together for the Isle of Man Template email to senior managers Below is a template that can be used to send to senior managers to arrange a meeting on your new team member’s first day.

Good morning/afternoon,

I’m really excited to welcome (insert new team member’s name) to our team in their new role of (insert new team member’s job title) with effect from (insert new team member’s start date).

As part of (insert new team member’s first name’s) induction to the team, I’d like to arrange a short meeting to dedicate some time to introducing (him/ her) to you all.

Please could you confirm if you would be available to come and introduce yourself on this date?

We are all really looking forward to (insert new team member’s name) working with us and your support on their first day would be invaluable in making them feel welcome.

Best wishes,

(Insert line manager’s name) (Insert line manager’s job title) 12 Working together for the Isle of Man Relocation information If your new team member has relocated to the Isle of Man, think about what support you can provide them with when they arrive on the island. Your new team member should have already received a new starter pack with their formal offer paperwork which contains lots of useful information on relocating to the Isle of Man from travel and transportation, to healthcare, schools and the various locations across the island. It would be great if you could be on-hand to answer any questions they might have about this. Whether that’s sending them an email or a short phone call to check that they are settled and ready to start before their first day. An example email you could send can be seen below:

Hello (insert new team member’s name)

I’m really excited to welcome you to our team in your new role of (insert new team member’s job title).

I understand that relocating can be a really busy time and there’s lots to organise and think about. If you have any questions or concerns about relocating to the Isle of Man or in regards to your new role, please don’t hesitate to contact me and I will do my best to support you as much as possible.

We are all really looking forward to working with you!