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Effective employee relations seek to gain stakeholder commitment to the achievement of the Authority’s goals and objectives, and to establish and maintain an environment where the workforce has the information required to undertake their role effectively and efficiency through appropriate communication channels.  It also seeks to build and reinforce effective working relationships with staff, trade unions and staff representatives, ensuring the Authority is able to deliver its objectives.

Over the next five years we will develop and implement an Employee Relations Strategy, enabling us to:

Effectively communicate and consult with all of our staff and stakeholders

Excellent employee relations seek to gain stakeholder commitment to the achievement of the Authority’s goals and objectives in an ongoing changing environment. By adopting a clear and transparent approach, coupled with effective communication channels, employees will not feel like they have been kept in the dark and will feel more inclined to participate in shaping the future of the Service through constructive dialogue with their managers.

 

Examples of what we are doing:

Deliver appropriate mechanisms for terms and conditions of service and pay

The Corporate Plan approved by the Authority in June 2015 sets out an intention to move towards local terms and conditions of service to support demand and risk-led people resourcing.

This change is understandably going to be a concern for some employees, who have never experienced this type of change before. From an employee relations perspective it is important that such change ensures employees are involved as much as possible throughout this process. We are committed to delivering these changes in a way that optimises resilience and instils confidence in our people.

 

Examples of what we are doing:

Reward and recognise our highest performing people

It is only right that employees who perform well are recognised for doing so. This is why in future we will see more recognition of the good work that is done throughout the Service. After all, it is the team work that is making the people who live, work and travel in Buckinghamshire & Milton Keynes the safest in England.

 

Examples of what we are doing:

Make people accountable

Buckinghamshire & Milton Keynes Fire Authority is a publicly accountable body which manages Buckinghamshire & Milton Keynes Fire & Rescue Service on behalf of the communities it serves. Members make decisions on policy, finance and resources.

Underpinning everything the Authority does is a set of values which is aspirational for all employees where they engage with others; be it with the public, partner agencies or colleagues. These values embrace: Service to the community, People, Diversity and Improvement.

 

Examples of what we are doing:

Develop a culture of employee involvement

We know how important it is to establish and maintain an environment where every employee has the information required to undertake his or her role effectively and efficiently through appropriate communication channels.

Consultation and engagement at every level will build and reinforce effective working relationships with staff, trade unions and staff representatives, empowering people to forward good ideas, make improvements and ensure the Authority is able to deliver its objectives.

 

Examples of what we are doing:

Build a culture of trust

Positive employee involvement is crucial to building trust within this Service. This is why the Senior Management Team (SMT) is promoting an open and honest culture from the top down. If people understand why there is a change happening and trust their managers and colleagues, they will feel more inclined to get involved and have their say. This will lead to better decision making and the ability for all employees to shape their futures for the better.

 

Examples of what we are doing:

> Employee relations latest news

Regular consultation with employees

Regular consultation with employees The Authority believes in giving employees a voice in the business and recognises that effective consultation and information exchange are essential to fully engage employees in the business and its strategic objectives and to develop a commitment to change. To facilitate effective...

Revised pay policy

Revised pay policy The Authority strives to provide a modern employment proposition to support demand. A revised Pay Policy Statement 2016/2017 has been approved by the full Authority and recognises that new employees may be employed on terms and conditions outside of the Grey Book. The...

Make people accountable

Performance appraisals The performance appraisal includes an objective setting process. The Corporate Plan has key objectives and should be used to support the alignment of personal objectives with the corporate strategy. This way each employee can see how their objectives are aligned. Throughout the year it is...

Joint Consultation Forum

Joint Consultation Forum The Joint Consultation Forum plays an important role in informing and consulting employees, but the organisation will continue to use a range of other established communication and consultation tools to gauge employee opinions and to disseminate information (such as the weekly team briefings,...

Build a culture of trust

Senior Management Board - manager workshops During 2015, the Senior Management Board (SMB) implemented a series of manager workshops. These workshops were designed to create a more informed workforce, improve communications and encourage ideas for innovation. The workshops cascaded through the organisation, ultimately ensuring all employees...

Shadowing

A new culture of shadowing has been promoted by the Senior Management Board and is an initiative allowing any member of staff to experience the service from a different angle. This initiative has been very successful with employees from all areas of the service shadowing...

Performance relating to pay and development centres

Our performance appraisal process now links to reward and recognition. A decision on remuneration regarding Additional Responsibility Allowance (ARA), honorarium, Continuous Professional Development (CPD) and incremental pay increases can now be made as part of this process. If a manager wishes to consider an ARA they should complete...

Long Service Awards

On Friday 30th September over 70 people were invited to be recognised for their outstanding contribution to our Service during 2016. 21 of which were invited to be awarded their Long Service and Good Conduct Medals. Recognising each individual for their dedication and commitment to...

SAFE Awards

Buckinghamshire Fire and Rescue Service took the decision in 2015 to introduce a series of awards which allowed members of the community and colleagues to recognise members of staff for exceptional service and excellence. The awards were advertised internally and externally as well as on social media....