1. Engaging the Public Sector Creating some Flex! Rachel Roberts-Newton Business Liaison Manager, Pure Innovations Carmel McKeogh Head of Human Resources, Stockport Council

2. In the Beginning Potted History of Pure Innovations Ltd Employment Officers & Job Coaches approaching LA’s if you dare Wage subsidies SPS Odd Manager willing to bend rules “Can’t do attitude” “Not my decision!" Frustration of wading through red tape, Unions and legislation Supported us as a service provider but not as willing to be an employer

3. Engaging the Public Sector Creating some Flex! Rachel Roberts-Newton Business Liaison Manager – Pure Innovations Carmel McKeogh Head of Human Resources- Stockport Council New Head of HR and Corporate Team Supportive Chief Exec and Chief Officer ESF Equal Funding - Embracing Diversity Staff had a presence in HR Analysis of Departments and their cultures starting with HR and then across Directorates Resource map of untapped Diverse Workforce Identified business need and gaps Challenge traditional Recruitment methods Pilot initiatives – Working Interviews, Job carving & tasters, Corporate parenting and Hourswork Employers love pilots and initiatives And then there was light!

4. What works? True partnership working Continuity & Consistency Work load spreadsheets & Pen pictures Websites and literature Procurement of Council services – Modernising and improving services Advice on ATW, disability awareness issues and retention Presentations to Heads of Service Employer Networks and forums Secondments Winning Awards Valued in Public Agenda

5. “The secret to the big is the small”  Be a trim tab!  Build relationships and trust  It’s individual people that make the difference  Acknowledge, encourage and promote those that support you and Share the good practice and success stories  Don’t give up! It takes time for that rudder to turn the ship

6. The Stockport Council Experience

7. Addressing the Why Bother? The Personal Touch –Enthusiasm –Selling the Benefits –Excitement –Support – you can do this –Recognition Drivers –Established Performance Indicators –Employer of Choice –Representative Workforce –Individuals Passion –Benefits to Morale –Economic Sense –Hard to fill Posts

8. The Key HR Strategy Pay and workforce strategy –Leadership – –Developing the skills and capability of employees – –Organisation Development – to achieve excellence in … equality and diversity… –Resourcing, Recruitment and Retention – –Pay and Rewards –

9. Engaging Senior Management and Elected Members Corporate Diversity Steering Group Directorate Diversity Steering Group Diversity Business Standards Diversity in Employment Report Policy Reviews Performance Management Valued in Public

10. Recruitment Policy Reviewed in 2005 –One size fits all! – not any more it doesn’t! –Flexible advertising arrangements The web Traditional Media Preferred agencies –Flexible assessment of candidates –Traditional paper and interview –Open days –Supported Interviews –Working Interviews –Job Carving –Flexible Initiatives – cross organisational

11. Internal Targeting for Success Normal Distribution Curve Look for those who are committed –Service Directors –Heads of Service –Managers –Teams Look for those where real opportunities will exist Lead by Example

12. Sharing Good Practice Internal Communications –Managers HR Bulletin –Employee Reporter –Directorate Bulletins –Management Conferences –Employee Conferences Partnership Working –Pure Innovations Employer Network –Sharing ideas –Explaining activities –Sharing Paper and Policies –In and Outside of Stockport Valued in Public

13. Employer Network

14. Staying Focussed Everyone is Busy Sharing the good news stories Nudging, persuading, pushing Working with Champions Keeping and Developing People We’re not there yet!

15. Summary Many Reasons to make this happen Flexible Recruitment is Key Go for those who Will Do It Celebrate Success Share your Good Practice It’ll be the Best thing you ever did

16. Workshop Discussion Groups

17. THE BARRIERS: What are the main barriers in engaging Local Authorities and other public sector organisations in supported employment

18. DEVELOPING ACTION PLANS TO BREAK DOWN THE BARRIERS: What strategies and tactics can you put in place to break through those barriers?

19. Feedback