https://www.slab.org.uk/faqs/the-contribution-of-our-people-to-this-plan/
https://www.slab.org.uk/faqs/the-contribution-of-our-people-to-this-plan/
This plan has been designed to galvanise our staff behind our mission and vision. Through the work we will do to deliver the objectives it sets out, our staff will develop and demonstrate the range of skills, experience
and approaches needed to design, manage and deliver services in a range of ways.
These will be key if the Scottish Government decides that a more strategic legal aid body is needed to oversee a more diverse range of approaches to future service provision, in addition to judicare, as envisaged by the Legal Aid Review.
If Ministers decide not to develop the legal aid system in that way and our range of functions remains as at present, this plan will strengthen our management of the legal aid system: exemplifying the best in public sector decision making and service delivery.
Our People Strategy, which was approved by the Board in June 2019, incorporated a range of workstreams designed to enable and empower our staff to deliver to their full potential.
This was centred on analysis of our current and future skills needs as a first step towards a review of job design, job evaluation and grading structures and training and recruitment to support the development of an overall future workforce plan.
Covid-19 has resulted in a significant shift in the scope of work we are able to take forward at this time to deliver the people strategy and has also impacted on our approach to workforce planning, at least for the near
future.
Not only have key staff working on the strategy been diverted to managing our response to Covid-19, but the pandemic itself and associated restrictions is having a
significant effect on how we deliver our services and utilise our workforce. At least some of these impacts are also likely to have implications for our future delivery and workforce planning.
Elements of the strategy will therefore now be delivered through our Designing a New Working Environment project (DANWE).
Other aspects will be delivered through a review of our suite of HR and other people-related policies, which will include changes prompted both by our developing working environment and also a comprehensive review
of the equalities impacts of our existing or new policies.
Our GALA project will also directly impact on our approach to developing the potential of our staff, including shortening training timeframes and enhancing their ability to move more easily between roles. Workforce planning will remain a key focus of our people related work from skills, capabilities and
financial viewpoints, and we will prioritise this once we have reached conclusions on the shape of our new working environment.
As we develop and adapt to that new working environment and review our people policies, the key themes from the people strategy will guide our decision making as we seek to: