Workforce optimisation and service improvement: Hackney Council - more than a library

In 2023, Hackney Council implemented a reorganisation of its library service to deliver on a new and ambitious strategy. The approach joined up vertical services to become horizontally aligned, to upskill and empower staff and encourage leadership at every level of the workforce. This now gives local people access to a new community hub, where everyone can fulfil their potential and benefit from a much wider range of services.

The Hackney library service had not evolved in a while, which resulted in employee apathy, poor performance and high recorded sickness levels. Following our change programme, absenteeism fell by almost 70 per cent, demonstrating a newfound motivation, wellbeing and commitment of library staff.

In 2022/23, staff turnover was as high as 32 per cent. The following year, with a new workforce strategy in place, staff turnover dropped to 6 per cent, 10 per cent lower than the council average across all other departments.

The April 2024 staff survey shows that employee engagement has increased by 13 per cent which is above the council’s average of 5 per cent. Behind this fantastic result, we are seeing positive gains across key factors such as management, alignment and involvement, engagement and enablement and these factors are known to impact retention rates. We are also seeing high scores across EDI, training and development and workload distribution. Respondents feel supported and valued for their contribution and feel like they belong in Hackney.

“These past seven or eight months have been the happiest I have been in my working life for a long time and a huge part of this is the management. The collaborative work within our team is a real highlight.”

Staff member

In consultation with staff, we established that better pay, the right skills provision and career progression were key. Following decades of inertia, we shaped a new, less hierarchical structure resulting in a leaner, more productive workforce.

A standout solution was the creation of a cross-cutting engagement team which connected our library service across the culture, heritage and libraries division. This enabled staff to look at roles outside of their operational area to bring in new and transferable skills in digital, marketing, volunteering and lifelong learning.

We engaged 120 library staff members over 12 months and ran ‘change’ surveys before, during and after the transformation. We increased our internal communications, led a staff ambassador group and focus groups with frontline staff and managers to discuss new ideas.

Today, all our staff benefit from tailored training and take part in new quarterly staff development days. These sessions include a mixture of internal and external speakers, workshops and team building so the wider library team can learn together and share good practice.

“Absolutely motivating and inspirational. These opportunities highlight just how much more we can do for communities to get engaged. There are lots of things I did not think about before these sessions.”

Staff member

Talented staff members now move up through the ranks. Staff work collegiately with great care, even when undertaking basic tasks such as sorting shelves and keeping the library spaces tidy. Each staff member is involved in service planning, community engagement activities and partnership projects.

Staff are encouraged to take part in peer activities and crafts that encourage team building and build stronger relationships within the service. A new Instagram channel gives librarians a voice and encourages employees of different ages and backgrounds to bring their whole self to work.

A recent review of the performance of the library service shows a positive effect on local communities. Staff feel proud. Our libraries contribute to wider outcomes:

• Libraries have become community hubs and are at the heart of the Council’s channel shift.
• By working with other council departments, we have raised £6.5m for new capital improvement works.
• Residents now take part in twice as many activities tackling social isolation, digital exclusion, poor literacy, unemployment, mental health and wellbeing issues.
• A 27 per cent increase in library membership and the number of volunteers tripled means we reach even more excluded and diverse local people.

“I express my deep gratitude to you for the excellent work. Thank you for the good work of managers and also for the helpfulness, knowledge and friendliness of the staff. You are the Best!”

Library user

Child poverty and inequality has become more entrenched; access to secure housing has reduced; and groups of residents across the borough are faced with poorer wellbeing and life chances. It was evident that Hackney libraries could play a bigger role in supporting communities in a digital age, at a time when young, disadvantaged people need more support than ever before, while older people are becoming increasingly isolated and tensions between sections of diverse communities persist.

We undertook a comprehensive consultation process with 8,500 residents. We joined up our internal and external worlds bringing staff and customers closer together with objectives. We needed a new strategy that was sustainable, fit for the digital world and accessible to all. The LGA peer challenge team 2024 praised us for transforming our libraries into a modern, community-focused service.

We support staff to amplify their voice across our social media which has increased our employer brand. We now receive more local and better job applications for roles and are seen as an inclusive, competent and kind service.

Library staff receive awards, and our work is widely recognised in the press and across the sector. Our participation in cross-council initiatives is now the highest across the directorate.

We have simplified our internal recruitment process with the help of an independent EDI consultant who worked with staff to design a process aimed to reduce stress and get the best out of people. We now recruit people from the widest pool of talent, and support retention through fair and inclusive people- management practices.