Capabilities we need to achieve our Strategy….

Organisational Structure CD&I Organisational Structure

Capability Development in RoadTek

CD&I Program of Work! TMR Workforce Strategy IMD Capability Committee RoadTek's Operations & Business Plans IMD Capability Committee TMR Workforce Strategy

Workplace Capability Assessments Who is RoadTek? What skills/knowledge are critical to delivering RoadTek’s program of works is the assurance of the ongoing supply of the necessary capabilities for road infrastructure works, and what levels of these skills/knowledge do we currently have? Over 1000 staff have now been surveyed

Workplace Capability Assessments Overall Strengths / Weaknesses ??

March May July September November January 10% Training Requirement Labour Efficiency Optimisation (CoA) Induction Framework Safety Training Provider Procurement Civil Training Provider Procurement SEQ Workplace Capability Assessments Building a Better Business Program LearnZone/TMD Migration Mentoring Program (Stage 1) PM Development in RoadTek Fleet Efficiency Optimisation (CoA) Structures Development Drug & Alcohol Testing Pre-Employment Medical Statewide A&T Reporting SV & C-Scale Review RRAIS Review IMDCC Occupation Groups & Networks OSD WCA PCO Implementation Mentoring Program (Stage 2) Leading Hand Development iLead Training Capability Benchmarking Capability Assessment Review Project (2015) 2014-15

Integrating workforce planning into the business planning process TMR Strategic Workforce Plan RoadTek Business Plan Workforce Planning Workforce Analysis Forecast Future Needs Analyse gaps Develop & implement strategies Financial Plans Implementation Business Plan Review

Building Capability through Workforce Planning

Building Capability through Workforce Planning 84% male 16% female 20% of workforce over 55 Retention running at 89% Nominal separation rate 12.5% 0.89 days unplanned leave/employee/month 12.25 years service

Building Capability through Workforce Planning 1. Workforce Analysis Identify the current state of the workforce – capabilities, job function, experience, skills and competencies. Define existing workforce characteristics in the areas of: Workforce demographics – age, gender, tenure End of pay leave balances (recreation, LSL) Promotions/transfer/turnover Employment status (permanent, temporary, casual) Number of traineeship, apprenticeship and graduates Are capabilities aligned with business requirements?

Building Capability through Workforce Planning 2. Forecast Future Needs Understand future work requirements Identify future and key capabilities What are the critical roles that are needed What are the key projects and activities – short, medium, long term Timeframes/locations/financial implications

Building Capability through Workforce Planning 3. Analyse Gaps Analyse/compare the current state and future forecast information. Identify the key areas of difference: critical capability gaps – current and future surplus/shortage of staff movements in workforce trends – what does the data show at risk functions/occupations due to limited work availability Identification of risks of not closing the gaps

Building Capability through Workforce Planning 4. Develop and Implement Strategies Develop and implement strategies/activities that will close the gaps Identify what we already do and is it working Implementation plans Measures for success Prioritise strategies for short, medium, long term

Building Capability through Workforce Planning 5. Monitor and Evaluate Effectiveness Efficiency Appropriateness Success Modify

How does it all link together?? we need to achieve our Strategy! Workforce Capability Assessments Workforce Planning CD&I's Program of Work Capabilities we need to achieve our Strategy!

Scenario – Workforce Plan Break into Groups of 5 (if possible) ‘You are now the Resource Manager of an allocated Ops Centre, analyse data/stats and come up with options to minimise capability gaps to suit your heads of works…….what would you do?

Scenario – What would your group do? Options for OM and your Depot: ??

Scenario – What has RoadTek done? Actual options for the GM and RMT: Growing our own Workforce mobility Transition to retirement options Recruitment Optimising employment conditions Work life balance Knowledge management/transfer

Performance Management What does it look like – TO YOU

Performance Management "Our People" is one of the core values of RoadTek. Performance Management processes have been developed to support people to align their personal development with business direction in a manner that produces effective business results and provides personal satisfaction and growth in their working career.

Why Review Performance? Two major objectives:- To improve performance of the individual (which benefits the organisation) To develop the employee (which benefits the employee)

Reviewing performance To see if a person is … Reaching goals Continuously improving Requiring improvement Knowledge gained from the appraisal can help managers and supervisors to … Plan for future staffing and assist workers develop skills Make informed decisions about development opportunities or other rewards Set up an employee counselling session Make informed decisions about disciplining

The Cycle of Performance Management

Skills for Managing Performance The art of asking questions How to create rapport Build people’s confidence in you Use the L.A.C.E. model Non-verbals How to deal with difficult people

Performance Management Your turn - 4 Scenarios Recognising/rewarding good performance (2) Managing poor performance (2) Break into 4 groups, 2 role players and 2 observers Read your instruction sheet

Questions / Further Discussions…?