People and Performance

Session overview: IMD Capability Workforce Planning People Performance

Six strategic workforce challenges TMR People Plan Six strategic workforce challenges

IMD Capability Committee Given life by the IMD Capability Strategy and Action Plan. One of the strategies was to create an IMD Capability Committee. This was formed in September 2013 (founding members still on the committee!). What does it do – it actions the Action Plan, so it delivers quality capability development outcomes across IMD Ensures focus on key capability needs such as leadership, business understanding This very program course is one example

IMD Priority Capability Gaps Program Manager Raising the focus from managing at project level to managing at program level Project Management Procurement and contract management Stakeholder Management Communications and community engagement Finance Understanding and application of policies and processes Procurement Middle Management Team leaders in both AO and PO classifications

Workforce Capability Success Profile Sector wide ‘one-government’ approach to the leadership behaviours expected of all Public Sector employees to support high performing workplaces.

Your key take away?

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

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 Average sick leave days 20% of workforce over 55 71% male 29% female Turnover 5.02% Average sick leave days 1.96 12.1 years service

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? Capability Assessments Workforce Planning Program of Work Capabilities we need to achieve our business outcomes! TMR People Plan

Scenario – Workforce Plan Break into Groups of 4

Scenario – Workforce Plan Questions to answer in your group: Q1.  What are your strategies/actions Q2.  How will these work – benefits Q3. Why did you choose these

Your key take away?

People Performance – what is it?

It is….. Promoting a performance culture Correcting poor performance/behaviour Encouraging appropriate behaviour Addressing serious conduct/behavioural issues Recognising effort Rewarding achievements

The IMD Divisional Leadership Team has worked with senior management through various planning days and has finalised the IMD Divisional Plan for 2015-19. The eight key priorities for IMD for the next four years have been identified as: Delivery Improvement and Capability - Continue to improve our delivery and operations by supporting our people and demonstrating value for money Behaviour - Behaviours are clearly defined, understood and demonstrated by our people Relationships - Develop and implement an IMD strategy to enhance relationships with our partners, customers and other agencies Branding - Our divisional branding identifies and clearly articulates who we are and the value we represent for our stakeholders, both government and industry, and internal to TMR Collaboration - Develop and implement an internal and external collaboration plan for IMD to leverage knowledge and opportunities Safety - Develop and maintain a culture of 'Zero Harm' Strategic Policy and Investment Planning - We efficiently capture the right information, interpret and utilise data to influence wise policy, planning, investment and delivery decisions Environment - Align key environmental policies with other agencies to ensure consistency across the whole of government I look forward to working with senior management and all staff to continuously deliver these priorities. I encourage you all to familiarise yourselves with the IMD Vision, Purpose and Priorities.

Legislative Changes Public Service Act 2008, Section 26 changed on 1 July 14. Work performance and personal conduct principles for all employees Managers must take all reasonable steps to ensure employees understand performance expectations, conduct and behaviour expectations. Managers must proactively manage work performance and conduct

Employee Performance & Development Agreements Responsibilities: Key responsibilities over the next 12 months How will these be achieved? How will success be measured? How the employee will demonstrate the strategic objectives/priorities/values Zero Harm/ Wellbeing Identify capability development requirements

Reward and Recognition Recognition is the responsibility of all TMR employees; and everyday there is an opportunity to provide it.

Performance Improvement Process Is not disciplinary action. Not for serious allegations. Aims to improve underperformance and /or unacceptable workplace behaviour. Is a partnership between the manager and employee. Is not a replacement for early intervention – should not be a surprise to the employee.

Conduct/Discipline React swiftly and appropriately Accurate documentation is essential Based on observations, discussions and facts Follow natural justice and due process Offer external support (EAS) Maintain confidentiality - applies to all involved. Initiating a disciplinary process does not mean a discipline outcome will occur

Your key take away?

Links People Performance (insideHR) http://hrintranet/Managing-and-developing-people/People-performance-management.aspx Conduct and Performance Excellence (CaPE) http://hrintranet/Managing-and-developing-people/People-performance-management/Conduct-and-Performance-Excellence.aspx