2. Tools for Strengthening Workforce Engagement and Development
Kim Mannering
General Manager Human Resources
November 2016

3. Congress… at a glance Vision: Our core business: Locations:
All Central Australian residents enjoy the same level of health
Our core business:
We are an Aboriginal community controlled organisation that provides comprehensive primary health care. This includes:
• Medical care
• Social and preventative care
programs
• Actions on social determinants
Locations:
14 locations spread across
• Alice Springs (9 locations)
• Amoonguna
• Ltyentye Apurte
• Ntaria
• Mutitjulu
• Utju
year established
corporation members
Aboriginal board %
unique clients per year ,870*
episodes of care per year ,082
Largest primary healthcare service in NT outside of government
employees
Aboriginal workforce %
annual budget $46m

4. Congress… at a Glance Vision: Our Core business: Locations:
All Central Australian residents enjoy the same level of health
Our Core business:
Aboriginal community controlled organisation that provides comprehensive primary health care. This includes:
• Medical care
• Social and preventative care programs
• Actions on social determinants
Locations:
10 locations in Alice Springs and 5 nearby communities
1973 Year Congress established
X corporation members
100% Aboriginal board
X unique clients per year
X of episodes of care per year
Largest primary healthcare service in NT outside of govt
326 employees
48% Aboriginal Workforce
$40 million dollar annual budget

5. performance risk compliance Role of Human Resources
Manage (and support others to manage):
performance
risk compliance
…the same as for many of your roles.

6. Developing Workforce and HR Tools
Act
6. Influence action
Plan
1. Identify priorities
2. Develop focus and align your team(s) Do
3. Develop tools
4. Start collecting data, using tools and reporting
Study
5. Review results

7. 1. Identify priorities Plan 1. Identify priorities
Identify priorities: organization, workforce & HR service provision
What does good performance look like?
Talk to people
Existing commitments (Strategic plan, other plans)
Review existing performance data
What questions do people want answers to?
What is hot and bubbly?
Act
5. Influence action
Plan
1. Identify Priorities
2. Develop Focus and Align your team Do
3. Develop tools that meet needs
Study
4. Start collecting data, using tools and reporting

8. Be curious

9. 2. Develop focus and align your team(s)
Plan
2. Develop focus and align your team(s)
Develop focus with input from team(s)
Meet regularly
Keep talking about goals
“What’s in it for me”
Your teams might include HR team, leadership team, and staff

10. Developing Focus Workforce Engagement and
Development plan started 2015
Reviewed and revised annually
Developed focus amongst leadership, managers, HR, broader workforce

12. Aligning the HR team

13. Do 3. Develop tools 3. Develop tools Reporting Tools
Tools to automate or standardise processes
Provide staff/managers with training on using the tool
Document process in HR manual (for internal HR processes)
3. Develop tools

14. Reporting tools Counting things v comparison v performance
Think about why you are counting things

15. Workforce reporting tools
Not just counting things

16. Workforce Reporting tools
Measure
Instead of just counting think about comparing (trend and targets)
Staff numbers
staff numbers / location / gender / occupation / Aboriginal workforce / salary levels
Turnover
reason for turnover, good turnover v bad turnover, planned turnover v unplanned turnover, cost of the turnover, industry turnover, targeted turnover
Efficiency
time to fill from each stage, reasons impacting on time to fill (job declines, timing)

17. HR tools that support workforce initiatives
( completed, P= in progress).
HR Handbook (procedures manual) P
Risk Assessment Criminal History 
Recruitment Selection Report
Remuneration and Rewards (Salary framework and EVP)
Salary Classification Assessment tool
Manager/Induction Timetable
Position descriptions
Recruitment candidate Management System
HRIS
Career Pathways Map
Succession Planning – Risk/Risk Value Matrix
HR operational plan and work plans
Early intervention checklist
Injury Management – RTW plan, fitness for duty assessments
Internal Audits – WHS system, grievance, compliance
Performance management system refresh
Engagement Survey
Exit Interview
Cost per hire calculator
Recruitment Timeframes

18. Do 4. Start collecting data (use tools and reporting)
Keep talking– but not same information to everyone.
Share data in a format that speaks to people
4. Start Collecting Data, using tools and reporting

19. Things Congress is now measuring
(or progress towards)
Workforce Engagement and Development plan
% size of Aboriginal Workforce (Total and mgmt. roles)
% of actions relating to performance/development completed on time
% number of Management roles held by Aboriginal people
% increase in the size of Aboriginal health Practitioner workforce
% of Data Collection actions undertaken on time (engagement survey, exit interview, monthly reports)
% of cultural awareness actions undertaken on time
% increase in the number of job applications from Aboriginal people
Biannually (and review focus/measures annually)
Human Resources Division Report
Number of Staff (Headcount/FTE/Aboriginal/Non-Aboriginal, Team/ Salary level/Management level)
Turnover AND tenure by team/location
Onboarding effectiveness (number of new starters, % of staff completed inductions, % of managers completed inductions)
HR effectiveness (number of exit interviews, policy reviews undertaken, HR spend of total budget)
Recruitment efficiency (# of vacancies start and end of month, active recruitment, time to fill, cost per hire, # and % Aboriginal Applicants/# Aboriginal interviewees)
# Traineeships/Cadetships/Study Agreements
WHS (#incident reports, # inspections # compliance training)
Monthly
Recruitment status Report
How long since Congress knew about vacancy
Time elapsed at each stage
Progress 
Weekly
Compliance
Qualifications
AHRPA
Employment Contract compliance
Training expiry
Monthly – (two months in advance)
End of pay report
# of new starters/terminations with requirements completed and notifications

20. Study 5. Review results 5. Review results
Review results – what do these mean?
Any suprises?
How did the report/tool work?
Was it easy to use/generate
5. Review results

21. Act 6. Influence Action 6. Influence action
Embed process ownership of the tool/process/issue
Present data in a way that speaks to people
“What’s in it for me”
6. Influence action

22. The right conditions Clear organisational direction
Existing commitment to CQI from entire organisation
Need a champion of your cause in all areas – leadership team, HR team, service delivery teams
Skill set/time of your (HR) team – analytical, influencing, communications

23. Useful resources Your HR Leader Your data experts
“Using HR metrics for maximum impact”
Your network of experts

24. Thank you.