1. Capabilities
we need to achieve our Strategy….

2. Organisational Structure
CD&I
Organisational Structure

4. Capability Development in RoadTek

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

6. 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

7. Workplace Capability Assessments
Overall Strengths / Weaknesses ??

8. 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)

9. 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

10. Building Capability through Workforce Planning

11. 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

12. 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?

13. 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

14. 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

15. 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

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

17. 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!

18. 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?

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

20. 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

21. Performance Management
What does it look like –
TO YOU

22. 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.

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

25. 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

26. The Cycle of Performance Management

27. 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

28. 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

29. Questions / Further Discussions…?