1. People and Performance

2. Session overview:
IMD Capability
Workforce Planning
People Performance

4. Six strategic workforce challenges
TMR People Plan
Six strategic workforce challenges

5. 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

6. 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

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

8. Your key take away?

9. 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

10. 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?

11. 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

12. 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

13. 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

14. 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

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

16. How does it all link together?
Capability Assessments
Workforce Planning
Program of Work
Capabilities
we need to achieve our business outcomes!
TMR People
Plan

17. Scenario – Workforce Plan
Break into Groups of 4

18. 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

19. Your key take away?

20. People Performance – what is it?

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

22. The IMD Divisional Leadership Team has worked with senior management through various planning days and has finalised the IMD Divisional Plan for 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.

23. 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

24. 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

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

26. 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.

27. 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

28. Your key take away?

29. Links People Performance (insideHR)
Conduct and Performance Excellence (CaPE)