Transcript BBBP Presentation - ..

People and
Performance
Session overview:
•IMD Capability
•Workforce Planning
•People Performance
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
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
Understanding and application of policies and processes
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
Financial Plans
Implementation
Business Plan Review
Develop &
implement
strategies
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:
٥ Workforce demographics – age, gender, tenure
٥ End of pay leave balances (recreation, LSL)
٥ Promotions/transfer/turnover
٥ Employment status (permanent, temporary, casual)
٥ Number of traineeship, apprenticeship and graduates
 Are capabilities aligned with business requirements?
Building Capability through Workforce Planning
Turnover
5.02%
Average sick
leave days
1.96
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:
٥ critical capability gaps – current and future
٥ surplus/shortage of staff
٥ movements in workforce trends – what does the data show
٥ 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?
Program
Workforce of Work
Planning
Capability
Assessments
TMR People
Plan
Capabilities
we need to
achieve our
business
outcomes!
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.
1. Work performance and personal conduct
principles for all employees
2. Managers must take all reasonable steps to
ensure employees understand performance
expectations, conduct and behaviour
expectations.
3. Managers must proactively manage work
performance and conduct
Employee Performance & Development
Agreements
• Responsibilities:
o Key responsibilities over the next 12 months
o How will these be achieved?
o 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-performancemanagement.aspx
Conduct and Performance Excellence (CaPE)
http://hrintranet/Managing-and-developing-people/People-performancemanagement/Conduct-and-Performance-Excellence.aspx