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Tools for Strengthening Workforce Engagement and Development Tools for Strengthening Workforce Engagement and Development

Tools for Strengthening Workforce Engagement and Development - PowerPoint Presentation

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Tools for Strengthening Workforce Engagement and Development - PPT Presentation

Tools for Strengthening Workforce Engagement and Development Kim Mannering General Manager Human Resources November 2016 Congress at a glance Vision All Central Australian residents enjoy the same level of health ID: 763273

workforce aboriginal team tools aboriginal workforce tools team turnover time care data plan compliance reporting performance staff recruitment actions

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

Congress… at a glance Vision: 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 1973 corporation members 431 Aboriginal board 100% unique clients per year 15,870* episodes of care per year 184,082 Largest primary healthcare service in NT outside of government employees 341 Aboriginal workforce 49% annual budget $46 m

Congress… at a Glance Vision: 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 communities1973 Year Congress establishedX corporation members100% Aboriginal boardX unique clients per yearX of episodes of care per yearLargest primary healthcare service in NT outside of govt326 employees48% Aboriginal Workforce$40 million dollar annual budget

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

Developing Workforce and HR Tools

1. Identify priorities 1. Identify priorities Plan 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 ?

Be curious

2. Develop focus and align your team(s) 2. Develop focu s and align your team(s) Plan 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

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

Aligning the HR team

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 Do

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

Workforce reporting tools Not just counting things

Workforce Reporting tools Measure Instead of just counting t hink 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)

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) P Salary Classification Assessment tool  Manager/Induction Timetable  Position descriptions  Recruitment candidate Management System  HRIS  Career Pathways Map P Succession Planning – Risk/Risk Value Matrix P HR operational plan and work plans  Early intervention checklist P Injury Management – RTW plan, fitness for duty assessments  Internal Audits – WHS system, grievance, compliance P Performance management system refresh P Engagement Survey P Exit Interview P Cost per hire calculator  Recruitment Timeframes P

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 Do

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 peopleBiannually (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 Compliance # of new starters/terminations with requirements completed and notifications Weekly

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 Study

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 Act

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

Useful resources Your HR Leader Your data experts “Using HR metrics for maximum impact” http :// www.cipd.co.uk/binaries/using-hr-metrics-for-maximum-impact_2011.pdf Your network of experts

Thank you. www.caac.org.au