Establishing As An Employer Of Choice

2,227
-1

Published on

case study in longer term people and culture strategy

Published in: Business, Education
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
2,227
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
47
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

Establishing As An Employer Of Choice

  1. 1. Establishing Your Organisation as an Employer of Choice – Is it possible in the Public Sector? PETER WARD FAIM, FAHRI HEAD OF PEOPLE & CHANGE SA WATER CORPORATION
  2. 2. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE <ul><li>What is a ‘employer of choice’? </li></ul><ul><li>A little about SA Water – a hybrid organisation </li></ul><ul><li>The critical imperatives </li></ul><ul><li>The first five years at SA Water 2001-2006 </li></ul><ul><li>The next five years at SA Water 2007-2012 </li></ul><ul><li>Private vs. Public Sector – myths and legends </li></ul><ul><li>Summary </li></ul>
  3. 3. <ul><li>Google it… </li></ul><ul><li>ONE DEFINITION </li></ul><ul><li>Must be sustainable over prolonged period </li></ul><ul><li>ANOTHER DEFINITION </li></ul><ul><li>Companies that consider culture to be a competitive advantage </li></ul><ul><li>Demonstrated by: - Speed to market or exceptional service delivery </li></ul><ul><li>- Attractiveness to potential employees </li></ul><ul><li>- Achievement of above industry benchmarks overtime </li></ul><ul><li>- High degree of flexibility to change </li></ul><ul><li>- Forward looking </li></ul>SO WHAT IS AN EMPLOYER OF CHOICE? Recognised, Admired for Leadership, Culture and Best Practise + Attract, Retain Hold Top Talent + Achieve Corporate Objectives REPUTATION COMPETITVE EDGE PERFORMANCE
  4. 4. <ul><li>Looking for the best place to hang your hat? Wise career seekers look at company culture. </li></ul><ul><li>Many qualities go into the making of an ‘employer of choice,’ but ultimately it boils down to one very crucial thing: a strong culture . </li></ul><ul><li>Cultures distinguish companies in today’s dynamic workplace. A well-defined culture is the foundation of any successful business and should be at the heart of every decision a company makes. It sets the standard for how the company does business and how employees relate to clients and one another. Culture serves as a compass, guiding a company as it meets the challenges of an ever-changing world. And sustaining a strong culture – regardless of economic and business conditions – requires a commitment from everyone in the company. </li></ul><ul><li>Robert W Baird and Co </li></ul><ul><li>2007 </li></ul>IT TAKES A STRONG CULTURE TO BE GREAT AT WORK
  5. 5. <ul><li>THE PERFORMANCE CULTURE </li></ul><ul><li>This can be defined as: </li></ul><ul><li>‘ A culture in which individuals, teams and the organisation achieve what they agree to achieve. </li></ul><ul><li>Other words that can be used for this are: accountability, achievement, focus, speed, delivery, discipline, meritocracy and rigour. </li></ul><ul><li>In a Performance Culture people deliver on their promises. When they say ‘I can do this’, whether it is to meet an annual target or fulfil a commitment to complete a report by Friday, it occurs. Rewards and consequences are aligned to delivery. The results are speed and focus because people are conscious of what they commit to; the assess risks more carefully and complete what they start. This provides confidence that what is targeted will be achieved.’ </li></ul><ul><li>Carolyn Taylor </li></ul><ul><li>The Power of Culture; </li></ul><ul><li>Using the Soft Stuff for Business Advantage </li></ul><ul><li>AIM </li></ul>ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  6. 6. <ul><li>150 years old mid 2006 </li></ul><ul><li>Previously Engineering and Water Supply Department </li></ul><ul><ul><ul><li>Mega department for South Australia </li></ul></ul></ul><ul><ul><ul><li>Vertically integrated design to delivery </li></ul></ul></ul><ul><ul><ul><li>8000+ staff at the peak </li></ul></ul></ul><ul><li>Corporatisation July 1995 </li></ul><ul><ul><ul><li>Commercial Charter </li></ul></ul></ul><ul><ul><ul><li>Public Service staff transferred </li></ul></ul></ul><ul><ul><ul><li>Metropolitan Operations outsourcing to United Water </li></ul></ul></ul><ul><ul><ul><li>Various B.O.O.T infrastructure </li></ul></ul></ul><ul><ul><ul><li>Dis-aggregation of core business </li></ul></ul></ul><ul><ul><ul><ul><li>Design </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Capital works </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Resource planning and ownership </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Asset owner </li></ul></ul></ul></ul><ul><li>Bottomed at 1100 staff in 2001, now 1350 </li></ul>ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  7. 7. <ul><li>The Results of Change </li></ul><ul><ul><ul><li>Net contributor to state finances – significant value (Turnover $770 million) </li></ul></ul></ul><ul><ul><ul><li>Ownership confusion in public arena </li></ul></ul></ul><ul><ul><ul><li>Core Public Service VS Commercial Charter impacted stakeholder perceptions </li></ul></ul></ul><ul><ul><ul><li>Vast down sizing lost core skills </li></ul></ul></ul><ul><ul><ul><li>Periods of non-hiring </li></ul></ul></ul><ul><ul><ul><li>Skewed ageing workforce </li></ul></ul></ul><ul><ul><ul><li>Organisation instability </li></ul></ul></ul><ul><li>2000 Strategic Review </li></ul><ul><ul><ul><li>Staff commitment issues </li></ul></ul></ul><ul><ul><ul><li>Risk analysis showed skill loss, ageing workforce and culture would impact future service delivery and $$ contribution </li></ul></ul></ul><ul><ul><ul><li>Culture, HRM elevated to strategic level </li></ul></ul></ul><ul><ul><ul><li>Perception most change was by default rather than by design </li></ul></ul></ul>ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  8. 8. HUMAN RESOURCES STRATEGY WE THEN LOOKED AT VARIOUS “CHANGE” EXAMPLES AND ADAPTED A “HIGH ACHIEVING CULTURE” MODEL SUPPORTED BY CLEAR COMMUNICATION AND TRANSPARENT MEASUREMENT Relentless pursuit of Vision, Mission, Values, Strategy Focus on Leadership and Teamwork Aligned by simple, transparent processes & systems Staffed by world class capability Intense performance driven environment (recognition, reward & consequence management) HIGH ACHIEVING CULTURE ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  9. 9. <ul><li>THE CRITICAL IMPERATIVES AND THE RESPONSE – The first 5 years </li></ul><ul><li>Culture development </li></ul><ul><li>Safety </li></ul><ul><li>Succession Planning </li></ul><ul><li>Performance Management </li></ul><ul><li>Pay for Performance </li></ul><ul><li>Recognition and Reward </li></ul><ul><li>Leadership </li></ul><ul><li>Capability Building </li></ul><ul><li>Accommodation and Workplace Strategy </li></ul><ul><li>Diversity </li></ul><ul><li>Policies – Family Friendly, Work Life Balance, Employee Development </li></ul>ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  10. 10. Culture describes the behavioural norms that have been established through the messages received about “how we do things around here” Cultural messages are sent through three channels which all convey what is valued in the organisation Individuals interpret cultural signals and align their behaviour to the norm ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE Channel Message sent by BEHAVIOUR <ul><ul><li>Observation of others </li></ul></ul><ul><ul><li>Especially key influences </li></ul></ul><ul><ul><li>What is said </li></ul></ul><ul><ul><li>What is done </li></ul></ul>SYMBOLS <ul><ul><li>Where is time spent </li></ul></ul><ul><ul><li>Where resources are invested </li></ul></ul><ul><ul><li>Physical environment </li></ul></ul><ul><ul><li>What and who is rewarded </li></ul></ul><ul><ul><li>Who is involved in what </li></ul></ul><ul><ul><li>Voice of key stakeholders </li></ul></ul><ul><ul><li>Rituals </li></ul></ul>SYSTEMS <ul><ul><li>Goal setting budgeting </li></ul></ul><ul><ul><li>Reporting and measurement </li></ul></ul><ul><ul><li>Remuneration </li></ul></ul><ul><ul><li>Performance management process </li></ul></ul>
  11. 11. <ul><li>CULTURE DEVELOPMENT </li></ul><ul><li>Organisation Culture Inventory </li></ul><ul><li>Culture model </li></ul><ul><li>Focus on leadership </li></ul><ul><li>Focus on behaviours, symbols and systems </li></ul><ul><li>SAFETY – Zero Harm Strategy </li></ul><ul><li>Seven key initiatives </li></ul><ul><li>Focus on lead indicators vs. Lag </li></ul><ul><li>LTI and SIFR trend downwards </li></ul><ul><li>Behaviour based safety </li></ul>ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  12. 12. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  13. 13. <ul><li>SUCCESSION PLANNING </li></ul><ul><li>Workforce Refreshment 130/380 dignified exits/retirements </li></ul><ul><li>Graduate Program </li></ul><ul><li>Apprentices / Trainees </li></ul><ul><li>SA Water now has 15-24 year old profile better than overall utilities industry </li></ul><ul><li>PERFORMANCE MANAGEMENT </li></ul><ul><li>2 year roll out (over 210 workshops) </li></ul><ul><li>Role clarity at the top, cascaded down the business </li></ul><ul><li>1:1’s part of everyday life, 68% all staff had end of year appraisal 2005/06 – goal is 90 + % 2006/07 </li></ul><ul><li>Review now underway as result of Staff Perception Survey </li></ul>ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  14. 14. <ul><li>PAY FOR PERFORMANCE </li></ul><ul><li>Ability for AS06 and above ( equivalents also ) to request individual contract </li></ul><ul><li>No guaranteed EBA increase, merit increase 0-6%, based on performance and Mercers Market rate </li></ul><ul><li>RECOGNITION AND REWARD </li></ul><ul><li>1000+ Service Awards for 5 year increments since 2002 </li></ul><ul><li>Over and Above Awards common place – 200 to 300 per year </li></ul><ul><li>Leaders empowered to arrange event and awards for outstanding services </li></ul><ul><li>Cost $50,000 - $75,000 pa </li></ul>ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  15. 15. <ul><li>LEADERSHIP </li></ul><ul><li>250 + staff with 360 o feedback (LSI and/or psychometric) </li></ul><ul><li>Front-line Management – 230 + participants </li></ul><ul><li>Applied Leadership – 135 + participants </li></ul><ul><li>ACCOMMODATION STRATEGY (Biggest symbol of inequity) </li></ul><ul><li>Regional Upgrades </li></ul><ul><li>New Head Office and laboratory Strategy </li></ul><ul><li>Centralised Facilities Management </li></ul><ul><li>CAPABILITY BUILDING </li></ul><ul><li>Individual Development Plans </li></ul><ul><li>$1.9mm investment since 2002/03 for individual development in addition to core job training </li></ul>ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  16. 16. <ul><li>DIVERSITY </li></ul><ul><li>Gender - Professional ranks 25% vs. ABS benchmark 23% </li></ul><ul><li>- Information Services 19% vs. ABS benchmark 16% </li></ul><ul><li>- Senior / Middle Management 27% vs. ABS 27% </li></ul><ul><li>Indigenous - 1.2% vs. ABS 0.95% </li></ul><ul><li>POLICIES </li></ul><ul><li>Complete review covering Flexible Leave, Maternity and Paternity, Recognition and Reward, Family Friendly, Work – Life Balance principles, etc </li></ul><ul><li>Extensive consultation and engagement of all staff </li></ul><ul><li>High degree of customisation to balance business and individual needs </li></ul>ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  17. 17. OCI Results: 2002 vs 2004 ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  18. 18. CURRENT REALITY 2006 Staff Perception Survey 2006 Employee Engagement Workshops 2004,05,06 Accommodation Strategy Culture Study Office of Public Employment 2005 Dignity at Work (bullying survey) PHD Student 2006 Workforce Demographics Analysis Swinburne University Women in Engineering Survey Adelaide University STOCKTAKE 2006 Graduate Feedback Recruitment Partner Feedback and Reviews ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  19. 19. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  20. 21. THE NEXT 5 YEARS Human Resources & Organisational Development Plan We will develop a high achieving culture with a talented and diverse workforce. Attracting & Retaining the Right People Inspiring Leadership Becoming the Employer Of Choice Mentoring Exec & Snr Managers Career Planning <ul><li>Development Planning </li></ul><ul><li>Organisational </li></ul><ul><li>Business Unit </li></ul><ul><li>Personal </li></ul>Skills Development Program <ul><li>Youth </li></ul><ul><li>& Special Programs </li></ul><ul><li>Graduate </li></ul><ul><li>Apprentice </li></ul><ul><li>Trainee </li></ul><ul><li>Indigenous </li></ul><ul><li>Disability </li></ul>Technical / Operational Development Program Change Management Peter Ward Competency Assessment Framework Responsibility Tina Gevaux Chris Glasson Growing Capability Replenishment Recruitment & Selection Values ALP / FLM Development Centre OCI / LSI Staff Perception Survey Remuneration Performance Mgmt Process Policies & Practices Enterprise Bargaining New Classification System Training Needs Analysis Corporate 5 Year Capability Development Plan Scholarships Contract Review Induction Resourcing Leadership Competencies (PW) Succession Planning (CG) Joint initiative HR/OD Chris21 Review (CG) Talent Management (TG) Coaching (TG) Workplace Behaviours
  21. 22. WORKFORCE PLANNING IDENTIFIED KEY AND CRITICAL ROLE REPLACEMENT ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE 2007 2008 2009 2010 2011 TOTAL W&W Systems, Treatment and Operations 1 2 2 1 4 10 Water Quality 1 1 1 1 4 Dam Design and Maintenance 1 1 2 Trade Waste 1 1 2 Special Engineering Functions 4 2 3 1 2 12 Asset Management 1 2 3 4 10 Environmental Management 1 1 2 System Planning and Modelling 2 1 3 Research and Development 2 2 Sciences 4 2 2 2 10 Trades (Co-ordinators and Specialists) 4 3 3 3 2 15 Network Operations: Technical 2 2 1 2 2 9 Professional 1 1 1 2 5 Support 2 1 2 1 6 District Leaders 3 2 3 3 3 14
  22. 23. ADDITIONAL RESOURCING & COSTS FOR REPLENISHMENT AND IMMEDIATE SKILLS (In addition to Current Workforce Plan) ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE 2007/8 2008/9 2009/10 2010/11 2011/12 TOTAL (000’s) WI Trainees $330k (8 people) $330k (8 people) $330k (8 people) $330k (8 people) $330k (8 people) $1650 Apprentices $270k (10 people) $620k (20 people) $1050k (30 people) $1550k (40 people) $1190k (34 people) $4680 Graduates $490k (6 people) $440k (6 people) $440k (6 people) $440k (6 people) $440k (6 people) $2250 Technical Trainees - $300k (5 people) $600k (10 people) $900k (15 people) $900k (15 people) $2700 Temp Transitional $1010k (11 people) $765k (8 people) $1625k (18 people) $1425k (16 people) $1195k (13 people) $6020 Hydrologist & Hydrogeologist $159k (2 people) $165k (2 people) $172k (2 people) $179k (2 people) $279k (3 person) $954 Civil, Mechanical and Electrical Engineers $487k (4 people) $454k (4 people) $373k (3 people) $220k (2 people) $123 (1 person) $1657 Resourcing Co-ordinator $79k (1 person) $82k (1 person) $85k (1 person) $89k (1 person) $93k (1 person) $428 TOTAL ($,000’s) $2825 $3156 $4675 $5133 $4550 $20339 TOTAL (people) 42 54 78 90 81
  23. 24. <ul><li>Demonstrates commitment to succession and values current workforce </li></ul><ul><li>Allows strong internal development and promotions by filling from the bottom </li></ul><ul><li>Confirm commitment to strategic culture and people management </li></ul><ul><li>Excellent marketing tool </li></ul>BENEFITS OF WORKFORCE PLANNING APPROACH ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  24. 25. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  25. 26. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  26. 27. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  27. 28. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  28. 29. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  29. 30. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  30. 31. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  31. 32. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  32. 33. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  33. 34. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  34. 35. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  35. 36. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  36. 37. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  37. 38. ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  38. 40. Level 2 arrival point from the stairs facing the atrium Level 2 Hub Level 2 North
  39. 41. Level 2 Hub Level 2 North Level 2 Meeting Rooms
  40. 42. Level 3 Meeting Rooms Level 3 Reception Level 4 Hub
  41. 43. Level 2 Lab Write Up Area Level 3 Reception Level 4 Hub Level 5 Hub
  42. 44. Level 3 Reception Level 4 Hub Level 4 Workpoints Level 5 Hub Entrances to Level 3 Training Rooms Level 5 Workpoints
  43. 45. Level 3 Reception Level 4 Hub Level 4 Workpoints Level 5 Hub Entrances to Level 3 Training Rooms Level 5 Workpoints
  44. 46. <ul><li>PRIVATE Vs. PUBLIC SECTOR MYTHS </li></ul><ul><li>Performance Management is possible in the Public Sector </li></ul><ul><li>Public Sector people work just as hard as the Private Sector </li></ul><ul><li>Private Sector processes can work in the Public Sector </li></ul><ul><li>Public Sector processes are needed in the Private Sector (Governance, Risk Management, etc) </li></ul><ul><li>Lots of things in the Public Sector are immune to political change so you can think/act strategically and not just budget cycle </li></ul>ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  45. 47. SUMMARY Immediate Manager Supervisor Performance Job Satisfaction Employer of Choice Organisational Commitment OH&S Commitment to External Customer Service STRENGTHS Career Development (particularly system of promotion) Performance Review Effectiveness (particularly career planning) Internal Customer Service & Organisational Cohesion Communication Effectiveness (particularly input/opinions) IMPROVEMENT AREAS ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×