Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

003 human resources_strategic_plan_2008_-_2011


Published on

Published in: Business, Career
  • Be the first to comment

  • Be the first to like this

003 human resources_strategic_plan_2008_-_2011

  1. 1. HUMANRESOURCESSTRATEGIC PLAN2008 - 2011 NSW Department of Corrective Services
  2. 2. Published byNSW Department of Corrective Services© 2008Henry Deane Building20 Lee StreetSydney NSW 2000Telephone: (02) 8346 1333Facsimile: (02) 8346 Address:GPO Box 31, Sydney NSW 2001 HUMAN RESOURCES STRATEGIC PLAN 2008 – 2011
  3. 3. FOREWORD The NSW Department of Corrective Services’ Human Resources Strategic Plan complies with NSW Government policy as expressed in the State Plan. The Department of Corrective Services is the lead agency for the Government priority of reduced re-offending. This has huge implications for the Department. We have re-prioritised our budget allocation and transferred resources from custody to the community to be able to intervene at an earlier stage of the criminal life cycle as there is convincing evidence that appropriate treatment programs and support in the community can significantly reduce offenders’ risks of re-offending. We have also increased our supervision and monitoring of offenders in the community as the Department plays a significant role, together with the other justice agencies, in maintaining community safety. As the Human Resources Division (HRD) of the Department must provide the necessary support for the operational divisions of the Department to reach the overarching goal of reducing re-offending as well as excel in delivering services according to the standards also outlined in the State Plan, we must ensure that we have the right capacity to do so. The term ‘human resources’ as used in the public and private sectors worldwide, is only meaningful if it delivers a firm commitment to the interests of the organisation itself as well as to all staff - be that in their capacity as the provider of services or as the recipients of services as employees. People do matter and this Strategic Plan goes a long way to use the professional capabilities of all employees to deliver high quality services in a safe and supportive work place. The Department is an organisation which promotes and delivers career development. Good governance depends on transparency, accountability and equality in decision- making which is responsive to the needs of employees, senior management and identified customers. This document sets out the broad strategic direction for the Department’s human resources functions for the next three years: • Customer focused - quality, consistent and timely services; • Early recognition of human resources needs in key operational and policy decisions; • Improved understanding of the human resources functions by internal and external stakeholders; • Quality systems effective in supporting the needs of business partners; • Effective workforce planning and motivated, knowledgeable staff. RON WOODHAM Commissioner July 20081 HUMAN RESOURCES STRATEGIC PLAN 2008 – 2011
  4. 4. Values – Delivering Human Resources Services The New South Wales Department of Corrective Services: is committed to providing efficient, effective and timely customer service in a consultative and transparent manner; communicates clearly to all employees their rights, responsibilities and accountabilities; considers the interests of stakeholders in all service provision and human resources policy development; fulfills its governance responsibilities with integrity and consistency; ensures a safe work environment and relevant opportunities for staff training and development; achieves human resources outcomes through good planning and policy development; promotes professionalism as a career focused organisation.2 HUMAN RESOURCES STRATEGIC PLAN 2008 – 2011
  5. 5. Result Priority 1 CUSTOMER FOCUSED - QUALITY, CONSISTENT AND TIMELY SERVICES Key Strategies: • Improve customer service and service delivery • effective provision of human resources (HR) management advice and support to regional Assistant Commissioners and senior executives; • publish and implement service catalogue • develop and maintain effective systems and management reporting • identify Human Resources Division (HRD) staff contact officers • Streamline recruitment processes • Improve career recruitment services • Review governance and business processes • Improve consistency in HR decision-making • Revise and document HR processes • Enhance staff health services and outcomes • Contribute to business continuity planning Performance Indicators: • Higher level of support to senior executives provided • User-friendly and accessible service information • Positive feedback on service provision • Reduction in time frames for service delivery • Increased number of recruitment enquiries • Compliance with government regulation and central agency reporting requirements • Signed-off policies and procedures • Positive hindsight adjustment on workers’ compensation premium paid • Prohibition notices from WorkCover NSW • Prompt actioning of any improvement notices issued by the WorkCover NSW • All staff have access to HRD contact officers with identified areas of responsibility • HRD services are maintained during critical disruptions3 HUMAN RESOURCES STRATEGIC PLAN 2008 – 2011
  6. 6. Result Priority 2 EARLY RECOGNITION OF HUMAN RESOURCES NEEDS IN KEY OPERATIONAL AND POLICY DECISIONS Key Strategies: • Establish formal consultation processes so that human resources (HR) needs can be considered in all operational and service delivery decisions • Include HR needs and requirements at front-end of operational and policy decision- making • Improve availability of information to departmental managers for improved decision- making Performance Indicators: • Increased representation of HR expertise on planning committees and task forces • HR divisional staff are available for formal consultation and advice • Information is easily available to support relevant decision-making4 HUMAN RESOURCES STRATEGIC PLAN 2008 – 2011
  7. 7. Result Priority 3 IMPROVED UNDERSTANDING OF THE HUMAN RESOURCES FUNCTIONS BY INTERNAL AND EXTERNAL STAKEHOLDERS Key Strategies: • Promote Work Place Relations and Human Resources Services • Improve and maintain web sites of Human Resources Division (HRD) • provide regular human resources (HR) updates through the Department’s Bulletin and relevant electronic systems • publish HR policies and procedures • Develop and implement effective HR policy and monitoring processes in accordance with established protocols • Include contracted employees in relevant work place policies and procedures Performance Indicators: • Positive feedback regarding the websites • Customers and stakeholders involved in policy development and other planning activities • All policies initiated by the HRD are submitted to the HR Policy Committee and signed-off • HR information is easily available and shared • Contractors are included in identity management and relevant work place policies and procedures5 HUMAN RESOURCES STRATEGIC PLAN 2008 – 2011
  8. 8. Result Priority 4 QUALITY SYSTEMS EFFECTIVE IN SUPPORTING THE NEEDS OF BUSINESS PARTNERS Key Strategies: • Develop interactive business processes through the Human Resources Division (HRD) • provide e-forms • give self-service opportunities for employees relating to entitlements • Implement effective information management system • Develop and publish service catalogue • Establish standardised HRD reporting Performance Indicators: • Reduced paper-based administration • Positive feedback on service catalogue functions • CIMS (Corporate Information Management System) consistently used • Maximised efficiency in resource application • A suite of management reports is available6 HUMAN RESOURCES STRATEGIC PLAN 2008 – 2011
  9. 9. Result Priority 5 EFFECTIVE WORKFORCE PLANNING AND MOTIVATED, KNOWLEDGEABLE STAFF Key Strategies: • Increase efficiency and accountability in recruitment processes • Provide flexibility and consistency in career development opportunities for employees • Provide access to staff training and development, based on identified personal needs and changing skill requirements • Introduce site-specific induction and identification processes • Clearly define roles and responsibilities • Implement Equal Employment Opportunities (EEO) Management Plan • Implement effective processes to improve communication and information sharing across the Human Resources Division (HRD) • Promote the Department as a career focused organisation Performance Indicators: • Established and effective recruitment eligibility lists • Documented, realistic and easily available position descriptions • Decreased sick leave and absenteeism • Increased representation of EEO Groups in positions across the Department • Establishment controls are aligned to budget • Number of recruitment actions undertaken • Retention rates7 HUMAN RESOURCES STRATEGIC PLAN 2008 – 2011