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Vic HR Leaders Summit Presentation 2016 Final
The document summarizes Zinfra Group's efforts to invest in developing their workforce. It discusses: 1) Zinfra Group's strategic focus on shaping a values-driven, high-performing culture through leadership development, talent management, and building performance-oriented work models. 2) The development of an integrated approach to talent management, including competency frameworks, succession planning, and a leadership development center. 3) A roadmap outlining Zinfra Group's initiatives from 2013-2020 to accelerate leadership development, strengthen capabilities, and achieve industry-leading employee engagement and performance.
Vic HR Leaders Summit Presentation 2016 Final
- 1. Investing in theworkforce Vic HR Leaders Summit Presenter - Leanne Beveridge GM People, Development & Communications Zinfra Group
- 2. Zinfra Group • Whoare we? …The journey for Zinfra group • The development of the people function – key priorities • The journey thus far – an integrated approach • The future pathway…
- 3. Who We Are ZinfraGroup delivers an efficient, flexible and comprehensive range of engineering, construction, operations and maintenance solutions, across the gas, power, water and telecommunications sectors in Australia 32 business models within one company to meet clients needs Construction Services Brand Maintenance Services Brand
- 4. Understanding Business Priorities PDCVision - To Build a Performance driven, Values led organisation that delivers to client’s expectations, in a safe and respectful way
- 5. Overview 5 PDC Strategic Framework ToBuild a Performance Driven, Values led organisation that delivers to client’s expectations, in a safe respectful way. Vision: Shaping a values driven, client centric high performing culture Accelerating Leadership and Talent Development Building models of work and structures that drive future performance Nailing the basics and building sustainably differentiating capabilities Through:
- 6. Overview 6 PDC Strategic Focusand Initiatives 2016 - 2020 Strategic Focus Key Initiatives Shaping our values driven, client centric, high performing culture • Imbed One Zinfra high performance culture approach • Continue our focus on building employee engagement approaches – both BU and across business • Strengthen internal and external focus on the customer – Client Centric • Continue to differentiate remuneration, rewards and recognition • Continue to implement our five year plan towards being at the forefront of employment practices – Best Practice IR, Contractor, Management, Labour Efficiency, Flexibility and Utilisation • Develop a continuous cycle of linked internal and external communications to build the employee/employer brand and promote our capability • Become the ‘employer of choice’ for Infrastructure services Accelerating leadership and talent development • Empowered leadership via LT and engaged MT – one language, one model, one vision based on Leadership approach • Embedded structured and disciplined talent planning through a succession pipeline to talent for the future • Continue to develop and implement the “grow our own” talent development and sourcing strategy based on LT and ST planning requirements (Workforce Planning) • Programs and tools to develop the capability and competency of our Leaders and Managers (based on Learning Agility, Neuroscience and Innovation mindset) • Develop the technical and functional skills of our people and possible career paths within the business – the development and application of our skills is a key differentiation Build models of work to drive performance • Continue to develop organisation model(s) to drive business performance • Firm up Fit-For-Purpose overheads – continue to find efficiencies as the business transforms • Best practice IR strategy and approaches to support our growth agenda • Workforce Planning to support the diversity, talent and mobility of our workforce requirements • Support and link our Performance Management framework in line with organisational development Nail the basics and build sustainably differentiating capabilities • Identify and invest in core capabilities which support our competitive position and deliver sustainable business growth • In all areas, build capability – continue to strengthen broad business acumen and build functional capability standards • Leverage and strengthen end to end processes (e.g. Planning, Project Management) to create space for growth • Ensure all information systems are integrated (including Payroll, HRIS, SharePoint) and investigate next generation tools to improve efficiency / effectiveness • Continue to develop processes, procedures and guidelines to support policy understanding and organisational development and growth
- 7. Approach to TalentManagement • What are the key business challenges? • What are our key business and cultural strategies? • What do we need? • Do we have it? People Systems • Success profile • Selection • Development • Performance management • Succession management • What does success look like?
- 8. A Roadmap toDevelopment Sep Oct Nov Dec Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Performance Review and Development Talent Management Leadership Development Functional Development Business Toolkit Annual Performance & Development Review Talent Review and Succession Planning Calendar Year 2013 Calendar Year 2014 Mid-Year Review Talent /Succession Planning Mid-Year Review HRIS Module Dev’t Test Pilot Train & Engage all staffIntegrate Values Values GM + 1 Talent Plan Develop and train GM’s on 9 Box Processs Talent Plan HRIS Module Dev’t Test Review Develop and train GM’s Common FLL Development Program One Zinfra Phase 2 Rollout Engagement with business 2 Year Plan and training calendar Translate values in to recruitment and assessment processes Values in to Actions Toolkit Capabilities Phase 1 Business orientation and induction process and toolkit
- 9. Talent Review andSuccession Planning Reviewing talent brings together two processes: 1. Assessing the Performance and Potential of our people 2. Our internal depth of succession against critical and designated roles – Ready Now (0-12 Months) – Ready 1-3 Years – Ready 3-5 Years
- 10. Talent Review Process Leadership TeamBriefing • Process • Common Language • Expectations Talent Reviews • By Business Unit • Talent Assessment • Critical Role Assessment Leadership Team Review • Consolidate and Review • Talent Priorities Feedback to Individuals • Feedback Pro Forma • Feeds in to Mid Year Review November with Leadership Team – Date TBC
- 11. 9 Box Grid– Performance and Potential To assess Performance and Potential we use a tool or model called a 9 Box Grid.
- 12. Assessing Performance andPotential Performance Consistent with our values - we have developed leadership assessment criteria to assess our future leaders. • Market and Customer Focus • Delivering through people • Results orientation • Integrity and teamwork • Functional capability We assess on a 3 point scale and average out. Potential Having a common definition for Potential is critical to the process.
- 13. Critical Role Assessment (SuccessionDepth) The assessment of Performance and Potential informs the assessment of our internal succession depth against designated roles. Role Group Incumbent 0-12 months 1-3 Years 3-5 Years Comment Status GM 1 Ops Joe Bloggs Terry T Mike L Sarah S Eric E Good depth GM 2 Finance John Smith Paul Y Jessica A Billy O Development needed GM 3 Mary Bloggs No Successors identified Status Traffic Light Acceptable Succession Depth, with realistic internal options at hand. Some talent in the pipeline, however development for future succession is required. Unacceptable Succession Depth Assessing the Status allows for a measurement of Succession Depth
- 14. Competency Framework The CompetencyFramework provides a solid foundation on which to build other people processes: – Learning and Development Programs that address specific competencies – Capability Matrix – Career Navigation and Succession Planning – Leadership Development
- 15. Linking our Valueswith Behaviours Values in the Workplace Shared beliefs Inform our choices A framework for consistency and accountability Behaviours Our individual and collective actions. How you interact with others to achieve business outcomes
- 16. Zinfra Group cascadingCompetency Framework DOMAIN EXECUTIVE (LT) MANAGER SUPERVISOR INDIVIDUAL CONTRIBUTOR INTERPERSONAL SKILLS Customer Focus (also Professional Competency) Customer Focus Building Customer Loyalty Building Customer Loyalty Cultivating Strategic Relationships Developing Key Relationships Building Work Relationships Collaborating with Others LEADERSHIP COMPETENCIES Coaching & Developing Others Coaching Coaching Coaching Developing Others Developing Others Selling the Vision Leading Through Vision & Values Inspiring Others Leading Teams Building a Successful Team Building a Successful Team Leading Change Facilitating Change Continuous Improvement Continuous Improvement PROFESSIONAL COMPETENCIES Driving Execution Driving Execution Information Monitoring Information Monitoring Entrepreneurship Seeks Innovation Business Savvy Business Acumen Business Acumen Building Organisational Talent Selecting Talent Selecting Talent Financial Acumen Financial Analysis Financial Awareness Strategic Decision Making Operational Decision Making Decision Making Decision Making Establishing Strategic Direction Implementing Strategic Direction Implementing Strategic Direction PERSONAL ATTRIBUTES Passion for Results Driving for Results Driving for Results Work Standards
- 17. Zinfra Group LeadershipDevelopment Centre Graduate Program Apprenticeship / Trainee Program Internship Program Industry Based Student Program Vacation Student Program Emerging Leadership Development Program (ELDP) SPP Grids 5/6/8 Junior Managers Leadership Development Program (LDP) SPP Grids 8/9 Lower Level Developing Managers Advanced Leadership Development Program (ALDP) SPP Grid 9 ready Senior Managers Leadership Framework Competency Framework Executive Leadership Program (XLDP) Leadership Team
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- 19. LDC – OurIntegrated Approaches 2012 • ‘Grow our own’ strategy 2013/2014 • One Zinfra commences (cultural realignment) • Performance, succession and training calendars • Revamp the Apprenticeship Program 2015 • Emerging and Experienced Leaders Forums – Leadership Brand and Innovative Culture approach • Supervisors and New Leaders Development • E-learning and Blended learning approaches to ‘compliance’ and ‘back to basics’ training • Apprenticeship Program – 2015 Australian Training Award Finalist 2016 • Leaders Forums continue • Top 20 Leaders Program - ”Whole of Life”; behavioural and neuroscience based • Capability Frameworks and career matrices • Non trades career development
- 20. Horizon 4: Grow& Deliver • Zinfra Group is developing an innovative performance driven values led culture • Leaders begin to deliver results through people • PDC develops a flexible, high calibre service model that supports the business • Zone is the number one business communication tool • Zinfra Group starts to increase exposure on external social media sites CY 2016 Horizon 5: Review, Refine & Evolve • Leaders role model our values and drive business performance through their people • Our people actively manage their own careers and development • The PDC Service Model is embedded and delivering high calibre support that adds value to the business • Collaboration across functions and Business Units maximised via Zone • Our people proactively promote Zinfra Group and maximise our exposure via external social media sites CY 17-18 Horizon 6: Deliver Sustainable Results • HRIS is in place and delivering people management results for managers • People metrics and reporting are available and reliable • WFP is in place and delivering the resource plan for projects • We are have a high performing organisation which is motivated and engaged in delivering our success • Our employee engagement results are at industry best • We are an employer of choice and are recognised as a leading organisation CY 19-20 Outcomes Focussed - PDC 5 Year Plan
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