establishing as an employer of choice
DESCRIPTION
case study in longer term people and culture strategyTRANSCRIPT
Establishing Your Organisation as an Employer of Choice – Is it possible in
the Public Sector?
PETER WARD FAIM, FAHRI
HEAD OF PEOPLE & CHANGESA WATER CORPORATION
ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
• What is a ‘employer of choice’?
• A little about SA Water – a hybrid organisation
• The critical imperatives
• The first five years at SA Water 2001-2006
• The next five years at SA Water 2007-2012
• Private vs. Public Sector – myths and legends
• Summary
Google it…
ONE DEFINITION
Must be sustainable over prolonged period
ANOTHER DEFINITIONCompanies that consider culture to be a competitive advantageDemonstrated by: - Speed to market or exceptional service delivery
- Attractiveness to potential employees- Achievement of above industry benchmarks overtime- High degree of flexibility to change- Forward looking
SO WHAT IS AN EMPLOYER OF CHOICE?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
Looking for the best place to hang your hat? Wise career seekers look at company culture.
Many qualities go into the making of an ‘employer of choice,’ but ultimately it boils down to one very crucial thing: a strong culture.
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.
Robert W Baird and Co2007
IT TAKES A STRONG CULTURE TO BE GREAT AT WORKIT TAKES A STRONG CULTURE TO BE GREAT AT WORK
THE PERFORMANCE CULTURETHE PERFORMANCE CULTURE
This can be defined as:
‘A culture in which individuals, teams and the organisation achieve what they agree to achieve.
Other words that can be used for this are: accountability, achievement, focus, speed, delivery, discipline, meritocracy and rigour.
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.’
Carolyn TaylorThe Power of Culture;
Using the Soft Stuff for Business AdvantageAIM
ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICE
• 150 years old mid 2006
• Previously Engineering and Water Supply Department– Mega department for South Australia
– Vertically integrated design to delivery
– 8000+ staff at the peak
• Corporatisation July 1995– Commercial Charter
– Public Service staff transferred
– Metropolitan Operations outsourcing to United Water
– Various B.O.O.T infrastructure
– Dis-aggregation of core business
• Design
• Capital works
• Resource planning and ownership
• Asset owner
• Bottomed at 1100 staff in 2001, now 1350
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
The Results of ChangeThe Results of Change• Net contributor to state finances – significant value (Turnover $770
million)• Ownership confusion in public arena• Core Public Service VS Commercial Charter impacted stakeholder
perceptions• Vast down sizing lost core skills• Periods of non-hiring• Skewed ageing workforce• Organisation instability
2000 Strategic Review2000 Strategic Review• Staff commitment issues• Risk analysis showed skill loss, ageing workforce and culture
would impact future service delivery and $$ contribution• Culture, HRM elevated to strategic level• Perception most change was by default rather than by design
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
HUMAN RESOURCES STRATEGYHUMAN 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 ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
THE CRITICAL IMPERATIVES AND THE RESPONSE – THE CRITICAL IMPERATIVES AND THE RESPONSE – The first 5 yearsThe first 5 years
• Culture development• Safety• Succession Planning• Performance Management • Pay for Performance• Recognition and Reward• Leadership• Capability Building• Accommodation and Workplace Strategy• Diversity• Policies – Family Friendly, Work Life Balance, Employee Development
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
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
Channel Message sent by
BEHAVIOUR
• Observation of others• Especially key influences• What is said• What is done
SYMBOLS
• Where is time spent• Where resources are invested• Physical environment• What and who is rewarded• Who is involved in what• Voice of key stakeholders• Rituals
SYSTEMS
• Goal setting budgeting• Reporting and measurement• Remuneration• Performance management process
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
CULTURE DEVELOPMENTCULTURE DEVELOPMENT• Organisation Culture Inventory• Culture model• Focus on leadership• Focus on behaviours, symbols and systems
SAFETY – SAFETY – Zero Harm StrategyZero Harm Strategy• Seven key initiatives• Focus on lead indicators vs. Lag• LTI and SIFR trend downwards• Behaviour based safety
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
SUCCESSION PLANNINGSUCCESSION PLANNING• Workforce Refreshment 130/380 dignified exits/retirements• Graduate Program• Apprentices / Trainees
SA Water now has 15-24 year old profile better than overall utilities industry
PERFORMANCE MANAGEMENTPERFORMANCE MANAGEMENT• 2 year roll out (over 210 workshops)• Role clarity at the top, cascaded down the business• 1:1’s part of everyday life, 68% all staff had end of year appraisal 2005/06 – goal
is 90+% 2006/07• Review now underway as result of Staff Perception Survey
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
PAY FOR PERFORMANCEPAY FOR PERFORMANCE• Ability for AS06 and above (equivalents also) to request individual contract• No guaranteed EBA increase, merit increase 0-6%, based on performance and
Mercers Market rate
RECOGNITION AND REWARDRECOGNITION AND REWARD• 1000+ Service Awards for 5 year increments since 2002• Over and Above Awards common place – 200 to 300 per year• Leaders empowered to arrange event and awards for outstanding services• Cost $50,000 - $75,000 pa
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
LEADERSHIPLEADERSHIP• 250+ staff with 360o feedback (LSI and/or psychometric)• Front-line Management – 230+ participants• Applied Leadership – 135+ participants
ACCOMMODATION STRATEGY ACCOMMODATION STRATEGY (Biggest symbol of inequity)(Biggest symbol of inequity)• Regional Upgrades• New Head Office and laboratory Strategy• Centralised Facilities Management
CAPABILITY BUILDINGCAPABILITY BUILDING• Individual Development Plans• $1.9mm investment since 2002/03 for individual development in addition to core
job training
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
DIVERSITYDIVERSITY
Gender - Professional ranks 25% vs. ABS benchmark 23%
- Information Services 19% vs. ABS benchmark 16%
- Senior / Middle Management 27% vs. ABS 27%
Indigenous - 1.2% vs. ABS 0.95%
POLICIESPOLICIES
Complete review covering Flexible Leave, Maternity and Paternity, Recognition and Reward, Family Friendly, Work – Life Balance principles, etc
Extensive consultation and engagement of all staff
High degree of customisation to balance business and individual needs
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
© Corporate Vision Pty Ltd 20035
2003N= 621
2002N= 303
Copyright 1987 Human Synergistics
In association with:
OCI Results: 2002 vs 2003OCI Results: 2002 OCI Results: 2002 vsvs 20032003
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
CURRENTREALITY
2006
CURRENTREALITY
2006
Staff PerceptionSurvey 2006
Staff PerceptionSurvey 2006 Employee
Engagement Workshops 2004,05,06
Accommodation Strategy
Employee Engagement
Workshops 2004,05,06
Accommodation Strategy
Culture Study
Office of PublicEmployment 2005
Culture Study
Office of PublicEmployment 2005
Dignity at Work(bullying survey)
PHD Student 2006
Dignity at Work(bullying survey)
PHD Student 2006
WorkforceDemographics Analysis
Swinburne University
WorkforceDemographics Analysis
Swinburne University
Women in Engineering Survey
Adelaide University
Women in Engineering Survey
Adelaide University
STOCKTAKE 2006STOCKTAKE 2006
Graduate FeedbackGraduate Feedback
Recruitment Partner
Feedback and Reviews
Recruitment Partner
Feedback and Reviews
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
THE NEXT THE NEXT 5 YEARS5 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 LeadershipBecoming the Employer
Of Choice
Mentoring Exec & Snr Managers
Career Planning
Development Planning• Organisational• Business Unit
• Personal
Skills Development Program
Youth & Special Programs
• Graduate• Apprentice
• Trainee• Indigenous• Disability
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 PerceptionSurvey
Remuneration
Performance MgmtProcess
Policies & Practices
Enterprise Bargaining
New ClassificationSystem
Training NeedsAnalysis
Corporate 5 Year Capability Development
Plan
Scholarships
Contract Review
Induction
Resourcing
LeadershipCompetencies (PW)
Succession Planning (CG)
Joint initiative HR/OD
Chris21 Review(CG)
Talent Management (TG)
Coaching (TG)
Workplace Behaviours
WORKFORCE PLANNINGWORKFORCE PLANNINGIDENTIFIED KEY AND CRITICAL ROLE REPLACEMENTIDENTIFIED KEY AND CRITICAL ROLE REPLACEMENT
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
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ADDITIONAL RESOURCING & COSTS FOR REPLENISHMENT AND IMMEDIATE SKILLS ADDITIONAL RESOURCING & COSTS FOR REPLENISHMENT AND IMMEDIATE SKILLS (In addition to Current Workforce Plan)(In addition to Current Workforce Plan)
2007/8 2008/9 2009/10 2010/11 2011/12TOTAL(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
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
• Demonstrates commitment to succession and values current workforce
• Allows strong internal development and promotions by filling from the bottom
• Confirm commitment to strategic culture and people management
• Excellent marketing tool
BENEFITS OF WORKFORCE PLANNING APPROACHBENEFITS OF WORKFORCE PLANNING APPROACH
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
Level 2 arrival point from the stairs facing the atrium
Level 2 Hub
Level 2 North
Level 2 HubLevel 2 North
Level 2 Meeting Rooms
Level 3 Meeting Rooms Level 3 Reception
Level 4 Hub
Level 2 Lab Write Up Area
Level 3 Reception
Level 4 Hub
Level 5 Hub
Level 3 Reception
Level 4 HubLevel 4 Workpoints
Level 5 Hub
Entrances to Level 3 Training Rooms
Level 5 Workpoints
Level 3 Reception
Level 4 HubLevel 4 Workpoints
Level 5 Hub
Entrances to Level 3 Training Rooms
Level 5 Workpoints
PRIVATE Vs. PUBLIC SECTOR MYTHSPRIVATE Vs. PUBLIC SECTOR MYTHS
• Performance Management is possible in the Public Sector
• Public Sector people work just as hard as the Private Sector
• Private Sector processes can work in the Public Sector
• Public Sector processes are needed in the Private Sector (Governance, Risk
Management, etc)
• Lots of things in the Public Sector are immune to political change so you can
think/act strategically and not just budget cycle
ESTABLISHING YOUR ORGANISATION ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE
SUMMARYSUMMARY
Immediate Manager Supervisor Performance
Job Satisfaction
Employer of Choice
Organisational Commitment
OH&S
Commitment to External CustomerService
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 ESTABLISHING YOUR ORGANISATION AS AN EMPLOYER OF CHOICEAS AN EMPLOYER OF CHOICE