Initiatives: What can we do to bridge the gap between where we are and where we are heading? Business Imperative: Which plan/initiative does this link to? Responsibility: Who is the responsible officer? Timing: When will it be done? Performance Indicators/Outcomes: How will we know we got there and what will success look like? Progress: How are we tracking? Conduct a current environmental scan to incorporate key factors that were missed in the previous scan undertaken by the agency. Strategic Directions (SD) 1.2, 4.1 HR Director 30 March 2011 The completion of an environmental scan report that summarises critical environmental factors. T M A Develop relationships with central agencies and workforce planning officers in other agencies. 4.5 (SD) All employees 30 June 2011 Evidence of increased collaboration between our agency and central and other agencies. M A Develop specific strategies to address the retention of staff in regional areas. 5.1-5.6 (SD), and PSMA Recruitment Standards HR Practioners/ Line Managers 30 July 2011 - Specific strategies established to improve the retention of regional staff - Reduced turnover in regional T M A T M A T M A T M A T M A T M A T M A T M A Commentary Have been part of a working group looking into retention strategies locally and regionally Currently re-aligning regional across our agency, once a structure is formally determined these retention strategies will be a medium term focus for our agency. T Target met or improved upon M Requires monitoring A Immediate attention needed
DEVELOP & IMPLEMENT What are some examples for your agency? What are the gaps? For example: Within our agency, we have a boomerang program and mentors for women returning to work from parental leave, as well as child care facilities and mothers’ rooms for those women. We have established initial relationships with the Disability Employment Service provider EDGE Employment Solutions and Aboriginal Employment Strategy Inc. Our agency has an ageing workforce, and strategies are required to manage this. For example: Our boomerang program is highly successful for women returning from paternal leave; this could be extended as a strategy for our mature workers already retired. Our HR branch is currently utilising PSC’s HR Capability Framework to develop internal mechanisms for enhancing workforce capacity across our agency. Strategic leadership is an area in which we could improve and we will access PSC’s leadership development programs to do this. Our relationships with EDGE and Aboriginal Employment Strategy could be strengthened in the future to improve employment outcomes for these diversity groups. DEVELOP & IMPLEMENT How will we get there? Initiatives: What can we do to bridge the gap between where we are and where we are heading? Business Imperative: plan/initiative does this link to? Responsibility: Who is the responsible officer? Timing: When will it be done? Performance Indicators/Outcomes: How will we know we got there and what will success look like? Progress: How are we tracking?
Develop and implement boomerang employment for retirees. Strategic Directions (SD) 1.2, 2.3, 2.6, 2.7, 3.5, 4.1, 4.4 and Strategic Plan HR Director By December 2011 - Reduced on boarding costs - Less time taken to fill vacancies T M A Utilise PSC’s HR Capability Framework to develop internal mechanisms/tools to enhance agency workforce capacity. 3.2, 3.3, 5.5 (SD), HR Capability Framework HR Director June 2011 At least four internal mechanisms/tools developed T M A T M A T M A T M A T M A T M A T M A T M A T M A Commentary
Initiatives: What can we do to bridge the gap between where we are and where we are heading? Business Imperative: Which plan/initiative does this link to? Responsibility: Who is the responsible officer? Timing: When will it be done? Performance Indicators/Outcomes: How will we know we got there and what will success look like? Progress: How are we tracking? Determine appropriate networks and information sharing within those networks. Strategic Directions (SD) 3.4, 3.6, 4.5, 6.4, 6.5 All staff Throughout the year, - Accessing network groups - Increased knowledge and capabilities noted in meeting customers’ demands. T M A Establish an evaluation cycle that meets the requirements to monitor performance and where/how the Plan links to Strategic Directions. 6.6 (SD), and CEO Performance Agreements Workforce Planning & Diversity Committee by May 2011 - Greater cohesion between agency Plan and PS strategies - Stronger reporting stemming from evaluation process T M A Consult with PSC in relation to merging/integrating our Workforce Plan with our EEO Management Plan. 1.2, 2.5, 2.7 (SD), Equal Opportunity Act 1984, and Commissioner’s Circular 2011-02 HR Director Mar 2011 - Greater cohesion in reporting, one report one message approach - Alignment with PS directions T M A Establish a process to conduct periodic reviews on internal procedures and practices to determine their effectiveness in meeting employees needs 6.3 (SD), and Operational Plan HR Manager Annually, every August - Effectiveness determined through Employee Perceptions surveys. - Procedures and practices conform with PS guidelines. T M A Commentary Working with PSC to adopt and develop an integrated Workforce and Diversity Action Plan. Plan will form one of their model plans which will be promoted within the sector on launch. T Target met or improved upon M Requires monitoring A Immediate attention needed Chief Executive Officer sign off: Ms C. E. Officer Date: 28 February 2011 HR Director sign off: Dr Di Versity Date: 25 February 2011