11

ACT WorkCover ACT WorkCover HRHR STRATEGY 2005-STRATEGY 2005-20082008

An ACT community where health and safety are embraced as an integral part of all work activity.

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11 HR STRATEGY HR STRATEGY

To develop an ACT WorkCover To develop an ACT WorkCover HR Strategy for 2005-2008 that providesHR Strategy for 2005-2008 that provides

Broad direction for ACT Broad direction for ACT WorkCover’s managers WorkCover’s managers and staff on how we will and staff on how we will work together to achieve work together to achieve the very best in service the very best in service delivery for our clientsdelivery for our clients

A basis for supporting A basis for supporting individuals, teams and individuals, teams and businesses in meeting businesses in meeting their Human Resource their Human Resource

management & management & development development

responsibilitiesresponsibilities

ObjectiveObjective

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11 HR STRATEGYHR STRATEGY

Why HR Strategy?Why HR Strategy?

• Demonstrate ACT WorkCover’s commitment to a long-Demonstrate ACT WorkCover’s commitment to a long-term strategic approach to the management of term strategic approach to the management of workforce issuesworkforce issues

• Ensure that our people strategies are aligned with our Ensure that our people strategies are aligned with our Business PlansBusiness Plans

• Identify opportunities and barriers for achievement of Identify opportunities and barriers for achievement of business objectives both now and in the futurebusiness objectives both now and in the future

• Articulate key themes & strategies to achieve the Articulate key themes & strategies to achieve the goals of becoming a high performing organisationgoals of becoming a high performing organisation

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11 HR STRATEGYHR STRATEGY

Why HR Strategy?Why HR Strategy?

• Detail the key mechanisms to address HR Detail the key mechanisms to address HR priority issues across ACT WorkCoverpriority issues across ACT WorkCover

• Integrate staff development and management Integrate staff development and management systems, processes and structuressystems, processes and structures

• Emphasise the shared responsibilities of all Emphasise the shared responsibilities of all staff in implementationstaff in implementation

The 3-year Strategy identifies priorities, strategies and The 3-year Strategy identifies priorities, strategies and actions to make the partnership work both now and in the actions to make the partnership work both now and in the futurefuture

55

22 HR STRATEGY - WHERE IT FITS INHR STRATEGY - WHERE IT FITS IN

Workplace RelationsCA etc

Learning & Development Framework

Workplace Diversity Plan

OH&S Guidelines & Agreement

HR Policies & Guidelines

Performance Management Framework

HR Strategy Budget Other Plans & Frameworks

Section Work Plans

Performance Agreements

Individual L&D Plans

• Learning & Development Framework• Women’s Action Plan• Disability Employment Framework• Equity & Diversity Framework

Whole of GovernmentOutputs & Outcomes

ACT Policy & Legislation

ACTPS HR StrategyACTPS HR Strategy ACT WorkCover Business Plan

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33 HR STRATEGY UNDERPINNED BY VALUESHR STRATEGY UNDERPINNED BY VALUES

- Values that an be seen at both the individual & corporate level- Values that an be seen at both the individual & corporate level

TransparencyTransparency

Service to Service to the Publicthe Public

AccountabilityAccountability

Consistency Consistency of Approachof Approach

Firm & Fair Firm & Fair regulation of regulation of legislationlegislation

Responsiveness Responsiveness to governmentto government

RespectingRespecting DiversityDiversity

FairnessFairness& & IntegrityIntegrity

Efficiciency & Efficiciency & EffectivenessEffectiveness

Recognising Recognising employees’ employees’ contributionscontributions• Recognition of

contributions

• Commitment to skills development

• Cooperation & strategic partnerships

77

OUR PEOPLE

44 HR STRATEGY PRIORITIESHR STRATEGY PRIORITIES

STRATEGIC STRATEGIC STAFFING & STAFFING & WORKFORCE WORKFORCE

PLANNING PLANNING

BUILDBUILD CAPABILITYCAPABILITY

FOCUS FOCUS ONON

LEADERSHIPLEADERSHIP

HEALTHY & HEALTHY &

SUPPORTIVE SUPPORTIVE WORKPLACEWORKPLACE

HIGH HIGH PERFORMING PERFORMING ORGANISATI0NORGANISATI0N

EMPLOYER EMPLOYER OF OF

CHOICECHOICE

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4.14.1 STRATEGIC WORKFORCE PLANNING STRATEGIC WORKFORCE PLANNING

• STATISTICAL STAFFING ANALYSISSTATISTICAL STAFFING ANALYSIS• BUSINESS PLANNINGBUSINESS PLANNING• MANAGING CHANGEMANAGING CHANGE

STRATEGIC STRATEGIC STAFFING & STAFFING & WORKFORCE WORKFORCE

PLANNINGPLANNING

99

4.24.2 PROVIDE A HEALTHY & SUPPORTIVE PROVIDE A HEALTHY & SUPPORTIVE WORK ENVIRONMENTWORK ENVIRONMENT

• OH&S – HEALTHY WORKPLACE PROMOTION OH&S – HEALTHY WORKPLACE PROMOTION ACTIVITIESACTIVITIES

• COMPENSATION MANAGEMENTCOMPENSATION MANAGEMENT

• WORKPLACE DIVERSITYWORKPLACE DIVERSITY

• EMPLOYEE ASSISTANCEEMPLOYEE ASSISTANCE

• CONSULTATIONCONSULTATION

• ISSUES RESOLUTIONISSUES RESOLUTION

HEALTHY & HEALTHY &

SUPPORTIVE SUPPORTIVE WORKPLACEWORKPLACE

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4.34.3 BE AN EMPLOYER OF CHOICEBE AN EMPLOYER OF CHOICE

• ACT WORKCOVER’S VALUESACT WORKCOVER’S VALUES

• EMPLOYEE CONDITIONSEMPLOYEE CONDITIONS

• RECRUITMENT & RETENTIONRECRUITMENT & RETENTION

• REWARD & RECOGNITIONREWARD & RECOGNITION

EMPLOYER EMPLOYER OF OF

CHOICECHOICE

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4.44.4 BUILD CAPABILITYBUILD CAPABILITY

• LEARNING & DEVELOPMENTLEARNING & DEVELOPMENT

• PERFORMANCE AGREEMENTSPERFORMANCE AGREEMENTS

• INDUCTIONINDUCTION

• KNOWLEDGE SHARINGKNOWLEDGE SHARING

• CAREER DEVELOPMENTCAREER DEVELOPMENT

• COACHING & MENTORINGCOACHING & MENTORING

BUILDBUILD CAPABILITYCAPABILITY

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4.54.5 FOCUS ON LEADERSHIP FOCUS ON LEADERSHIP

• LEADERSHIP & INNOVATIONLEADERSHIP & INNOVATION

• REWARD FOR LEADERSHIPREWARD FOR LEADERSHIP

• MENTORING & COACHINGMENTORING & COACHING

FOCUS FOCUS ONON

LEADERSHIPLEADERSHIP

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4.64.6 BE A HIGH PERFORMING ORGANISATIONBE A HIGH PERFORMING ORGANISATION

• ETHICAL BEHAVIOURETHICAL BEHAVIOUR

• PERFORMANCE MANAGEMENTPERFORMANCE MANAGEMENT

• REWARD & RECOGNITIONREWARD & RECOGNITION

• ISSUES RESOLUTIONISSUES RESOLUTION

HIGH HIGH PERFORMING PERFORMING ORGANISATI0NORGANISATI0N

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55 CONSIDERATIONSCONSIDERATIONS

6 KEY THEMES6 KEY THEMES

Communication & ConsultationCommunication & Consultation

HarassmentHarassment

StressStress

Rewards & RecognitionRewards & Recognition

Access to the CommissionerAccess to the Commissioner

Managers working as a teamManagers working as a team

6 KEY THEMES6 KEY THEMES

Communication & ConsultationCommunication & Consultation

HarassmentHarassment

StressStress

Rewards & RecognitionRewards & Recognition

Access to the CommissionerAccess to the Commissioner

Managers working as a teamManagers working as a team

DEVT DAY SUMMARY REPORTDEVT DAY SUMMARY REPORT

6 KEY THEMES6 KEY THEMES

Building Public Service skills Building Public Service skills & capability& capability

Promoting high performancePromoting high performance

Strengthening Public Service Strengthening Public Service culture & valuesculture & values

Working collaborativelyWorking collaboratively

Ensuring equity & Ensuring equity & consistency in employmentconsistency in employment

Achieving a sustainable Achieving a sustainable Public ServicePublic Service

6 KEY THEMES6 KEY THEMES

Building Public Service skills Building Public Service skills & capability& capability

Promoting high performancePromoting high performance

Strengthening Public Service Strengthening Public Service culture & valuesculture & values

Working collaborativelyWorking collaboratively

Ensuring equity & Ensuring equity & consistency in employmentconsistency in employment

Achieving a sustainable Achieving a sustainable Public ServicePublic Service

ACTPS HR STRATEGY 2003-2005ACTPS HR STRATEGY 2003-2005

To also considerTo also consider

Healthy & Supportive WorkplaceHealthy & Supportive Workplace

Workplace DiversityWorkplace Diversity

To also considerTo also consider

Healthy & Supportive WorkplaceHealthy & Supportive Workplace

Workplace DiversityWorkplace Diversity

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66 REVIEW PROCESSREVIEW PROCESS

Conduct Conduct Environmental ScanEnvironmental Scan

Review implementation of Review implementation of HR StrategyHR Strategy

Review priorities of Review priorities of HR StrategyHR Strategy

Develop Develop Communication StrategyCommunication Strategy

Develop HR Strategy Develop HR Strategy 2005-20082005-2008

Sign off & Launch Sign off & Launch HR StrategyHR Strategy

Periodic Review of Periodic Review of HR StrategyHR Strategy

Future Future DirectionsDirections

Assess Assess Validity Validity

of of StrategyStrategy

Develop Develop StrategiesStrategies

ImplementImplement& Review & Review

HR HR StrategyStrategy

•Staff SurveyStaff Survey•Devt Day Report Devt Day Report •Business PlansBusiness Plans•ACTPS HR StrategyACTPS HR Strategy

•HR StrategyHR Strategy•Business PlansBusiness Plans•ACTPS HR StrategyACTPS HR Strategy

•Communication Communication Framework & Template Framework & Template• HR Strategy HR Strategy Template Template

•HR Strategy 2005-2008HR Strategy 2005-2008•Review cycleReview cycle

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77 REVIEW CYCLEREVIEW CYCLE

NOVNOV DECDEC

JANJAN

FEBFEB

MARMAR

APRAPR

MAYMAYJUNJUN

JULJUL

AUGAUG

SEPSEP

OCTOCT

Cycle Cycle Begins / EndsBegins / Ends

• Confirmation of Confirmation of Working GroupWorking Group

• Development of HR StrategyDevelopment of HR Strategy• Approval of HR StrategyApproval of HR Strategy• Development of Development of

Communication Communication StrategyStrategy

• Integration of HR Integration of HR Plan into Business Plan into Business PlanPlan

• Review of Business PlanReview of Business Plan• Review of HR StrategyReview of HR Strategy• Performance AgreementPerformance Agreement• Individual Workplan Individual Workplan

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88 ROLE & RESPONSIBILITIESROLE & RESPONSIBILITIES

OHS Commissioner,OHS Commissioner, Senior ManagersSenior Managers::• Consider workforce and Consider workforce and

change issues and change issues and develop strategies to develop strategies to managemanage

• Support managers/team Support managers/team leaders in implementing leaders in implementing HR StrategyHR Strategy

• Model values & ACTPS Model values & ACTPS Code of ConductCode of Conduct

• Ensure healthy & safe Ensure healthy & safe workplace.workplace.

Team Leaders/ManagersTeam Leaders/Managers• Consider current and future needsConsider current and future needs• Include workforce planning in business planningInclude workforce planning in business planning• Develop strategies to implement HR StrategyDevelop strategies to implement HR Strategy• Prepare performance agreements &Prepare performance agreements &

learning plans with stafflearning plans with staff• Model Values & ACTPS Code of conductModel Values & ACTPS Code of conduct• Develop skills & knowledge in HR managementDevelop skills & knowledge in HR management• Ensure healthy & safe workplace, Ensure healthy & safe workplace,

free of harassment & bullyingfree of harassment & bullying

All staffAll staff • Participate in implementing the Participate in implementing the

StrategyStrategy• Develop and implement performance Develop and implement performance

agreements & learning plansagreements & learning plans• Model Values and ACTPS Code of Model Values and ACTPS Code of

ConductConduct• Ensure healthy & safe workplace,Ensure healthy & safe workplace,

free of harassment and bullyingfree of harassment and bullying

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8.18.1 ROLE & RESPONSIBILITIES OF WORKING ROLE & RESPONSIBILITIES OF WORKING GROUPGROUP

• Identify emerging priorities – Devt day Summary Identify emerging priorities – Devt day Summary ReportReport

• Provide input to developing the HR Strategy to ensure Provide input to developing the HR Strategy to ensure it is representative of the interest of businesses and it is representative of the interest of businesses and ACT WorkCoverACT WorkCover

• Advise on and develop strategies for effective review Advise on and develop strategies for effective review and communication of the HR Strategyand communication of the HR Strategy

• Communicate and participate in the launch of the HR Communicate and participate in the launch of the HR StrategyStrategy

• Promote application of the HR Strategy to Business Promote application of the HR Strategy to Business PlansPlans

• Actively review the HR StrategyActively review the HR Strategy