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REDLAND CITY COUNCIL
People Strategy 2017 - 2020
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Table of Contents
Introduction …………………………………………………………………. 3
Who we are ………………………………………………………………….. 4
Our challenges in Local Government …………………………….. 4
Reflecting on our past success………………………………………. 5
Creating a high performing and innovative culture ………. 6
Goal 1: Attract the best people ………………………..… 8
Goal 2: Keep the best people ……………………………… 10
Goal 3: Develop the best leaders ……………………….. 12
Goal 4: Enable our people to achieve …………………. 14
Measures of success by 2020 ……………………………… 16
Acknowledgements
Thank you to the many people who contributed to the development of this People Strategy, including those who took part in
the MySay employee surveys, HR futures workshops, change management consults, strategic workforce planning
workshops, Plan on a Page consults, leadership development and talent management discussions and provided business
partner feedback and feedback on the draft versions of the People Strategy. A special thank you to our people who kindly
shared their stories for publication and to Angela Saxby for her work on the development of this strategy.
Amanda Daly, Head of Human Resources
REDLAND CITY COUNCIL
People Strategy 2017 - 2020
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Introduction
The purpose of this People Strategy is to drive significantly better outcomes for our community through supporting and
investing in our people.
Redland City Council is people focused, as we understand that it is through our people that we produce great results, and
our ability to attract, retain and grow our people’s capability to achieve what our Corporate Plan 2015-2020 sets out to do.
This Strategy supports Council specifically in the achievement of the Corporate Plan and is enabled by Outcome 8: Inclusive
and Ethical Governance.
There continue to be increasing community expectations on Council to deliver value-for-money community services,
programs and products and provide excellent customer service. Our employees need the skills, systems and processes to
meet these increasing expectations. The quality, health and wellbeing of our people are critical to how effectively we deliver
on these expectations.
Our vision is to be forward thinking, engaged and focused on enriching the Redland community lifestyle. Our mission calls on
our people to ‘make a difference, make it count’. Our people are the key to serving our community and partners well and
we can, and do, make a difference every day through the varied work that we do.
We want our community, and those who visit, invest and partner with us, to see and feel this commitment through our core
values of customer service, accountability, organisational and personal growth, communication and working as one united
team. As a values-led organisation our values create a shared meaning and purpose, are a guide for all our decision-making
and describe ‘how we do things around here’.
This Strategy will be supported by action plans to be integrated in the annual planning framework (i.e. Plan on a Page).
MySay and other feedback sources will measure our progress to ensure our attention is continually focused on our people.
REDLAND CITY COUNCIL
People Strategy 2017 - 2020
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Who we are
At Redland City Council we are passionate about what we do. We provide a wide range of services and products to our
community and partners and deliver these directly ensuring they are responsive and relevant to the Redland context. We
want to move forward, embrace the bigger picture, serve our community well and work in an innovative, safe and customer
friendly environment.
We are a workforce of approximately 1000 people, of all ages and backgrounds, with very diverse roles ranging from
planning our City, to operating community halls, to supporting Councillors, and many more, all with interesting stories to tell
as you’ll read here.
Our challenges in local government
The People Strategy helps us meet future challenges and move towards a more sustainable workforce that improves the
quality of life of the Redland community and beyond our borders. Current challenges include:
maintaining a skilled workforce so we have the right people in the right roles at the right time delivering the right services
recognising the multi-generational and ageing workforce implications, including an increase in ‘digital natives’
increasing agility in the workforce – engaging and managing a more fluid workforce in achieving our priorities
managing job disruption, a changing talent and skills landscape, shifting technology and automation
encouraging a reasonable level of risk-taking by our people to try new ways of thinking and working
identifying productivity improvements to deliver more with our resources in a slow growth economy with increasing
demand for our services
further prioritising of our work and making more effective choices about our efforts, energies and time, and
building resilience and improving personal effectiveness, health and wellbeing.
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Reflecting on our past success, a brief review of 2012-2015
As Redland City Council embarks on the next People Strategy, it is important to reflect on the success of the past four years
that has seen solid foundations built in preparation for long term, sustainable cultural change.
New Vision, Mission and Values –validated who we are and where we are going as an organisation
Reward and Recognition Program – introduced a Council-wide program recognising excellence and values-led behaviour
Employee Relations – strengthened business partnering relationships by providing more timely and consistent advice and assistance and
proactive management of issues
New technology – introduced eLearning, the Vault safety portal and eRecruitment to improve processes that reduce time and costs
Business Transformation – supported the development and implementation of an organisational wide business transformation program to
improve our performance culture using the principles of Lean Thinking
Trainees and Apprentices – continued investment in entry level talent to meet long term workforce planning needs
MySay – rolled out a new type of employee survey that measured the drivers of change and their impact on business performance, followed by
action plans
Remuneration – reviewed Common Law contracts and introduced performance agreements for senior management and negotiated a Certified
Agreement with annual salary increases for employees and officers
MyGoals – centred performance conversations on goals, behaviours and career pathways and brought the system online
Leadership Development – launched development programs to build capability at each level in the organisation and measured the impact of
individual style and behaviour on others with actions for self-improvement
Corporate Development – delivered learning and development solutions supporting a learning culture focused on developing employees to
their full potential and aligned with our vision, mission and values
Succession planning and talent management – created a framework for talent identification and getting the best from our talent
Workforce agility – established the Casual Pool and Areas of Interest Register to provide flexibility, development growth and reduce costs in
filling short-term vacancies
Change Management – focused on improving change capability during organisational restructures, redeployments and new ways of working
Hazards of Work – assessed these and focused on mitigation strategies
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People Strategy 2017 - 2020
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Creating a high performance and innovative culture
As a well established Council with a long history, we continue to evolve as the landscape around us does. What has not
changed is the importance we place on our people – because our people make a significant difference to others through our
work. We want to be known as an organisation that cares for our people, develops our people and treats our people well.
A solid foundation of people management practices has been laid in the last four years. This has been done so we are ready
for the next big focus – to create a high performance and innovative culture that enables us to achieving our Vision.
Our ideal culture will see all employees questioning conventional thinking using a structured improvement framework,
holding ourselves accountable, managing through reward, providing clear priorities, involving others in meaningful work and
developing a culture that supports and encourages professional development and ensures this knowledge is shared between
teams and individuals. Achieving this ideal workplace culture would result in better service delivery outcomes, more
innovation, better employee morale and help us to attract and retain the right people.
It is our people who will drive this ideal culture through effective leadership at all levels. Innovative and creative leaders have
the ability to encourage our people’s passion for their work and connect the heads, hearts and hands of this organisation to
work towards the Vision.
For this reason, the four people goals set out in this People Strategy are enabled by effective leadership at all levels,
including self-leadership, to drive success.
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People Strategy 2017 - 2020
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Our people goals
Through great leadership…
ATTRACT
THE BEST PEOPLE
KEEP
THE BEST PEOPLE
DEVELOP
THE BEST LEADERS
ENABLE OUR PEOPLE TO
ACHIEVE
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Goal 1: ATTRACT the best people
To support the recruitment and selection of a workforce that is flexible, accountable, improvement focused, team-minded and committed to
providing an excellent customer experience for our peers, stakeholders, clients and customers.
Priorities
1.1 Continue to embed our Vision, Mission and Values in all people activities
1.2 Identify, recognise and reward employee ambassadors who actively promote Council, as our branding, identity and
reputation is shaped and reinforced publicly every day by our people
1.3 Review what Council will provide for employees (Employee Value Proposition) to attract and keep talent from diverse
backgrounds with diverse needs
1.4 Design jobs that are more diverse, flexible and interesting so we are creating a workplace culture that encourages
personal and professional growth
1.5 Review the induction process (end-to-end) so we inspire our new recruits and help them quickly get up to speed. Re-
induct long tenured employees to inform and up-skill
1.6 Analyse on-boarding and exit survey feedback to identify what best attracts people to Council and why people leave
and develop strategies that support attraction
1.7 Continually review our recruitment and selection guidelines to select the best talent, and use analytics to help inform
candidate, job and organisational fit
1.8 Negotiate certified agreements and develop remuneration strategies that support the varied needs of our people and
provide competitive industry advantage
1.9 Promote and encourage innovation within the remuneration and benefits framework.
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People Strategy 2017 - 2020
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After finishing school I was unsure of what career path I wanted to take, then I came across the administration traineeship with Redland City Council and decided to apply for this, as I loved business administration at school. I was successful in getting into this traineeship and learned so much over the 12 month program.
After my traineeship I was able to obtain further experience as a Business Support Officer with Home Assist Secure and then the Local Laws Team. Not long after, I achieved my first goal and obtained a permanent appointment as a Business Support Officer in the Health and Environment Unit.
I have now been working for Council for over 7 years. I am really enjoying my current role as the Licencing Officer as there is a variety in my day-to-day work and I am continually learning and developing my skills. My favourite part is licencing the Food Businesses in the Redland City and the interactions with my team members and other areas of Council.
It is a great place to work and I am so grateful for the strong relationships I have built across Council. I absolutely love the environment, work-life balance and the opportunities that are available within Council.
I am forever thankful that I made the decision to apply for the traineeship all those years ago.
Andrea
Licencing Officer
Environment and Regulation Group
I started with Council in the Records Department, where I delivered and processed mail. Here I was able to learn a lot about the different departments and gain knowledge of Council processes. My career progression took me to Information Management (IM), working in the Service Desk team. In this role, I have a great sense of achievement and pride when we implement a new technology to the business that improves the way in which we do things or adds a new dimension to our current capabilities. I support and speak with all types of businesses units within Council from the Councillors office, to the sewerage treatment plant. No two days are the same, so I am able to embrace a variety of tasks throughout my day.
I received on-the-job training and have completed relevant IM courses supported by Council. I already had many years of experience in customer relations, so I was able to bring that knowledge and skillset to my role in IM.
It makes all the difference that my colleagues are such lovely, easy-going, comical people, which really makes working here enjoyable.
Every day I am driven to not only serve the customers internally but those externally for the best outcome for Council and our City.
Ben
Desktop Support Officer
Information Management Group
REDLAND CITY COUNCIL
People Strategy 2017 - 2020
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Goal 2: KEEP the best people
To keep and develop our talented workforce to improve personal, organisational and community performance.
Priorities
2.1 Build high performing teams that have clear goals and roles, trust and good interpersonal communication
2.2 Deliver timely learning and development solutions focused on building our people skills and services, including
engaging with industry and suppliers who together enhance our capability
2.3 Map competencies and career pathways for our all types of jobs (e.g. professional and technical experts, business
administration, field crews) and develop strategies that support development of our people
2.4 Support career aspirations by promoting and strengthening our career management service (i.e. coaching, mentoring,
career counselling, transition to retirement, peer support)
2.5 Promote flexible work arrangements and make sure decision-making around their use is fair (parity) and transparent
2.6 Create an inclusive and culturally diverse workforce that represents the community we serve
2.7 Enhance the Reward and Recognition program so that it’s meaningful for employees who perform at a high level and
consistently with our Values, including identifying intangible benefits that provide fulfilment both professionally and
personally
2.8 Facilitate role and position changes for our employees with high potential to broaden experience across different
portfolios (horizontal and vertical moves)
2.9 Use workforce data for evidence-based strategic planning
2.10 Simplify, review and create processes to reduce employee frustration through the re-engineering of business-centric
HR processes, to be better strategic business partners and redefine HR’s value and contribution.
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People Strategy 2017 - 2020
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I came to Council in 2006 from a Sports Field Construction background. The goal set for me here was quite simple “Fix the Sports fields” so the
first few years I was fully focused on rebuilding or renovating the 66 hectares of sporting fields across the Redlands.
As the fields came up to standard, my focus broadened to the operations of the mowing teams on both the Mainland and Southern Moreton
Bay Islands, a team of 30 extremely hard working employees with a huge task – keeping the Redlands beautiful. Working with these teams, we
set about providing the right equipment for the task and improving the way we did the task. Fantastic mowing equipment, coupled with the
right transportation equipment and expert operators, resulted in quality outcomes.
A few years later, my focus broadened to learning and understanding the world of contract and contractor management. This has been a
fantastic learning curve, and we have recently reviewed and refined the way Parks are mown throughout the city, which has created a cost
saving for Council.
Of course, none of this would have been possible without the vast support network that Council provides. Since 2006 I have formalised my Green Keeping qualification and
completed further study to achieve a Diploma in Sports Turf Management. In addition to this I have had the opportunity to undertake contract management, project
management, employee leadership, workplace Health and Safety, personal development and a raft of other employment related training. Most recently I have completed a
Diploma of Local Government.
This year I have been given the opportunity to work in our Business Improvement Unit, working on some improvement projects. This has now opened my eyes to just how
diverse our organisation is, and the multitude of opportunities that are on offer, should you wish to pursue them. Personal and professional development programs and
opportunities are also available for all employees.
Working with Council provides me with every opportunity I could ask for. Together with a great working environment, fantastic people to work with and having your work
recognised and acknowledged through an employee rewards program, make this an excellent place to work. I have really enjoyed my first 10 years with Council and look
forward to where the next 10 years may take me.
Laurence
Senior Turf Services Officer
City Spaces Group
REDLAND CITY COUNCIL
People Strategy 2017 - 2020
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Goal 3: DEVELOP the best leaders
To build resilient, diverse and inclusive leadership that drives a constructive high performance and innovative culture.
Priorities
3.1 Continue rollout of the leadership development program to deliver the capabilities to meet Council’s needs today,
while also boosting organisational performance in the future
3.2 Develop leaders who encourage ‘One Team’ results, where everyone thinks and acts in the best interests of the whole
organisation. They facilitate, not direct, team performance and help their peers (e.g. peer coaching)
3.3 Continue to review the Leadership Capability Framework to align to future needs
3.4 Ensure all leaders plan, manage and develop the performance of their people including rewarding excellent
performance, managing poor or underperformance and holding meaningful career conversations
3.5 Continue to support our people in building resilience in themselves and their teams
3.6 Build internal workforce planning capability to be able to anticipate and prepare for future skills requirements, so
Council has the right people, at the right time, in the right place with the right capabilities
3.7 Identify the succession needs of our key positions and design transition strategies
3.8 Develop our future leaders by focusing as much on how leaders learn as on what they learn (e.g. on-the-job experiences
that stretch) and develop action plans that embed practice, reflection and feedback
3.9 Ensure readiness to make the leap from ‘mate to manager’ before recruiting people new to supervisory positions
3.10 Provide tools / resources to help our leaders understand their team members’ individual needs and career aspirations
3.11 Expand our career management service (coaching, peer coaching and mentoring program) in development
conversations to better connect our people’s strengths with their personal, team and organisational performance
3.12 Implement business improvement principles to create a culture of service-driven leadership
3.13 Deliver best practice principles in safety culture and safety leadership.
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In my 8 years with Council I’ve been fortunate to experience a variety of roles. I joined as a Town Planner, moving quickly into a Senior
Planner role. I have embraced opportunities as a Project Officer for the SEQ Council of Mayors Housing Affordability Project, Town
Planner for appeals and improvement projects, Principal Advisor for Business Planning and Improvement relating to development
assessment, and acted in the City Planning and Assessment Group Manager role. I am enjoying my current challenges, the learning
experiences and the genuine passion and knowledge of the team.
These opportunities have given me the platform to develop and implement key planning assessment tools and to review and create
development assessment policy and guideline documents. This work has been well received and set high standards of service, with a
number of local government areas picking up these products. I have been truly humbled by this achievement as well as through
recognition at our Mayor and CEO Employee Excellence Awards, selection as a participant in the first Lean Leaners program and as a
2016 LGMA Challenge team member.
I have been able to tap into resources offered by Council to continue to learn and grow as a professional and as a leader. I actively
participate in our Inspired Leaders Program, completing my first Life Style Inventory action plan, commencing my Leadership Resilience
journey and seeking out involvement in Council’s new professional coaching program.
The commitment that Council is showing towards developing its people and leaders is something I truly value and feel very fortunate to be part of. The organisation, and in
particular my manager, have been instrumental in supporting my career advancement as well as encouraging my belief in myself. I have always felt valued, supported and
encouraged in my professional journey with Council and I am excited about continuing my professional development here.
Kim
A/g Service Manager, Planning Assessment
City and Planning Assessment Group
REDLAND CITY COUNCIL
People Strategy 2017 - 2020
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Goal 4: Enable our people to ACHIEVE
To support and recognise the ongoing growth and accomplishments of our people and focus on emotional connection to our work, as job
satisfaction contributes to a fulfilling life.
Priorities
4.1 Adapt MyGoals to improve future-focused, developmental coaching conversations; include individual and collaboration targets for personal
and organisational success, linked to Departmental and Group Plans on a Page
4.2 Make sure the right people are in the right roles doing the right jobs through active and regular training needs analysis and skills audits
4.3 Identify and recognise talent across the organisation to find ways to better invest in the growth of our people
4.4 Continue to prioritise the safety of our people in the workplace through our Safety Management System and Plans
4.5 Enhance our wellbeing program, reflecting both how people live their lives and how they perform at work
4.6 Support a psychosocially safe work environment through frameworks, programs and capabilities (e.g. Peer Support Program, Employee
Assistance Program)
4.7 Develop our knowledge and build skills and ability around change management and create strong support for embedding change
management, e.g. change champions and practical change management development
4.8 Improve cross-Council communication and alignment by increasing collaboration, including creating virtual teams to solve critical problems
using a structured improvement framework
4.9 Ensure our people have the tools to provide modern, sustainable and cutting-edge solutions that address the challenges faced by Council
and community (e.g. office environment, training facilities)
4.10 Harness the benefits of the Human Resource Information System and review of HR processes to provide a platform for accurate, relevant
and easily trackable employee information for better people management decision making
4.11 Continue to build a performance driven culture and promote an action learning culture that tests and experiments with new ideas to solve
organisational and community problems, and reward people’s ability to transform our business and community and produce innovation.
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I came to Redlands with a wide variety of work
experience in managing sport and recreation
facilities. What my current and previous roles all
have in common is the opportunity to work with
local community groups. This job gives me the
opportunity to help solve problems and to get the
best out of the community facilities that Council
manages.
With the task of overseeing 16 community halls
spread over the Mainland, Stradbroke Island and
the Southern Moreton Bay Islands, the one thing
that I can be sure of is that every day is different with a new set of challenges.
Overcoming these challenges allows me the opportunity to work with a variety of
departments and teams across Council with a common goal of responding to the
Redland community with a positive outcome.
I value that Council embraces health and safety, leadership and management
capability development, performance management, workplace diversity and a
flexible work-life balance. I actively recommend others to work for Council.
Jordan
Community Venues Coordinator
City Spaces Group
I was fortunate to grow up on beautiful North
Stradbroke Island. Even though I left to live in
Brisbane for a while, I was drawn back to the
Redlands and have lived here for over 23 years.
As Executive Support Officer to the Councillors I
must say one day is never the same as the
next. Currently I support the Deputy Mayor,
undertaking all aspects of administrative support
to assist the Councillor to carry out her civic
duties. The role is busy, varied, challenging and
extremely rewarding. I work with a great team of
people who work hard to assist the Mayor and
Councillors in their roles to serve the Redlands community.
Our work gives us the opportunity to interact with a broad range of residents and
customers. We also have the benefit of collaborating with all areas of Council to
work towards desired outcomes for our community.
Council has a great working environment with great people who are passionate
about what they do. I am proud to be a part of the Council team. In our own
individual ways and as a wider group we do make a difference and make it count.
Heather
Executive Support Officer
Office of Mayor and Elected Members
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Redland City Council is going to be an even better place to work by 2020
How will we know this? How will it be measured?
Measure Measurement Tool
Our employment terms and conditions are fair and sustainable
Our performance, engagement and retention of our employees improve
We take ownership of our responsibilities and follow through
We contribute to the success of our teams and the organisation by being collaborative and supportive
Our physical and mental health improves
Our leadership capability is built across the business
Our leaders have the ability to inspire and work with others to address complex challenges
Our ideal and actual culture are more closely aligned
Our culture drives innovation and growth
Our culture changes are sustainable and live beyond our current Executive Leadership Team
Development opportunities are available for everyone through a range of learning and development solutions
An increased proportion of our people are participating in professional learning and capability development
activities, e.g. mentoring, shadowing, exchanges, Corporate Development courses
We are doing less transactional work and people drive the systems and processes
We deliver on our commitments and provide excellent internal and external customer service
Our workforce is inclusive and diverse, i.e. reflective of our community
Certified Agreement
MyGoals & MySay
MyGoals
MyGoals & MySay
Safety Management Plan
Leadership Assessments
MySay
MySay
MySay
MySay
BI reporting
Various
Lean (MADMIC)
Customer service surveys
BI reporting
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Opportunities to expand my skills and challenge myself are never far away at Council. As a Senior Planner I was recently responsible for the
assessment and co-ordination of the Shoreline development application. This application was one of the largest, if not the largest, and most
complex development applications ever lodged with Council. While it was the most challenging work in my professional career, the scale and
breadth of that project also gave me invaluable knowledge and experience.
More recently while acting as a Service Manager, I developed team leadership skills and vital experience that will stand me in good stead for
future opportunities that may arise.
Working as a planner within the Planning Assessment team can be stressful at times and tight timeframes make for a fast paced work
environment. The support and reassurance provided by the wider team and Council management is incredible. The whole team is friendly and
caring and always ready and willing to pitch in and lend a hand.
I have worked for various employers prior to Council and what stands out the most as an employee is Council’s commitment to a healthy work life balance and to genuine
recognition and gratitude for hard work and a job well done. I can honestly say that I have never felt more valued and cared for as a member of staff than I do now.
Emma
Senior Planner
City Planning and Assessment Group
REDLAND CITY COUNCIL
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