Capabilities we need to achieve our Strategy CDI

Capabilities we need to achieve our Strategy….

CD&I Organisational Structure

Capability Development in Road. Tek

IMD Capability Committee TMR Workforce Strategy Road. Tek's Operations & Business Plans CD&I Program of Work!

Workplace Capability Assessments Ø Who is Road. Tek? Ø What skills/knowledge are critical to delivering Road. Tek’s program of works is the assurance of the ongoing supply of the necessary capabilities for road infrastructure works, and what levels of these skills/knowledge do we currently have? Ø Over 1000 staff have now been surveyed

Workplace Capability Assessments Overall Strengths / Weaknesses Ø Ø Ø ? ? ? ? ?

2014 -15 March May July September November January March May 10% Training Requirement Induction Framework Safety Training Provider Procurement Civil Training Provider Procurement SEQ Workplace Capability Assessments Building a Better Business Program Learn. Zone/TMD Migration Mentoring Program (Stage 1) Mentoring Program (Stage 2) PM Development in Road. Tek Structures Development Statewide A&T Reporting IMDCC Occupation Groups & Networks PCO Implementation OSD WCA Leading Hand Development i. Lead Training Labour Efficiency Optimisation (Co. A) Fleet Efficiency Optimisation (Co. A) Pre-Employment Medical Drug & Alcohol Testing RRAIS Review SV & C-Scale Review Capability Assessment Review Project (2015) Capability Benchmarking

Integrating workforce planning into the business planning process TMR Strategic Workforce Plan Road. Tek Business Plan Workforce Planning Workforce Analysis Forecast Future Needs Analyse gaps Financial Plans Implementation Business Plan Review Develop & implement strategies

Building Capability through Workforce Planning

Building Capability through Workforce Planning 84% male 16% female 20% of workforce over 55 Retention running at 89% Nominal separation rate 12. 5% 0. 89 days unplanned leave/employee/ month 12. 25 years service

Building Capability through Workforce Planning 1. Workforce Analysis Ø Identify the current state of the workforce – capabilities, job function, experience, skills and competencies. Ø Define existing workforce characteristics in the areas of: ٥ Workforce demographics – age, gender, tenure ٥ End of pay leave balances (recreation, LSL) ٥ Promotions/transfer/turnover ٥ Employment status (permanent, temporary, casual) ٥ Number of traineeship, apprenticeship and graduates Ø Are capabilities aligned with business requirements?

Building Capability through Workforce Planning 2. Forecast Future Needs Ø Understand future work requirements Ø Identify future and key capabilities Ø What are the critical roles that are needed Ø What are the key projects and activities – short, medium, long term Ø Timeframes/locations/financial implications

Building Capability through Workforce Planning 3. Analyse Gaps Ø Analyse/compare the current state and future forecast information. Ø Identify the key areas of difference: ٥ critical capability gaps – current and future ٥ surplus/shortage of staff ٥ movements in workforce trends – what does the data show ٥ at risk functions/occupations due to limited work availability Ø Identification of risks of not closing the gaps

Building Capability through Workforce Planning 4. Develop and Implement Strategies Ø Develop and implement strategies/activities that will close the gaps Ø Identify what we already do and is it working Ø Implementation plans Ø Measures for success Ø Prioritise strategies for short, medium, long term

Building Capability through Workforce Planning 5. Monitor and Evaluate Ø Effectiveness Ø Efficiency Ø Appropriateness Ø Success Ø Modify

How does it all link together? ? Capabilities we need to achieve our Strategy! Workforce Planning Workforce Capability Assessments CD&I's Program of Work

Scenario – Workforce Plan Break into Groups of 5 (if possible) ‘You are now the Resource Manager of an allocated Ops Centre, analyse data/stats and come up with options to minimise capability gaps to suit your heads of works……. what would you do?

Scenario – What would your group do? Options for OM and your Depot: • • ? ? ? ?

Scenario – What has Road. Tek done? Actual options for the GM and RMT: • Growing our own • Workforce mobility • Transition to retirement options • Recruitment • Optimising employment conditions • Work life balance • Knowledge management/transfer

Performance Management What does it look like – TO YOU

Performance Management "Our People" is one of the core values of Road. Tek. Performance Management processes have been developed to support people to align their personal development with business direction in a manner that produces effective business results and provides personal satisfaction and growth in their working career.

Why Review Performance? Two major objectives: • To improve performance of the individual (which benefits the organisation) • To develop the employee (which benefits the employee)

Reviewing performance To see if a person is … üReaching goals üContinuously improving üRequiring improvement Knowledge gained from the appraisal can help managers and supervisors to … üPlan for future staffing and assist workers develop skills üMake informed decisions about development opportunities or other rewards üSet up an employee counselling session üMake informed decisions about disciplining

The Cycle of Performance Management

Skills for Managing Performance • The art of asking questions • How to create rapport • Build people’s confidence in you • Use the L. A. C. E. model • Non-verbals • How to deal with difficult people

Performance Management Your turn - 4 Scenarios • Recognising/rewarding good performance (2) • Managing poor performance (2) Break into 4 groups, 2 role players and 2 observers Read your instruction sheet

Questions / Further Discussions…?