Queensland
Operations Excellence
Work Groups
Over 20 events annually
“Focused on delivering outcomes”
(2 seats per topic as part of membership)
Leaders Roundtables
3 events annually
“The forum for leader development”
(I seat per event as part of membership)
Sustainability
Work Groups
4 events annually
“Critical moving forward”
(2 seats per event as part of membership)
9.00am
Welcome and introductions
- Upcoming events
- What do we want to get out of the day?
- Cultural alignment for employee strategies
10.30am Morning Tea
10.50am Craig Sneesby
- Current market conditions and future trends
- Recruitment strategies and ensuring the right candidate for your business
12.15pm
1.00pm
Lunch
Bernard Thorpe
- Staff retention strategies, including individual reward and recognition
2.30pm
2.50pm
4.00pm
Afternoon Tea
Key learning from the day and breakaway group session
Meeting Close
April
11&12th
RCA problem solving – Gladstone
25% Discount to members
17th
23rd
OERt CIWG - Leadership Development (Ludowici)
OERt CWIG - Leadership Development (Colgate Palmolive)
May
8th
15th
18th
22nd
22&23rd
Sustainability CIWG – Energy Efficiency (energex)
OERt CIWG – Continuous Development (Orica)
Lean Introduction (1 day workshop)
OERt CIWG – Continuous Development (TBC)
RCA problem solving – Mackay
25% Discount to members
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Have some fun
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Ideas around employee retention strategies
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Employee engagement
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Skills development
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WA/QLD tightening labour market
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Succession planning
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Recruitment ideas
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Reward & recognition
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Getting the best out of employees & supervisors
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Duty of care in recruitment
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Aging workforce strategies
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Y generation
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Change management
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Open & interactive discussions
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Make Gary work harder (Angela) Hmmm…
4
Is your business ready
to take on the challenge
of not only attracting the
right talent, but retaining
the key personnel in your
Business today??
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6
Why develop an employee strategy, is there a real
return on the investment?
Effective employee strategies deliver:
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•
•
•
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•
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Lower staff turnover
Increased morale
Efficiency
Greater customer satisfaction
Increased participation
Speed of change
Quality outcomes
Consistency
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A key reason why employees becoming dissatisfied with their employment is
they are employed in an organisation were they are not culturally or
behaviourally aligned….
• What causes this?
• Poor recruitment processes
• Change in business owner or senior management
• Change in employee behavioural values
Before you develop either an employee recruitment or an employee retention
strategy it is critical you understand some cultural drivers in your
organisation.
• Consider some of the following
• Culture is “The way we work around here”
• Conduct a cultural survey
• Reflections should be current state but consider desired state
• If you are heading into significant change now or in the future consider this in
context!
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Key driver for organisational culture,
Significant change usually occurs
With a new CEO/owner
CEO/Owner
Senior Management
Industry Sector
Customers
Employees
Policy
Key influence at departmental level,
May not always follow desired culture
Significant influence in some sectors
Retail, engineering, sports etc.
Major customers such as Government, can
Certain cultural/behavioural requirements
Limited influence is the reality…..
Policy will have limited or no influence on
culture/behaviour. However culture has significant
Influence on policy.
Organisational Fit
Questions
Answers
What are the organisation core values?
What are the current key drivers?
Is the organisation going through “Significant” change?
Do we have well documented systems & processes?
Do we give clear role clarity & position descriptions?
Is our management style empowering?
Do we give regular employee feedback?
Do we encourage life/work balance?
Do we give people the tools to do the job?
What is our work environment like?
Do we actively encourage external learning?
How do we look moving forward?
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Spend a few minutes reflecting on
the your current organisation.
(Results are for personal reflection)
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Employee Fit
Questions
Answers
What are your personal values/beliefs?
What really drives you to come to work?
Are you a change initiator/driver, or does change make
you nervous?
Do you prefer controlled processes or to “wing it”?
Do you like a clear position description?
How do you like to be managed?
Do you like formal feedback sessions?
How many hours a week would you like to work?
Do you get annoyed if you cannot get capex approved?
Do you prefer the office, shop floor, travel etc.?
Are you looking to improve your skills?
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Complete the questionnaire for you
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Should you join this organisation?
Questions
Answers
What are the organisation core values?
Quality, Safety, Environment
What are the current key drivers?
Cost reduction, Customer focus, Cash flow
Is the organisation going through “Significant” change?
Implementing Lean principles, structure changes, new
payroll system
Do we have well documented systems & processes?
For key processes only
Do we give clear role clarity & position descriptions?
Position descriptions are generic, with “or what is required”
Is our management style empowering?
No we tend to be more controlling
Do we give regular employee feedback?
At the time something happens
Do we encourage life/work balance?
We allow some flexi time
Do we give people the tools to do the job?
Costs are an issue at the moment, but we try
What is our work environment like?
Fantastic office in the middle of the city
Do we actively encourage external learning?
We will contribute to relevant learning
How do we look moving forward?
No idea constantly changing
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Your answers to the questionnaire
versus company profile.
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Skills
Attitude
Steve Jobs
“Hire for attitude train for skills”
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• Employee strategies have a true value
proposition
• Any successful employee strategy
should start by understanding the
current organisational culture.
• Identify the key influencers of your
organisational culture.
• Identify any significant change
impacts.
• Develop a section in your employee
interview /review to understand
“employee fit” to organisational
culture.
• Consider “Attitude V Skills” balance.
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Strong case for developing retention strategies
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Value proposition makes sense
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Strong returns
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Put dollars into retention not recruitment
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Recruit “best fit” for business not necessarily skills
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Empowerment is critical retention strategy
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Social media is a powerful recruitment tool
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Skills shortage will get worse as GFC impact lessens
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Internal referral program worth considering
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Huge variety of retention strategies
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Ensure business fit, employee fit or combination
Management play a key role
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Consider in management job description
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Walk the floor meet the staff
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Consider cultural alignment questionairre
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