HR STRATEGIC PLAN JANUARY

Transcription

1 M O O N E E VA L L E Y R A C I N G C L U B JANUARY 2017 People are central to everything we do Welcome to the 2016/17 MVRC Human Resources Strategic Plan. This document sets out our key strategic HR pillars and provides details of the activities and programs that the HR and Senior Management teams will be conducting in support of our strategy over the coming months. If you have any questions on this document, or suggestions for activities which can be rolled into our strategic plan, please discuss this with a member of the HR team. Attracting and retaining high-quality people The MVRC aims to recruit, develop and retain a high calibre of staff who can deliver superior performance, flexibility, innovation and an outstanding customer experience. We are looking for people who fit the MVRC culture and can meet the strategic and operational needs of the business. Learning and Development The recruitment of Brett Norton as MVRC s dedicated, Training & Recruitment Manager, in March, 2016 has seen a renewed focus on the training and development of all MVRC staff. All full-time staff will now have a specific development plan agreed with their manager as part of the PeopleStreme performance management system. Frequent development activities for casual staff have also been planned across the year. Performance Management The PeopleStreme system is now operational for MVRC full time staff. This system outlines specific KPIs for each staff member, and supports formal one-on-one sessions each month for the manager and staff member to engage in two way communication. Since the implementation of PeopleStreme, staff survey results for Alignment and Involvement areas have shown marked improvement. Collaboration and Communication The HR team will be developing a structured communication plan to keep staff better informed about things that are going on across the business. The revamped Quarterly Staff briefings starring the Media and Communications team are part of this plan. 83% of staff say they are proud to work for MVRC we want to make this 100%! Leadership Leaders set the strategies and objectives for the rest of the business to work towards and help transform potential into performance. HR will be working with the leaders of the business to develop their skills via formal training and executive coaching, and will also be facilitating activities designed to better communicate the Club s vision and strategies.

2 Attracting and retaining high quality people The MVRC aims to recruit, develop and retain a high calibre of people who can deliver superior performance, flexibility, innovation and an outstanding customer experience. We attract candidates by promoting the MVRC brand via our website and the use of social media tools in conjunction with our Media and Communications team. Positions are generally advertised via Seek and LinkedIn and are also communicated internally to all MVRC staff members. We use other sites to target specific roles as required. We actively encourage MVRC staff to refer vacant positions to any high calibre contacts within their own networks. The MVRC s end-to-end recruitment process is managed via PeopleStreme s erecruitment program. MVRC use psychometric testing and CV Check to find out more about the applicants to aid the interview and decision making process. Onboarding is done via the WelcomeStreme program. New staff undertake an online employee induction, and an induction schedule encompassing a variety of activities is provided in their first week. All new staff are surveyed after two months to review the onboarding process and ensure MVRC are delivering a quality recruitment and onboarding program. Our key focus areas will be on: Continuing to develop more effective tools for identifying suitably qualified candidates; Improving the overall induction experience for new staff; Conducting frequent employee engagement surveys to ascertain how our staff feel about working at MVRC, and ensuring action is taken where appropriate; Conducting structured exit interviews to understand and analyse reasons staff have for leaving the Club; Facilitating open conversations between staff members and their managers about their expectations, concerns and needs; Ensuring staff efforts are recognised and appreciated; Providing adequate attention to career planning; Promoting the MVRC brand by regularly and consistently communicating the Club s mission, vision and values and by linking these to business processes; Ensuring appropriate work/life balance practices are in place; Better articulating the benefits of working at the MVRC, both to existing and potential new staff. The effectiveness of our Attraction and Retention strategy will be measured by: Number and quality of candidates attracted through various advertising channels; Recruitment satisfaction survey for Hiring Manager; 2 month onboarding survey for employee; Turnover statistics through Human Resource KPI quarterly reports; Analysis of exit survey results. 2

3 Learning and Development The HR team will continue to promote quality programs to all employees via individual and group training initiatives, and we will continue to provide on-line compliance training via PeopleStreme s Learning and Development program. All full-time staff will be required to have a development plan recorded in the PeopleStreme platform. Our dedicated Training and Recruitment Manager, Brett Norton, is available to help managers and staff build these plans, and to assist with any other developmental needs. It is important to note that development encompasses a range of internal and external activities and does not just refer to externally provided training courses. MVRC s development plans will be based on the commonly used 70/20/10 model: 70% of development from job-related experience 20% of development from interactions with others 10% of development from formal education events Since March, 2016, MVRC staff have undergone 1,385 training hours, which works out at roughly 15 hours per full time staff member. MVRC offers a Study Assistance Program to support and encourage staff to take up further external studies. We also have access to psychometric testing through Thomas International which can help to identify developmental opportunities in existing staff. More recently the Club has introduced a leadership training program and will undertake Leadership Development for the Senior Management team. This leadership training will be extended to high-potential staff members identified as part of the HR team s succession planning for Key actions for HR over the coming year include: Continue to promote development opportunities within the business through the Intranet and Yammer; Training & Recruitment Manager to work with Risk and Compliance Manager to make sure all face to face compliance training is completed; Providing online compliance training via PeopleStreme s Learning & Development program; Ensure Development Plans are populated for staff and assist the business to complete the plans; Continue to educate managers and employees on the 70/20/10 model to help them populate their development plans going forward; Roll out Leadership Development training for Senior Managers. The effectiveness of our Learning and Development initiatives will be measured by: Establishment of development plans within PeopleStreme; Completion rates of these development plans; Employee feedback on L&D questions from employee engagement surveys; Completion rate of training courses; Staff retention rates; Effectiveness of MVRC s succession plan in filling key roles with suitably qualified internal candidates. JANUARY

4 Performance Management The Club s aim is to foster a high-performance culture which will deliver exceptional outcomes in areas such as productivity, quality, customer experience, growth and financial performance. A high-performance culture encourages employees to exhibit the behaviours that are closely aligned with higher business performance, such as risk taking, innovation, knowledge sharing and establishing trust between managers and their staff. In response to the 2014 staff survey, where only 67% of staff said they understood how their role fits with the overall MVRC strategy, and 64% of staff believed their supervisor managed the performance of team members in a fair and effective way, MVRC embarked on a project to implement the PeopleStreme performance management system. The new system requires staff and managers to sign off on KPIs for their role, and conduct monthly one-on-one meetings to review progress against these KPIs. There is also a section to record development plans for each employee. Staff values and behaviours are aligned with MVRC s goals and that KPIs are being achieved; Quality conversations between the parties are being recorded to assist with the end-of-year performance appraisal process; KPIs being set are relevant and achievable We have been using the one-on-one reviews for six months now and we are really starting to see the benefits of the Performance module. The monthly reviews allow you to track improvements against the established KPIs and this provided encouragement to both myself and my staff Paul Camilleri Financial Controller The monthly one-onone process is extremely beneficial and gives us a better understanding of what is going on across the catering department. These meetings also provide a greater call to action across our team. Luke Kinniburgh Manager - Catering The effectiveness of our Performance Management initiatives will be measured by: Direct employee feedback; Staff survey results; Employee turnover and retention rates; Achievement of agreed KPIs across the business. So far around 70% of MVRC staff have embraced the software and are conducting regular one-onone meetings with their direct manager. The HR focus over the coming year will be to ensure that: One-on-one performance meetings are taking place regularly; 4

5 Collaboration and Communication The HR team will be developing a structured communications plan to keep staff better informed about things that are going on across the business. The revamped quarterly staff briefing sessions, starring MVRC s very own comedy duo Alastair Dwyer and Ben Sporle, form the centrepiece of this plan. The IT team have recently released the intranet system, which includes feeds from the Club s social media sites, plus a variety of tools designed to improve communications and collaborations across the business and streamline business processes. The new intranet includes the Yammer application which will be used to update staff on key happenings around the club on a daily business. Key actions for HR over the coming year include: quarterly staff briefing sessions; Revamped Introduction of the Intranet and Yammer to increase both communication and collaboration between business units; Staff encouraged to follow the Club s various social media channels and there will now be a live feed on the home page of our new Intranet. The effectiveness of our Learning and Development initiatives will be measured by: Direct employee feedback; Staff survey results. In March, 2015, the Club went live with a new CRM system, Microsoft Dynamics/Upbeat. The project effectively consolidated the operations of several legacy systems that were in use across the Club to provide a single point of truth and standardised processes across the business. There are several collaboration tools embedded within the system which are currently being under-utilised. The HR team, in conjunction with our CRM Administrator, Katie Clarke, will be working on a program to update the skills of staff in these areas. MVRC s 2016 engagement survey provided a 49% favourable response to Collaboration and Communication questions, which was 14% below the AUS/NZ benchmark Similarly, there are many collaboration features within the Microsoft Office suite of products which are being underutilised. The HR team will be working with the IT team to develop programs to provide additional training to staff in these features. Staff are encouraged to follow the Club s various social media channels to stay abreast with everything happening around the place. JANUARY

6 Leadership Leadership - the ability to motivate groups of people towards a common goal - is an important skill in today s business world. Leaders set the strategies and objectives for the rest of the business to work towards and help transform potential into performance. In the recent staff survey, 62% of respondents said they had confidence in the leaders at MVRC. This is around 7% short of the AUS/NZ benchmark and is obviously an area which needs to be improved. Responses between different departments varied significantly, indicating there is inconsistency in the leadership skills being displayed by our leaders. There were also a large number of neutral responses, indicating that a large portion of staff have not been convinced about the Club s performance in this area. Management is doing things right; Leadership is doing the right things. - Peter Drucker Key areas of focus for HR over the coming year include: Facilitated session between Senior Managers and their teams to discuss what the underlying issues are with leadership at the MVRC; Regular feedback sessions focusing on team and culture as well as business performance; Formal leadership training and executive coaching for senior managers and line managers; Club news. Regular feedback on the Club s visions and strategies communicated to all employees through various communication channels, such as briefings, s, enhanced intranet, departmental meetings and PeopleStreme one-on-ones. The effectiveness of our Leadership initiatives will be measured by: Direct employee feedback; Staff survey results; Development of Senior Managers and succession planning participants. Moonee Valley Racing Club Moonee Valley Racecourse, Gate 1 McPherson Street, Moonee Ponds VIC 3039 PO Box 245, Moonee Ponds VIC THE VALLEY ( ) thevalley.com.au 6