IMPLEMENTATION AND CHANGE MANAGEMENT GUIDE

Transcription

1 IMPLEMENTATION AND CHANGE MANAGEMENT GUIDE LGNSW

2 CONTENTS PART 1 OVERVIEW OF THE FRAMEWORK... 1 Intrductin... 2 Overview and backgrund... 2 Capability framewrk aims... 3 Capability framewrk structure... 3 Capability framewrk benefits rganisatinal... 4 Capability framewrk benefits individual... 4 Supprting material and tls prvided by LGNSW... 5 PART 2 GUIDE TO IMPLEMENTATION AND CHANGE MANAGEMENT... 6 Implementing the capability framewrk a change management apprach... 7 Create the visin... 9 Make the case... 9 Gain in principle cmmitment frm key senir stakehlders Assess readiness and analyse risks Develp a detailed prject plan Decide n phasing f wrkfrce implementatin prject Optins fr rlling ut the capability framewrk t the wrkfrce Gain cmmitment frm key stakehlders Establish the gvernance arrangements Develp cnsultative arrangements Implementatin Evaluatin PART 3 CASE STUDIES AND TEMPLATES Case Study: Bayside Cuncil Case Study: Prt Stephens Cuncil TEMPLATE 1 Stakehlder Checklist TEMPLATE 2 Readiness Questinnaire TEMPLATE 3 Risk Analysis TEMPLATE 4 Prject Plan fr the Cuncil Wrkfrce TEMPLATE 5 Implementatin Plan fr Elected Members TEMPLATE 6 Cmmunicatin Plan fr Cuncil Wrkfrce TEMPLATE 7 Cmmunicatin Plan fr Elected Members... 40

3 PART 1 OVERVIEW OF THE FRAMEWORK Page 1

4 capability framewrk implementatin and change management guide Part 1 Intrductin This guide was prduced by Lcal Gvernment NSW (LGNSW) t assist cuncils at all stages f familiarity with capability framewrks in understanding the purpse and benefits f the Lcal Gvernment Capability Framewrk, gaining stakehlder supprt fr its implementatin, and develping an effective implementatin plan. The suggested apprach t implementatin is underpinned by research n best practice principles fr intrducing lng lasting change. The guide cnsists f tw parts: part 1 is a general intrductin t the Lcal Gvernment Capability Framewrk and part 2 specifically addresses implementatin and change management. Overview and backgrund The Lcal Gvernment Capability Framewrk (the capability framewrk) prvides a set f cre capabilities, expressed as behaviurs, which set ut clear expectatins abut perfrmance in lcal gvernment: hw we d things arund here. It builds n rganisatinal values and creates a cmmn sense f purpse fr elected members and all levels f the wrkfrce. LGNSW prpsed the develpment f a lcal gvernment capability framewrk in respnse t changes in legislative and cmmunity expectatins f cuncils, including the perfrmance and behaviurs f its peple in delivering a prfessinal service t the cmmunity. The prpsal received strng supprt when put t cuncils acrss the state in the secnd half f It was develped in clse cnsultatin with elected and cuncil representatives and apprved by the LGNSW Bard in August The capability framewrk des nt displace r verride the Lcal Gvernment (State) Award 2017 (the Award) r any relevant industrial instrument and is nt linked t the Award. The Award is the enfrceable industrial instrument setting the minimum terms and cnditins fr the majrity f lcal gvernment emplyees in NSW. The framewrk des nt alter cuncils bligatins t: Evaluate psitins in their structure in accrdance with the Award's skill descriptrs; and Ensure prgressin thrugh cuncils salary systems based n the acquisitin and use f skills, r emplyee perfrmance, prvided that prgressin beynd the entry level based n the acquisitin and use f skills is als available. Cuncils implementing the capability framewrk shuld, where apprpriate, have regard t prvisins f the fllwing Award clauses: cl 2. Statement f Intent cl 5. Skill Descriptrs cl 7. Salary System cl 8. Use f Skills cl 9. Perfrmance Evaluatin and Reward Page 2

5 cl 31. Training and Develpment cl 39. Wrkplace Change cl 40. Terminatin f Emplyment and Redeplyment due t Redundancy. Capability framewrk aims The capability framewrk was develped fr use by lcal gvernment t: create a cmmn view f what gd lks like when wrking in lcal gvernment align elected members and the wrkfrce in delivering cmmunity utcmes imprve perfrmance and capacity attract and retain highly capable peple enhance mbility bth within the sectr and between sectrs prvide a shared basis fr wrkfrce planning prvide brader career ptins and develp the next generatin f lcal gvernment leaders in NSW; and prvide a cmmn fundatin fr the prfessinal develpment required f elected members by legislatin. Capability framewrk structure The capability framewrk describes 16 cre capabilities acrss fur grups: Persnal Attributes; Relatinships; Results and Resurces. These capabilities apply t all elected members and lcal gvernment emplyees thugh expressed in different ways t reflect the different rles. In additin, there are fur capabilities in the Wrkfrce Leadership grup fr emplyees wh manage peple and anther fur capabilities in the Civic Leadership grup fr elected members The capabilities wrk tgether t prvide an understanding f the cmmn knwledge, skills and abilities required f elected members and lcal gvernment emplyees. The capability framewrk cmplements the specific technical and prfessinal skills required by certain psitins. Capability framewrk uses: Fr cuncil emplyees, the framewrk may be used as a fundatin fr all aspects f peple management, frm wrkfrce planning thrugh creating structures and rles, t recruitment, perfrmance management, prfessinal develpment and career planning. The framewrk may als infrm the perfrmance agreements that underpin the perfrmance review f general managers and senir staff emplyed under the standard cntract. Fr elected members, the framewrk may be used as a basis fr cmmunity and prspective candidate infrmatin, cuncillr inductin and prfessinal develpment. Page 3

6 Capability framewrk benefits rganisatinal Sectr-wide implementatin f the capability framewrk has the ptential t result in measurable imprvements in: utcmes fr the cmmunity thrugh better alignment f wrkfrce and elected member capabilities with strategic and peratinal needs budget perfrmance thrugh time saved and better match t needs when using capability-based recruitment and selectin; training; perfrmance management and career and successin planning cmmunity perceptins f lcal gvernment; and supprt fr NSW lcal gvernment as an emplyer f chice. Capability framewrk benefits individual fr managers: fr emplyees: fr elected members: prvides a cmmn language t describe expectatins enhances mbility where links can be established between different rles that share similar capabilities (e.g. administratin, planning and custmer service) builds n award variatins t bradband psitins by making them mre cntemprary and further remving barriers between prfessins, psitins and ccupatins acrss the cuncil s rganisatin structure helps target scarce training and develpment resurces and encurage individuals t take mre respnsibility fr their wn develpment. helps understand the capabilities required t wrk at their current level (r in a different psitin), in particular the behaviurs expected f them in perfrming their rles prvides a basis t cnduct a self-assessment as an input t prfessinal develpment and career planning helps identify well-targeted pprtunities fr develpment in their perfrmance management discussin. prvides a clear picture f cre expectatins in the rle prvides a cmmn fundatin fr assessing and planning persnal prfessinal develpment. Page 4

7 Supprting material and tls prvided by LGNSW A suite f supprting materials and tls has been develped t assist cuncils in implementing the framewrk. These include: a guide n hw t use capability framewrk in Wrkfrce Planning a Psitin Descriptin Builder tl an nline interactive psitin descriptin template that can be used by cuncils t develp psitin descriptins that include the capabilities required fr the psitins a guide n hw t use capabilities in Recruitment and Selectin a guide n hw t use capabilities in perfrmance Management and Develpment a guide n implementatin and change management in intrducing the Framewrk (this guide) an nline tl t guide the prfessinal develpment f cuncillrs and mayrs knwn as Prfessinal Develpment in a Bx (PD in a Bx) Fr further infrmatin n the capability framewrk and supprt available frm LGNSW refer t r cntact LGNSW at member.services@lgnsw.rg.au r by telephne (02) Page 5

8 PART 2 GUIDE TO IMPLEMENTATION AND CHANGE MANAGEMENT Page 6

9 Part 2 Implementing the capability framewrk a change management apprach Prject planning and invlvement f affected stakehlders are tw essential ingredients fr a successful implementatin. A best practice apprach t change management is summarised in Figure 1. Fllwing these recmmended steps will increase the likelihd that the capability framewrk is well implemented and becmes an integral part f the cuncil s activities. The flw chart shws key steps fr tw streams: the cuncil wrkfrce elected members Implementatin fr the tw grups has tuch pints in the flw chart at Step 1 Visin; Step 2 Make the Case; Step 3 Gain Cmmitment; Step 4 Develp a Plan; Step 7 Implementatin; Step 8 Cmmunicate Cntinuusly; Step 9 Evaluate Overall Success. The fllwing pages prvide mre detail abut each key step. Page 7

10 Figure 1 Page 8

11 Create the visin A successful change prcess requires a clear and cmpelling visin f the future changed state. Befre starting the cnsultatin prcess, the prject initiatr shuld create an utline f the idea and benefits t put t the senir stakehlders t gain their cmmitment reflecting: hw the capability framewrk will transfrm r enable key aspects f the cuncil s peratins; and hw its implementatin will enhance delivery f utcmes in line with the cuncil s strategic plan. Once this straw man has been created, the executive team shuld be invlved in drafting the visin The visin shuld be expressed in a way that allws fr shared wnership at all levels f the cuncil. All stakehlders must understand frm the visin: hw it culd supprt them in their wrk fr the cuncil and in their persnal develpment that it has the ptential t bring an enhanced cmmn fcus t all wh wrk with the cuncil in serving the cmmunity. Make the case The visin needs t be backed up by a cmpelling case fr the benefits f implementing the capability framewrk. These include: Imprved cuncil perfrmance: frm better alignment f capabilities with strategic bjectives and desired peratinal culture. Imprved budget bttm line: there is ptential fr substantial budgetary savings frm using capability-based appraches t recruitment and selectin; training; perfrmance management and career and successin planning. The benefits cme frm streamlined prcesses, better targeting f resurces and better decisin-making. Imprved cmmunity perceptins f lcal gvernment. Effective visins are: Clear Unambiguus Persnally relevant Simple Vivid Lcal gvernment perceived as an emplyer f chice, ffering capability-based pprtunities. Clear guidance fr elected members n expectatins and practical assistance in develping well-fcused prfessinal develpment plans. Linking these benefits t facts abut knwn current gaps r issues in cuncil perfrmance is a pwerful way t make the case. Page 9

12 Gain in principle cmmitment frm key senir stakehlders Initial supprt frm ne r mre key stakehlders such as the mayr, the cuncillrs, the general manager and/r the senir leadership team will substantially increase the chances f the capability framewrk being adpted acrss cuncil fr bth emplyees and elected members. T gain early cmmitment frm senir stakehlders: identify likely questins and prepare respnses in advance present the case yu have develped nte any unanticipated questins frm discussins and prepare respnses fr use with these and ther stakehlders gain agreement t prvide input and feedback as a detailed prject plan is develped gain agreement t act as spnsr(s) as the prject prgresses gain agreement t participate in the gvernance arrangements fr the implementatin prject (see mre detail n this in the Gvernance sectin). A range f ther stakehlders will als need t be engaged as the prject prgresses (see mre detail n this in the Gain cmmitment frm key stakehlders sectin). Assess readiness and analyse risks Once yu have develped the visin f a future underpinned by the capability framewrk and gained in principle supprt frm key senir leaders, the next step is t cnduct a change readiness assessment and a risk analysis. These will help yu develp a realistic prject plan that takes its starting pint frm yur existing rganisatinal cntext and factrs in likely bstacles yu will need t address. Change readiness assessment A simple questinnaire has been develped see Template 2 Risk analysis A risk analysis template has been develped see Template 3 Develp a detailed prject plan A sample prject plan has been develped fr cuncil wrkfrce and a sample implementatin plan has been develped fr elected members. Nte that these plans will be quite different in scpe and apprach, reflecting the different rles and scpes f applicatin. Key elements fr a prject plan are: Visin fr the capability framewrk Objectives t be achieved with a capability framewrk, including criteria fr measuring success Page 10

13 Stakehlders wh will be impacted by the capability framewrk? What questins r issues are they likely t raise? See sectin Gain cmmitment frm key stakehlders and a checklist Resurces required e.g. a dedicated prject manager; budget t surce cntractr assistance; a webpage dedicated t the prject; a capability framewrk accunt t capture feedback/queries; etc Cnsultatin arrangements engagement f stakehlders and penness t input and feedback will help develp a practical and well-accepted plan. Cnsultatin with the lcal cnsultative cmmittee and pprtunities fr all stakehlders t have input shuld be built int the prject plan. Cmmunicatin strategies hw will the capability framewrk be cmmunicated t stakehlders? (a cmmunicatins plan template has been develped fr the cuncil wrkfrce and elected members. Rles and respnsibilities elected members, executive team, cnsultative cmmittee, managers, emplyees will all have rles Gvernance and reprting arrangements are essential fr a well thught ut apprach and jint wnership (see Establish the gvernance arrangements sectin) Results frm change readiness assessment and risk analysis and hw they have been taken int accunt in the plan Prgress measurement and evaluatin criteria decide n prject phasing (see Evaluatin sectin) then set a timetable and milestnes. Cnstantly mnitr prject implementatin t ensure milestnes are met and any necessary changes are identified early. Mnitr prgress until change is sustained and the framewrk is part f business as usual. Measure verall success f the prject against the riginal bjectives. Decide n phasing f wrkfrce implementatin prject One f the mst imprtant planning decisins fr the wrkfrce implementatin is phasing. Tw aspects shuld be cnsidered: Where and in what rder t apply the capability framewrk t the range f wrkfrce management functins Whether the rllut will apply t all f the wrkfrce at nce r begin with nly a part f the wrkfrce (either as the first step f a staged apprach r as a pilt). Sme guidance n each f these is prvided belw. Wrkfrce functins: the diagram in Figure 2 (Capability Framewrk Applicatins) shws the range f wrkfrce management functins that can be underpinned by the capability framewrk. Sme cnsideratins in deciding where t start: Psitin descriptins (PDs) are the usual basis fr recruitment and fr perfrmance management. They are als needed fr strategies such as career planning, mbility and successin planning, s they are a gd place t start. Page 11

14 Applying capability levels in a cnsistent way acrss all psitins is an imprtant ingredient fr success: besides being equitable, it will facilitate mbility and career path planning. A guide t selecting apprpriate capability levels fr different psitins is prvided in the Alignment f Capability Level t Psitin Guide (Recruitment and Selectin Template 5) and cuncils are encuraged t use the LGNSW nline PD Builder tl t develp their psitin descriptins. If the capability framewrk is used as a supprt t perfrmance management withut first incrprating the apprpriate capabilities in the PDs, then the manager and emplyee will have t agree n the required capability levels befre discussing perfrmance and develpment. See the LGNSW guide n hw t incrprate capabilities int the perfrmance management and develpment prcess The recruitment prcess ffers a key pprtunity t assess ptential ccupants f psitins fr bth technical r prfessinal skills and capabilities. See the LGNSW guide n hw t incrprate capabilities int the recruitment prcess. Capability-based wrkfrce planning is the strategic applicatin f the framewrk. Cuncil s strategic and peratinal gals are analysed in terms f the cre capabilities and technical/prfessinal skills, qualificatins and experience needed t deliver them. Strategies are then develped t bridge the gap between current and future wrkfrce prfiles. See the LGNSW guide n taking a capability-based apprach t wrkfrce planning. Rllut t the wrkfrce: the ptins shuld be assessed bearing in mind the findings frm the readiness assessment and risk analysis. Table 1 belw prvides sme guidance n weighing up the alternatives. Figure 2 Page 12

15 Optins fr rlling ut the capability framewrk t the wrkfrce Optins Implementing the capability framewrk acrss the whle wrkfrce in a single step Implementing the capability framewrk n a department by department basis Cnsideratins and pssible benefits Cnsideratins: The practicality and benefits f this apprach wuld largely depend n tw factrs: the size f the wrkfrce: this may be a gd ptin fr smaller cuncils which wrkfrce management functins have been chsen fr initial implementatin: it will be easier t apply acrss the wrkfrce if nly ne r tw functins are chsen t begin with. Benefits: Unified apprach invlving all staff. Allws fr dedicated prject resurces due t scpe. Speedier implementatin. Benefits: Allws fr elements f implementatin t be tweaked alng the way. Enables cuncil t cmmence implementatin with a department that is psitive abut the capability framewrk and mre willing t accmmdate the changes that may be required. Easier t manage implementatin because it is nly ne department at a time. Des nt require as many cncurrent resurces t implement as glbal implementatin. Success in ne department will lead t champins f the capability framewrk wh can be deplyed fr champining when implemented in ther departments. Allws fr lessns learned t be applied t the ther departments including feedback lps fr staff, impact n managers time, emplyees understanding f the framewrk; the effectiveness f the cmmunicatin plan, etc. Table 1 Risks and mitigatin strategies Wuld require large, cmplex prject planning and management, especially in larger cuncils. Mmentum may be lst due t the time it takes t cmplete the prject. Limited pprtunity t crrect fr unfreseen bstacles r prblems. If staff are nt adequately infrmed and trained the framewrk may nt be implemented r nt implemented as intended. Everyne wh will use the framewrk needs t have plenty f pprtunity t understand its purpse and hw it will be applied. If the department selected t implement the framewrk first des nt have the apprpriate cnditins, culture, resurcing r supprtive management structures, implementatin will fail. If the department selected t implement the framewrk is nt typical f all areas f the rganisatin, the lessns learned may be f limited value. If measures t assess the effectiveness f implementatin are nt put in place it will be difficult t assess the success f the framewrk and identify ways t enhance further rll ut f the framewrk. Page 13

16 Optins Implementing the capability framewrk n a pilt basis Cnsideratins and pssible benefits Benefits: Can identify an area that is mre receptive t implementing the capability framewrk. Easier t identify and address bstacles in a limited cntext. Allws fr the implementatin prcess t be refined befre implementing it acrss the rganisatin Allws fr a deeper understanding f issues and bstacles that may be encuntered during implementatin as it is in a defined area with a discrete number f stakehlders wh are all aware that it is be imprved Allws greater understanding f the benefits achieved and impact n the area pilted. Risks and mitigatin strategies If the design and measurement tls f the pilt are nt well cnsidered there is a risk that findings will be f limited use. Rllut will take lnger and impetus may be lst. Gain cmmitment frm key stakehlders The spnsr senir stakehlders must cntinue t be engaged with the prject nce initiated. T achieve this, it s imprtant t plan regular infrmatin sharing, discussin and pprtunity t have input t future directin, bth frmally and infrmally. In additin, a range f ther imprtant stakehlders need t be cnsidered, each f which will require different levels f detail and different kinds f cmmunicatin: elected members, particularly the Mayr, need t be briefed n the prject and their supprt sught, particularly fr the framewrk s use by elected members in develping their prfessinal develpment plans all HR staff need t understand the capability framewrk and its benefits s that they can respnd psitively and knwledgeably t questins frm managers and staff the Cnsultative Cmmittee needs t be briefed early and its supprt sught t encurage the invlvement f emplyees all managers need t understand the purpse and benefits f the capability framewrk and hw they are expected t apply it in managing staff. all staff need t understand the purpse and benefits f the capability framewrk and hw it will help them be clear abut expectatins in their current rles and plan fr their future career. A stakehlder checklist is prvided as an appendix t this guide t help identify all f the stakehlders, the kinds f questins they may have and suggested respnses. Wrking thrugh this checklist will als help determine hw ready the cuncil is t implement the capability framewrk. Page 14

17 Establish the gvernance arrangements Strng gvernance and assciated reprting arrangements will help ensure a successful implementatin. It is suggested that the gvernance structure include: A steering cmmittee the key bdy within the gvernance structure Change spnsr the persn/peple (e.g. general manager and/r senir leadership team) wh authrises and demnstrates wnership fr implementing the framewrk Change champins staff wh have primary respnsibility fr tactical implementatin activity (strategy, design, deplyment, evaluatin). Steering Cmmittee Change Spnsr Change Champin Respnsibilities f the steering cmmittee include: Apprving the budget Defining and realising utcmes/benefits Ensuring apprpriate risk management prcesses are applied Mnitring timelines Making plicy and resurcing decisins Assessing requests fr changes t scpe. Respnsibilities f the change spnsr include: Overall accuntability fr implementatin f the capability framewrk Ensuring that implementatin has the necessary supprt frm leaders acrss cuncil. Respnsibilities f the change champin include Planning and executing implementatin by: Supprting and driving implementatin in their wn area Explaining the features and benefits t thers. Develp cnsultative arrangements Cmmunicating t stakehlders the prpsed apprach and prviding pprtunity fr questins and feedback thrugh cnsultatin are tw f the mst imprtant steps. Fr effective cnsultative arrangements: Identify the key stakehlders (e.g. managers, emplyees, cnsultative cmmittee, unins) Prvide clear infrmatin n the purpse f the capability framewrk and hw it is prpsed t implement it Outline the benefits fr all stakehlders Cnsultative Cmmittee Legislative Requirements Under Clause 32 f the Award each cuncil must have a Cnsultative Cmmittee Cnsultative Cmmittees are advisry and a starting pint fr discussin f change management issues Cuncils will need t ensure they prvide regular infrmatin t and cnsult with their Cnsultative Cmmittee n a regular basis, als engaging their supprt in cmmunicating the aims and benefits f the initiative t emplyees. Page 15

18 Create apprpriate pprtunities fr all stakehlders t have input Listen t feedback and take n bard cncerns Use multiple channels t cmmunicate Prvide feedback n actins taken in respnse t suggestins r questins. Award Obligatins Cuncils have specific bligatins under clause 39 f the Award n the steps t be taken where wrkplace change will have significant effects n the wrkplace. Where a definite decisin has been made t intrduce majr changes that are likely t have a significant effect n emplyees the Cuncil shall: ntify emplyees wh may be affected and the unin(s) t which they belng discuss the changes with emplyees and their unin(s) as early as practicable cnsider the effects f the changes n emplyees and measures t avert r mitigate the adverse changes give prmpt cnsideratin t matters raised by emplyees and their unin(s) and may recnsider its riginal decisin prvide all relevant infrmatin abut the changes such as: the nature f the prpsed change the reasn(s) fr the prpsed change; and the psitin(s) likely t be affected. Significant effects The definitin f Significant effects includes: terminatin f emplyment, majr changes in the cmpsitin, peratin r size f the emplyer s wrkfrce r in the skills required, the eliminatin r diminutin f jb pprtunities r jb tenure, the alteratin f hurs f wrk, the need fr retraining r transfer f emplyees t ther wrk r lcatins and the restricting jbs Where the Award makes prvisin fr the alteratin f such matters, the alteratin will nt be cnsidered t have a significant effect. Page 16

19 Implementatin Implementatin can cmmence nce the fllwing key steps have been cmpleted: Visin created Spnsr has cmmitted t implementatin Detailed prject plan and cmmunicatin plan written Gvernance arrangements established Cnsultatin arrangements develped and initial briefings held. Evaluatin Prject mnitring and verall evaluatin are bth imprtant. Prject mnitring: regularly check prgress against milestnes; adjust settings r take mitigatin steps if required by unanticipated bstacles; reprt back t gvernance cmmittee and all ther stakehlders in line with cmmunicatins plan. Overall evaluatin: assess the success f the capability framewrk against the riginal bjectives and success criteria. Assess at the frmal end f the implementatin prject and again nce there has been time fr the framewrk t be fully embedded and it has becme part f business as usual. Page 17

20 PART 3 CASE STUDIES AND TEMPLATES Page 18

21 Part 3 Tw case studies frm cuncils have been included in this guide. Hwever, it is imprtant t nte that bth case studies describe prjects that were initiated befre the develpment and release f the Lcal Gvernment Capability Framewrk and therefre are based n a different Framewrk. The value f the case studies is in prviding practical examples f hw cuncils have planned and implemented a capability framewrk. Case Study: Bayside Cuncil In the early stages f peratin f the newly established Bayside Cuncil, the General Manager intrduced a capability framewrk based n the ne develped by the NSW Public Service Cmmissin. The General Manager decided t cmmence the implementatin f the capability framewrk by a prcess f all psitin descriptins being reviewed and rewritten cncurrent with a whle f Cuncil rganisatin restructure. This allwed fr psitin descriptins t be living dcuments because they are integral t s many functins in cuncil and the emplyment life cycle, fr example, linking t the annual wrk plans fr each emplyee and Cuncil s Operatinal Plan. Bayside Cuncil implemented the framewrk in a 28-day cnsultative prcess. Key steps are utlined belw: It was decided that all managers must be invlved in writing the psitin descriptins fr their units, s each manager wrked with their Human Resurces Business Partner with whm they wrte the psitins descriptins fr their unit. This prcess helped the unit managers t understand the rles, the capability framewrk and hw the rles related t ne anther. The management team and Cnsultative Cmmittee facilitated sessins educating staff n the capability framewrk and new psitin descriptins which wrked effectively t get the emplyees n bard and increase their understanding. The sessins set ut why they were ding it and hw; an verview f the capability framewrk; hw it will wrk and what the psitin descriptins based n capabilities will lk like. Resurces were made available including guides, and detailed infrmatin n the capabilities themselves, and the benefits f it being implemented nt nly at Bayside but acrss Lcal Gvernment. Page 19

22 Case Study: Bayside Cuncil cntinued A persnalised letter went t all emplyees explaining that a capability framewrk wuld be implemented acrss cuncil and utlined the cnsultatin prcess that this invlved and included: wh they culd cntact fr further supprt including Unin Representatives ptins that were available fr staff during the cnsultatin perid a cpy f the prpsed psitin descriptin cpies f the ld and new rganisatinal structure a cpy f all dcumentatin was submitted t the Cnsultative Cmmittee all feedback was recrded, submitted and reviewed by the Cnsultative Cmmittee. One central persn was respnsible fr ding quality cntrl f the psitin descriptins t ensure cnsistency acrss cuncil and undertaking final reviews f psitin descriptins with the respnsible Directrs All psitin descriptins were re-drafted when feedback/requested changes were accepted and tabled at the Cnsultative Cmmittee. All emplyees received a letter at the end f the prcess with the final versin f the Psitin Descriptin, the endrsed structure fr their Unit and requesting they sign an acknwledgment and return t the HR department. Celebratin events were held fr each Unit at the end f the prcess t celebrate the end f the prcess and thank everyne fr their invlvement and cmmitment. Page 20

23 Case Study: Prt Stephens Cuncil Prt Stephens Cuncil implemented a capability framewrk t achieve a mre effective wrkfrce management system. Prir t its implementatin there was a very cmplex system in place that did nt align the key elements f the emplyee life cycle. Key drivers fr the implementatin f the framewrk were as fllws: The rganisatin's values integrate int everything that we d. Linking capabilities with HR prcess reinfrces a singular message and ensures that all systems prmte the same bjectives. Senir managers mdel the apprpriate behaviurs fr their direct reprts. This cascades thrughut the rganisatin. Emplyees feel a sense f wnership ver their plans and play a rle in defining their wn measures f success. Individual wrk plans and required behaviurs have direct links t Cuncil strategic and business bjectives. The Organisatin Develpment Sectin put a business case t the Executive Team fr endrsement. This business case prvided: Backgrund Infrmatin including best practice and an analysis f feedback. An analysis f the current situatin HR prcesses including Recruitment, Perfrmance Management and Learning and Develpment. A detailed planned slutin which utlined key stakehlders, timeframes and resurces required. Key benefits t the rganisatin and stakehlders f framewrk implementatin. Assciated ne ff and nging csts. A risk assessment. Stakehlder impacts and change implicatins. Fcus grups played a key rle in identifying capabilities, their assciated behaviurs and relevant activities. The gvernance structure fr the prject cmprised a steering cmmittee which cnsisted f the Executive Team and representatives fr the Organisatin Develpment Sectin. Extensive cnsultatin was undertaken with representatives frm all levels f the rganisatin. Fcus grups were established t participate in a series f face-tface wrkshps which invlved the develpment and validatin f the framewrk. Fcus grups were representative f each jb family within the rganisatin i.e. Nn-supervisry staff, Supervisr/Team Leader, Crdinatr and Senir Leader. Page 21

24 Case Study: Prt Stephens Cuncil cntinued Identified capabilities were reviewed by supervisrs and a validatin prcess undertaken. A set f cre capabilities were aligned with the rganisatin's values being Respect, Integrity, Teamwrk, Excellence and Safety. These cre capabilities frmed a central cmpnent f the framewrk. A cntinuus imprvement team was established t review Cuncil s perfrmance appraisal prcess t align with the capability framewrk s that perfrmance was assessed nt nly against wrk utputs and bjectives but als f the required behaviurs f perfrmance. The resurces that assisted in the implementatin were the templates and prfrmas develped by the Organisatin Develpment team. These cnsisted f a prject plan, resurce strategy, a range f infrmatin guides and cmmunicatins plan. Key elements f the cmmunicatin plan included articles in staff newsletters, tlbx meetings, fcus teams and team meetings prviding staff with the pprtunity t ask questins abut the capability framewrk, why it is being implemented and its benefits. Dictinaries were develped as a resurce fr using and prmting understanding f the capability framewrk. Training sessins were prvided t managers t supprt them in the implementatin f revised Human Resurce prcesses impacted by the framewrk. The capability framewrk was pilted acrss selected areas f cuncil fr user acceptance and feedback prir t implementatin. The framewrk was implemented acrss the rganisatin as a staged apprach cnsisting f Recruitment, Learning and Develpment and then Perfrmance Appraisal. Factrs cntributing t successful implementatin: The framewrk implementatin was supprted, guided and cmmunicated by the Senir Leadership Team. Key messages were develped and cmmunicated n a regular basis t all stakehlders and staff. A rbust cnsultatin prcess was undertaken with staff, managers and ther stakehlders acrss the rganisatin t prmte invlvement, btain wnership and prmte the benefits f the framewrk. Training was undertaken with managers t prepare them fr implementatin f changes t HR prcesses. Resurces were develped t supprt managers in implementing the framewrk. A clear cmmunicatins plan supprts transparent implementatin and change management. Page 22

25 TEMPLATE 1 Stakehlder Checklist Stakehlder Yes N If N, what issues need t be addressed t prmte the capability framewrk s effectiveness? Please nte, the fllwing are just examples Is the Mayr n bard? Is the Mayr cncerned abut the time investment that s/he will need t make? Respnse: The Mayr will nt need t invest a significant amunt f time t read the Intrductin t the Capability Framewrk. The tl: PD in a Bx has been develped as a guide t prfessinal develpment fr elected members. This tl will prvide elected members with a prfessinal develpment plan. Is the Mayr cncerned abut cnfidentiality f self-assessment infrmatin entered by cuncillrs and/r him/herself? Respnse: The system has been built s that thse self-assessments are nly seen by the cuncillr cncerned and the LGNSW system administratr. Cuncil will nly see aggregate infrmatin n capabilities acrss the elected member grup (t infrm develpment ptins t be ffered) and the develpment plans (fr budget and mandatry reprting purpses). Is the Mayr cncerned abut hw the cuncil will benefit frm the capability framewrk? Respnse: The capability framewrk sets ut expectatins against which the perfrmance f the general manager can be assessed The capability framewrk helps build the capability f cuncillrs The capability framewrk helps the mayr t recruit a highly effective executive team The capability framewrk prvides a strng cmmn basis fr elected members and emplyees t bring a psitive cmmn apprach t delivery f cmmunity utcmes. Page 23

26 Stakehlder Yes N If N, what issues need t be addressed t prmte the capability framewrk s effectiveness? Please nte, the fllwing are just examples Are the cuncillrs n bard? Are the cuncillrs cncerned abut the time investment that they will need t make? Respnse: The cuncillrs will nt need t invest a significant amunt f time t read the Intrductin t the Capability Framewrk. The tl: PD in a Bx has been develped as a guide t prfessinal develpment fr elected members. This tl will prvide elected members with a prfessinal develpment plan. Are the cuncillrs cncerned abut cnfidentiality f self-assessment infrmatin that they entered? Respnse: The system has been built s that thse self-assessments are nly seen by the cuncillr cncerned and the LGNSW system administratr. Cuncil will nly see aggregate infrmatin n capabilities acrss the elected member grup (t infrm develpment ptins t be ffered) and the develpment plans (fr budget and mandatry reprting purpses) Are the cuncillrs cncerned abut hw they culd benefit frm the capability framewrk? Respnse: prvides a clear picture f cre expectatins in the rle prvides a cmmn fundatin fr assessing and planning persnal prfessinal develpment prvides an easy-t-use tl t cmplete the prfessinal develpment plan required under legislatin. Is the General Manager n bard? Is the General Manager cncerned abut the supprt available t implement the capability framewrk? Respnse: There is supprt available frm LGNSW (refer t member.services@lgnsw.rg.au) r by telephne (02) There is a suite f tls t assist with implementatin The framewrk was designed t be sectr wide and ther cuncils are als implementing the capability framewrk it is a cllective apprach. Page 24

27 Stakehlder Yes N If N, what issues need t be addressed t prmte the capability framewrk s effectiveness? Please nte, the fllwing are just examples Is the General Manager cncerned abut the impact implementing the framewrk will have n her/his wrkfrce; the HR Department; and/r current prjects? Are the directrs and managers n bard? Respnse: This Implementatin and Change Management Guide cntains a sectin n assessing change readiness and cnducting a risk analysis. These assessments will help the senir leadership team determine the implementatin apprach e.g. n a pilt basis; department by department; r implement glbally The capability framewrk can be implemented ver time rather than all at nce and in a shrt time frame. Are the directrs and managers cncerned abut change fatigue and see this as just implementing anther initiative? Respnse: Sectr-wide implementatin f the capability framewrk has the ptential t result in measurable imprvements in: utcmes fr the cmmunity thrugh better alignment f wrkfrce and elected member capabilities with strategic and peratinal needs budget perfrmance thrugh time saved and better match t needs when using capability-based recruitment and selectin; training; perfrmance management and career and successin planning cmmunity perceptins f lcal gvernment; and supprt fr NSW lcal gvernment as an emplyer f chice. Capability framewrk benefits individual fr managers: prvides a cmmn language t describe expectatins enhances mbility where links can be established between different rles that share similar capabilities (e.g. administratin, planning and custmer service) helps target scarce training and develpment resurces and encurage individuals t take mre respnsibility fr their wn develpment. Page 25

28 Stakehlder Yes N If N, what issues need t be addressed t prmte the capability framewrk s effectiveness? Please nte, the fllwing are just examples fr emplyees: helps understand the capabilities required t wrk at their current level (r in a different psitin), in particular the behaviurs expected f them in perfrming their rles prvides a basis t cnduct a self-assessment as an input t prfessinal develpment and career planning helps identify well-targeted pprtunities fr develpment in their perfrmance management discussin. Are the directrs and managers cncerned abut the level f disruptin that implementatin may lead t r finding the time t implement it? Is the CFO n bard? Respnse: As part f this Implementatin and Change Management Guide, there is a sectin n cnducting a change readiness assessment and a risk analysis. Are the directrs and managers cncerned abut the supprt available t them in implementing the capability framewrk? Respnse: There is supprt available frm LGNSW (refer t member.services@lgnsw.rg.au) r by telephne (02) There is a suite f tls t assist with implementatin. Is the CFO cncerned abut the impact implementing the framewrk will have n cuncil s wrkfrce; the HR Department; and/r current prjects? Respnse: This Implementatin and Change Management Guide cntains a sectin n assessing change readiness and cnducting a risk analysis. These assessments will help the senir leadership team determine the implementatin apprach e.g. n a pilt basis; department by department; r implement glbally The capability framewrk can be implemented ver time rather than all at nce and in a shrt time frame. Page 26

29 Stakehlder Yes N If N, what issues need t be addressed t prmte the capability framewrk s effectiveness? Please nte, the fllwing are just examples Is the CFO fcused n budget and cncerned as t whether the cuncil can affrd t implement it? Respnse: The change readiness assessment will prvide the CFO with: the extent t which Cuncil s current psitin lends itself t implementing the capability framewrk an understanding f the level f supprt managers want t implement the capability framewrk the resurces available t implement the capability framewrk. Is the CFO cncerned abut what benefits there are fr the cuncil if it were t implement the capability framewrk? Respnse: Sectr-wide implementatin f the capability framewrk has the ptential t result in measurable imprvements in: utcmes fr the cmmunity thrugh better alignment f wrkfrce and elected member capabilities with strategic and peratinal needs budget perfrmance thrugh time saved and better match t needs when using capability-based recruitment and selectin; training; perfrmance management and career and successin planning. cmmunity perceptins f lcal gvernment; and supprt fr NSW lcal gvernment as an emplyer f chice. Capability framewrk benefits individual fr managers: prvides a cmmn language t describe expectatins helps make cuncil mre chesive by breaking dwn traditinal bundaries between jb types. Fr example, links can be established between different rles that share similar capabilities (e.g. administratin, planning and custmer service) helps target scarce training and develpment resurces and encurage individuals t take mre respnsibility fr their wn develpment. Page 27

30 Stakehlder Yes N If N, what issues need t be addressed t prmte the capability framewrk s effectiveness? Please nte, the fllwing are just examples fr emplyees: helps understand the capabilities required t wrk at their current level (r in a different psitin), in particular the behaviurs expected f them in perfrming their rles prvides a basis t cnduct a self-assessment as an input t prfessinal develpment and career planning helps identify well-targeted pprtunities fr develpment in their perfrmance management discussin. Are the HR staff n bard? Are the HR staff cncerned that it will be anther cmpeting initiative that they are required t implement? Respnse: The capability framewrk will underpin better wrkfrce management practice and results The capability framewrk is being driven by the General Manager. There is als strng supprt frm the elected members and the senir leadership team The prject has a dedicated prject plan and cmmunicatin plan Sectr-wide implementatin f the capability framewrk has the ptential t result in measurable imprvements in: utcmes fr the cmmunity thrugh better alignment f wrkfrce and elected member capabilities with strategic and peratinal needs budget perfrmance thrugh time saved and better match t needs when using capability-based recruitment and selectin; training; perfrmance management and career and successin planning cmmunity perceptins f lcal gvernment; and supprt fr NSW lcal gvernment as an emplyer f chice. Capability framewrk benefits individual fr managers: prvides a cmmn language t describe expectatins helps make cuncil mre chesive by breaking dwn traditinal bundaries between jb types. Fr example, links can be established between different rles that share similar capabilities (e.g. administratin, planning and custmer service) helps target scarce training and develpment resurces and encurage individuals t take mre respnsibility fr their wn develpment. Page 28

31 Stakehlder Yes N If N, what issues need t be addressed t prmte the capability framewrk s effectiveness? Please nte, the fllwing are just examples fr emplyees: helps understand the capabilities required t wrk at their current level (r in a different psitin), in particular the behaviurs expected f them in perfrming their rles prvides a basis t cnduct a self-assessment as an input t prfessinal develpment and career planning helps identify well-targeted pprtunities fr develpment in their perfrmance management discussin Are HR staff cncerned abut the supprt available t implement the capability framewrk? Are the emplyees n bard? Respnse: There is supprt available frm LGNSW (refer t member.services@lgnsw.rg.au) r by telephne (02) There is a suite f tls t assist with implementatin: The cuncil will develp a prject plan (there is a template included in this guide) which will detail rles and respnsibilities Resurces will be allcated t supprt implementatin, if applicable. There is full supprt frm the senir leadership team. Are the emplyees cncerned abut what the capability framewrk means fr them? Respnse: There are several benefits fr emplyees: helps understand the capabilities required t wrk at their current level (r in a different psitin), in particular the behaviurs expected f them in perfrming their rles prvides a basis t cnduct a self-assessment as an input t prfessinal develpment and career planning helps identify well-targeted pprtunities fr develpment in their perfrmance management discussin. Capabilities will nt replace technical skills. Rather, they will cmplement them. Page 29

32 Stakehlder Yes N If N, what issues need t be addressed t prmte the capability framewrk s effectiveness? Please nte, the fllwing are just examples Are the emplyees cncerned abut hw the capability framewrk will be implemented? Is the Cnsultative Cmmittee n bard? Respnse: It is imprtant t infrm emplyees abut the way in which Cuncil will be implementing the framewrk and the reasns fr that particular chice. Fr example, Cuncil may decide t implement it n a pilt basis, department by department, r glbally. There may als need t be a different apprach fr different types f rles. Regardless, there will be a cmprehensive prject plan and cmmunicatin plan that will detail wh will be respnsible fr implementatin and hw it will wrk and therefre, which emplyees will be affected and when. Is the Cnsultative Cmmittee cncerned abut hw the capability framewrk interacts with the Lcal Gvernment (State) Award 2017? Respnse: The capability framewrk may be used t cmplement the Lcal Gvernment (State) Award 2017 (the Award), particularly when cnsidering the skills and capabilities required by lcal gvernment. Is the Cnsultative Cmmittee cncerned abut hw the cuncil as a whle and the wrkfrce will benefit frm the capability framewrk? Respnse: Sectr-wide implementatin f the capability framewrk has the ptential t result in measurable imprvements in: utcmes fr the cmmunity thrugh better alignment f wrkfrce and elected member capabilities with strategic and peratinal needs budget perfrmance thrugh time saved and better match t needs when using capability-based recruitment and selectin; training; perfrmance management and career and successin planning. cmmunity perceptins f lcal gvernment; and supprt fr NSW lcal gvernment as an emplyer f chice. Page 30

33 Stakehlder Yes N If N, what issues need t be addressed t prmte the capability framewrk s effectiveness? Please nte, the fllwing are just examples Capability framewrk benefits individual fr managers: prvides a cmmn language t describe expectatins helps make cuncil mre chesive by breaking dwn traditinal bundaries between jb types. Fr example, links can be established between different rles that share similar capabilities (e.g. administratin, planning and custmer service) helps target scarce training and develpment resurces and encurage individuals t take mre respnsibility fr their wn develpment fr emplyees: helps understand the capabilities required t wrk at their current level (r in a different psitin), in particular the behaviurs expected f them in perfrming their rles prvides a basis t cnduct a self-assessment as an input t prfessinal develpment and career planning helps identify well-targeted pprtunities fr develpment in their perfrmance management discussin Is the Cnsultative Cmmittee cncerned abut their rle in the implementatin f the capability framewrk? Respnse: The Cnsultative Cmmittee is a key stakehlder in the cnsultatin prcess fr the implementatin f the framewrk and has specific accuntabilities as set ut in clause 32 f the Award. Page 31

34 TEMPLATE 2 Readiness Questinnaire 1 Is there a cmmitment frm the leadership team t the capability framewrk? 2 Is there a sense f urgency frm the leadership team t implement the capability framewrk? 3 Is there a cmmitment frm the line managers and team leaders t the capability framewrk? 4 D all categries f cuncil emplyees understand the capability framewrk? Nt at all Very much s Nt at all Very much s Nt at all Very much s Nt at all Very much s 5 D all categries f cuncil emplyees supprt the capability framewrk? Nt at all Very much s 6 Des the capability framewrk align with the cuncil s strategic plan? Nt at all Very much s 7 Des Cuncil s current psitin/situatin lend itself t implementing the capability framewrk? Nt at all Very much s 8 What level f supprt will managers need t implement the capability framewrk? Nt much at all A significant amunt 9 Are there resurces available t implement the capability framewrk? Nt at all Very much s 10 Is there capacity t allw staff sme time ff line t participate in a cmmittee that may be established t versee the implementatin f the capability framewrk? Nt at all Very much s Page 32