Induction and Training

Transcription

1 Induction and Training The Foundation for Delivering Good Governance Richard Thomas, Deloitte Risk Advisory Partner Kristen Stevenson, Deloitte Consulting - Director

2 Kristen Stevenson Introduction who am I? Most recently, Deloitte Director. Six years with Human Capital Consulting Have worked across a number of Human Resources roles from Recruitment Analyst to Human Resources Business Partner Work with both Public Sector and Private clients Human Capital engagements have covered Business Transformation, Operating model and Organisational Design, Capability Development and Change Management Masters of Human Resources and Employment Relations (UWA), Bachelors of Arts, Psychology (Boston University) and Diploma of Executive Coaching. PUBLIC 2

3 Richard Thomas Introduction who am I? Most recently, Deloitte partner for 12 years, initially Forensic, now Risk Advisory Have worked as an internal & external auditor, investigator, corporate regulator, management consultant & risk professional Consulted to/audited quite a few local governments in WA & beyond Worked at ASIC for six years Chartered accountant (England & Wales) First Class degree in Medieval & Modern History, University College London. PUBLIC 3

4 Benefits for providing good governance foundations for new employees Why is excellent governance important in local government? Governance & Advocacy Councils /councillors have an important role advocating on a broad range of issues on behalf of their communities. Excellent governance in local government is important because it: Underpins the level of confidence that people have in their local government and other public services Affects the quality of outputs Is a value-added activity Ensures that governments meets their legislative responsibilities Is a strong reminder of the ultimate accountability of the government to the community it serves. Two key areas we will explore with you are: Purpose What is the purpose of place? How does it impact organisations and specifically local governments? Future of work What types of work will we do in the future? What is the composition, capability of the local government workforce required to create value? What structures and practices are required in the future? 4

5 The Challenge How to help newly employed professionals survive & thrive in local government? 1. Where do newly employed professionals come from? Professional services + (State) government + corporates + NFP + other States local governments = a broad mix of different experiences Different mental models of how it should work around here / different expectations. 2. Induction Sets them up for success & establishes boundaries e.g. Code of Conduct 3. Training An ongoing budgetary and human challenge. The Local Government Act is 398 pages long, prescriptive... yet almost entirely discretionary on an operational level. Where would you start? But so much more than induction & training is required...neither features in the DLGC Framework and Guidelines. Instead, they re considerations that are mentioned in passing with respect to a local government s Workforce Plan PUBLIC Deloitte governance framework

6 It starts with Purpose Researching purpose and big business 2030 Strategy Organisation A purpose is an articulation of an organisation s ultimate reason for existing The idea of being purpose-led is not new - companies have already recognised the opportunities this concept presents Research has highlighted where businesses have got this right, as well as the specific challenges businesses face in setting and then living their purpose Deloitte Australia every partner & staff member gets $250 for stating their purpose Cynical marketing or idealistic vision? Individual Can you get up in the morning if you have no purpose? * 2030 Purpose: Good business and better future, January 2017, Deloitte UK 6

7 The Purpose What does a purpose-driven organisation look like? The most successful organisations are purpose-led. My purpose is to enable other people to reach their full potential I aspire to be a leader of leaders, to grow Australia s future leaders. - Cindy Hook, CEO Deloitte Australia Deloitte s purpose, which we share with our global network of firms, is to make an impact that matters for our people, our clients and our communities Exceptional organisations are driven by a purpose that resonates, inspires and motivates: - connect the world s information make people happy to create a better everyday life for many people - everyone s better off Purpose is absolutely core to our business, embedded horizontally across what we do and vertically in how we do it. Every decisionmaking and problem solving process is guided by Everyone s Better Off. We see our culture as a clear differentiating factor versus the competition. - Caroline Marsh, Virgin Money - Lead and shape Australia s health and aged care system and sporting outcomes through evidence-based policy, well targeted programs and best practice regulation Bring people from a siloed origination to work on a common purpose. Hitachi * 2030 Purpose: Good business and better future, January 2017, Deloitte UK 7

8 The Purpose What is the purpose of local government? Local community A homogenous entity which has single interest, need or demand in other words, residents / ratepayers and anyone who comes to the area for work, tourism or leisure The Act WA: Local Government Act 1995 The act is intended to result in: (a) better decision-making by local governments (b) greater community participation in the decisions and affairs of local governments (c) greater accountability of local governments to their communities (d) more efficient and effective local government. Councils fulfil their functions in various ways: Planning and monitoring council plans, financial plans, setting/achieving vision Service delivery public health, recreational facilities, road maintenance Lawmaking & enforcement - activities permitted on public land, animal management, use of infrastructure Policy development - activities of local governments are guided by policies Representation represent their constituents on various matters Advocacy advocating on behalf of their constituents at State and federal levels. PUBLIC * The Good Governance Guide, Municipal Association of Victoria (MAV),

9 The Purpose Integrated Planning & Reporting (IPR) framework is the mechanism Strategic Community Plan: the outward facing strategy document that captures the vision, objectives and strategies. Typically, these plans have a 10 year horizon and are reviewed every 5 years. Community consultation underpins the Plan s development and they should take into consideration other SCPs and State government planning agendas (e.g. infill development targets). Corporate Business Plan: an operationalisation of the SCP it considers how the objectives of the SCP will be met and implemented, relative to the Long-term Financial Plan, Workforce Plan and Asset Management Plan (explained below). Example: when our community says they want world-class transport infrastructure how are we actually going to deliver this? Considering those informing strategies at an: Asset level: standardising roads to grade 5 level and maintaining them according to a particular technical standard Finance level: it s going to cost us $5m to re-engineer and re-surface our roads and pavements, then a further $120k/year to maintain them Workforce level: do we have the right mix of skills in our works team to deliver the roads and maintain them? PUBLIC 9

10 The Purpose the purpose of place reconsidered What is the purpose of place? The prosperity production function Flourishing place vs languishing place PUBLIC * Building the Lucky Country, The Purpose of Place Reconsidered, Deloitte Access Economics,

11 The Purpose What is the purpose of place? Four dynamic forces that interact to catalyse flourishing places People people are the basic ingredient of prosperity in place and need to be present in appropriate numbers and with appropriate skills, experience and outlook Community people gathered together need to feel they are more Four actors with much to contribute, and much to gain 1. Individuals 2. Businesses 3. Communities 4. Governments than just a crowd, that they belong to a community with a shared sense of identity, purpose and values Technology technology can help people live more comfortably in close proximity, can aid a sense of connectedness in crowds and can partially substitute for physical proximity Governance good governance strikes a balance between individual and collective decision making so that government occurs with the consent of the governed. PUBLIC * Building the Lucky Country, The Purpose of Place Reconsidered, Deloitte Access Economics,

12 The Purpose Who can act? PUBLIC 12

13 Real life in local government A journey with a purpose Newly employed professionals and indeed everyone else - must have a purpose in local government. Vision What should our Cities, Towns and Shires look like? How can local government contribute to improving the community? What must go right? How to embed purpose in hearts & minds: Inspire people with a shared culture and vision Play a clear role and deliver on the responsibility Make decisions for the good of the community Be accountable to those you serve. 13

14 The Future What is the future of local government? Technology will play a crucial role in automating blended services and provisioning information on the move. CIVICA research suggests government leaders see a need for: 1. Completely paperless processes 2. Collection of personal data from all interactions 3. Secure resident portals with individual profiles for council interactions 4. App versions of core services 5. Flexible working supported by mobile devices 6. Community portals for info on government services 7. Multi channel communication such as Twitter, Facebook, , phone and live chat. What type of person will survive & thrive in this environment? *CIVICA, The changing landscape for local government, 2017 PUBLIC 14

15 Future of Work We live in times of unprecedented change and opportunity Technology is everywhere 2.6 billion+ smartphones in the world AI, Cognitive Computing, Robotics $500,000 in 2008 $22,000 today Tsunami of data 9x more in last 2 years 7 Disruptors Jobs vulnerable to automation 35% UK 47% US 77% China Diversity and generational change Millennials 50% 25% global pop in Africa by 2050 Longevity Dividend 50 year careers Change in nature of a career years: Half-life of skills 4.5 years: Average tenure in a job Explosion in contingent work US Contingent workers 40% by

16 Rate of change Future of Work What appears to be happening Mobile, sensors, AI, cognitive computing, data. Access to technology by consumers globally. Technology infiltrates home and political life. Technology change Gap in business performance potential Business productivity Time Source: Deloitte Human Capital Trends,

17 Rate of change Future of Work What is really happening Technology Individuals Businesses Public policy 1970s 1980s 1990s 2000s 2010s Today Source: Deloitte Human Capital Trends,

18 Future of Work The framework WOR K WORKE R WORKPLAC E 18

19 Future of Work The framework 19

20 Future of Work Rethinking the future of work 20

21 Future of Work Working to enable organisations to transition from today to tomorrow WORK WORKER WORKPLAC E Business/ Op model Workforce Planning Workplace design Automate/RPA Digital & emerging technologies Capability Building Engagement Org Design Culture 21

22 Future of Work Moving from traditional to new thinking Employee experience Acquisition Assignments / job rotations Formal development Traditional thinking New thinking Considerations for crafting a new employee experiences Hiring process focused on technical skills and specific prior experience Job postings Use of headhunters to source candidates Linear job progression Increasing openness to lateral growth opportunities within an organisation Mix of modalities, primarily focused on e-learning or live classroom Greater focus on broad spectrum of skills for candidates, including highly valuable STEMpathetic skills Openness to engaging and evaluating candidates in new ways Data-driven understanding of capabilities needed Opportunities via internal crowd and ecosystem partners Mix of modalities, including new experiential formats (e.g., case studies) Accelerated soft skill development Try-out job simulations that involve working closely with others to solve a highly cognitive task Hire based on both technical and cognitive skills, prioritising the skills needed for the role in hand as well as future roles Create an internal crowdsourcing network that allows entry-level employees to work on smaller projects, exposing them to crossfunctional experiences Leverage simulation and gamification technologies to develop soft skills early on in employees on boarding training Enhance access to on- demand nano-learning assets 22

23 Are you ready for the future of work? 23 23