Key Findings from the NSW Local Government HR and People Management Survey

Transcription

1 Key Findings from the NSW Local Government HR and People Management Survey October 2014 Prepared by Local Government NSW Learning Solutions

2 Table of contents Key Findings:... 3 Background... 3 Respondent Profile... 3 HR Priorities and Needs... 3 LGNSW 2014 HR Conference... 4 The Data in Detail: Respondent Profile... 5 Location of Council... 5 EFT staff in your Council... 6 Time working in local government... 6 Wording in your job title... 7 Size of the HR and/or People Management team(s) in your Council... 8 The Data in Detail: HR Priorities and Needs... 9 Table 1: Analysis of gap between perception of council performance in key areas of HR and the importance of making improvements in these areas... 9 Table 2: Three Things that you think your Council does well in managing its people Table 3: Three Things that you would like your Council to improve in the future Table 4: What would assist you to become more effective in your role to support people management in your Council? Local Government NSW Learning Solutions pg. 2

3 Key Findings: Background The purpose of this survey by Local Government NSW was to gather information from HR practitioners about their roles, priorities and professional development needs to inform the development of the 2014 LGNSW HR Conference. An on-line survey was ed to Human Resource staff in each of the 152 councils in NSW in August Eighty two (82) responses were received up until 18 September The main findings from the survey are summarised below and are supported by data in the charts and tables that follow from page 5 of this report. Respondent Profile The survey was completed by a cross section of HR professionals as illustrated by the data on council location, employment size and job title of the respondent. Metropolitan, regional and rural councils were well represented in the survey, with 35.4% of respondents from metropolitan councils, 36.6% from regional councils and 28.0% from rural councils. The largest group of respondents (39%) worked in organisations with EFT staff, followed by 24.4% in councils with EFT and a further 19.5% in councils employing EFT. The majority of respondents had significant experience in local government, with 44% employed in councils for more than 10 years and over two-thirds (68.3%) for more than 5 years. However one in five respondents (20.7%) had worked in local government for two years or less. Over 80% have the term human resources in their job title. Other common alternatives or specialisations are training and development (28.0%), recruitment (22.0%), organisational development (20.7%) and industrial relations (15.9%). The largest groups of respondents worked in HR teams of 6-10 staff (26.8%), a team of 1-2 (25.6%) or a team of 3-5 (22%). Eleven percent (9 respondents) worked in HR teams of more than 20 staff. HR Priorities and Needs There was consistency across the data about the areas of greatest priority for HR professionals. As shown in Table 1 (p.9) and Table 3 (p.12), these areas were: Performance management Leadership and management development (and to a lesser extent) Staff retention Workforce planning and succession planning Communication and staff engagement Workplace culture Local Government NSW Learning Solutions pg. 3

4 As shown in Table 2 (p.10), HR professionals were most positive about their council s management of: Learning and development Flexible working arrangements and worklife/balance The key areas of assistance required by HR professionals to support them in their role were: Professional development (training, networking, information exchange) Better resourcing (particularly more staff and a bigger training budget) More tools (including common resources across councils and better IT systems to make their work more efficient) Greater recognition and support for the HR function (particularly from upper management) Managers to improve their performance and responsibility as managers of staff Change in organisational culture LGNSW 2014 HR Conference Factors that would make the LGNSW HR Conference a success related to the following: Conference structure Topics Outcomes The general sense from respondents was that the conference needs to address current and future issues, be relevant, practical, draw from existing good practice and provide delegates with strategies and tools that they can take back to their workplace. The conference should add value to existing skills and involve engaging speakers with industry credibility. Local Government NSW Learning Solutions pg. 4

5 The Data in Detail: Respondent Profile Location of Council (responses = 82) Local Government NSW Learning Solutions pg. 5

6 EFT staff in your Council (responses = 82) Time working in local government (responses = 82) Local Government NSW Learning Solutions pg. 6

7 Wording in your job title (responses = 82) Other Terms used in your Job Title Workers Compensation 3 WHS 2 Workplace Safety and Risk Management 1 Risk 1 People and Culture 1 Safety 1 WHS & Risk 1 Risk Management and Insurance, Service Review 1 Employees 1 Manager Executive Services 1 OHS 1 Local Government NSW Learning Solutions pg. 7

8 Size of the HR and/or People Management team(s) in your Council (responses = 82) Local Government NSW Learning Solutions pg. 8

9 The Data in Detail: HR Priorities and Needs Table 1: Analysis of gap between perception of council performance in key areas of HR and the importance of making improvements in these areas How well do you think your council does the following? How important do you think it is for your Council to make improvements in these areas? Rating Average Rating Average Difference Manages staff performance Develops Council managers and leaders to better fulfil their roles Puts in place measures to retain valuable staff Effectively communicates and engages with your workforce Fosters a positive workplace culture Understands and plans for staff learning and development needs Provides career development opportunities for staff Discusses common challenges, aspirations and sharing of new ideas with other councils Considers the needs of the workforce as an important factor in future Council and Community planning Works in collaboration with other Councils in your surrounding area or region Considers trends and future needs in your local community when planning a future workforce HR and People Management staff work in collaboration with other units and leaders within council Recruits new staff suited to the requirements of the role and the organisation Understand current and shifting demographics of your workforce Promotes and supports employee health and wellbeing Local Government NSW Learning Solutions pg. 9

10 Table 2: Three Things that you think your Council does well in managing its people (170 responses from 62 who answered the question) Theme Sample Comments No. % Learning and development Focus on training and development Plans for staff development needs Supports staff who wish to further qualifications Provides excellent training and development opportunities % Flexible working arrangements, work/life balance, conditions Performance review, performance management Communication, consultation Staff recruitment and selection Employee health and wellbeing Establish right culture, values WH & S, risk management Industrial relations Provide career opportunities Accommodating flexibility Enabling work life balance Flexible hours Good working conditions Family friendly Annual staff reviews Electronic performance review system Managing performance both good and bad Performance reviews Skills and performance assessments Undertake bi-annual employee performance management appraisal Clear communication Consultative practices Regular staff and/or toolbox meetings by Supervisors Regular staff meetings Recruit staff to suit role Recruitment and induction Recruitment process Recruitment selection Actively promotes positive health and wellbeing Puts considerable resources into health and safety management Health and wellbeing programs Providing a supportive environment for staff In the main it has achieved a values driven culture Promotes a positive, constructive culture through developing its leaders Fosters cooperation between roles WH &S (5) Risk management Safety Award interpretation Enterprise agreements IR Creating opportunities for staff to move through the organisation % % % % % 8 4.7% 7 4.1% 6 3.5% 5 2.9% Local Government NSW Learning Solutions pg. 10

11 Theme Sample Comments No. % Leadership development Provides managers with the opportunity to develop 5 2.9% their people management skills Developing leaders Leadership training Employee engagement Engagement and gathering ideas for business 5 2.9% improvement Manager accessibility to Making management available to all levels of staff 3 1.8% staff Managers are accessible to their teams Executive management accessibility Policies, procedures Streamlining processes and procedures 3 1.8% Retention Retention strategies 2 1.2% Reward and recognition Reward and recognition 2 1.2% Other Succession planning % Treating our staff fairly and equitably Work with other councils Cost effective Challenging work/job satisfaction Consistent focus on continuous improvement Transforming from traditional gatekeeping HR to partnering and dealing with issues holistically and effectively through HR business partnering Horizontally integrated HR functions: recruitmentperformance-training-salary Efficient HR officers TOTAL Responses Local Government NSW Learning Solutions pg. 11

12 Table 3: Three Things that you would like your Council to improve in the future (175 responses from 63 who answered the question) Theme Sample Comments No. % Performance Performance management (21) % management/performance Performance measurement (2) measurement Develop a robust performance management system Staff appraisals Performance reviews without personality Computerised Performance Management System Leadership/management Leadership capability % development Leadership development Middle management leadership skills Strong leadership for General Managers, Directors and managers Stronger leadership from team leaders Development of Leadership Framework across all levels Workforce planning, succession Workforce planning (7) % planning Strategies to manage workforce demographics ageing workforce (2) Workforce and succession planning Communication Better communication between teams % Communication between executive and staff Greater consultative methods Culture improvement/fostering a Positive workplace % positive culture Fostering a positive work environment Overall morale is poor Have a focus on culture Learning and development E-learning 6 3.4% L & D related efficiencies Training Developing students/apprentices Manager accountability/ownership Improving accountability 6 3.4% Ownership Pushback of roles to managers (not HR) Engagement of managers addressing poor performance Increased resources, budget Increased budget 5 2.9% More training no money Resource funding Employee engagement 5 2.9% Local Government NSW Learning Solutions pg. 12

13 Theme Sample Comments No. % Career development/progression 4 2.3% Change management 4 2.3% Effective HRIS systems 4 2.3% Better positioning/recognition of 4 2.3% HR Consistency and/or fine tuning of 4 2.3% policies and procedures Reward and recognition 3 1.7% New salary system/structure 3 1.7% Better HR analytics 3 1.7% Health and well being 3 1.7% Consistency in application of 3 1.7% policies/procedures Resource sharing/alliances with 2 1.1% other councils Employee innovation 2 1.1% Better use of current or personal 2 1.1% devices in the workplace Breaking down silos/decreasing divide between indoor & outdoor 2 1.1% Other Expand flexible hours % Swifter decision making Management of leave liability Review PDs Legislation support Recruitment Proactivity Less gap between workers and executive levels Online capabilities TOTAL % Local Government NSW Learning Solutions pg. 13

14 Table 4: What would assist you to become more effective in your role to support people management in your Council? (80 comments from 62 respondents) Theme Sample Comments No. % Professional Development Regional networks/access to networks through tele/video conferencing More exposure to non-industry techniques and strategies Development of financial and business skills to better partner, understand and support the management team Continual training to assist in the very varied role that I have with Council. I am the only member of the HR team here and I handle everything including Payroll, Super, Workers Comp, Recruitment, some Performance Counselling and IT System Administration. The Employment Law Seminar has been exceptional to assist with keeping up to date with this aspect of my job. Having forums for like Councils to exchange ideas, processes that are working for them, sharing successes Knowledge of how other Councils deal with performance management % More Resources Staffing (15) An assistant that can undertake all the minor day to day HR matters and let me concentrate on the higher level issues. Greater resourcing, I am a single person department in a nearly 200 FTE staff More staff in HR so that the professional officers are not spread so thin. An effective O.D position % Bigger training budget (2) Local Government NSW Learning Solutions pg. 14

15 Theme Sample Comments No. % Greater recognition and support for HR Greater buy in from senior executives Empowerment Better interdepartmental interaction, recognition of experience across HR field HR staff be recognised for their professionalism and function via regrading to be comparable with other professional staff Manager/Supervisors have a better understanding of the role of HR to better support the HR employees More understanding from senior staff More recognition of HR's strategic role. More support from General Manager and Directors. Change of attitude towards HR personnel by senior management to that of worthy staff members rather than "you are just HR" Management need to appreciate the diverse role of HR staff and the varied demands of the position encountered on a daily basis. More authority to effect change % Management lifting their game Managers and supervisors taking greater responsibility in dealing with poor performance and other staff related situations. Better communication between senior managers/managers & staff Greater involvement and input into Management decisions in relation to staff. Leadership Effective engagement of Managers in understanding and applying their responsibilities for people management and adherence to HR policy and procedures. People management skills from Managers More senior people prepared to look outside their own doors and be part of the "big team" LG Management becoming more commercial and at the same time having the ability to make the difficult decisions and say NO when they need to. A good General Manager, Director and manager does not gain respect by saying yes to everything. Consistent decision making from management. A commitment to challenge to improve. Demolish the status quo Managers trained to manage their subordinates and provide direction for future development % Local Government NSW Learning Solutions pg. 15

16 Theme Sample Comments No. % Nothing Needed Nothing. Happy with the current situation at this council. Unlike many councils where HR is poorly resourced and only focused on the transactional, we have the professional HR staff to be able to also work on the transformational side of people management. I have a seat on the Executive and a GM who is very understanding and supportive of people initiatives. Nothing further as information and resources are readily available which allow for knowledge to be shared. We've got all the support we need. Our executive are on board and doing a great job % LGNSW to drive uniform direction Clearer policy direction and options from LGNSW on HR/IR/L&D initiatives. LGNSW take lead role in promoting shared services across Councils A standardised and consistent approach across the Local Government is where we should be heading similar to the one APS. Particularly with pay scales, leadership development programs and a competency management system. We have all of these however they are different to our neighbour to the north and are again different to our neighbour to the east % Other More time (2) Improved HR metrics to assist workforce forecasting and planning (1) Better workplace systems (1) 4 5.0% TOTAL % Disclaimer & Copyright This report has been prepared by Local Government NSW Learning Solutions. It is based on information received or obtained from councils that contributed to the NSW Local Government HR and People Management Survey. For further information please contact: Sarah Artist, Manager Learning Solutions Local Government NSW learning@lgnsw.org.au Local Government NSW Learning Solutions pg. 16