The primary goal of the Human Resources activity is to support and assist managers and staff to meet their goals and objectives.

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1 HUMAN RESOURCES 1.0 INTRODUCTION The Human Resources activity has the following key result areas: Recruitment and Induction of staff Remuneration Learning and development Performance management Staff retention Employee relations Payroll Customer service Corporate culture 1.1 BACKGROUND AND RATIONALE FOR COUNCIL S INVOLVEMENT The Human Resource (HR) activity works with managers to ensure that Council recruits, trains, and supports its staff to perform their roles competently, while being supported by best practice systems and processes. This enables Council to meet its legislative and regulatory responsibilities and fulfil community outcomes. 1.2 COMMUNITY OUTCOMES TO WHICH THE ACTIVITY CONTRIBUTES The purpose of this activity is to support Council activities that directly contribute to community outcomes. The effects of this activity will be measured by those actually undertaking the activities that directly contribute to community outcomes. Note: See Part One of this document for a list of community outcomes. 1.3 THE ACTIVITY GOAL AND PRINCIPAL OBJECTIVES The primary goal of the Human Resources activity is to support and assist managers and staff to meet their goals and objectives. 2.0 LEVELS OF SERVICE, INDICATORS AND REPORTING PROGRESS AGAINST COMMUNITY OUTCOMES Human Resources current levels of service are driven by customer expectation and demands (both internal managers and staff, and external agencies) and legislation. There is an expectation that HR services are continually improving systems and processes to reflect best practice. 169

2 Figure 2.1: Key level of service indicators Indicator Target Level of Service Measured By: 06/07 07/08 08/09 09/16 Staff view Matamata-Piako Within 10% Within 10% Within 10% Within 10% Staff climate survey District Council as a good of previous of previous of previous of previous employer and are years years years years generally happy with the results results results results workplace, environment and practices Turnover Turnover Turnover Turnover TLA Survey comparable comparable comparable comparable to other to other to other to other similar similar similar similar Waikato Waikato Waikato Waikato Territorial Territorial Territorial Territorial Local Local Local Local Authorities Authorities Authorities Authorities Note: The above indicator is one of a group of indicators for Corporate Infrastructure 3.0 THE EXISTING SITUATION DESCRIBED The Human Resources team comprises one full time and one part-time staff member. Databases and documents (both electronic and hard copy) capture all related information and data. 4.0 MAINTENANCE AND OPERATING Documentation and the quality system outline the various tasks and responsibilities of the Human Resources team. There are corporate objectives expressed annually by the Executive Team, and agreed objectives as part of the performance development process. There is an expectation that all levels of service are up to date with best practice and current legislation. 5.0 FUTURE DEMAND The current level of resourcing is considered adequate to maintain, and continue to develop human resource systems and processes in the future. Future demands may be brought about by the aging workforce in New Zealand. This will present Council with different demands and challenges and could impact on the ability to recruit skilled staff in the future. With no retirement age the length of time that people stay in employment could also impact on the way that business is managed in the future. A work life balance project will be undertaken in 2007 this is seen as important in developing a good corporate culture and to ensure health and wellbeing of staff. This may also have a positive impact on retention of staff. A number of initiatives in this area are already in place. 170

3 6.0 NEW CAPITAL The work life balance project is to be undertaken over the next 12 months and has a core objective of improving the health and wellbeing of staff. It is assumed that improvements made in this area will help with both recruitment and retention. Some of the initiatives that may be considered include; flexi time and the ability to work from home, personal development, family friendly, health monitoring, flu injections, eye tests, social activities, and cultural commitment. Council already undertakes some of these initiatives but it proposes to take a more holistic approach under the umbrella of work life balance. It will be necessary over the next three years to give some consideration to the implication of New Zealand s aging workforce. Demographic information is available to help with this. 7.0 FUNDING THE ANNUAL NET COST WHO PAYS? The net cost of Human Resources is allocated to Council activities as a corporate overhead. Corporate overheads are grouped together under the heading "corporate infrastructure" within the expenses for each Council activity. 171

4 8.0 SIGNIFICANT NEGATIVE EFFECTS No significant negative effects have been identified for this activity Draft Long-Term Council Community Plan Volume Two 9.0 THE ROLE OF OTHER PARTIES The Human Resources activity provides a vital internal support function to both managers and staff. Some aspects of this function could be managed by consultants or other councils if required. For example the recruitment function could be undertaken by an external consultant in conjunction with Council s managers. The small size of neighbouring councils may offer opportunities in the longer term to foster collaborative and mutually supportive approaches to common issues. Council has developed relationships with some external agencies to assist in the provision of some functions. These include: Strategic Pay, Greg Tims Consultancy, EMA, Employment Relations Service, PSA Union, Accident Compensation Corporation, Northern Amalgamated Workers Union, National Distribution Union, and Frontier Software SIGNIFICANT FORECASTING ASSUMPTIONS, UNCERTAINTIES AND RISK MANAGEMENT Potential risks to the Human Resources activity include: Figure 11.1: Risk consequences, probability and proposed mitigation Risk Consequence Probability Mitigation Poor recruitment Moderate to high Low to moderate HR practices, ISO, training Payroll system data Moderate to high Low IT strategy and disaster loss recovery plan Asset loss Moderate to high Low Fire proof cabinets, employment records smoke alarms Employee grievances Low Low HR Practices and training Fraud Low to moderate Low All pay systems double checked, audit guidelines 172

5 11.0 LEGISLATION The following legislation impacts on the Human Resources activity: Employment Relations Act 2000 and its Amendment Act 2004 Equal Pay Act 1972 Health and Safety in Employment Act 1992 Holidays Act 2003 and its Amendment Act Human Rights Act 1993 Income Tax Act 2004 Injury Prevention, Rehabilitation, and Compensation Act 2001 Local Government Act 2003 Minimum Wage Act 1983 Parental Leave and Employment Protection Act Privacy Act 1993 Protected Disclosure Act 2000 Wages Protection Act CONCLUSION Human Resources work with Council s managers and employees to assist them to achieve consistency in the application of human resource policies and procedures, and compliance with the relevant strategy obligations. 173

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