Strategic and Operational Reform Towards Self Direction

Size: px
Start display at page:

Download "Strategic and Operational Reform Towards Self Direction"

Transcription

1 Strategic and Operational Reform Towards Self Direction

2 Change Milestones 2014 Quality Service Standards 2014 Customer Service Strategy 2013 Organisational Structure Change 2012 Structure and Focus Review 2011 Culture/Staff Engagement Review 2010 Marketing/Brand Review Nulsen Connect

3 2009 Nulsen Connect

4 Change Milestones 2014 Quality Service Standards 2014 Customer Service Strategy 2013 Organisational Structure Change 2012 Structure and Focus Review 2011 Culture/Staff Engagement Review 2010 Marketing/Brand Review Nulsen Connect

5 Personality: Dedicated and courageous 2010 Marketing and Brand Review Review and Evaluation of the Nulsen Brand The Nulsen Brand Soul Why we do what we do Head What we focus on Heart What we re passionate about Hands How we act; what we re seen doing Our heritage guides us: We have the courage to do what is right and to take on challenges that others won t. That was true of our founding parents 55 years ago, and it s still true today. Doing the right thing: We are the Nulsen family, we go the extra mile, we strive for excellence. That s how we make a difference to the lives of those we support. Nurturing people: Everyone is unique. We can only help if we are dedicated to each other s growth and development. Always looking for a better way: We are proud of how we adapt without losing sight of our values. Brand Essence: Nurturing people

6 2010 Marketing and Brand Review Build Brand: Defining and managing the brand Build brand awareness and positioning Creating an accepting community Enhance Reputation: Improving customer attraction Enhance engagement with stakeholders Engage staff in the brand Diversify Income: Increase philanthropic and corporate support Diversify income by leveraging expertise Developing research partnerships

7 Change Milestones 2014 Quality Service Standards 2014 Customer Service Strategy 2013 Organisational Structure Change 2012 Structure and Focus Review 2011 Culture/Staff Engagement Review 2010 Marketing/Brand Review Nulsen Connect

8 2011 Culture and Engagement Staff Engagement Survey Culture Mapping Survey Litmus Test on all Managers Family Engagement Research Project

9 2011 Culture and Engagement Engagement Score Nulsen Association Inc 2011/12 (69%) Aon Hewitt Best Employers 2011 (74%) Distribution of Engagement 100% 80% Spread of Not Fully Engaged Engaged 69% 60% Key Engagement Drivers to Improve Brand Promise Communication Key Engagement Drivers to Sustain Strategy Safety Career Opportunities Managing Performance 40% 20% Engagement Behaviours Say 0% Stay Strive 2% 13% 16% Disengaged Not Engaged Nearly Engaged Given the opportunity, I tell others the great things about working here I would not hesitate to recommend this organisation to a friend seeking employment It would take a lot to get me to leave this organisation I rarely think about leaving this organisation to work somewhere else This organisation inspires me to do my best work every day This organisation motivates me to contribute more than is normally required to complete my work Nulsen Association Inc 2011/12 74% 75% 60% 58% 72% 64% Engaged Aon Hewitt Best Employers % 78% 66% 66% 76% 71%

10 Change Milestones 2014 Quality Service Standards 2014 Customer Service Strategy 2013 Organisational Structure Change 2012 Structure and Focus Review 2011 Culture/Staff Engagement Review 2010 Marketing/Brand Review Nulsen Connect

11 2012 Structure and Focus Review Summary of Key Challenges AREA OPPORTUNITY Accountability Empower Larger group of people to detail the how to achieve a shared vision Build ownership through joint decision making and visibility Shift culture from departments to client-driven Facilitate direct feedback Structure Integrate CONNECT throughout the organisation Clarify roles (move from everyone in everything) Decentralise organisation, flatter org structure Provide fluid and transparent communication both up and down the Org Restructure RSM Role to focus on client ownership Focus Shift from opportunistic to a focused five year goal Create an agreed upon Dash-Board that narrows on key outcomes Build an implementation plan Focus on client outcomes as the ultimate filter for all decisions

12 2012 Structure and Focus Review Objective Articulate our Value Proposition Refine our Organisational Strategy to ensure it drives the value proposition Indentify & design Structures required to support the strategy Key Components Leverage the team and analyses to succinctly articulate our value proposition which then acts as a driver for the remainder of the strategic process; and Agree upon the areas where we are living up to as well as failing our value proposition Review the existing strategy, seeking to validate/augment our 5 year plan; Detail both resultant and driver KPI s that support that strategy and value proposition; and Assign ownership and tacking mechanisms to those KPI s Set up structure for employee performance evaluation & feedback; Detail meeting structure, agendas, timing and metrics; and Provide a feedback mechanism to track the effectiveness of these programs.

13 2012 Structure and Focus Review Management Strategic Objectives to Achieve Value Proposition 1. Centre all activities, resource decisions, and priorities around achieving a truly holistic and measurable PCP (person centred plan) 2. Build a culture that is focused on outcomes, not tasks; that is accountable and transparent. Within the leadership team, employees, and to families/clients; and 3. Close the gap between quality need and quality costs through funded growth and alternative sources of income.

14 Change Milestones 2014 Quality Service Standards 2014 Customer Service Strategy 2013 Organisational Structure Change 2012 Structure and Focus Review 2011 Culture/Staff Engagement Review 2010 Marketing/Brand Review Nulsen Connect

15 2013 Organisation Structural Change NULSEN CONNECT OPERATIONS NULSEN HEALTH PROJECTS FINANCIAL SERVICES DESIGN AND EVALUATION SERVICE DEVELOPMENT MARKETING /POSITIONING SERVICE DELIVERY NULSEN WORKFORCE MANAGEMET RECRUITMENT AND WORKPLACE RELATIONS OFFICE MANAGEMENT POLICY AND PLANNING PAYROLL SERVICES MAINTENANCE

16 ENTERY 2013 Self Directed Design MY WAY/NDIS NULSEN CONNECT NULSEN HEALTH DESIGN AND EVALUATION SERVICE DEVELOPMENT MARKETING & POSITIONING FULL CONTROL SHARED MANAGMENT COMP SERV MANAGEMENT SERVICE DELIVERY FAMILY AND COMMUNITY SERVICES SERVICE DELIVERY NULSEN FACILITY SERVICE DELIVERY OTHER PROVIDER

17 Change Milestones 2014 Quality Service Standards 2014 Customer Service Strategy 2013 Organisational Structure Change 2012 Structure and Focus Review 2011 Culture/Staff Engagement Review 2010 Marketing/Brand Review Nulsen Connect

18 Nulsen Disability Services - Customer Management Strategy 2014 Customer management vision: Build stronger, richer relationships with our customers at every interaction. Customer management objectives: Deliver a superior experience for people who use Nulsen s services and their families. Understand our customers and deliver a relevant, competitive set of products and services. Attract the right customers to Nulsen and retain existing customers. Serve our internal customers so they can serve our external customers. Customer management work streams: Customer experience Objective: Design a superior, consistent Nulsen customer experience for families and residents. Priority actions: Customer experience blueprint Safeguards review Measurement Objective: Establish clear measures of customer management success Priority actions: Develop BPI & KPIs aligned to strategic plan Staff engagement survey Family satisfaction research Periodic service reviews CEO meetings with families Improve customer processes Objective: Identify and address service issues that fail to uphold our desired customer experience. Priority actions: Audit customer experience at each stage in the customer journey Improve processes as required. Products & services Objective: Deliver products & services in line with customer needs. Priority actions: Competitor review Assess customer [families & service users] needs Develop new products & services Customer service training Objective: Build staff knowledge & skills on the Nulsen way of customer service. Priority actions: Customer service guide for all staff Develop behaviours coaching tool. Develop & conduct The Nulsen Way customer service training. Train RSM s & area managers Provide ongoing support and feedback to managers and staff.

19 Change Milestones 2014 Quality Service Standards 2014 Customer Service Strategy 2013 Organisational Structure Change 2012 Structure and Focus Review 2011 Culture/Staff Engagement Review 2010 Marketing/Brand Review Nulsen Connect

20 2014 Quality Service Standards Customer Service Strategy Value Principles (SRV + Org Values) Nulsen Way Training Program Performance Management System Recruitment & Retention Strategy Quality Service Standards The Nulsen Way Periodic Service Review Measure Customer Satisfaction Survey Measure

21 Key Focus Areas Nulsen Way Training Program Leadership Development in middle tier managers Customer Service curriculum - 40% by December 2014 Performance Management System: Capability Profiles 100% by December 2014 Strategic Outcomes Relationships Personal Qualities Communication Recruitment and Retention Strategy: Job design Employee selection and development Selecting the right people clearer expectations

22 IT and Communications 2006 undertook a comprehensive records and information management review. Have established 4 major systems: Payroll Rostering Accounts Information Business Process Perspective rather than IT Software perspective Reviewing a range of Person Centred Client Management Systems which will interface with the four major systems (not create a new data base) Awaiting the impact of NDIS and My Way Requirements System will need to report to other Govt reporting areas such as complaints

23 Questions

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

The greatness gap: The state of employee disengagement. Achievers 2015 North American workforce survey results

The greatness gap: The state of employee disengagement. Achievers 2015 North American workforce survey results The greatness gap: The state of employee disengagement Achievers 2015 North American workforce survey results Greatness doesn t happen by chance it s the accumulation of daily successes. True greatness

More information

Optimizing Rewards and Employee Engagement

Optimizing Rewards and Employee Engagement Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin

More information

An Overview of Employee Engagement

An Overview of Employee Engagement An Overview of Employee Engagement Many organisations want to improve their employee engagement levels. Why is this so important, and what impact does an organisation s ability to engage its employees

More information

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services

5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services PERFORMANCE MANAGEMENT GOING AGILE Nicolle Strauss Director, People Services 1 OVERVIEW In the increasing shift to a mobile and global workforce the need for performance management and more broadly talent

More information

Right: People Roles Recognition - Culture

Right: People Roles Recognition - Culture Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge

More information

The Big E What engagement at work really means

The Big E What engagement at work really means The Big E What engagement at work really means by Laura Hamill, Ph.D. It s totally possible. About the author Dr. Laura Hamill Laura is the Chief People Officer at Limeade, an employee engagement platform

More information

Workforce Strategy 2015-2020

Workforce Strategy 2015-2020 Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customer

More information

Understanding the links between employer branding and total reward

Understanding the links between employer branding and total reward 8 September 2010 Understanding the links between employer branding and total reward An overview of our research findings and the implications for reward Limited is authorised and regulated by the Financial

More information

Gloucestershire County Council Communications Strategy

Gloucestershire County Council Communications Strategy Gloucestershire County Council Communications Strategy 2013 to 2015 Introduction This strategy sets a framework for council communications. It gives direction to all media, online, internal, marketing,

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

Canadian Employer Brand Trends Report 2015 CONDENSED PREVIEW EDITION

Canadian Employer Brand Trends Report 2015 CONDENSED PREVIEW EDITION Canadian Employer Brand Trends Report 2015 CONDENSED PREVIEW EDITION Canadian Employer Brand Trends Report 2015 Transparency in business has crossed a bold threshold. The demand for open and honest communications

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

Wiltshire Council s Behaviours framework

Wiltshire Council s Behaviours framework Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council

More information

Business Plan Choose Casuarina Choose Success casuarinaseniorcollege.com.au

Business Plan Choose Casuarina Choose Success casuarinaseniorcollege.com.au Business Plan -2020 Choose Casuarina Choose Success 08 8983 7300 casuarinaseniorcollege.com.au Foreword Casuarina Senior College has been a leader and innovator in secondary education since opening in

More information

Making Diversity Work for You

Making Diversity Work for You Making Diversity Work for You Shelby Scales Executive Director Airport Minority Advisory Council & Eric L. Mercado, C.M., ACE Managing Director Aviation Career Services AMAC s Five Year Strategic Plan

More information

European Webinar 2015 Trends in Employee Engagement. Aon Hewitt Consulting Performance, Reward & Talent

European Webinar 2015 Trends in Employee Engagement. Aon Hewitt Consulting Performance, Reward & Talent European Webinar 2015 Trends in Employee Engagement Aon Hewitt Consulting Performance, Reward & Talent Welcome Edward Stanoch European Talent Practice Leader Aon Hewitt Aon Hewitt Consulting Performance,

More information

Example: Virginia Tech ~ Human Resources Strategic Plan,

Example: Virginia Tech ~ Human Resources Strategic Plan, Example: Virginia Tech ~ Human Resources Strategic Plan, 2011-2014 Human Resources Mission We provide a positive HR service experience for applicants, employees, and retirees and collaborate with departments

More information

UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES

UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES Position Title HR Change Manager Unit/Division or Faculty HRU Position Number Current HEW Level HEW 8 Job Family(HR Use Only) ANZSCO Code (HR Use Only) UTS

More information

ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020

ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020 ONE VOICE. ONE TEAM. ONE SPORT. THE TOUCH FOOTBALL AUSTRALIA STRATEGIC PLAN 2016-2020 1 2 3 4 Strategic Objective One Vision One Voice. One Team. One Sport. Our journey to 2020 will consolidate Touch Football

More information

Benefits make up an important component of the employment. Employee Benefits in a Total Rewards Framework. article Business Case for Benefits

Benefits make up an important component of the employment. Employee Benefits in a Total Rewards Framework. article Business Case for Benefits article Business Case for Benefits Employee Benefits in a Total Rewards Framework Benefits represent one of the largest investments a company makes in its talent. However, our tendency can be to design,

More information

The Strategy Map. Presentation Templates

The Strategy Map. Presentation Templates The Strategy Map Presentation Templates The Strategy Map A Strategy Map is a diagram that describes how a company or organisation can create value by linking strategic objectives in a cause and effect

More information

AB Volvo, 405 08 Göteborg, Sweden. Ref No 953810003, August 2009. The Volvo Way

AB Volvo, 405 08 Göteborg, Sweden. Ref No 953810003, August 2009. The Volvo Way AB Volvo, 405 08 Göteborg, Sweden Ref No 953810003, August 2009 The Volvo Way index Preface Our mission Customers first Customer focus Clear objectives Quality, safety, environmental care Continuous improvements

More information

In search of sustainability

In search of sustainability In search of sustainability John McFarlane Chief Executive Officer Australia and New Zealand Banking Group Limited Speech to Trans Tasman Business Circle Wellington Introduction It s a great pleasure to

More information

Business Improvement. Embedding continuous improvement into your business

Business Improvement. Embedding continuous improvement into your business Business Improvement Embedding continuous improvement into your business Here s something to be thinking about constantly: being in the process of shifting from chaotic complexity to elegant simplicity.

More information

The school s Operational Plans provide more detailed planning, outlining key strategies and programs and how these will be resourced.

The school s Operational Plans provide more detailed planning, outlining key strategies and programs and how these will be resourced. Business Plan 2014-2016 Our Vision Through teamwork our school community will provide a challenging, innovative and caring environment that empowers and motivates all to achieve their potential. School

More information

Improve Sales Performance

Improve Sales Performance Improve Performance by Investing In Talent Management Competitive compensation programs have their place in motivating sales teams, but not all sales force performance problems can be solved with money.

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Head of Housing and Support Services VALUES AND ATTITUDE

Head of Housing and Support Services VALUES AND ATTITUDE JOB DESCRIPTION: DEPARTMENT: RESPONSIBLE TO: RESPONSIBLE FOR : HOUSING SERVICES MANAGER Housing Services Department Head of Housing and Support Services Community Housing Managers VALUES AND ATTITUDE Employees

More information

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors Level5 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.

More information

To build a human resource academy where the following specific objectives are met:

To build a human resource academy where the following specific objectives are met: NON-DEGREE PROGRAMS In line with the objective of accreditation and professionalization of the people management, the CHRM short courses have been re-designed into five classifications: regular public

More information

Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence

Nursing and Allied Health Professionals Strategy Continuing the journey Aiming for Excellence Nursing and Allied Health Professionals Strategy 2013-2015 Continuing the journey Aiming for Excellence Contents Introduction Vision and Values Principles Behaviours Themes 1-6 References Introduction

More information

Brand & Reputation: A Leadership Perspective Reputation Conference 2008 Henley Business School John Madejski Centre for Reputation November 25, 2008

Brand & Reputation: A Leadership Perspective Reputation Conference 2008 Henley Business School John Madejski Centre for Reputation November 25, 2008 Brand & Reputation: A Leadership Perspective Reputation Conference 2008 Henley Business School John Madejski Centre for Reputation November 25, 2008 Elliot S. Schreiber, Ph.D. Clinical Professor Bennett

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN. Devised: September 2004 Review: September HR Strategy Implementation Plan 1

HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN. Devised: September 2004 Review: September HR Strategy Implementation Plan 1 HUMAN RESOURCES STRATEGY: IMPLEMENTATION PLAN Devised: September Review: September 2005 HR Strategy Implementation Plan 1 PEOPLE OBJECTIVE ACTIONS ACHIEVEMENT Create a work life balance culture within

More information

Role Description Director, Customer Experience

Role Description Director, Customer Experience Role Description Director, Customer Experience Classification/Grade/Band Band 1 Senior Executive Work Level Standards ANZSCO Code PCAT Code Date of Approval Work Contribution Stream: Service/Operational

More information

Exceptional Careers for Extraordinary People

Exceptional Careers for Extraordinary People Exceptional Careers for Extraordinary People Ready for what s next. Creating the Future At Booz Allen Hamilton, a leading strategy and technology consulting fi rm, we provide our talented professionals

More information

LEADERSHIP COMPETENCIES

LEADERSHIP COMPETENCIES THINKING AND ACTING STRATEGICALLY Thinking conceptually about the big picture and in which direction the organization is/should be headed, developing long-term plans to achieve the desired outcomes and

More information

Leadership for Learning: Strengthening School Leadership that Makes a Difference

Leadership for Learning: Strengthening School Leadership that Makes a Difference Leadership for Learning: Strengthening School Leadership that Makes a Difference Paper presented at the RCEP international Conference on Education Reform: Policies, Planning & Praxis, United Arab Emirates,

More information

Principal Selection Process. Office of Human Resources. October 2015

Principal Selection Process. Office of Human Resources. October 2015 Principal Selection Process Office of Human Resources October 2015 1 Strategic Goals 2 Principal Selection Process Overview Tier 4 Entry Plan Case Study Superintendent, Deputy Superintendent, Chief Schools

More information

BE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE

BE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 A BUSINESS EXCELLENCE INITIATIVE 2015 CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 Self Assessment Guidelines l l l l l l The Criterion contains questions on the Processes and Results.

More information

2016/ /19 BUSINESS PLAN

2016/ /19 BUSINESS PLAN 2016/17 2018/19 BUSINESS PLAN March 31, 2016 TABLE OF CONTENTS Page No. CHAIR S STATEMENT... (i) STRATEGIC DIRECTION AND CONTEXT... 1 Strategic Direction... 1 Overall Assessment of Strengths, Opportunities,

More information

5 Employee Engagement. Strategies. from. Best Places to Work Winners

5 Employee Engagement. Strategies. from. Best Places to Work Winners 5 Employee Engagement Strategies from Best Places to Work Winners Introduction 5 Employee Engagement Strategies from Best Places to Work Winners Having a solid employee engagement strategy can turn current

More information

STRATEGIC PLAN FY 2016 FY Office of Minority and Women Inclusion. Page Footer

STRATEGIC PLAN FY 2016 FY Office of Minority and Women Inclusion. Page Footer STRATEGIC PLAN FY 2016 FY 2018 Page Footer Office of Minority and Women Inclusion A Message from the Director, Office of Minority and Women Inclusion I am pleased to present the first Federal Housing Finance

More information

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

More information

Head of Business Analysis

Head of Business Analysis Head of Business Analysis Leadership level Leading Others Job level 6 Job family Division / department Reports to manager job title Projects@AMP IT@AMP IT Director, Projects@AMP Number of direct reports

More information

ISACA and IIA of Orange County

ISACA and IIA of Orange County ISACA and IIA of Orange County Present The Balanced Scorecard December 3 rd, 2013 Objectives By the end of today s training you will be able to answer the following questions: Where is my department based

More information

PERSON CENTRED PRACTICE APPROACH

PERSON CENTRED PRACTICE APPROACH PERSON CENTRED PRACTICE APPROACH Championing opportunity for all PERSON CENTRED PRACTICE APPROACH 1. PURPOSE The Life Without Barriers Person Centred Practice Approach (the Approach) is a resource for

More information

Your guide to. Diversity & Inclusion

Your guide to. Diversity & Inclusion Your guide to Diversity & Inclusion So, just what is Diversity & Inclusion? Diversity is what makes us the individuals we are. That could be nationality, education, religion, sexual orientation, life experience,

More information

This is really important, because EE needs to be defined and understood in the context within which it is being used.

This is really important, because EE needs to be defined and understood in the context within which it is being used. FACTSHEET Employee Engagement Introduction This Factsheet highlights the critical importance of Employee Engagement (EE), and offers advice on how you can develop a winning people proposition for your

More information

ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION

ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION 1.0 Introduction ISO 9000 QUALITY MANAGEMENT PRINCIPLES AND GUIDELINES ON THEIR APPLICATION This document provides an understanding of the Quality Management Principles that will facilitate a successful

More information

Creating an amazing customer experience when it really counts

Creating an amazing customer experience when it really counts Creating an amazing customer experience when it really counts 4000 Customer installs a week When you and all of your major competitors can market similar premium content and the gap in broadband speeds

More information

One Step Further: Finding Your Business's Purpose. The SunTrust Guide to Competitive Strategy 1

One Step Further: Finding Your Business's Purpose. The SunTrust Guide to Competitive Strategy 1 One Step Further: Finding Your Business's Purpose The SunTrust Guide to Competitive Strategy 1 The Purpose of Your Business and Why It Matters A strong purpose for your business can motivate employees

More information

EXECUTIVE COACHING What is executive coaching? Who is the typical executive coaching candidate? How long does executive coaching last?

EXECUTIVE COACHING What is executive coaching? Who is the typical executive coaching candidate? How long does executive coaching last? EXECUTIVE COACHING EXECUTIVE COACHING What is executive coaching? Executive or business coaching can be a power part of Human Resources functions or services. It is a senior training device, designed to

More information

INVESTORS IN PEOPLE REVIEW REPORT

INVESTORS IN PEOPLE REVIEW REPORT INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment

More information

SCOUTING FOR ALL OUR STRATEGY

SCOUTING FOR ALL OUR STRATEGY SCOUTING FOR ALL OUR 2014 18 STRATEGY scouts.org.uk/2018 THE CHALLENGE AHEAD Scouting is already one of the greatest movements the world has ever known. Scouts have walked on the moon, rowed across oceans,

More information

General Manager, Service Innovation. MS Practice Leader/Senior Case Manager

General Manager, Service Innovation. MS Practice Leader/Senior Case Manager Job Title: Reports To: Service Promise Position Purpose: Responsible For: MS Practice Leader/Senior Case Manager General Manager Service Innovation First Contact; Think Yes, Push Ahead, Act Now. The Practice

More information

Human Resources Department Strategic Plan

Human Resources Department Strategic Plan Human Resources Department Strategic Plan 2010-2014 Human Resources Department Table of Contents Executive Summary... 3 Strategic Context University of Regina Planning Framework... 4 Strategic Planning

More information

We believe organisations succeed by realising the potential of their people. Because good people make a great business.

We believe organisations succeed by realising the potential of their people. Because good people make a great business. We believe organisations succeed by realising the potential of their people. Because good people make a great business. Our unique approach The Investors in People Framework underpins our assessment methodology.

More information

HOME GROUP LIMITED JOB DESCRIPTION

HOME GROUP LIMITED JOB DESCRIPTION HOME GROUP LIMITED JOB DESCRIPTION 1 JOB DETAILS Job Title: Client Services Manager Date: February 2012 Reports to: Business Contract Manager Ref: HOMEJD024 2 JOB PURPOSE To lead a committed and motivated

More information

INSERT COMPANY LOGO HERE

INSERT COMPANY LOGO HERE INSERT COMPANY LOGO HERE Frost & Sullivan 1 We Accelerate Growth Industry Challenges As cloud solutions and technologies evolve, enterprises continue to show interest in how the cloud can help them achieve

More information

Accounting Solutions that Work.

Accounting Solutions that Work. Accounting Solutions that Work. Your accounting department is the core of your business. It s how you measure your success, it affects your relationship with your vendors, customers, and employees, and

More information

Building and implementing an effective local workforce strategy

Building and implementing an effective local workforce strategy Inspiring leaders to improve children s lives Building and implementing an effective local workforce strategy Module 4: project managing the workforce strategy development process August 2010 Resource

More information

Diversity and inclusion strategy 2016 2020

Diversity and inclusion strategy 2016 2020 Diversity and inclusion strategy 2016 2020 2 Airservices diversity statement Diversity recognises and celebrates the value and contribution that each individual brings to our workplace. It facilitates

More information

The 360 Degree Feedback Advantage

The 360 Degree Feedback Advantage viapeople Insight - Whitepaper The 360 Degree Feedback Advantage How this powerful process can change your organization Karen N. Caruso, Ph.D. Amanda Seidler, Ph.D. The 360 Degree Feedback Advantage Champions

More information

Role Description Director, Risk Management

Role Description Director, Risk Management Role Description Director, Risk Management Classification/Grade/Band Band 1 Senior Executive Work Level Standards ANZSCO Code PCAT Code Date of Approval Work Contribution Stream: Professional/Technical/Specialist

More information

South West Contact Centre Awards 2013 Best Public Sector/Not for Profit Contact Centre Dealer Contact Services Motability Operations

South West Contact Centre Awards 2013 Best Public Sector/Not for Profit Contact Centre Dealer Contact Services Motability Operations South West Contact Centre Awards 2013 Best Public Sector/Not for Profit Contact Centre Dealer Contact Services Motability Operations Motability Operations is a not-for-profit company that runs the Motability

More information

Organisational Development Strategy 2008-2011

Organisational Development Strategy 2008-2011 Organisational Development Strategy 2008-2011 From fair to good Through the development of people skills to drive COMMUNICATION PARTNERSHIP LEADERSHIP CULTURE CHANGE PEOPLE PERFORMANCE - 26 - Agenda Item

More information

What s the Difference Between Organizational Culture & Employee Engagement?

What s the Difference Between Organizational Culture & Employee Engagement? What s the Difference Between Organizational Culture & Employee Engagement? Daniel Denison CEO & Founding Partner Lindsey Kotrba Director of Research & Development What s the Difference Between Organizational

More information

Leverage Your Employer Brand to Attract, Hire & Retain Top Talent

Leverage Your Employer Brand to Attract, Hire & Retain Top Talent Leverage Your Employer Brand to Attract, Hire & Retain Top Talent Thursday, October 16, 2014 Our Time Today Harness the power and potential of your engaged employees and your employer brand along all phases

More information

Key Performance Indicator (KPI) Guide

Key Performance Indicator (KPI) Guide Key Performance Indicator (KPI) Guide Measuring performance against the NSW Disability Services Standards Version 1.0 Key Performance Indicator (KPI) Guide, Measuring performance against the NSW Disability

More information

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3 Civil Service 2012-2017 Level 3 HEO and SEO or equivalent Level 3 I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service

More information

FY CENTRAL HUMAN RESOURCES STRATEGIC PLAN PROGRESS REPORT

FY CENTRAL HUMAN RESOURCES STRATEGIC PLAN PROGRESS REPORT FY 14-15 CENTRAL HUMAN RESOURCES STRATEGIC PLAN PROGRESS REPORT multco.us/thisworkmatters CENTRAL HR MISSION, VISION AND VALUES OUR MISSION Through leadership and collaborative partnerships, we foster

More information

Performance Management: It s a Lot More Than Annual Appraisals WHITEPAPER

Performance Management: It s a Lot More Than Annual Appraisals WHITEPAPER Performance Management: It s a Lot More Than Annual Appraisals WHITEPAPER I want to know what my people can do, not just what their performance score is. CEO, major telecommunications company If you think

More information

STRATEGIC PLAN 2015-2018

STRATEGIC PLAN 2015-2018 STRATEGIC PLAN 2015-2018 JUNE 2015 ALPINE CANADA ALPIN - STRATEGIC PLAN 2015-2018 PG 1 AT A GLANCE OUR VISION CANADA IS A WORLD LEADER IN ALPINE, PARA-ALPINE AND SKI CROSS RACING AMBITIONS SHORT TERM To

More information

FOSTERING POWERFUL, REWARDING PHILANTHROPY. The Seattle Foundation Strategic Plan

FOSTERING POWERFUL, REWARDING PHILANTHROPY. The Seattle Foundation Strategic Plan FOSTERING POWERFUL, REWARDING PHILANTHROPY The Seattle Foundation 2013-2015 Strategic Plan More than ever before, philanthropy is driving change across our nation. In education, healthcare, the environment

More information

Our Framework Summary

Our Framework Summary Our Framework Summary REVIEW Evaluate and improve P Develop str improve Take action to improve DO We believe organisations succeed by realising the potential of their people. Because good people make a

More information

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global company

More information

Workforce & OD Strategy 2011-2016

Workforce & OD Strategy 2011-2016 Workforce & OD Strategy 2011-2016 Contents Page Introduction and Context 1 Section 1 2 THE CURRENT WORKFORCE Section 2 5 VISION FOR THE FUTURE Section 3 7 KEY PLATFORMS AND OUTCOMES Section 4 10 ORGANISATIONAL

More information

Human Capital Development FY15

Human Capital Development FY15 1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed

More information

The Customer Service Revolution

The Customer Service Revolution The Customer Service Revolution A City of Markham Innovation +IPAC Award for Innovative Management Finalist 2014 +Backgrounder May 7 2014 CUSTOMER SERVICE REVOLUTION 21 st Century Challenges for the Public

More information

Creating a Culture that Puts Customers at the Heart of Your Complaints Handling. Sarah Cook Managing Director The Stairway Consultancy Ltd

Creating a Culture that Puts Customers at the Heart of Your Complaints Handling. Sarah Cook Managing Director The Stairway Consultancy Ltd Creating a Culture that Puts Customers at the Heart of Your Complaints Handling Sarah Cook Managing Director The Stairway Consultancy Ltd Creating a Culture that Puts Customers at the Heart of Your Complaint

More information

Strategic Action Planning for Diversity & EEO

Strategic Action Planning for Diversity & EEO Strategic Action Planning for Diversity & EEO Presented by Georgia Coffey Deputy Assistant Secretary for Diversity and Inclusion U.S. Department of Veterans Affairs 1 Purpose To share lessons learned and

More information

Team Core Values & Wanted Behaviours

Team Core Values & Wanted Behaviours Team Core Values & Wanted Behaviours Session Leader Guide This exercise helps you as a leader to establish a set of shared values and related wanted behaviours. To have shared values in a team will: y

More information

Adult Volunteer Guide

Adult Volunteer Guide Adult Volunteer Guide is the highest award Girl Scout Seniors and Ambassadors can earn. Your role, whether you re a troop/group volunteer or a project advisor, is to encourage Girl Scout Seniors and Ambassadors

More information

HOW A PMO WAS BUILT in a Company where PMO was a dirty word. By Amy Martin, Head of Aon Hewitt s Enterprise Program Management Office May 5, 2016

HOW A PMO WAS BUILT in a Company where PMO was a dirty word. By Amy Martin, Head of Aon Hewitt s Enterprise Program Management Office May 5, 2016 HOW A PMO WAS BUILT in a Company where PMO was a dirty word By Amy Martin, Head of Aon Hewitt s Enterprise Program Management Office May 5, 2016 1 A Shared Vision through the discipline of project management

More information

HUMAN RESOURCES SPECIALIST

HUMAN RESOURCES SPECIALIST 1 HUMAN RESOURCES SPECIALIST Santa Conradie (Former Tiger Brands and ABSA / Barclays Bank) 32 Years of Human Resource experience in the Manufacturing, Pharmaceutical and Financial Services industry. Passionate

More information

Introduction. Chris Harrop, Chief Executive

Introduction. Chris Harrop, Chief Executive Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last

More information

DCL SECURITY INT LTD. DCL Security Strategic Goals DCL Security Business Plan. www.dclsecurity.co.uk

DCL SECURITY INT LTD. DCL Security Strategic Goals DCL Security Business Plan. www.dclsecurity.co.uk DCL SECURITY INT LTD DCL Security Strategic Goals DCL Security Business Plan 2014 2016 2014 2015 2016 Executive Summary This Strategic Goals and Business Plan document 2014 2016, lays out an exciting and

More information

Test your talent How does your approach to talent strategy measure up?

Test your talent How does your approach to talent strategy measure up? 1 Test your talent How does your approach to talent strategy measure up? Talent strategy or struggle? Each year at Head Heart + Brain we carry out research projects to help understand best practice in

More information

Mentoring Guide. Get Started

Mentoring Guide. Get Started Mentoring Guide This guide provides a roadmap for any company, no matter the size of the business or the industry whether you re just getting started or you already have a mentoring program that you want

More information

Zero Trends: Health as a Serious Economic Strategy

Zero Trends: Health as a Serious Economic Strategy Zero Trends: Health as a Serious Economic Strategy Realizing the promise and Competitive Advantage of: Creating and Maintaining a Thriving and Sustainable Workplace and Workforce Edington Associates LLC

More information

Talent Management at HP

Talent Management at HP Talent Management at HP 2007 Partner Conference Beijing, China Sung Hae Kim HR VP, Personal Systems Group, APJ Topics HP s people promise Talent management at HP 2 2007 Partner Conference - HR Module Our

More information

Impactful Employee Engagement

Impactful Employee Engagement Impactful Employee Engagement Maureen Flynn Senior Director, Changing Our World, Inc. Michael Carren Director, Employee Engagement and Volunteerism, JPMorgan Chase Caroline Taylor Ellerson Senior Manager,

More information

Culture of Sales Excellence: The Secret to Creating a High Performance Sales Team

Culture of Sales Excellence: The Secret to Creating a High Performance Sales Team Culture of Sales Excellence: The Secret to Creating a High Performance Sales Team Dynamic Achievement Group West Vancouver, BC www.eitansharir.com Phone: 604.926.6465 Fax: 604.922.3265 Email: eitan@eitansharir.com

More information

Strategic HR Partner Assessment (SHRPA) Feedback Results

Strategic HR Partner Assessment (SHRPA) Feedback Results Strategic HR Partner Assessment (SHRPA) Feedback Results January 04 Copyright 997-04 Assessment Plus, Inc. Introduction This report is divided into four sections: Part I, The SHRPA TM Model, explains how

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1 The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships

More information

BUILDING A SUCCESSFUL BUSINESS CASE FOR TALENT MANAGEMENT TECHNOLOGY By Kelly McCombs and Tim Welsh, AON Hewitt

BUILDING A SUCCESSFUL BUSINESS CASE FOR TALENT MANAGEMENT TECHNOLOGY By Kelly McCombs and Tim Welsh, AON Hewitt BUILDING A SUCCESSFUL BUSINESS CASE FOR TALENT MANAGEMENT TECHNOLOGY By Kelly McCombs and Tim Welsh, AON Hewitt Introduction Human Resources today sits smack-dab in the middle of the most compelling and

More information

360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com

360 feedback. Manager. Development Report. Sample Example. name: email: date: sample@example.com 60 feedback Manager Development Report name: email: date: Sample Example sample@example.com 9 January 200 Introduction 60 feedback enables you to get a clear view of how others perceive the way you work.

More information