Human Resources Structure and Strategy. PRESENTATION TO AIG PIR GROUP 7 May 2013

Transcription

1 Human Resources Structure and Strategy PRESENTATION TO AIG PIR GROUP 7 May

2 About Spotless Our Services Food Services Cleaning Services Facility Management Services Commercial Laundry and Linen Services Industry Sectors We Service Airports Education Defence Government Leisure, Sports & Entertainment Health Resources Business & Industry 2

3 HR Strategy and Structure Human Resources or People Strategies must be aligned to business outcomes The division/department manager is responsible for financial and operational outcomes and the people, this includes responsibility for their health and safety It is only when we have alignment of strategy and people that we will continually improve employee engagement to encourage discretionary effort and optimise business performance The integrated Human Resource Strategy means that an employee has a direct line of sight as to how that person can progress, deliver, perform and be rewarded. The employee understands the impact he/she has on the business strategy Operational Financial People 3

4 Who is Responsible for What Corporate Human Resources Sector Senior Management Contract / Operations Managers Support the business in achievement of strategic IR, HR, WHS, Workforce Planning and Injury Management objectives Consultancy service to business Specialist support for complex matters Consolidated reporting on workforce KPIs Ensuring legislative and policy compliance by the company Transactional based human resource activities Day-to-day management of their staff Maintaining a safe working environment Maintaining regular contact with staff and providing feedback to them regarding work outcomes and performance 4

5 HR Organisation Chart (AU) (as at 1 May 2013) Chief Operating Officer Vita Pepe General Manager HR John Douglas National Human Resources Manager National WHS Manager National Injury Management Manager National Workforce Planning Manager 0.8 FTE Workplace Relations Analyst Recruitment / L&D Systems Advisor 2 FTE Senior State WHS Advisor 5 FTE National Injury Management Advisors 8 FTE Aus Apprenticeship Manager State WHS Advisor 8 FTE Staffing Services Manager Key Relationships -Divisional Management WHS Systems Coordinator Staffing Services Coordinators 10 FTE -Payroll -IT - Risk Management Recruitment Consultant 9 FTE 5

6 Industrial Relations Over 70 Awards and enterprise agreements apply to Spotless employees in Australia Key IR focus is to Address fundamental barriers to productive employee/ employer relationships Ensure management have the skills and manage their staff effectively Support the business in agreement negotiations, representation in proceedings and strategic IR advice Improvements to date Cleaning Services management education Establish staff administration procedures to address issues pertaining to correct payment and record keeping 6

7 Workforce Planning & Recruitment Provide advice and expertise in recruitment and retention processes, vocational training & development and workforce planning strategies Refocus managers to ensure they have responsibility, accountability and decisionmaking capacity to recruit and retain the right people in their business Improvements to date Online recruitment management system reconfiguration Staffing Services changes to reduce agency costs Implementation of labour management strategies 7

8 Training and Development Ensure relevant and targeted training for employees at operational and management levels Maximise funding available for Apprenticeships and Traineeships Line management education on their new powers Exploit online training where appropriate Improvements to date Focus on business relevant skill based vocational education Appointed new LMS provider with a system solution more suited to new strategy Management training rollout 8

9 Workplace Health and Safety Mentor and quality test WHS delivery through auditing Support achievement of zero harm in the workplace through technical expertise, tools, training, forms, processes Assess and implement insurance system alternatives Adjust injury management delivery to enable local management to be more engaged in return to work Improvements to date LTIFR improvement Early Intervention Programs New injury management system Outsourced injury management in SA 9

10 Workforce KPIs No disputation in relation to organisation restructure Voluntary Employee Turnover Lost Time Injury Frequency Rate (LTIFR) Unscheduled Absence Rate (Sick Leave) Recruitment Effectiveness Employee Satisfaction Diversity Compliance and Program Effectiveness Improvements to date On target with committed overhead reduction with no disputation in the Fair Work Commission Consolidated labour reporting still in progress 10