How To Be Successful At Nulsen

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

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

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%

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.

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

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.

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