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AGSM & Sydney Symphony Partnership

Human Resource Leadership Role

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OpeningWelcomePurposeAgendaWho am I?

DiscussionSydney Symphony KPIs/Goals/etcOrganisational DesignHuman Resource Leadership RoleOrganisational Change

CloseSummariseThank you

Agenda

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Sydney Symphony 2002/2003 KPIs• Improve the relationship between Admin and Musicians and shift culture toward preferred culture by 10 percent. • Increase Admin and Musician understanding of the product, how the SSO works, and how everyone fits and improve relationships• Design Orchestra Administration Structure to align with audience strategy and culture strategy. • Implement new structure• Commence culture shift with administration teams and musicians— Forum promise = a culture of respect.• Set the stage for high performance teams and sections• Reassess Culture• Performance Management, ie Business and Team Planning for 2003• Improve internal orchestra communication process.• Improve Audition Process to minimise legal risk and musician angst• Improve the quality of the orchestra

Sydney Symphony 2004 KPIs•Culture review and program to achieve a positive impact on work environment•Performance Management—100 percent individual plans and reviews

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Sydney Symphony Organisational Change 2002/2003 Challenges

Enterprise Bargaining

Climate of distrust

Executive contracts

MD leaving

Recruitment challenges

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Human Resource Leadership Role

High Impact Human Resources

Organisational Design

Organisational Change

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Organisational Design

Aligning strategy, structure, systems and people

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Strategy/Structure Project

PurposeTo create a strong alignment between the Sydney Symphony’s strategy, structure,and its people.

Outcomes• Improve audience connection and experience• Annual surplus of $500,000 starting 31 Dec 2003• More efficient Administration structure• Fewer direct reports to the Managing Director• Reduced Administration operational costs • Strong structural fit with the preferred culture• Structure, strategy, and culture implemented to ensure positive performance outcomes, ie attitude, motivation, productivity, financial, etc.• Structure implemented as quickly as possible without sacrificing 2002 deliverables.

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Sydney Symphony Credo

The Sydney Symphony recognises the spiritual power of music and is dedicated to the performance of orchestral music. The orchestra draws its substance from the engagement between audiences and musicians at performances where artistic excellence, the promotion of innovation and the encouragement of creativity transcend ordinary and everyday human experience. We strive to earn and promote the Sydney Symphony’s status as an Australian icon and to build our international reputation for excellence.

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Sydney Symphony ValuesWork in Progress 2002

• Artistic Excellence• Orchestral Music• Treating people with respect• Working in teams• Creating and maintaining strong working relationships.• Connecting with the audience• Being positive and proactive• Creativity

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Sydney Symphony Vision 2002

• Consistently inspirational concerts• Press consistently sings praises about us• Our concerts are sold out• Administration and Musicians feel very positive about each other ie trust, admiration, respect, and enthusiastic.• We all support each other by acknowledging when someone does something well.• The workload is a stretch, but not overwhelming• We feel so positive about working for the Sydney Symphony that work becomes an energising experience and we consistently sing praises that this is the place to work.

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Sydney Symphony 2003 Business Plan: A High Level View

PROGRAM DEVELOPMENTOPERATIONAL PLAN

CREDO

VISION & VALUES

SOURCES OFCOMPETITIVE ADVANTAGE

STRATEGIC PRIORITIES

COMPANYOPERATIONAL PLAN

MARKET DEVELOPMENTOPERATIONAL PLAN

ORCHESTRA & OPERATIONS OPERATIONAL PLAN

BUSINESS SERVICESOPERATIONAL PLAN

TEAM/ INDIVIDUALACTION PLANS

TEAM/ INDIVIDUALACTION PLANS

TEAM/ INDIVIDUALACTION PLANS

TEAM/ INDIVIDUALACTION PLANS

APPRAISALREWARD/RECOGNITION

DEVELOPMENT

APPRAISALREWARD/RECOGNITION

DEVELOPMENT

APPRAISALREWARD/RECOGNITION

DEVELOPMENT

APPRAISALREWARD/RECOGNITION

DEVELOPMENT

Towards 2003

BUSINESS/TEAM/INDIVIDUAL PLANNING PROCESS

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Sydney Symphonoy Administration Structure 2001

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PROGRAM

DESIGN

CreateConsumerDemand

SYDNEYSYMPHONY

PERFORMANCESFacilitateExpediteProgramDesign

ServiceConsumerDemand

ServiceSupportProgramDesign

Symphony

Sinfonia

Marketing & Development of potential:•Audience (tickets, subscriptions, etc)•Sponsors & gifts etc

Marketing & Development of existing:•Audience (service)•Sponsorships & gifts, etc.

Orchestra operations, ie planning, finance and logistics, book venue and costingsBook Artists, etc.

Orchestra Management, (ie. quality, rostering, library etc.Performance Production, (ie hardware, instrumentation, labour, Opera House staff, etc.)

modelling programmingeducationartist Liaison

Towards 2003Positioning the Sydney Symphony for Success

High Level Process Flow

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EducationManager

ArtisticAdministrator

DirectorMarketing

Communication

DirectorDevelopment

DirectorHuman

Resources

DirectorFinance

DirectorStrategy

New Markets

OrchestraManager

OperationsManager

ManagingDirector

ExecutiveAssistant

2001 STRUCTURE

Towards 2003Positioning the Sydney Symphony for Success

Proposed Executive Structure

NEW STRUCTURE Managing Director

DirectorProgram Design

Executive Assistant

DirectorMarketing & Development

Director Orchestraand Support

Director BusinessServices

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Board concensus to executive structure

Operationalise executive structure (job descriptions, competencies)

Implement executive structure interim structurefinal structure

Agree administration structure

Operationalise administration Structure (job descriptions, competencies)

Implement administration structure

Towards 2003Positioning the Sydney Symphony for Success

Implementation Milestones

MAY JUN JUL NOV*****

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High Impact Human Resources

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HIGH IM

PACT

HUMAN RESOURCE

MANAGEMENT

PE

RF

OR

MA

NC

EF

OC

US

ED

TR

AIN

ING

& D

EV

.

HIGH IM

PACT

HUMAN RESOURCE

MANAGEMENT

HIGHLY ACCURATE

RECRUITMENT & SELECTION

SYSTEM

COM

MO

N SENSE

BUSINESS P

ERFORM

ANCE

MANAG

EMENT S

YSTEM

High Impact Human Resource Management:A Focus on Simplicity

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Organisational Change

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Sydney Symphony

Managing the people side of

organisational change

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Sydney Symphony OrchestraAdministration; December 2001

Preferred Culture Circumplex; N = 42

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Sydney Symphony OrchestraAdministration; December 2001

Actual Culture Circumplex; N = 46

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Sydney Symphony Organisational Change

• Communicated the business imperative and the vision• Worked with Union• Employee Consultative Committee• Project Management• Job descriptions• Selection & Recruitment where appropriate• Managed job redundancy• Implemented business & team planning• Communication sessions—MD & Exec Team• Communication sessions—Executives with their teams• Measured culture

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TrustImprovement since 2001

Comparison to 2001• Musicians – improvement

Average Comparison 2001 2004 • Musicians 2.15 2.9

There is a high level of trust among all the musicians to look out for each other's best inerest

0%10%20%30%40%50%60%

To a very greatextent

To a great extent To a moderateextent

To a slight extent Not at all

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TrustImprovement since 2001

Comparison to 2001• Improvement

Average Comparison 2001 2004 • Administration 2.71 3.1

There is a high level of trust among administration to look for each other's best interest

0%

10%

20%

30%

40%

50%

To a very greatextent

To a great extent To a moderateextent

To a slight extent Not at all

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TrustImprovement since 2001

2001 Results• Administration – improvement• Musicians – improvement

Average Comparison 2001 2004 • Administration 2.00 2.5• Musicians 2.45 2.9

There is a high level of trust between administration and the musicians to look out for each other's best interest

0%

10%20%

30%

40%50%

60%

To a very greatextent

To a greatextent

To a moderateextent

To a slightextent

Not at all

Musicians

Admin

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Leader / ManagerImprovement since 2001

My section Leader / Manager is supportive, i.e. listens to my point of view

0%

10%20%

30%40%

50%

To a very greatextent

To a greatextent

To a moderateextent

To a slightextent

Not at all

Musicians

Admin

Comparison to 2001• Administration – improvement• Musicians – improvement

Average Comparison 2001 2004 • Administration 3.3 3.47• Musicians 2.96 3.7

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Sydney Symphony Organisational Change Challenges

Enterprise Bargaining

Climate of distrust

Executive contracts

MD leaving

Recruitment challenges

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Strategy/Structure Project

PurposeTo create a strong alignment between the Sydney Symphony’s strategy, structure,and its people.

Outcomes• Improve audience connection and experience• Annual surplus of $500,000 starting 31 Dec 2003• More efficient Administration structure• Fewer direct reports to the Managing Director• Reduced Administration operational costs • Strong structural fit with the preferred culture• Structure, strategy, and culture implemented to ensure positive performance outcomes, ie attitude, motivation, productivity, financial, etc.• Structure implemented as quickly as possible without sacrificing 2002 deliverables.

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Sydney Symphony 2004

New Managing Director

Boston Consulting

Formal teams vs Self-Managing Teams

Market Development in transition

Values & Mission Evolution

More people in Administration--Growth

New Musician Management Committee

$ Surplus

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Close

High Impact Human Resources

Organisation Design

Organisation Change

Summarise

Thank you

Sydney Symphony KPIs