ENHANCING AN ALREADY STRONG

PERFORMANCE CULTURE

RADAR Change Management Project

Frank Dixon – CEO

Marianne Di Giallonardo – Director Corporate Services

Dianne Vrahnas – Manager Human Resources

OVERVIEW

Overview of Council / Culture

Workforce Demographics

Need for Change

Change Management Process and

Challenges

Workforce Planning data

OVERVIEW OF CULTURE

RADARREVIEW, ACKNOWLEDGEMENT, DEVELOPMENT & RECOGNITION

Maroondah 2025

Individual Performance & Development Review

Service Delivery Plan

Council Plan

Review, Acknowledgement, Development and Recognition

RADAR

OVERVIEW OF THE MAROONDAH

COMMUNITY

Maroondah City Council

• is located 25 kms from

the CBD

• covers an area of 61.4

sq km

• has a population of

102,432

• has 6000 businesses

including manufacturing

and light industry

• has 3 Wards, with each

ward represented by

three Councillors

OVERVIEW OF THE MAROONDAH

CITY COUNCIL

Maroondah City Council

• Undertakes 44,000 rate

assessments annually

• Has an annual budget of

$97m (operating and

capital)

• Manages $1.2b of

infrastructure asset

• Has $40m of

investments

WORKFORCE DEMOGRAPHICS

Total Employees 1059

EFT 449.10

Contract positions 25

Banded positions 958

Leadership positions:

• Level 1 – 1

• Level 2 – 4

• Level 3 – 18

• Level 4 – 55

AGE DEMOGRAPHICS

7%

14%14%

18%

24%

11%

6% 6%

0%

5%

10%

15%

20%

25%

30%

15-19 20-24 25-34 35-44 45-54 55-59 60-64 >65

GENDER BREAKDOWN AT

MAROONDAH CITY COUNCIL

34%

66%

0%

10%

20%

30%

40%

50%

60%

70%

Males Femals

EMPLOYMENT CATEGORIES BY GENDER

15%

7%

12%10%

31%

25%

0%

5%

10%

15%

20%

25%

30%

35%

Full Time Part Time Casual

Males

Females

EMPLOYEE TURNOVER

8.80%

21.80%

18.30%

6.46%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

2006 - 2007 2007 - 2008 2008 - 2009 2009 - 2010

REASONS EMPLOYEE’S LEAVE

38%

1%

2%0%20%2%

6%0%

1%

22%

1%7%

Careers Advancement (i.e Promotion or Salary Increase)

Dissatisfaction with Job

Dissatisfaction with Supervisor

Dissatisfaction with Team

Lifestyle Change

Organisational Re-structure (i.e. Job Eliminated)

Personal Reasons

Recognition / Appreciation

Redundancy

Retirement

Retrenchment

Other

LENGTH OF SERVICE

17%

42%

20%

9%5% 5% 2%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

0 to 1 1 to 4 5 to 9 10 to 14 15 to 19 20 to 24 25 +

Years of Service

PRE-RADAR

Strong Policy Context

Organisationally including 35 –

HR Policies

PDR –Performance,

Development and Review

process

RARP – Reward and Recognition

Process

THE NEED FOR CHANGE

We needed to understand:

what employees thought of the different processes

the current systems and how they worked

what other organisations were doing

how a new system could look and work

How we were going to measure success

EMPLOYEES INPUT

What employees thought of the different

processes

They loved the REV program and felt it should

continue

They wanted a more consistent process

between PDR and RARP

They wanted the RARP payment retained with

consistency in how performance was evaluated

They didn’t want two separate processes

running 3 months apart

They wanted the performance evaluation and

reward aligned to commercial outcomes

PROCESS MAPPING

The current systems and how they worked

Understand all the different processes

How they worked

Where the linkages where

Understand who got what and when

RESEARCH

What other organisations were doing

Research different models

Benchmarked best practice

Identified constraints

Organisational Linkages

ORGANISATIONAL LINKAGES

Obje

ctives

PROCESS DESIGN

WHAT WE WANTED

Consistent Recognition and Reward Process

A process that links performance to rewards

More appreciative culture

Feedback

Management accountability

Linking organisational and individual objectives

Consistent feedback

Identified, nurtured and retain high performing employees

Training in performance reviews and feedback

WHAT WE WANTED

Consistency

Simplified and streamlined process

Link performance with rewards in one process

Role clarity

Compliance

Simple and user friendly

Fair and transparent system

Sell the benefits of performance appraisals

Formal communication

Full participation

PROCESS ANALYSIS

Gen Y – wanted to participate

Baby Boomers not interested

Culture

PeopleProcesses

MANAGING THE CHANGE

Thoughtful planning and sensitive implementation

Consultation and involvement

Identifying key changes

Involvement of senior managers, to drive the

process and manage the resistance

CHANGE MANAGEMENT CHALLENGES

Too many changes

Understanding the importance of Performance

Reviews

Supervisory training to ensure process

understanding

Recognising the organisational right to expect good

performance

CHANGE MANAGEMENT OPPORTUNITIES

Solutions:

Job families with consistent KRA’s for routine positions

Education on conducting a performance review

Selling benefits to supervisory level staff, including

1. RADAR is only one form

2. Performance Review and RARP now one process

3. Only one formal meeting annually

4. Only certain sections of the completed form to be sent to HR

RADAR CYCLE

PROCESS REVIEW AND EVALUATION

Measure of Success

Increased employee participation

Next Steps

project review and refinements

View to further streamlining the process for

increased ease and efficiency using an online

Performance Development and Planning Tool.

Stats on completion rates before and after RADAR

Ability to link with Succession, Mentoring Programs

etc

COMPLETION RATES

Maroondah City Council (RADAR V's PDR Completion Rate)

93%

46%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

No. RADAR Forms Complete (09-10) No. PDR Forms Complete (08-09)

JOB SATISFACTION

Maroondah City Council Job Satisfaction Level 2010

6%

0% 0% 0%

9%

12%

6%

47%

12%

9%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

1 2 3 4 5 6 7 8 9 10

TEAM SATISFACTION

Maroondah City Council Team Satisfaction Level 2010

3% 3% 3% 3%

0% 0%

29%

26%

21%

12%

0%

5%

10%

15%

20%

25%

30%

35%

1 2 3 4 5 6 7 8 9 10

ORGANISATION SATISFACTION

Maroondah City Council Organisational Satisfaction Level 2010

3%

0%

6%3%

9% 9%

3%

44%

18%

6%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

1 2 3 4 5 6 7 8 9 10

1 = extremely dissatisfied 10 = very satisfied

HIGHEST QUALIFICATION

Maroondah City Council Highest Qualification Level 2010

0%

3%

3%

21%

3%

36%

21%

3%

9%Less thanYear 10

Year 10 (inc Pre-Apprenticeship)

Year 12 (inc Trade Certiciate)

Associate Diploma or Certificate

Undergraduate Diploma

Bachelor Degree

Post Graduate

Masters Degree

Other

CAREERS OPTIONS

Maroondah City Council Career Options 2010

21%

22%

8%10%

8%4%

0%

0%

4%

5%

1%

9%

6%3%

Remain in current role

Enrichment - develop in current role

Exploration - test options

Vertical - seek promotion

Lateral - sideways move

Re-location - change of work area

Re-alignment - moving down

Re-direction - change of career

Proposal - create new job

External Vertical or Lateral

Mentoring

Coaching

Volunteering

Other

REASONS FOR WORKING AT COUNCIL

Maroondah City Council Reason for Working at Council

7%

6%

13%

10%

14%7%

3%

6%

6%

9%

6%

9%

3%

1%Appreciation

Career Development Opportunities

Challenging / Interesting Work

Employment Conditions

Location

Organisational Culture

Rewards and Recognition

Supervisor / Manager

Supportive Environment

Working Relationships

Work Responsibility and Autonomy

Work / Life Balance

Working for a Sustainable Community

Other

ANTICIPATED LENGTH OF SERVICE

Maroondah City Council Anticipated Length of Service 2010

0% 0%

20%

40%

0%

40%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

6 - 12 months 1-2 Years 2-3 Years 3-4 Years 5+ Years Undecided

QUESTIONS?