Workforce Management Strategy 2022-2026

1. ForewordbyGeneralManager

Thesuccessofanyorganisationisbasedonthequalityofitspeopleandhow engagedtheyareintheirworkwhichiswhytheWorkforceManagementStrategyis aleadingcomponentoftheIntegratedPlanningandReportingFramework(IP&R). TheIP&RframeworkenablesCouncilstosettheirstrategiesandprioritiesthrough keydocumentssuchastheCommunityStrategicPlan(2036),10yearLongTerm FinancialPlan,4yearDeliveryProgramandthe2022/23OperationalPlanand Budget.

InnerWestCouncil(IWC)isembarkingonaCulturalchangeprogram.This commencedfollowingmyappointmentinMay2021,therecruitmentofanew executiveteamandkeyseniorstaffover2021-22andtheelectionofanewCouncilin December2021thatcomprises10newCouncillorsoutof15. Thereisastrongfocus onservingthecommunity,providingexcellentcustomerservice,havingstronglocal communityengagement,providinggreatertransparencyaroundtheservicesthat weprovideandtheirperformanceandlongtermfinancialsustainabilitywhichis supportedbyanongoingcontinuousimprovementprogram.

PartoftheCulturalchangeprogramishavingaworkforcethatisfitforpurposeand toachievethis,wemustcontinuetodevelopthecapabilityofourstaffandensure thatIWCisapreferredemployer.

InJuly2021weundertookastaffsurveythatsetthebenchmarkforemployee engagementmovingforwardandalsosoughtfeedbackfromstaffontheirpreferred values.Outofthiscameaseriesofengagementimprovementactionsthatform partofeachmanager’sperformanceplan. OurPurpose,Valuesandassociated Behaviouralstatementsweredevelopedfromtheseimprovementactionsbyour staffworkinggroup.

Ourpurpose“WeareheretobeofservicetothecommunityandmakeInnerWesta greatplacetobe”alongwithourvaluesofIntegrity,Respect,Innovation, CompassionandCollaborationwerelaunchedinMarch2022atourinaugural LeadersDaywithour200LeadersacrossCouncil.

WehaveestablishedaLeadershipTeamof20ExecutiveandSeniorManagersthat havedevelopedourcorporateprioritiesthatsetthedirectionfororganisational improvements.

Thisplanwasdevelopedthroughextensiveconsultationacrosstheorganisation withafocusondata,researchandanalysis. Theworkforcemanagementplanis

fundamentalinmappingoutthenextstageofourCulturalchangeprogramand addressingourworkforcechallengesthroughthefollowingobjectives:

1. Investinginourpeopleandcommunitythroughtechnology

2. Developingasustainableworkforce

3. Sourcingskilledemployeesinacompetitivemarket

4. Reducingrisksandoptimiseefficiencieswithknowledgemanagement

5. Developingandarticulatingouremployeevalueproposition

6. Retainingandattractinganinclusiveanddiverseworkforce

IwouldliketothankeveryonethatcollaboratedinthedevelopmentofourWorkforce ManagementPlan.

Theimplementationofthisplanwillbenefitourcommunityaswellasourstaff throughopportunitiesforprofessionaldevelopmentandimprovementsinprocesses andsystems.

PeterGainsford GeneralManager

2.Introduction

I. The purpose of the Workforce Management Strategy (WMS) and its place in the Integrated Planning and Reporting (IP&R) process

Workforceplanningistheprocessofidentifyingcurrentandfuturestaffingneeds onthebasisofcurrentinternalandexternalinformation.Itfocusesonretaining existingstaffaswellasattractingnewstafftoensurewehavetherightnumber ofpeople,withtherightskillsintherightjobsattherighttime,nowandinthe future.

ThisWorkforceManagementPlansetsouttheissues,evidenceandstrategies requiredtodeliverasustainableInnerWestCouncilworkforcecapableof continuingtodeliverhighqualityservicestoourcommunityin2022andbeyond byprovidingthefollowingbenefits:

 Improvingourcapacitytodeliverstrategicandoperationalplans

 Improvingourcurrentandfuturecapabilityandperformancethrougha betterunderstandingofourworkforceprofile

 Enablingustobemoreagileinourresponsetochange

 Assistingustodevelopcareerpathsandsetclearstrategiesfor developingourpeople

 Assistingustoforecastandmitigaterisks

TheInnerWestCommunityStrategicPlan(CSP)iscalledOurInnerWest2036. It identifiesthecommunity’svisionforthefuture,long-termgoalsandstrategiesto getthereandhowtomeasureprogresstowardsthatvision:

WeareInnerWest,landoftheGadigalandWangalpeoples,whoserich cultures, heritage and history we acknowledge and respect. We are defined by our diversity of people, places and ideas. We are an inclusive, vibrant, caring and progressive community where everyone is welcome, peopleand natureliveinharmonyandcreativityis away oflife.

ForCouncil,theCSPistheleadingcomponentoftheIntegratedPlanningand ReportingFramework.TheframeworkismandatedforallNSWcouncilsbythe StateGovernmentandrequirescouncilstodemonstratehowtheywilldeliver aspectsoftheCSPthroughadetailedfouryearDeliveryProgramandannual OperationalPlan(DPOP).

TodelivertheDPOP,theWMSaddressesthehumanresourcingstrategyneeded tosupportachievingtheactivitiessetoutintheDPOPagainstthefivekey strategicdirections.TheCSPstrategicdirectionsare:

StrategicDirection

StrategicDirection

StrategicDirection

StrategicDirection

StrategicDirection

1:AnEcologicallysustainableInnerWest

2:Liveable,connectedneighbourhoodsandtransport

3:Creativecommunitiesandastrongeconomy

4:Healthy,resilientandcaringcommunities

5:Progressive,responsiveandeffectivecivicleadership

ThekeycomponentsofInnerWestCouncil’sIP&RframeworkareoutlinedinFigure1–InnerWestCouncilIP&RFramework

Figure1–InnerWestCouncilIP&RFramework

II. How we developed our Plan

OurWorkforceManagementPlanisaresultofextensiveengagementand collaborationacrossCouncil.Workshopscoveringourthirty-nineserviceunits wereheldandincludedCouncil’sExecutiveTeam,LeadershipTeam,Senior PeopleandCultureBusinessPartnersandLearningandDevelopmentPartners wereheld. Robustworkshopdiscussionsondata,evidenceandinsightsabout thecurrentworkforce,futurerequirementsandskillsandcapabilitygaps informedtheplan.

AlignedwiththeIP&Rguidelines,thesix-stepworkforceplanningprocess(Figure 2)wasfollowed.

1. ScopingwithourstakeholderstobestunderstandCouncil’scurrentandfuture workforcechallenges

2. Analysingthecurrentworkforce

3. Forecastingfutureneeds

4. Identifyingskillsandcapabilitygaps

5. Implementingactionstoaddressshortages,surplusesorskillsmismatches

6. Monitoringandevaluatingtheworkforcemanagementstrategytomeasure successandidentifyareasforimprovement.

Figure2:TheWorkforcePlanningProcess

III. Review Cycle

TheWorkforceManagementPlanwillbeformallyreviewedandupdated annuallyby:

 referringtocurrentstatisticalinformation

 gatheringfeedbackfromtheorganisation

 consideringwhetherthekeystrategiesremaincurrentand

 determiningwhethernewissuesoractionsneedtobeadded.

Asadynamicandlivingdocument,thePlanshouldbeupdatedinresponse toanysignificantorganisationalchange(e.g.,restructure).

3.Context

I. Our Workforce Profile

TheInnerWestCouncilstructureconsistsoftheGeneralManager,fourDirectors andcomprisesfiveservicedivisions:

 OfficeoftheGeneralManager

 Community

 Corporate  Infrastructure

 Planning

Wearecommittedtoensuringtheorganisationhasboththecapacityand capabilitywithinitsworkforcetodeliverpositiveoutcomesandaligntoour purposewhichistobeofservicetoourlocalcommunityandmaketheInner Westagreatplacetobe.Notonlydoouremployeesworkacrossabroadrange ofserviceareasrangingfromoperational,technicalandprofessional;our employeeprofilealsoaimstoreflectthediversityofthecommunitythatwe serve.ThisisechoedbyourStaffPerformanceandEngagementSurvey2021 resultswhichlistDiversityasoneofthetopthreethingsthatCouncildoeswellas anemployer.

WorkforceSnapshotandHeadcount

Asof3July2021,InnerWestCouncilemployed1417employees.These employeesconsistedof1007permanentstaff,67fixedtermand343casuals. Intermsofemploymenttype,wesupport926Fulltimeand148Parttime positions.FullTimeEquivalent(FTE)staffequatesto1004.

Thetablesbelowhighlightthedistributionofouremployeesintherelevant directorates.Positional/directoratedataprovidedmaynotfullyreflectthe organisation’scurrentstructurein2022.Notingthatduring2021InnerWest CouncilappointeditspermanentandcurrentGeneralManager,leadingtothe revisedandcurrentstructure.Astheorganisationcontinuestoevolve,thisplan willbereviewedandupdated.

i. WorkforceGenderIdentity

Throughouttheworkforcemanagementplanthetermgenderorgenderidentity willbeusedratherthansex(wheresexisabiologicalclassification).Genderwill refertocurrentgenderofanemployeeatthetimeofdatacollection,whichmay bedifferentto‘sexrecordedatbirth’andmayalsobedifferenttowhatis indicatedonlegaldocuments.

InnerWestCouncil’sgenderprofileisrelativelybalancedbetweenfemaleand malegenderidentitiesat51%and49%respectively.OurNon-binaryemployees arerepresentedatapproximately0.5%(basedonthenumberofparticipantsin ourStaffPerformanceandEngagementSurveyin2021).

ThehighnumberoffemaleswithintheCommunitydirectorateandhighnumber ofmalesintheInfrastructuredirectoratereflecttheexistinggeneralgenderbias inthemarketplace.FemaleemployeesarehighlyrepresentedinCommunity basedpositionssuchasChildrens’ServicesandLibraries;andmaleemployees featurehighlyinInfrastructurebasedpositionssuchasEngineering,Parks, StreetscapesandOperations.

Similarly,casualandparttimeemploymentisstillpredominantlyheldby women.Therewasadecreaseinmalecasualemployeesandinthe appointmentofpermanentoperationalstaffduringtheamalgamationprocess. Continuedreviewofrecruitmentandflexibleandfamilyfriendlyprotocolswill assistinbalancingouremployees’needs.

Councilemploysfemaleandmaleemployeesinnontraditionalgenderrole.And asspecifiedinourGenderEquityStrategyadoptedin2021.ThePeopleand Cultureteamwillbeassistinginthedevelopmentofamarketingcampaign whichshowcasesandpromotesthevariedgenderequitablecareer opportunitiesthatexistwithinCounciltoourcommunity.Thiscampaignwill includeavideoofouremployeesworkinginnontraditionalgenderroles includingwomeninScience,Technology,EngineeringandMaths(STEM). Encouragingmoretalentintocouncilaswellashopefullymorewomeninthe availableSTEMroles.Andtofurtherpromotethenumberofwomenworkingin STEMacrosscouncil,CommonwealthScientificandIndustrialResearch Organisation(CSIRO)willalsobeengaged.CSIRO’sexistingSTEMprogramswill bereviewedinpartnershiptoassesswherecouncilcouldfurtheradvocateand promotetheuptakeofSTEMstudiesandcareerstoitscommunity.

*OurNon-Binaryemployeeshavenotbeenincludedtoprotectprivacyandconfidentiality

**SinceJuly2021,anumberoforganisationalchangeshaveoccurredwherebyanumberoforganisationunitsnolonger intheirprevious2021directorates

INNERWESTCOUNCILWORKFORCESNAPSHOT

* Based on participants in the Staff Performance and Engagement Survey 2021

Leadershipandgender

Thetablebelowdemonstratestheconsiderablegrowthinthenumberofwomen employeesholdingleadershiprolesinCouncil.ThisisreflectiveofCouncil’s supportandcommitmenttopromotingequalemploymentopportunity, recruitmentprotocolsandsupportingitsGenderEquityStrategy.

Leadership,skillsandcapabilitybuildingisbeingdevelopedthroughawareness training,internalpartneringandmentoringprogramsandprojectopportunities fromGenderEquityCommitteeandCouncil’sWomen’sCommitteeactionplan.

ii. Aboriginaland/orTorresStraitIslanderWorkforce

OurAustralianAboriginalemployeesrepresent3%ofourworkforce.

Accordingto2016ABSCensusdata,1.1%ofresidentsinourLGAidentfiyas AboriginalandorTorresStraitIslander.Thisstatisticislikelytochangein2021ABS Census(notingthatresultsarenotyetavailable).

* Based on participants in the Staff Performance and Engagement Survey 2021. Forgraphicaldisplay–optionsYes, TorresStraitIslander,YesbothAustralianAboriginalandTorresStraitIslanderhasnotbeendisplayed

Fourpercentofoursurveyparticipantspreferrednottosayiftheywere Aboriginaland/orTorresStraitIslander.CurrentlythemajorityofourAboriginal and/orTorresStraitIslanderstaffworkintheCommunityandInfrastructure directorates.AgreaterunderstandingofAboriginaland/orTorresStraitIslander employeeneedsandsupportrequirementswillenableCounciltoincrease Aboriginaland/orTorresStraitIslanderstaffnumbersandembedcultures, historiesandknowledgeintotheorganisation.InsupportoftheInnovate ReconciliationActionPlan,andourworkforce,Councilhascommittedto developinganAboriginaland/orTorresStraitIslanderemployeenetworkgroup.

Traineeshipprogramsareentrylevelopportunitiestoprovidepeoplewithwork experienceandmeaningfulworkwhilststudyingforanationallyaccredited qualification.Fromasocialresponsibilityperspective,thiswillsupportpeople withentrylevelemploymentandprovidethemwithanunderstandingand appreciationoflocalgovernmentwork.InnerWestCouncil’sTraineeship programwillincludetargetedopportunitiesforbothyouthandmatureage Aboriginaland/orTorresStraitIslandercandidateswithaviewtoincreaseand diversifytalentpools.

iii. Culturallyandlinguisticallydiverse Culturalbackgroundisthecultural/ethnicgroup(s)towhichanemployeefeels theybelongtooridentifywith.Thisbackgroundmaybethesameastheir parents,grandparents,heritage,oritmaybethecountrythattheywerebornin orhavespentagreatamountoftimeinorfeelmorecloselytiedto.

ThereisnostandardisedmethodtocountorreportonCulturaldiversity.1 Inner WestCouncilwillcontinuetogatherdiversitydataanddevelopitsownDiversity data.Thediversityofourworkforceshouldreflectthediversityofourcommunity, inlinewithourpurpose.

Thetablebelowindicatesthehighestpercentageofourworkforceidentifywith anAustralianculturalbackground,followedbyanAsianculturalbackground. OverallincomparingtobirthplacesintheABS2016Censusdata2 –ourworkforce whoidentifywithanAsianculturalbackgroundmirrorsthegrowingpopulationof InnerWestresidentswhoareborninanAsiancountry. Councilsupports employeeswhoareaccreditedlanguageaidestoassistthecommunityintheir preferredlanguage.

1 Diversity Council Australia/University of Sydney Business School (R. D’Almada-Remedios, D. Groutsis, A. Kaabel, and J. O’Leary) Counting Culture: Towards a Standardised Approach to Measuring and Reporting on Workforce Cultural Diversity inAustralia, Sydney, Diversity Council Australia, 2021.

2 Source: Australian Bureau of Statistics, Census of Population and Housing, 2016 (Usualresidence data). Compiled and presented in profile.id by .id (informed decisions).

Council’straineeshipprogramisalsodirectedatrefugeesandmigrantstoassist themingainingexperienceandemployment.Thisisbeingdevelopedin partnershipwithcommunityorganisationswhospecialiseinthesupportand advocacyofrefugeesandmigrants.

iv. Ageandyouth

Council’smajorityworkforceismadeupoftheParentandHomeBuilders(3549yrs)andOlderWorkersgroups(50–59yrs)asshowninthebelowtable.

InnerWestCouncilhasthetraditionalbellcurvedistributionofworkforceagainst serviceagerangecohorts.Asourcohortsadvancetothenextstage,largeskills andknowledgegapswillbelefttofill. ThisisachallengeformostCouncils,soit iscrucialthatCouncilsworktopromoteLocalGovernmentasanindustryand ensurethatitisdesirabletotheyoungerserviceagegroups.

AlargepartofourTraineeshipProgramwillbeaimedattheyoungerserviceage groups.Partneringwithgrouptrainingorganisations,universitiesandeducation institutionssuchasTAFE,willenableacontinuouspipelineoftalent.Promotionof availableSTEMcareersandnontraditionalgenderroleswillalsobeafocusin ordertoincreasetalentintothelocalgovernmentindustry.

Thechallengeofretainingcorporateknowledgefromourolderservicegroups whobegintotransitiontoretirementiscommonacrosstheorganisation(as capturedinourworkforceplanninginterviews).Thedevelopmentofasuccession planningframeworkcombinedwithknowledgemanagementsystemsand processeswillassistinmitigatingthisrisk.Aspectsoftheframeworkmayinclude

*Based on participants in the Staff Performance and Engagement Survey 2021

mentoringprograms,phasedretirementsplanning,targetedrecruitment programs,flexibleworkinghoursandhealthandwellbeingprograms.

v. Disability

Disabilityresultsfromphysical,psychiatric,intellectual,psychosocial,neurodiverseorsensoryimpairmentthat,ininteractionwithvariousbarriers,may hindertheperson’sfullandeffectiveparticipationintheworkplaceonanequal basiswithothers.

OfstaffwhoparticipatedinourstaffperformanceandEngagementsurvey2021, 3%havesharedthattheyhavedisability.Agreaterpercentageofstaffwould prefernottosay.Councilhasidentifiedthistobeanareawhereitcouldimprove itscurrentdisabilityconfidence(i.e.,supportandinclusivity).

Disabilitycanbetemporaryoracquired. Itisexpectedthatwithourageing workforce,thisstatisticmayincreaseasthereisahigherlikelihoodofacquiring disabilityasweage.Onanalysis,themajorproportionofemployeewithdisability areinParentsandHomebuildersandtheOlderWorkers/Preretireesageservice group(4%and3%respectively)whichcomprisethemajorityofourworkforce. ImplementingtheWorkHealthSafety&Wellbeing(WHS&W)ActionPlanwill

supportouremployeesastheyage.

CouncilarealumnimembersofJobAccessandhavepartneredintheir campaignstopromotedisabilityemploymentandtheuseofreasonable adjustments.Ofemployeeswhoidentifiedwithdisability,1%preferrednottosay whethertheyrequiredadjustmentsandarrangements.Tofurtherensurethatthe needsofemployeeswithdisabilityarebeingmet,aninternalemployeedisability networkisbeingdevelopedinconjunctionwitharevisedInclusionAccessPlan.

Council’straineeshipprogramwillalsobetargetedtopeoplewithdisabilityto provideongoingopportunitiesandnationallyaccreditedqualifications.

vi. LGBTQ

LGBTQstandsforLesbian,Gay,Bisexual,TransgenderandQueer.Council partnerswithPrideinDiversity(PID),anACONinitiativethatprovidesemployer supportprogramsforLGBTQworkplaceinclusion. PIDhaveassistedwith awarenesstrainingandreviewofrelatedLGBTQmattersacrossCouncil’s recruitmentandcorporatedocuments.

InfollowingTheDarlingtonStatement3 andPID’srecommendation,therewillbe continuedcommunicationregardingchangesinLGBTQterminologythrough ongoingPIDawarenesstraining. IntersexinclusionwillbealliedthroughPIDbutit isrecognisedthatIntersexHumanRightsAustralia(IHRA)andIntersexPeer SupportAustralia(IPSA)willbetheexpertsinadvocating,supportingand providingresourcesforintersexpeople.

Approximately10%ofcouncil’sworkforceidentifyasLGBTQasindicatedbythe tablebelow.OngoingpartneringwithPIDwillensurecurrentandbestpractice

* Based on participants in the Staff Performance and Engagement Survey 2021

3 TheDarlingtonStatementisajointconsensusstatementorcharterbyAustralianandAotearoa/NewZealandintersexorganisationsandindependentadvocates,developedinMarch2017.

initiativeswillbeutilisedinthecontinuedsupportandwellbeingofourworkforce.

Howwouldyoubestdescribeyoursexualorientation?

II. Strategic Challenges

InnerWestCouncillikemanyotherNSWCouncilsisfacinganumberofchallenges whichareassociatedwiththenatureofLocalGovernment,community expectationsandtheavailabilityofresourcingtoenableprovisionofhighquality services.Thekeychallengesidentifiedbyourserviceareasareasfollows:

1. Insufficienttechnologytoensureproductivitykeepsupwithservice delivery

2. SkillsGapsinkeyroles

3. Candidateshortageinacompetitivemarket

4. Risksassociatedwithdocumentandknowledgemanagement

5. ContinuingtogrowEmployeeEngagement

4.Engagement

Council’sWorkforceManagementStrategy(WMS)wasdevelopedoverseveral months. ItwasfacilitatedbythePeopleandCultureTeamandcreatedthrough extensiveengagementandactiveparticipationofmanagers,seniormanagers andtheexecutive. Theknowledge,experienceandobservationsofthese participantshighlightedtheskillsandcapabilitiesofourcurrentworkforceand thoserequiredinthefuturetodeliveronourCSPandpositionustobean employerofchoice.

* Based on participants in the Staff Performance and Engagement Survey 2021

5.StrategicDirection

I. Corporate Values

PosttheStaffPerformanceandEngagementSurveyin2021,ValuesChampions representingthestaffwereappointed,workshopswereheldandinpartnership withtheExecutiveandLeadershipTeam,thenewInnerWestCouncilvalues wereestablished. Theseare:

 Integrity

 Respect

 Innovation

 Compassion

 Collaboration

OurValueshelpusachieveourpurpose.Theyreflectwhereweareasan organisationandwherewewanttogo.Theyinspireourleadersandstaffto excelbyguidingusinthewaywetreateachotherandourlocalcommunity.

ByenactingourValuesineverythingwedoatCouncilweareabletobetter achieveourpurpose–tobeofservicetoourlocalcommunityandmakethe InnerWestagreatplacetobe.”

II. Points of linkage to the Community Strategic Plan, Delivery Program, Operational Plan, Asset Management Strategy and Plans, InformationCommunications Technology Strategy and Long Term Financial Plan

TheWorkforceManagementPlanispartoftheResourcingStrategyand providesaframeworkforaligningdecisionsaboutourpeople(e.g.,recruitment, employmentoptions,staffcapabilityanddevelopment)withtheoutcomes andstrategiesoftheCSP.

Council’sResourcingStrategyconsistsofinterrelatedandinterdependent mediumtolongtermstrategies,infourkeyareas(seeFigure1):

 Financialplanning(LongTermFinancialPlan)

 Assetmanagement(AssetManagementStrategyandPlans)

 InformationTechnologyresourcing(InformationandCommunications TechnologyStrategy)and

 WorkforceManagementPlanning(WorkforceManagementPlan).

FinancialconsiderationsoftheWMSarecapturedintheLTFP.Thisincludes budgetingforemployeewages,awardincreasesandoncostssuchas superannuation(andfurtherincreasesuntil12%by2025),worker’s compensation,training,parentalleaveandlongserviceleave.Asservice levelsarenotexpectedtochange,theInnerWestCouncil2022-2026 WorkforceActionPlan(Table)hasbeenresourcedinthebestinterestof currentandfuturecommunitiesinconsiderationoffiniteresources.

ConsultationwasundertakenwiththeICTandFinanceteamstoensurethat ourstrategiesalignedandthatwehadtherequiredbudgettoundertakethe activitiesinourfouryearplan. TheactionplancanbefoundintheInformation andCommunicationsTechnologyStrategyActionPlan.

TheWMSispreparedandreviewedinconjunctionwiththepreparationofthe DeliveryProgramandOperationalPlan.Itspecificallyaddressessomeofthe keychallengesandprioritiesintheCommunityStrategicPlanasfollows:

CSPStrategy5.1.2Monitorperformanceandimplementcontinuous improvementtomeetthechangingneedsofthecommunity

Managestaffachievementand performanceplanningforthe CouncilWorkforce

EmbedPerformanceManagement andLearningopportunitiesforthe CouncilWorkforce

ImplementtheWorkHealthand SafetyStrategy

CSPStrategy5.2.1Undertakevisionary,integrated,longtermplanningand decisionmaking,reflectiveofcommunityneedsandaspirations

ReviewtheWorkforceManagement Plan

III. Objectives and strategies (by topic themes)

Thefollowingobjectivesweredevelopedasaresponsetotheworkforce challengesandrequirementsidentifiedbyIWC’sleaders. Furtherworkwill takeplacewithindividualserviceunitstoaddressservicespecific challenges.

1. InvestinginourpeopleandcommunitythroughTechnology

Whyisthisimportant?

TechnologyplaysabiggerroleinWorkforceManagementnowthanever before. Covidhasseentheworkforcere-adjustandmobiliseinanentirely differentway. Thishasresultedinincreasedrequirementsforhardware (e.g.,laptopstoenablestafftoworkremotely)aswellaseffectivesystems tosupportcollaborationandenableefficientcustomerself-service.

2. DevelopingaSustainableWorkforce

Whyisthisimportant?

Developingindividualandprofessionalgrowthtoensurethatstaffcan havetherightcapabilitiestodelivercurrentandfutureworkforceneeds.

3. Sourcingskilledemployeesinacompetitivemarket

Whyisthisimportant?

Attractingandretaininganagile,engagedandhighperformingworkforce tomeetourcurrentandfutureworkforcerequirementsandtobean employerofchoicewherepeoplewanttobelong,workandserveour community.

4. Reducerisksandoptimiseefficiencies(Risksassociatedwithdocument andknowledgemanagement)

Whyisthisimportant?

Documentmanagementisessentialincapturing,trackingandstoringall typesofCouncilelectronicdocuments(e.g.,PDFs,Contracts,WIPfiles, photos,scansofpaperbaseddocuments).Thesesystemsprovide consistencyindocumentsecurity,accesscontrol,centralisedstorage, audittrailsandstreamlinedsearchandretrieval.

5. DevelopingandarticulatingourEmployeeValueProposition

Whyisthisimportant?

TheEmployeeValueProposition(EVP)aretherewardsandbenefitsthat Counciloffersitsemployeesinreturnfortheirskills,performanceand productivity. Itencompasseseverythingthatismeaningfultoemployees inrelationtotheirwork(e.g.,remuneration,professionaldevelopment, flexibleworkarrangements,wellnessprograms,rewardandrecognition, clarityofdirection,cultureoftheorganisation).

6. Retainingandattractinganinclusiveanddiverseworkforce

Whyisthisimportant?

InclusionandDiversitybringamultitudeofbenefitstostaffandthe organisation. Thesebenefitsincludehigheremployeeengagement, increasedskills,experiencesandperspectives,higherinnovation,improved organisationalreputationandreducedstaffturnover. Councilaspirestoa workforcethatreflectsthediversityofthewiderInnerWestCommunity, makingitanequitableemployer.

6.MeasuringSuccess I. Progress Success Measures

Afouryearactionplanaddressingourworkforceobjectivesandstrategies hasbeendevelopedandwillbeusedtomonitorkeydeliverables,timelines andresponsibilities.

Theexternalandinternalenvironmentswillbemonitoredtoidentifyany changesthatmayresultinplanadjustments.Anevaluationofthe achievementsoftheWMSwillformpartofthepreparationsforournext WMS.

Reportedannually,highlevelindicatorstoassistinmeasuringsuccesswill alsoinclude:

1. Stabilityofoverallemployeenumbers

2. Diversegenderprofile

3. Staffturnoverrate

4. Trainingeffectivenessandevaluations

5. ImprovedWorkHealthSafetyandWellbeingoutcomes

TheLeadershipTeamwillbeupdatedonaregularbasis.

7.InnerWestCouncil2022-2026WorkforceActionPlan

 Procurenewhardware

 Procureappropriatesoftware

1. Investinginourpeople andcommunity throughTechnology

 OptimiseSystemsIntegration

 EnhanceofCustomerService Portals

 Developreportingandanalysis tools

 EnablevirtualMeetingsoftwarefor recruitment,meetingsand businessasusualfunctionalityina hybridworkplace

1.1 MeasureprogressonICTWMS strategies–Investinginour peopleandcommunitythrough technologywithICTona quarterlybasis

1.2 Provideregularfeedbackand advocacytoICTregardingthe technologyneedsforexistingand futureworkforce(P&C)

1.3 Supportthetrainingand developmentofstaffintheuseof technologyandapplications (P&C)

2. Developinga SustainableWorkforce

 Offertraininganddevelopmentto newandexistingstafftoenable efficientservicedelivery

 Beresponsivetolegislativeand organisationalchanges,andto labourmarkettrendsasweinitiate learninganddevelopment opportunities

 FurtherDevelopManagementand Leadershipskillsthougha dedicatedProgram

 Encourageknowledgesharing throughinvestmentincoaching andmentoringprograms

 IntroduceaSuccessionPlanning Framework

 Activelyengagethewisdomof experiencedemployeesinthe workplace

2.1 EstablishandimplementanL&D Planthatconsidersindividualand corporatedevelopmentplans

2.2 DeliverManagement&Leadership ProgramtoLevels1to4

2.3 DevelopanddeliverPilot Mentoringprogramandevaluate success

2.4 ReviewProcessforadhoctraining requestsandstudyassistance

2.5 Developandintroducea SuccessionPlanningFramework

2.6 Supportthedevelopmentof CommunitiesofPractice

2.7 DevelopaServiceReviewPlan

3. Sourcingskilled employeesina competitivemarket

 Ensureoptimalorganisational structure

 Attractthebestavailablepeople usingrobustandfitforpurpose recruitmenttechniquesand strategies,includinganalysisof feedbackfromexitingemployees

 EmbedourValuesintoallaspects ofemployment

 Activelydevelopandmanageour applicantcandidatepooland talentpipelines

 PromoteCouncilasanagile,high performingEmployerofChoice

3.1 LaunchRecruitmentandSelection Training

3.2 Continuetocultivaterecruitment partnerships

3.3 CommenceimplementationofLG NSWCapabilityFramework

3.4 Increasethenumberof traineeshipandapprenticeship offerings

3.5 WorktowardsbeinganEmployer ofChoice

3.6 Optimisetheuseofourdatabase tosuccessfullysourcecandidates

3.7 Increaseoursocialmedia presencethroughonline platforms

4. Reducerisksand optimiseefficiencies (Risksassociatedwith documentand knowledge management)

 Ensuresystemsareinplaceto capturecorporateandspecific roleknowledgefromourlongterm andageingworkforce

 Centraliseddocument managementsystemthatis accessibleanduserfriendly relaunch

4.1 Partnerwithrelevantteams acrossCounciltodevelopa knowledgemanagementsystem

4.2 SupportICT&theService Transformationteamwithchange managementinrelationtoa centraliseddocument managementsystem

5. Developandarticulate EmployeeValue Proposition

 EnhanceCultureandLeadership (internallyandexternally)

 TrainingandDevelopment opportunities

 Careerdevelopmentopportunities

5.1 Review,updateanddevelop PeopleandCulturepoliciesto supportahighperforming workforce

5.2 ImplementWHS&W5YearAction Plan P&C

6. Retainingand attractinganinclusive anddiverseworkforce

 Workinginanorganisationthat prioritisesthesafetyandwellbeing ofitspeople(internallyand externally)

 ClearKPIsthroughavaluesbased PerformanceAppraisal

 RewardandRecognition

 Marketreviewsinrelationto remuneration

 Flexibilityincorporatinghybrid working

 Increasecommunityawarenessof thediversityoffunctions,rolesand opportunitieswithinlocal government

 ActivelypromoteCouncilasa diverseandequitableemployer.

 Activelysupportattractionand retentionofadiverseworkforce.

 DevelopCouncil’ssystemsto measureandreportonworkforce diversity.

5.3 ExecuteannualEmployee EngagementPulseSurvey

5.4 Executethe3YearEmployee EngagementSurvey

5.5 Planmarketreviewsinrelationto remuneration(excludingadhoc)

6.1 CollaborateandsupportDiversity initiativesacrossCouncil

6.2 Providetraineeshipopportunities includingtargetedopportunities fordiversitygroups

6.3 Partnerwithcommunity organisationsandvaried educationalinstitutionsto developdiversetalentpipelines

6.4 Cultivatepartnershipswithkey diversityorganisationtosupport bestpractice

6.5 Developanemployeenetwork whoareAboriginalandorTorres StraitIslander

6.6 Developanemployeenetworkfor employeeswhohavedisability

Community