REVIEW OF OPERATIONS

People at DLI

• Code of Conduct
• Review of Valuation Services
• Innovative New Induction Program
• Succession Planning
• Providing the Right Work Environment
• Introduction of DLI’s New Phone System
• The Peak Joint Consultative Committee (Peak JCC)
• Diversity
• Employee Safety, Health And Wellness
• Industrial Arrangements
• Employee Profile
• Workers' Compensation Statistics for 2003/2004
• EAP usage rate
• Public Sector Standards and Ethical Codes Compliance Statement

Review of Valuation Services

In conjunction with the business re-alignment review of Valuation Services, Strategic Human Resources conducted a review to investigate and report on the concerns of managers and staff regarding the short and long term issues around the attraction and retention of staff at Valuation Services Branch. The goal was to recommend best practice strategies to address these concerns.

A highly consultative approach was taken, with Valuation Services staff being given the opportunity to participate in the review. Focus groups were formed for staff to provide input into the process. Gaining input from all key stakeholders was considered an important part of the review, together with discussing possible strategies and recommendations in response to issues raised.

The outcome was a complete package providing Valuation Services with enhanced succession planning and attraction and retention opportunities via a range of recommendations, including:

• an improved career path for Valuers using Criteria Progression. The previous Criteria Progression Tool (CPT) has been expanded to provide a better structure for the career path of Valuers and to improve the accelerated progression process if an applicant has the skills, qualifications and experience necessary at a higher increment;
• the implementation of a range of initiatives designed to improve management capabilities eg. 360° feedback and inclusion of management training in the Criteria Progression Tool;
• a proposed structure that better reflects the functions and work value of the Branch that will be implemented in accordance with the DLI’s Workforce Alignment Guidelines;
• the provision of training opportunities for Valuation Services staff and managers to enhance their professional and technical skills through a range of initiatives including creating an e-learning training program for Valuation Services’ technical database, Valsys;
• a review of Valuation Services’ Job Rotation Policy that encourages Valuation Services managers to support and promote job rotation opportunities and to develop skills in the range of valuation disciplines;
• the promotion of the full range of flexible working conditions and policies that are available within DLI to all Valuation Services’ staff and managers to encourage their implementation where appropriate; and
• the introduction of a specialised induction training program as well as a full Valuation Services’ Training Plan for 2005/2006.

Back to top of page

Innovative New Induction Program

New DLI staff were given the opportunity to learn more about the department via a revamped induction program this year. The new program consisted of a half day interactive workshop, with an electronic package able to be accessed via the DLI intranet.

The main drawbacks of the previous program included its length (up to two days) and the style of providing information to participants. To overcome these obstacles, an electronic package was created to enable new staff to learn about their new workplace at their own workstation. In all, this allows for less disruption in key customer areas of DLI.

The interactive half day workshop was introduced this year to help employees gain a better understanding of the department’s functions as a whole and learn how their job contributes to the goals of DLI. The workshop also presented a forum in which new staff were able to learn about the Values and Behaviours expected in the DLI workplace, along with issues such as grievance management, IT usage, electronic records management and acceptance of gifts, benefits and hospitality.

The program, which has been phased in over the last two years, became fully operational this year.

Back to top of page

Succession Planning

An important component of the department’s Skills Acquisition Plan was introduced this year. Referred to as the “Binding” stage, this method is important for retaining the existing skills and knowledge of DLI’s workforce.

DLI has been identified as an organisation with an ageing workforce, and succession planning assists in retaining skills where they are most needed. Initiatives designed to align DLI’s workforce with its current and future business needs, included:

• the mentoring program (running in conjunction with the leadership and graduate programs),
• the creation of a wellness calendar to support staff; and
• the major review of valuation services.

Other major succession planning initiatives include:

• Leadership Program
  DLI’s Leadership Program is an ongoing skills enhancement scheme, designed to foster competent and innovative leaders within the organisation.
  
  The objectives of the program are to:
  • develop and excite talented people;
  • grow leaders (as opposed to managers);
  • provide a framework for succession planning through developing generic business skills;
  • encourage cross agency team building and innovation; and
  • give new impetus to cultural change to help enable our strategic goals to be accomplished.
  
  
  The program is closely aligned with the agency’s Strategic Plan and is based on a Leadership Capability Framework that supports the development of competencies such as the ability to achieve results and fostering relationships.

• Graduate Program
  Seven of the initial eight graduates who commenced in the program in 2004, successfully completed the program this year. The eighth graduate obtained employment elsewhere in the public service. Three of the graduates were appointed to permanent positions, as per their employment contracts, with the remaining four securing continuing contracts with DLI.
  
  The success of this program has been further highlighted by the increased interest shown by managers during the scoping phase for next year’s program.

• Choices and Change Program
  The innovative career transition initiative, Choices and Change Program, continued into 2004/2005. This year’s Program continued to focus on skilling staff for the new environment driven by DLI’s transition to a statutory authority. The program encouraged a self-directed approach to planning for the future and provided staff with tools to upgrade their skills.
  
  The Program delivered a range of training and development opportunities for staff, including:
  • application writing and interview skills;
  • an emotional intelligence workshop;
  • recruitment and selection;
  • assertiveness training; and
  • training small groups.

To support the face-to-face programs and to provide flexibility and choice in training and development, a contract for the E-Learning platform ‘SkillSoft’ was secured for the next three years.

Back to top of page

Providing the Right Work Environment

All departmental policies have now been reviewed and aligned with the new Code and Values.

A range of policies were also developed, reviewed and updated this year to provide choices for a healthy work/life balance for staff and to support them in the workplace. In line with the Public Sector General Agreement 2004, DLI’s policy on Personal Leave was initially developed as a pilot. Staff were invited to attend briefing sessions to be fully appraised of the intent and content of the policy, and were given the opportunity to have input into the final document.

Other policies developed and/or reviewed this year included:

• Information Communication Technology (ICT Resources);
• No Smoking Policy;
• Contact Centre Draft Policy;
• Leave Liability and Payout of Leave;
• Grievance Management;
• Purchased Leave; and
• Payment of Professional Fees Policy.

Back to top of page

Introduction of DLI’s New Phone System

The Voice Over Internet Protocol (VOIP) project involved the introduction of a new telephony system to DLI. One of the major features of the new phone system was the marrying of voice communication with each staff member’s personal computer, and the capability to receive voice mail.

The phones also supported specialised or advanced telephony features, enabling the department to customise and improve its call handling capabilities. This allowed DLI to introduce its first fully operational call contact centres.

A comprehensive training program was coordinated by Strategic Human Resources to ensure the smooth implementation of this new phone system. Approximately 100 staff took part in the initial training, with the majority of participants being appointed ‘champions’. Champions agreed to be ambassadors for the new phone system and were the contact point for personnel during the implementation of the system. The training included a classroom component coupled with hands-on lessons. An actual working pilot contact centre was also established and tested with the champions prior to full implementation.

Agency wide training was organised across DLI locations, and a range of reference materials were developed for staff including an e-learning program, instruction manuals and quick reference guides.

Back to top of page

Previous

Next