Volunteer Victoria
in Partnership with
NAB
Presents an afternoon of
Professional Development
Date 23 May 2012
Agenda
• Housekeeping
• Welcome
• Presentations
• Change Management
• Diversity
• Recruitment, Retention & Reference Checking
• Early Conflict Resolution & Mediation
• Health & Safety and Injury Management
• Breakout /deep dive sessions on above topics
• Networking and Afternoon Tea
• Q&A Panel
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Change Management
Authors name Janet Robinson
Date 23 May 2o12
What’s driving change ?
• We need to do more with less
• Budgets are tight
• Legislative changes are hitting
• The market for resources is very competitive
• We have a good ‘brand
• Our people are looking for
4
•
Flexibility
•
Acknowledgment & Reward
•
Opportunity
Performance as a differentiator
Performance =
(Capability X Motivation X Accuracy of Role Perception) + Culture
PERFORMANCE
CAPABILITY - now and emerging ,always changing, always developing
MOTIVATION – inherent,
ROLE PERCEPTION – changing, growing, clear? agreed?
CULTURE
Change Framework in NAB
CULTURE
SYSTEMS &
STRUCTURES
VISION
CUSTOMER &
PEOPLE
CAPABILITY
RATIONALE
COMMITMENT
Layers of the Framework and Construction
Considerations when constructing the change framework
At the centre of the
framework is our
people and our
customers. It is an
important reminder
that in order to
achieve benefits our
people and/or our
customers must be
considered,
engaged, and be
prepared to change
The outer circle is
the dimension of
change leadership
we are driving
towards
CULTURE
SYSTEMS &
STRUCTURES
CUSTOMER &
PEOPLE
CAPABILITY
It is a wheel not a linear
process implying that
you may need to circle
through more than
once
VISION
RATIONALE
COMMITMENT
The second circle
demonstrates the
outcomes we are
attempting to
achieve as we work
our way from the
current through
transition to the
future state
Change Framework - definitions
Cultural norms,
behaviours, and values
are understood,
assessed and aligned.
Values, stories, symbols,
structures and rituals are
considered and used to
sustain
Management practices
are used to complement
and reinforce change
(benefit realisation,
staffing, rewards,
measures, recognition,
organisation design)
The desired outcome of
change is clear,
legitimate, widely
understood and shared;
the vision is shaped in
behavioural terms
CULTURE
SYSTEMS &
STRUCTURES
CUSTOMER &
PEOPLE
CAPABILITY
Knowledge and skill is
transferred to the business
and support is provided to
manage and use new
processes, tools and systems
VISION
RATIONALE
There is a compelling and
valid reason to change that
is aligned to the business
unit or enterprise strategy.
The need to change
exceeds its resistance
COMMITMENT
Stakeholders and target
audiences are informed and
engaged in the change journey
to build awareness
understanding and ownership
Diversity & Inclusion
Morgan
Williams
th
18 May 2012
Bias and diversity
To find out more: https://implicit.harvard.edu/implicit/
Diversity is hiding in plain sight
The Mature Age Opportunity
See benefits not
barriers
Workers aged 55 or over are five times less
likely to change jobs versus 20-24yr olds
(HREOC 2012)
Mature workers deliver an average net benefit of
$1,956 per year to their employer compared to
the rest of the workforce. (HREOC 2012)
Our economy loses $10.8bn per year by not
using utilising mature age skills and experience.
(National Senior Australia: 20102)
st
Fauja Singh born 1 April 1911 is the first 100yr old to complete a marathon. Speaking about the marathon, he said: "The first 20 miles are not difficult.
As for last six miles, I run while talking to God."
The why, how and what of Flexible Work
IBM employees working flexibly work on
average an extra 17hrs per week before
experiencing work/life conflict than those
without flexibility. (Deloitte 2011)
HP experienced a near doubling of productivity
+ 50% decrease in O/T after implementing a
compressed wk week (AWLP 2012)
Flexible Scheduling at Chubb reduced
unscheduled time off by 50% and overtime by
40%
(Chubb 2012)
Flexible working needs to be
mainstreamed
How will we get to gender balance?
Meritocracy
Charlotte Williams
"The simplest way of understanding the virtues of
meritocracy is to ask the question: why is Brazil a soccer
superpower and an economic middle power? The answer is
that when it looks for soccer talent, it searches for it in all
sectors of the population, from upper classes to the slums. A
boy from the slums is not discriminated against if he has
soccer talent. But in the economic field, Brazil looks for
talent in a far smaller base of the population, primarily the
upper and middle classes."
--Kishore Mahbubani
o
o
o
o
o
5 International Candidates
18 ‘Meet and Greet’ Sessions
45min Presentation
1.5hr Panel Interview
Reference checking
Recruitment, Retention and
Reference Checking
Daniel Lewkowicz and Siobhan Pelc
rd
23 May 2012
Advertise and Shortlist
Role Descriptions
Ensure a sound understanding of what the job entails.
All individuals should address critical role criteria in their application.
Typically a job description is composed of four sections:
1. A job summary – an overview of the position with a brief description of the most important functions.
2. A list of job requirements – education, certifications and experience necessary to do the job.
3. A list of job functions – a detailed description of the job duties. This section provides the basis for
most of the employment decisions that are made concerning the employees in this position.
4. Other information – any other important facts about this position including working hours, travel
requirements, reporting relationships, location, physical requirements and working conditions.
Equal access
No selection process should disadvantage an individual. Where disability prevents a candidate from
undergoing standard selection procedures, reasonable adjustments must be made.
Diversity
It is well proven that a diverse workforce positively impacts business results. As such we need to ensure
we are promoting diversity and gender equality when recruiting. As such it is a requirement that:
All reasonable efforts are made to ensure there is an appropriate mix in candidate pools. All reasonable
efforts are made to ensure there is an appropriate gender balance in the interviewing and selection
panels/teams
Page 16
Privacy and Screening
Privacy and Data Storage
All information acquired during assessment is only to be discussed with people directly
involved in the recruitment decision making process. Selection information is held by the
NAB internal recruitment consultant and the hiring manager will receive summary
information only.
Screening
The criteria on which applicants are to be screened must be specific to the position and will
define the essential skills, qualifications and capabilities required to successfully meet the
requirements of the position.
Only those applicants who clearly fail to meet the core criteria of a position should be
screened out at this initial stage. Their information is to be retained for six months.
Interview
Selection Process
All interviews must be conducted by a minimum of two interviewers.
The selection decision is to be made by a selection panel rather than an individual, where possible.
Structured vs. Unstructured Interviews
Employment interviews can be either structured or unstructured. Generally, structured interviews ensure
candidates have equal opportunities to provide information and are assessed accurately and consistently.
Structured Interview
All candidates are asked the same questions in the same order. All candidates are evaluated using a
common rating scale. Interviewers are in agreement on acceptable answers.
Unstructured Interview
Candidates may be asked different questions. A standardised rating scale is not required. Interviewers do
not need to agree on acceptable answers.
At first glance, the unstructured interview appears attractive due to its loose framework, discretionary
content, and conversational flow. Yet, these same features make this type of interview very subjective,
which reduces its accuracy and invites legal challenges.
Research consistently indicates unstructured interviews have little value in predicting job performance.
Unstructured interviews typically demonstrate:
•Low levels of reliability (rating consistency among interviewers).
•Low to moderate levels of validity (does it measures what it is intended to measure, e.g., job
performance).
Page 18
Offer and Feedback
Reference Checking
Work reference checks must be completed prior to appointment of all new entrants to the organisation and
for preferred internal candidates. At least two work reference checks must be completed for the preferred
candidate..
Ensure that you have informed the candidate that you would like to contact their references to verify their
employment, performance and behaviours. Make sure you obtain their consent.
Evaluate the results of both work reference checks and determine if they are satisfactory.
Feedback
Key things to remember:
Give examples of specific responses which were/were not strong and explain the reasons why.
Be factual, keep the role definition and/or person specification at the forefront of your mind. Tie any feedback
into these. Remember to include an overview of the results of any tests, exercises or assessments from the
interview.
Consider the tone of your voice and the words you use when providing feedback. Being aware of this should
help prevent any heated disagreements. If the candidate challenges the feedback respond calmly and
politely, as you would with a client or customer, and keep to the facts of the feedback.
Whilst you want the candidate to receive positive feedback, do not be afraid of telling the truth if their skills or
experience did not match the requirements of the role or if their responses at interview were not in enough
depth or detail. The aim is to leave the candidate with a clear understanding of why they were unsuccessful
rather than leaving them confused as to why they were not selected.
Page 19
Managing Conflict in the Workplace
Sarah Markou & Laura Johnston
23rd May 2012
Identifying Conflict in the workplace
21
•
Conflict can occur in various forms, eg: personality clash, escalation
of opposing views, perception of one’s interference, interpretation of
ones words/actions taken negatively
•
One off dispute vs ongoing conflict
•
Involvement/intervention should occur as early as possible to avoid
escalation
•
If unresolved or no intervention:
•
Tense/uncomfortable environment
•
Non-productive employees/volunteers
•
Other team members impacted
•
Likely confrontation
•
Formal complaint
•
Verbal/Physical interaction
•
Resignation
Key Steps to Conflict/Dispute resolution:
A Dispute/Conflict Resolution process could entail:
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1.
Bring both parties together – neutral place
2.
Set up the conversation with clear ground rules
3.
Identify the issues – give both sides opportunity to speak without
interruption
4.
Find a resolution for each issue – how does behaviour need to
change to prevent a recurrence?
5.
Get both parties to acknowledge the issues and commit to the
resolution
6.
Follow up in writing to confirm what was agreed
7.
Review the situation later at an appropriate time
Dispute and Conflict Resolution Tips
1.
Remain calm
2.
Intervene where appropriate
3.
Take control of the situation
4.
Provide an environment where they feel safe to outline their
concerns
5.
Let the other person/people do the talking – don’t get into solution
mode too soon.
6.
Listen and summarise back to confirm your understanding
7.
Don’t promise anything
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Dispute and Conflict Resolution Tips cont’d:
8.
Ask how the person/people see the situation being resolved
9.
Ask what the person/people are seeking & where they would like to
take things from here.
10.
Is counselling an option?
11.
Remember, your role is the mediator, work with both parties to
agree on a mutually beneficial outcome
12.
Remember, prevention is better than cure!
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•
Create/Review Conflict/Dispute resolution policies
•
Staff training (including role plays)
•
Encourage participation and open discussions at team
meetings
•
Organise regular team building activities/events
Breakout Session - Role Play
•
2 volunteers personal circumstances have changed
•
As a result both volunteers would like to work the same shift,
however these shifts only require one person to volunteer their time.
•
You have noticed some negative remarks made from one another
recently, and the tension is rising rapidly
•
How would you deal with this?
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Health & Safety and Injury Management
Volunteer Victoria
Catherine Jones/Sarah Bryant
May 2012
Health & safety risk management
Overview
Systematic approach for injury prevention and meet legal obligations
Hazard identification To identify
hazards, you must identify all the
workplace situations or events that
have the potential to cause injury or
illness.
Risk assessment to determine the:
• likelihood of injury or harm
• severity of injury or harm.
27
Health & safety risk management
Overview
• Risk controls
•
Always aim to eliminate a hazard and
where not practicable, you will need to
consider other risk control methods.
•
When determining the best method of
control involve workers/volunteers etc
• Review and evaluate control measures
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Consultation and Communication
Why its important
• Consultation with workers/volunteers is good practice and can help you better
manage health and safety risk and implement suitable control measures
• It is important to communicate issues with organisations supplying volunteers
and/or potential volunteers, such as:
 Hazards and control measures associated with business activities.
Volunteers can then minimise or avoid exposure to hazards via self
selection of activities or arrive prepared with appropriate attire
 Any injuries and issues to facilitate rehabilitation outcomes and assist them
in applying their duty of care.
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WHS Act
Implications for NAB and Victorian position
• NAB is covered by Work Health & Safety Act 2011 (WHS Act) (i.e: Harmonised
laws) as a self insurer (Commonwealth)
• New laws will have little impact on our support of Volunteering programs– it will be
business as usual
•On 1 May 2012, the Victorian Govt released the Victorian Budget 2012-2013
announcing:
“the Government will not sign up to the current proposal for harmonised legislation for
occupational health and safety. It offers little benefit for Victoria to offset the $3.4 billion of
estimated costs, the majority of which falls on small business. Victoria will continue to work
towards best practice legislation."
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WHS Act
Further information
http://www.safeworkaustralia.gov.au
31
Further information
Worksafe Victoria
http://www.worksafe.vic.gov.au
Safety and prevention > Community Services > Volunteer Health & Safety
• Risk assessment templates
• Newsletters
• Safety Alerts
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Injury Management
What is Injury Management?
• Proactive, co-ordinated approach following injury / illness to support recovery
and return to health
• Aims to minimise the risk of further injury and facilitate a safe, effective return to
work or maintenance at work
• Reduces the financial and personal costs to the individual and to the
organisation
Injury Management
Injury Management @ NAB:
• NAB is self-insured for Rehabilitation & Workers Compensation purposes under
the Commonwealth Safety Rehabilitation and Compensation Act 1988 (SRC
Act).
• Focused on an Early Intervention approach: rehab & return to work activities
commence as soon as an injury is reported.
• Co-ordination of early intervention activities occurs by the Injury Management
Co-ordinator in conjunction with all stakeholders, i.e. employee, People Leader,
Doctor, Allied Health Professionals.
•
Focused on identification of suitable duties to support the RTW process.
Injury Management
What are your obligations?
In regards to Injury Management, the legal responsibilities
between employees and volunteers will obviously be different,
however the same general principles should apply when
supporting people back to work safely.
Injury Management
Injury Management principles:
• Encourage prompt notification of injury/illness so that early intervention activities
can commence as soon as possible.
• Maintain regular communication with the volunteer to ensure that they feel
supported through the recovery and rehab process. This demonstrates your
commitment to their health & wellbeing.
• Support the process of identifying suitable duties – considering the injury type
(physical and/or psychological?) and the demands of their volunteering activity /
role.
• Ensure consultation occurs between all stakeholders so that everyone feels
engaged in the process.
Injury Management
Injury Management principles continued:
• Consider engaging an external occupational rehabilitation provider to assist with
the RTW process; this can include liaison with treating health practitioners,
identifying any RTW barriers, assisting with the identification of suitable duties,
developing and monitoring RTW plans.
• Consider privacy aspects, i.e. always respect the privacy of the volunteer, and
request that they complete a medical release form before contacting their
treating health practitioners.
Injury Management
Further information is available at:
• Worksafe Victoria: http://www.worksafe.vic.gov.au
 Injury & Claims
 Return to Work
 Training & Events
 Tools & Resources
Next
• Breakout /deep dive sessions on above topics
• Networking and Afternoon Tea
• Q&A Panel
• Skilled Volunteering at NAB and you
39
Thank you
40