Workforce Capability Tools for the
not-for-profit sector – case study
Introduction
The Community Sector Workforce Capability Framework assists not-for-profit community
organisations with the recruitment and retention of staff, performance management and career
planning by listing the skills, knowledge and attributes needed in a wide range of emerging and
current job roles in the sector. The framework has been designed to help both individuals and
organisations and can be found at:
http://www.dhs.vic.gov.au/for-business-and-community/not-for-profit-organisations/workforcecapability-tools
In 2013, the Office for the Community Sector prepared a series of case studies in order to illustrate
potential use of the framework and showcase the different applications and adaptations being made
by a range of organisations in the not-for-profit sector. The case studies provide practical and tangible
examples, which other organisations can draw upon and use in their own efforts to implement the
framework.
The case studies reflect a range of not-for-profit organisations by size, type and location and include
the following organisations:
 Annecto
 Leisure Networks
 Brotherhood of St Laurence
 Ovens and King Community Health
Service
 Express Media
 The Salvation Army
 Interchange Central Gippsland
 Windana.
Department of Human Services
Case Study - Annecto
Background
Established in 2004 and operating from a social inclusion and human rights perspective, Annecto
assists people with dementia, intellectual disability and acquired brain injury – together with older
people and their families and carers – to better engage with, and participate in, the community, and
live better lives in a home of their choice.
Annecto has 366 staff across a central office and various regional offices and supported housing
facilities. In 2011, as part of a broader objective to improve the capacity and efficiencies of Annecto’s
workforce and HR function (described as being previously ‘heavily reliant on manual processes that
are cumbersome and extremely time-consuming’), Annecto engaged a consultant to develop and
implement a new HR system to better meet the organisation’s needs.
“Existing position descriptions were very basic, solely task-oriented, and failed to reflect
the potential for role evolution and growth,” Nyreda Griffin, Senior Human Resources Officer,
Annecto.
One area in need of improvement was the development of position descriptions for all roles within the
organisation. In particular, Annecto wanted to develop position descriptions that moved away from the
existing basic, task-oriented style, to a holistic format that listed the key competencies and attributes a
potential employee would require for a position.
The Process
Using the Community Sector Workforce Capability Framework, Annecto created a template format for
position descriptions that included two new sections – ‘Values and Competencies’ and ‘Personal
Attributes’ – directly relating to the capability streams provided in the Workforce Capability
Framework. To arrive at this new template, Annecto:

Referred to the workforce capability framework individual view tool.

Retained the four ‘levels’ as outlined in the framework but created individual view matrix
spreadsheets for each ‘level’, and made slight adjustments or additions to the descriptors to
better reflect the organisation.
The matrixes and the new template now form the basis for all position descriptions within Annecto,
with the most relevant and integral ‘competencies’ and ‘personal attributes’ selected for each
particular role.
Outcomes
Improving the position description formats from Annecto has meant that core competencies and
attributes can now be directly linked to associated tasks. This has given staff much greater clarity
about their role in the context of Annecto’s broader strategy – a contrast to the previous, more insular
focus on day-to-day demands and tasks.
“The new framework is a foundation to build an appropriate workforce for our ever
changing environment,” Nyreda Griffin, Senior Human Resources Officer.
This greater clarity has also significantly improved professional development processes and
outcomes within the organisation. Whilst Annecto has a great philosophy when it comes to promoting
staff, the process for achieving this has not been best practice. This new framework has helped
managers better identify and pursue professional development opportunities in a fairer and more
equitable way.
For the Future
Beyond re-creating and standardising position descriptions across the organisation, Annecto plans to
extend the framework for use with staff selection and performance management.
Further information
Further Information and more case studies can be found at:
http://www.dhs.vic.gov.au/for-business-and-community/not-for-profit-organisations/workforcecapability-tools
http://www.dpcd.vic.gov.au/sport/supporting-the-sport-sector/club-resources
Contact
For more information on Annecto’s use of the framework, please contact:
Nyreda Griffin, Senior Human Resources Officer
Phone: (03) 9687 7066
Email: nyreda.griffin@annecto.org.au
Website: www.annecto.org.au
Accessibility
If you would like to receive this publication in another format, please phone 03 9096 1221 using the
National Relay Service 13 36 77 if required or email communitysector@dhs.vic.gov.au
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