Not-for-profit organisations
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:
providers.dhhs.vic.gov.au/workforce-capability-tools
providers.dhhs.vic.gov.au/workforce-capability-framework-implementation
providers.dhhs.vic.gov.au/recruitment-and-retention
This series of case studies illustrates 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:
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Introduction
Annecto- position descriptions
Brotherhood of St Laurence- performance appraisal
Ovens and King Community Health Service- performance appraisal
Cerebral Palsy Support Network- human resource functions
Ermha- clarify expectations of new workers
Express Media- performance appraisal
Gateways Support Services- streamlining human resource management functions
Interchange Central Gippsland- performance management
Leisure Networks- framework for staff recruitment and management
The Salvation Army- develop a competency/training matrix
Windana- performance appraisal
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Annecto- position descriptions
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
For more information on Annecto’s use of the framework, please contact:
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Brotherhood of St Laurence- performance appraisal
Background
At the Brotherhood of St Laurence, the People Services department is responsible for developing, improving and implementing the systems and processes to recruit, manage and retain the organisation’s staff. The Brotherhood of St Laurence calls this performance appraisal process ‘Planning, Development and Review.’
Senior Manager of People Services, Toni Rizzo, joined the Brotherhood of St Laurence when the organisation was developing a new Planning Development and Review process. The new process was designed to achieve a more structured, purposeful approach to performance management and had to:
•be easy for staff to understand and use, and
•provide consistency and a common language for the performance appraisal process, across all staff levels.
The Process
In 2011, the Brotherhood of St Laurence’s People Services team began incorporating elements of the Framework into its new Planning, Development and Review process. People managers were given sets of the framework capability cards, which were then made available to team members on request.
Additionally, the Brotherhood of St Laurence outsourced the development of an online version of the framework, which could be accessed through their intranet. This new online tool – referred to as the ‘capability library’ – displayed capabilities in either an individual or comparative view. Employees could also use the tool to identify professional development and training opportunities for each capability.
A document titled ‘Selecting and reviewing capabilities for your role’ was also created and distributed to staff, introducing them to the framework’s capabilities.
The new Planning, Development and Review process involved three stages:
•Planning: Employees use the capability cards, or online capability library, to discuss the frameworks capabilities with their manager, and agree on the appropriate capabilities and levels relevant to their role.
•Review form completion: Employees and their managers assess their performance, based on the agreed capability levels and competencies.
•Conversation: The employee and manager use the Planning Development and Review form to discuss their performance.
Outcomes
Introduction of The Frameworks capabilities into the Planning, Development and Review process at the Brotherhood of St Laurence has provided employees with a useful, relevant and common language in relation to professional development.
Capabilities allow staff to articulate their strengths and weaknesses and identify key areas for improvement. This leads to more effective management of staff, including improved identification of professional development needs, on both an individual and an organisation-wide level.
While the capabilities are very relevant to the Brotherhood of St. Laurence’s work, they also help staff to see how their skills can be applied to the broader community sector.
“The capabilities have helped staff to develop realistic career pathway goals, both within and beyond our organisation.”Toni Rizzo, Senior Manager, People Services
Despite the framework adding considerable value to the Brotherhood of St. Laurence’s performance management process, its implementation hasn’t required a complete overhaul of the processes and systems already in place at the organisation.
“We haven’t needed to adapt or rewrite capabilities. We’ve found them to be comprehensive enough to cover positions across a range of staff levels,” Toni says.
For the Future
The immediate goal is to have all staff, across all locations, using the capabilities to complete yearly forms. Toni Rizzo is also exploring ways to incorporate capabilities into additional People Services processes at the Brotherhood of St. Laurence, including position descriptions, staff recruitment and training.
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Ovens and King Community Health Service- performance appraisal
Background
Ovens and King Community Health Service’s Community Inclusion Program supports participation in healthy, meaningful activities and lifestyles, with a particular focus on young adults with disabilities.
Prior to introducing the Community Sector Workforce Capability Framework, Community Inclusions Program Manager, Neroli Raff, had recognised a lack of confidence amongst the disability workers in her team. Neroli felt that the existing organisation-wide approach to performance appraisals was not catering to their specific needs, and believed that a new, more structured approach would boost professionalism, and give her staff a greater sense of purpose.
“Many of my staff thought disability was all they knew, and all they could do. They weren’t recognising the broader value they were adding to the organisation.” Neroli Raff, Program Manager, Community Inclusion
The Process
In 2011, Ovens and King Community Health Service began using the Workforce Capability Framework personal attribute cards in annual performance appraisals. Neroli Raff led this process.
Employees were given all 13 personal attribute cards, and asked to divide them into three piles: ‘I’m good at this’, ‘I’m OK at this’, and ‘I need to work on this’. Neroli did the same, rating each staff member according to her own observations over the course of the previous year. Obvious discrepancies in ratings for particular attributes were discussed. Neroli also helped employees set personal goals for improving in areas categorised as ‘I need to work on this.’
Similarly, Neroli used the capability cards to provide employees with clarity around individual job roles. Employees were asked to divide all 45 capability cards into piles, according to the level they felt they were performing. After Neroli had provided her own rating, any inconsistencies between responses were discussed. Where there was potential for a candidate to increase their capability level within their current role, they looked at potential strategies for improving particular skills, including training and further education. Neroli then documented the employee’s self-rated responses alongside her own managerial ratings in a table, and shared a copy with the employee for their personal records.
Within the first year, Neroli was satisfied that the introduction of Workforce Capability Framework personal attributes and capabilities process was beginning to have a positive effect on her team. In the following year, she further streamlined the appraisal process. She ceased using capability cards ‘on the spot’ in performance appraisals, and instead, asked staff to complete their ratings in advance of the appraisal meeting, using the same table format from the previous year. This gave employees a chance to provide more considered responses and improved the quality and efficiency of the face-to-face meeting. It also allowed Neroli to extend the performance review process to casual employees.
Outcomes
Incorporating Workforce Capability Framework personal attributes and capabilities into performance appraisals has given the Community Inclusions team clarity about both job requirements and developing career goals; and the effect on staff members’ confidence and team morale has been significant.
‘The capabilities have helped my disability support workers to see their skills applicable to other areas of work, inspiring career paths and new experiences, and creating a sense of employee liberation,’ says Neroli.
Notably, there has been a dramatic increase in the uptake of professional development opportunities. Since the framework was introduced two years ago, the number of staff to undertake accredited further education programs has tripled.
“The framework has been instrumental in changing workers’ attitudes to themselves.” Neroli Raff, Programs Manager, Community Inclusion
For the Future
Neroli is so impressed with the framework, she plans to take the Workforce Capability Framework toolkit with her to her next role. She has shared a copy of the toolkit with the Ovens and King Human Resources team, and recommended it the other program managers as a useful tool in performance appraisals.
Further information
For more information on Ovens and King Community Health’s use of the framework, please contact:
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Cerebral Palsy Support Network- human resource functions
Background
This case study shows how a not-for-profit organisation has developed a flexible and innovative employment model that aims at providing people with cerebral palsy, and their families, with the maximum choice in support workers.The Framework assists families to explain their expectations of performance with staff.
The organisation used the Framework as a platform for organisations to provide integrated and responsive human resource management approaches to plan for and manage workforce change.
The Cerebral Palsy Support Network (CPSN) is run by people who have personal experience with cerebral palsy, or an interest in cerebral palsy. Established in 1995, it provides information, support and resources to children and adults with cerebral palsy and their families in Victoria, Australia. CPSN provides its members with newsletters, information sessions, parent groups and social and fitness programs for people with cerebral palsy (CP), as well as the CP Innovative Choices Program – a relatively new program that offers people with cerebral palsy and their families the opportunity to control and coordinate their own support service, while CPSN manages the employment obligations.
CP Innovative Choices was developed in response to concerns from some CPSN members who were reluctant to use services because they were uncomfortable with people they did not know working in their home. Through CP Innovative Choices clients and their families can choose:
•the person they want to provide the service
•the times they will work, and
•the services they will provide.
Participation in the Innovative Choices Program is open to people who have available funding, and have the skills and competencies to manage their own carers. CPSN advises that some families prefer this approach, as it offers them the ability to select the person who best suits their needs. To support this approach CPSN provides:
•Employment information.
•Training opportunities for carers, clients and families.
•Payroll, book-keeping, reporting and administration.
•Quality management and compliance.
•Resources with forms and templates.
Process
Innovative Choices involves four key parties: the person with cerebral palsy or their representative; CPSN; the carer; and the funding agency. Carers can be employed to provide a range of services including personal care, attendant care, home duties and respite. CPSN will review eligibility for the program and check on:
•The safety of the work environment for carers.
•Compliance with employment legislation.
•The terms and conditions of the program.
•Pay rates.
The program has a well developed suite of tools to support people with cerebral palsy and their families with:
•Selection, recruitment and training of carers.
•Forms for security checks and employment.
•Sample position descriptions and carer performance reviews.
•Sources for further information.
CPSN maintains regular contact with families participating in the program and can assist with the resolution of any issues in relation to employment. The tools and model that CP Innovative Choices offer have all been trialled and assessed for risks, compliance with legislation and quality standards.
The Framework provides a description of good workplace behaviours, as such CPSN felt that it would be useful inclusion in the employment kit for CP Innovative Choices. Performance management is challenging in many workplaces, but can be even more fraught in a domestic environment where the workplace is someone else’s home. Because the Framework works as an industry benchmark, and it is written in plain and direct English, clients and families can use it to provide feedback to the workers they choose to employ.