Briefing Paper for HR Review
Penington Institute needs a robust structure and a basic set rules that is to be used to manage people on a day to day basis. Penington must ensure that it:
- meets basic legal obligations
- assists managers to make consistent and reliable decisions ( this promotes a culture of fairness)
- has established a clear understanding of expectations, rules and consequences
- welcomes and introduces new employees and ensure they are properly resourced
My observations
As part of my appointment, as Corporate Services Manager, I was given the task of undertaking an Internal Audit on Financials and Payroll. I am in the course of completing my findings and implementing changes and improvements that meet accounting standards, legal compliance and Management expectations.
However, I have observed and discovered that the Agency lacks formal HR policies and procedures, which poses a risk to its operations. Therefore, in consultation with John Ryan, CEO, a HR review has been commissionedusing , an independent HR consultant.
A report on findings (both immediate, short term and long term) is required (by early April) to identify issues and areas for improvement, with clear recommendations on way forward.The Consultant will also provide progressive reports for any immediate changes, to be considered by Management. The final report, including timelines,will be further considered by Managementwho will implement changes that will harness efficiencies and practices that meet Agency objectives, legislative requirements and encompass Staff development..The terms of the HR Review, are set out below.
Organisational Structure
A restructure was undertaken recently, but it appears that the structure remains in draft (never been formalised) and staff are confused on role, responsibilities and lines of accountability. Furthermore the structure is premised on filling 4 vacant positions, which includes a Program Leader and Marketing Manager. Unfortunately, not all positions can be sustained, as the revised budget outcome is a significant recurrent deficit.
What should the structure look like considering workloads (is there room for efficiencies, are people the right fit and do all positions need to be full time)., the Agency’s Forward Plan Budget. .Does the structure lend itself to proper succession planning. Are staff clear on role, considering their position description and line of accountability.To meet with all Staff (One on One) to gain insight into clarity of job role, responsibilities, workflows,(lines of accountability and reporting), performance, perceptions and understanding of strategic directions.
Compliance
Terms of Employment
I have audited Personnel files and payroll records, including Contracts, rates and conditions, with limited error (some files were missing documentation and some staff have rollover conditions), The Agency has applied fixed term Contracts based on National Employment Standards, with varying rates of Pay. Moreover some staff have not received any increases and have no indicative award. No evidence of any probationary reviews with staff automatically being rolled over and TIL (time in lieu) policy should be revised.
Is the Agency legally employing staff with fixed term Contracts and is it meeting minimum rate of Pay.What awards apply for wage levels, what are wage increases linked to and is extension of fixed term Contract legal? Probationary reviews to be implemented with clear guidelines. The TIL policy needs to be overhauled with tracking and caps applied.
Appointment& Orientation
I have experienced some failings in the appointment & Orientation process with outdated forms used, lack of information, contravention of statutory requirements (inc State Government Policy) and limited follow up.The appointment and orientation process needs to be reviewed including:
All recruitment forms, including letter of appointment to be updated.
Police Check and provision for medical history to be introduced
Orientation checklist to be updated and include appointment schedule with staff
Employee Handbook to be revised and act as HR Manual
Occupational Health & Safety
There appears to be no semblance of OHS in the workplace, which meets both legislative requirements or staff expectations. The Agency must comply with the OHS Act and ensure that:
Incident/Accident reporting Procedure with relevant forms are in place
Workcover and Return to Work procedure is detailed and included in HR Manual
Emergency Procedures are reviewed with appointment of OHS Representative, First Aid Officer and displayed appropriately.
Employee Development
Staff do not have any formal performance appraisals in place that sets out any goal setting or aligns to Agency annual plan. Moreover there appears to be limited staff development or Coaching/Supervision sessions.
A staff Appraisal policy & procedure with pro formas to be developed
A staff Development policy & procedure to be introduced
Employee Relations
The Grievance & Disciplinary procedures need to be revisited and included in Employee Handbook. I also believe that communication across the Agency could be improved with revision of all meetings (timing & purpose), including Management, Staff and Team. Finally an annual/bi annual staff survey should be considered to allow staff feedback and ideas.
Policies & Procedures
I have had a cursory view of HR policies and procedures, which appears to have some significant shortcomings. A complete Policy & Procedure Manual should be developed to improve on current systems and identify gaps (What needs to be developed).
Systems & Processes
Staff currently use Microsoft CRM as a database to track programs. The Agency has recently introduced MS Project to develop and monitor project work. Trevor Fell as Marketing Manager, had oversight of these systems, but has resigned. The Agency needs to identify suitable staff to become Super Users, as Trainers and support for staff, in addition to ensuring applications are used and reporting is in place.
It appears to me that the following Staff would be best placed to take on Super User roles:
MS CRMVanessa Landry
Michael Edwards
MS ProjectNew Project worker
Jo Gillard
Trevor Fell could be used as Consultant, on limited term, to ensure Super Users are properly trained.