Initiatives: Business Imperative: Responsibility: Timing: Performance Indicators/Outcomes: Progress: What can we do to bridge the gap Which plan/initiative does Who is the responsible When will it be How will we know we got there and How are we between where we are and where we are this link to? officer? done? what will success look like? tracking? heading? Determine appropriate networks and Strategic Directions (SD) All staff Throughout the - Accessing network groups T M A information sharing within those 3.4, 3.6, 4.5, 6.4, 6.5 year, - Increased knowledge and networks. capabilities noted in meeting customers’ demands. Establish an evaluation cycle that meets 6.6 (SD), and CEO Workforce Planning & by May 2011 - Greater cohesion between agency T M A the requirements to monitor performance Performance Agreements Diversity Committee Plan and PS strategies and where/how the Plan links to Strategic - Stronger reporting stemming from Directions. evaluation process Consult with PSC in relation to 1.2, 2.5, 2.7 (SD), Equal HR Director Mar 2011 - Greater cohesion in reporting, one T M A merging/integrating our Workforce Plan Opportunity Act 1984, report one message approach with our EEO Management Plan. and Commissioner’s - Alignment with PS directions Circular 2011-02 Establish a process to conduct periodic 6.3 (SD), and Operational HR Manager Annually, every - Effectiveness determined through T M A reviews on internal procedures and Plan August Employee Perceptions surveys. practices to determine their effectiveness - Procedures and practices conform in meeting employees needs with PS guidelines. Commentary Working with PSC to adopt and develop an integrated Workforce and Diversity Action Plan. Plan will form one of their model plans which will be promoted within the sector on launch. T Target met or improved upon M Requires monitoring A Immediate attention needed Ms C. E. Officer 28 February 2011 Chief Executive Officer sign off: Date: Dr Di Versity 25 February 2011 HR Director sign off: Date:
Initiatives: What can we do to bridge the gap between where we are and where we are heading? Business Imperative: Which plan/initiative does this link to? Responsibility: Who is the responsible officer? Timing: When will it be done? Performance Indicators/Outcomes: How will we know we got there and what will success look like? Progress: How are we tracking? Determine appropriate networks and information sharing within those networks. Strategic Directions (SD) 3.4, 3.6, 4.5, 6.4, 6.5 All staff Throughout the year, - Accessing network groups - Increased knowledge and capabilities noted in meeting customers’ demands. T M A Establish an evaluation cycle that meets the requirements to monitor performance and where/how the Plan links to Strategic Directions. 6.6 (SD), and CEO Performance Agreements Workforce Planning & Diversity Committee by May 2011 - Greater cohesion between agency Plan and PS strategies - Stronger reporting stemming from evaluation process T M A Consult with PSC in relation to merging/integrating our Workforce Plan with our EEO Management Plan. 1.2, 2.5, 2.7 (SD), Equal Opportunity Act 1984, and Commissioner’s Circular 2011-02 HR Director Mar 2011 - Greater cohesion in reporting, one report one message approach - Alignment with PS directions T M A Establish a process to conduct periodic reviews on internal procedures and practices to determine their effectiveness in meeting employees needs 6.3 (SD), and Operational Plan HR Manager Annually, every August - Effectiveness determined through Employee Perceptions surveys. - Procedures and practices conform with PS guidelines. T M A Commentary Working with PSC to adopt and develop an integrated Workforce and Diversity Action Plan. Plan will form one of their model plans which will be promoted within the sector on launch. T Target met or improved upon M Requires monitoring A Immediate attention needed Chief Executive Officer sign off: Ms C. E. Officer Date: 28 February 2011 HR Director sign off: Dr Di Versity Date: 25 February 2011
workforce_action_plan_template_with_examples_greater_than_100_employees.docx