LOCAL GOVERNMENT
As employees meet these new norms, it’s
important that their reward aligns with the
changes they face. This isn’t simply about
money, but about offering a higher purpose
to the nature of work done. Councils must
consider their existing People and Workplace
strategies and how these need to evolve to
ensure that they are developing the right
skills in the right areas. Equally important
is addressing the performance management
environment and exploring ways to measure
and reward performance to keep people
focused and engaged. People succeed
better with clarity around their roles and
accountability for tasks.
The concept of ‘vision and values’ may sound
like over-used corporate jargon, but it is well
recognised that staff who feel connected to
a common purpose are more empowered,
understand the importance of their roles
and consequently deliver more impact.
This is especially pertinent for councils,
being the closest level of government to
the community. If staff are engaged in their
roles and committed to the purpose of local
government, customers and the community
will benefit, with improved service delivery
and positive outcomes.
GOVLINK » ISSUE 2 2018
7