Workforce Development
This year , following extensive staff consultation , the Workforce Development Plan 2015-18 was developed and sets out the projects and initiatives related to our workforce that will help Interrelate realise our Vision . These projects focus on Strategic Priority 2 of the Strategic Plan 2015-18 : attracting , nurturing and growing a skilled , diverse and sustainable workforce . Accordingly , there are three priority areas in the Workforce Development Plan :
• Attracting a skilled , diverse and sustainable workforce : Interrelate aspires to be a workplace of choice . Accomplishing this requires that we attract and retain a diverse and skilled workforce facilitated by strategic workforce planning and that our current staff enjoy being at work , that staff wellbeing is promoted and that we have a positive workplace culture .
• Nurturing a skilled , diverse and sustainable workforce : it is vital to the success of our organisation that staff are skilled and productive in their work . This means ensuring that we make use of workforce development programs which support and build capability and employee engagement . This development involves experiential ( on the job ), social ( with and through others ) and formal ( structured and formal ) learning and development and can occur at individual , team , location and organisational levels .
• Growing a skilled , diverse and sustainable workforce : it is important that our staff grow and develop , either in the role that they are currently in , or in others . This means focusing attention on career planning and career pathways , identifying high-potential staff and focusing on succession planning and leadership development . It is important that leadership is supported at all levels to ensure that Interrelate is a high performing and engaged organisation .
Central to each of these priority areas is ensuring that workplace diversity is celebrated and supported , that each staff member has the right skills , knowledge and abilities to excel in their role and that Interrelate makes sustainable and planned workforce decisions .
Each project in the Workforce Development Plan has outcomes , actions and measures of success . Given the dependencies contained within the Workforce Development Plan ( and the Strategic Priorities 2015-18 document ), timelines and accountabilities have been attached to each project . Information is collected from a number of sources , including HR Metrics , and progress against the initiatives is reported to the Board and Executive every six months .
Wellbeing Projects
Interrelate is committed to ensuring the wellbeing of all our staff . Employee wellbeing is now recognised by most organisations as an important priority in the attraction and retention of staff , for improving productivity and creativity , and for overall sustainability and social responsibility .
As part of Interrelate ’ s commitment to employee wellbeing , in 2015-16 a review of our existing Wellbeing Program was undertaken to ensure that we were supporting our staff in the most holistic way . The review process included surveys within Interrelate and with other Not-For-Profit organisations .
The review demonstrated that within Interrelate there are a number of programs , benefits and policies already in place to support the ongoing wellbeing of employees . Both the internal and external surveys agreed that the best way for organisations to support employee wellbeing is through flexible work practices , allowing employees to better manage their time , responsibilities and personal wellbeing . Interrelate already offers a number of flexible work options , and the adoption of additional practices will be undertaken through this program . As part of the Wellbeing Program , work will also be done to raise staff awareness of the existing support available through an online platform .
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