Volunteer Victoria in Partnership with

NABPresents an afternoon of Professional Development

Date 23 May 2012

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Agenda

• Housekeeping

• Welcome

• Presentations

• Change Management

• Diversity

• Recruitment, Retention & Reference Checking

• Early Conflict Resolution & Mediation

• Health & Safety and Injury Management

• Breakout /deep dive sessions on above topics

• Networking and Afternoon Tea

• Q&A Panel

Change Management

Authors name Janet Robinson Date 23 May 2o12

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What’s driving change ?

• We need to do more with less

• Budgets are tight

• Legislative changes are hitting

• The market for resources is very competitive

• We have a good ‘brand

• Our people are looking for

• Flexibility

• Acknowledgment & Reward

• Opportunity

Performance as a differentiator

Performance =

(Capability X Motivation X Accuracy of Role Perception) + Culture

PERFORMANCE

CAPABILITY - now and emerging ,always changing, always developing

MOTIVATION – inherent,

ROLE PERCEPTION – changing, growing, clear? agreed?

CULTURE

Change Framework in NAB

CUSTOMER &PEOPLE

VISION

RATIONALE

COMMITMENTCAPABILITY

SYSTEMS &STRUCTURES

CULTURE

Layers of the Framework and Construction

CUSTOMER &PEOPLE

VISION

RATIONALE

COMMITMENTCAPABILITY

SYSTEMS &STRUCTURES

CULTURE

Considerations when constructing the change framework

At the centre of the framework is our people and our customers. It is an important reminder that in order to achieve benefits our people and/or our customers must be considered, engaged, and be prepared to change

The second circle demonstrates the outcomes we are attempting to achieve as we work our way from the current through transition to the future state

The outer circle is the dimension of change leadership we are driving towards

It is a wheel not a linear process implying that you may need to circle through more than once

Change Framework - definitions

CUSTOMER &PEOPLE

VISION

RATIONALE

COMMITMENTCAPABILITY

SYSTEMS &STRUCTURES

CULTURE

The desired outcome of change is clear,

legitimate, widely understood and shared; the vision is shaped in

behavioural terms

There is a compelling and valid reason to change that is aligned to the business

unit or enterprise strategy. The need to change

exceeds its resistance

Stakeholders and target audiences are informed and

engaged in the change journey to build awareness

understanding and ownership

Cultural norms, behaviours, and values

are understood, assessed and aligned.

Values, stories, symbols, structures and rituals are considered and used to sustain

Management practices are used to complement

and reinforce change (benefit realisation, staffing, rewards,

measures, recognition, organisation design)

Knowledge and skill is transferred to the business and support is provided to

manage and use new processes, tools and systems

Diversity & Inclusion

Morgan Williams

18th

May 2012

Bias and diversity

To find out more: https://implicit.harvard.edu/implicit/

Diversity is hiding in plain sight

The Mature Age Opportunity

Fauja Singh born 1st

April 1911 is the first 100yr old to complete a marathon. Speaking about the marathon, he said: "The first 20 miles are not difficult.

As for last six miles, I run while talking to God."

Workers aged 55 or over are five times less

likely to change jobs versus 20-24yr olds(HREOC 2012)

Mature workers deliver an average net benefit

of $1,956 per year to their employer compared

to the rest of the workforce. (HREOC 2012)

Our economy loses $10.8bn per year by not

using utilising mature age skills and

experience.(National Senior Australia: 20102)

See benefits not

barriers

The why, how and what of Flexible Work

IBM employees working flexibly work on

average an extra 17hrs per week before

experiencing work/life conflict than those

without flexibility. (Deloitte 2011)

HP experienced a near doubling of productivity

+ 50% decrease in O/T after implementing a

compressed wk week (AWLP 2012)

Flexible Scheduling at Chubb reduced

unscheduled time off by 50% and overtime by

40%(Chubb 2012)

Flexible working needs to be

mainstreamed

How will we get to gender balance?

"The simplest way of understanding the virtues of meritocracy is to

ask the question: why is Brazil a soccer superpower and an economic

middle power? The answer is that when it looks for soccer talent, it

searches for it in all sectors of the population, from upper classes to

the slums. A boy from the slums is not discriminated against if he has

soccer talent. But in the economic field, Brazil looks for talent in a far

smaller base of the population, primarily the upper and middle

classes."

--Kishore Mahbubani

Meritocracy

o 5 International Candidates

o 18 ‘Meet and Greet’ Sessions

o 45min Presentation

o 1.5hr Panel Interview

o Reference checking

Charlotte Williams

Recruitment, Retention and Reference Checking

Daniel Lewkowicz and Siobhan Pelc

23rd

May 2012

Advertise and Shortlist

Page 16

Role DescriptionsEnsure a sound understanding of what the job entails.

All individuals should address critical role criteria in their application.

Typically a job description is composed of four sections:

1.A job summary – an overview of the position with a brief description of the most important functions.

2.A list of job requirements – education, certifications and experience necessary to do the job.

3.A list of job functions – a detailed description of the job duties.  This section provides the basis for most of the employment decisions that are made concerning the employees in this position.

4.Other information – any other important facts about this position including working hours, travel requirements, reporting relationships, location, physical requirements and working conditions. 

Equal accessNo selection process should disadvantage an individual. Where disability prevents a candidate from undergoing standard selection

procedures, reasonable adjustments must be made.

DiversityIt is well proven that a diverse workforce positively impacts business results. As such we need to ensure we are promoting diversity and

gender equality when recruiting. As such it is a requirement that:

All reasonable efforts are made to ensure there is an appropriate mix in candidate pools. All reasonable efforts are made to ensure there

is an appropriate gender balance in the interviewing and selection panels/teams

Privacy and Screening

Privacy and Data Storage

All information acquired during assessment is only to be discussed with people directly

involved in the recruitment decision making process. Selection information is held by the

NAB internal recruitment consultant and the hiring manager will receive summary

information only.

Screening

The criteria on which applicants are to be screened must be specific to the position and will

define the essential skills, qualifications and capabilities required to successfully meet the

requirements of the position.

Only those applicants who clearly fail to meet the core criteria of a position should be

screened out at this initial stage. Their information is to be retained for six months.

Interview

Page 18

Selection ProcessAll interviews must be conducted by a minimum of two interviewers.

The selection decision is to be made by a selection panel rather than an individual, where possible.

Structured vs. Unstructured Interviews

Employment interviews can be either structured or unstructured. Generally, structured interviews ensure candidates have equal

opportunities to provide information and are assessed accurately and consistently.

Structured Interview

All candidates are asked the same questions in the same order. All candidates are evaluated using a common rating scale. Interviewers

are in agreement on acceptable answers.

Unstructured Interview

Candidates may be asked different questions. A standardised rating scale is not required. Interviewers do not need to agree on acceptable

answers.

At first glance, the unstructured interview appears attractive due to its loose framework, discretionary content, and conversational flow.

Yet, these same features make this type of interview very subjective, which reduces its accuracy and invites legal challenges.

Research consistently indicates unstructured interviews have little value in predicting job performance. Unstructured interviews typically

demonstrate:

•Low levels of reliability (rating consistency among interviewers).

•Low to moderate levels of validity (does it measures what it is intended to measure, e.g., job performance).

Offer and Feedback

Page 19

Reference Checking

Work reference checks must be completed prior to appointment of all new entrants to the organisation and

for preferred internal candidates. At least two work reference checks must be completed for the preferred

candidate..

Ensure that you have informed the candidate that you would like to contact their references to verify their

employment, performance and behaviours. Make sure you obtain their consent.

Evaluate the results of both work reference checks and determine if they are satisfactory.

Feedback

Key things to remember:

Give examples of specific responses which were/were not strong and explain the reasons why. 

Be factual, keep the role definition and/or person specification at the forefront of your mind. Tie any

feedback into these. Remember to include an overview of the results of any tests, exercises or

assessments from the interview.  

Consider the tone of your voice and the words you use when providing feedback. Being aware of this

should help prevent any heated disagreements. If the candidate challenges the feedback respond calmly

and politely, as you would with a client or customer, and keep to the facts of the feedback.

Whilst you want the candidate to receive positive feedback, do not be afraid of telling the truth if their skills

or experience did not match the requirements of the role or if their responses at interview were not in

enough depth or detail. The aim is to leave the candidate with a clear understanding of why they were

unsuccessful rather than leaving them confused as to why they were not selected.

Managing Conflict in the Workplace

Sarah Markou & Laura Johnston

23rd May 2012

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Identifying Conflict in the workplace• Conflict can occur in various forms, eg: personality clash,

escalation of opposing views, perception of one’s interference, interpretation of ones words/actions taken negatively

• One off dispute vs ongoing conflict

• Involvement/intervention should occur as early as possible to avoid escalation

• If unresolved or no intervention:

• Tense/uncomfortable environment

• Non-productive employees/volunteers

• Other team members impacted

• Likely confrontation

• Formal complaint

• Verbal/Physical interaction

• Resignation

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Key Steps to Conflict/Dispute resolution:A Dispute/Conflict Resolution process could entail:

1. Bring both parties together – neutral place

2. Set up the conversation with clear ground rules

3. Identify the issues – give both sides opportunity to speak without interruption

4. Find a resolution for each issue – how does behaviour need to change to prevent a recurrence?

5. Get both parties to acknowledge the issues and commit to the resolution

6. Follow up in writing to confirm what was agreed

7. Review the situation later at an appropriate time

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Dispute and Conflict Resolution Tips

1. Remain calm

2. Intervene where appropriate

3. Take control of the situation

4. Provide an environment where they feel safe to outline their concerns

5. Let the other person/people do the talking – don’t get into solution mode too soon.

6. Listen and summarise back to confirm your understanding

7. Don’t promise anything

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Dispute and Conflict Resolution Tips cont’d:

8. Ask how the person/people see the situation being resolved

9. Ask what the person/people are seeking & where they would like to take things from here.

10. Is counselling an option?

11. Remember, your role is the mediator, work with both parties to agree on a mutually beneficial outcome

12. Remember, prevention is better than cure!

• Create/Review Conflict/Dispute resolution policies

• Staff training (including role plays)

• Encourage participation and open discussions at team meetings

• Organise regular team building activities/events

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Breakout Session - Role Play

• 2 volunteers personal circumstances have changed

• As a result both volunteers would like to work the same shift, however these shifts only require one person to volunteer their time.

• You have noticed some negative remarks made from one another recently, and the tension is rising rapidly

• How would you deal with this?

Health & Safety and Injury ManagementVolunteer Victoria

Catherine Jones/Sarah Bryant

May 2012

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Health & safety risk management Overview

Systematic approach for injury prevention and meet legal obligations

Hazard identification To identify hazards, you must identify all the workplace situations or events that have the potential to cause injury or illness.

Risk assessment to determine the:

• likelihood of injury or harm

• severity of injury or harm.

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Health & safety risk management Overview

• Risk controls

• Always aim to eliminate a hazard and where not practicable, you will need to consider other risk control methods.

• When determining the best method of control involve workers/volunteers etc

• Review and evaluate control measures

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Consultation and Communication Why its important

• Consultation with workers/volunteers is good practice and can help you better manage health and safety risk and implement suitable control measures

• It is important to communicate issues with organisations supplying volunteers and/or potential volunteers, such as:

Hazards and control measures associated with business activities. Volunteers can then minimise or avoid exposure to hazards via self selection of activities or arrive prepared with appropriate attire

Any injuries and issues to facilitate rehabilitation outcomes and assist them in applying their duty of care.

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WHS Act Implications for NAB and Victorian position

• NAB is covered by Work Health & Safety Act 2011 (WHS Act) (i.e: Harmonised laws) as a self insurer (Commonwealth)

• New laws will have little impact on our support of Volunteering programs– it will be business as usual

•On 1 May 2012, the Victorian Govt released the Victorian Budget 2012-2013 announcing: “the Government will not sign up to the current proposal for harmonised legislation for occupational health and safety. It offers little benefit for Victoria to offset the $3.4 billion of estimated costs, the majority of which falls on small business. Victoria will continue to work towards best practice legislation."

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WHS Act Further information

http://www.safeworkaustralia.gov.au

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Further information Worksafe Victoria

http://www.worksafe.vic.gov.au

Safety and prevention > Community Services > Volunteer Health & Safety

• Risk assessment templates

• Newsletters

• Safety Alerts

Injury Management

What is Injury Management?

• Proactive, co-ordinated approach following injury / illness to support recovery and return to health

• Aims to minimise the risk of further injury and facilitate a safe, effective return to work or maintenance at work

• Reduces the financial and personal costs to the individual and to the organisation

Injury Management

Injury Management @ NAB:

• NAB is self-insured for Rehabilitation & Workers Compensation purposes under the Commonwealth Safety Rehabilitation and Compensation Act 1988 (SRC Act).

• Focused on an Early Intervention approach: rehab & return to work activities commence as soon as an injury is reported.

• Co-ordination of early intervention activities occurs by the Injury Management Co-ordinator in conjunction with all stakeholders, i.e. employee, People Leader, Doctor, Allied Health Professionals.

• Focused on identification of suitable duties to support the RTW process.

Injury Management

What are your obligations?

In regards to Injury Management, the legal responsibilities between employees and volunteers will obviously be different, however the same general principles should apply when supporting people back to work safely.

Injury Management

Injury Management principles:

• Encourage prompt notification of injury/illness so that early intervention activities can commence as soon as possible.

• Maintain regular communication with the volunteer to ensure that they feel supported through the recovery and rehab process. This demonstrates your commitment to their health & wellbeing.

• Support the process of identifying suitable duties – considering the injury type (physical and/or psychological?) and the demands of their volunteering activity / role.

• Ensure consultation occurs between all stakeholders so that everyone feels engaged in the process.

Injury Management

Injury Management principles continued:

• Consider engaging an external occupational rehabilitation provider to assist with the RTW process; this can include liaison with treating health practitioners, identifying any RTW barriers, assisting with the identification of suitable duties, developing and monitoring RTW plans.

• Consider privacy aspects, i.e. always respect the privacy of the volunteer, and request that they complete a medical release form before contacting their treating health practitioners.

Injury ManagementFurther information is available at:

• Worksafe Victoria: http://www.worksafe.vic.gov.au

Injury & Claims

Return to Work

Training & Events

Tools & Resources

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Next

• Breakout /deep dive sessions on above topics

• Networking and Afternoon Tea

• Q&A Panel

• Skilled Volunteering at NAB and you

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Thank you