People and Capability new structure

Veni Oliveros |

People and Capability

A revised structure for the delivery of the People and Capability team (P&C) was approved last week by the Executive Management Team. This structure has been widely consulted within the team, and developed following considerable review of our key priorities for the People Strategy and IBP ambitions. It has also involved some comparisons and benchmarking with industry norms in both New Zealand and internationally. An assessment of the function in its current structure highlighted several gaps between the existing operating model and best practice. The areas of focus moving forward is to:

Introduce a stronger business partnering model – with Business Partners and Specialists spending more time in the regions with St John leaders. Attending and being engaged in key discussions ensures they are able to influence, commission and deliver high quality P&C support and advice. The Business Partnering & Reward team will support the organisation in the following ways:

  • Strategic and operational change programmes to ensure an effective and consistent change approach is developed to support the most agile outcomes for St John.

  • Development of reward architecture for all roles in the organisation including; job sizing and reward solutions; economic and market trends; attraction and retention initiatives; flexible and agile employment contracts; high level bargaining and industrial relations advice.

  • Development of an operating model for business partnering to work closely with the organisation to deliver our strategic ambitions.

Build a stronger understanding of (and focus on) Organisational Development (OD) – with the establishment of a capability focus (OD) function, centred on building a high performance, listening culture, to support stronger connections between managers and staff through recognition, values and performance management. Managers will be able to engage the team in specific OD interventions, using their skills to develop high performing teams and improve change understanding and involvement. They will be able to utilise new tools to develop talent within their teams, listen to feedback and improve engagement.  

A greater emphasis on progressive learning and knowledge, moving away from the traditional ‘one size fits all’ training sessions will include:

  • Development that meets personalised knowledge plans;

  • Learning techniques that appeal to multiple generations including micro learning – short bursts of meaningful learning content without interrupting service delivery;

  • Agile and continuous learning not the ‘one and done’ mindset – ability to change content quickly and pushed out immediately;

  • Self-service learning portals;

  • Mobile technology;

  • Knowledge on demand – providing people with access to information when they need to apply it to the job.

Increase innovation and automation, to simplify and ultimately make many of our processes more efficient and effective. Some examples of the areas I see this occurring include:

  • Onboarding – induction, probation, self-service entry

  • Performance Management – streamlined and aligned to reward and development

  • Online Learning – less emphasis on classroom training and more on demand

  • Talent Management – linked through performance management and succession planning

  • Recruitment – automation throughout the candidate process for paid and volunteer staff

Increase use of data analytics and insights to inform future planning.  Improvement in our ability to gather, analyse and determine people insights to inform future planning is critical to the success of the organisation. It is enabled by enhanced systems and tools providing a broader range of data collection points for example in onboarding, recruitment, engagement and also automation to release capacity into more value add activities, including:

  • P&C will be enabled to develop enhanced performance KPI’s across key employee lifecycle metrics that are currently unavailable such as recruitment, onboarding, exit – measuring quality of experience, timeliness, engagement, and complexity of process. These insights are fed back into process refinement to provide an enhanced user experience for all staff and volunteers.

  • Closer relationships with the ICT Business Intelligence team, sharing tools and data sets to leverage the ‘data lake’ within St John, replacing siloed singular P&C reporting with joined up business reporting.

  • Insights feed workforce planning and capability interventions tailored to specific issues for individual managers via both the Capability and the Business Partnering Teams.

  • Improved access of timely information via Reporting Services to ensure Managers have access to the people information they need and when they need it.

    The changes within the team are now being worked through and your support whilst we manage this change is appreciated. We anticipate the majority of the changes to have been fully implemented in the next three months.

Sue Steen - Director of People and Capability

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