ࡱ> [ Qbjbj  ΐΐzIV4hcTEB. AAAAAAA$CFNAAAAARt>0A@CNph?AB0EB?GxG<0AG0AAAEBG : @ Human Resource and Change Management Plan  Stage one - Planning This Stage provides the opportunity for organisations to review their human resources, plan the communication process and put systems and processes in place that ensure continuity of information flow. Early intervention in issues arising provides better opportunity to achieve reduction of stress and staff turnover. This will also allow for better time management by reducing time spent on staff issue resolution, conflict, recruitment and induction as all parties are better informed and able to address staff uncertainties and community concerns. A Project Team/s with Terms of Reference may be established at this stage. ELEMENTOBJECTIVESACTIONSSTAGE(S)RESPONSIBILITIESInternal Staff CommunicationEffective dissemination of information to staff and volunteers and contractors throughout reform Stage along with meaningful processes for satisfying questions, complaints and suggestions. Consistency of website information across all amalgamating local governments assists as a HR tool, especially for contractors and volunteers.Prepare and implement internal communication plan. Establish roles and responsibilities in communication. Establish one communication protocol for amalgamating local governments. Conduct baseline staff awareness, concerns and issues survey. Establish communication channels. Maintain and update appropriate intranet (if available) or internet services to keep staff informed.Stage 1Interaction and Team BuildingEarly engagement of staff from participating local governments provides an opportunity to meet and discuss common issues. It also assists in team building.Identify and arrange opportunities for engagement.Stage 1Elected Members CommunicationIt is the role of the Mayor or President to speak on behalf of the local government and one point of contact for all media enquiries should be clearly identified by the local government. Elected members are informed of this and are able to make appropriate responses to community and media questions, complaints and suggestions and provide feedback and support to the CEO and other key stakeholders throughout the process.Determine and implement appropriate briefing and information channels. Provide media and communication training as appropriate to elected members to ensure constructive and cohesive communication throughout the process. Ensure roles and responsibilities in the change process are defined and communicated. Plan and implement formal feedback and communication forums.Stage 1Community Consultation and CommunicationEffective consultation and dissemination of information with appropriate avenue for questions and complaints to minimise adverse effect on staff.Prepare communication plan for community consultation, engagement and information sharing. Develop an information pack with structural reform rationale,communication channels and contact details. Provide outline of anticipated process and timelines.Stage 1Industrial AgreementsA well managed and effective transition to a new industrial agreement.Collate and review existing industrial agreements. Assess the findings against industry-wide industrial Award(s) and national employment standards. Review what constraints and opportunities there may be in developing future agreements. Design strategy for future agreement development.Stage 1 & 2Identification of Entitlements and BenefitsCurrent employee entitlements and benefits are identified and validated.Identify entitlements and benefits requiring harmonisation.Stage 1 Job SecurityRelevant information and support is provided to ensure an understanding by employees of what they may expect in job role, location and entitlements.Communicate with employees regarding job security entitlements as per Local Government Act 1995 or contractual agreements. Hold information and communication forums to answer questions, provide information and set consistent expectations. Develop and implement a questions and feedback loop for staff and promote the use of it.Stage 1 and 2Employment ContractsEmployment contracts will be subject to particular contractual obligations and entitlements that need to be considered in conjunction with industrial agreements. Some contracts may be deficient to address reform issues such as redundancy. In such instances, reference will need to be made to the National Employment Standards, relevant awards and enterprise agreements.Collate and review terms of all individual employment contracts. Identify deficiencies and negotiate individual contract amendments where necessary. Identify contracts approaching end of term and negotiate extension where necessary.Stage 1 & 2Job Roles and ResponsibilitiesAll current roles, responsibilities, skills, knowledge and capacity in the organisation are identified. Natural justice principles and procedural fairness are applied in the transfer of employees to new roles.Review the organisational chart. Identify all roles and responsibilities and collate all available position descriptions. Conduct an organisational capacity audit and establish a skills and knowledge register. Ensure organisational Equal Employment Opportunity policies and procedures and industrial relations best practices are followed for redeployment and recruitment.Stage 1Employee SupportAll employees are provided with a support framework to address potential stress, staff turnover, head hunting and misinformation.Establish and train a peer support network with senior management access and support. Establish and communicate professional employee counselling services. Provide and communicate an employee question and answer forum and updates.Stage 1Human Resource Policy and ProceduresThere is a unified approach to policy and procedure by establishing a best practice manual and developing the communication and implementation plan for dissemination to all staff.Review existing policies and procedures. Develop a new policies and procedures manual for new entity. Develop a communication and implementation plan.Stage 1 & 2 Stage Two - Interim Management Once the integration planning process commences, the effective management of activities during this Stage is critical to the success of the transition process. Local government employees will need to demonstrate strong leadership while working in what will often be a difficult environment. The ability of local government employees to work together cooperatively during this time will largely determine the success of the transition. Should a Project Team/s be established, there may be confusion over respective roles of CEOs and Councillors in existing local governments as against those working directly toward the new local government. There may also be confusion for staff in relation to reporting requirements. These matters will need to be clarified early in the period to ensure clear understanding by all parties. ELEMENTOBJECTIVESACTIONSSTAGE(S)RESPONSIBILITIESCommunicationImplementation of communication plans to ensure effective dissemination of information throughout the reform process. Review of the success of these plans and processes must be incorporated to ensure questions, complaints and suggestions are satisfactorily addressed.Conduct further staff survey to review against baseline survey data to check for signs and symptoms of stress, issues or concerns and effectiveness of communication programs. Maintain and update appropriate intranet (if available) or internet services to inform staff. Conduct random focus groups to determine effectiveness and issues.Stage 2 & 3Social Interaction and Team BuildingBuild and nurture a new team culture and dynamics. Opportunities to meet and discuss common issues continue. This also assists in team building. The contribution and future plans of staff who are moving to new arrangements are recognised and celebrated.Develop and implement an organisational cultural development strategy. Develop a team building process. Commence integration of future teams as soon as practicable. Maintain social engagement occasions and team building activities. Use tender process if external consultants are to be employed to support culture development. Stage 2 & 3Industrial RelationsOpen and constructive communication with relevant employee and employer representative and stakeholder groups.Prepare and implement Transition Stage Industrial Relations communication plan with relevant employee and employer representative groups and stakeholders, including union representatives.Stage 2 & 3Industrial AgreementsSmooth and effective transition to a new industrial agreement.Collate and review existing industrial agreements. Assess implications of industry-wide industrial agreements (if any). Develop strategy for agreement. Establish employment sub-committee.Stage 2Job SecurityClear understanding by employees of their entitlements. Inclusive and transparent approach restructure.Communicate with employees regarding job security entitlements, expectations and transition progress.Stage 2Employment ContractsEmployment contracts will be subject to contractual obligations and entitlements.Collate and review terms of all individual employment contracts. Identify deficiencies and negotiate individual contract amendments where necessary. Identify contracts approaching end of term and negotiate extension where necessary. Review impact of Local Government Act 1995 restriction on ending employment contracts.Stage 2Negotiation of Entitlements and BenefitsThere may be a need to negotiate some entitlements and benefits (e.g. use of local government vehicles or housing) to ensure equity and fairness.Collate and review the application of entitlements and benefits. Establish policy and process for the negotiation of entitlements and benefits. Identify entitlements and benefits requiring negotiation and the affected employees. Document and articulate clear processes and timeframes for affected employees (post amalgamation).Stage 2Redefinition of WorkplacesSituations involving transition for changes to roles or locations are identified and managed (e.g. It may be necessary to require some employees to attend different workplaces or commute to an alternate starting point.)Situations involving transition for changes to roles or locations are identified and managed (e.g. It may be necessary to require some employees to attend different workplaces or commute to an alternate starting point.) Document and articulate clear processes and planned timeframes for changing workplaces for affected employees.Stage 2 Stage 2 & 3Placement and Redeployment Policy and ProcessesA clear and consistent approach to placement and redeployment policy and process will minimise confusion and false expectations.Prepare the Transition Stage 3 Local Placement and Redeployment Policy and Processes.Stage 2Organisational StructureAn interim organisational structure will be required during the transition stage and for the commencement of the new local government.Establish transitional organisational structure including clear reporting responsibilities for implementation on change over day. Provide each employee with a letter outlining the arrangements to apply specifically to them on change over day.Stage 2Creation of PositionsSpecification of all positions will need to be done.Prepare Position Descriptions and employment contracts for any new transitional positions. Stage 2Placement and RedeploymentAll positions will need to be filled by direct transition, internal recruitment, deployment, or external recruitment depending as per requirements of Policy.Implement Transition Stage 3 secondments in accordance with regulated or adopted policy and processes.Stage 2Casual and Temporary EmployeesA clear and consistent approach to dealing with casual and temporary employees to minimise confusion and false expectations.Identify all casual and temporary employees and the term of their contracts. Establish Transition Stage 3 Local Placement and Redeployment Policy and Processes. Negotiate new working arrangements.Stage 2VolunteersA clear and consistent approach to dealing with volunteers will minimise confusion and false expectations.Establish volunteer retention and deployment policy and methodology. Document and articulate clear processes and planned timeframes to all volunteers. Liaise with external volunteer organisations.Stage 2Employee SupportCounselling services are available to support all employees.Establish counselling services and ensure staff are made aware of availability of services.Stage 2 & 3Training and Professional DevelopmentCorporate systems training and organisational orientation will be required for all employees. Retraining may be required for employees redeployed to different positions.Conduct corporate systems training for relevant employees. Conduct organisational orientation sessions for all employees. Identify re-training options and requirements as necessary for employees. Stage 2 & 3Project TeamsEstablishment and development of project teams for areas such as IT, accounting, planning, rating etc.Set terms of reference for project team(s). Establish timelines and KPIs. Identify new team structures and potential project team members. Establish project teams.Stage 2 & 3Creation of PositionsSpecification of all positions.Prepare position descriptions for all positions in final structure.Stage 2 & 3 Stage Three Transition Management During this Stage, all the detailed work for the new local government will be undertaken. All arrangements for its future operation including the permanent staffing structure, systems and facilities must be completed during this Stage. Responsibilities will be outlined in the new roles and job descriptions. ELEMENTOBJECTIVESACTIONSRESPONSIBILITIESCommunicationPlans and processes are re-evaluated, adjusted as required and applied with diligence to ensure that questions, complaints and suggestions are satisfactorily addressed.Conduct further staff surveys and focus groups. Review, adjust and continue internal and external communication plans.Industrial RelationsContinuation of constructive communication with relevant employee and employer representative groups and stakeholders. (See Appendix Two Human Resource and Change Management Plan, DLG)Prepare and implement communication plan with unions and relevant employee /employer representative groups.Industrial AgreementsEffective transition to a new industrial agreement.Negotiate final industrial agreement (if required).Job SecurityContinuation of provision of information and support, to ensure a clear understanding by employees of their entitlements, opportunities and responsibilities.Develop and adopt local job security policies.Negotiation of Entitlements and BenefitsAddress identified need for negotiation of entitlements and benefits to ensure that equity and fairness is addressed.Identify employee entitlements and benefits requiring harmonisation and renegotiation. Document and articulate clear processes and planned timeframes for withdrawal of entitlements and benefits for affected employees.Redefining of WorkplacesFair and equitable approach to transfer requirements.Document and articulate clear processes and planned timeframes for changing workplaces for affected employees.Placement and Redeployment Policy and ProcessesA clear and consistent approach to placement and redeployment policy and process to minimise confusion and false expectations.Establish local placement and redeployment policy and methodology in accordance with Code of Practice. Document and articulate clear processes and planned timeframes to all employees.Organisational StructureOrganisational structure developed, communicated and filled.Review strategic plan, operational plan, service delivery system and resource distribution to identify human resources, skills and knowledge requirements and gaps. Establish and fill organisational structure. Retrain or recruit to fill identified gaps.Review of PositionsReview of specifications of all positions following recruitment and / or allocation of positions.Review position descriptions for all positions in final structure following allocation or recruitment process complete.Voluntary SeparationsEstablishment of a process for facilitating voluntary separations as necessary.Identify likely need for encouragement of voluntary separations. Establish policy, process and timeframes for inviting and determining acceptable candidates for voluntary separations. Implement process for inviting and determining voluntary separations.Redundant PositionsRedundant positions identified and incumbents transferred, redeployed or offered redundancy.Identify redeployment options. Implement redundancy separation or redeployment.Placement and RedeploymentAll positions filled by internal recruitment, deployment, or external recruitment as per Code of Practice.Implement Transition Stage placements and redeployments in accordance with the Code of Practice.Casual and Temporary EmployeesA clear and consistent approach to dealing with casual and temporary employees to minimise confusion and false expectations.Establish local placement and redeployment policy and methodology. Document and articulate clear processes and planned timeframes to all.Employee SupportCounselling services to continue to be available to support all employees.Maintain employee access to counselling services and establish additional employment counselling and financial planning advice for an employee who is to be made redundant.Training and Professional DevelopmentCorporate systems training and organisational orientation is provided for all employees and retraining as required for employees redeployed to different positions.Conduct corporate systems training for relevant employees. Conduct organisational orientation sessions for all employees. Conduct retraining as necessary for employees redeployed. Provide assistance with resume preparation and interview training for those needing to re-apply for their positions or apply for new roles.Team BuildingNurturing and development of the new and integrating teams at all levels. Recognise and celebrate the contribution and future plans of staff who are moving to new arrangements; also contributions which staff are bringing forward to the new entity.Develop and implement Organisational and Cultural Development Strategy. Maximise opportunities for social interaction, team building and bonding.     Human Resources and Change Management Plan TEMPLATE  PAGE 1  '*8<STUVbkl    ۥ|ۓkTOI//dh$7$8$H$IfgdU!l kd$$IflrK#l'-  t0Y.644 laytU!O]Jrdhx$IfgdU!l # & F edhx$If^e`gdU!l  & F dhx$7$8$H$IfgdU!l dhx$7$8$H$IfgdU!l dh$IfgdU!l  I3dh$IfgdU!l kdz$$IflrK#l'-  t0Y.644 laytU! 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