Remarkable

We will execute our corporate governance responsibilities with distinction. We will listen to our people, understand the challenges they face and encourage and expand their skills and abilities. We will give credit where it is due and use our resources wisely and effectively.

Goals that we achieved under our strategy of being a successful organisation included:

• structuring the TIO for scalable growth
• conducting a staff satisfaction survey
• developing and implementing a people plan
• moving towards a paperless office.

Our people

Workforce profile

Over the past year, to meet increased complaint numbers, staff have increased from 138 to 255. This equates to a full-time equivalent (FTE) of 243. Male employees increased from 41% in 2007/08 to 52% in 2008/09. The age profile remains consistent with 2007/08, with 43% of staff between 31 and 40, 31% between 20 and 30, and 26% over 41. The majority of staff work in our core business division, which is comprised of enquiry and investigation staff. The remainder work in support functions such as business support, finance and stakeholder engagement.

People plan

During the year we developed a people plan, which takes a strategic approach to recruiting, developing and retaining high-quality employees.

The plan aims to improve our organisational effectiveness and our reputation as an employer by creating a workplace where there is a talented leadership and management group and people feel valued and are able to develop professionally and personally. We recognise the importance of building and retaining our workforce knowledge and skills and of achieving a balance between work and other responsibilities.

The plan’s guiding principles are that:

• people will be valued, respected and have the skills and knowledge necessary to perform their roles
• all human resources strategies and initiatives will be in line with and aid in the achievement of the TIO’s strategic goals
• people-management practices and individual behaviour will be consistent with the TIO’s core values and behaviours
• we will foster an environment where people are involved, initiative is encouraged and people can actively contribute to the way the organisation operates and share in its success
• well-being is recognised as a critical factor in our ability to operate in an effective and efficient manner and achieve our goals.

Priorities for 2009-2011

Over the next three years we aim to:

• maximise organisational performance by implementing effective contemporary people management practices
• provide our people with a safe and fair workplace that embraces diversity and is free from harassment
• recruit high-quality staff who can collectively achieve our strategic goals
• focus on the success of our people by recognising and rewarding initiative and superior performance
• establish and implement best practice human resources policies and practices which enhance staff engagement and create a positive work environment, facilitating the retention of highly-skilled staff
• provide learning and development opportunities to ensure staff maintain and enhance their high level of capability
• position the TIO as an employer of choice for our target workforce.

Organisational realignment

During 2007/08 we undertook an organisational realignment. The main components of this were implemented between 1 July and 1 September 2008, with further adjustments and changes occurring on an ongoing basis over the remainder of the financial year. This has resulted in a number of new positions being created and commencing during the year including:

• assistant company secretary / legal counsel – July 2008
• dispute resolution process manager – July 2008
• managers, contact centre – September 2008
• investigations manager, team managers – September 2008
• investigations manager, complex cases – September 2008
• investigations manager, systemic complaints & reviews – September 2008
• investigation team managers – September 2008
• contact team managers – September 2008
• office manager – November 2008
• core business support officer – December 2008
• data analyst – February 2009
• HR consultant – February 2009
• financial controller – February 2009
• network administrator – February 2009
• communications manager – June 2009.

The new structure has now been in place for nine months and a review of its effectiveness in core business has identified that a period of further stabilisation and evaluation is required prior to any further adjustments or changes being made to any positions. The effectiveness of the current structure and its ability to meet the operational needs of the business will continue to be monitored and refined over the coming year.

The year ahead

Under recent changes to the federal industrial relations legislation and the transition to the Fair Work Act 2009 (Cth) we are required to ensure that our human resources policies and procedures meet the minimum requirements under the new legislation. This will be done as a matter of priority. The human resources team is reviewing its policies and procedures and is working to update those requiring changes to ensure that we maintain a positive employment relationship with our staff and ensure equity and consistency in decision making across the organisation.

These include:

• remuneration policy and processes
• recruitment policy and processes
• flexible employment practices and processes
• discipline and termination policy and processes.

These policies and procedures will be reviewed and revised over the coming year and incorporated into the TIO’s HR Policy and Procedures Manual.