A Guide to Managing an Ageing Workforce - Public Sector ...
A Guide to Managing an Ageing Workforce - Public Sector ... A Guide to Managing an Ageing Workforce - Public Sector ...
HOW ARE WE GOING TO RECOGNISE? General principles to follow • ASK employees how they would like to be recognised • CHOICE of rewards should be offered • SPECIFIC FEEDBACK is crucial if reward and recognition is to be properly used for performance management. Employees need to know what behaviours you want them to display if you want them to continue to display them in the future. WHEN ARE WE GOING TO RECOGNISE? • Aim to have an even number of rewards spread over each quarter, although the allocation of rewards during each quarter will be spontaneous, as situations demand. • All peers should be encouraged to recognise each other as part of a ‘culture of recognition’ WHAT ACHIEVEMENTS ARE WE GOING TO RECOGNISE? 1. Strategic Role Model – employees who demonstrate a commitment to Main Roads’ corporate values 2. Performer – employees who have achieved an excellent outcome in their area, above and beyond their normal duties 3. Innovator – those who develop innovative or creative ideas or solutions 4. Quiet achiever – for consistently hard workers who put in significant effort without drawing attention to themselves 5. Promoter – recognises employees who have worked with other Directorates or provided a service which has enhanced the perception or reputation of the Directorate 6. Leader – for employees who have demonstrated effective leadership behaviours, such as taking charge of a project, leading by example and inspiring other employees, or leading a change in the Directorate 7. Developer – for managers who have made consistent and committed efforts to develop their team 34 A Guide to Managing an Ageing Workforce www.publicsector.wa.gov.au
Appendix D - Project Plan Template This template can be used to develop a Project Plan. This will summarise the results of the project planning process into a brief document to be approved by the senior executive. It is a key referral document and provides a platform to monitor and control the project. Any changes to the project should be recorded against the project plan. [Name of the Project] Plan 1. Objectives and benefits of the initiative OBJECTIVE: [state the aim of the program] BENEFIT: • To provide ……; and • To evaluate the program outcomes to [state goal]. 2. Scope/Output Develop and implement the program, including: • A Program Strategy • Evaluation and reports 3. Approach and Key Tasks After the project plan is endorsed, a program strategy including the evaluation will be developed. The strategy, program evaluation and reporting framework will be explained in full to employees in a briefing session. The implementation of the program will be consistent with agency guidelines. 4. Timeline and Milestones Key task Develop Program Strategy Define roles, assign responsibilities and develop action plan Engage, evaluate and report Timeframe [days, weeks, months] www.publicsector.wa.gov.au A Guide to Managing an Ageing Workforce 35
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- Page 9 and 10: The agencies existing communication
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HOW ARE WE GOING TO RECOGNISE?<br />
General principles <strong>to</strong> follow<br />
• ASK employees how they would like <strong>to</strong> be recognised<br />
• CHOICE of rewards should be offered<br />
• SPECIFIC FEEDBACK is crucial if reward <strong>an</strong>d recognition is <strong>to</strong> be<br />
properly used for perform<strong>an</strong>ce m<strong>an</strong>agement. Employees need <strong>to</strong> know<br />
what behaviours you w<strong>an</strong>t them <strong>to</strong> display if you w<strong>an</strong>t them <strong>to</strong> continue<br />
<strong>to</strong> display them in the future.<br />
WHEN ARE WE GOING TO RECOGNISE?<br />
• Aim <strong>to</strong> have <strong>an</strong> even number of rewards spread over each quarter,<br />
although the allocation of rewards during each quarter will be<br />
spont<strong>an</strong>eous, as situations dem<strong>an</strong>d.<br />
• All peers should be encouraged <strong>to</strong> recognise each other as part of a<br />
‘culture of recognition’<br />
WHAT ACHIEVEMENTS ARE WE GOING TO RECOGNISE?<br />
1. Strategic Role Model – employees who demonstrate a commitment <strong>to</strong> Main Roads’ corporate values<br />
2. Performer – employees who have achieved <strong>an</strong> excellent outcome in their area, above <strong>an</strong>d beyond their normal duties<br />
3. Innova<strong>to</strong>r – those who develop innovative or creative ideas or solutions<br />
4. Quiet achiever – for consistently hard workers who put in signific<strong>an</strong>t effort without drawing attention <strong>to</strong> themselves<br />
5. Promoter – recognises employees who have worked with other Direc<strong>to</strong>rates or provided a service which has enh<strong>an</strong>ced the perception or reputation of<br />
the Direc<strong>to</strong>rate<br />
6. Leader – for employees who have demonstrated effective leadership behaviours, such as taking charge of a project, leading by example <strong>an</strong>d inspiring<br />
other employees, or leading a ch<strong>an</strong>ge in the Direc<strong>to</strong>rate<br />
7. Developer – for m<strong>an</strong>agers who have made consistent <strong>an</strong>d committed efforts <strong>to</strong> develop their team<br />
34<br />
A <strong>Guide</strong> <strong>to</strong> <strong>M<strong>an</strong>aging</strong> <strong>an</strong> <strong>Ageing</strong> <strong>Workforce</strong><br />
www.publicsec<strong>to</strong>r.wa.gov.au
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