A strategic approach to the workforce

“Most large private sectororganisations have HR, includingorganisational capability, as adirect report to the CEO.”i

A strategic approach to the workforce focuses on thedevelopment of organisational capabilities as well asindividual employee capabilities.

A major tool for a strategic approach to humanresources is workforce planning. Schott states:

  • Workforce planning must be closely tied to business planning, and a common approach must cover all aspects of workforce planning, including:
    • Culture change, including values and behaviours
    • Performance management, including appraising individual employees
    • Performance, rewarding high performers and managing poor performers
    • Organisational design, including planning the composition of the workforce, such as grade structures
    • Job design and description, including position descriptions
    • Recruitment
    • Managing capability issues, including skills shortages
    • Managing an ageing workforce
    • Talent management.

Consistent with the Government Sector EmploymentAct 2013 and associated Regulation and Rules, humanresources employees need to ensure the conductand management of agencies (and each employee) isconsistent with the values of the Ethical Framework:integrity, trust, service and accountability. Section 63of this legislation also requires workforce diversity tobe integrated into workforce planning in the agency.

In addition, there are other strategic priorities that areset by government policy that need to be addressed byagencies; one of which is redesigning the workforceand work practices to promote productivity.

i). See the NSW Commission of Auditwww.treasury.nsw.gov.au/__data/assets/pdf_file/0013/21604/NSW_Commission_of_Audit_InterimReport_Public_Sector_Management_web_dnd.pdf