Position vacant The impact of - position filled Catholic identity - - PowerPoint PPT Presentation

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The impact of Catholic identity and mission

• n what we do and how we do it

9-10 October 2013

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Position vacant

• position filled
• mission flourishing

Getting recruitment and induction right.

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Centacare

Ballarat Diocese

• Ballarat, Mildura, Warrnambool, Geelong, Horsham,

Swan Hill, Hamilton

Approximately 200 staff Broad range of programs Mainly government funded

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Centacare

Our Vision

Life-giving communities in a Just Society

Our Mission

To provide services which empower people to live with choice and opportunity

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Centacare

Values:

Respect We treat everyone with respect and dignity Inclusion We build inclusive communities that value and embrace diversity Integrity We act according to our values in working for a fair and just society Accountability We act honestly, transparently and take responsibility for our actions

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Challenges

• Mission drift
• Recruitment
• Isolation
• Growth of Organisation

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Why Bother?

Quality service to our clients Saves $$

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Cost of staff turnover

100 employees 18% turnover rare $75, 000 gross salary Turnover costs of 75% of salary (cost of recruitment etc) = $1 million per annum

source insync surveys

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Turnover

Reduction of turnover by 5% = $280,000 per annum per 100 employees

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Why do people leave?

Structural Home Life Interpersonal Environmental

The Job

(enrichment) www.centacareballarat.org.au

Factors

• Job Satisfaction
• Level of Challenge
• Career opportunities
• Professional development

Job Enrichment Factor 51%

• Job security
• Pay and conditions
• Incentive plan
• Equipment, resources and infrastructure
• Work stress

Structural Factor 41%

• Relationship with manager
• Relationship with work team
• Fit with organisational culture

Interpersonal factor 25%

• Location of job
• Balancing work and life demands
• Personal reasons

Home life factor 46%

• Approached with better job offer

Environmental factor 34%

Insync surveys

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Turnover drivers in community services

• 1. Job Satisfaction (40%)
• 2. Balancing work and life demands (39%)
• 3. Work stress (38%)
• 4. Career opportunities (34%)
• 5. Professional development (31%)

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What can you influence?

There is only so much you can do

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Survey

Energise

• Long term direction
• Senior leadership

Execute

• Team leadership
• Team effectiveness
• Accountability culture
• Performance culture
• Investment in people
• Investment in systems
• External focus

Engage

• Engagement

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Survey

• The framework is based on research by

Weiss and Molinaro (2005)

• The rankings between 1 and 100

compare Centacare to other

• rganisations in the benchmark database
• The higher the ranking the better
• Organisations with high engagement and

low alignment are defined as ‘passionate’, whereas those with low engagement and high alignment are defined as ‘driven’

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Centacare profiles as a “passionate” organisation

A passionate organisation is characterised by higher levels of engagement than alignment

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Survey

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Survey

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Survey

Survey item % Favourable (6-7) % Unfavourable (1-3) 7.11 Centacare helps me to achieve the ideal work-life balance (Investment in people) 57% 7% 8.6 I am confident in the skills and knowledge of our IT department (Investment in systems) 65% 12% 6.7 I have never been encouraged to “bend the rules” to get a result (Performance culture) 75% 9% 10.10 I can envisage a future for myself in Centacare (Engagement) 62% 8% 7.10 Centacare has effective processes for dealing with concerns about bullying and harassment (Investment in people) 51% 13% 7.8 I am paid fairly for my current role (Investment in people) 25% 41% 4.9 My work group regularly reports on how well it has performed compared to its plans, budgets and forecasts (Team effectiveness) 31% 23% 1.4 I understand how Centacare expects to achieve its overall aims (Long term direction) 31% 23% 9.8 Centacare is committed to being environmentally responsible (External focus) 20% 27% 9.1 Centacare consistently shows its commitment to achieving long term customer loyalty (External focus) 35% 18%

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What did we find?

Centacare profiles as a “passionate” organisation

• higher levels of engagement than alignment

Strengths to leverage include

• strong emotional attachment of staff to the organisation and the work they

do Areas for improvement opportunity focus include

• clarifying the organisations long term direction and aims at all levels
• supporting leaders to cascade these messages throughout Centacare, and
• investing in the leadership and management capabilities of program

managers

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What are we doing?

• Workforce Plan
• New Human Resource Information System

(HRIS)

• HR Manager
• Staff Alignment Survey (Insync Surveys)
• Developing material for Induction and In-

service

• Appointed an Agency Identity person
• “Leading Teams”

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Recruit the Right People

• Comprehensive advertisements
• Comprehensive PD’s that require KSC to be completed at

time of application

• Panel interviews with generally x3 people including

program/general manager, coordinators and HR

• 2nd round interviews if we need to delve further or have

two close candidates

• DISC profiling if we feel we need to know more about a

candidate

• Comprehensive reference checking
• Working with children checks and police checks
• Induction & orientation program (including new buddy

system)

• 6 month probation period
• Monthly formal supervision with line manager

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Holding the Right People

• The ethos of the agency, values, purpose &

mission

• Centacare is a supportive workplace with a caring

nature

• Family friendly workplace including flexibility if

required

• Paid maternity leave
• Salary sacrificing arrangements
• Purchase leave
• Generous personal leave entitlements
• Professional Development
• Training
• Performance reviews
• Recruitment referral program??

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Who do you want to keep?

10 9 8 7 6 5 4 3 2 1 1 2 3 4 5 6 7 8 9 10 Skills V a l u e s

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Catholic / Agency Identity

What are they? Are they the same? How do you engage staff?

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Census

• Approx. 25% of population is

Catholic In Ballarat Diocese approx. 10% of these are practising In Centacare 200*.25*.10= 4 staff

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Why

“We now live in an ethical and political space characterized by an excess of political fear, lots of manufactured intolerance, some quite real selfishness and a lot of authentic complacency. Governments generate endless and complacent talk about the need for security, freedom, self- reliance, the values of the market, and the peculiar kind of rationality said to characterize the market.”

Reframing the Welfare-to-work debate: rights, values and a new politics. Draft Paper. Rob Watts. RMIT

• University. 2006

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Mission & Values

Catholic Social Teaching Human Rights Reframing the discussion

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Human Rights Approach

• A central expression of Centacare’s service

and Christian vision of life in society

• Tightly linked to religious identity
• Shared by all on staff
• Moral standards that hold everyone

accountable and empower individuals to claim and demand their due

• Fundamentally connected to the common

good

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Common Good

‘the sum total of social conditions which allow people, either as groups

• r as individuals, to reach their

fulfilment more fully and more easily’. (Catechism of the Catholic Church, § 1906)

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Human Rights Ethic

• Personal Rights
• Social Rights
• Social Inclusion
• Protection Rights
• Political Rights
• Economic Rights
• Familial Rights
• Religious Rights
• Rights of Movement

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Duties/Responsibilities

• acknowledge and respect the rights of others
• a preferential duty/responsibility to provide justice

for the underprivileged and the vulnerable

• to act with prudence on behalf of our clients
• collaborate mutually
• respect individual autonomy
• care for clients with sensitivity
• act for others in a responsible manner
• respect the confidentiality and privacy of clients
• preserve life and live life with integrity
• to listen and speak to clients respectfully
• respect the freedom of religion, thought and

conscience

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