Post People 1 st – a case study #ATC2014
#ATC2014 Rebecca Houghton, Post People 1st: a case study
Jan 12, 2015
Rebecca Houghton, Head of Recruitment at Australia presented this case study at #ATC2014. This case study reviews the Post People 1st strategy which was designed to take its internal mobility to new heights. By integrating Mobility with Recruitment, Transition, Training and Assessment Australia Post has created a platform to create real value in the engagement, reputation and commercial stakes. For organisations who want to optimise talent, drive up engagement and retention, or build a reputation as an employer of choice, this is the ultimate case study.
You can see a graphic facilitation of this session on pinterest here http://bit.ly/1qtaG7Z
Photos from the conference can be found here
http://bit.ly/1t3HAzv
You can see a graphic facilitation of this session on pinterest here http://bit.ly/1qtaG7Z
Photos from the conference can be found here
http://bit.ly/1t3HAzv
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Transcript
Post People 1st – a case study
#ATC2014
Context The facts about Post
#ATC2014
Page 3 © 2013 Australia Post
Change is not new to Australia Post we have evolved frequently over the last 200 years
#ATC2014
Our unique assets are critical enablers of our success
4
Australia’s oldest continuously running
organisation
• Founded in 1809
Ranked as Australia’s 2nd most reputable brand^
One of Australia’s largest Retail footprints
• 4,428 postal outlets nationwide
Australia’s most extensive delivery network
• Delivering to all 11 million Australian homes and businesses
Our Workforce
• Engagement increasing from 69% to 78% – in 2 years.
^ AMR RepTrak survey, 2012. #ATC2014
Page 5 © 2014 Australia Post
The rise of the digital economy is driving rapid change in customer behaviour in our core markets
The need for change was clear… … and our strategic challenges complex
• How do we manage for the decline of the letters business?
• How do we grow the products and services our customers want?
• How do we bring our people, LPOs, mail and parcel contractors, and the community on the journey?
Future Ready
De-coupling from GDP due to digital
substitution
Growth traditionally
matched GDP
-1.0
-0.5
0.0
0.5
1.0
$b
FY14F
FY12
FY102
FY08
FY06
FY04
FY02
FY00
FY98
FY96
FY94
FY92
Pre-Future Ready business trajectory
Actual results
Enterprise PBT
(FY92 – FY14F) Rapid
digitisation
Page 6 © 2013 Australia Post
We developed clear strategies to address these challenges
Modernising our communications
business, physically and digitally
Communications
Growing our trusted services offering,
in-store and online
Retail
World class parcels business offering
end to end eCommerce
solutions
Parcels
Efficiency, innovation, service quality
High performance, people and culture
#ATC2014
Measuring our progress along the way
Performance Ready | Say2Action | Financial Outcomes | Customer Activity
Talented
People
Behaving
in the
right ways
With a clear
strategy and
plan of action
Supported by
good systems
and processes
Achieving
successful
outcomes
Our approach to executing our strategy
7
#ATC2014
Our workforce
135 NATIONALITIES, 65 LANGUAGES
(22.9% of People are Culturally and Linguistically Diverse)
32,652 Employees
30,924 Award Staff 23,613 Full time 8,585 Part time
454 Casual
35%
27%
19%
8%
6% 5%
Vietnamese
Philippines Cantonese
Greek
Hindi Italian
Diverse & Inclusive…
39.1% Women
1.6% Indigenous Australians
7.0% People with Disability
10,727 employees with
online access
13,612 employees 495 facilities
10,014 employees 7 major facilities
6,267 employees 4,429 outlets
CMS Parcels & Express
Retail FBUs 2,759 employees
Top 6 non-English speaking
Post People 1st the Initiative
#ATC2014
© 2013 Australia Post Page 10
Supporting Career Mobility
Enablers accessible technology, internal policies & processes, communication strategy, workforce planning, career frameworks
1st for Skills
re-skilling & up-skilling
1st for Careers
pathways internal & external
1st for Jobs
visibility of Post jobs
Measures of success Internal & overall mobility, Staff Engagement, Right person - Right job - Right time, Data driven decision making
To put our people
first
we need to
understand
our workforce
enhance our
HR systems &
processes
to provide
visibility of
jobs & access
to skills
making it
easier for
people to
manage their
career
Post People
1st
#ATC2014
Driving great results at the 6 month mark
51% of vacancies were filled with a Post Person in the last 6
months
Oct Nov Dec Jan Feb Mar
14 77 121 144 254 400
#ATC2014
Challenge yourself Think differently
#ATC2014
© 2013 Australia Post Page 13
Doing things differently:
All this was launched with………… An organic strategy , deliberately ‘grown’ around the purpose Multiple, joint accountability Shared funding and resources Multiple contributors - 10 centres of excellence Agile, rather than formal governance And succeeded because………. Purpose and communication was strong, clear and consistent
#ATC2014
Questions
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