Post People 1st – a case study
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Context The facts about Post
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Page 3 © 2013 Australia Post
Change is not new to Australia Post we have evolved frequently over the last 200 years
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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
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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
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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
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© 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
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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
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Challenge yourself Think differently
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© 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
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Questions
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