contents

Our people strategy

performance snapshot

Direction

We aim to deliver a customer-centric culture through high performance, best in class talent and inspirational leadership, while creating and sustaining a great place to work.

12/13 objectives

How did we do?

13/14 objectives

Target improvement in overall engagement to 65 percent.

Decrease in engagement to 57 percent.

  • Continue focus on manager capability improvement with launch of Manager’s Essentials guide.
  • Implement our centralised recruitment function including our employee value proposition.
  • Target improvement in overall employee engagement to 63 percent.
  • Revise diversity reporting in line with the Workplace Gender Equality Agency requirements for 13/14.
Develop objectives and key milestones for diversity and inclusivity steering committee.

Diversity and inclusivity steering committee established. Overall plan being developed for 13/14.

Continue our focus on improving management capability through formal and informal interventions.

Leading people through change program developed and launched.

Refine and update employee value proposition to align internal and external brands.

Focus groups held and preliminary statements developed.

Implement recruitment transformation objectives.

Recruitment transformation project underway with key requirements and scoping completed.

Review and improve the on-boarding process for new hires and internal appointments.

On boarding project slowed down due to competing priorities; however a Manager’s Essentials booklet was developed and distributed to aid our managers.

Message from Beth Winchester,
Executive General Manager, Human Resources

Beth Winchester
The year in review has seen some great progress on our people-related fronts while the business has strived to grow and expand in a mature market environment. The changes undertaken to transform our business to remain profitable in both the short and long term, and responding to the market shift to digitisation, were reflected in the overall decrease in our employee engagement score to 57 percent. We did however see employee engagement in a number of divisions increase year-on-year. Supply Chain, Business Services and Human Resources divisions experienced increases, as did our Upstream business.

This varied result indicates we need to continue our focus on providing a consistent employee experience. This also reinforces the importance of our efforts to build manager and leadership capability. A particular area of focus is encouraging high performance standards and consequence management. We refer to this as ACE behaviours in our Fuji Xerox Australia strategy – Accountability, Collaboration and Execution.

Our key people initiatives included:

  • Launch of our Leading People through Change program – designed for intact teams to understand the behaviours and conversations required during change, a key engagement driver.
  • Further development of our Recruitment Transformation project which will provide additional capability to the business as well as reduced recruitment costs.
  • Supporting the business as it outsourced some elements of our supply chain and ran a productivity improvement program to improve operating costs.
  • Roll out of a number of workplace environment changes that support a different way of working and will improve productivity as well as a reduced real estate footprint.
  • Integrating the Upstream business into our payroll and human resources information system – providing manager and employee self-service functionality.
  • Improving our talent identification and development process, which will see further enhancements in 13/14.
  • Continuation of our Pinnacle Club incentive program for non-sales employees

For the year ahead we will focus on:

  • building business capability and performance
  • talent identification and development
  • leadership growth and change management.

These focus areas are aligned to our three strategic levers of business viability, customer centricity and organisational alignment.

A critical success factor is engaging talented individuals within our organisation to support solutions innovation. To do this, we have revisited how we hire, manage and train the future leaders of the business by enabling them to challenge norms and encouraging our people to think like our customers. This will ensure we are well placed to reach our strategic objectives of uncovering unknown and unmet needs, while identifying market gaps and opportunities.

2012 MEGT
Host Employer of the Year

Posted in Our people