people and culture crew strategic overview and operational

Plan2go: People and Culture Crew Strategic Overview and Operational Plan [ 1 ] Created: 10-05-2014 | Last updated: 11-06-2019

People and Culture Crew Strategic Overview and Operational Plan

2018-2020


// Message from the Captain in Charge

The primary focus of the People and Culture Crew Strategy and its Operational Plan is to ensure that Plan2go achieves its vision and goals through its most valuable resource, our people. It is only through the knowledge, skills, motivation and abilities of our people at an operational level that our strategic plan is achieved.

The People and Culture Crew Strategy highlights Plan2go’s priorities for the coming three years, they are strengthening Plan2go’s leadership capability and management skills, work/life balance initiatives, attraction and retention, customer service, work health and safety, equity and diversity which are all focusing on our ultimate goal of achieving a ‘great place to work’ and maintaining an ‘employer of choice’ status.

The People and Culture Crew Strategy and its Operational Plan address these priorities and other issues that may affect Plan2go in the longer term to deliver its service in a competitive environment, such as innovation and sustainability.

Our vision is to create a workplace that will attract, retain and develop a highly skilled, innovative and committed workforce that seeks to continuously improve the quality of our services to our clients; a workplace that embraces a participative and respectful culture based on teamwork; a workplace that supports our corporate goals.

Ellen Foster Captain in Charge

Contents

1. Strategic planning overview ............................................................................... 4

1.1 Vision, mission and values .......................................................................................................................................................4

1.2 Core objectives ...............................................................................................................................................................................5

1.3 Strategic goals .................................................................................................................................................................................6

1.4 People and Culture Crew Strategy .......................................................................................................................................7

1.4.1 Snapshot of plan2go workforce ...................................................................................................................................8

1.4.2 Current workforce issues to be addressed ............................................................................................................9

2. Operational planning ........................................................................................ 10

2.1 Purpose and use of the Operational Plan ...................................................................................................................... 10

2.1.1 Purpose .................................................................................................................................................................................. 10

2.1.2 Use ............................................................................................................................................................................................ 10

2.2 People and Culture Crew – Service delivery ................................................................................................................ 10

3. People and Culture Crew Operational Plan ..................................................... 12

3.1 Strategic goal 1: Value added HR ....................................................................................................................................... 12

3.2 Strategic goal 2: Talent acquisition................................................................................................................................... 14

3.3 Strategic goal 3: Talent development .............................................................................................................................. 16

3.4 Strategic goal 4: Performance management ................................................................................................................ 17

3.5 Strategic goal 5: Employer of choice ................................................................................................................................ 20

3.6 Strategic goal 6: Work-life harmony ................................................................................................................................ 22

3.7 Strategic goal 7: Culture ......................................................................................................................................................... 25


1. Strategic planning overview 1.1 Vision, mission and values

PLAN2GO Vision, mission and values

PEOPLE AND CULTURE CREW Vision, mission and values

Vision

No matter where you are or Plan2go, we’re already there!

Vision

Be the employer of choice and a great place to work!

Mission

Plan2go is the place to go for clients who expect efficient service, expert advice and flexible solutions to all travel and event needs.

We are the place to go for market leading travel and event technology, enabling corporate travellers and event goers to maximise business opportunities.

We are the place to go for competitive pricing and we never compromise on quality. The possibilities are endless when you Plan2go.

Mission

To be the best we can.

We will achieve our vision through:

• a high quality and timely human resource service delivery

• a culture of innovation, continuous improvement, flexibility and safety

• leadership in people management practices, systems and procedures

• consultation.

Values

• We are unique • We are flexible • We are connected • We are experts • We are responsible

Values

In a spirit of partnership, the People and Culture Crew will strive for:

• Excellence in everything we do. • Responsiveness to our customers and

their needs. • Fairness in our policies and practices • Innovation in developing and

implementing new programs. • Diversity in recognising everyone’s

unique contribution. • Development of every employee’s full

potential.

Table 1 – Vision, mission and values for Plan2go versus People and Culture Crew


1.2 Core objectives

PLAN2GO Core objectives

PEOPLE AND CULTURE CREW Core objectives

1. Meet the highly individualised travel needs of companies and their people through a blend of technology and personalised service.


3. Create tailored solutions according to individualised needs.

4. Provide exceptional service ensuring maximum return on business travel and event investment.

1. To improve organisation performance and productivity through the acquisition and development of critical competencies.

2. To ensure compliance with laws and regulations affecting HR practices.

3. Improve the efficiency and effectiveness of services through the increased use of technology, including social media.

4. Create workforce sustainability with the enhancement of people management, an increased focus on the future workforce and the promotion of staff well-being.

5. Strengthen all collaborative partnerships with internal and external stakeholders for increased efficiency, effectiveness and outcomes.

Table 2 – Core objectives for Plan2go versus People and Culture Crew


1.3 Strategic goals

PLAN2GO Strategic goals

PEOPLE AND CULTURE CREW Strategic goals



3. Create tailored solutions according to individualised needs.

4. Provide exceptional service ensuring maximum return on business travel and event investment.

1. Value added human resources (HR) – deliver HR services, policies, programs and communications that add value for our prospective employees, current employees and retirees.

2. Talent acquisition – recruit and retain a diverse workforce to meet the needs of the organisation.

3. Talent development - provide development programs to help staff and mangers achieve their goals.

4. Performance management – ensure our compensation and performance management processes are designed and executed to align and maximise our people’s performance with the goals of the organisation.

5. Employer of choice – strengthen employer/employee relationships and invest in the employee.

6. Work-life harmony – promote the achievement of work-life harmony and wellness in our employees.

7. Culture – maintain a positive values-based work environment that promotes innovation, continuous improvement, and safety.

Table 3 – Strategic goals for Plan2go versus People and Culture Crew


1.4 People and Culture Crew Strategy

In determining the People and Culture Crew Strategy for Plan2go a number of factors were taken into consideration in addition to identifying the strategic goals. These included conducting a workforce planning analysis, determining the budget allocation and reviewing the size of the People and Culture Crew.

The workforce planning analysis focused on the following areas:

• data on staff turnover rates and comparison to industry average

• data on staff demographics – age, gender, ethnicity, education levels, length of service

• factors that may affect workforce supply such as the state of the economy, strength and numbers of competitors, the unemployment rate, the attractiveness of the organisation as a place to work

• the need for a skilled and diverse workforce

• analysis of the current workforce – specifically, job analysis, job design, workforce profile, skills inventory, competency profiling.

HR budget allocation is based on:

• the organisational trend average of $1850 per employee

• cost of HR staff based on organisational trend of $95, 000 per HR employee.

The size of the People and Culture Crew:

• is larger than the HR metric of 1:66 but does take into consideration the range of responsibilities that the staff of the People and Culture Crew have and the future expansion plans of Plan2go.


1.4.1 SNAPSHOT OF PLAN2GO WORKFORCE

Staff profile

Age groups Male Female Age group totals

16 – 24 4 10 14

25 – 34 7 5 12

35 – 44 5 6 11

45 – 54 3 4 7

55 – 64 3 3 6

65+ 1 0 1

Gender totals 23 28 51

Table 4 – Plan2go workforce totals

Cultural diversity representation

• Australian

• Chinese

• Egyptian

• English

• Czech Republic

• Japanese

• Indian

• American

• Russian

Staff turnover 7.8%

During the 12-month period to June 2018 Plan2go had a total of four (4) separations - a turnover rate of 7.8% which is lower than the industry sector average of 11.2%.


1.4.2 CURRENT WORKFORCE ISSUES TO BE ADDRESSED

• Industry shortage of staff creating a supply issue to fill current vacancies and future expansion programs.

• Qualified staff with required competencies for current and future strategies.

• Retention of staff with experience and expertise.

• Career progression and management development of aspiring leaders.

17

3412

15

10

Education Level

< Yr 12 > Yr 12 Cert I -III Cert IV- Diploma Degree or higher


2. Operational planning 2.1 Purpose and use of the Operational Plan

2.1.1 PURPOSE

The People and Culture Crew Operational Plan (PCCOP) enacts the strategic goals and values of the department which are interlinked with the strategic goals and values of Plan2go. The strategic intent is aspirational identifying both who we are and providing future focus. It tells us how we will work to support the business of Plan2go. The values assist in meeting client expectations in our day to day relationship with the whole of Plan2go and external community.

The Operational Plan is for three years, 2018, 2019, 2020 and identifies the priorities of the People and Culture Crew and the HR services and programs that will be provided.

2.1.2 USE

The operational plan is intended for a variety of audiences, including the senior executive team, department heads, the People and Culture Crew, all Plan2go Crew and members of the public.

Specifically, the plan can be used as follows:

• The company directors and executive leadership team can use the plan to see the alignment of the People and Culture Crew’s responsibilities, goals, and new initiatives with Plan2go’s vision and strategic direction.

• Crew leaders can use the plan to review what services are currently provided and what new initiatives will be undertaken.

• People and Culture Crew will use the plan as their guide for implementing the department’s goals and new initiatives.

• The Plan2go GoTo Crew can use the plan to obtain information about the services the People and Culture Crew provides for them.

• Members of the public can use the plan to understand what services the department provides employees and applicants for employment.

2.2 People and Culture Crew – Service delivery

The Plan2go People and Culture Crew provides services to all Plan2go departments in the following areas:


• Recruitment, selection and induction

• Classification and remuneration

• Workforce planning

• Employee relations

• Employee benefits

• Performance management systems and processes

• Learning and development

• Work-life balance

• Return to work

• Succession planning

• Change management

• Work Health and Safety (WHS)

• Sustainability


3. People and Culture Crew Operational Plan 3.1 Strategic goal 1: Value added HR

Operational objective 1: To ensure that all HR services provide value to the organisation over the life of the operational plan.

Strategies Key actions Primary responsibility Timeline

Performance indicator

1.1 Align HR products and services

1.1.1 Assess the needs of each workgroup area and design services to meet needs

1.1.2 Identify all HR projects and prioritise based on relationship to organisational strategy

1.1.3 Conduct and analysis of all HR processes and identify those that need to be redesigned, upgraded and deleted

LPC Mar 2018 and Ongoing

Number of services aligned to needs of workgroups.

HR projects support corporate strategy

1.2 Deliver the right HR services and products

1.2.1 Analyse the current HR Service delivery model and assess its ability to effectively meet the needs of the organisation

1.2.2 Identify and cost options of any required delivery model

1.2.3 Identify the range of systems, processes required for effective delivery of services

LPC/HRO Apr 2018 HR service delivery model assessed required adaptations made

HR service delivery supported by effective systems and processes

1.3 Establish the right HR capabilities

1.3.1 Identify the skills and competencies required to deliver the HR services

1.3.2 Fill any identified gap via training and or recruitment

LPC Apr 2018 Number of HR staff with required skills and capabilities

1.4 Continuously improve HR delivery

1.4.1 Continually review the effectiveness of supporting tools, processes, infrastructure to assist HR staff succeed in service delivery

LPC/HRO Ongoing HR staff fully supported to deliver HR services




1.5 Build the HR Brand 1.5.1 Actively promote the HR function within the organisation LPC/HRO

Ongoing

HR brand is well recognised and understood

1.5.2 Obtain feedback on how HR is and should be performing LPC/HRO Quarterly Feedback obtained quarterly and is reviewed

1.6 Measure HR performance

1.6.1 Identify key performance indicators to track the return on investment on HR products and services

LPC Mar 2018 and Ongoing

Established KPIs for all services delivered by HR

1.6.2 Obtain qualitative data from HR stakeholders re HR delivery of products and services

Mar 2018 and Ongoing

Qualitative data obtained and analysed to assess HR delivery

Table 5 – Strategic goal 1


3.2 Strategic goal 2: Talent acquisition

Operational objective 2: To attract and retain high quality staff through the delivery of effective recruitment and induction strategies by December 2018.



2.1 Review and update operational tools and processes

2.1.1 Develop an overarching recruitment strategy to guide recruitment processes and activity, including:

• an employee value proposition (EVP) to enhance the organisation’s attractiveness as an employer

• a systematic approach to senior recruitment including benchmarked timelines

• innovative recruitment strategies, e.g. the use of social networking

• add strategies to the recruitment process to increase diversity of the workforce

• review and reform of current recruitment processes to coordinate roles and responsibilities and maximise efficiency

• review and further development of managers toolkit • regular review of effectiveness or recruitment

processes.

LPC Feb 2018 Recruitment strategy developed and communicated

2.1.2 Update and improve policies and procedures in recruitment, selection and induction processes

LPC/HRO Apr 2018 -

2.1.3 Communicate and train managers in updated procedures LPC/HRO May 2018 -

2.1.4 Review, reform and regularly monitor the induction process to deliver coordinated and effective induction for new staff

LPC/HRO Ongoing -




2.2 Review managers implementation of tools and processes

2.2.1 Provide managers with information on the effectiveness of recruitment and induction processes

LPC/HRO Ongoing -

2.2.2 Collect and analyse data to monitor level and effectiveness of implementation of tools

LPC/HRO Ongoing -

2.3 Identify poor recruitment and induction outcomes

2.3.1 Initiate and support communication and feedback to individuals whose practice results in poor recruitment and induction outcomes

LPC Ongoing -

2.3.2 Provide workshops and just-in-time coaching when poor practice is identified

LPC Ongoing -

2.4 Evaluate internal customer satisfaction

2.4.1 Obtain feedback after each recruitment process to improve recruitment and selection processes

LPC/HRO Ongoing -

2.5 Monitor and review effectiveness of strategies

2.5.1 Monitor and review productivity levels, absenteeism, presentism, staff turnover rates

LPC

Managers

Monthly Monthly statistics collected and analysed



3.3 Strategic goal 3: Talent development

Operational objective 3: To assist managers and staff achieve goals by implementing training and development programs by December 2018.



3.1 Develop overarching professional development plan

3.1.1 Design or source plans to ensure a full range of professional development options are available to staff to meet competency needs and ensure compliance

3.1.2 Conduct workforce planning profile to identify appropriate development plans for individual job holder and cohort

LPC/HRO Mar 2018 Full range of development options are identified for job holder and cohorts

3.2 Develop tailored professional development pathways for specific cohorts

3.2.1 Research, develop and implement a systematic professional development and learning framework that matches staff cohorts with job competencies and skills, and ensures legislative compliance

3.2.2 Communicate to all staff

LPC/HRO Aug 2018 Professional development learning framework communicated and implemented

3.3 Develop leadership programs

3.3.1 Offer and conduct leadership development programs focused on key competencies to enable managers to handle complex human resource issues

LPC/HRO Oct 2018 Leadership development programs conducted

3.3.2 Research, develop and implement a systematic leadership program that builds on and updates the existing Leadership Framework.

LPC/HRO Oct 2018 Improved leadership program implemented



3.4 Strategic goal 4: Performance management

Operational objective 4: To implement a performance management system, by June 2020, that empowers staff to act responsibly, be held accountable for their actions and rewarded for performance excellence.



4.1 Ensure that performance management processes are designed and executed to align and maximise people’s performance with the goals of the organisation

4.1.1 Review the components of the performance management system:

• Job descriptions • Recruitment and selection processes • Performance requirements, standards and measures • Individual performance plans • Performance monitoring and evaluation tools • Performance appraisals • Corrective action – counselling and disciplinary

To ensure they are aligned with the organisational goals.

LPC/CiC Dec 2018 Components of the PMS reviewed and assessed for alignment against organisational goals

4.1.2 Review the following policies and procedures to ensure that they reflect the organisation’s goals, are legislatively compliant, and encourage people to perform.

• Recruitment, selection and induction • Performance appraisals • Mentoring and coaching • Developing performance • Managing poor performance • Disciplinary procedures • Separation of employment • Reward and Recognition • Grievance procedures • Succession planning • Code of Conduct

LPC/HRO Dec 2018 All policies, procedures reviewed, and necessary improvements made




4.1.3 Increase accountability by communicating and fully implementing the performance management process

LPC/HRO Managers

Feb 2019 PM process rolled out across organisation

4.1.4 Train and develop line managers in all aspects of the performance management processes

LPC/HRO June 2019 All managers trained in PM processes

4.1.5 Ensure all staff are trained and understand the performance appraisal process

LPC/HRO June 2019 Staff trained in performance appraisal

4.1.6 Develop coaching skills in line managers

LPC/HRO July 2019 Ongoing

Coaching skills developing

4.1.7 Ensure all staff are fully aware of the intent of policies and procedures

4.1.8 Ensure all staff have access to policies and procedures 4.1.9 Ensure all staff are fully aware of the Code of Conduct

HRO July 2019 Staff aware of and have access to policies and code

4.2 Ensure compensation reflects work being done and motivates employee

4.2.1 Conduct an industry sector review of remuneration and compensation for the travel industry

LPC Sept 2019

Review of industry sector conducted

4.2.2 Conduct an analysis of Plan2go’s remuneration and compensation packages against the industry sector and recognised employers of choice.

LPC Sept 2019 Comparison of Plan2go’s to sector and EOC done

4.2.3 Design new remuneration and compensation packages to reflect industry standard and to ensure retention of employees

LPC Nov 2019 New packages designed

4.2.4 Review all recognition strategies against major competitors and develop strategies for consideration

LPC/HRO Nov 2019 Recognition strategies identified




4.3 Build a culture of learning where people use their own creativity to perform their jobs and freely share ideas

4.3.1 Conduct training needs analysis for all teams in the organisation

LPC/HRO Feb 2020 TNA conducted, and individual and team learning identified

4.3.2 Identify learning opportunities in terms of individual and organisational needs

LPC/HRO Mar 2020 -

4.3.3 Encourage individual and teams to participate learning events

LPC/HRO Mar 2020 -

4.3.4 Develop leaning plans to manage individual and team learning activities

4.3.5 Identify formal/informal learning approach that suit the learning style of the individual

LPC/HRO Apr 2020 Plans developed, and programs implemented

4.3.6 Encourage sharing of learning via work practices LPC/HRO May 2020 Sharing encouraged

4.3.7 Develop policy and procedure for learning, including study leave and payment

LPC/HRO Apr 2020 Procedures written



3.5 Strategic goal 5: Employer of choice

Operational objective 5; To design and develop competitive programs to become an industry recognised employer of choice by July 2019.



5.1 Research competition to identify range of employer of choice strategies

5.1.1 Conduct primary and secondary research on major competitors within Australia, who are recognised as employers of choice

LPC March 2018 Quantity of primary and secondary research conducted

5.2 Identify industry employer of choice activities for travel and tourism sector

5.2.1 Liaise with industry sector peak bodies to identify employer of choice activities

5.2.2 Conduct secondary research on successful international employer of choice organisations

LPC

March 2018

Number of EOC activities identified

5.3 Consultation with relevant stakeholders

5.3.1 Conduct employee surveys to gain feedback on desired employer of choice activities

5.3.2 Liaise with managers

5.3.3 Liaise with the Australian Business Network

HRO

Managers

Apr 2018

Number of employees surveyed

Level of consultation with managers and ABN recorded

5.4 Review current HR practices to identify gap between current activity and employer of choice organisations

5.4.1 Review recruitment procedures

5.4.2 Review remuneration practices

5.4.3 Review training and development policy

5.4.4 Review Career progression opportunities

5.4.5 Review flexibility of workplace practices

5.4.6 Review corporate social responsibility

5.4.7 Review health and well-being practices

5.4.8 Identify gaps between current practices and employer of choice organisations

LPC

HRO

Managers

June 2018 Number of HR practices reviewed number of gaps identified




5.5 Identify a range of competitive employer of choice activities and determine cost

5.5.1 Identify and cost a range of employer of choice activities for each of the areas identified in 6.4

LPC

HRO

August 2018

5.6 Present recommended employer of choice activities to executive team

5.6.1 Present findings to executive team

5.6.2 Present range of options and costings

5.6.3 Present recommended options and costings

5.6.4 Gain executive approval

LPC

HRO

October 2018

Number of EOC options approved

5.7 Incorporate employer of choice activities

5.7.1 Design a implementation program for all approved employer of choice activities in consultation with line managers

5.7.2 Develop a communication process to advise staff of new employer of choice strategies

5.7.3 Incorporate new employer of choice activities into workplace policies and procedures

5.7.4 Update and redesign all necessary workplace documentation

5.7.5 Review implementation on an ongoing basis

LPC

HRO

October 2018 and ongoing

Number of EOC programs implemented

Number of staff aware of EOC activities

Amount of documentation updated

Frequency of review

5.8 Update brand image 5.8.1 Incorporate new employer of choice activities into company marketing strategies

LMP Jan 2019 Number of marketing strategies that include EOC



3.6 Strategic goal 6: Work-life harmony

Operational objective 6: To assimilate work-life harmony into the culture of Plan2go by Feb 2020.



6.1 Flexible work arrangements

6.1.1 Scope following options: telecommuting, remote working, flexi-time, flexible lunch time, job sharing, phased retirement.

For all approved options, see the following:

LPO Dec 2018 Number and detail of options scoped

6.1.2 Develop clear and inclusive policies and procedures for flexible work arrangements

LPO/HRO Mar 2019 User friendly policies and procedures developed, supported by appropriate documentation

6.1.3 Develop processes and forms for application and approval of flexible work arrangements

HRO Mar 2019 -

6.1.4 Communicate flexible arrangements to managers/staff CiC/LPO

Ongoing Number of mangers and staff trained in use

6.1.5 Train managers in policies, procedures, processes for flexible arrangements

HRO May 2019 and ongoing

Flexible work arrangements being adopted effectively

6.1.6 Train staff in policies, procedures, processes for flexible arrangements

HRO Jul 2019 and ongoing

-

6.1.7 Build into induction processes HRO Aug 2019 -

6.1.8 Phase in new flexible work arrangements LPO/Managers Aug-Nov 2019

-




6.2 Enhanced leave benefits (in addition to statutory leave)

6.2.1 Scope following options:

Extended maternity/paternity leave, extended child care leave, study/exam leave and career break leave.

For all approved options:

LPO Feb 2019 Number and detail of options scoped

6.2.2 Develop clear and inclusive policies and procedures for enhanced leave

LPO/HRO May 2019 User friendly policies and procedures developed, supported by appropriate documentation

6.2.3 Develop processes and forms HRO June 2019 Number of mangers and staff aware of enhanced leave options

6.2.4 Communicate enhanced leave options to managers and staff

CiC/LPO Jul 2019 Enhanced leave options utilised by staff

6.2.5 Implement into the induction process HRO Jul 2019

6.3 Employee support schemes

6.3.1 Scope and cost the following schemes, facilities and benefits:

• Health and wellness program • Health screening • Gym membership subsidy • Financial and tax advice • Employee discount

For all approved options:

LPO Oct 2019

Number and detail of options scoped

6.3.2 Develop clear and inclusive policies and procedures for enhanced leave

LPO/HRO Dec 2019 User friendly policies and procedures developed, supported by appropriate documentation




6.3.3 Develop processes and forms HRO Dec 2019

-

6.3.4 Communicate to managers and staff CiC/LPO Jan 2020 Number of mangers and staff trained in use

6.3.5 Implement into the induction process HRO Jan 2020 Number of schemes being utilised by staff

6.4 Conduct regular employee surveys

6.4.1 Develop and implement data collection, analyse results and make broadly available

HRO Quarterly Utilisation of data to inform HR practices

6.5 Monitor and review effectiveness of strategies

6.5.1 Monitor and review productivity levels, absenteeism, presentism, staff turnover rates

LPC

Managers

Monthly Monthly statistics collected and analysed



3.7 Strategic goal 7: Culture

Operational objective 7: To assist the development of an innovative organisational culture, through aligned HR systems and processes over the life of the operational plan.



7.1 Hire for innovation 7.1.1 Build into relevant job descriptions innovative capabilities

7.1.2 Recruit for recognised innovative capabilities

7.1.3 Ensure recruitment strategies reflect the desired culture of the organisation to attract suitable candidates

LPC/HRO June 2018 Job descriptions reflect innovative capabilities

Number of candidates with innovative capabilities

7.2 Create a culture of innovation

7.2.1 Develop and communicate systems and tools that encourage and support innovation, continuous improvement, and safety

LPC/HRO May 2019 Systems and tools support and encourage culture

7.2.2 Ensure policies and procedures encourage and support innovation, continuous improvement, and safety

LPC/HRO May 2019 Policies and procedures are utilised

7.2.3 Maintain flat organisation structure to encourage openness and seamless communication

LPC/HRO Ongoing Flat structure

7.2.4 Develop effective work team strategies including: think tanks, brainstorming sessions, regular work group meetings with rotating leadership, cross functional project groups

LPC/HRO May 2019

Ongoing

Work teams generating ideas and strategies

7.3 Train and reward for innovation

7.3.1 Develop and communicate policies and procedures to recognise innovation, continuous improvement and safety

LPC May 2019 Policies and procedures are utilised

7.3.2 Train managers in methods to actively encourage and reward innovation, continuous improvement, and safety

July 2019 July 2020

Managers actively encourage and reward

7.3.3 Conduct workshops for staff in the benefits and methods of continuous improvement

July 2019 July 2020

Knowledge and understating of staff


people and culture crew strategic overview and operational

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