Corporate Business Plan: 2024-2028

Informing strategies and plans: Strategic Workforce Plan

The City of Stirling’s workforce is one of its most valuable resources. The Corporate Business Plan 2024–2028 outlines the workforce required to deliver the planned services and projects over the next four years.

The Strategic Workforce Plan 2023–2026 aims to meet various current and future human resource challenges. Initiatives have been developed to build the capability of the City’s workforce so that it can provide high-quality services to the community.

Leadership direction and support, and positive work culture are important in implementing effective workforce strategies. Details of the Strategic Workforce Plan 2023–2026 are provided in the table below.

Focus areas

Initiatives or actions

• Tailor the employee value proposition (EVP) towards brand awareness and attraction of new talent • Implement outcomes of the City’s recruitment and selection practice review and redefine strategic partnerships with labour hire agencies • Design and implement new pathway programs to attract new talent and develop trainees, apprentices and graduates • Identify and build required capabilities and skills aligned to the City’s priorities, including sustainability and digital transformation • Develop and implement a clear learning and development strategy for the City’s workforce • Design leadership development programs and pathways to uplift capability • Develop and activate succession planning and talent management practices • Enable cross-functional collaboration and internal workforce mobility to encourage agility, responsiveness, innovation and engagement of talent • Optimise workload management practices to enhance efficiency • Optimise service delivery partnerships and external relations with City’s stakeholders • Develop a persuasive EVP to enhance the employee experience to engage and retain key talent, including contractor and volunteer workforce • Address identified gaps in diversity, equity and inclusion data and compliance and consider new initiatives to meet targets • Design and implement a safety culture maturity program to uplift the workforce’s focus on health, safety and wellbeing at the City

Workforce attraction Focuses on initiatives that support attraction of external talent into the City

Workforce development Focuses on developing the required capabilities and skills across the workforce to support achievement of the City’s objectives and plans

Workforce optimisation Focuses on initiatives and practices that aim to improve employee and organisational efficiency and decrease operational costs, with the overall goal of improving productivity and performance Workforce engagement Focuses on initiatives that are aimed at enhancing workforce commitment and connection to the City, to support retention and contribution towards achievement of organisational objectives, plans and innovative ways forward

The overall progress of these strategies will be monitored throughout the year and reported in the City’s Annual Report.

CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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