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People management

As a relatively small, specialist organisation operating in a market where competition for skilled staff is intense, the GRDC places high priority on looking after its people as well as managing its human resources effectively. This includes monitoring and rewarding individual performance; planning to secure the right suite of skills to meet the current and future needs of the GRDC; and providing a healthy work environment.

Performance management

Excellent performance is encouraged through the GRDC performance management process. Twice each year, all staff are reviewed by their managers according to agreed key result areas and goals. The dialogue between managers and their staff, which is continued between formal reviews, ensures that performance is on track with the strategic direction of the organisation, allows support and realignment if necessary, and reaffirms strong performance. At the end of the year, the annual bonus scheme rewards excellent individual performance while also taking into account the overall performance of the organisation.

Recruitment, training, retention and succession management

During the year, ten staff members were recruited to fill vacancies. The job market tightened further during the period as organisations competed for staff. The strong reputation of the GRDC in the agricultural sector has paid dividends by attracting key people.

In 2007–08, two executive managers attended formal strategic leadership training, several staff members continued formal study and other members of staff attended short courses and conferences. Mr Geoff Budd completed his training with the Australian Rural Leadership Program, which aims to develop leaders in rural Australia while forging networks and relationships between the participants. Mrs Leecia Angus was awarded one of two grains industry scholarships to participate in the program in 2008.

The GRDC values its people and aims to retain their services. Identifying why people choose to remain in the GRDC is important. The GRDC understands that people may choose to stay for financial and non-financial reasons. It recognises that people need to be well remunerated but that they also value training and development, a good organisational culture, extra staff benefits such as health initiatives and work–life balance, and the knowledge that the GRDC cares for all its staff members.

A formal succession management process takes place yearly, when all staff are rated according to their potential to succeed in certain roles. Staff with good potential are identified and encouraged to develop their skills and trained to be able to take on new roles, should the need arise. The succession plan is a successful retention tool, as staff are recognised for their skills and performance.

Table 21 Breakdown of staff by age and gender
	20–30 yrs	30–40 yrs	40–50 yrs	50–60 yrs	>60 yrs	Female	Male	Total
2006–07	11	10	11	10	1	21	22	43
2006–07	26%	23%	26%	23%	2%	49%	51%	100%
2007–08	9	15	11	10	2	22	25	47
2007–08	19%	32%	24%	21%	4%	47%	53%	100%

During 2007–08 the GRDC conducted a review of its occupational health and safety (OH&S) polices and procedures and worked to implement changes resulting from the Occupational Health and Safety (Commonwealth Employment) Amendment Act 2006. The GRDC (in consultation with its employees) worked on the implementation of its Health and Safety Management Arrangements (HSMAs) as required under section 16(2)(d) of the Occupational Health and Safety Act 1991. The GRDC will use the HSMAs as one of the main mechanisms to demonstrate its commitment in meeting its duty of care.

In May 2008, a new Health and Safety Representative (HSR) was elected. The HSR will continue to review the health and safety procedures in place and expand those where necessary. Under the GRDC’s HSMAs, the formation of a Health and Safety Committee has been proposed, so that staff will be able to participate fully in the OH&S process in operation in their workplace.

Table 22 provides a summary of other activities undertaken during 2007–08 in relation to OH&S.

Code of conduct

The GRDC Code of Business Conduct and Ethical Behaviour is published as part of the GRDC Operating Manual, and copies of the code are publicly available upon request.

New staff members are introduced to the code during induction, and presentations on the code are made to staff at regular intervals. All staff have access to the code via the policies section on the GRDC intranet.

Equal employment opportunity

Staff are employed under terms and conditions consistent with the Equal Employment Opportunity (Commonwealth Authorities) Act 1987 and the equal employment policy set out in the GRDC Operating Manual. Table 21 shows the age and gender profile of GRDC staff for the past two reporting periods.

Disability strategies

In addition to offering terms and conditions consistent with equal employment opportunity, the GRDC is committed to ensuring that its employment polices and procedures comply with the requirements of the Disability Discrimination Act 1992. The GRDC seeks to remove obstacles that may discourage people with disabilities from contributing to the work of the GRDC.

During 2007–08 progress in implementing the Commonwealth Disability Strategy included the following:

All GRDC employment policies, procedures and practices complied with the requirements of the Disability Discrimination Act 1992.
All recruitment documentation provided by the GRDC was available in alternative forms, including in hard copy (provided on request) and on the GRDC website.
Information and advice on ‘reasonable adjustment’ principles was provided to managers and recruiters on request.

Occupational health and safety

The GRDC is committed to the health, safety and wellbeing of its employees. It complies with the Occupational Health and Safety Act 1991 and takes all reasonably practicable steps to ensure a safe working environment.

Table 22 GRDC occupational health and safety performance
Indicators	Performance
Training and awareness of occupational health and safety (OH&S) requirements	Important activities conducted during the year included: training on emergency procedures for new staff senior first aid officer training for two staff members ComCare-accredited OH&S training for the Health and Safety Representative the annual emergency building evacuation and fire drill the annual check and restock of the first aid kit the establishment of more extensive OH&S policies.
Improved internal security arrangements	Compliance with the Protective Security Manual was implemented in stages. The internal alarm system was upgraded.
Workplace facilities maintained to a high standard	Activities to ensure that facilities were well-maintained during the year included: twice-yearly inspection of fire extinguishers annual radiation check of microwave ovens regular inspection of smoke detectors painting, and cleaning of carpets.