Our Staff
It was valuable to understand the wiring under the board. How government works, and the decisions and actions coming out of government make a lot more sense to me now.
LEONIE BOYD GENERAL MANAGER, PEOPLE + CULTURE
Following her secondment with the Department of Communities
LEAH WATKINS WA MANAGER, TENANT ENGAGEMENT + CAPACITY BUILDING
With the launch of Housing Choices’ 5-Year Strategic Plan, the People and Culture team continues to nurture an inclusive, resilient, and resident-focused organisation to build the platform we need to achieve our strategic horizons. Investing in our people and leadership, building our transformational muscle, and ensuring our structure and operating model supports our people to do their best work will mean better outcomes for residents.
The key strengths identified by sta :
Investing in our people and leadership will play an important part to nurture a strong, and one-team common culture across the organisation. We were excited to welcome work experience students from universities to support the next generation of talent and encourage current sta to stretch themselves with secondments and other training opportunities.
• Transformational; HCA employees know and understand the needs of our residents and our primary services as an organisation. • Transactional; demonstrating respect to team members, concern for the resident and encouraging participation. • Individual; there is cooperation, teamwork and mutual respect among team members.
STAFF SURVEY
The opportunities identified by sta :
PROFESSIONAL DEVELOPMENT AND ACHIEVEMENTS
“To be high performing, we must lean into factors that transform us as an organisation. What is our purpose? How will we realise it? How can we all lead towards a new direction?” Earlier this year, Housing Choices completed an organisational performance and maturity assessment. This involved a series of interactive workshops with sta and fed into our strategic planning. Central to e ective change and performance are our people – their needs, capabilities and motivation to achieve our organisations goals. For us to better build on our strengths, we needed to understand our behaviours, communication, processes and systems so these practices can be replicated and enhanced across Housing Choices.
• Transformational; represents the greatest opportunity with an emphasis on psychological safety, transferring knowledge, and continuous improvement • Transactional; the breadth and depth of responsibilities and organisation to work e ectively and collaboratively across departments. • Individual; employee motivations are aligned to the mission and purpose, and the appropriate identification of people for promotion and project assignments Listening to our people at Housing Choices Australia is the foundation to building a common culture, building our transformational muscle, and investing in our people and leadership where it will be most e ective.
We are thrilled that more than 25 sta have graduated from a mini-MBA in partnership with the Australian Institute of Management. The self-paced online study and onsite workshops supported these sta members to deepen their problem-solving skills and sharpen their strategic analysis. Establishing Housing Choices’ inaugural national Diversity, Equity, Inclusion and Belonging (DEIB) Committee this year was an important first step in advancing and embedding the principles of DEIB across all areas of the organisations processes and ways of working. The next step is to establish a strong working group from across the organisation and develop a strategy, detailed workplan and roadmap to implement actions.
16 | Housing Choices Australia
Made with FlippingBook - Share PDF online