Annual Report 2011 / 12 - New Zealand Trade and Enterprise

12
NEW ZEALAND TRADE AND ENTERPRISE ANNUAL REPORT 2011/12
Culture Survey
NZTE’s 2012 culture survey results showed significant
improvement on the 2010 results across each of the
survey’s 12 sections. The survey was run in February and
86.6% of employees responded.
The engagement profile results were
• 32.6 % were engaged (up from 18.1% in 2010)
• 57.2% were ambivalent (64.0%)
• 10.2% were disengaged (17.9%).
The overall engagement index score (which is the
aggregated score of the six engagement questions) was
75.6, up from 68.8 in 2010, and NZTE are now well above
the public sector average of 71 and private sector average
of 74.
The Key Drivers of engagement for NZTE come from
three sections; ‘Common Purpose’ ‘My Team’ and
‘Learning & Development’. Common Purpose and
Communication and Cooperation were the survey
sections with the two biggest improvements. Culture and
Values, The Person I Report To, Performance Feedback
and Reward and Recognition rounded out the top six.
NZTE’s 2012/13 organisational level action plan is focused
on coaching, learning and development, building a culture
of high performance, and strengthening teamwork. These
are the areas the survey results identified as where the
greatest difference can be made.
NZTE’s aspirational engagement target for the 2012/13
performance year is an engagement index of 83.8, which
is based on the engagement index score of the top 25%
of organisations in the Best Work Places Survey.
Leadership development
NZTE’s commitment to actively growing leadership
and management skills is embedded in the strategic
goal ‘realise the full potential of our people’ and the
principle that the most effective learning occurs through
experience on the job, supplemented by learning through
others and structured learning. In the 2011/12 year NZTE
has developed new Human Resource and Learning and
Development frameworks and revised the competency
model – all foundation documents for development of
future leadership programmes. The first resources in
NZTE’s development toolkit for managers have been the
new performance planning and review practices, and
the subscription to a content rich online leadership and
management learning resource accessible to both our
domestic and internationally based managers.
Individual performance management
All employees participate in NZTE’s individual
performance management system. Each individual’s
annual performance plan also includes a development
plan where an employee and their manager identify
specific learning and development requirements, which
may be on-the-job or formal training. These plans
contribute to building employee capability in support
of NZTE’s strategy. NZTE’s individual performance
plans recognise both delivery against key performance
indicators and behaviours to further enhance our drive
towards excellence.
Being a good employer
NZTE is committed to being a good employer and an
employer of choice; fulfilling our requirement under the
‘Crown Entities Act 2004’ to be a good employer. NZTE
meets its obligations by having people policies that
include the NZTE standards of integrity and conduct,
equal employment opportunities, health and safety,
recruitment and selection, flexible working arrangements,
protected disclosures and anti-harassment safeguards.
NZTE’s health and safety initiatives include access to the
Employee Assistance Support programme, workstation
assessments and planning for pandemics. NZTE
continues to have low levels of work-related accidents
and injuries.
NZTE people are passionate about what they do, and
our characters of ‘One Team, Astute, Agile, Adventurous’
reflect the behaviours and attributes we expect of, and
encourage in, our employees.