Public Trust - Annual Report 2011 - Crown Ownership Monitoring Unit

29These included:• provision of good and safe working conditions• equal employment opportunities (EEO)• impartial and transparent recruitment and selection practices• recognition of the aims, employment requirements andinvolvement of Maori• opportunities for the development of individual employees• recognition of the aims, employment requirements andinvolvement of ethnic or minority groups• the employment requirements of persons with disabilities.The areas of focus are divided across seven major areas,each of which is detailed below.People and cultureWe have continued to focus on developing the capability andperformance levels of our employees as we implement thePTON transformation change programme.Each year Public Trust undertakes a survey of all employees toassess the level of employee commitment, satisfaction, advocacyand pride our people have in Public Trust as an employer.Conducted by an external consultancy Right Management theJuly 2011 survey received a response rate of 82% and an overalllevel of engagement of 39% slightly down on the 2010 surveyresult of 41%. Whilst a drop was disappointing, it was expectedgiven the quantum of change being implemented across PublicTrust. To increase the level of engagement with our people thepriority is to work with employees to identify the actions thatwill lift engagement in our workplace.During the year we continued to work in partnership withthe Public Service Association (PSA) and internal delegates oninitiatives that could or did affect employee’s terms and conditionsof employment. The Collective Agreement with the PSA expiredon 30 September 2010 and a new agreement was bargained andratified by members. This included developing a joint workingparty to review the remuneration policy which will be done inconjunction with the development and implementation of ourEmployment Relations Strategy.Recruitment, selection and inductionA range of recruitment activities is used to attract a broad rangeof skilled and experienced applicants, internally and externally, forvacancies while ensuring we maintain appropriate levels of skilland capability requirements for roles.Using structured recruitment and selection practices we continueto ensure that appointments meet our requirements. In the2010/11 year we filled 124 positions with 34 of these beinginternal movements.Appropriate induction of employees continued this year with newemployees completing a self-paced induction pack, and attendingan induction course after spending up to two months in theirroles. We retained membership with the EEO Trust and continueto use the EEO Employers Group branding for all externaladvertisements we place. In addition, every job descriptioncontains our EEO statement of intent.Employee development, promotion and exitSignificant levels of training programmes continue to be deliveredto our employees as we develop and grow our leadership, salesand technical capabilities. Training was undertaken in coreservices including estate management, trusts, Wills, insurance andmortgages as well as behavioural type training on sales techniques.The enhancement of technical capabilities and competencies isundertaken through our distributed learning and developmentfunction within business units. This enables more focused andtailored training programmes to be delivered to develop the corecompetencies of our people.The average expenditure on employee development, coveringboth internal and external courses and conferences, was $740 peremployee. This included:• 59 people undertaking orientation• 621 people undertaking various internal training coursesand workshops• 159 people participating in external courses• 17 people undertaking formal tertiary study through a rangeof institutions.B9