Annual Report 2006: Part three - Key strategies
Becoming an employer of choice
An engaged workforce
One of our major initiatives, designed to assist us to achieve the goal of employer of choice, was to understand and develop our level of employee engagement. International research shows that a highly engaged workforce is highly productive, improving organisational performance and employee retention rates.
To help us determine our level of engagement we conducted our first Gallup engagement survey in November 2005. The survey results showed that we have a strong and positive climate, with our people recognising that the organisation provides good opportunities to learn and grow in the job. The survey identified some opportunities for improvement and we are developing action plans to address these areas. For example, to address the statement, "I know what is expected of me", we have introduced improved, clearer business plans and job expectations.
Attracting and recruiting employees
During the year, we completed a review of our recruitment processes. The review identified a number of enhancements to our recruitment processes to meet our strategic workforce goals. We plan to implement improvements over the coming year.
A major area of focus is on enhancing job seekers' perceptions that Inland Revenue is an attractive place to work. Initial activities include our participation in the State Services Commission's employment brand research, which will be complemented by further work on identifying and developing value as an employer.
Relationships with the unions who represent our people
We are committed to building positive relationships with the unions who represent our people. These are:
- Public Service Association (representing approximately 2,900 of our people) who have actively participated in a wide range of initiatives and projects with us this year
- Taxpro (representing nearly 700 of our people) also have a strong relationship and work with us in a constructive and positive manner.
Examples of initiatives that our unions have contributed to during the year include the introduction of our new imaging technology, Working for Families, the Audit Strategy and the development of the business plan Our Way Forward.
Other pages in: Part three - Key strategies
- Promoting compliance
- Providing information and support
- Maintaining compliance with the law
- Tackling the harder end of compliance
- Gaining organisational efficiency
- Reducing compliance costs
- Developing the capability of our people and providing the tools they need
- Excellent state servants
- Key people statistics
- Developing our tools
Date published: 06 Nov 2006
Back to top