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People and
safety
AGL Energy Limited 52
Employee engagement
Talent acquisition and development
Attracting and retaining the right people, and developing
their skills and talents, is one of the most critical
challenges and opportunities AGL faces in meeting
its strategic objectives.
The ‘war for talent’ in the energy sector presents a strategic
opportunity and threat for AGL. The energy industry is rapidly
changing due to government deregulation, climate change policies
and the development of renewable energy technology. Having the
right people with the right skills in place will be a key enabler for
AGL in responding to these challenges.
Talent acquisition
The strength of a good employer brand lies in the ability to attract
the right people with the right skills who are the right fit for the
business. The business benefits through decreased attrition rates,
and customers benefit by dealing with enthusiastic and engaged
employees. In turn, a positive customer experience is reflected in
AGL’s bottom line and in shareholder value.
AGL offers a work environment which is stimulating, collaborative
and productive. AGL also supports the aspirations of employees who
seek to develop their careers at AGL – whether moving up through
leadership roles in the organisation or by expanding their skills and
experience as specialists in their chosen field. The AGL Employment
Value Proposition (EVP) describes the unique and compelling
rewards and benefits (tangible and intangible) offered by AGL,
in return for the skills, capabilities and experiences that employees
bring to AGL.
During FY2012, AGL undertook further work to enhance and
communicate its EVP, including the launch of an EVP booklet
which was distributed to all employees with a letter from the CEO.
This booklet summarises and explores AGL’s EVP and the letter
highlighted initiatives completed over the past 12 months that
have helped make AGL an even better place to work. Commencing
in July 2012, AGL is embarking on a major research project to
segment EVPs down to each Business Unit. This work will be
completed during the FY2013 reporting period.
After the successful pilot of AGL’s new recruitment delivery
model within Customer Services, in FY2011, AGL has expanded
it to support the entire company. The RPO (Recruitment Process
Outsourcing) is an outsourced team (“AGL Careers”) of on-site
recruitment specialists that support the business for the recruitment
of all permanent and contracting positions at AGL. The results so far
are impressive with leader satisfaction with AGL Careers reported at
93%. The new model has delivered a significant reduction of agency
usage with 96% of hiring sourced directly by AGL Careers without
the assistance of recruitment agencies.
During 2012, AGL launched LinkedIn as part of its social media
strategy for talent acquisition. LinkedIn will open up new candidate
sourcing channels and marks an exciting transition into a more
proactive and innovative approach to sourcing talent for AGL.
LinkedIn is the world’s largest professional network with over
150 million members globally and growing by one member every
two seconds. 3 million of these members are in Australia.
Talent management
AGL’s Talent Management Program comprises four key areas –
identifying critical roles, succession planning, building talent pipelines
and talent metrics.
In 2012, the business continued to focus on identifying ‘critical roles’.
These are roles that, if vacant, pose the most significant business
risk because they are key to AGL’s new business development,
revenue generation or operational management. Typically critical
roles are difficult to fill quickly with either an external hire or a
ready internal successor. There has also been an additional focus on
identifying roles that are critical to fulfilling AGL’s growth strategy
and roles that will drive competitive advantage and profitability.
To ensure the sustainability of AGL’s most critical business functions,
it is now a requirement that all senior critical roles have a succession
plan in place to ensure that there is a pipeline of key talent being
actively developed in the capability areas required for role success.
Profiling of critical roles is being undertaken to enable ‘role success’
to be defined and then used to develop and source talent.
Compliance training
Compliance Area
Completion Rate
1
Code of Conduct
94%
Diversity and Inclusion
91%
Health, Safety and Environment
95%
Information Security
87%
Privacy
89%
Risk
86%
Trade Practices Act (TPA)
2
Course under re-development
Notes
1 Completion rates include employees that have completed the courses for their Induction or Annual Refresher training. Employees that were still in their Induction period
as at 30 June 2012 have been excluded from the completion rate.
2 The new
Competition and Consumer Act 2011
(Cth) (formerly the TPA) course is currently being re-developed and will be ready for the next Induction/Refresher training
rollout in December 2012.