HUMAN RESOURCES
Compassion, collegiality and care This year our people were faced with the challenge of change in various forms – the ongoing uncertainty of COVID-19, new funding models, closure of services and changes in leadership. We welcomed new team members and managers, and we said farewell to others. It has been a big year. I am buoyed by the agility, resilience and persistence shown by our people in responding and adapting to new ways of working.
The Human Resources (HR) team underwent change of its own. In March, we bid goodbye to Executive Manager Liz Razzano. During her three years of service, Liz led the integration of the HR function throughout the organisation, paving the way with a mantra of doing HR with kindness. In planning next steps following Liz’s departure, we took the opportunity to evaluate the HR function. Our purpose as an internal service provider is to be responsive to the needs of the organisation, understanding that those needs evolve over time. With this in mind, we surveyed executive and program managers about their challenges and priorities, and sought feedback about the best ways HR can support them and their teams. The survey confirmed that the HR function was well embedded across the organisation and revealed opportunity for us to work even more closely with units and teams. In response, we introduced a business partnering model, creating two Human Resources Business Partner (HRBP) positions with the vision that each HRBP will partner with their allocated units to provide specific and tailored HR advice and support. In June 2021, I took on the role of HR Business Partner, with recruitment for the second HRBP planned for the new financial year. We were delighted to welcome Jo Melecio to the position of HR/Recruitment Coordinator.
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Centacare Catholic Family Services
Significantly, in the latter part of the year, we participated in the whole of organisation, three-yearly, quality accreditation audit. The HR function was assessed for effectiveness and competency across 10 areas which encompassed HR strategy, ethical standards, and policies and procedures covering the entire employee lifecycle. The feedback from the audit will be a timely resource for the realigned HR team in planning for the next three years. In particular this year, we acknowledge the dedication and hard work of our colleagues in the Quality, Integrity and Support (QIS) Unit for their coordination of the audit, as well as the executive assistants for their effort in compiling supporting evidence. Finally, I take this opportunity to send a heartfelt thank you to each and every Centacare worker across service delivery and corporate services for their compassion, collegiality and care for one another. Amina Mujkic HR Business Partner
579 staff at Centacare
43 years is the average age of staff
4.9 is the average years of employee service
