Workplace Improvements

Workplaces use different systems for managing improvements. Workplace processes, including policies and procedures are generally developed through consultation with a variety of stakeholders including employees, clients, their families, staff, carers and management.

Some methods of contributing to continuous improvement include:

• Reading through workplace policies and procedures to stay informed on guidelines and procedures
• Regularly meet with your Supervisor and other experienced workers who are familiar with organisational processes
• Stay observant and being aware of new industry changes or processes
• Ask questions - If you are unsure of any situation in the workplace, always ask questions

The DMAIC Method

The DMAIC method involves a process of working with information to drive a change or improvement in a workplace and is used in many organisations and businesses. For more information about this method you can read through the information within this link: The DMAIC Process

• Define: define the prblem
• Measure: collect the data or information
• Analyse: analyse what is happening and why
• Improve: plan for improvement
• Control: control the improvement to ensure that it continues

Workplaces build in the process of continually striving to improve in a number of different ways, but they all have one thing in common –there is a focus on improvements being a process, rather than as something which has a definite end point. If you think about any change or opportunity for improvement in a workplace, you will realise that improved quality does not equal an end point, but rather a new opportunity.

Work practices that need improvement

Work practices are those daily, weekly and monthly processes that are a part of the regular and occasional activities of a workplace. Work practices are generally driven by the strategic direction and values of management, and by the objectives and goals that are being sought.

Work practices are often controlled and managed through the use of policies, procedures, protocols and standardised record keeping and documentation.

Work practices can include tasks and processes such as:

• Complying with workplace policies and procedures
• Take reasonable care for your health and safety in the workplace
• Providing guidance and advice
• Acting on information
• Not interfering or misusing items or facilities provided in the workplace
• Comply with work role boundaries

Work practices in employment services should be timely, effective and accurate. Work practices which are not may compromise the outcomes of the business and reduce capacity to achieve strategic goals and objectives.

When planning to improve a work practice, it is important to think clearly about exactly what needs to be improved and why.

Improvements may be focused on areas of performance such as those related to quality, efficiency, productivity or diversification.

SMART goals

SMART is an acronym that can help with planning workplace improvements. It is a simple, easy to implement approach which can be very effective in achieving better work practices.

Specific

• clear
• precise
• detailed

Measurable

• can be measured using time, date, places, people
• provides a measurement for success

Achievable

• can be achieved in the timeframe, using the available resources

Realistic

• is aligned with the values, goals and direction of the team or organisation
• can be achieved given other tasks and priorities

Time limited

• has a set date or time for completion

Improving legal and ethical responsibilities

Clear communication and ongoing support and monitoring is useful for ensuring that there is an ongoing improvement in the capacity of people and teams to meet their legal and ethical responsibilities. Legislation and ethical requirements of the sector are constantly changing, so it is important to stay up to date. A forward-thinking workplace and mindset will help you grow in your knowledge and skills over time and will make sure you are ready to meet the challenges that each new year brings.

Your own legal and ethical responsibilities may be included in your position description as well as being embedded within the policies, procedures and protocols of your workplace. However you also need to take some responsibility for maintaining your own professional learning and knowledge into the future.

You can find out about changes in legislation by visiting websites such as:

• Human Rights and Equal Opportunity Commission
• The Department of Employment, Skills, Family and Small Business

Identifying situations for improvement

If you observe something in your workplace that you feel needs improvement, what do you do? Some people simply carry on with their usual work tasks, and leave the solutions finding to others. But if everyone did that, nothing would ever improve in a workplace. It is important that people take responsibility and feel ownership of the things that can make a difference across the whole of a workplace or team, not just within their own job role.

Ask yourself some questions if you see something which could be improved at work:

• What is the exact nature of the problem?
• Does this occur other often, or is it an occasional problem which is not likely to reoccur?
• What changes need to occur to help improve the situation?
• Can I do something or say something that will make a difference?

These questions will help you clarify your thinking about your own actions when you identify something which needs to be improved.

Of course, there are also more formal workplace systems in place which will help identify situations for improvement.

These include tools like:

• Surveys and satisfaction questionnaires
• data collection about usage, client and employer retention and placement outcomes
• efficiency and effectiveness surveys
• analysis of project costs and outcomes

Managing improvements

Workplaces use many different methods for managing improvements as part of a commitment to quality. Quality circles and an effective complaints management system are two ways that a workplace can manage the improvements that need to occur to help them deliver quality outcomes in specific situations. Both these approaches can fit within a broader system of continuous improvement.

Quality circles

One tool that is commonly used is called quality circles. In this approach, groups of workers get together regularly and discuss problems related to quality. They identify problems, consider options for improvement and make presentations to management to share their ideas. Quality circles are useful for reducing costs and improving efficiency in a workplace.

Complaints management

Although it is tempting to see complaints as being a purely negative concept, in fact they can be a useful tool for helping to improve the way a workplace operates. Complaints can stem from several different sources:

Complaints should be carefully recorded and then actioned within your workplace system. This does not mean simply ‘filing’ the complaint and never thinking about it again, of course! Complaints are an indicator that there is something which may need to be addressed. They should be seen as an early opportunity to improve performance in a very specific way.

Here are the stages that are used for managing a complaint:

• Acknowledge: verbally or in writing and provide information about the complaints process
• Investigate: what the complaint is about and who is involved in the situation
• Respond: make a decision about the complaint and keep the person informed about the status of their complaint
• Follow up: check if the person is satisfied with the response and consider if further is needed
• Reflect: what can you and your service learn from the complaint? Can it be included in continuous improvement processes?

Record keeping

It is important to keep good records about improvements which are made in a workplace. This helps other people to be informed about what has happened over time, and to understand the situations and decisions which have led to particular outcomes or changes.

A good record keeping system ensures that documents, data and physical items are stored and recorded correctly and meaningfully. Many workplaces use a variety of systems for keeping records, and you may need to spend some time learning to use each one.

Record keeping systems may include:

• Financial records
• Records of pay, tax and superannuation
• Client details and profiles
• Outcomes of tasks and actions
• Contact records
• Employer details and profiles
• Daily, weekly and monthly work tasks
• Collaborative and project-based work systems

Records may be available to different groups of people. For example, records about the name, address, contact details and ABN of a business will be freely available to people who are within and external to the business. Records related to job seeker profiles will only be available to people within the business who have a need to access the information.

Record keeping may be completed using physical paper copies of documents, or through digital records included in file systems and databases on internal systems or externally using cloud based storage. Access to records may be protected using physical and digital tools, such as storing physical records in a locked filing cabinet and storing digital records on a secure device in a database which is password protected.

In some situations, records may need to be made available for different groups of people, such as when there is a court order to produce information.

Record keeping should be completed in line with:

• the requirements of your workplace
• the Australian Privacy Principles
• other relevant federal or state/territory legislation
• funding body requirements

There may be specific requirements for your workplace and the records which are required, in line with the expectations of government funding bodies and the relevant state/territory or federal legislation. You should speak with your supervisor about the record keeping requirements for your workplace.

Getting involved in improving performance

Getting involved in opportunities for performance improvement is a great way of building your own knowledge and skills, and contributing effectively to your workplace. You can get involved by taking part in team meetings, joining a quality circle, providing feedback and suggestions to others, or working on your own performance against key performance indicators.

Feedback is an important tool for communicating information to colleagues, supervisors and others in the workplace. Feedback is a type of communication, and it is used in many workplaces to enhance performance of individual team members and the organisation as a whole.

Feedback is what allows people to learn from their experiences and from the input of others. Feedback can be positive or negative, although often people are concerned that if they are receiving feedback, it must be because they have done something incorrectly. In fact, feedback is a great way of encouraging people to continue doing something they already do well.

Feedback can be provided in a range of formats:

You should choose the best feedback format to meet the needs of the person with whom you are communicating.

How to share feedback with colleagues

Sharing feedback with colleagues is helpful as part of an ongoing commitment to continuous improvement in your workplace. Feedback with colleagues can help your whole team to develop and improve over time, and this in turn contributes to broader workplace goals and strategic directions.

Feedback with colleagues can be formal or informal, and it is important to think carefully about which is the best approach. If the feedback is time critical or relates to a significant issue or concern, you should use formal feedback channels. If the feedback is not time critical or does not relate to a significant issue or concern, you can choose to use formal or informal feedback.

Formal feedback with colleagues

You could use one of the following methods to share formal feedback:

• A feedback form
• An email which is courtesy copied to your supervisor
• An agenda item during a team meeting
• A planned discussion or mediation session
• A professional performance review item

You should choose which approach is suitable for the situation.

Informal feedback with colleagues

You could use one of the following methods to share informal feedback:

• A comment during a team meeting
• A discussion in a face to face interaction
• An email or text message
• A note

You should choose which approach is best for the situation.

How to share feedback with supervisors

There may be situations which arise in your workplace which require you to provide feedback to your supervisors about legal or ethical issues. There are a number of situations in which this might occur, including:

• A concern about a legal issue or problem
• A concern about an ethical issue or problem
• A question or query about legal or ethical issues and problems
• A situation which is outside the scope of your jobrole, experience and skills

Feedback with supervisors can occur informally, or via the established communication channels in your workplace. In many workplaces, systems for feedback and communication have been developed which allow for quick, direct and appropriate information to be shared between workers and supervisors. Where possible, you should use the established channels of communication for sharing feedback with supervisors.

Being pro-active

A pro-active approach to sharing feedback is helpful in a forward thinking, results focused workplace. Workers who are pro-active are able to quickly identify problems and issues of concern, think about the situation and its solution, and manage the legal and ethical implications for their organisation.

Being pro-active involves planning ahead, thinking and predicting what might happen and taking steps to achieve particular results or outcomes, rather than simply reacting in response to a situation arising.

Most workplaces use both team level and whole of organisation level review processes to help them refine their policies and protocols, and to ensure that the systems of work are appropriate and relevant for the tasks that are done each day.

Your involvement in providing feedback, making suggestions and being involved in document development and review is important. It contributes to the continuous improvement cycle of your workplace and ensures that goals are able to be achieved and that the strategic direction of the organisation is being followed.

Contributing to reviews

You may be asked to contribute to a policy or protocol in your workplace. This is an opportunity to provide feedback and information to your supervisor and others in your work team about the way you interact with the policies and protocols which are relevant to you and your work tasks. Reviews of policies and procedures and protocols generally occur on a 12 monthly basis. If you check the footer or last page of a document such as a workplace policy, you will note some information about review details for the document. This might include:

• When the document was written or revised
• When it is due to be reviewed next
• Who is responsible for the document’s maintenance (this may be a single person or a group, team or committee)
• What the document is titled and any reference numbers or coding

Reviews will examine a wide range of factors that might relate to the document. The following table explains some of the factors and how they might be checked as part of a review process:

Factor	What to consider
Dates	Are they current? Does the date for next review and the dates of any projects, timelines or actions need to be updated?
People	Is the organistional information such as titles, positions and charts still up to date?
Other policies and protocols	Does this policy or protocol refer to any other documents that might have changed?
Legislation updates	Have there been any changes to legislation at the state/territory or federal level?
Community expectations/ethical issues	Does the document still reflect current community expectations and the views and values which are required for best practice organisations?
Government changes	Have there been any changes to government policy or frameworks that are significant?
Fit for purpose	Does the document do what it is intended to do effectively and clearly?
Complaints/feedback	Has there been any specific feedback or complaints received about this document, or about issues related to the document?

How to get involved in opportunities

There are several ways you can contribute to the development of policies and protocols at your workplace:

How to identify opportunities to contribute

Continuous improvement and team-based opportunities within your own workplace can be identified in several ways. These include:

• Reading staff newsletters
• Participating in written or verbal discussions
• Responding to invitations to participate in groups or meetings
• Attending regular, planned team meetings
• Joining in project-based meetings
• Accessing video conferencing interactions
• Responding to situational interactions in response to a problem or issue

There may also be opportunities which arise outside of your own workplace. Steering committees and project groups sometimes meet to discuss strategic directions or opportunities to collaborate on tasks and projects. You may be able to be involved in external experiences that allow you to contribute your own knowledge and skills with a wider range of people.

If you are offered an opportunity to contribute, you should plan how to respond. You may need to send an email or have a conversation with your supervisor to talk about what you can do and how you can help. You might need to allocate time in your work schedule to attend a meeting, or to spend some time preparing for a meeting or responding to action items that occur during a meeting.

You should aim to collaborate with your workplace and your supervisor to maintain your own knowledge and skills as a professional. Workforce development is not just the responsibility of your employer –you also need to take some ownership of your own career and put steps in place to help build your capabilities.

Self-development takes time and commitment, and it is important to set aside some regular opportunities to take part in self-development. You should allow enough time to carefully plan and choose the right activities and experiences for your needs, as well as to participate and then evaluate and reflect upon what you have learnt.Self-development is an ongoing process that should be focused on accessing the right information and activities to help you grow as a professional as well as to enhance your workplace performance.

Spend some time to develop clearly written goals that allow you to see what it is you want to learn in the future as well as some indicators so you will know when you have achieved your goals.

Building your own professional knowledge and skills

As a professional, it is important to take some responsibility for your own development and to focus on activities and experiences that help you build knowledge and skills. Do not assume that once you have completed a qualification, you will know everything there is to know about working in employment services. Most people find that they need to attend some activities and undertake specific learning tasks to help them continue to grow and meet the goals and objectives of their organisation and work team.

Accessing information

There are many ways to access information and it is important to find approaches that work well for you. Some people prefer to do most of their learning online, while others relish being in a face to face environment. Some people prefer to learn at home at their own pace, while others thrive in a situation where they can interact with others and discuss, share and problem solve together.

Work with your supervisor and team to help find the best options for your own needs and preferences as well as the expectations of your workplace.

Ongoing professional development

A professional development plan helps to give focus and direction to your ongoing professional development needs. Employment services work is constantly changing, and it is important to stay up to date and informed. You can access many different types of professional development and you may find there are so many opportunities it is impossible to attend or complete them all! This is where a professional development plan can help –it gives your professional development needs an important structure and ensures they are aligned closely with your workplace goals and strategic direction.

Professional development plans

Professional development plans generally help answer the questions:

• What are your current capabilities and areas of strength?
• What do you want to learn next?
• How can you achieve this learning?
• What will success look like for you?
• What indicators will show that your skills and knowledge have improved?

Professional self-development plans are usually completed on a regular cycle in conjunction with other workers and typically with your supervisor.

Professional self-development plans are often set over a 12 month period, which allows for extensive time to be devoted to the development of skills and the attainment of goals. These plans can link closely with the broader goals of a team and the organisation, allowing for training needs across a whole organisation to be met effectively through carefully structured plans.

Self-reflection for professional development

Self-reflection is useful for helping you to develop as a professional and to ensure you are continually building on your competence and knowledge.

Many people find a model such as the Atkins and Murphy Self-Reflection Model helps them to remember what is important in self-reflection. Using this model, workers can consider how they responded to a particular situation and what they might learn from it.

This model is ideal for helping you to consider ethical or legal challenges which you might encounter. Under this model, there is a process of thinking carefully and deeply about what has occurred and what you learnt, felt and thought in response to the situation. It is important to consider the relevance of learning under this model, as not everything that you have experienced in a situation will be applicable to helping you prepare for new experiences in the future. The key to success with this model is to identify the things you have learnt which will help you to perform more effectively in the future, and to use this information to help you move forward.

90 day learning cycles

Some workplaces use a 90 day learning cycle as a tool to help people to plan their learning over a 90 day period. Under this approach, you dedicate time to writing goals to help achieve specific competencies for your own learning over the next 90 days as well as reflecting back on the previous 90 days.The 90 day learning cycle is helpful for encouraging you to take responsibility and be accountable for your learning.

In summary, workplace improvements are essential for enhancing efficiency, productivity, and effectiveness within organizations.

This topic has explored continuous improvement frameworks as a structured approach to developing skills, competence, work systems, and outcomes. It emphasizes the importance of constantly evaluating and improving the processes and practices within a business. This topic provides insights into various aspects of workplace improvements, including measuring improvements, contributing to them, identifying and managing improvements, utilizing feedback, engaging in professional development, and engaging in reflection.

By engaging with this topic, individuals are equipped with the knowledge and tools to participate in and drive positive changes within their workplace actively. The adoption of continuous improvement principles and practices fosters a culture of growth, innovation, and ongoing development, leading to improved outcomes and overall organizational success.