Page 1941 - Week 07 - Wednesday, 16 June 1993
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CHIEF MINISTER'S DEPARTMENT - MANAGEMENT
Discussion of Matter of Public Importance
Debate resumed.
MS FOLLETT: Thirdly, my managers consulted with staff about change, and they did so in an open manner. That they have been successful, I believe, is evidenced by the fact that staff are increasingly prepared to make concrete suggestions, and they are doing so without fear of criticism.
If I could turn now to the results, I would have to say that my managers expected to be criticised. We all blame the bosses - Mr Stevenson has done it today. The only comment I would make about that is that staff in my department perhaps blame their bosses to a lesser extent than has happened to other bosses through other surveys, and I am pleased about that. The big change that has happened as a result of the survey is that all levels of employees are making a concerted effort to communicate better with each other. I understand that the other big change is that staff now feel that they have the ability to influence outcomes and that their views will be respected.
Some of the changes that have already happened include regular meetings between staff and managers at divisional, branch and section level. An induction manual is to be introduced, and staff are now involved in decisions about their accommodation. At an individual and work unit level, areas are talking to each other about matters of common interest and are taking it on themselves to seek briefings or to contribute to work in other areas of the department. I am advised that the view of many middle level and more junior staff is that morale has improved as a result of this exercise and that working practices have also improved. My senior managers are confident that real and positive change is being achieved, but they would not wish to claim this as a fact until the staff themselves have the opportunity to comment through the next attitude survey.
I think it is one of the most powerful examples of industrial democracy in action. With a reducing budget and with staff at all levels being asked to work harder and smarter and for no extra reward, industrial democracy is one of the strongest weapons that managers have to help them achieve the outcomes that are required of them by government. I state again that I firmly believe in letting the managers manage. I do not expect them to be constantly harangued in this Assembly by members of the Opposition and by Independents. They do not deserve to be political cannon fodder.
MR DE DOMENICO (4.34): Madam Speaker, can I, first of all, say that that last comment by the Chief Minister was a bit unfortunate. In terms of haranguing, this Opposition and, I dare say, the Independents will continue to ask those questions that need to be asked. If some people find that they get upset by that, there is a lot of counselling they can seek from time to time. Can I also say that it was with great interest that I read, although briefly, this quite voluminous document - - -
Mr Lamont: Extract.
MR DE DOMENICO: Mr Lamont is now in a position, apparently, of telling me what I read and what I did not read. He has crystal balls in front of him.
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