Strategy: Growing the skills and talents of all our people . Helping our employees to grow their skills, talents and abilities improves the contribution they are able to make to our business and increases their skills and talents as employees both here and beyond AGL.  
 
Highlights 2006/2007
Performance 2006/2007
Actions 2007/2008

 

Leadership Development

As part of AGL’s commitment to leadership development, all of Retail’s 120 leaders were part of an ongoing and comprehensive Leadership Excellence program, to build their skills to lead and coach teams through the challenging Phoenix period.

AGL Educational Assistance Program

AGL’s Educational Assistance Program reimburses the tertiary education fees of eligible employees upon successful completion of a unit of study relevant to a current or future AGL role. This year employees were assisted through the program with reimbursements totalling more than $94,000.

 

Our electronic Job Board encourages the movement of employees across the business, by advertising position vacancies (except for very senior roles) prior to recruiting externally. 

  Performance Planning, Review and Development

AGL’s Performance Planning, Review and Development process is the foundation for managing and growing the skills and talents of our people. With elements including a Personal Performance Plan (or Dashboards for senior leaders), monthly work in progress meetings and annual performance review and personal development plans, the model provides a robust framework by which employees receive regular coaching on their performance and plan their growth path for the future. This year 100% of those employees with Dashboards, and an estimated 60% of other employees received an annual performance and development review.

 

Our talent and succession process gives ongoing visibility for AGL’s future leaders, and incorporates mechanisms to fast track the growth of key individuals through initiatives like special projects, funding of additional study and secondments to other areas. This year the talent and succession process was instrumental in actively growing the career paths of a number of employees in the Merchant and Retail teams. It was also applied to select six outstanding employees across the business to participate in a 7 day eco-adventure to build their knowledge of the impacts of climate change.

 

In the Retail business a structured program called Operational Excellence has been preparing employees at all levels for the impacts of its new customer management system, (known as Phoenix) to be launched from December this year. Through an integrated approach of workshops, training and on-the-job coaching, Retail employees have collectively received more than 7,000 hours of development in areas including change management, leadership and process improvement. This development was in addition to the core training in service and operational skills received by the many Retail employees who staff our customer contact centres, a total of more than 40,000 hours over the past year.