Clarity of organisational purpose: the BHAG

A core concern for the partnership project was the need to realign the workplace culture with Aubert's founding principles. The lack of a shared goal or a statement about the culture they needed had previously created a vacuum - a space instead filled by the emergence of a negative workplace culture.

The Associates worked with the parties to develop a "big hairy audacious goal" (BHAG) to help them articulate the kind of culture required to support their shared goal. The BHAG is "to be the leading aged care service in the Southern Hemisphere". This gives staff a clear sense of purpose and a shared commitment to the partnership principles as a way to realising this goal.

More effective management

Prior to the partnership project, management decisions were not shared with or did not involve staff. One outcome of the project was the establishment of a leadership team with a wider mix of representatives involved in management decision-making. This has enabled staff concerns and management decisions to be expressed more directly and regularly. It has also led to more effective problem-solving, with Aubert's manager able to draw on the ideas and insights of a broader range of staff.

Problem-solving skills

Decisions about Aubert's rostering schedule were always a point of contention for management and staff prior to this project. The Associates worked with staff to show an alternative way of resolving problems using the roster issue as an example.

A collectively designed and workable roster was agreed by the participants, by:

• defining an end goal
• considering the issues
• validating key issues with data
• identifying elements to a successful roster
• generating multiple options
• evaluating the options against success criteria.

Staff acknowledged that learning and using these problem-solving skills was time- consuming but that it has resulted in more positive and sustainable outcomes.

Occupancy

Aubert's average rest home occupancy level has increased from 97.2% in 2005 to 102.36% in 2007^[3]. This is considered a particular achievement by Aubert management given that the process of being assessed to provide rest home services is demanding and a competing rest home had recently opened close by.

Positive negotiation experience

Despite the introduction of two new union organisers to the workplace, the 2007 collective agreement negotiations were effectively completed in four hours and in a collaborative fashion. There was even unanimous agreement in the voting rounds.

Pivotal to this was the more transparent, honest and cooperative approach adopted by the senior managers and union representatives. The new organisers commented that the positive and open attitude of the employer representative was critical in enabling them to participate in the negotiations in a partnership-focused way. There is also added value in the individuals involved being able to apply their new skills to other conflict situations.

Improved pay and conditions

A significant achievement in the project was the improvement to union and non-union members' employment conditions. The agreements included retaining long-service leave as separate to the increased four weeks' annual leave entitlement and an increase in wages. While the increase in wages was possible because of an associated increase in government funding, partnership principles guided the parties to an agreement that would also cover non-union employees.

Increased job satisfaction

The majority of staff now report feeling more valued and aware of events happening within their workplace. Staff describe improved communication flows and opportunities for input into decision-making. It should be noted, however, that some groups of staff feel improvements have been limited. This view is most common among kitchen, cleaning and maintenance staff whose participation in the project was more constrained by the time pressured nature of their work.

This finding is further supported by improved sick leave levels and resignation rates. In 2007, following the project, sick leave hours used were at their lowest level since 2003. In the 2006/7 financial year, resignation rates were less than half what they were in 2004/5.

Increased participation in education and training

As the partnership project gained ground, staff and management saw education as a natural part of achieving Aubert's BHAG. As a result, staff participation in educational training has increased. For instance, the hours of attendance at in-service training for caregivers and nurses in 2007 were almost double the attendance hours in 2005.

Stronger team culture

Aubert staff report a much stronger sense of team from participating in the project. This was aided by the Associates' consultative approach and the use of the Fish! principles. Staff sought ways to embed a stronger team spirit and culture into the workplace and developed a variety of strategies including Fun Days based around a theme (for example, the Melbourne Cup) and the Good Ideas Book. This new team dynamic is visible despite the continued physical separation between the rest home and hospital care services.

More positive language

Individuals involved in the project have acquired a range of new skills and improved understandings about the role and contribution of positive language in improving workplace relationships. This has been critical in sustaining their commitment to the project and increasing confidence to challenge those whose language and behaviour does not align with Aubert's goals and the partnership approach.