Case studies

Building a constructive culture through feedback, collaboration and client relationships

1 Indigenous Internship Program

In 2016–17, the Audit Office partnered with CareerTrackers, a not-for-profit organisation that creates internship opportunities for Indigenous university students. Through this partnership, the Audit Office has developed an Indigenous Internship Program. The primary aim of this program is to prepare students for success at university in their chosen profession, and in their respective communities. The longer-term goal is for these interns to convert to permanent employees upon completion of their university degree. This program is one of the initiatives we are undertaking within our new Diversity Inclusion and Accessibility Framework.

The program runs over two periods – a winter period (26 June 2017 – 21 July 2017) and a summer period (20 November 2017– 9 February 2018). Our interns will rotate through different branches within the Audit Office. This will give them the opportunity to experience different aspects of our business and provide them with a broader experience to assist them when deciding on their desired future career.

We accepted four interns into the Indigenous Internship Program. The interns attended a two-day induction in June 2017 to introduce them to the Audit Office, as well as a full week of technical training. The remainder of their time at the Audit Office was spent working in our Performance Audit Branch. In their last week, the interns presented to our Office Executive on the project they had been working on during their internship. As part of this presentation, one of the interns presented the Auditor-General with a gift – Caitlin Liddle had painted an artwork representing diversity in the Audit Office. This painting can be found on the front cover of this annual report.

The program will be assessed annually to ensure we are meeting the Audit Office’s and our interns’ expectations.

 


 

 2 Onboarding —MiCareer

In 2016–17, the Audit Office implemented a new ‘onboarding module’ as part of the MiCareer Project. The MiCareer Project began in 2015–16 to implement a new human capital management system for the Audit Office. Previous modules implemented include performance management, learning and development, and recruitment. The onboarding module was the last module to be implemented and the project was successfully closed in 2016–17.

The onboarding module is an online resource for new Audit Office recruits who have been offered a position but have not yet commenced. It provides an introduction to the Audit Office through a welcome video message from the Auditor-General, and allows for the completion of essential online forms in advance of the new employee’s start date. Other information in the module includes information on salary and working conditions, training, reward and recognition, general support, the ReClub and even a handy list of coffee shops, restaurants, banks and other local places.

Our approach to the implementation involved a high level of engagement across the Audit Office. The cross-collaboration between our Human Resources and Technology teams produced a complex system integration from the onboarding module in MiCareer to our payroll system. The automatic integration of new recruits has streamlined the process and eliminated the need for manual entries and paper forms.

Since the launch in March 2017, 23 new recruits have been through the onboarding process and have been automatically integrated into our systems. We see the onboarding module as an important platform for engaging with our future graduates, starting with the February 2018 intake.

Feedback from new recruit Emma Wallhead, Governance Manager:

 

‘I thought the online facility presented a very professional interface for the onboarding process. It was really convenient and easy to use. It allowed me to go in and complete the forms at my convenience over the period before my start date.

‘HR staff were also available to answer any questions I had about using the system. The combination of the friendliness of staff and the comprehensive information on the online facility meant that I felt connected with the Audit Office before I had even started.’

 

 


 

Improving client relationships through a simulated experience

In 2016–17, we ran a Client Simulation to help newly promoted Senior Auditors, Senior Analysts and Analysts decide the best approach in addressing a number of challenging client scenarios. As at the end of June 2017, 62 participants have attended the simulation.

The simulation calls on participants to practice their leadership (supported by emotional intelligence tools), decision-making, influencing and time management skills whilst being challenged with some unexpected client situations in a safe learning environment.

The simulation is co-facilitated by our Learning and Development team and selected Directors and Principal Analysts from our financial and performance audit branches. These facilitators conduct debriefs on the client scenarios presented and provide real-world client situations they have experienced.

Feedback from participants as to what they learnt included:

  • ‘Assessing options and making decisions, applying appropriate actions to impact clients, managing own emotions, and having impact with client relationships.’
  • ‘Balancing four priorities (audit excellence, impact, client satisfaction and people) with limited resources available.’
  • ‘Importance of emotional intelligence, tips for improving leadership skills, importance of considering impact of decisions in different areas.’