The comprehensive plan aims to cultivate an empowered and valued workforce, ensuring the organisation is well-equipped to meet its strategic goals.

At the core of the strategy is the commitment to nurturing internal talent through effective management and succession planning, with a key focus on developing existing staff to build a strong and diverse talent pipeline.

WSHA’s objective is to achieve alignment, balance and efficiency across processes to ensure its employee experience is positive, rewarding and engaging. To modernise and integrate people-centred processes, the association will focus on four key areas of activity:

1. Performance Management – WSHA intends to embed Purpose, Way and Impact, Strategic Priorities, Culture Code and CORE Values within its performance management process and create a framework for competency and personal development.
2. Succession Planning – In the context of future goals and priorities, WSHA will review and apply the findings and recommendations from data analysis into workforce succession planning.
3. Recruitment & Retention – WSHA will review and develop its recruitment processes and strategies to ensure competitiveness to increase its chances of attracting and retaining the right people to provide excellent services and support the delivery of broader strategic commitments.
4. People Policies, Terms & Conditions – People-related policies and terms & conditions will be reviewed and revised in line with latest sector and industry standards to ensure flexibility and adaptability and contribute further to WSHA’s employee offer for both existing and potential employees.

Kirsten Szulc, WSHA corporate services manager, said: “At the heart of our success is our people. Our People, Our Culture is designed to foster a workplace where individuals feel empowered, valued and inspired to thrive.

“We are committed to cultivating an inclusive, high-performing culture that celebrates diversity, prioritises wellbeing and invests in growth.

“We have worked with our staff team across the last 12 months to create a strategy that can support both the needs and aspirations of the organisation and the people who work with WSHA.”