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Introducing Teamwork in NSW Awards & Enterprise Agreements

Introduction
Introducing teams
Recognising different types of teams
Empowering new teams
A two-tier team structure

Introduction

Team-working arrangements are being recognised increasingly as a means to create a more productive and innovative working environment. These case studies show how team-based work is being introduced in four enterprises now covered by NSW enterprise agreements.

Introducing teams

A food manufacturing company intends to use a NSW enterprise agreement to develop a team-based work structure for its operations. The agreement recognises that work teams can make better use of modern technologies, respond faster to market changes and deliver higher quality products.

The teams will be naturally-occurring work groups, where each member will be able to use a full range of skills and competencies. Each team will have input into the development of Key Performance Indicators. Measurement of subsequent performance will be done by the team.

The agreement ensures that training is available so all employees can gain a thorough understanding of the processes, measurable results and factors which determine team performance.

Recognising different types of teams

One public sector organisation has recognised that, even within the same organisation, not all teams need to have the same structure, purpose or operating rules. Under a NSW enterprise agreement, it recognises five distinct models for teams.

Some teams will follow a "traditional work group" with a leader based on management hierarchy. Alongside, "participative teams" exist on a more informal basis, but still retain a management leader. The agreement also recognises "semi-autonomous teams", where the leader moves inside the team. The fourth category team facilitates "shared leadership", sometimes on a rotational basis. The fifth category of team is "self managed", where no leader is specified for the team.

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Empowering new teams

An alternative approach to developing teams is to define the broad responsibilities to be assumed by teams. A Sydney manufacturing plant has used a NSW enterprise agreement to commit to the introduction of work teams.

The agreement sets out three areas in which teams will be nurtured over a 14 month period. First, teams will assume decision-making responsibilities. This will cover production and maintenance tasks, production control, improvement projects, supplier and customer contact, and performance management. A second area for teams to assume responsibility involves work design, with teams reviewing work performed from receivables to dispatch. The third area of responsibility will be to develop better systems for recognising and rewarding contributions and results.

A two-tier team structure

Team-based work gives employees an opportunity to assume roles not open to them in more hierarchical structures. In one manufacturing company under a NSW enterprise agreement, employees also have an opportunity to specialise in fields outside their traditional duties.

The agreement establishes a two-tiered team structure for all operations. The first tier recognises "work teams", which will usually be naturally occurring groups of employees working on the same shift rosters.

The agreement also encourages employees to take more responsibility and share in the running of the company, by becoming involved in "specialty teams". These speciality teams cover broad issues such as best practice, occupational health and safety, training, research and development, marketing and quality assurance.