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Management of human resources
During the year, the Department made a number of significant advances in the area of human resource management.
A Department-specific capability framework has been implemented for all non-SES classifications. The framework is to be a foundation tool for human resource management in relation to job design, recruitment, performance management and staff development. Based on the framework, capability development programs have been piloted for staff at the APS 1–4 and APS 5–6 levels, and an Executive Level 1 program was designed and will be delivered during 2006–07.
A document titled HR Strategic Directions 2006–10 has been developed and distributed for the information of all staff. These directions are aligned with the Department's business priorities as set out in its Corporate Plan 2005–08 and, along with the Workforce Plan, form the key components of the Department's strategic HR framework.
This strategic framework is supported by a more rigorous accountability framework which enables the Human Resources Management Committee and the Executive Management Group to identify and monitor priority projects that are driving the implementation of HR strategies at the business level.
During 2005, the Department undertook a review of its entry level recruitment arrangements. The review reflected both identified trends in the recruitment and turnover of staff at the APS 1–4 levels and consideration of the recommendations of the Management Advisory Committee project, Managing and Sustaining the APS Workforce.
The principal outcomes of the review were the decisions to extend the Graduate Program intake and to establish an intake program for recent school leavers. The pilot school leaver program resulted in the recruitment of eight school leavers from Canberra and the surrounding region. They are participating in a program of work placements and learning and development activities during the 2006 calendar year.
A broad-based recruitment consultancy was undertaken in the latter part of the period. The review assessed current policies, practices and procedures, and proposed strategies to ensure that the Department is able to market itself professionally to draw candidates from appropriate fields for vacancies and then to move quickly and ethically through the recruitment process. Specific retention strategies will be assessed during the next reporting period.
There has been continued improvement in the Department's management of compensation claims during the year, with a decrease in the Department's compensation premium for 2006–07. Effective relationships have been maintained with the Department's outsourced payroll provider and there has been an overall improvement in service delivery against the key performance indicators. Outsourced arrangements have also been established for the provision of a range of other specialist HR services, including non-ongoing employment services, learning and development services and employee assistance services.
Case study
Capability development
Development of staff capability has been a major focus during the reporting period. The Department's Capability framework was approved early in the year. The framework is consistent with the Australian Public Service Commission's Integrated Leadership System, but is tailored to the department's specific requirements. The Framework is the foundational tool for many human resource management functions including: job design; recruitment; staff development and performance management.
To support the learning and development focus of the framework a suite of capability development programs have been developed. During the year two programs each of the Foundations of Management program (for APS 1–4 level staff) and the Manager Development Program (for APS 5–6 level staff) were delivered. Each program is supported by an SES sponsor who attends all sessions and by senior departmental subject matter experts who together provide the departmental context for the learning. The programs feature module-style delivery over a five to eight week period and a testing learning activity which is undertaken in groups and presented at the graduation ceremony.
The programs have been very successful. Participants have noted that while the programs are challenging they have gained enormous benefit and confidence from both the learning and the networking opportunities.
Similar style programs are under development for Executive Level staff and these will be delivered over the next year.
In addition to the development programs, major core training elements are being tailored to the department's requirements. Ministerial writing, legal awareness and indigenous cultural awareness programs have received strong support during the year. Scoping of programs relating to financial management; policy development and program management will be finalised in the new year.
Although it is very time and labour intensive to develop department specific learning opportunities the benefits have been significant and this approach will be continued.
The first intake of twenty participants at a graduation ceremony for the Department’s Manager Development Program held on Wednesday 12 April 2006. Front row (L–R): Charmaine Green, Sandy Swanton, Reina Syntawati, Joshua Davies. Second row (L–R): Chris Purnell, Fiona Atkin, Pattie Mitchell, Sarina Smith, Chris Nihill. Third row (L–R): Deborah Sulway, Marilyn Macleod, Lisa Baulman, Margaret Nixon. Fourth row (L–R): Emma Mayhew, David Momcilovic, Deanna Shiels. Back row (L–R): Bill Russell, Shareen Huda, Vaun Peate, Kate Feros.
Workforce planning
Significant progress was achieved during the year in establishing a robust workforce planning and strategic HR framework for the Department.
The Workforce Plan 2005–10 was approved on 15 August 2005 and the action plan component was subsequently published to inform staff of the priorities for maintaining workforce capability over the next five years. These priorities are aligned with the four HR themes of:
- building skills and capability;
- managing and recognising performance;
- supporting career management; and
- promoting public service culture and values.
Key outputs against these four themes are set out in the Department's recently released HR Strategic Directions 2006–10. Evaluation of progress against the key outputs occurs through several reporting mechanisms including quarterly and annual reporting to the Executive Management Group that is focussed on monitoring critical workforce parameters. These include areas such as staff turnover, internal promotion rates and separation rates regular reviews of key HR programs and ongoing reporting against business plan objectives.
A review of the effectiveness of the Department's workforce planning activities will be undertaken as part of the analysis of the annual workforce metrics in early 2006–07.
Graduate program
Thirteen graduates were recruited for the 2006 graduate program, including two through the Indigenous graduate recruitment program of the Australian Public Service Commission (APSC).
The Department's graduate program provides three rotational placements across a range of departmental policy and program areas. These placements are complemented by a development program consisting of a comprehensive induction program, participation in the Foundations of Management capability program and a number of focussed training courses on topics such as the APS Values and Code of Conduct, ministerial writing, policy formulation, program administration and understanding the Senate Estimates process.
The graduate program is a key entry-level recruitment program for the Department. During the year, a review of the program was completed to ensure it is continuing to meet the Department's future entry-level staffing requirements. The review identified three key areas to be addressed in the 2007 graduate intake. These were:
- increasing the size of the intake from 14 graduates to 24, with four placements to be taken from the APSC Indigenous graduate recruitment program;
- expanding the range of qualifications previously considered by the Department; and
- increasing the commencement and advancement salaries for graduates.
Participants in the Department’s graduate program with the Secretary of the Department. Standing (L–R): Erin Cassie, Greg Jericho, Luke Van Den Hoek, Will Barr, Helen Williams (Secretary), Brenda Gifford. Seated (L–R): Joshua Saunders, Sam Robinson, Rosalin Mawlanazada, Zoe Macandrew, Amanda Danti, Linley Henzell.
Staffing overview
On 30 June 2006, the Department had 773 ongoing and non-ongoing staff, compared with 748 on 30 June 2005. This is a 3.3 per cent increase in the overall number of staff in the Department since last year's report. This represents a continued growth in staff numbers, albeit at a reduced rate from the 7.5 per cent increase recorded in 2005–06, primarily due to the establishment of the Connect Australia programs. This trend is shown in figure 3.4.
Figure 3.4 Number of Departmental staff
Detailed staffing statistics are provided at appendix 5.
The trend of increasing staff numbers at the APS 5–6 and executive levels noted in 2004–05 continued in the current year with the strongest growth occurring at the APS 6 and Executive Level 1 classifications. A similar increase was recorded at the APS 1 level which was a direct result of the Department implementing a new entry-level program for recent Year 12 school leavers. Actual numbers of part-time staff increased during the period, representing a continuing support of flexible work arrangements. The Department continues to have staff located in Indigenous Coordination Centres in all states and territories.
Workplace diversity
The Department is committed to creating an inclusive work environment that is free from harassment and that enables staff to contribute to their full potential. The Department's Workplace Diversity and Eliminating Workplace Harassment plans outline complementary initiatives that assist the Department to build a harmonious, productive and rewarding workplace.
The Workplace Diversity and
Harassment Committee continued to monitor the implementation of these
plans. Key strategies implemented
in the year include:
- Indigenous cross-culturalawareness training;
- inclusion of diversity principlesin the Department's leadership capability programs;
- the introduction of mechanisms to regularly update employee profile data; and
- a review of the Department's recruitment policies and procedures, including development of a draft Indigenous recruitment strategy.
Case study
School leaver program
In March 2006 the Department launched an exciting new initiative with the commencement of eight APS Level 1 participants in a pilot School Leaver Program.
The participants, all of whom completed Year 12 studies in 2005, have been given
the opportunity to participate in a nine month program of work placements and learning and development opportunities, to kick start their careers in the APS.
The initiative evolved during 2005–06 with the review of the Department's entry-level recruitment programs. The impetus for the review came from both the findings of the MAC project on Managing and Sustaining the APS Workforce and from observed trends in the Department's workforce data which showed that there was a very high level of turnover at the APS 1–4 levels, that the feeder group for APS 4 roles had been eroded, and that the Department tended to rely on non-ongoing employees at these levels. One of the outcomes of the review was a decision to introduce a pilot School
Leaver Program.
The program is primarily aimed at boosting the diminishing cohort of ongoing staff at the APS 1–4 level and improving the Department's bench strength for future APS 5–6 roles.
Although advertising did not commence until December the program attracted
a large field of applicants. Feedback at this stage, especially from parents of applicants, strongly supported the program and the need for more entry-level recruitment opportunities for young people.
Participants in the program were selected on the basis of their written application, results from literacy, numeracy and clerical skills testing, and interview. It is envisaged that the combination of mentoring, workplace rotations, internal and external training and development and access to StudyBank for program participants will greatly assist building internal capability in the APS 1–4 cohort.
The program has been well accepted both, by the community and by departmental staff and managers, and has attracted the attention of other APS agencies. Departmental staff, some of whom commenced in the APS through a similar recruitment path, have shown great support for both the program and the participants. The commitment of time and expertise by staff in the roles of mentors and placement managers and supervisors has been invaluable.
Given the success of the initiative, it is planned to continue the program in 2007. Advertising
is scheduled to commence in September/October with information being provided to Canberra schools and colleges, followed by press advertising.
(L–R): Dorcas Amoako, Caitlan Ayoub, Naomi Hickey-Humble, Pep Komalajoti, Tom McNamara, Helen Williams (Secretary), Alex Edwards, Kylie Rochow and Paul Nulley.
A review of the plans was also conducted during the year and revised plans will be released early in 2006–07.
The Department's workplace diversity and harassment contact officers continued to contribute to the promotion of workplace diversity principles and to provide advice and support to management and staff on workplace harassment matters. While there were no formal harassment complaints in the year, a number of informal matters were dealt with, indicating that further awareness raising is needed.
Full details of the Department's workplace diversity statistics are provided at appendix 5.
In summary, women represented 60 per cent of total staff at 30 June 2006. This is consistent with the previous reporting year and remains higher than the APS average of 54.2 per cent (1). The Department has a representation of 28 per cent of women in the SES. This represents an increase of three per cent from the last reporting period but is still less than the reported 32 per cent of women in the SES in 2003–04 and is five per cent less than the APS average of 33 per cent (2).
Seventy-one per cent of staff volunteered diversity data—a slight decrease from 75 per cent in 2004–05—indicating that further mechanisms need to be in place to encourage staff to provide diversity information.
Of the staff who volunteered diversity data, 27 per cent identified themselves as being from diverse cultural and linguistic backgrounds. The percentage of staff identifying themselves as being of Aboriginal and Torres Strait Islander (ATSI) background was 6.7 per cent, an increase of 3.5 per cent from the last reporting period and showing a continuing increasing trend over the last two reporting periods. The percentage of staff identifying themselves as having a disability was 1.2 per cent—a slight increase from one per cent in the previous reporting period.
In comparison with average APS statistics (3), the Department compares well in relation to staff from an ATSI background, but not as well in relation to people with a disability (PWD). This comparison is shown in figure 3.5 (4).
Figure 3.5 Comparison of workplace diversity figures with APS average
1 Australian Public Service Commission, State of the Service Report 2004-05, p. 192
4 No comparison could be provided on staff under DCLB 1 & 2 with the State of the Service Report as the State of the Service Report provides information on 1 only.
Certified agreement
The Department's current agreement covered 646 staff as at 30 June 2006 and will nominally expire on 30 June 2007. Negotiations on a replacement agreement will commence in November 2006.
Salary increases under the agreement were paid to staff in July 2005 and July 2006. Although a four per cent salary increase was paid on each occasion, two per cent of each increase was conditional on the Department achieving specified targets in relation to internal business requirements. Specifically, these were:
- completion of mid-cycle and end-of-cycle performance management reviews by 95 per cent of staff, by a specified date;
- attendance at scheduled training courses by 95 per cent of staff who nominated to attend such courses; and
- commitment to the adoption of IT initiatives including the introduction of TRIM, participation in TRIM training and a reduction in data holdings.
The use of pre-conditional components has been a positive initiative in securing staff commitment to key corporate objectives.
Development is continuing in relation to a regional agreement to provide for remote locality provisions for staff located in Indigenous coordination centres. These provisions are currently provided through a determination under section 24(1) of the Public Service Act 1999. Agreement in principle has been reached on the content of the agreement. Final consideration, ballot and lodgement processes are expected to be completed in early 2006–07. The agreement will have a nominal expiry date of 30 June 2007 to coincide with the principal departmental agreement. Future departmental agreements will incorporate remote locality provisions in the principal document.
Policies still to be developed during the term of the current agreement include the development of guidelines on the management of working hours for executive level employees, which is being progressed through the Workplace Consultative Committee, and a mature aged workers strategy to be developed during 2006–07.
Australian Workplace
Agreements (AWAs) Senior Executive Service (SES) AWAs and remuneration
All SES in the Department are covered by an AWA. As with non-SES staff, salary increases are determined on the basis of the whole of Department's achievement of the pre-conditional components noted in relation to the Certified Agreement.
Individual SES base salaries are determined by the Secretary having regard to job responsibilities and individual capacity and performance.
General conditions of employment are agreed through a comprehensive AWA that includes performance pay, superannuation and executive vehicles.
Non-SES AWAs
The Department has a range of non-SES AWAs providing a range of benefits including access to performance based pay, individual salary, skill/responsibility components and/or non-salary items.
At 30 June 2006, there were 94 non-SES staff (12 per cent) on AWAs. These figures remain comparable with previous reporting years.
Whilst the majority of non-SES AWAs relate to executive level staff, AWAs are in place for some staff at the APS 5 and APS 6 levels. In these cases, AWA provisions mainly relate to the need to attract and retain staff in particular job specialties for which there is a tight labour market.
Performance payments
One-off performance bonus payments are available only to staff who are party to an AWA. Provision of a bonus is dependent on an individual performance assessment outcome of ‘very good' or ‘outstanding'. Bonus payments are determined from the performance outcome and the sliding scale of payment outcomes provided through the AWA.
Movement through the non-SES salary ranges for each classification is also dependent on performance. Staff are not eligible for advancement unless a performance agreement has been developed and their performance has been assessed as being at least ‘good'.
Key staff development strategies
The Department has made significant progress during the year in implementing a number of initiatives to improve learning and development opportunities for staff.
A major activity has been the design of The Foundations of Management Program for APS 1–4 staff and a Manager Development Program for APS 5–6 staff were the first to be launched with a total of 50 staff participating in the programs during the reporting period. It is intended to offer each program twice a year, although this may need to be adjusted in accordance with staff numbers at the respective levels.
A Strategic Management Program for Executive Level 1 staff was also designed to strengthen higher order management skills in the Department in preparation for future opportunities at senior management levels. The program will be delivered in 2006–07 along with a similar program for Executive Level 2 staff.
To complement these development programs, the Department continued to offer training on subjects such as the APS Values and Code of Conduct, Indigenous cultural awareness, legal awareness and ministerial writing skills. In the course of the year, 311 staff appropriately targeting different levels of staff. The ministerial writing course was the first to be delivered using this tailored approach and feedback was extremely positive, particularly in regard to its application to the workplace.
Specifications have been developed for a range of new training and development initiatives with a view to engaging providers and delivery commencing in 2006–07. Courses include policy analysis and formulation, developing policy in a collaborative environment, managing ethically, financial skills and program administration.
In addition to reviewing core skills training for Canberra-based staff, the Department designed a tailored program for staff in the regional network to strengthen writing skills and understanding of APS and departmental governance processes. The program will be delivered in all major regional locations in early 2006–07.
Another important initiative was the review of the Department's approach to inducting staff into the APS and the Department. It is recognised that, in the current dynamic work environment, it is important to ensure that new staff feel welcome and understand their responsibilities as APS employees and their role in relation to the Department's objectives and key governance processes. As a result of the review, the Department will be developing a blended approach to induction so that essential information is provided to new staff using a range of delivery options, including online learning modules.
Severe Tropical Cyclone Larry crossed the tropical north Queensland coast near Innisfail during the morning of 20 March 2006. Major damage to homes and other buildings was caused by Larry as well as extensive damage to local crops. In response to a call for donations to assist those who had been affected by Cyclone Larry, staff donated over 50 bags and boxes of food, toys, clothing, sheets and towels. Pictured are Mark Taylor handing donated goods to Tom McNamara.
Occupational Health and Safety (OH&S) performance
A major OH&S focus during the reporting period was the training of all Health and Safety Representatives (HSRs) in accordance with the requirements of the Occupational Health and Safety (Commonwealth Employment) Act 1991. The training provided HSRs with a comprehensive understanding of OH&S issues and their roles and responsibilities.
The OH&S Committee continued to be very active during the year. Issues discussed and approved included:
- the implementation of an ergonomic software tool to assist with the prevention of occupational overuse syndrome;
- work site inspections and implementation of actions to address any issues identified;
- introduction of emergency procedures information for all staff; and
- the drafting of OH&S policies in relation to workplace assessments and eyesight testing.
The Department's annual Health Week was held in April 2006. This was the Department's third Health Week program and the theme was ‘Mind and Body'. The focus of the week was on activities centred on the topic of mental health and the Department invited a series of guest speakers to discuss issues such as depression and working with and caring for people suffering from mental illnesses. In addition, a range of individual health checks and fitness activities were offered.
The majority of the Department's injuries in 2005–06 fell into the Comcare categories of sprains/strains, occupational overuse syndrome, falls, trips and slips, and motor vehicle accidents. The Department's claim frequency (claims per $million payroll) for claims in the 2005–06 injury year was 0.42 (a slight decrease from the previous reporting period of 0.48) compared to a Commonwealth average of 0.50. This was due to a reduction in the number of accepted claims which was down to 11 from the previous year's 19 accepted claims.
The average lifetime claim cost for 2005–06 claims was estimated at $28 383 (an increase of $6671 from the previous year) compared to a Commonwealth average estimate of $25 939. This was mainly due to a small number of high-cost mental stress claims. However, the Department's 2005–06 adjusted Comcare premium rate was 1.70 per cent, substantially less than the previous reporting period of
1.91 per cent and less than the premium rate for all Australian Government agencies combined of 1.77 per cent.
Overall, the Department's performance has improved from the previous reporting period, which can partly be attributed to a renewed focus on injury prevention and management, rehabilitation case management, early intervention and effective return to work strategies. These strategies will remain a key focus in 2006–07.
There were no incidents requiring notice to be given under section 68 of the Act in 2005–06. No investigations were conducted and no directions or notices were issued under sections 29, 45, 46 or 47.