People Management

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• Staffing
• Graduate recruitment
• Workplace diversity
• Remuneration, Australian Workplace Agreements
  and the Certified Agreement
• Performance management
• Learning and development
• Awards
• Occupational health and safety
• Disability strategy
• Client service charter

... the recent changes in the machinery of government and leadership of public service are symptomatic of systematic regeneration. They are indicative not only of the intention progressively to build a more effective and productive public service but also to strengthen the important public service values set out in the Public Service Act—accountability, responsiveness, frankness, commitment, results orientation and merit-based equity of employment.

And something else, less visible but even more profound is underway … Regeneration … The traditional values will need to be complemented by new qualities—courage of convictions, creativity of spirit, commitment to action and collegiality of approach—which will bespeak a new culture.

Peter Shergold in a speech entitled ‘Regeneration: New Structures, New Leaders, New Traditions’ delivered at the Institute of Public Administration Australia National Conference, Canberra, 11 November 2004

Staffing

At 30 June 2005, 370 staff were employed by the department under the Public Service Act 1999. This reflects a net decrease of 12 staff since 30 June 2004 (382), and includes the effects of the machinery of government change in November 2004, when the Office of the Status of Women was relocated to the Department of Family and Community Services. The total staffing figure includes all ongoing and non-ongoing employees working either full time or part time as at 30 June 2005, and staff on long-term paid leave.

Women comprised 57 per cent of all staff, 45 per cent of the SES, 49 per cent of Executive Level staff and 69 per cent of staff at APS levels 1 to 6.

Details of the department’s staffing profile in 2004–05 are provided in Appendix 1.

The department continued to produce regular staffing reports during the year. The reports included staffing figures and detailed commencement and separation profiles provided on a monthly basis to the Secretary, as a component of the comprehensive Corporate Reports, and on a quarterly basis to the People and Leadership Committee.

The staff age profile analysis for the year indicated that the department continued to maintain a relatively youthful workforce. Approximately 36 per cent of staff employed were in the 25 to 34 years age group and 27 per cent were in the 35 to 44 years age group. Staff in the 45 to 65 years age group accounted for 33 per cent of total staff. Staff aged 24 years or younger made up 3 per cent of staff, and less than 1 per cent of staff were over 65 years of age.

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Graduate recruitment

The department’s 2005 graduate recruitment campaign attracted a total of 751 applications. The 13 successful graduates (eight women and five men) started with the department on 31 January 2005. They were selected on the basis of their academic skills, demonstrated initiative, potential ability to contribute to effective policy development and understanding of contemporary issues.

The graduate recruits attended a two-week orientation programme on their commencement and have since been participating in a training and development programme, due to finish in November 2005. The programme includes a variety of on-the-job and formal learning and development activities.

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Workplace diversity

Valuing distinctive characteristics in every employee, and drawing on the diversity of our backgrounds, skills, talents, and views to enhance our working environment and the work of the department, form the basis of our Workplace Diversity Programme.

The aim of the programme is to create an environment where fairness and equity is encouraged and supported and where all forms of discrimination, harassment and bullying are eliminated. The following strategies are used to achieve this:

• raising awareness of and promoting workplace diversity in the department
• integrating the principles of workplace diversity into business and human resource management policies, practices and systems
• encouraging staff to identify and maximise use of their life skills and experiences in the workplace
• encouraging supervisors to recognise and draw on the diversity of their staff
• ensuring that staff are able to balance their work and personal lives
• ensuring that staff are not subjected to discrimination or unfair treatment in the workplace on grounds such as ethnicity, race, gender, age, physical or mental disability or personal lifestyle responsibilities
• upholding and promoting the APS Values and Code of Conduct
• ensuring that staff and those seeking employment with the department receive fair and equitable treatment in accessing employment opportunities, staff selection processes, career development opportunities and mobility arrangements.

The department provides workplace diversity data to the Public Service Commissioner at the end of each financial year for inclusion in the Commissioner’s State of the Service Report.

In 2004–05 the department also implemented a number of family-friendly and work–life balance practices and facilities, including:

• a nursing mothers’ and carers’ room that provides employees with a fully equipped and National Breastfeeding Association–accredited facility for nursing mothers, as well as a safe and quiet workplace to enable employees to carry out aspects of their normal work while caring on site for dependants for whom other care is temporarily unavailable
• policy changes encouraging employees to take their 20 days leave each year and requiring employees to take a minimum of five days annual leave each calendar year, to ensure that all employees have the opportunity to take a reasonable break from work
• policy changes allowing employees to take up to ten days of paternity leave, via their personal leave credits, immediately following the birth of their child.

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Remuneration, Australian Workplace Agreements and the Certified Agreement

The department’s staff are employed under either its Certified Agreement or Australian Workplace Agreements (AWAs), as described below.

Staff covered by Australian Workplace Agreements

As at 30 June 2005, 40 SES and 154 Executive Level staff were covered by AWAs. Remuneration arrangements for SES and Executive Level employees are based on the principles that remuneration:

• is fair and competitive
• is sufficiently flexible to reflect the particular skills, experience and work responsibilities of individual employees
• is clearly linked to performance in order to provide better rewards for better performance in achieving corporate priorities, upholding the APS Values and demonstrating leadership behaviours
• takes account of efficiency gains including any reductions in administrative complexity and cost achieved through the simplification of rules governing employment.

The salary ranges and median salaries paid for SES bands are set out in Table 4.

Information on SES staff members who received, or were due to receive, total remuneration of $100,000 or more is set out in Note 20 to the Financial Statements in this report.

Staff covered by the Certified Agreement

Executive Level staff who elect not to be covered by an AWA and all APS-level employees are employed under the department’s Certified Agreement. As at 30 June 2005, 176 staff were covered by the Certified Agreement 2004–2007.

The Consultative Committee successfully negotiated the department’s fourth certified agreement, Certified Agreement 2004–2007 Working Smarter to Achieve a Better Work/Life Balance. It is a comprehensive agreement negotiated directly with staff under section 170LK of the Workplace Relations Act 1996, and covers the period from 6 October 2004 to 30 September 2007.

The prescribed salary ranges payable under the Certified Agreement are set out in Table 5.

a Refers to band levels defined in the Certified Agreement.

Subject to making suitable business cases, staff members may access a range of non-salary benefits such as mobile phones, airport lounge memberships and journal subscriptions.

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Performance management

The Performance Management and Development Scheme provided an effective framework for performance management in the department, both through individual performance agreements, established at the start of each performance appraisal cycle, and through a process of regular reviews and feedback exchanges between employees and their managers during the year. The scheme ensured that all employees clearly understood their roles in the department and the standards of performance expected of them. The scheme provided a means of recognising individual contributions and achievements and of identifying and addressing learning and development needs. It also provided access to performance bonuses for those employed under AWAs.

In 2004–05, the department reviewed the upwards appraisal component of the scheme and implemented changes for use by all staff for the performance appraisal cycle ending 30 September 2004.

Performance bonuses

SES staff and Executive Level staff who were on AWAs for a minimum of three months during the appraisal cycle commencing 1 October 2004 were eligible for performance bonuses. Access to performance bonuses was subject to the outcomes of performance appraisal. SES performance bonuses were determined by the Secretary up to a maximum of 15 per cent of the employee’s salary. Executive Level performance bonuses were based on individual performance ratings up to a maximum of 12 per cent of salary.

Total performance bonus payments made to SES and Executive Level staff are set out in Table 6.

EL = Executive Level, SES = Senior Executive Service.

a Range not disclosed to protect privacy.

Individual development

The performance agreement developed each year between each staff member and his or her manager requires the parties to agree to a learning and development regime for the individual.

Staff survey

In 2003–04, as a result of the staff survey conducted in October 2003, the Secretary announced a number of commitments to staff. The following initiatives have been implemented or undertaken since the announcement:

• provision was made for all staff to receive training on giving and receiving feedback, and for all supervisors to receive training on coaching and mentoring
• an external secondment scheme, the Development Opportunity Secondment Scheme (DOSS), was launched
• the Internal Rotations Scheme was launched
• the upwards appraisal component of the Performance Management and Development Scheme was revised, and the new approach was utilised for the end of the performance cycle in October 2004
• a work and life policy statement was developed
• principles for ‘Working Smarter’ were developed
• senior managers committed to focusing on process improvements.

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Learning and development

Each staff member participated in at least one structured training course during the year. The department offered a range of formal learning opportunities, as follows.

Orientation programme

The department conducts a comprehensive, multi-staged orientation programme to assist new staff to quickly become familiar and comfortable with the operations of the department. The programme incorporates the following stages:

• the distribution of a pre-commencement information pack
• a one-hour ‘Fast Start’ session covering training, information technology, security and facilities issues
• a half-day ‘PM&C in Context’ session, including a presentation from the Secretary on the role of the department, important relationships and individual responsibilities.

Secondments and rotations

In 2004–05 the department continued to support the DOSS. Under the scheme, other departments are invited to nominate individuals between the APS Level 5 and Executive Level 2 levels to take up placements with the department for 12 to 18 months. The scheme provides individuals with the opportunity to:

• network and develop partnerships
• develop a stronger sense of what the department does
• gain a broader perspective, which will be useful for career development
• develop knowledge about policy coordination
• offer expert input from their own agency’s perspective.

Five APS employees took up new placements with the department in 2004–05.

Internal Rotations Scheme

The Internal Rotations Scheme is available to staff on a self-nomination basis, with nominations for the scheme sought in May and October each year. The scheme gives staff the opportunity to develop cross-functional knowledge and gain new skills and experience via rotation through other divisions within the department.

Targeted training

The department ran a series of targeted training courses called ‘Giving and Receiving Feedback’ and ‘Coaching and Mentoring’. Participation in ‘Giving and Receiving Feedback’ was mandatory for all staff. All staff at Executive Level 1 and above, and staff at APS Level 6 who have supervisory responsibilities, are required to participate in ‘Coaching and Mentoring’.

Other opportunities

During 2004–05 the department conducted a series of lunchtime briefing sessions covering topics such as Cabinet processes, budget processes, performance management and caretaker conventions.

The department also offered a full-time study award and studies assistance, and continued with its graduate programme aimed at recruiting and developing future potential leaders.

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Awards

The Australia Day Achievement Awards are part of the department’s internal recognition system, acknowledging personal and distinctive contributions made by staff members during the course of the preceding year or over a longer period of time. The medallions are provided by the National Australia Day Council to promote the celebration of Australia Day. Staff honoured with Australia Day Achievement Awards in 2004–05 are listed in Figure 9.

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Occupational health and safety

The Occupational Health and Safety Committee, which meets quarterly, is the department’s forum on occupational health and safety (OH&S) matters. The department is committed to OH&S principles, and continued to protect the health of staff and the safety of our working environment in 2004–05.

During 2004–05:

• 18 general area inspections were undertaken
• there were 26 workplace incidents which were not required to be reported to Comcare and two incidents which were reported to Comcare under the reporting requirements of section 68 of the Occupational Health and Safety (Commonwealth Employment) Act 1991
• 282 workstation assessments were undertaken to ensure that new starters and staff who had moved to a new environment were accommodated according to health and safety standards
• approximately 40 per cent of staff received flu vaccinations during April and May
• onsite yoga, tai chi and Pilates classes were offered during lunchtime and after work
• a new OH&S adviser and rehabilitation case manager was appointed.

The department also ran a ‘health week’ programme in November 2004, offering a range of activities, including seated massage, tai chi, circuit classes and health screening of eyes, skin, ears and breasts. An information session was provided to address the topic of stress management, along with an information kiosk displaying a range of pamphlets, and a fruit and water stand.

Disability strategy

The department is committed to its responsibilities as an employer, regulator and policy adviser under the Disability Discrimination Act 1992. The department’s level of performance for 2004–05 is recorded against the performance indicators and measures identified in the Department of Family and Community Services’ implementation guide and is set out at Appendix 5.

The department is revising its Disability Action Plan, which was last updated in 2002. The review of the plan was completed in 2004–05 and a new plan is to be implemented in 2005–06.

The revised plan is being developed in consultation with representatives of peak disability organisations and staff members with disabilities. The revised plan will build on and endorse the department’s commitment to the principles of workplace diversity and equality of access.

Client service charter

The review of the department’s internal client service charter for the delivery of corporate services was delayed in favour of more pressing priorities and will be completed in 2005–06.