Management of Human Resources

Staffing Overview
People Management Approach
Certified and Australian Workplace Agreements
Performance Pay
Occupational Health and Safety (OH&S)
Workplace Diversity
Equal Employment Opportunity Information

Staffing Overview

DOTARS employed 861 staff as at 30 June 2001 (see Table 4). This was a decrease of 18 from the previous year. The table provides a breakdown of employees into ongoing and non-ongoing, full-time and part-time, and male and female.

There were 74 non-ongoing employees at 30 June 2001, a rise of 16 from the previous year. Representation of women in DOTARS increased from 44 per cent in 1999–2000 to 45.6 per cent in 2000–01.

Table 4— Ongoing and non-ongoing full-time and part-time employees (not including inoperatives or Indian Ocean Territories), by gender

Gender Ongoing
99-00 00-01 99-00 00-01 99-00 00-01 99-00 00-01 99-00 00-01
Male 453 427 7 14 28 25 4 2 492 468
Female 337 321 24 25 22 41 4 6 387 393
Total 790 748 31 39 50 66 8 8 879 861

The turnover rate for ongoing employees was 15.6 per cent, significantly higher than the previous years figure of 9.1 per cent.

Table 5—Employees by classification level and location

Location APS 1-4 APS 5-6 EL1 EL2 SES*/ SEC Total
99-00 00-01 99-00 00-01 99-00 00-01 99-00 00-01 99-00 00-01 99-00 00-01
ACT 223 192 237 246 182 176 161 168 43 48 846 830
NSW 2 2 3 2 5 4
Qld 1 1 2 2 2 2 4 5 9 10
SA 1 1 1 1 2 2
Vic 1 1 1 1 2 2
WA 5 4 5 2 3 5 2 2 15 13
Total 229 197 248 254 189 185 170 177 43 **48 879 861

APS 1-4: Australian Public Service Levels 1 to 4, including graduates
APS 5-6: Australian Public Service Levels 5 to 6
EL1: Executive Level 1 including Legal and Public Affairs equivalents
EL2: Executive Level 2
SES: Senior Executive Service
SEC: Secretary
* includes nominal and long-term acting SES officers.
** The SES numbers shown here are different from those shown in note 17 to the financial statements as those numbers exclude some people who served for only part of the year.

Since 1999–2000, the largest decrease in number of personnel has been in the Australian Public Service (APS) 1-4 group (including graduate recruits), which fell by 32. The Executive Level 1 group decreased slightly (by four). The APS 5-6 group rose by six, the Executive Level 2 group rose by seven and the Senior Executive Service (SES) rose by five.

Figure 7—Total staffing figures, 1999–2000 compared with 2000–01

Figure 7—Total staffing figures, 1999–2000 compared with 2000–01

Of the Public Service Act employees (ongoing and non-ongoing) 96 per cent were located in the Australian Capital Territory. Employees in State offices generally worked in aviation security, air safety investigation or administration of the Indian Ocean Territories. There were no major changes to employee numbers in State offices.

Table 6—Indian Ocean Territories staff: ongoing and non-ongoing full-time and part-time employees (not including inoperatives), by gender

Gender Ongoing
HPO* Casual Non-ongoing
Male 49 9 1 3 1 63
Female 29 7 16 9 7 68
Total 78 7 25 1 12 8 131
* Holder of a Public Office

Table 7—Indian Ocean Territories staff: employees by classification group and location

Location APS 1-4 APS 5-6 EL1 EL2 HPO* Casual Total
IOT 87 16 4 9 1 12 129
WA 1 1 2
Total 88 17 4 9 1 12 131
* Holder of a Public Office

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People Management Approach

People Management Structure

The purpose of the people management function is to help ensure that DOTARS has a satisfied, capable and productive workforce that achieves business results. Figure 8 below outlines how we aim to achieve this purpose.

Figure 8—HR Functional Framework

Figure 8—HR Functional Framework

The approach outlined in Figure 8 was developed after wide consultation with clients and stakeholders including the Secretary, Deputy Secretaries, Division Heads, Branch Heads and Divisional Support Units, and takes into account better practice in the APS and internationally. A qualitative review showed that our performance was strong in the areas of employee support and human resource (HR) program delivery. Three examples of this include: consistent provision of accurate advice in relation to employee services, quick turnaround time for processing of pay and the significant reduction of compensation premiums due to long term occupational health and safety strategy. Our increased focus on the other two areas of strategy and policy development and performance improvement yielded positive results and are described in the following paragraphs.

Strategy and Policy Development

People Management Framework

The results through people people management framework was developed to ensure that the work of the People and Strategy Branch was aligned with business needs. The framework describes the people management function in an outcomes/outputs framework and forms part of the toolkit for business planning processes.

The Secretarys Statement of Future Skills Requirements

The Secretarys Statement of Future Skills Requirements was launched in April 2001 to establish the basis for skills development in DOTARS over the next three years. The statement lists 16 skill areas categorised as work practice skills and work culture skills. The skills identified were those considered by staff and managers as core learning and development needs for DOTARS over the next three years. The statement has the Secretarys personal commitment.

A Learning and Development Program was designed on the basis of the Skills Statement. The program included the following workshops delivered by external facilitators on skills identified in the statement:

  • policy development and program delivery;
  • contract management;
  • financial management;
  • governance accountability and legal issues;
  • representation and media skills;
  • performance management and exchange; and
  • information technology (IT) training.

IT training for staff comprises training workshops, as well as:

  • roaming IT support, where staff from the IT training area are available on-site to assist staff in standard applications;
  • the establishment of the Very Fast Learning Centre, that is an in-house IT training facility for staff to learn specific skills;
  • online learning, available to staff at their work stations or in learning booths; and
  • IT induction training for new staff.

To complement the delivery of training through workshops, an electronic learning and development system is being developed and will be piloted from July-December 2001.

Performance Improvement

Investors in People

DOTARS is committed to ensuring that its people have the right skills to do their job well and to helping them achieve future career goals. Investors in People (IiP) is a framework, with a set of indicators, enabling DOTARS to align its corporate, business and individual goals with development activities for ongoing improvement.

Further work was undertaken in 2000–01 to ensure we continue to meet the IiP standards. New activities that help address the IiP standards include:

  • release of the new corporate plan;
  • improvement of the methodology used to evaluate training and development;
  • increased focus on performance improvement in the people management team; and
  • review of the performance management system.

People Management Information

Improving the quality of reporting on human resource performance was targeted for improvement in 2000–01. Implementation of InfoHRM, an online benchmarking program run by HRM Consulting commenced. This will enable DOTARS to compare performance against both the public and private sector.

Additionally, a monthly report on demographics and performance indicators is circulated to the Executive Board, with a bimonthly report examining some of the issues raised in more depth using time-series analysis, benchmarking, case studies and better practice research. These reports have focused on accuracy and timeliness in order to assist strategic decision making and performance improvement.


The Introduction Program

The Introduction Program is held every eight weeks to assist new staff to understand the different portfolio functions.

The key aspects of the program are:

  • a half-day workshop with presentations provided by the executive and senior staff on the current policy and management agenda and support facilities; and
  • a folder that is given to all new recruits, containing a range of useful information such as the Corporate Plan, relevant business plan, individual performance management form, organisational chart and Secretarys Statement of Future Skills Requirements.

Mobility Program

The Mobility Program is an important aspect of the Departments people development philosophy. Its primary purpose is to provide staff with the opportunity to develop new skills and knowledge through placements, at level, within DOTARS.

In 2000–01 the Mobility Program has been reinforced as a development and vacancy management tool, with employees on the Mobility List considered for vacancies of more than 3 months before any other action to fill the vacancy is undertaken.

Staff voluntarily participate in the mobility program with the exception of those who have been identified as excess.

Vacancy Management Panel

The role of the Vacancy Management Panel is to promote the use of internal mobility. The panel scrutinises submissions for filling vacancies for periods greater than three months to ensure that the internal labour market is surveyed and seriously considered in the first instance. The panel consists of the Deputy Secretary, General Manager Business Group and a representative from the People and Strategy Branch.

Graduate Program

Twenty-two graduates completed their training program at the end of 2000 and a further 19 are participating in the 2001 program, including three internal candidates. All graduates participate in a comprehensive development program, structured work placements and an industry tour.

The 2000 graduate program involved graduates studying for their Graduate Certificate in Public Administration. This year the development program comprised in-house seminars and coursework that was tailored to the business of DOTARS, an elective professional development program and a workplace group project.

DOTARS attracts high-performing graduates from a wide range of disciplines. Its online information and application facilities have attracted a strong applicant response for the 2002 graduate program.

Performance Exchange Program

Performance exchanges are conducted six-monthly and are a one-to-one exchange between a manager and team member to review the past business cycle and plan for the coming six months. The end result of the process is the plan on a page.

The performance exchange and plan on a page link individual and team performance at all levels with the corporate plan and the Departments business. The plan on a page was reviewed in 2001 and the approach was expanded to include results on a page, which aims to increase the focus on performance standards.

Leadership Initiatives

Since 1998, DOTARS has focused on generic leadership programs for staff at different levels in the organisation.

New leadership initiatives were developed in 2000–01 to improve performance culture. They included:

  • a leadership profile;
  • the Leading in DOTARS Program;
  • a 360-degree feedback system and a leadership diagnostic for all staff; and
  • one-to-one coaching and mentoring for members of the Executive Board.

Leadership Profile

The leadership profile was developed in consultation with staff and managers as the basis for other leadership initiatives. The profile reflects characteristics, behaviour and values considered by staff to be important for leadership.

The Leading in DOTARS Program, 360-degree feedback and diagnostic, and one-to-one coaching and mentoring for the Executive Board are all based on the profile.

Leading in DOTARS Program

Leadership at all levels is identified as a core skill area in the Secretarys Statement of Future Skills Requirements. The Leading in DOTARS Program aims to make our organisation more productive by maximising the capacity of staff at all levels to lead. It commenced in June 2001 and will operate for all staff over the next 18 months. The program provides participants with the opportunity to develop and extend their leadership capabilities in a range of areas including:

  • influencing others;
  • developing and understanding the impact of ethics and values on decision making; and
  • developing capacity to manage the changes affecting the work environment.

The key objectives of the program are to assist staff to:

  • understand major policy priorities for DOTARS and recent management initiatives;
  • be more confident in dealing with change;
  • understand leadership in the context of ethical behaviour and the values of the Australian Public Service (APS) and DOTARS;
  • extend networks and build relationships across DOTARS; and
  • understand how leadership can be demonstrated at all levels.

The program will focus on the behavioural change required for every member of staff to play a stronger leadership role in the Departments work environment.

360-Degree Feedback and Leadership Diagnostic

Work commenced on designing a 360-degree feedback system and a leadership diagnostic for all staff. These tools assist staff to base their learning and development/leadership training on the basis of multi-sourced feedback.

One-to-one coaching program

A one-to-one coaching program was developed for members of the Executive Board to enhance their individual leadership capability. The coaching program will assist the Board to operate effectively as a group and as the key decision-making body for DOTARS.

Senior Women in Management

Senior Women in Management (SWIM) is an initiative specifically targeted at developing leadership potential in women at middle-management level in the APS. Two women managers at the Executive 2 level were selected to participate in SWIM this year.

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Certified and Australian Workplace Agreements

Certified Agreement

The Departments Certified Agreement 1999–2001 (the CA) was certified by the Australian Industrial Relations Commission on 23 March 2000 and has a nominal expiry date of 31 December 2001.

The CA, covering non-SES employees, was made with the Community and Public Sector Union and the Media Entertainment and Arts Alliance of Australia under section 170LJ of the Workplace Relations Act 1996. As part of the consultative process, extensive negotiations with unions took place and all staff were given the opportunity to express views and provide input.

The underlying objective of this CA is to achieve a modern, high-performing organisation through cooperation, a shared vision, transparent information sharing, appropriate devolution of responsibility, and accountability. The CA contains a package of salaries, allowances, terms and conditions aimed at making DOTARS competitive and an attractive place to work. The CA establishes a number of pay rises for employees over its life. The last 1 per cent pay rise took effect in the pay period beginning 21 June 2001 subject to DOTARS meeting productivity targets.

DOTARS is working towards having a new agreement in place by the end of 2001.

Australian Workplace Agreements

All Senior Executive Service (SES) employees have their salary and conditions set by an Australian Workplace Agreement (AWA). In addition, a number of non-SES employees are also covered by either comprehensive AWAs or AWAs which are read in conjunction with the CA.

Table 8—Number of staff covered by various agreements

Classification CA AWA
SES Nil * 33
Non-SES 802 25
* figure includes permanent SES officers only


Table 9—Range of base annual salaries paid to employees under the CA and AWA by classification, 30 June 2001

Classification Minimum Salary
Maximum Salary*
APS Level 1 26 659 29 364
APS Level 2 and Graduate APS 30 192 33 333
APS Level 3 34 249 38 473
APS Level 4 38 167 41 473
APS Level 5 42 610 45 486
APS Level 6 (inc.TSIs) 46 199 60 114
Executive Level 1 (incl. TSIs) 58 916 80 302
Executive Level 2 (incl. TSIs) 67 985 * 93 260
SES Band 1 89 000 99 500
SES Band 2 107 000 121 500
SES Band 3 132 000 147 000
* Figure does not include the maximum salary range of $140 000 payable to one EL2 with highly specialised skills undertaking a specific role relating directly to those skills.
TSI—Transport Safety Investigator

Non-salary Benefits

Both the CA and AWA are characterised by a range of leave provisions and flexible working arrangements to assist employees balance work and family commitments—that is, by a mutual commitment to the personal and professional development of employees. They embody:

flexible working hours available for all staff, subject to operational requirements;

  • home-based work;
  • study assistance;
  • family leave (five days);
  • annual close-down over the Christmas-New Year period;
  • child-caring facilities (a carers room and a nursing parents room);
  • paid paternity leave (one week); and
  • paid maternity leave (twelve weeks).

In addition, SES employees and some non-SES employees on AWAs have access to such benefits as:

  • a privately plated car;
  • a free car park; and
  • home-computing equipment.

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Performance Pay

The CA enables employees to progress through a series of salary points to a maximum level for each classification. Salary progression is usually payable after 12 months service at a particular salary point where an employee has continued to meet the requirements of the position, including satisfactory performance and behaviour.

Many of the non-SES AWAs contain payments in addition to base salary in recognition of the individuals particular skills, work performance and experience. These payments vary considerably in amount and frequency but are payable on condition that the employee maintains a high standard of performance.

Table 10—Performance-related additional payments

Classification Number Aggregate Amount 22%
Average Amount
APS Level 6 1 2 181 2 181 2 181
Executive Level 1 1 3 000 3 000 3 000
Executive Level 2 4 28 417 7 104 874–9 699

SES employees, through their AWA negotiations, are offered pay at risk in addition to base salary. Pay at risk is an annual bonus payment to a maximum of 5 per cent of salary, payable on assessment of the employees performance against their agreed performance plans, the SES Leadership Framework and their contribution to corporate development over the course of the year.

Table 11—Pay at risk payments

Classification Number Aggregate Amount
Average Amount
SES Band 1 28 104 432 3 729 *1 977–4 975
SES Bands 2 & 3 11
(1 SES B3)
44 600 4 054 *2 025–6 075
*Figures include pro-rata amounts for employees who ceased during the year.

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Occupational Health and Safety (OH&S)

DOTARS maintains an occupational health and safety (OH&S) agreement with relevant unions in accordance with the Occupational Health and Safety (Commonwealth Employment) Act 1991.

Under the agreement, the Health and Safety Committee is the key consultative forum between DOTARS and unions on OH&S issues. The committee meets quarterly and in 2000–01 considered:

  • statistics on the Departments performance in relation to injury prevention, incident reports, and compensation and rehabilitation;
  • OH&S inspections and activities; and
  • new and ongoing OH&S policies and programs.

The Health and Safety Committee determines Health and Safety Work Groups. Work Groups generally reflect the Departments structure and appoint Health and Safety Representatives through election or direct appointment depending on the number of nominations and available positions. Representatives are provided with appropriate training.

DOTARS has an ongoing Health Awareness Program for staff to promote good health. This involves engaging health professionals to provide individual private assessments on cardiac health for staff who nominate for testing, arranging in-house seminars on health issues and disseminating health and lifestyle information.

DOTARS also continued its strategy of prevention and rehabilitation to reduce the incidence and cost of higher-impact injuries. Key elements were:

  • continuing budget commitment to promote a safe and healthy work environment;
  • promoting the Employee Assistance Program to managers and staff to assist with personal and work-related problems; and
  • early intervention to prevent injury.

DOTARS accepted 12 claims for compensation for staff injuries during 2000–01. No incidents required a report to Comcare under the incident reporting regulations of the Occupational Health & Safety (Commonwealth Employment) Act 1991.

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Workplace Diversity

DOTARS has demonstrated its commitment to workplace diversity during 2000–01 through the continued implementation of its Workplace Diversity Program, Encouraging WISDOM.

The goals of the program are to:

  • attract a diverse range of people to work in the organisation;
  • encourage staff to develop diverse skills in order to realise their maximum potential;
  • recognise and make use of the diverse skills and cultural values and backgrounds of people; and
  • ensure workplace structures, systems and procedures recognise the diverse circumstances of staff and assist them to balance their work and personal lives.

Workplace diversity achievements for the year included:

  • providing ongoing support for the Departments womens network and its initiatives;
  • establishing a revised set of guidelines for home-based work and encouraging staff to make use of this facility;
  • promoting flexible working arrangements and encouraging the use of this facility;
  • establishing a new carers room;
  • establishing a workplace harassment contact officer network;
  • establishing a Workplace Diversity Committee with responsibility for promoting program initiatives to staff;
  • providing regular articles in the staff newsletter to generate increased awareness of APS workplace diversity issues;
  • providing online and other training to relevant staff on workplace discrimination and harassment; and
  • raising awareness of the values of the APS and DOTARS and encouraging the application of these values in policies and programs.

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Equal Employment Opportunity Information

The data in Table 12 provides information on equal employment opportunity (EEO) groups in DOTARS by APS-equivalent classification. The information is based on ongoing employees and includes 30 inoperative staff members. The data does not include Indian Ocean Territories Staff.

At 30 June 2001, DOTARS had EEO information on 85.9 per cent of its employees. Of those who volunteered information, the percentage of people with a disability remained low. The number of Aboriginal and Torres Strait Islander people has been maintained. The proportion of people with a non-English-speaking background decreased from 15.3 per cent to 11.3 per cent. The representation of women from EL1 to SES level increased by 2.3 per cent during the year.

Table 12—EEO groups by classification for permanent positions, including inoperative employees

All employees EEO Groups identified Employees who
have volunteered
EEO information
Level Men Women Total NESB ATSI PWD Total
13 15 28 7 4 27
APS3 27 36 63 11 1 56
APS4 13 65 78 7 1 7 74
APS5 53 39 92 6 78
APS6 77 73 150 16 2 120
EL1 103 77 180 16 6 172
EL2 135 44 179 13 1 3 140
SES 31 16 47 5 35
Total 452 365 817 81

NESB—Non-English-speaking background
ATSI—Aboriginal and Torres Strait Islander people
PWD—People with a disability

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