Management and Accountability
Management of Human Resources
Human resource strategy
The Department places a high priority on its people, and remains focused on people-management to ensure that it has the necessary capability to deliver outcomes for the Australian Government and to achieve its goals. The Department seeks to be regarded as a public sector employer that is professional, has integrity and offers a rewarding place to work. The Human Resource Strategy for 2010–2015 highlights four priority areas-positive work culture, recruitment, development and retention and outlines the key initiatives that will be undertaken to position the Department to continue to meet its human resource requirements now and into the future.
One of the key initiatives is workforce planning, which is to support the Department's vision by enabling it to attract and retain a motivated and effective workforce, and build capacity and capability over time. Each Division has identified mission-critical and critical job groups, and hard-to-fill positions in their business plans.
Table 6.4 Workforce location profile, including holders of public office, by classification
|APS 1–4 & equivalent||APS 5–6 & equivalent||EL1 & equivalent||EL2 & equivalent||SES/SEC & equivalent||Holder of Public office||Total|
|Employees and public office holders|
Table 6.5 Workforce gender profile, including holders of public office
|Holder of public office||0||2||0||7||2||9|
Learning and development
The Department's learning and development program includes a range of staff development activities shaped by the Department's business priorities, the broader public service direction, and individual development needs identified through the Department's performance-management system. It is further informed through executive forums and learning activity evaluation reports.
In 2010–11 there was a strong focus on developing specific capabilities to assist in the delivery of the Department's outcomes. The identified capability areas, which are being addressed by high-priority training programs, include project management; regulation and legislation; strategic policy process and analysis; stakeholder engagement; and organisational leadership skills. Initiatives were put in place to meet these skill needs in 2010–11, including the Leadership in Infrastructure program for Executive Level and Senior Executive Service employees. The Department has also developed ‘Your Role in Regulation’, an introduction to regulatory best practice within the Infrastructure and Transport portfolio for delivery in 2011–12.
Graduate development program
In November 2010, 28 graduates successfully completed the Department's graduate program. Graduates are drawn from a variety of academic disciplines, reflecting the Department's need for specialist skills and qualifications in, for example, economics, law and engineering, as well as more generalist skills such as the capacity for analytical and critical thinking.
In 2010, the formal learning and development program for graduates included the Diploma of Government course conducted by the Australian Institute of Management, a variety of internal and external training programs, and on-the-job experience obtained from three work rotations across the Department.
2011 Graduate Cohort ‘Morning Tea with the Executive’-18 March 2011
The Department has implemented a revised performance management framework which increases the emphasis on behaviours and values, and includes generic key deliverables around participation in the performance management framework (for all employees) and strength in leadership and people management (for managers/supervisors).
The revised performance management framework provides an effective means for managers and employees to share and develop a common understanding of the deliverables and performance levels required of each employee.
With their managers, each employee develops a ‘Plan on a Page’; and performance is assessed against that plan at least twice a year through their ‘Results on a Page’. The assessment focuses on recognising what has been achieved and what lessons have been learned, and is complemented by the personal ‘Development on a Page’, which identifies individual capability needs and how they will be developed.
The Department also rewards and recognises the contributions of individuals and teams throughout the year through formal awards programs.
The Secretary's remuneration is determined by the Prime Minister, taking into account the recommendations of the Remuneration Tribunal.
Remuneration for SES employees in the Department is set through determinations under section 24(1) of the Public Service Act 1999.
Conditions of employment for non-SES employees are determined through the Department of Infrastructure, Transport, Regional Development and Local Government Enterprise Agreement 2009–2011, which began on 14 September 2009. The agreement provided for a 3 per cent salary increase from the date of commencement of the agreement, and a further 3 per cent salary increase on 1 July 2010. The total remuneration for SES employees also increased by 3 per cent on 14 September 2009, and further increased by 3 per cent on 1 July 2010. In 2010–11 the Department made no performance payments to non-SES employees.
Table 6.6 Salary ranges for departmental employees by classification
|30 June 2010||30 June 2011 ($)|
|Secretary||The Secretary's remuneration is as determined by the Prime Minister after taking into account the recommendations of the Remuneration Tribunal.|
Salary ranges for APS1 to EL2 are based on salary rates specified in the Department of Infrastructure, Transport, Regional Development and Local Government Enterprise Agreement 2009–2011. Some employees' pay, benefits and conditions have been varied by the making of Individual Flexibility Agreements (IFA Section F (5) of the Enterprise Agreement). These IFAs have been reflected in the above maximum salary figures for these classifications.
Minimum salary for SES is based on the SES Remuneration Policy 2009–11. Maximum salary for SES is based on actual total remuneration package.
Salary excludes employer superannuation contributions.
In addition to salary, the Department provides its employees with a range of non-salary benefits, including activities targeting employee health and wellbeing, support for professional and personal development and access to flexible working arrangements.
The Department of Infrastructure and Transport Enterprise Agreement 2011–2014 was agreed by Department officers in June 2011. Future salary increases are planned under this new Agreement.
Table 6.7 Number of staff employed, by type of employment agreement, at 30 June 2011
|Section 24(1) determination under the Public Service Act 1999||Enterprise agreement||Total staff|
|Senior Executive Service (SES)||44||0||44|
Table 6.8 Staff recruitment and retention in 2010–11
|Graduates recruited externally||23|
|Other external recruits||206|
|Total external recruits||229|
|Retention rate (%)||86.95|
|Transfers/promotions to another Australian Public Service agency||86|
|Resignations and retirements||59|
a Non-ongoing employees are excluded from recruitment numbers and retention and separation data
The Department respects and values the diversity of its workforce. In 2010–11, the Department:
- Implemented its Workplace Diversity and Equity Strategy for 2011–2015 to assist in attracting, recruiting, developing and retaining skilled and talented employees, particularly in relation to Aboriginality, physical or mental disability, race or ethnicity and gender. This ensures flexible working conditions are offered to help attract, recruit and retain employees.
- Supported and enabled diversity and equity activities throughout the year.
- Completed the review of its 2009–2011 Reconciliation Action Plan which met its commitment and reconciliation objectives.
- Successfully celebrated NAIDOC Week.
- Recruited Indigenous employees-one trainee and seven cadets-through initiatives of the Australian Public Service Commission and the Department Of Education, Employment And Workplace Relations.
- Supported the Indigenous Professional Development Network, which provides a forum for Indigenous employees to connect and build relations with each other.
Table 6.9 summarises the diversity profile of the Department's workforce.
Table 6.9 Workforce diversity* at 30 June 2011
|People from non-English speaking backgrounds||138|
|People with a disability||25|
Includes on-going and non-ongoing employees
*Information (except gender data sourced from payroll records) have been sourced from an equity and diversity report where individuals have volunteered to provide their diversity information to the Department.