Chapter 6: Management and Accountability—Continued
Management of Human Resources
The Department's Workforce Plan 2012
The Department places a high priority on its people, and remains focused on ensuring 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 is a rewarding place to work.
The Department's 2012 Workforce Plan identifies the key workforce issues, opportunities and strategies over the next 12 to 24 months to enable the Department to attract and retain a motivated and effective workforce and build capacity and capability. The Plan focuses on the Department as a whole and the individual business divisions, and workforce strategies are monitored and reviewed through the Department's business planning cycle.
Table 6.3 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 6.4 Workforce gender profile, including holders of public office
|Holder of public office||2||7||3||9||3|
The current structure of biennial employee surveys (since 1996) emphasises the Department's commitment to consulting employees and addressing concerns.
A key initiative to address concerns raised in the 2011 survey was the implementation of a pulse survey scheme.
These surveys are conducted regularly on pertinent issues. In 2012 pulse surveys covered areas highlighted in the employee survey including career intentions and business planning. Pulse survey results have been used to develop better internal employee support. Among other initiatives, a career management survey led to improved learning and development programs and a business planning survey led to an increased focus on bottom-up business planning and greater employee involvement in divisional business plans.
A number of strategies were implemented during 2011–12 to help divisions with efficient, best-practice recruitment. These strategies included:
- improved resources and training
- cross-divisional representation on all selection panels
- quality-assurance checking on all selection reports
- promoting use of departmental merit lists
- promoting internal advertising for a minimum of three days before advertising externally to encourage internal development and mobility, and
- stronger consultation with selection panels to assess a recruitment need, advertising strategy and appropriate approach.
Work began to expand existing entry-level programs, such as cadetships, traineeships and vacation programs for 2013 onwards. These programs will address workforce planning priorities and create greater awareness and opportunity in the Graduate Program.
Learning and development
The Department's learning and development program offers staff development activities shaped by the Department's vision and business objectives, broader public service priorities and individual development needs drawn from the Department's Workforce Plan and performance management system. It is further formed through employee surveys and evaluations of the Department's development activities.
All capability development activities are designed and delivered by a combination of internal and external programs. The learning and development program is reviewed annually to ensure continued alignment with the Department's business objectives.
In 2011–12, the Department developed a Career Management Strategy to provide a framework that encourages and supports our staff to have engaged and productive working lives in support of the Department's vision and its outcomes. The strategy supports managers and staff with tools and information to engage in career management activities. Key activities include a new mentoring scheme, management essentials training, career-element toolkits and coaching skills for managers.
The Department had a strong focus on building capability in project management, regulation and legislation, evaluation, and organisational leadership skills. Activities were developed to build these capability needs in 2011–12.
Graduate development program
In November 2011, 19 graduates successfully completed the Department's Graduate Development Program. Graduates are drawn from a variety of academic disciplines, reflecting the Department's need for generalist and specialist skills and qualifications.
In 2011, the formal learning and development program for graduates included the Diploma of Government course conducted by the Australian Institute of Management.
The Department has 29 graduates undertaking the 2012 Graduate Development Program. The diploma was replaced with a tailored Graduate Certificate in Public Administration, administered by the Australia and New Zealand School of Government Institute for Governance. This change recognises the level of study graduates have already completed and provides greater emphasis on career development. The formal learning and development program is complemented with internal and external training programs and on-the-job experience from three work rotations across the Department.
Under the Department of Infrastructure and Transport Enterprise Agreement 2011–2014, all employees are required to participate in the performance management cycle, develop a performance and development plan and have regular ongoing performance discussions with their managers.
Cascading from the Department's divisional and branch business plans, team and individual performance plans assist employees to identify how their roles contribute to the Department's business objectives.
The Department has a strong commitment to a professional culture in which improving individual and team performance is fundamental to achieving our vision.
In April 2012, this commitment culminated in the development of the performance management system in my Workplace (SAP). The system is a tool for enhanced monitoring and status reporting leading to increased performance management and assessment functionality.
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 and Transport Enterprise Agreement 2011–2014, which began operation from 1 July 2011. In 2011–12 the Department made no performance payments to SES or non-SES employees.
Table 6.5 Salary ranges for departmental employees by classification
|30 June 2011 ($)||30 June 2012($)|
|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 and Transport Enterprise Agreement 2011–2014. 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 2011–2014. Maximum salary for SES is based on actual total remuneration package.
Salary excludes employer superannuation contributions.
*Please note that the printed version of the 2011–12 Annual Report stated the incorrect salary range for APS 3 employees. As per the Enterprise Agreement 2011–2014, the correct salary range for APS 3 as at 30 June 2012 was $51,540–$55,651.
Departmental employees have 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 Departmental officers in June2011. Future salary increases are planned under this new Agreement.
Table 6.6 Number of staff employed, by type of employment agreement, at 30 June 2012
|Section24(1) determination under the Public Service Act 1999||Enterprise agreement||Total staff|
|Senior Executive Service (SES)||46||0||46|
Table 6.7 Staff recruitment and retention in 2011–12
|Graduates recruited externally||29|
|Other external recruits||117|
|Total external recruits||146|
|Retention rate (%)||88.31|
|Transfers/promotions to another Australian Public Service agency||55|
|Resignations and retirements||72|
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 2011–12, the Department continued to develop initiatives under its Workplace Diversity and Equity Strategy for 2011–2015 to help attract, recruit, develop and retain skilled and talented employees, particularly in relation to Aboriginality, physical or mental disability, race or ethnicity and gender. This included recruiting more Indigenous employees—two graduates, three cadets and two trainees. This initiative was undertaken through collaboration with the Australian Public Service Commission and the Department of Education, Employment and Workplace Relations.
The Department implemented its Disability Workforce Action Plan for 2012–2013, which enabled:
- appointment of a disability sponsor at the Deputy Secretary level
- a disability working group to raise awareness and provide feedback on issues impacting on staff with disability
- a review of recruitment and selection processes for people with disability, and
- participation in the Stepping into Program to target final year university students to undertake work experience.
In 2011–12, the Department supported diversity and equity activities, such as promoting:
- International Day for People with Disability
- Harmony Day
- International Women's Day
- Reconciliation Week, and
- National Aborigines and Islanders Day Observance Committee (NAIDOC) Week.
In 2011–12, the Department supported Indigenous employees through our Indigenous Sponsor (Deputy Secretary) through forums for Indigenous employees.
The Department developed its 2012–2014 Reconciliation Action Plan to continue efforts to meet its commitment and reconciliation objectives.
Table 6.8 Workforce diversitya at 30 June 2012
|People from non-English speaking backgrounds||139|
|People with a disability||17|
Includes on-going and non-ongoing employees.
a Information (except gender data sourced from payroll records) has been sourced from an equity and diversity report where individuals have volunteered to provide their diversity information to the Department.