Chapter 6: Management and Accountability
Management of Human Resources
The Department's Workforce Plan 2012–13
The Department places a high priority on its people, and remains focused on ensuring that it has the necessary workforce 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 2012–13 Workforce Plan provides a positive platform for the Department and its business divisions to identify workforce issues and strategies to enable the Department to attract and retain a motivated and effective workforce and build capacity and capability. Alignment to business plans provides the basis for divisions to take action to address these workforce issues over the course of the year.
The Workforce Plan informs and is supported by the Department's Career Management Strategy and other workforce strategies, policies and practices. The plan is practical in nature, a living document that assists all divisions in achieving their key priorities. The plan is updated annually in line with the Department's business planning cycle.
Table 6.3 Workforce location profile, including holders of public office, by classification
|EL1 and equivalent||EL2 and equivalent||SES/SEC
|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||3||4||3||4|
Australian Public Service Employee Census
The Department's support of the Australian Public Service Employee Census was shown by its long-standing employee surveys (conducted since 1996) and emphasised the Department's commitment to consulting employees and addressing concerns.
The 2012 census found that levels of employee engagement (willingness to work hard and contribute discretionary effort) and satisfaction (with current job and with the agency as a whole) were solid, as well as recognition and feeling valued. Overall results continue to inform workforce planning activities for the Department.
During 2012–13 the Department encouraged more internal employee movements to fill vacancies. This enabled more effective placement of key capabilities and increased career development opportunities for employees.
There was stronger emphasis on the University Vacation Employment Program. This targets local universities and, with Indigenous entry level programs, creates greater awareness of, and improves opportunities to enter the Department's Graduate Development Program.
Attraction and recruitment for the 2014 Graduate Development Program was targeted by attending career fairs, more selective online advertising, and increasing benchmarks. The Department's marketing strategies maintained brand awareness.
Learning and Development
The Department's learning and development program offers activities shaped by the Department's vision and business objectives, broader public service priorities, individual development needs and the Department's Workforce Plan.
In 2012–13, the Department continued its focus on career management and leadership development. This included an extensive corporate learning and development calendar to ensure employees were equipped with skills and knowledge they needed. Capabilities requiring development, such as strategic thinking and policy development were identified and addressed.
The learning and development program is adaptive and reviewed annually to ensure it continues to align with the Department's business objectives and meets workforce needs.
Graduate Development Program
The Graduate Development Program prepares graduates for a career in the Department and the broader Australian Public Service. Graduates are drawn from a variety of academic disciplines, reflecting the Department's need for generalist and specialist skills and qualifications. In December 2012, 29 graduates successfully completed the program. In 2012, a Graduate Certificate in Public Administration was introduced to the program, conducted through the Australia and New Zealand School of Government Institute for Governance at the University of Canberra. The certificate incorporates an industry tour and research project which gives graduates an opportunity to explore how the Department contributes to the Australian community. This inclusion has been recognised by the Vice Chancellor of the University of Canberra as a rewarding collaboration between the university and the Department.
The Department currently has 29 graduates undertaking the 2013 program. Each undertakes internal and external training programs as well as on-the-job experience from three workplace rotations across the Department.
2013 Graduate cohort
The Department is committed to being a high-performing organisation demonstrating strong leadership and a robust performance culture. To achieve this, the Department models, enables and expects high performance from all employees through encouragement, empowerment and recognition.
Performance management in the Department is a participative process that requires contribution and involvement of employees, their supervisors and managers at the next level, in forming and applying performance plans, development plans and performance assessments.
The Secretary's remuneration is determined by the Prime Minister, taking into account recommendations of the Remuneration Tribunal.
Remuneration for Senior Executive Service employees in the Department is set through determinations under section 24(1) of the Public Service Act 1999.
Conditions of employment for non-Senior Executive Service employees are determined through the Department of Infrastructure and Transport Enterprise Agreement 2011–2014, which began operation from 1 July 2011. In 2012–13 the Department made no performance payments to Senior Executive Service or non-Senior Executive Service employees.
Table 6.5 Salary ranges for departmental employees by classification
|30 June 2012 ($)||30 June 2013 ($)|
|Secretary||The Secretary's remuneration is determined by the Prime Minister after taking into account the recommendations of the Remuneration Tribunal.|
Notes: 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 and/or the inclusion of Annualised Shift Allowance (ASA) (Section M6).
* IFAs and ASA 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 APS3 employees. As per the Enterprise Agreement 2011–14, the correct salary range for APS3 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 June 2011. Future salary increases are planned under this new agreement.
Table 6.6 Number of employees employed, by type of employment agreement, at 30 June 2013
|Section 24(1) determination under the Public Service Act 1999||Enterprise agreement||Individual Flexibility Arrangements (IFAs)||Total employees|
|Senior Executive Service (SES)||42||0||0||42|
Table 6.7 Employee recruitment and retention in 2012–2013
|Graduates recruited externally||31|
|Other external recruits||71|
|Total external recruits||102|
|Retention rate (%)||87.79|
|Transfers/promotions to another Australian Public Service agency||40|
|Resignations and retirements||84|
Note: 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 2012–13, 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, four 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 updated its Disability Workforce Action Plan in 2013, which builds on initiatives developed in the 2012–13 plan, which involved:
- piloting a program for managers responsible for managing employees with disability
- conducting a review of the Department's recruitment selection practices
- revising employment procedures for reasonable adjustment, and
- participating in the Stepping Into Program to target final-year university students to undertake work experience.
In 2012–13, the Department supported diversity and equity activities, such as promoting:
- International Day for People with Disability
- Harmony Day
- Reconciliation Week, and
- National Aboriginies and Islanders Day Observance Committee Week.
In 2012–13, the Department supported Indigenous employees through our Indigenous sponsor (Deputy Secretary Lyn O'Connell) and forums for Indigenous employees.
The Department started regular reporting against its 2012–2014 Reconciliation Action Plan to continue efforts to meet its commitment and reconciliation objectives.
Table 6.8 Workforce diversitya at 30 June 2013
|People from non-English speaking backgrounds||134|
|People with a disability||12|
Note: Includes on-going and non-ongoing employees. Excludes Holders of Public Office.
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.
Since 1994, Australian Government departments and agencies have reported on their performance as policy adviser, purchaser, employer, regulator and provider under the Commonwealth Disability Strategy. In 2007–08, reporting on the employer role was transferred to the Australian Public Service Commission's State of the Service Report and the APS Statistical Bulletin. These reports are available at www.apsc.gov.au. From 2010–11, departments and agencies have not been required to report on these functions.
The Commonwealth Disability Strategy has been overtaken by a new National Disability Strategy 2010–2020 which sets out a 10-year national policy framework to improve the lives of people with disability, promote participation and create a more inclusive society. A high level two-yearly report will track progress against each of the six outcome areas of the strategy and present a picture of how people with disability are faring. The first of these reports will be available in 2014, and will be available at www.fahcsia.gov.au.
The Social Inclusion Measurement and Reporting Strategy agreed by the Australian Government in December 2009 will include some reporting on disability matters in its regular How Australia is Faring report and, if appropriate, in strategic change indicators in agency annual reports. More detail on social inclusion matters can be found at www.socialinclusion.gov.au.