3.2 - People Management

Staff Survey

The Department held its fourth annual Staff Survey on 22 November 2006. The survey provides an evidence-based evaluation of organisational culture, staff motivation and the workplace factors that impact on motivation and productivity.

Ninety per cent of staff present on the day participated in the survey. This was a three per cent improvement on the participation rate of the 2005 Staff Survey, and was the largest staff population surveyed since the survey was introduced in 2003.

This year the Department used a more refined model for measuring staff motivation and productivity. Where only four ‘drivers’ of motivation were measured in 2005, in 2006 seven were measured. These new measures have been structured in such a way that they allow for year-on-year comparison.

The Department achieved a score which exceeded its target and represented a significant improvement on 2005 results. The Department’s overall motivation score has improved in every survey. A comparison of 2004 and 2006 results shows an improvement of over nine per cent, in the combined score on the seven drivers.

The highest scoring drivers were manager, job, employer and development. Results also revealed that more staff feel they have real opportunities to participate in decision making and that the Department has high standards of professionalism. Staff also indicated that they believe the Department appreciates the skills and knowledge of mature age workers and the cultural diversity of our workforce in general.

Recruitment and Selection

Evaluation of Recruitment Processes

The Department evaluated its recruitment processes in 2006–07 to assess their effectiveness in meeting operational needs. In doing so, the Department took into account staff feedback from annual surveys and focus groups, and different methodologies used by other organisations. The review also included a detailed analysis of the time, cost and effort taken in conducting recruitment exercises. The Department will use the results from the review to ensure a continual improvement in our ability to attract skilled and experienced staff in an increasingly competitive labour market.

Recruitment for the Office of Aged Care Quality and Compliance

A major recruitment campaign conducted by the Department was to fill approximately 100 aged care investigator positions nationwide for the newly established Office of Aged Care Quality and Compliance. The campaign attracted 3,381 applications and all positions were filled within eight weeks of advertising.

Graduate Recruitment

The Department also increased its focus on the Graduate Development Program, recruiting 97 graduates in 2007, almost double the previous year’s intake.

Performance Development

Online Rating Collection System

In 2006–07, the Department commenced work on an online system to administer the Performance Development Scheme and established, as the first stage, an online rating collection system. Previously, ratings were collected manually through business management units and sent to the Department’s People Branch for processing. Under the new system, staff directly enter their performance rating after a face-to-face discussion with their supervisor, improving both efficiency and privacy.

Improving Supervisor Feedback

The Department also developed further training for supervisors to reinforce the Capability Map and the importance of providing ongoing feedback to staff on performance and achievements. The Capability Map is a comprehensive map of ‘how’ staff undertake their work to achieve the Department’s outcomes, shown as five standard capabilities, and one optional capability for all non-Senior Executive Service staff.

Staff Training and Development

Learning and Development Framework

The Department developed a new learning and development framework in 2006–07 which places greater emphasis on business needs and helps develop data on developmental needs. It also provides for a multi-strategy approach to learning, and evaluates the effectiveness of training on staff performance. Following this, the Department reviewed and recast its calendar of internal learning to fit in with the framework.

Aged Care Investigation Training

The Department developed a comprehensive five day Aged Care Investigation training program to help the new Office of Aged Care Quality and Compliance protect and preserve the rights and dignity of elderly Australians living in aged care homes. The course provided staff with the skills to be competent in understanding and applying knowledge of the requirements of approved aged care providers, administrative law and investigation skills in undertaking their duties. Two hundred and forty staff completed the training in 2006–07.

Financial Management Training

The Department continued to place a priority on improving the financial skills and capabilities of staff. A total of 86 staff have completed the Certificate or Diploma in Financial Management since 2004–05 with a further 13 staff commencing the program in 2007.

Health and Life Strategy

Under its Health and Life Strategy, the Department encouraged staff to be healthy and to have a good work/life balance. The Department plans to implement a range of evidence-based corporate health initiatives under the strategy which are aligned with the key elements of the Australian Better Health Initiative, focusing on smoking cessation, nutrition and physical activity, targeted screening and mental health.

Around the World in 80 Days

Further to the flagship 10K a Day program promoting 10,000 steps per day, the inaugural Around the World in 80 Days walking challenge was a particular success. From April to June 2007, 95 teams across the Department, including State and Territory Offices, took part in a race to be the first team to walk the equivalent of around the world and walked in excess of 650 million steps. At an award ceremony in July 2007, the Secretary presented certificates to teams acknowledging this achievement. The overall winning team was from the Department’s South Australia Office.

Workplace Diversity

The Department’s ongoing employment rates of Aboriginal and Torres Strait Islander staff, and staff with disabilities, remained above the Australian Public Service average, as reported in the 2005–06 State of the Service Report accessible at www.apsc.gov.au. The Department’s ongoing employment rate of mature age staff was also marginally higher than the public service average.

During 2006–07, the Department continued to work with, and support, the Aboriginal and Torres Strait Islander Staff Network to deliver a broad range of initiatives identified in the Aboriginal and Torres Strait Islander Workforce Action Plan. The Department also launched the Reconciliation Action Plan which recognised the important role of Aboriginal and Torres Strait Islander people and our partnership in the development and implementation of policies and programs to overcome Indigenous disadvantage.

The Department upgraded its membership of the Australian Employers’ Network on Disability, which provided additional support to advance employment opportunities for people a with disability. The Department also provided support to mature age staff through a number of initiatives, including biannual superannuation information sessions.

In addition, the Department launched the Respect campaign which reinforced the Department’s commitment to a workplace that is free from bullying and harassment.

Workplace Agreements in the Department

The Department supported its Certified Agreement and Australian Workplace Agreements with employment guidelines and policies that provided staff with comprehensive detail on how their terms and conditions of employment were administered and applied. Refer to Part 4.8 – Staffing Information for details on the Certified Agreement and Senior Executive Service Australian Workplace Agreements.

Negotiation of a New Collective Agreement

In February 2007, the Department initiated negotiations with staff representatives on a replacement for the current certified agreement which reached its nominal expiry date on 8 July 2007. During negotiations the Department and staff representatives took amendments to the Workplace Relations Act 2006 into consideration. They also ensured that negotiations were consistent with the policy parameters for agreement making in the Australian Public Service. The new agreement was put to staff for a vote in August 2007.

Australian Workplace Agreements

The Department offered Australian Workplace Agreements to all Senior Executive Service and Executive Level 2 staff, as well as graduates on recruitment or promotion. The Secretary may enter into an Australian Workplace Agreement with staff at any classification level at any time. Workplace agreements nominally expire three years after lodgement.

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