Output 2: Leadership, performance and development in the APS

People management in the APS

The Commission contributes to a confident, high quality and sustainable APS by developing, promoting and providing advice on better practice approaches to organisational performance, people management and governance in a values-based environment.

Around 63% of respondents in the client survey were satisfied with the Commission’s organisational performance work with 85% finding the Commission’s activities to promote better management practice to be useful to the needs of their organisation.

Building capability/ Workforce planning

The Management Advisory Committee report Organisational Renewal and the State of the Service Report highlighted the importance of workforce planning last year, and provided analysis of trends and issues. The MAC Report concluded that agencies need to engage in systematic workforce planning activities, identify current and future capability requirements and put in place strategies to meet those needs.

During the year, the Commission conducted a number of workforce planning events. Building on the Commission’s efforts from the previous year, two workforce planning summits were conducted for a total of 135 senior executive and executive level staff. Richard Foster, CEO Family Court of Australia, Jeff Harmer, (then) CEO Health Insurance Commission, Sue Vardon, CEO Centrelink and Neil Williams, CEO Geoscience Australia participated in a panel discussion at the second summit, where future workforce challenges facing the APS were explored. In addition to the workforce planning summits, three workshops were offered to human resource practitioners to further develop their expertise. The findings of the MAC report were also the focus of Commission-hosted seminars in all states and territories during the year.

The Commission continues to work with APS agencies on the development of the skills of human resource people. The Human Resource Capability Development Program (HRCDP) was piloted in 2002 with 16 participants from nine agencies. The program is based on the capabilities set out in the APS Human Resource Capability Model that was developed in 2000. The program is designed to help human resource people develop the capabilities necessary to deliver quality human resource services that result in better business outcomes in their respective agencies.

As a result of the evaluation of the pilot program, two different versions of the program were developed. The foundation level was designed to meet the needs of human resource people who are just moving into, or have a desire to move into, more strategic human resource roles, whilst the extension level is for human resource people who are recognised as high achievers and are expected to make a significant contribution to the human resource profession. Participants on the HRCDP are also given the opportunity to assess the workforce needs of their own agencies.

The first extension program began in February 2003 and will be completed in August. The program was fully subscribed with 16 participants representing nine agencies. The first foundation program, also fully subscribed, with participants from eight agencies commenced in May 2003.

Both programs (extension and foundation) are accredited with the Canberra Institute of Technology (CIT): the extension level at the Advanced Diploma of Government level and the foundation at the Diploma of Government level. Participants, who are seeking assessment for either award, are provided with an assessment kit from CIT. This kit is designed to support participants understand competency-based assessment, and provides guidance on assembling a portfolio of evidence (from the workplace and program) for presentation to an assessor.

Succession management

In 2002, the Commission initiated a project to explore the issue of succession management in the APS. The objectives of the project included:

• introducing the concept of succession management
• identifying key principles for effectiveness in succession management
• considering how succession management can be implemented within the APS to give practical effect to the APS Values
• providing broad guidance on approaches to this issue.

In February 2003, the Commission published a paper title Managing Succession, which encourages agencies to establish succession management initiatives, consistent with the APS Values, as one of their strategies to ensure the long-term capability of their agencies.

Building Capability– A framework for managing learning and development in the APS

In April 2003, the APS Commission, in conjunction with the ANAO, launched the better practice guide Building Capability– A framework for managing learning and development in the APS.

The guide is tailored specifically to the public sector through examples of APS agency better practice experience. The intention is to inform and influence line managers as well as to encourage ongoing improvement by those with direct responsibility for learning and development.

The guide includes a recommended minimum data set that illustrates the kind of information that agencies need to evaluate the value of their investment in learning and development. This minimum data set is not sufficient for a comprehensive measure of effectiveness–but provides a starting point in tracking inputs and outcomes.

While recognising that the assessment of the organisational impact of learning and development remains the responsibility of each agency, the APS Commission will produce a companion document in 2003—04 to assist agencies in evaluating learning and development. This Framework for evaluating learning and development in the APS is to promote ongoing business practices that will assist agencies in developing a comprehensive approach to assessing the value gained from learning and development. The better practice guide provides managers with key guiding principles, whereas the evaluation framework will provide a more substantial tool for practitioners to actually develop targeted evaluation strategies.

Evaluation of its own programs and services will be a focus of the APS Commission during 2003—04.

Facilitating information sharing–Case studies

During the year, Best Practice On-line (BPO) was renamed APS Case Studies. Through Case Studies, the Commission facilitates the sharing of information on a range of people management practices and initiatives by publishing, on the internet, relevant and timely case studies intended to stimulate ideas and thinking about effective organisational and people management.

The site currently features 39 case studies and 14 ‘Who is Doing What?’ articles from a range of public and private sector organisations. Of these, 19 were published on the internet in 2002—03. Major issues covered in the case studies and articles included: workforce planning, virtual college for learning, succession management and work life balance.

Senior Executive Human Resource Roundtable

During the year, the Strategic HR Reform Group changed its name to the Senior Executive Human Resource (HR) Roundtable to better reflect the nature of the group. The Roundtable provides an opportunity for members to exchange information about challenges facing APS agencies, and for agencies to work collaboratively on emerging issues.

The Commission convened seven meetings which were attended by senior executives from 20 agencies who are responsible for human resource management. Issues discussed at the Roundtable include:

• succession management
• the MAC Organisational Renewal report
• improving the quality of recruitment outcomes
• human resource reporting
• Senior Executive Service recruitment.

Directors Network

The Directors Network is supported by 39 Human Resource Directors, from 20 APS agencies. During the year, the Commission convened seven network meetings. Similar to the Senior Executive Human Resource Roundtable, the meetings provide an opportunity for members to meet and discuss issues and challenges in human resources that are current and relevant.

Subjects covered this year included:

• recruitment and psychometric testing
• Indigenous employment
• measuring return on investment
• APS recruitment and selection
• workforce planning
• succession management
• the ageing workforce.

Driving Change

The Commission ran the Driving Change seminar series for human resource staff for the fifth consecutive year. The series of eight seminars addresses key issues in human resources that are current and relevant to the APS. This year’s series focused on critical steps in strategic workforce planning, recruiting best talent (including succession planning) and the need to be aware of issues and trends and how these can influence organisational outcomes.

Seminar topics included:

• developing career management systems
• effective management strategies to ensure that the human resource professional adds value and does so in partnership with clients
• effective recruitment and selection
• strategies for overcoming workforce challenges
• retaining talent through continuous growth and development
• nature of relationships in human resources–achieving influence by group dynamics and business relationships.

There were 86 people from 27 Commonwealth agencies registered for the program with an average seminar participation rate of 52. The 2002—03 Driving Change seminar series was rated to be of good quality and relevant by 89% of subscribers. Following the 2002—03 Driving Change seminars there were three post-seminar interactive workshops.

Strategic priority: Recruitment and selection kit

One of the Commission’s strategic priorities is to build the human resource capability of line managers. In March 2003, work commenced on the first major initiative of this strategy, the development of a Recruitment and Selection Kit (the Kit) for line managers.

The approach to creating the Kit has involved collaboration and widespread consultation with agencies across the APS. A steering committee consisting of Commission representatives and senior human resource staff from three APS agencies was formed to guide the development of the Kit. Interviews to collect information and validate findings have been conducted with senior executives, human resource directors and line managers in Canberra, Melbourne, Sydney and Brisbane. To date, 45 managers representing 22 APS agencies have been consulted.

The Kit is due to be completed and rolled out to agencies in August 2003. The Commission plans to launch the Kit in Canberra followed by a series of workshops/ launches in a number of the regions.

Implementation of international Investors in People Standard in agencies

The Commission continues to support the Investors in People (IiP) Standard across APS agencies. IiP is a plain language, internationally recognised quality standard concerned with achieving best practice in the management and development of people to deliver organisational goals. It offers organisations a sound planning and monitoring framework for people management and the opportunity to review performance against a recognised benchmark. A full list of agencies using the standard is at Appendix F.

Implementing IiP contributes to an organisation’s performance and reinforces an integrated approach to people management and workforce planning in that it provides:

• a sensible, integrated conceptual framework for a disciplined consideration of how people strategies can support the achievement of business imperatives
• useful documentation and concrete products that help agencies make choices and plan action
• a practical means for motivating staff and building staff morale
• the flexibility necessary for each agency to develop people strategies most appropriate to its unique business circumstances and culture.

The Australian Quarantine and Inspection Service (AQIS) became the sixth APS agency to gain recognition as an Investor in People in October 2002. The Department of Transport and Regional Services, having been the first APS organisation to be recognised as an Investor in People in 1999, will successfully gain re-recognition in July 2003. There are 8 agencies committed to implementing IiP.

Agency Heads will be consulted about a Commission-led evaluation of the value of IiP in the APS in late 2003.