Part three
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People management
The Commission’s Corporate Plan 2004–05 and the Certified Agreement 2003–06 make commitments to building the Commission’s strategic capability through a planned approach to meeting our future workforce needs. The Commission’s workforce initiatives, described below, are effectively providing a workforce to support our contemporary role.
Workforce planning
At 30 June 2005, the Commission employed 184 staff of which 168 were employed on an ongoing basis. These staff were divided between Canberra (74.5%) and regional offices in Sydney, Melbourne, Brisbane, Adelaide and Perth.
During 2004-05 there was a continuation of the modest additional staffing for the ILS and Indigenous Employment Strategy which was funded through access to the Commission’s accumulated reserves. In addition, further staffing was provided for work on Indigenous employment through a transfer of funds from the Department of Immigration and Multicultural and Indigenous Affairs.
Table 27 outlines ongoing and non-ongoing staff numbers for the last five years.
Table 27: Commission staff numbers at 30 June 2001 to 2005
| June 2001 | June 2002 | June 2003 | June 2004 | June 2005 | |
| Ongoing | 122 | 135 | 159 | 165 | 168 |
| Non-ongoing | 36 | 26 | 27 | 25 | 16 |
| Total | 158 | 161 | 186 | 190 | 184 |
More detailed information about the nature of our workforce is set out in Appendix G. Overall trends include:
- A strong pattern of ongoing employment supplemented by a relatively stable level of non-ongoing employment to meet particular business needs. Over the last two years non-ongoing employees comprised between 8% and 9% of our workforce.
- A modest shift in the classification mix with decreased employment at executive levels (down from 45.8% in 2003–04 to 42.2% in 2004–05) while the proportion of APS 5–6 employees increased (from 50.5% in 2003–04 to 51% in 2004–05).
- The majority of people working in the Commission are women, comprising 66.3% of our workforce in 2004–05 compared to 68.4% in 2003–04.
- Part time employment continues to be dominated by women with only three men taking up this employment option in the last two years.
- The proportion of employees identifying as being of Aboriginal or Torres Strait Islander descent has increased slightly from 3.8% in 2003–04 to 4.3% in 2004–05.
- The proportion of employees who identify as having a disability has continued to increase from 5.4% in 2002–03 to 7.9% in 2003–04 to 9.2% in 2004–05.
Graduate recruitment
We did not undertake a graduate recruitment programme during 2004–05 as we gave priority to building a more structured approach to learning and development consistent with the commitments to build capability made through our certified agreement.
We have recommenced a graduate recruitment programme for 2005–06.
Corporate learning and development
During 2004–05 we consolidated our approach to establishing a corporate training calendar that links Commission, Group and individual capability to organisational performance improvements. The calendar represents a significant investment by the Commission in the development of staff. Participation and expenditure information in Table 28 provides a measure of this investment. In addition to the corporate training programme, Groups funded training and development opportunities that addressed individual development needs.
Table 28: Participation rates in training and development activities, 2000-01 to 2004–05
| Participation rates | 2000–01 | 2001–02 | 2002–03 | 2003-04 | 2004-05 |
|---|---|---|---|---|---|
| Total staff days | 761 | 562 | 678 | 1176 | 570 |
| Average days per staff member | 4.8 | 3.5 | 3.7 | 6.1 | 3.1 |
| Total estimated cost | $140 000 | $145 000 | $247 000 | $617 484 | $279 560 |
| Average cost per staff member | $886 | $900 | $1330 | $3250 | $1519 |
There was a decline in participation in 2004–05 compared with the previous year because in 2003–04 we conducted workshops for all Executive and APS level staff to discuss the directions of the Commission’s work programme. Whereas in 2004–05 we gave priority to capability development in financial management, strengthening understanding of the APS Values and Code of Conduct, and people management.
Other significant activities were also undertaken. For example, one staff member participated in the Australia and New Zealand School of Government Masters programme . As well, the Commission introduced an internal seminar programme called ‘Corporate Made Easy’ that provides staff with information on services and assistance available through the Corporate Group on such issues as procurement following introduction of the United States–Australia free trade agreement.
The Commission continues to support formal study through the Study Encouragement Scheme focusing on qualifications in the fields of public administration, human resource management, learning and development, public policy and governance. There has, however, been a decrease in use of this scheme from 14 in 2003–04 to 11 in 2004–05.
Staff survey
The Commission surveys its staff every two years to obtain feedback on the Commission’s culture, working arrangements and internal policies, and to assess the extent to which staff understand and uphold the APS Values.
The most recent survey was conducted in October 2004, with results available to staff in November. The survey was based on a set of core questions that allowed comparison in trends and views over time and with the findings of the APS-wide State of the Service survey.
Over 80% of staff responded to the 2004 survey and strong results were reported in many areas, notably respondents provided positive ratings on:
- the Commission as a good place to work
- overall levels of satisfaction among staff
- the Commission Executive and senior managers
- a common sense of purpose among Commission staff
- support for and understanding of the APS Values within the Commission
- pride in working for the Commission
- satisfaction with flexible conditions of employment.
On many of these issues the 2004 survey results showed improvements over the 2002 findings.
The survey also identified some areas for improvement. Staff were critical of the Commission’s pay system and the way in which it links with the performance management system. A new simple pay system is a priority for the Commission’s next certified agreement and work was begun on this late in 2004–05.
There was also reporting of harassment and of work-related stress. In response, we have introduced further training on the APS Values and Code of Conduct for all staff; and we have started revising the Commission’s Plan for a Harassment-Free Workplace, including conducting several harassment-prevention training sessions. As well, we provide regular workstation assessments, conduct occupational health and safety sessions and stress prevention training, and actively promote our employee assistance programme.
Our health awareness programme has also been expanded to focus on health and lifestyle with increased emphasis on work–life balance. Coverage of the health awareness programme is included later in this Chapter.
Agreement-making in the Commission
The Commission provides terms and conditions of employment under either its certified agreement or through Australian Workplace Agreements with individual employees. As at 30 June 2005, 142 non-SES employees were covered by the certified agreement while 40 employees have entered into Australian Workplace Agreements. The Commission has two statutory office holders whose conditions of employment are established by the Remuneration Tribunal.
The salary ranges for the Commission’s classification levels are set out in Table 29.
Table 29: Salary ranges (as at 30 June 2005)
| Classification | Min | Max |
|---|---|---|
| APS 1–2 | $30,617 | $38,852 |
| APS 3–4 | $39,802 | $47,720 |
| APS 5–6 | $49,198 | $60,600 |
| EL 1 | $62,923 | $76,014 |
| EL 2 | $77,598 | $97,500 |
| SES1 | $103,000 | $123,600 |
Note: The Band 3 salary range is not included in this table as the Commission has only two Band 3 employees.
Certified agreement
The Australian Industrial Relations Commission certified the Commission’s third certified agreement Building Our Capability: People and Performance on 11 June 2003.
It is a comprehensive agreement made directly with staff under section 170LK of the Workplace Relations Act 1996 and notionally expires in June 2006. It covers the employment arrangements and conditions for staff not covered by Australian Workplace Agreements, including 87 APS 1–6 employees and 55 executive level employees.
Non-salary elements of the agreement include a strengthened approach to capability development, workplace giving scheme, work–life balance provisions, health awareness programme and an access to employee assistance programme.
The agreement has a strong focus on productivity and includes a variable salary increase from 1 July 2005 based on the level of productivity gains achieved. An assessment of the benefits flowing from the Agreement undertaken during 2004–05 showed that significant productivity gains were being achieved and the maximum salary increase of 3.5% will be paid to staff.
Work commenced in the first quarter of 2005 on the Commission’s next agreement and we plan to seek certification of the new agreement in June 2006.
Forty Australian Workplace Agreements are in place covering 10 senior executives, 27 executive level employees and three APS 1–6 employees. This represents 21.7% of the Commission’s workforce. The majority of the Commission’s current Australian Workplace Agreements nominally expire in June 2006.
Non-salary elements of Australian Workplace Agreements include car parking for senior staff, home access to information technology, airline lounge memberships, business class air travel and executive lease vehicles.
Managing performance
A significant feature of the Commission’s certified agreement is the performance appraisal scheme that directly links annual assessment of people’s performance with their remuneration. The scheme operates as part of the Commission’s overall approach to performance management and integrates corporate, group and individual performance planning and management. The scheme also provides a basis for planning individual development and for managing poor performance.
The Commission’s scheme provides for:
- annual productivity increases in base pay
- the possibility of salary advancement
- the possibility of modest bonuses for high-performing staff.
In 2004–05, the Commission paid $131,200 in performance bonuses to 73 employees. Details of payments made to staff are included in Table 30. These payments relate to performance during 2003-04 as the Commission’s appraisal cycle operates on a financial year basis with performance-linked increases in remuneration being made in July each year, based on an assessment of performance in the preceding year.
Table 30: Performance pay for 2004–05
| Classification | Number of staff | Number receiving | Total payment | Average payment | Range |
|---|---|---|---|---|---|
| APS 1–2 | 4 | 3 | $3000 | $1000 | $900-$1200 |
| APS 3–4 | 39 | 8 | $9000 | $1125 | $600-$1200 |
| APS 5–6 | 49 | 21 | $28,800 | $1371 | $800-$2400 |
| EL 1 | 58 | 21 | $35,700 | $1700 | $1200-$3000 |
| EL 2 | 28 | 17 | $40,125 | $2360 | $1875-$4500 |
| SES | 7 | 3 | $21,000 | $7000 | $3000-$12,000 |
Note: These amounts represent payments for the performance cycle 2003–04 and were paid in July 2004.
Australia Day awards
One of the features of our Australia Day celebrations is presentation of Australia Day medallions. The medallions are awarded to non-SES members of the Commission who have worked in the Commission for longer than 12 months and made an exceptional contribution to the performance, culture or identity of the Commission. Contributions in many areas and regions of the Commission were recognised in 2005.
Four awards, comprising three individual awards and one team award, were presented in January 2005 to:
- Christine Black, for exceptional business acumen and demonstrated quality in all her work
- Jenny Seymour, for her tireless work in organising fundraising events and contributing to a collegiate culture
- Debbie Bailey, for embedding the Public Sector Development programmes in New South Wales and effectively doubling the number of Learning and Development programmes offered by the Sydney office
- The 2004 State of the Service Report team—Marie McAuliffe, Mark Henry, Ngaire Hosking, Sue Johnson, Linda Kendell, Natalie Collins, Heather Frisken, Paul Casimir and Fiona Hewson, in recognition of the consistent high quality of the report and the research that underpins it.
Occupational health and safety
As in past years, the Commission continued to promote activities to enhance the health and wellbeing of its employees. In 2004–05 we conducted an annual health awareness programme, ran regular health and lifestyle sessions, provided all staff with occupational health and safety training opportunities and continued to provide a programme of regular workstation assessments.
The Health Week programme ran from 18–22 October 2004 and included:
- information sessions, such as psychological health awareness, breast cancer awareness, skin and sun care practices and a library display including health-related books and pamphlets
- clinical assessments, such as lifestyle screenings, bone density screenings and respiratory function tests
- activities and exercise, such as back and neck management, introduction to healthy exercise, a tennis competition and healthy lunch.
The Health Week programme was very popular with staff, many of whom participated in multiple events. Attracting 523 attendances at organised health week activities represents a significant increase over 2003–04 participation rates.
We also conducted a series of health and lifestyle sessions to continue developing staff awareness of health issues, and lifestyle and work balance through the year and provided staff and their families with access to a confidential employee assistance programme.
Work–life balance
Picture: Participants in health week
During 2004-05 the Commission participated in the 8th annual Work–Life Balance Benchmarking Study. The study, conducted by private firm Managing Work–Life Balance and publishers CCH Australia, surveys both public and private organisations and assesses executive support, organisational policies and procedures, and barriers to achieving work–life balance in organisations.
In the 2004–05 survey the Commission ranked 17th out of the 376 participating organisations, and 1st out of the seven Australian Government participants. The Commission last participated in the study in 2003–04 where it achieved 11th place out of 310 participants and ranked 2nd of the Australian Government participants.
Workplace diversity
The Commission’s Workplace Diversity Programme continues to contribute to ensuring the Commission fosters an environment that positively values diversity of backgrounds and ideas and achieves the creativity and performance that flows from diverse contributions. During 2004–05 we conducted workshops to promote the APS Values that included a focus on diversity in the workplace.
The Commission’s certified agreement continues to provide staff with flexible forms of employment and increased access to personal leave. Over 5.9% of Commission staff work part-time and about 13.5% of staff have made use of the purchased leave arrangements to increase their leave entitlements. Purchased leave is particularly popular as a means of caring for children during school holidays.
We have started our graduate recruitment campaign for 2006 and have included in the programme an employment opportunity for an Aboriginal or Torres Strait Islander graduate.
The Commission’s representation of women, Aboriginal or Torres Strait Islanders, people born overseas, people born overseas with English not their first language and people identifying as having a disability are set out in Table 31.
Table 31: Representation of EEO groups as a percentage 2000–01 to 2004-05
| 2001–02 | 2002–03 | 2003-04 | 2004-05 | |
| Women | 67.7 | 68.3 | 68.4 | 66.3 |
| Aboriginal/Torres Strait Islander Descent | 3.7 | 3.8 | 3.2 | 4.3 |
| People with disabilities | 3.1 | 5.4 | 7.9 | 9.2 |
| Born overseas | 16.1 | 15.1 | 16.3 | 20.7 |
| Born overseas and English not first language | 5.0 | 7.5 | 5.3 | 7.6 |
Further information on the Commission’s staffing numbers and equal employment opportunity (EEO) statistics are included in Appendix G.
NAIDOC week
Picture: "Pat Turner, Lynelle Briggs, Matilda House and Bernie Wonder participating in the Naidoc celebrations
The Commission and the Department of Agriculture, Fisheries and Forestry jointly hosted an event to celebrate NAIDOC week on 6 July 2004.
The celebration at the Edmund Barton Building included a presentation by Indigenous Artist of the Year 2003, Duncan Smith, and Commission Indigenous staff who shared their life experiences. During the opening ceremony Duncan Smith played the didgeridoo while Ngunnawal elder, Matilda House, gave a ‘welcome to country’ speech.
International day of people with a disability
On 6 December 2004 we jointly hosted a ‘celebration of ability’ function with the Department of Agriculture, Fisheries and Forestry.
The celebration featured a speaker from Assistance Dogs Australia who explained how assistance dogs are trained, and demonstrated the support the assistance dogs can provide. Guest speakers also included a photography and electronic imaginary artist, Mrs Jenni Heckendorf, and her husband David, a government lawyer. Both Jenni and David are affected by cerebral palsy.
The event was well attended and received with enthusiasm by the audience.
Prevention of harassment
The Commission’s Plan for a Harassment-Free Workplace helps minimise harassment that may arise in the workplace. The plan establishes procedures for addressing harassment in the workplace and sets out the rights and responsibilities of staff and managers. The plan also describes the role of harassment contact officers and provides key information, including listing the current harassment contact officers.
We undertook harassment awareness and prevention training during the year, and discussion of workplace harassment is integral to the induction sessions for new staff.
Personnel services
The Commission receives its routine personnel services under contract from RelCorp Management Services, jointly with several agencies in the Department of the Prime Minister and Cabinet portfolio. These services include processing of payroll and leave entitlements and occupational health and safety services.
We undertook a brief survey of staff on the quality of the services RelCorp provides during the year. Staff indicated they were satisfied with the service RelCorp provides.
The current contract with RelCorp has been extended to February 2006 and a tender process for provision of these services will be conducted during the second half of 2005.
Workplace Relations Committee
The Commission’s certified agreement continues to provide for a Workplace Relations Committee. The committee consists of three management-nominated representatives, three employee-elected representatives and three union nominees.
The committee is the primary forum for developing our certified agreements and for monitoring the implementation of agreements. The Committee met four times during 2004-05. The committee is also a useful forum for obtaining the views of staff on issues relating to managing the Commission. The committee complements regular group meetings that provide a more frequent forum through which staff may express their views on issues relevant to their work and receive feedback from the Commission’s management forums.
