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Part two

Output 3: Organisational performance, promotion and support

Output 3 is drawn from the Public Service Commissioner’s statutory role, listed in section 41 of the Act, in particular, her responsibilities to:

Achievements

Our achievements under Output 3 this year included:

Slippages

We are still finalising our research study into the current state of Indigenous employment in Australia. We expect the report to be finished during 2005–06.

We deferred work on a workforce-planning project aimed at meeting the needs of small agencies.

The total price for Output 3 for 2004–05 was $4.761 million.

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Provide advice to government

During 2004–05 the Commission provided advice and support to the Government on issues relevant to Output 3, preparing 10 formal submissions to the Minister and actioning ministerial correspondence or representations. We estimated that we would respond to 37 requests for reports or information and advice. The difference between the estimate and actual figure can be accounted for by the number of briefs and responses recorded under Output 1 owing to their focusing on policy aspects of Output 3.

In 2004–05, the Minister provided ratings for eight of the 10 briefs forwarded for his consideration. Of these, all briefs met the required standard: seven received a rating of 4, and one a rating of 5 (excellent).

Table 15: Performance Information—Output 3.1.1—Provide advice to Government
Target Result
Quantity
Reports and responses to requests for information and advice – estimate 37 Overestimated. 10 Briefs and 4 items of ministerial correspondence/representation completed. The result is lower than estimated due to significantly less demand for this service.
Quality
Percentage of items rated satisfactory or higher in terms of relevance, quality and timeliness – target is 100% Achieved. 100% of items were rated as satisfactory or higher in terms of relevance, quality and timeliness
Estimated price: $0.087 million Actual: $0.050 million
Lower than estimated price due to lower demand for advice, including briefing

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Promote better practice

The Commission supports best practice in governance, people management, client service, workplace diversity, and other aspects of organisational management through provision of advice and a range of Canberra and regionally based activities and networks. These activities and networks aim to keep agencies and APS employees abreast of better practice in public administration. They also provide APS employees with the opportunity to network with colleagues, exchange ideas and share experiences.

Workforce planning

The shifting demands on, and expectations of, the APS together with labour market trends and changing demographics continue to pose significant challenges to public sector organisations. To address these challenges and to highlight better practice we have provided advice to agencies and conducted a range of workforce planning activities.

One aspect of our approach to workforce planning has been to conduct a series of summits aimed at progressing the conversation by focusing on particular segments of this broad-ranging and multi-faceted subject. During 2004–05 the Commission ran the fifth summit in the series, entitled Meeting your future capability: attracting and retaining mature aged workers. Ross Miller (WESTPAC Banking Corporation), Alison Monroe (SageCo Pty Ltd) and Mary Bushby (ACT Department of Urban Services) spoke at the summit on the strategies their organisations are using to address the challenge of meeting future capability requirements.

In support of the summit series the Commission continued to offer the Building the Business Case workshop. Designed as a result of an earlier summit, the workshop helps human resource practitioners with business case development, especially workforce planning. The workshop was run on three occasions and received positive feedback from participants.

A workshop was also held in Brisbane, in conjunction with the Queensland human resource network, to support agencies in addressing challenges presented by changing demographics and to work through strategies presented in the Mature Aged Workers in the APS kit. The kit, designed to help agencies adapt their human resource management strategies to retain and attract mature aged employees, was launched in 2003 following release of the MAC Organisational Renewal report.

In the 2003–04 annual report we reported on a workforce planning project designed to help smaller agencies, or those with central human resource functions, in Melbourne develop effective workforce planning strategies. It was identified in the report that a further project would be offered this financial year. Unfortunately this was not possible due to an increased focus on other aspects of better practice people management.

Strategic human resource planning

In March 2005 the Commission conducted a four-day HR Executive Programme facilitated by the Clinical Professor of Business at the University of Michigan Business School, Dr Wayne Brockbank. Dr Brockbank is an internationally renowned author, researcher and educator. The Wall Street Journal and Business Week consistently rate the three programmes of which he is director or co-director as the best human resource executive programmes in the United States and Europe.

Twenty-seven senior human resource staff (mostly SES) from the APS, Victorian public service and New Zealand public service attended the programme. The focus of the programme was application of a process for creating high value-added human resource strategies, building a high performance, customer focused culture and building personal and functional credibility.

In addition to being an excellent learning experience the programme provided a valuable opportunity for cross-jurisdictional networking and collaboration. As a result, interest has also been expressed in translating the key messages from the programme into a practical product to help diagnose the effectiveness of human resource practices and identify areas where the greatest improvement can be made. The Commission is designing a process to meet these needs and further build the capability of human resource functions to maximise agency performance. In addition, certain aspects of the human resource executive programme have been incorporated into existing activities.

Get it Right—a recruitment kit for managers

Following the successful launch of Get it Right—a recruitment kit for managers in 2003, agencies continue to express a high level of interest in adopting the kit. The Commission continues to provide training and information sessions to managers to help them get the most from the material. The kit, designed to help line managers achieve quality recruitment and selection outcomes, has been widely adopted across the APS and introduced to more than 1600 human resource staff and SES and non-SES line managers from a majority of agencies in both central and regional offices around Australia.

Human resource capability development

Interest in using the human resource capability model continues to grow with frequent requests from agencies for advice on how they can use the model to link human resource services more clearly with organisational strategy. To help agencies achieve this goal during 2004–05 we spoke to a large number of agencies and ran a significant number of workshops to explore the model and highlight the capabilities required of highly effective human resource staff.

We continue to offer assistance to APS agencies in developing the skills of human resource staff through the Human Resource Capability Development Programme. The programme is designed to help human resource staff develop the capabilities necessary to deliver quality human resource services to achieve approved business outcomes in their respective agencies.

The programme is offered in two forms, both running over a period of seven months. The foundation level is designed to meet the needs of specialist human resource staff taking on more strategic roles, while the extension level programme is for those expected to make a significant contribution to the human resource profession. Previously interstate participants attended the programme in Canberra. This year, for the first time, the programme has been conducted in the regions: one in Brisbane and another likely to be held in Melbourne in the new financial year.

During the year one extension and two foundation programmes were completed; and two extension and one regionally-based programme have commenced.

The Canberra Institute of Technology accredits both programmes: the foundation programme at the Diploma of Government level and the extension programme at the Advanced Diploma of Government level. During 2004–05, 19 participants were awarded an Advanced Diploma or Diploma of Government.

People Management Forum

The People Management Forum was established in May 2004 to consider key human resource challenges, access current thinking, stimulate discussion and reflect on practical changes that can be made in the workplace. In 2004–05 we transformed the forum from a conference event to a subscription series. The series, consisting of four summits, has involved 87 subscribers from 40 agencies.

Guest speakers were drawn from both the public and private sector with sessions covering successful culture change, managing work life balance—making the rhetoric the reality, human resource from the other side of the fence—what do line managers want from HR?, and the role of human resource management in ensuring future capability.

Workplace diversity

During 2004–05 we continued to focus our workplace diversity priorities towards recruiting and retaining Indigenous Australians—reported under Output 3.2.3—leaving limited resources for other aspects of workplace diversity.

We did, however, continue to provide shared learning on particular aspects of workplace diversity, including bullying and harassment in the workplace, and employment of people with a disability. To help agencies discharge their responsibilities under the Act for promoting workplace diversity, the Commission continued to maintain an active network across the majority of public service agencies and provide advice and guidance through newsletters, email contact and discussion forums.

The Minister invited the Public Service Commissioner, Lynelle Briggs, to join the Employer Roundtable for People with Disabilities. The roundtable has been established to provide high-level advice to the Government on ways to increase workforce participation for people with disabilities through increased employer demand. The roundtable consists of employers and peak bodies. Engaging employers in this reform is critical, and will provide a crucial base for developing and implementing employment initiatives.

Preventing bullying and harassment

The Commission has continued to host jointly with Comcare workshops on preventing workplace bullying and harassment. The first to be held outside Canberra was delivered in October 2004 in Hobart, with 16 APS and state government agencies represented. The workshops were also held in Western Australia, Queensland and New South Wales. Most of the regional programmes combined the bullying and harassment prevention messages with other relevant programmes such as the APS Values and Code of Conduct, helping to send an integrated message about workplace behaviours.

The workshop structure was modified towards the end of the year to include research findings on evidence-based interventions and organisational factors influencing bullying in the workplace. In April 2005 over 90 participants, from at least 30 APS agencies and other organisations, attended a seminar in this new format at the National Museum in Canberra.

Networks

The Commission facilitates an array of networks for APS agencies and employees to keep them informed about better practice in public administration and as an opportunity to exchange ideas and share experiences with their colleagues. Networks we facilitated this year were the Corporate Management Network, the senior executive human resource roundtable and human resource directors forum, and the regional networks.

Corporate Management Network

The Commission coordinates meetings of the Corporate Management Network (COMNET) for the heads of corporate services and key human resource advisers in each Commonwealth agency. COMNET provides timely and accurate advice to agencies to support their implementation of government policy on the corporate management of Commonwealth agencies. Meetings are generally held every two months—this year COMNET met six times. The Commission, the Department of Employment and Workplace Relations and the Department of Finance and Administration provide guest speakers as well as reports and updates on current issues..

Senior Executive human resource roundtable & human resource directors forum

The senior executive human resource roundtable and human resource directors forum provide an opportunity for members to network with colleagues, to exchange information about human resource challenges facing the APS, and for agencies to work collaboratively on emerging issues.

This year the roundtable met five times and the directors forum met six times. A range of issues was discussed, including:

Regional networks

Networks are an invaluable way of keeping APS and other government employees connected, and this is one of the important roles all our regional offices undertake at both the practitioner and senior management level. Throughout the year APS employees, with increasing representation of state government employees, joined in purpose-specific settings to participate in human resource and better practice networks.

The Western Australian regional office coordinated three workshops during the year on attracting and retaining a quality workforce, bullying and harassment, and administrative review, all of which were regarded as highly successful.

The Victorian, South Australian and Queensland regional offices coordinated network meetings on similar themes, as well as succession management, workforce and career planning and the practical implications of the Code of Conduct.

The New South Wales regional office hosted a series of forums titled Driving Change that were specifically tailored for senior human resource practitioners and managers to gain ideas about connecting human resources to business outcomes. The New South Wales office also coordinated the Forum of Commonwealth Agencies that include lunchtime network meetings, as well as an all day Innovations in Human Resource Management forum which showcased good practice in people management from a number of participating agencies.

Regional activities

Marking the importance of International Women’s Day is something of a tradition in the regional office calendar and nearly all offices host an annual event. This year for example, the Victorian office hosted an International Women’s Day lunch seminar at which the Victorian Commissioner of Police, Christine Nixon, spoke about her career and the attitudinal and policy changes she has experienced in a traditionally male dominated workplace. Events such as this attract large numbers of women and men around the country due in part to the fact that the Commission endeavours to engage speakers with whom a wide range of APS employees can identify.

A diversity conference was held in Brisbane in June this year that addressed issues of workforce demographic shifts, legislative and policy provisions and emerging trends in employment law as it relates to managing diversity in the workplace. More than 80 participants were able to benefit from the insights of speakers that included federal Sex Discrimination Commissioner, Pru Goward, Human Rights Commissioner, Dr Sev Ozdowski OAM, the Merit Protection Commissioner, Jeff Lamond, and Senior Executive Lawyer with the Australian Government Solicitor, Maurice Swan, who presented ideas about challenges and opportunities for workplace regeneration.

Table 16: Performance Information—Output 3.2.1—Promote better practice
Target Result
Quantity
Number of activities including development, networks and special events – estimate 143

Achieved: Number of activities including development, networks and special events – 188
Quality
80% of responding participants considered activities were relevant to their needs and useful Achieved: 98% of responding participants considered activities were relevant to their needs and useful
Estimated price: $2.375 million Actual: $2.338 million
Consistent with estimated price

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Promote the APS Values and Code of Conduct

Learning and development toolkit for Values-based decision making

The Commission has developed a learning and development kit called Being Professional in the APS—Values Resources for Facilitators to provide the variety of information, materials and activities that are needed to deliver highly effective training programmes on the APS Values and Code of Conduct.

The kit is a comprehensive package of resources to:

The materials have been developed for facilitators to tailor the activities and workshop programmes to best meet participants’ needs; be it participants at different levels of responsibility, participants in regional APS service delivery and other roles; employees new to the APS or more experienced members of the SES. These materials align with the Public Sector Training Package.

The Being Professional in the APS—Values Resources for Facilitators kit will be released early in 2005–06.

Values and conduct—working with agencies

We continued to work closely with agencies by providing advice on applying the APS Values and the Code of Conduct and by making presentations to numerous agencies and overseas delegations and to various networks.

Throughout the year we also delivered a significant number of learning and development programmes on the APS Values and Code of Conduct, particularly in the regions, with more than 3000 APS employees participating in over 150 interactive sessions. The majority of activities were conducted within agencies to enable tailoring to their specific needs. Several agencies also sought an Australia-wide programme to ensure consistent messages were delivered throughout their agencies.

Table 17: Performance Information—Output 3.2.2— Promote the APS Values and Code of Conduct
Target Result
Quantity
Number of activities including development, networks and special events – estimate 90 Exceeded: The total number of all activities was 178.
Number of promotional activities delivered – estimate 20 The result was greater than estimated due to higher than expected demand for regional development activities.
Quality
80% of responding participants considered activities were relevant to their needs and useful Exceeded: The overwhelming nature of feedback from participants at every level was extremely positive.
A high level of agency satisfaction with the quality of support, information and assistance provided by the Commission Agencies expressed high levels of satisfaction with Commission services, including advice, support and publications.
Estimated price: $0.593 million Actual: $0.694 million
Slightly higher than estimated price due to increased delivery of APS Values and Code of Conduct training by regional offices

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Promote Indigenous employment in the APS

programme participants

Focus: Indigenous recruiting
Find out more about early successes in recruiting Indigenous employees to the Australian Public Service.

The Commission’s Indigenous employment strategy is a whole-of-government project aimed at improving Indigenous employment in the Commonwealth public sector by helping agencies implement workable initiatives to attract, recruit, develop and retain Indigenous employees. The strategy aims to redress the declining representation of Indigenous Australians employed in the public service and to understand why Indigenous employees leave the service earlier, and more frequently, than non-Indigenous employees. The strategy works to achieve this through:

Partnerships

During 2004–05 we continued to forge and develop a number of partnerships with other Commonwealth agencies, and with state government agencies and private sector organisations. These partnerships have resulted in the following initiatives:

Pathways

Pat Turner Aboriginal and Torres Strait Islander Employment Coordinator

Picture: Pat Turner
Aboriginal and Torres Strait Islander Employment Coordinator

The pathways to employment strategy recognises that, due to systemic disadvantage, Indigenous Australians often face greater hurdles than non-Indigenous Australians in accessing public sector employment. We have been actively seeking to work with current, potential and former Indigenous employees to identify these barriers and find ways to overcome them. The strategy includes:

Recruitment

Our recruitment initiatives have largely been to do with supporting public service employers to use effective and culturally appropriate recruitment methods to ensure Indigenous applicants are not disadvantaged in the selection process. These have included:

Retention

Recruitment is one part of the Indigenous employment picture. The other relates to retention and separation. We know Indigenous employees tend to leave the service earlier than non-Indigenous employees, but we do not know why they leave, or where they go. Agencies that lose Indigenous employees lose a range of valuable skills and perspectives brought by a diverse workforce. To address this concern we have been working with agencies to identify initiatives that might work to encourage Indigenous employees to remain in the service:

Supporting whole-of-government

Following the Government’s decision to re-align administration of Indigenous affairs with effect from 1 July 2004, the new Indigenous Coordination Centres are leading the way in transforming public sector service delivery and achievement of whole-of-government outcomes for a target client base. The Commission is able to further this whole-of-government approach by:

Table 18: Performance Information—Output 3.2.3—Promote Indigenous employment in the APS
Target Result
Quantity
Complete Indigenous employment project and implement associated initiatives—estimate 20.

Achieved: Extended the strategy and the following initiatives were implemented under the 2004–05 Indigenous Employment Strategy:

  • an entry-level traineeship for 14 participants;
  • advertising for the 2006 Indigenous graduate placements;
  • inaugural Indigenous executive level development programme with 14 participants;
  • development and provision of training for 30 Indigenous Co-ordination Centres (23 regional and remote, seven urban).
    		•
    Quality
    High level of satisfaction of steering committee members with project and progress of associated initiatives. Achieved: steering committee has expressed support and satisfaction with the initiatives undertaken to date and with the proposed new directions for the APS employment and capability strategy for Aboriginal and Torres Strait Islanders.

    Estimated price: $0.857million

    Actual: $1.633 million
    Higher than estimated price due to additional funding transferred from the Department of Immigration and Multicultural and Indigenous Affairs

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    Undertake research and analysis

    We estimated that during 2004–05 we would complete three research projects. The research required more time than initially anticipated. Of the three, the Commission has undertaken two: preventing bullying and harassment in the workplace, and the current state of Indigenous employment in Australia.

    Preventing bullying and harassment in the workplace

    A plain English guide on bullying and harassment, provisionally titled Respect: a good practice guide to promoting a culture free from bullying and harassment in the APS, mentioned in last year’s annual report, is being redrafted to take account of comments we received on an exposure draft released for comment. Progress has been slower than expected, due to other priorities, however the revised guide will be released in 2005–06.

    Research report on Indigenous employment in the APS

    We noted in 2003–04 that we are undertaking a research study into the current state of Indigenous employment in Australia and examining strategies and initiatives that have been used both in Australia and overseas to increase the recruitment and retention of Indigenous employees. Operational research has been undertaken and the results will be redirected to the broader evaluation of agency approaches to the employment of Aboriginal and Torres Strait Islander mentioned under Output 4.2.2.

    Table 19: Performance Information—Output 3.3.1—Undertake research and analysis
    Target Result
    Quantity
    Number of research projects completed – estimate 3 Not achieved: progress slower than planned due to other priorities.
    Quality
    Projects are of high standard (timely, fulfill terms of reference, methodologically sound) and contribute to better practice Qualitative and quantitative research was methodologically sound and will contribute to the development of better practice advice and guidance
    Estimated price: $0.047 million Actual: $0.046 million
    Consistent with estimated price

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    Price for Output 3

    The total price for Output 3 was $4.761 million. This is higher than the estimated price of $3.959 million published in the Portfolio Budget Statements 2004–05, however additional funding was transferred from the Department of Immigration and Multicultural and Indigenous Affairs.