Why should decisions be at the lowest level?
Background
Recent changes to the Public Service Act 1999 support decision making at the lowest appropriate level. The amendments require agency heads to implement measures to create a work environment that enables decisions to be made by APS employees at the lowest appropriate classification. This change seeks to ensure decision making is not raised to a higher level than necessary, improving decision making processes to reduce duplication of work, empower staff, and foster professional development.
Decision making has been raised in successive reviews of the APS. The Independent Review of the APS called for the APS to adopt best-practice ways of working and improving decision making, noting a growing tendency for decisions involving risk to be escalated to the top of the hierarchy.
Similar issues were highlighted in the 2022 independent APS Hierarchy and Classification Reviewwhich provided advice to the APS Commissioner on ways the APS could streamline management and adopt best practice ways of working. While the classification changes proposed by the review did not proceed, the APS has taken action on many of its findings.
The Hierarchy and Classification review found our APS culture needs to evolve, so we value employees for their contribution not their level. We have to shift away from using classification as a shortcut for who to listen to, who to consult and who to value. This breeds a culture of deference on the basis of level rather than expertise or experience.
Rigid, hierarchical behaviour dampens employee motivation and engagement, and stops us fully utilising talent in our workforce. It means that more junior staff don’t get the opportunities to develop and learn, and so undermines APS capability over time. The APS must make best use of the capability that exists at all levels. Our people want opportunities to use their skills and knowledge more directly and visibly – it’s time we tap into that.
It is not intended that agencies inappropriately reduce the classification that APS work is performed at as a result of this guidance, or to undervalue employees’ work. In determining the appropriate classification for decisions to be made, agency heads are required to have regard to the Work Level Standards.
Use the Decision making resources to consider ways your agency could improve decision making and make the most of all of your colleagues’ skills and experience.
For more information:
Amendments to the Public Service Act 1999
Independent Review of the APS 2019
APS Hierarchy and Classification Review 2022
Management structures and decision making
Flatter, more modern structures can make best use of staff capability at all levels. This requires change in how we work and make decisions.
Bigger teams encourage managers to delegate responsibility: it’s not feasible to know every detail or make every decision themselves. Success comes from nurturing capability and judgement in their teams.
Decisions must be made at the lowest appropriate level, having regard to the Work Level Standards, and should not be pulled higher up than necessary.
More autonomy requires more collaboration - individuals and teams must work together to coordinate and align their work.
For more information:
APSC guidance on Optimal Management Structures
Risk and decision making
Leaders must nurture and enable an effective risk culture. An effective risk culture is one where staff at every level appropriately manage risk in their day-to-day work.
When staff understand the agency’s appetite for different kinds of risk - and how it applies to their work – they can make well-reasoned decisions.
The ‘tone’ leaders set is crucial – setting expectations, walking the talk, and nurturing good judgement at all levels.
For more information:
Commonwealth Risk Management Policy on the Department of Finance website