Recommendations overview

Recommendations

1. Modernise and simplify the Public Service Classification Rules 2000 from 13 to 8 classifications, with Secretaries retaining flexibility to structure their organisations to optimise business needs.
2. Refer to people’s roles by descriptive job titles, rather than numerical classifications. 
3. Enable progression for people within classifications through fair and transparent assessment driven by proficiency, skills development and workforce planning.
4. Recognise specialists for the value of their work within the new classification framework.
5. The Secretaries Board to implement spans of control for senior management roles generally within the range of 8-10 direct reports, consistent with contemporary organisational design.
6. Invest urgently in the capability of future leaders, particularly the EL2/Manager cohort, and mandate management and leadership training for all staff with supervisory responsibility.
7. Strengthen the role of the APS Commissioner as the Chief People Officer for APS people management.
8. The Secretaries Board to adopt and model a Charter of Leadership Behaviours for APS leaders to promote collaborative and team-based behaviours.

Implementation priorities

• Building on the establishment of the APS Academy, the APSC and Departments upgrade substantially the investment in training for EL2s and those with future supervisory responsibilities.
• APS Commissioner’s role as Chief People Officer be strengthened immediately, with resourcing and a mandate to implement this review.
• Secretaries Board develops and implements the Charter of Leadership Behaviours.
• Make new Classification Rules in early 2022.
• Secretaries/Agency Heads design and implement structural changes appropriate for their organisations by the end of 2023, following APS-wide consultation.

Related observations and considerations

1. A more consistent approach to remuneration would aid mobility, collaboration and reinforce principles of fairness and equity.
2. A more nuanced and contemporary approach to risk is required so that responsibilities do not continue to be drawn upwards, and material produced is not ‘over-worked’.
3. Rethinking classification and introducing new ways of working will present new opportunities to strengthen the ongoing commitment to a diverse and inclusive APS, helping to address systemic barriers to career development reported by underrepresented cohorts.
4. An urgent investment in change management capability, including taking lessons from experiences in other public sector and private sector organisations, is critical to successful implementation.
5. This review does not propose reductions in the APS workforce or remuneration; rather a streamlined, flatter and flexible APS structure to support a more responsive and adaptive 21st century workforce.

A new classification framework

Specialists: 1. Specialist roles can be at any level (including SES), with role size based on work value. 2. Specialists would only undertake significant managerial roles if they have level-appropriate managerial capability. 3. Specialist remuneration reflects role and the market.