People management, 2017–18

Staff profile

The size of the Commission’s workforce decreased by 3.9 per cent in 2017–18, to 199 employees; this excludes employees engaged on an irregular or intermittent basis. Ninety-four per cent of the Commission’s workforce is based in Canberra. Of the entire Commission workforce, 69 per cent are women, 84 per cent work full time, and 95 per cent are ongoing employees. Women make up 91 per cent of the part-time workforce. Appendix B provides detailed information about the Commission’s workforce.

Succession planning

In 2017–18 the Commission considered future staffing and capability requirements and engaged in strategic planning in relation to workforce matters. Of the 30 per cent of current ongoing employees who might elect to retire now or in the coming five years, the majority are at the Executive Level. Recruitment activity in 2017–18 continued to focus on filling positions that directly contribute to the Commission’s ability to achieve its strategic goals. The Commission continues to use streamlined recruitment processes designed to identify the best applicants in a fair, transparent and efficient manner.

In 2017–18 the Commission again implemented a Graduate Recruitment Program to find, develop and retain graduates with skills and qualifications aligned with the Commission’s strategic priorities.

Leave management

Average use of personal leave with pay—including sick, carers and emergency leave—was 10.8 days per employee in 2017–18; this compares with 9.8 days in 2016–17.

Workforce diversity

In 2017–18 the Commission maintained its strong record in workforce diversity. It has Aboriginal and Torres Strait Islander, Disability and Carers, Gender and LGBTI+ strategies or action plans in operation. The Commission also has active employee diversity networks, including Disability and Carers, LGBTI+, Culturally and Linguistically Diverse, and Gender employee networks.

The Reconciliation Action Plan

The Commission conducted a range of activities in the reporting year in support of its commitment to reconciliation. These activities were facilitated by the Reconciliation Action Plan Working Group, which has representation from each group in the Commission.

In conjunction with the Corporate Group, the Working Group continued to encourage Commission staff to take the Core e-learning course, which encourages respect for and understanding of Aboriginal and Torres Strait Islander peoples and cultures.

A broad range of activities were arranged to celebrate National Reconciliation Week and NAIDOC Week, including the 16th annual APS NAIDOC Week Touch Football Carnival and fundraising events for charity.

Throughout 2017–18 updating the APSC Reconciliation Action Plan was an important project for the Working Group. The plan was submitted to Reconciliation Australia for endorsement in June 2018.

Remuneration

The Commission’s remuneration framework and terms and conditions of employment consist of an enterprise agreement for non-SES staff and section 24(1) determinations under the Public Service Act 1999 for SES staff.

The Australian Public Service Commission Enterprise Agreement 2015–18 came into effect on 29 July 2015. Throughout 2017–18 the Commission bargained for a new agreement. (Approved by employees in July 2018, the new agreement awaits Fair Work Commission approval).

Five non-SES Commission employees had individual flexibility arrangements approved during 2017–18, and 11 section 24(1) determinations applying to SES employees were made during the year.

Table 2 shows the salary ranges available for the Commission’s classification levels.

No performance pay provisions were in operation for employees. The Commission provided non-salary benefits—including salary packaging, leased motor vehicles, laptops, mobile phones and airline lounge memberships—for a limited number of employees.

Table 2: Salary ranges, by classification, 2015–16 to 2017–18

Classification	2015–16 ($’000)	2016–17 ($’000)	2017–18 ($’000)
APS 1–2	42–54	42–54	43–55
APS 3–4	56–66	57–67	58–69
APS 5	69–76	70–77	71–78
APS 6	79–85	80–87	81–88
EL 1	96–110	97–112	99–114
EL 2	120–135	122–137	125–140
SES 1	172–204	172–204	175–205
SES 2	222–232	222–240	225–245
SES 3	291–330	291–330	295–339

 NOTE: FIGURES FOR 2017–18 ARE FROM 29 JULY 2017 TO 30 JUNE 2018.

Performance management

The Commission has continued to implement the ‘Taking Time to Talk’ approach to performance management, placing increased emphasis on employees and managers having regular, meaningful performance conversations. An online portal on the Commission’s intranet provides further support and information for employees and managers. Throughout the year the Commission continued to evaluate the approach and surveyed, as well as held feedback and discussion forums with, employees and managers in order to inform a review of the framework.

Australia Day awards

At the Commission’s 2018 Australia Day awards ceremony the Grad Access, Parliamentary Work Expenses and Relocation Project teams received awards for their outstanding work and dedicated service.

James O’Reilly and Jai Ingram received individual awards for their contribution to the Disability and Carers Network and the Indigenous Mentoring Program respectively.