The Agency needs to place the right people with the right skills in the right jobs at the right time to ensure the transition to full Scheme is a success. This year was a particularly busy time in recruitment:
external recruitment processes were conducted
new employees from a non-APS background started with the Agency*
new employees identified with disability
employment offers were made**
applications for recruitment were received
48.27 per cent
of employment offers made were on a non-ongoing basis
the largest number
of new starters was employed in the Agency’s Operations Group
*this is based on the number of non-ongoing and ongoing engagements. The data does not differentiate if from a non-APS background.
**Includes contract extension data.
To attain a stable workforce, the Agency must motivate, develop and retain its employees.
The Agency offers flexible working arrangements, opportunities for staff to gain experience in other parts of the Agency via temporary transfers and rotations, conducts exit interviews, and learns from employee feedback.
The separation rate for ongoing employees was 7.61 per cent.
The unscheduled absence rate over 2015-16 was 7.49 days per FTE; this is a significant reduction when compared with the Agency absence rate of 2014-15 (11.60 days) and compares well against the APS overall rate of 12 days.
The FaHCSIA Enterprise Agreement (EA) 2012-14 continued to be applied to non-Senior Executive Services (SES) Agency staff for the duration of 2015-16. The agreement allows for Individual Flexibility Arrangements (IFAs) for working hours, leave and remuneration. At 30 June 2016, 1505 employees were covered by the agreement of which 31 were the subject of IFAs.
In December 2015 the Agency’s proposed EA was put to vote with an unsuccessful result. The Agency has continued to undertake extensive employee consultation including bargaining representatives and the Agency Consultative Network (ACN). The Agency continued to review and update the draft EA, including the supporting policies and related documentation. The Agency is working towards returning to bargaining and progressing to vote as soon as practical in the 2016-17 year. It will be a modern and simplified agreement, with conditions that are important to employees and build an agile, innovative and high performing workforce.
Senior Executive Service remuneration
SES employees are offered a remuneration and employment conditions package according to a determination under section 24(1) of the Public Service Act 1999. Remuneration includes salary, an executive vehicle benefit, and may include additional salary payments and other remuneration benefits approved by the CEO in accordance with this policy.
Table 7: SES salary ranges
|SES band 1||$161 723 – $187 949|
|SES band 2||$208 711 – $232 751|
|SES band 3||$256 791 – $280 831|
At 30 June 2016, there were 44 SES employees covered by section 24(1) determinations.
The CEO reviews SES salary levels annually, after completing performance appraisals. Recommendations on remuneration increases for SES employees are in accordance with the increases that apply to all Agency employees.
The remuneration and employment conditions package offered under this policy complies with the requirements of the Australian Public Service Commission (APSC) Executive Remuneration Management Policy.
Learning and development
The Agency is committed to developing the capability of its workforce through a multi-channel delivery approach. Employees are provided opportunities to grow their capabilities through a mix of on-the-job, collaborative and more structured learning approaches.
To support the Agency to transition to full Scheme from 1 July 2016, key development areas in 2015-16 were:
- Induction and onboarding – all new staff attended induction, introducing them to the Agency and our participants, building their disability confidence, and reinforcing priority public service capabilities.
- Business systems – as the Agency transitioned to the new Customer Relationship Management (CRM) business system, extensive support was provided to staff via on-the-job, peer support and structured development approaches.
- Participant pathway – all Agency staff are made familiar with the participant experience through participation in learning that builds a general knowledge of the initial assessment of eligibility through to information gathering, pre-planning, plan approval, implementation, monitoring and review. This foundational learning is provided to both Agency staff and partner agency Local Area Coordinators.
- Regional hub roles – to support the establishment of Regional Hubs across Australia, a number of learning programs have been delivered to ensure critical functions and services can be delivered from the commencement of full Scheme.
- Mandatory learning program – from June 2016 all staff are required to complete mandatory learning courses aimed at building knowledge in key aspects of being a public servant. These courses included APS Values, Code of Conduct and Employment Principles, Fraud Awareness, Information Handling, Security Awareness and Work Health and Safety for Employees and Public Information Disclosure (PID).
In 2015-16 more than 16 143 structured learning courses were completed via the Agency’s learning management system (LEAP), across 61 course types. In addition to these internally delivered structured learning opportunities, many staff accessed external learning opportunities through organisations such as the Australian Public Service Commission (APSC), Australian Human Resources Institute (AHRI), Australian and New Zealand School of Government (ANZSOG), Institute of Public Administration Australia (IPAA) and Jawun.
The Agency also supported the APSC Graduate Development Program, recruiting and supporting twelve graduates through a year-long development program. The Agency also supports the Government and APSC’s commitment to building Aboriginal and Torres Strait Islander workforce engagement, engaging three participants in the Indigenous Australian Government Development Program (IAGDP) in 2015-16.
Assistive Technology for the Agency workforce
The Agency provides Assistive Technology (AT) to its staff and contractors with disability. AT refers to any technology such as hardware or software that a user with disability or impairment can use to perform their role effectively.
The Agency identifies the need for AT when a new employee or contractor joins the Agency. Once determined, the Agency works with the Department of Human Services (DHS) and consults with users to assess the requirements for the user and provide the most appropriate solution to ensure the user is able to access technology and successfully undertake their duties.
The Agency has 46 staff accessing 72 different licenses from eight different assistive technology software products. These products assist staff with blindness or low vision, mobility, dexterity, cognitive and learning impairments.
For further information on the AT strategy see page 32.
This year, Agency staff members were invited to participate in the 2016 APS Employee Engagement Census. The Census is an important tool aimed at measuring staff attitudes and satisfaction with the Agency’s values, leadership and management principles, and employee engagement.
2016 participation achieved an Agency response rate of 72.4 per cent.
No performance pay arrangements apply in the Agency.
The Agency has now fully implemented a new approach to Performance Development within the Australian Public Service incorporating less reliance on annual plans and more on 100 day planning cycles.
Performance Development Framework
The Performance Development Framework (PDF) is electronically accessible to staff through the intranet and assists the Agency to improve the performance and capability of everyone in the Agency.
As part of performance development, every employee needs to have a 100 day plan:
- the employee leads the establishment of their 100 day plan based on the team direction set by their manager
- plans incorporate business outcomes and personal development
- plans can start at any time
- plans have between three to five outcomes with a minimum of two core business outcomes and one stretch outcome
- senior leaders are required to include a corporate contribution.
Work health and safety performance
The Agency acknowledges its employer responsibilities under the Work Health and Safety Act 2011 (WHS Act), the Safety, Rehabilitation and Compensation Act 1988 and anti-discrimination legislation.
The Agency takes all reasonably practicable measures to protect the health, safety and welfare of its staff while at work, including providing a safe work environment: The Agency’s Work Health and Safety Policy, and Health and Safety Management Arrangements promote consultation, prevention and early intervention and are aligned with the Agency’s belief in looking after and valuing its people. The Agency recognises that effective health and safety management systems are good business practice and reduce work-related injury and illness costs. The Agency supports access to information about overall health and wellbeing for its people.
Further information on work health and safety performance is available on page 135.