B.8 Human Resources Management
During 2016-17, the directorate’s human resource priorities continued to be guided by the CMTEDD Corporate Framework, and as specified within the CMTEDD Strategic People Plan 2015-17, centred around:
- culture: to develop and maintain a positive workplace culture that positions us as a collaborative workplace that optimises retention and engagement;
- capability: to identify, develop and maintain a workforce with the skills and capabilities required to meet organisational goals now and into the future; and
- accountability: to maximise relevant legislative and policy compliance and contribution to the One Government approach.
The directorate continued to work collaboratively across government at all levels, including participation in senior bodies for consideration of workforce related issues in the ACTPS, being the HR Collaboration Forum, HR Directors and the People Performance Council.
Culture
CMTEDD demonstrated its ongoing commitment to workplace inclusion through implementation of the CMTEDD Workforce Diversity Strategy. The Strategy is framed around building cultural awareness and understanding, in addition to supporting attraction and retention of a diverse workforce. Specific initiatives are incorporated in relation to Aboriginal and/or Torres Strait Islander peoples; People with Disability; people from Culturally and Linguistically Diverse backgrounds; Women; and those who identify as a Lesbian, Gay, Bisexual, Transgender, Intersex and/or Queer person.
The directorate conducted a Workforce Diversity Survey in late 2016 to gain baseline knowledge of the workforce’s understanding of diversity. An outcome of the results of the Survey was the development of a working group with broad CMTEDD representation to support the drafting of an action plan that continues to build on the directorate’s strengths as well as assisting in exploring and progressing identified opportunities.
The directorate continued to embed a high performance culture through the ongoing promotion of the ACTPS Performance Framework and recognition of values-aligned excellence through the CMTEDD Staff Awards.
Key initiatives progressed during the reporting period include:
- the launch of the CMTEDD Reconciliation Action Plan (RAP) 2017-19, with an active RAP Working Group strongly engaged in progressing the organisation’s reconciliation journey. The directorate has commenced the implementation phase and has already achieved a number of deliverables;
- completion of a workplace accessibility review for multiple CMTEDD workplaces to assess physical barriers to inclusion;
- completion of a workforce diversity survey to assess cultural barriers to inclusion, and the subsequent establishment of a working group to support the development of associated strategies and actions;
- continuation of an Inclusion Traineeship Program for people who identify with Autism Spectrum Disorder;
- development of a ‘roadshow’ seminar series, to engage with staff and enhance their capability to adopt human resource practices and principles at a business unit level;
- increased support and provision of training to the CMTEDD Respect, Equity and Diversity (RED) Contact Officer Network, to support their ability to fulfil their role and advocate the RED principles across the directorate;
- promotion of key significant dates, such as Harmony Day, International Day of People with Disability, National Reconciliation Week, NAIDOC Week, International Women’s Day and White Ribbon Day; and
- reaccreditation as a Breastfeeding Friendly Workplace through the Australian Breastfeeding Association.
The directorate also made use of whole of government activities to increase workforce diversity including:
- engagement of two employees through the ACTPS Aboriginal and Torres Strait Islander Traineeship Program;
- engagement of four employees through the ACTPS Inclusion Employment Program for People with Disability; and
- placement of nine individuals through the Work Experience Support Program (Culturally and Linguistically Diverse).
Capability
CMTEDD continued to strengthen its workforce, build organisational capability, encourage retention and enhance ongoing performance. The CMTEDD Core Capability Framework was developed to complement the ACTPS Shared Capability Framework. The CMTEDD Framework was designed to assist staff and managers to identify key behaviours, skills and knowledge needed for development and career pathways. The CMTEDD Framework has been piloted across various areas of the directorate.
Employees were provided with access to a range of in-house learning and development opportunities in addition to utilisation of the ACTPS training calendar, attendance at conferences and various other specialist programs.
Learning and development activities offered in-house included, but were not limited to, the programs outlined below.
In-House Training
Respect, Equity and Diversity (General and Managers): These training programs were designed to increase awareness and understanding of the ACTPS RED Framework. The manager training looked specifically at managerial responsibilities, particularly their role in bullying prevention. A week dedicated to increased awareness and promotion of RED training and principles, ‘RED Week’, was piloted.
Cultural Awareness: This program increased staff understanding and awareness of Aboriginal and Torres Strait Islander cultures, and assisted in the development of effective communication and engagement with Aboriginal and Torres Strait Islander peoples.
Disability Awareness (General and Managers): These sessions developed an understanding of issues experienced by people with disability, knowledge of key disability legislation, and increased confidence in how to relate appropriately to people with disability.
LGBTIQ Awareness: Training was offered to HR practitioners and RED Contact Officer Network Co‑ordinators to increase awareness and understanding of LGBTIQ issues and ways the directorate can continue to embed positive work cultures that are inclusive and respectful of all staff from diverse backgrounds, including sex and gender diverse people.
Domestic and Family Violence Awareness: This training was designed to assist staff and managers to identify the signs of domestic and family violence, respond appropriately to disclosures of information, and receive tools for support and referral.
Leadership and Management Program: The Leadership and Management Program was developed and piloted. The Program is designed to strengthen confidence and capability amongst SOGAs to lead a diverse workforce so that it is agile and responsive to government priorities within a dynamic, ever changing environment. The Program also aims to build stronger collegiate and collaborative working relationships amongst SOGAs across the directorate.
Supervisor Development Program: The Supervisor Development Program provides staff with the knowledge and skills to lead effective teams.
Recruitment and Selection Training: CMTEDD Recruitment and Selection training was developed and piloted. The training provides participants with the knowledge of the ACTPS recruitment and selection processes (including directorate specific requirements) and the skills needed to make robust recruitment and selection decisions for the directorate. The training encourages participants to think more strategically and use selection practices that are both innovative and being recognised as having a high degree of validity.
Work Health and Safety: A diverse range of WHS training is provided as outlined in Section B.7.
Information Privacy: Training provided staff with a sound understanding of the Information Privacy Act 2014 and Territory Privacy Principles, and the specific legal obligations of ACT Public Sector agencies and contracted service providers when collecting and handling personal information.
Freedom of Information: The ACT Government Freedom of Information training introduced the operations of the Freedom of Information Act 1989, Freedom of Information processing and the exemption provisions.
Records Management Training: This training aims to deliver an understanding of the requirement and obligation we have to create, capture and maintain records as required by the Territory Records Act 2002.
Fraud and Ethics Awareness: This training is available to all staff and aims to raise the awareness of Ethics, Fraud and Corruption. The course provides attendees with an understanding of acceptable behaviour standards within CMTEDD, the relevant legislative framework and consequences of non‑compliance, and the process for reporting and what to do if staff suspect fraud has occurred.
Emotional Intelligence Training: This training is provided for customer focused areas to improve relationship management capability.
Other Internally Facilitated In-house Learning and Development
SOGA Engagement Model: The purpose of the SOGA Engagement Model is to increase engagement of the SOGA cohort and build capability. As part of the Engagement Model, the first SOGA Capability Group was established to provide advice on mechanisms to best engage the SOGA cohort, provide advice on content of engagement (particularly around organisational change), act as a sounding board and network with the broader SOGA cohort. The Capability Group was led by a senior executive.
Employee Mobility Program: The program was designed to contribute to workforce agility and employee engagement through the provision of opportunities to gain experience beyond current roles. A pilot program involving the SOGA cohort was undertaken.
Performance and Development Workshop: the workshop is designed to provide staff and managers with an understanding of the ACTPS Performance Framework. The workshop also highlights the importance of engaging in good quality two-way performance discussions so that everyone has a clear understanding of expectations and performance progress.
Staff Induction: The induction program provides new employees with an overview of the functions of CMTEDD, an understanding of expectations in the workplace, conditions of service, inclusion, workplace health and safety and staff consultative arrangements.
Executive Assistants Network: The Executive Assistants Network provides a forum for corporate information to be circulated, facilitates professional development opportunities as well as providing a platform to share ideas and improved ways of working across the directorate.
Risk Management Training: This training is tailored to the individual needs of the business unit which includes an overview of risk management principles based on the AS/NZS ISO 31000:2009 Risk Management Standard, CMTEDD Risk Management Framework and Risk Management Plan.
Business Continuity and Disaster Recovery Awareness: This session provides staff with an understanding of Business Continuity and Disaster Recovery principles and provides an outline for how Business Continuity and Disaster Recovery is managed within CMTEDD.
Managing Risk in Projects: This course aims to provide staff with an understanding of how to manage risk in projects including the development and implementation of time critical risk treatment action plans.
Security Awareness: Security implies a safe and secure environment in which people may work, but also applies to our physical assets and systems. The directorate has a range of guidelines, policies, practices and procedures that provide a protective security environment that is fundamental to sound management. This training touches on both physical and personal security.
Total Records Information Management (TRIM) Training: This training develops the skills of staff who use the TRIM dataset and provides the skills necessary to register documents and how to attach ministerial and executive approval processes.
Information Security – Dissemination Limiting Markers Training: This training provides officers with an understanding of our information security requirements and how and why we apply classifications and dissemination limiting markers to official information.
General Archiving Training: This training provides skills and practical tips on how to prepare records for archiving/storage as well as providing an introduction to the framework for sentencing and disposal of official records.
Performance Series: This training consisted of three modules to support the ACTPS Performance Framework. These modules included: Talking about Performance and Development, Managing Underperformance and Coaching.
Shared Services Training
Shared Services Training Calendar was promoted to staff with approximately 425 staff attending training with an estimated cost of $149,907.
Studies Assistance
CMTEDD continued its support for staff through the Studies Assistance Program, by providing paid and unpaid leave and payment of course costs. In 2016-17 CMTEDD invested approximately $164,818 towards studies assistance for 106 staff.
Other Whole of Government Learning and Development
During the year, CMTEDD continued its commitment to whole of government learning and development activities, including participation in the Executive Professional Development Presentation series and the Institute of Public Administration Australia Mentoring Program.
Workplace Relations
Conditions of employment for CMTEDD employees are provided by four stream based enterprise agreements which include administrative and related classifications, infrastructure, technical and other professionals, and legal professionals. These agreements continued operation throughout the 2016-2017 reporting period. Human Resources provided support and guidance to CMTEDD employees to ensure compliance with the enterprise agreement.
As per the terms of the enterprise agreement, the CMTEDD Consultative Committee, consisting of employee, management and union representation met quarterly throughout the reporting period.
CMTEDD continued to utilise attraction and retention incentives (ARIns) under the terms of the enterprise agreement to attract and maintain a skilled and diverse workforce. The table below shows 34 CMTEDD staff received additional remuneration paid under ARIns operating in the directorate. A total of 17 ARIns were terminated during the reporting year. This figure includes staff that resigned or were transferred or promoted to other positions.
Description |
No. of Individual ARIns |
|---|---|
Number of ARIns at 30 June 2017 |
34 |
Number of employees who transferred from Special Employment Arrangements during the period |
0 |
Number of ARIns entered into during period |
1 |
Number of ARIns terminated during period |
17 |
Number of ARIns providing for privately plated vehicles as at 30 June 2017 |
0 |
| Classification Range | Remuneration as at 30 June 2017 | |
|---|---|---|
| Individual and group ARIns | SOGB - SOGA | $137,913 - $193,903 |
| Individual and group ARIns | SITC - SITA | $117,820 - $183,999 |
| Individual and group ARIns | SPOA | $156,958 - $176,696 |
| Individual and group ARIns | IM1 - IM2 | $156,958 - $176,696 |
| Individual and group ARIns | TO3 | $87,844 - $87,844 |
Staffing Profile
The staff numbers provided below are as at the last payday in 2016-17. The figures exclude board members, people on leave without pay and personnel seconded from other organisations or directorates. Staff members who separated from the directorate, but received a payment in June 2017 have been included, as have staff who are working in other directorates and whose costs are recovered.
| Business Unit/Branch | FTE | Headcount |
|---|---|---|
| Graduate Program | 16.0 | 16 |
| Chief Minister | ||
| Access Canberra | 552.2 | 571 |
| Corporate | 35.5 | 39 |
| Communications | 23.6 | 25 |
| Workforce Capability and Governance | 44.3 | 47 |
| Office of the Chief Digital Officer | 12.9 | 13 |
| Office of the Director-General | 3.0 | 3 |
| Policy and Cabinet | 43.7 | 45 |
| Strategic Finance | 23.5 | 24 |
| Treasury | ||
| Economics and Financial | 36.5 | 38 |
| Expenditure Review | 9.7 | 10 |
| Finance and Budget | 42.6 | 44 |
| Infrastructure Finance and Advisory | 8.0 | 8 |
| Office of the Under Treasurer | 5.0 | 5 |
| Revenue Management | 115.7 | 120 |
| Shared Services | 804.0 | 831 |
| Workplace Safety and Industrial Relations | 59.7 | 61 |
| Economic Development | ||
| Enterprise Canberra | 178.4 | 193 |
| Land Development and Corporate | 40.3 | 42 |
| Office of the Director-General, Economic Development | 15.8 | 16 |
| Procurement and Capital Works | 141.4 | 147 |
| Sales, Marketing and Property Management | 150.5 | 159 |
| Total | 2,362.3 | 2,457 |
|
Headcount |
Percentage of Agency Workforce |
|---|---|---|
Aboriginal and/or Torres Strait Islander |
27 |
1.1% |
Culturally & Linguistically Diverse |
463 |
18.8% |
People with Disability |
98 |
4.0% |
*NB: Employees may identify with more than one of the diversity groups.
Age Group |
Female |
Male |
Total |
|---|---|---|---|
Under 25 |
80 |
62 |
142 |
25-34 |
335 |
317 |
651 |
35-44 |
327 |
293 |
618 |
45-54 |
306 |
310 |
615 |
55 and over |
175 |
252 |
427 |
Total |
1,223 |
1,234 |
2,457 |
|
Female |
Male |
Total |
|---|---|---|---|
Average years of service |
8.1 |
8.6 |
8.3 |
Classification Group |
Recruitment Rate |
Separation Rate |
|---|---|---|
Administrative Officers |
11.0% |
9.3% |
Executive Officers |
16.6% |
9.7% |
General Service Officers & Equivalent |
1.5% |
12.0% |
Information Technology Officers |
11.4% |
1.6% |
Legal Officers |
24.1% |
24.1% |
Professional Officers |
7.0% |
10.6% |
Rangers |
0.0% |
0.0% |
Senior Officers |
5.2% |
8.6% |
Technical Officers |
4.7% |
0.0% |
Trainees and Apprentices |
0.0% |
0.0% |
Total |
7.8% |
8.2% |
*NB: Recruitment and separation are defined as commencing or departing the ACT Public Service respectively for permanent employees. Internal transfers between or within directorates are not included.
Further information can be obtained from
Sue Hall
Executive Director
Corporate
+61 2 6207 0569
Sue.Hall@act.gov.au