During 2012-13, the Directorate's priorities for strategic human resources were guided by the Directorate's Corporate and People Plans with the aim to:
- sustain a creative, engaged and capable workforce, and
- care for our people by supporting them with a positive working environment.
CMTD continues to build organisational capacity to ensure we have a professional, innovative and experienced workforce with the agility and capacity to respond to future needs. People risks are incorporated into the Directorate's Risk Plan and ACTPS frameworks drawn on to improve the CMTD's workforce planning, performance management and learning and development. Work is continuing on improving the alignment with priority areas of information and reporting available to management.
CMTD has continued to actively participate in across government groups at all levels, through across government learning programs and teams working on key policies and projects. In 2012-13, this has included HR Directors and the People and Performance Council which are senior bodies for consideration of workforce capacity and capability related issues in the ACTPS. There was also involvement in issue specific fora including the Whole of Government Performance Management Co-development Group, and Enterprise Bargaining Management Committee.
The management of change and integration of staff from the former Chief Minister and Cabinet and Treasury Directorates into CMTD has been a central focus in 2012-2013. This has required not only the reorganisation of administrative, consultative and management structures, but the conscious consideration of differences in workplace culture when developing integrated approaches and implementation strategies around performance management, induction and recruitment, for example.
The Directorate is implementing and actively promoting the ACTPS Values and Signature Behaviours, along with the ACTPS Code of Conduct, supporting a 'one service' approach. This has included continued support for the RED Framework and its complementary employment strategies.
Excellence in performance by individual staff and teams continued to be recognised and celebrated through the formal Directorate Staff Awards Program and participation in the ACTPS Awards for Excellence. Mr David Joyce of the Office of Industrial Relations was the winner of 'Category 3 – Collaboration' for his work as asbestos coordinator, establishing and enhancing linkages across many organisations to ensure asbestos is dealt with safely and efficiently. Also, Ms Shirley McDonough of the Centenary of Canberra Unit was a Finalist in 'Category 2 – Integrity' for the integrity, accountability, honesty and support she provided to the Unit and Centenary stakeholders.
Organisational resilience is an important part of ensuring the workplace culture provides safe working environments for a highly committed, motivated and productive public service. CMTD has in place a number of strategies to assist in achieving this, including a performance management framework that is linked to training and guidance for managers, supervisors and staff. Specifically, in 2012-13, targeted training was conducted to improve employee resilience and stress management.
Health and safety within the workplace is also important in promoting organisational resilience. The Directorate is continuing to implement a number of health and wellbeing initiatives from our Health and Wellbeing Strategy, along with promoting ownership of health and safety across the Directorate and the management of effective, efficient and consistent injury management processes integrated into the Health and Safety Management System. Further details are included in section C.9 Workplace Health and Safety of this report.
The Directorate's Consultative Committee, Workplace Consultative Committee and Health and Safety Committee continued to meet quarterly. These committees are active in improving consultation and communication processes between staff, management and unions, in promoting information sharing across the Directorate; and in encouraging greater productivity and job satisfaction through staff participation and input into decision-making processes. The Directorate's Social Committee has also played an important role in promoting positive morale and providing networking opportunities across the Directorate.
Building skills and capabilities is important to meet current and future workforce requirements and strengthen the capacity of leaders to deliver organisational outcomes. To help achieve this, the Directorate has implemented a Learning and Development program that supports targeted skill and capacity development. The Directorate has also supported agency specific development initiatives as well as participation in ACTPS programs. Further details regarding the programs are provided in section C.8 Learning and Development.
Further information can be obtained from:
Sue Hall
Director
Corporate Management
+61 2 6207 0569
