Human Resources Management

The Strategic Human Resources (HR) team continued to provide high level and comprehensive strategic and operational support to the Directorate in meeting its wide-ranging and complex obligations.

Throughout 2014–15, HR identified a range of process improvement initiatives to streamline the services provided to staff both within and external to the Directorate and focus on the ‘core’ responsibilities of more strategic HR. The team was proactive in maintaining close working relationships with various areas of Shared Services and the Safety Support and Injury Management teams within CMTEDD, which ensured the best possible outcomes in supporting staff through a range of matters and associated processes.

Delivering for the future

The Directorate completed negotiations with CMTEDD and the unions in relation to the new suite of Enterprise Agreements (EA). The move away from Directorate-based to classification-based EAs saw EPD move from one EA to three. The Directorate continues to work with CMTEDD and other directorates to review and develop a suite of whole-of-government policies and guidelines.

Recruitment processes continued to be managed. Most recruitment resulted from absences due to planned leave and/or positions becoming temporarily vacant due to other opportunities offered to staff across the Directorate and elsewhere within the Government. Staff attraction and retention remains a challenge as a consequence of tight budgetary constraints experienced during the year.

The permanent recruitment rate for 2014–2015 was 5.1% and the separation (turnover) rate was 7.0%, a decrease in separation of 1.9% overall.

Employees are actively encouraged to participate in internal and external development activities. The Directorate promotes the Shared Services Training Calendar, in-house seminars and information sessions and the availability of study assistance through the HR fortnightly communication email. Employees in professional and technical roles continue to be supported and encouraged to maintain the currency of their qualifications and registrations through professional development and training programs throughout the year.

Strengthening organisational resilience

The ACTPS Code of Conduct is founded on the four values of respect, integrity, collaboration and innovation and ten signature behaviours that everyone employed under the Public Service Management Act is expected to demonstrate. These signature behaviours embody the principles of decency, courtesy, professionalism and fairness and exemplify ways of working and the workplace culture that the ACTPS strives to nurture.

The Code of Conduct is on the Directorate’s intranet and employees are encouraged to read and take ownership of it in their daily activities and interactions with colleagues and the public. All new starters are provided with a copy of this document at compulsory induction sessions run by the HR Team.

Similarly, the Respect Equity Diversity (RED) Framework aims to achieve a workplace that is respectful, courteous and fair and values individual differences; the framework is core to developing a positive workplace culture. The Directorate actively promotes and supports the RED Framework, providing ongoing training to all managers and RED contact officers. The RED Framework, Open Door Policy and Preventing Work Bullying Guidelines were promoted induction sessions.

The Directorate continues to work with CMTEDD and other directorates to review and develop a suite of whole-of-government policies and guidelines in regard to the RED Framework.

The ACT Public Service Performance Framework was launched and has been implemented across the majority of the Directorate with the objective of:

  • supporting employee effectiveness for the benefit of the ACTPS through a consistent and sustainable approach to achieving high performance
  • supporting the ACTPS Values and Signature Behaviours
  • providing a consistent approach to the way in which the ACTPS holds its employees accountable for their work performance
  • embedding performance discussions as a familiar and supportive part of working life in the ACTPS.

The HR Senior Manager and Assistant Manager were proactive in meeting with managers and their teams to ensure all parties clearly understood the importance of having performance agreements in place, the regularity of reviews and need for open conversation between employees and employer so any areas of concern are addressed immediately and not left until a review.

All staff continued to be supported in the ongoing development and implementation of their performance plan over the 12-month cycle with formal training for all staff and managers taking place in July 2015.

Sustaining community confidence

Induction programs are conducted for all new staff to ensure they are aware of their obligations and entitlements as employees of the Directorate and the ACTPS more broadly and, importantly, the way in which the Directorate fulfils its obligations to the ACT community. Mandatory internal information sessions for staff covered topics on governance, information management and finance.

The RED Framework and the ACT Code of Conduct provide a significant base to deliver the Directorate’s commitment to a culture of integrity, respect and participation on a range of matters of community concern. These include such issues as conflict of interest, fraud, corruption, integrity, respect and inclusiveness.

The Directorate is committed to being an inclusive and welcoming organisation, as demonstrated in the number of culturally and linguistically diverse staff, 15.9% of the workforce (50 staff). Three staff (1.0% of the workforce) have identified as Aboriginal and Torres Strait Islanders and eight staff (2.5%) as having a disability. Both the Disability and Aboriginal and Torres Strait Islander recruitment frameworks have been separated from the RED Framework to give them a higher level of acknowledgement in the ACTPS. EPD has committed to the upcoming ACTPS Aboriginal and Torres Strait Islander traineeship program and will also commit to the Disability traineeship program when it commences later in 2015.

Working collaboratively

The Directorate supports its managers and staff through an Executive Management Board and Executive Policy Committee, which meet weekly. The Executive Policy Committee was replaced late in the 2014–2015 financial year with the Managers Advisory Group (MAG), which is attended by the EPD Executive and senior level managers and meets fortnightly. The Directorate Consultative Committee meets every two months, providing an avenue of communication and consultation on a range of issues. This committee is attended by staff, management and union representatives who collectively provide valuable input to improving the consultation and communication processes that encourage greater productivity and job satisfaction

The WHS Committee provides an opportunity for promoting information-sharing across the agency in relation to workplace safety concerns to proactively identify the need for rectification work when/where required and to support better safe work practices.

Reports prepared by HSRs were submitted to relevant managers and made available to all staff via the electronic records keeping system, thus ensuring they were easily identified for auditing and reporting purposes. These reports will also become available on the EPD intranet from the beginning of the 2015–2016 financial year.

Developing and supporting managers and supervisors on HR issues and accountabilities continued to be a key focus. The HR team meets quarterly with individual managers. This level of engagement provides additional opportunities for managers and HR to work together to address potential issues of concern by taking an early intervention approach. These meetings also provide HR with the opportunity to identify issues/concerns across the Directorate and work with all managers on proactive solutions.

Directorate representatives actively participated and engaged in various cross-agency forums including the People and Performance Council, HR Directors Forum, CMTEDD Policy Working Group, Work Health and Safety Working Group and a range of WHS forums.

Enhancing skills and capabilities

The Directorate facilitates access to training programs to enhance staff professional and personal development as appropriate. Training programs and courses such as the Shared Services Training Calendar were communicated and promoted via fortnightly all-staff emails and placed on the Directorate’s intranet. The Directorate provided studies assistance opportunities to 34 employees.

Effective learning and development requires a strategic approach that is focused on building identified skills and capabilities to support the effective delivery of the Directorate’s business goals. Learning and development and studies assistance requirements are identified through personal development plans that include the need for keeping up to date with evolving technology and maintenance of qualifications.

HR continued to revise selection criteria and duty statements across positions to ensure they are relevant and reflect the workforce capabilities profiles for the classification band prior to advertising and recruitment to a position.

Recruitment and Separation Rates by Division

DivisionRecruitment RateSeparation Rate

Chief Planning Executive

0.0%

0.0%

Construction & Client Services

4.9%

7.3%

Environment

2.3%

4.5%

Office of the Director-General

5.1%

15.4%

Planning Delivery

5.2%

6.5%

Regulation and Services

0.0%

1.7%

Strategic Planning

  • City Planning

10.6%

0.0%

9.5%

3.1%

Sustainability and Climate Change

7.2%

3.6%

Total5.1%7.0%

Workforce profile

FTE and Headcount

Please note that, for reporting purposes, FTE and headcount reflect reporting arrangements at December 2014. While numbers are accurate at the end of the year, some divisional titles have changed.

Branch/DivisionFTEHeadcount

Construction and Client Services

43.7

46

Environment

56.8

62

Office of the Director-General

25.1

29

Planning Delivery

74.5

80

Strategic Planning

49.8

54

Sustainability and Climate Change

39.8

43

Total289.7314

FTE and Headcount-Gender

 FemaleMaleTotal

FTE by gender

161.8

127.9

289.7

Headcount by gender

179

135

314

% of workforce

57.0%

43.0%

100.0%

Headcount by Class

Administrative officers

74

46

120

Executive officers

3

4

7

General service officers and equivalent

0

1

1

Information technology officers

0

1

1

Professional officers

9

7

16

Senior officers

88

69

157

Statutory office holders

0

1

1

Technical officers

5

6

11

TOTAL179135314

Headcount by Employment Category by Gender

Employment CategoryFemaleMaleTotal

Casual

2

3

5

Permanent full-time

103

109

212

Permanent part-time

45

5

50

Temporary full-time

19

16

35

Temporary part-time

10

2

12

TOTAL179135314

Headcount by Diversity Group

 Headcount% of Total Staff

Aboriginal and/or Torres Strait Islander

3

1.0%

Culturally and linguistically diverse

50

15.9%

People with a disability

8

2.5%

Headcount by Age and Gender

Age GroupFemaleMaleTotal

Under 25

5

4

9

25-34

40

25

65

35-44

67

43

110

45-54

35

37

72

55 and over

32

26

58

Average Length of Length of Service by Gender

GenderFemaleMaleTotal

Average years of service

8.6

9.2

8.8

Workplace relations

The ACTPS Environment and Planning Directorate Administrative and Related Classifications Enterprise Agreement 2013–17 provides for increased pay rates for all administrative salary classifications and most allowances effective from 1 July 2013. The agreement has a nominal expiry date of 30 June 2017 and will provide for a total salary increase of 11% over that four-year period.

The Directorate continues to meet its obligations to attract and retain the right people who can deliver the Government’s priorities. One of the mechanisms utilised is the Attraction and Retention Incentives Framework (ARIn), Annex B of the ACTPS Suite of Enterprise Agreements. Through this framework, a comprehensive process is undertaken to manage those ARIns in place, any new ARIns and the required annual reviews.

Attraction and Retention Initiatives at 30 June 2015

DescriptionTotal

Number of ARIns at 30 June 2015

24

Number of ARIns transferred from Special Employment Arrangements (SEAs) in the period

24

Number of ARIns entered into during period

30

Number of ARIns terminated during period

34

The number of ARIns providing for privately plated vehicles as at 30 June 2014

0

Individual and Group SEAs

Classification RangeRemuneration as at 30 June 2015

Admin Service Officer 6–Senior Officer A

$73,240–$172,356