B.8 Human Resources Management

During 2015-16, the directorate’s human resource priorities were guided by the CMTEDD Corporate Framework, and as specified within the CMTEDD Strategic People Plan 2015-2017, 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

A continued focus for 2015-16 was change management support to managers, employees and the organisation more broadly, in response to the multiple Administrative Arrangements affecting the directorate in the previous and current reporting periods. This ongoing body of work included development of directorate policies and processes that supported the larger and more diverse workforce and sought to create an organisational culture that was aligned to the ACTPS values, RED Framework and Code of Conduct.

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.

CMTEDD demonstrated its ongoing commitment to workplace inclusion through the Workforce Diversity Strategy. The Strategy was framed around building cultural awareness and understanding, in addition to supporting attraction and retention of a diverse workforce. Specific initiatives were 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.

Key initiatives progressed during the reporting period include:

• commencement of a workplace accessibility review of multiple CMTEDD workplaces to assess physical barriers to inclusion;
• commencement of a workforce diversity survey to assess cultural barriers to inclusion;
• establishment of an Inclusion Traineeship Program for identified people with Autism Spectrum Disorder;
• promotion of key significant dates such as Harmony Day; International Day of People with Disability; Reconciliation Week; NAIDOC Week; and International Women’s Day;
• reaccreditation as a Breastfeeding Friendly Workplace through the Australian Breastfeeding Association; and
• continued development of a Reconciliation Action Plan (RAP), with an active RAP Working Group strongly engaged in progressing the organisation’s reconciliation journey.

The directorate also made use of whole of government activities to increase workforce diversity including:

• engagement of three employees with Disability through the 2016 ACTPS Graduate Program;
• engagement of two employees through the ACTPS Indigenous Traineeship; and
• placement of five 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.

Employees were provided with access to a range of in-house learning and development opportunities in addition to utilisation of the ACT Public Service 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 ACT Public Service Respect, Equity and Diversity Framework. The manager training looked specifically at managerial responsibilities, particularly their role in bullying prevention.

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 people.

Disability Awareness: A half-day session 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.

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 and Freedom of Information processing and the exemption provisions.

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.

Authorised Person – Training pursuant to Crimes Act 1990: Authorised Person training is provided to directorate staff that have been authorised by the Director-General CMTEDD to act as an Authorised Person under the Crimes Act 1900. Information is provided about the responsibilities that the Authorised Person has under the Crimes Act 1900 and how to actively use those powers. Training also covers de-escalation methods and dealing with difficult and abusive clients.

Managing Psychological Illness in the Workplace: This program provided managers and supervisors with the knowledge and skills to manage workers who experience psychological ill health.

Leading Strategic Change: This assisted managers to provide direction and support in a dynamic environment.

Emotional Intelligence Training: This was for customer focused areas to improve relationship management capability.

Other internally facilitated in-house Learning and Development

Staff Induction: The induction program was divided into two half day sessions, with the first providing new employees with an overview of the functions of CMTEDD and an understanding of expectations in the workplace, conditions of service and workplace health and safety. The second session provided greater detail of business units and their objectives, local WHS and staff consultative arrangements.

Executive Assistants Network: A formal network was established to support the professional development of Executive Assistants and related administrative professionals in CMTEDD. Network members were able to participate in quarterly information sessions, including participation in the ACTPS Executive Assistance and Business Support Conference in August 2015, coordinated by CMTEDD. Seven members also completed a Certificate IV in Government, made available through the Network.

Graduate Network: CMTEDD had 23 participants in the 2016 ACTPS Graduate Program. A directorate network was established to support their transition into the workplace, and involved quarterly forums to enhance skills in leadership, networking and goal-setting.

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 Senior Officer Grade A cohort was undertaken.

Recruiting a Diverse Workforce: This program introduced participants to the CMTEDD Workforce Diversity Strategy, barriers to employment, pathways available to recruit people from diverse groups, and information on the Australian Government’s Employment Assistance Fund.

Risk Management Information Sessions: 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.

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 use the action tracking capabilities.

Dissemination Limiting Marker Information Sessions: This training session introduces staff to the change in information security and how to apply the dissemination limiting markers to emails and documents.

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 503 staff attending training with an estimated cost of $194,047.

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 2015-16 CMTEDD invested approximately $176,026 towards studies assistance for 107 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 including the ACT Public Service Administrative and Related Classification Enterprise Agreement 2013-2017 (the Administrative Agreement), the ACT Public Service Legal Professionals Enterprise Agreement 2013-2017, the ACT Public Service Infrastructure Services Enterprise Agreement 2013-2017 (Infrastructure Services Agreement) and the ACT Public Service Technical and Other Professionals Enterprise Agreement 2013-2017 (the Technical and Other Professionals Agreement). These agreements all continued operation throughout the 2015-16 reporting period.

The Technical and Other Professionals Agreement introduced a new classification structure for Infrastructure Officers, being engineering, architecture and project management professionals engaged in major or significant infrastructure projects. A second stage transition as per the terms of the agreement, allowed for eligible employees to translate to Infrastructure Manager/Specialist classifications. Approximately 20 CMTEDD employees translated to this classification structure in May 2016.

Throughout the 2015-16 reporting period, CMTEDD utilised attraction and retention incentives under the terms of the ACTPS enterprise agreements to attract and maintain a skilled and diverse workforce.

Staffing Profile

The staff numbers provided below are as at the last payday in 2015-16. 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 2016 have been included, as have staff who are working in other directorates and whose costs are recovered.

FTE and Headcount by Division/Branch

FTE and Headcount by Gender

Headcount by Classification Group and Gender

Headcount by Employment Category and Gender

Headcount by Diversity Group

*NB: Employees may identify with more than one of the diversity groups.

Headcount by Age Group and Gender

Average Length of Service by Gender

Recruitment and Separation Rates by Stream

*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.

Recruitment and Separation Rates by Classification Group

*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.

For further information contact:

Sue Hall
Executive Director
Corporate
+61 2 62070569
Sue.Hall@act.gov.au

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