5. An Engaged Workforce: Getting the Best From People at Work
5.1 Performance and Capability Development
A vision for the ACTPS is to ensure every employee feels engaged and supported through a positive workplace environment, and that there is clarity in what is expected of employees. As a Service, it is important to recognise and promote good performance and provide support in areas where performance needs to improve. It is through increased employee engagement that improvements in performance are seen, along with increased productivity and improved delivery of services.
To achieve high levels of employee engagement it is important that managers and employees have a clear understanding around roles, responsibilities and goals. The ACTPS Performance Framework establishes the process for managing employee performance, and supports managers to develop workplace culture and capability. The ACTPS Performance Framework assists employees and managers to have quality performance conversations. These discussions are an opportunity for employees to highlight their achievements, obtain and provide feedback, and seek assistance when required. Performance conversations can assist employees to identify exactly what skills, knowledge and behaviour they need to master in order to do their job and progress their career in the ACTPS.
During 2016-17 the performance framework was further refined to make the relevant tools less onerous and more user friendly. It is envisaged that the streamlined supporting documentation will encourage the utilisation of the framework across the Service.
The ACTPS Shared Capability Framework (the Capability Framework) describes the skills, knowledge and behaviour that can be universally expected of ACT Public Servants at different organisational levels and in every workplace across the Service. Using the Capability Framework in conjunction with a personal Performance and Development Plan (PDP), employees can track their development goals against their current and desired organisational level.
The 2017 Agency Survey asked directorates to report on whether they monitored the utilisation of the ACTPS Performance Framework during the 2016-17 reporting period.
Table 26 - Utilisation of the ACTPS Performance Framework
Total Directorates | |
|---|---|
Yes | 5 |
No | 2 |
Directorates were then asked to report on the percentage of their workforce that had a performance agreement in place at 30 June 2017. Two of the seven directorates reported that they were unable to determine the percentage, while the other five directorates reported percentages of 19 per cent, 21 per cent, 50 per cent, 70 per cent and 73 per cent of their workforce with a performance agreement in place at 30 June 2017. While it is evident that further promotion of the ACTPS Performance Framework is required to increase the percentage of ACTPS employees with a PDP in place, it is encouraging to see an incremental increase in the proportion of employees with a performance plan in place from the 2015-16 reporting period.
Providing employees with the opportunity to improve their skills and capability has been shown as one way to gain benefits in the performance and motivation of the workforce. Directorates were asked to report on the strategies employed during 2016-17 to enhance, develop or improve employee capability and performance, the results of which are in Table 26 below.
Table 27 - Strategies used during 2016-17 to enhance, develop or improve employee capability and performancE
Total Directorates | |
|---|---|
Mentoring programs | 5 |
Funded training | 7 |
Secondments | 6 |
Job swap opportunities | 4 |
Communities of practice | 4 |
Other | 5 |
Of the directorates that reported using other strategies to enhance, develop or improve employee capability and performance; two reported using Higher Duties Arrangements (HDA) and temporary transfers, two reported using coaching and on the job training, and one reported using a skills register.
5.2 Underperformance
Having clear procedures for managing underperformance is essential in supporting workforce productivity and maintaining employee engagement. The Australian Government Fair Work Ombudsman states that underperformance can be exhibited though:
- unsatisfactory work performance, that is, a failure to perform the duties of the position or to perform them to the standard required;
- non-compliance with workplace policies, rules or procedures;
- unacceptable behaviour in the workplace; and/or
- disruptive or negative behaviour that impacts on co-workers38.
Directorates were asked to identify whether they monitored the number of preliminary performance discussions held during the 2016-17 reporting period. Of the seven directorates, one reported that they did monitor preliminary performance discussions and that one such discussion had occurred. That directorate reported that this conversation realised the required improvements and did not proceed to a formal underperformance process. The other six directorates indicated that performance discussions occurred regularly within their Directorate but business units are not required to report on these discussions. Data on preliminary performance discussions was therefore not captured.
Directorates were asked to provide details of the number of formal underperformance processes that were commenced in the 2015-16 financial year under the procedures set out in the relevant ACTPS Enterprise Agreement.
Table 28 - Underperformance Processes 2016-17
Total Processes | |
|---|---|
Number commenced in 2015-16 but finalised in 2016-17 | 10 |
Number commenced in 2016-17 | 32 |
Number commenced and finalised in 2016-17 | 10 |
Number commenced in 2016-17 but yet to be finalised at 30 June 2017 | 22 |
A total of three directorates indicated that they did not commence any formal underperformance processes as set out in the relevant Enterprise Agreement during the 2016-17 reporting period.
Directorates were then asked to report on the outcomes of the underperformance processes that were finalised during 2016-17.
Table 29 - Outcomes from Underperformance Processes 2016-17
Total Outcomes | |
|---|---|
Satisfactory performance achieved at the completion of the process | 7 |
Development program instituted | 4 |
Assignment to other duties | 0 |
Deferral of increment | 1 |
Reduction in classification | 1 |
Termination of employment | 0 |
Resignation of employee during process | 7 |
It is recognised that a formal underperformance process can be a stressful experience for employees. Employees are provided with assistance, coaching, support and access to the Employee Assistance Provider throughout these processes. Positively, the majority of employees who complete these processes achieve satisfactory performance as a result.
38 Australian Government, Fair Work Ombudsman, Managing Underperformance July 2015 https://www. fairwork.gov.au/how-we-will-help/ templates-and-guides/best-practice-guides/managing-underperformance#underperformance