CHAPTER 4Management and accountability

People Management

People Management menu: Workplace relations | Staffing profile | Career development and training

During 2006–07 the Ombudsman’s office managed its employees in accordance with the conditions of our Certified Agreement 2005–2008 and a number of Australian Workplace Agreements (AWAs), as well as within our obligations under the Public Service Act 1999.

We further reviewed the office’s suite of human resources policies and guidelines to bring them in line with the Certified Agreement and to reflect changes in office procedures and practices. In particular, we focused on:

• harassment policies and awareness
• recruitment and selection guidelines to provide flexibility with increased internal opportunities
• working from home guidelines to ensure the right balance between work and non-work life is achieved
• the Workplace Diversity Framework and Plan to ensure that workplace diversity principles are embedded in our office culture.

During the year the office conducted its first staff survey to provide an opportunity for employees to contribute their views about workplace issues and the overall performance of the office. The survey provided some important insights and helped inform the Executive in the development of corporate strategies, policies and procedures.

The survey focused on a range of topics including:

• APS values and code of conduct
• leadership
• communication and knowledge sharing
• internal and external relationship management
• recruitment and selection
• performance management
• learning and development
• harassment and bullying
• work/life balance.

The high response rate of 88% demonstrated that staff are committed to help improve the office. The report results showed that the majority of Ombudsman staff were satisfied with the office as an employer, and most staff indicated they were proud to tell others that they work for the office. In many areas we exceeded the APS State of the Service benchmarks. This level of satisfaction with our working environment reflects positively on all staff.

The report highlighted a number of areas for improvement. The senior management team sought further input from staff on possible strategies to help address these areas and how particular initiatives could be implemented. Substantial follow-up work has already been undertaken and action to respond to the survey will continue during 2007–08.

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Workplace relations

The Certified Agreement 2005–2008 focuses on people, remuneration and employment arrangements, working environment and lifestyle, further streamlining of personnel practices and processes, and performance management and improvement to underpin salary increases. Conditions are provided for Senior Executive Service (SES) staff under AWAs. A total of 143 employees were covered under the office’s certified agreement. (Note: as statutory officers, the Ombudsman and two Deputy Ombudsmen are not included.)

The certified agreement does not make provision for performance pay. Salary advancement through pay points within each classification is linked to performance, in accordance with the policy parameters for agreement making in the APS. SES AWAs provide for annual salary advancement within the range based on performance, and do not make provision for performance pay. Non-salary benefits are not offered to employees.

The office’s Workplace Relations Committee continues to provide a forum for discussion of issues surrounding implementation and operation of the agreement. It also provides the consultative, advisory and information-sharing mechanism between management and employees on matters affecting employment conditions in the office.

A new certified agreement is due to be negotiated and implemented before October 2008, when the current agreement expires.

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Staffing profile

As at 30 June 2007, the actual number of employees was 146, including the Ombudsman and two Deputy Ombudsmen who are statutory appointees. The number of full-time employees was 125 and the number of part-time employees was 21 (14% of employees). The full-time equivalent number of employees for the year was 140.5.

During the year, 31 employees were engaged on an ongoing basis and 28 ongoing employees left the office, equating to a turnover rate of 19% (compared to 12% in the previous year). Given the nature of the office’s work and the completion of some major 2006–07 budgeted priorities, the turnover is not disproportionate for this financial year.

Table 4.1 shows the numbers of employees, by gender and APS classification and salary range. Four employees on long-term leave without pay under the Prime Minister’s Directions 1999 are not included. Table 4.2 shows the office’s staffing profile by location.

Twenty-one staff were employed on a part-time basis. Of these, 19 were ongoing and two non-ongoing.

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Career development and training

The office’s learning and development program centres on continuous improvement of organisational performance through the performance management process, and corporate and core business training and development.

In 2006–07 the office introduced a new approach when inducting new employees. The key elements focused on pre-commencement actions, a newly developed online induction program and devolved orientation responsibility to the line manager, including the provision of a mentor/coach. Feedback on this approach from new employees and line managers was positive, with both taking a greater role in ensuring the process was completed.

The focus for learning and development this year was on workshops to improve consistency in the approach by all staff across our eight offices when dealing with complaints, focusing on difficult complainants, investigations and people management.

Key learning and development areas identified by the office and delivered included:

• investigation workshops and on-the-job training
• difficult complainants training
• working within the framework of government
• working with interpreters
• presentation skills
• performance management
• leading and working in small teams
• harassment and bullying awareness
• executive coaching.

Staff representatives delivered a variety of business-focused workshops across all office sites. This proved to be of great value with an increase in consistency in the use of the office’s complaint management system and with record-keeping compliance.

The office contributes to the development of its staff by supporting staff attendance at courses, seminars and conferences identified in their personal development plans. We also recognise and put in place other development opportunities, through job rotation, special project work, higher duties, placements with other agencies and representation on work committees. These programs have been well received with many staff taking up the opportunities to further develop their skills.

The office also provides study assistance, which a relatively high percentage of staff use to undertake short or long-term courses at educational institutions.