7 august 2013 human resources leaders forum. aps hr human capital report 2012
TRANSCRIPT
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7 August 2013Human Resources Leaders Forum
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APS HR Human Capital Report 2012
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Purpose and Scope• Purpose
– To provide an overview of the APS HR human capital– To seek input for strategic workforce analysis
• Scope– The APS Human Capital Framework– HR supply (ABS data)– HR human capital in the APS (2012 Employee Census)
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Human Capital Proposition1. Human capital is a key input to organisational capability.2. APS human capital contributes significantly to the
productivity of agencies.3. Human capital is the aggregation of a range of workforce
factors and the workplace factors that contribute to them.4. Workforce and workplace factors can be measured and
reported to support management decision making
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APS Human Capital Framework
A quick overview
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Org
anis
ation
al P
erfo
rman
ce
People StrategiesTalent Management Program, targeted recruitment strategies (e.g., critical skills), Staff Development Strategy, Agency innovation strategy, performance management system,
Diversity Strategy, Leadership Development Program, Culture Change program, etc.
Workplace Culture
Workplace Conditions
Workplace Design
Workplace Leadership
Workforce Capability and
Capacity
Stra
tegi
c W
orkf
orce
Pla
nnin
g
Envi
ronm
enta
l Sca
nAPS Human Capital Framework
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Human Capital Report
From theory to information to decision
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Human Capital Report• Human Capital Report is based on the APS Human Capital
Framework • Human Capital Report is a way of aggregating a large amount
of human capital data from the APS Employee Census– 2012 APS Census n=87,214; 2013 APS Census n=102,204– It is self-report attitude and opinion data, it is organised around
models and scales, and there is a lot of it
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Human Capital Report• Report of each element of the Human Capital
Framework.– Multiple scales– Some individual items
• Each agency is compared on these elements with other agencies in cluster and the rest of the APS.
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Human Capital Report for HR• Agency clusters:
– Policy– Regulatory– Specialist– Large operational (> 1,000)– Small operational
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Human Capital Report• Limitations
– Definition: human resources advice, industrial relations, learning and development, recruitment, payroll, workforce planning, occupational health and safety, organisational design
– No SES in APS data.– Employees have more than one job family– HR “professionals” and HR “processors”
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National HR Workforce
ABS
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Where are they located physically?
9710
7253
6225
3350
1936
1157 603 376
HR Professionals
NSWVicQldWASAACTTasNT
2958
2365
1704
1076
779
581155
140
HR Managers
NSWVicQldWAACTSANTTas
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HR Man-agers ACT
HR Man-agers NSW
HR Man-agers
NT
HR Man-agers Qld
HR Man-agers
SA
HR Man-agers Tas
HR Man-agers
Vic
HR Man-agers WA
HR Pro-fession-als ACT
HR Pro-fession-als NSW
HR Pro-fession-als NT
HR Pro-fession-als Qld
HR Pro-fession-als SA
HR Pro-fession-als Tas
HR Pro-fession-als Vic
HR Pro-fession-als WA
Ad-min Svcs
0.0132921174652241
0.331993817619784
0.0068006182380216
4
0.179907264296754
0.0537867078825348
0.0126738794435858
0.280061823802164
0.121483771251932
0.017852959092826
0.349093294597254
0.0072630148540368
3
0.197038564265967
0.0614779063773956
0.0176655264514315
0.2476922356
0283
0.101916498758259
ICT 0.0346205059920107
0.492676431424767
0.0039946737683089
2
0.106524633821571
0.0292942743009321
0.0053262316910785
6
0.266311584553928
0.0612516644474035
0.0408496732026144
0.400326797385621
0.0049019607843137
3
0.155228758169935
0.0310457516339869
0 0.284313725490196
0.0833333333333333
Prof & Sci
0.0332294911734164
0.3094496365
5244
0.0083073727933541
0.181031498788508
0.0522672204915196
0.0089996538594669
4
0.270681896850121
0.136033229491173
0.0281102143055942
0.286390203172836
0.0061230169774561
7
0.193988310603952
0.0606735318675202
0.0153075424436404
0.252991928750348
0.156415251878653
Pub-lic Ad-min
0.212972597988207
0.2150537634
4086
0.0367672563302116
0.180020811654527
0.081165452653486
0.0239334027055151
0.165452653485952
0.0846340617412418
0.128357030015798
0.194707740916272
0.0387045813586098
0.242496050552923
0.0764218009478673
0.0337677725118483
0.174565560821485
0.110979462875197
5.00%15.00%25.00%35.00%45.00%55.00%
Where are the HR staff in Australia?
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How are HR professionals and their managers distributed across industries?
Lots of processing staff in admin services.
Higher proportion of “managers” in professional and scientific and public administration.
Admin Svcs ICT Prof & Sci Public Admin
HR Man-agers
0.331522853043657
0.0769624923139988
0.296064767370363
0.295449887271982
HR Pro-fession-als
0.69719046063378
0.0199934661875204
0.117379941195688
0.165436131983012
5.00%
15.00%
25.00%
35.00%
45.00%
55.00%
65.00%
75.00%
How is the HR workforce distributed?
HR ManagersHR Professionals
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The HR workforce in the APS
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APS Job Families• The APSC has developed a job family model:
– There are 16 non-SES job families including “People”– There are 16 HR occupations– There are 12 HR job roles
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Where are APS HR staff?
68.89
16.24
6.12
4.684.07
HR Staff
Lge OpsPolicySpecialistSml OpsRegulatory
Specialist Reg Policy Sml Ops Lge Ops
HR staff
0.0490113 0.0589133 0.0475015 0.0524575 0.0567221
0.50%
1.50%
2.50%
3.50%
4.50%
5.50%
6.50%
HR staff
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Design
• Work 80+ hours• Flexible work• Supervisor
responsibility• Role understanding
Conditions
• Amount of Change• Work life balance • Experienced
employees• Remuneration
Workforce Capability and Capacity
• Intention to leave• Employee Engagement• Work performance• Innovation
Leadership
• ILS 1• ILS 2• Leader visibility• Leader engagement
Culture
• Bullying• Report bullying• Safety• Agency culture
APS Human Capital Framework
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InnovationIndividual performance
Workforce Capability and Capacity
Employee EngagementLeave Intention
APS Human Capital Framework
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Workforce capability and capacity
ASAP Leave 1 yr Stay 2 yrs Stay 3+yrs
non-HR 7.81 13.73 25.92 52.55
HR 7.63 16.21 26.19 49.98
5
15
25
35
45
55
Career intentions
Per c
ent
Job Team Supervisor Agency
non-HR 6.446956 6.4314 6.714904 5.62875
HR 6.724781 6.586652 6.9714 5.703851
0.50
1.50
2.50
3.50
4.50
5.50
6.50
7.50
8.50
9.50
Employee Engagement
Enga
gem
ent S
core
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Workforce capability and capacity
HR workforce tend to be less extreme in their perceptions of their performance.
More likely to have implemented an innovation (56% compared to 48%):
More likely to believe that immediate supervisors and senior leaders encourage innovation. V Low Low Moderate High V High
non-HR 16.17 22.43 38.79 15.8 6.81
HR 13.98 23.58 41.43 15.94 5.07
2.5
7.5
12.5
17.5
22.5
27.5
32.5
37.5
42.5
Self-report performance
Per c
ent
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Senior Leader EngagementILS 2
Workplace Leadership
Senior Leader VisibilityILS 1
APS Human Capital Framework
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non-HR
HR
non-HR
HR
APS
EL
0 5 10 15 20 25 30 35 40
Senior leaders engage staff on future challenges
Str DisagreeDisagreeNeitherAgreeStr Agree
Per cent
non-HR
HR
non-HR
HR
APS
EL
0 5 10 15 20 25 30 35 40
Senior leaders are sufficiently visible
Str DisagreeDisagreeNeitherAgreeStr Agree
Per cent
Leader visibility and engagement is critical
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HR staff rate their supervisors more highly
Achiev
es Resu
lts
Cultivates
relati
onships
Personal
drive
Strate
gic th
inking
Comms with
influen
ce1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
non-HRHR
Sets
directi
on
Motivates
people
Enco
urages
innovation
Develo
ps peo
ple
Open to
self-l
earn
ing1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
non-HRHR
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Agency CultureReported bullying
Workplace Culture
Safety CultureSelf-report bullying
APS Human Capital Framework
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Agency CultureHR staff are more positive about process
…and they are also more positive about safety
Work Life
Consultation
Ethical Behaviour
Ethical Leadership
Fair promotion
Confidence in process
Diversity
Effective managers
0.00 1.00 2.00 3.00 4.00 5.00
Agency culture
HRnon-HR
Team
Supervisor
Agency cares
Agency supports
1 1.5 2 2.5 3 3.5 4 4.5 5
Safety culture
HRnon-HR
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Workplace Culture• No more likely to be bullied than other employees…• …and no more likely to report being bullied:
– Managers accepted the behaviour– I did not think any action would be taken
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Satisfaction with remuneration
Employees with experience
Workplace Conditions
Work-life balanceWorkplace change
APS Human Capital Framework
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-0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4
-0.4
-0.3
-0.2
-0.1
0
0.1
0.2
0.3
0.4
How hard is it to work in HR?Control
Demand
How hard is it to work in HR?
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Working conditions are good…
V Sat Satisfied Neither Dissat V Dissat
non-HR 17.19 54.48 14.02 11.59 2.72
HR 21.31 53.22 11.26 11.92 2.29
5
15
25
35
45
55
Satisfaction with work-life balance
Per c
ent
HR staff are generally happy with their work-life balance. And more likely to be very happy.
But they experience more change (72% compared with 66% in the rest of the APS).• Change in staffing numbers and
structural change are the most common types of change.
• Over-represented in change to supervisor and functional change as well.
Less likely to have been in their current role for five years or more.
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Role understandingSatisfaction with flexible work
Workplace Design
Supervisory responsibilities
Work more than 80 hours per fortnight
APS Human Capital Framework
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Design of workHR staff work longer hours, but not extreme hours
HR staff appear to have more control over their workplace.
APS 75 hrs or less
APS 75-79
hrs
APS 80-99
hrs
APS 100+ hrs
EL 75 hrs or
less
EL 75-79 hrs
EL 80-99 hrs
EL 100+ hrs
non-HR
37.13 39.05 21.68 2.13 18.17 28.01 45.4 8.42
HR 33.42 41.16 23.81 1.61 14.86 27.79 51.6 5.74
5
15
25
35
45
55
Hours worked in the past fortnight
Per c
ent
Regular
Semi-regular
Infrequent
No - job needs
No - technical
No - not allowed
No - choice
No - not considered
Not sure
0 5 10 15 20 25 30
Teleworking
HRnon-HR
Per cent
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Role understanding
Always Often Some-times
Rarely Never
non-HR 33.54 46.47 14.96 4.01 1.01
HR 31.71 46.85 16.37 4.23 0.85
2.5
7.5
12.5
17.5
22.5
27.5
32.5
37.5
42.5
47.5
I am clear what my duties and responsibilities are…
Per c
ent
Str Agree Agree Neither Disagree Str Dis-agree
non-HR 22.28 59.9 11.61 4.79 1.42
HR 27.23 58.4 8.97 4.1 1.3
5
15
25
35
45
55
65
I am clear how my work group contributes…
Per c
ent
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Observations on HR workforce• Mostly located in large operational agencies.• Over-represented in regulatory agencies.• Transient nature to the workforce?• Low levels of tertiary qualifications.
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Observations on HR workforce• Overall OK.• Tend to be happy with their supervisors, but ELs
think that senior leaders could do better.• Happy with processes, but less likely to report
bullying?
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Key questions• Given the transient nature: is HR just an additional
skill or experience to be gained?– What proportion of specialist HR staff do we need?– How best to provide specialist HR?– Where is the line between HR staff and management?
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Key questions• What does the lack of tertiary qualifications mean
for HR?– Do we need tertiary qualifications?– What does this mean for the HR capability in the APS?– Is there a separation between specialist HR and
management staff?
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Your task…Those closer to the lake:• Given the transient nature: is HR
just an additional skill or experience to be gained?– What proportion of specialist HR
staff do we need?– How best to provide specialist HR?– Where is the line between HR staff
and management?
• In small groups.• Report back after arvos.
Those closer to Russell:• What does the lack of tertiary
qualifications mean for HR?– Do we need tertiary qualifications?– What does this mean for the HR
capability in the APS?– Is there a separation between
specialist HR and management staff?
• In small groups.• Report back after arvos.
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8 May 2013Human Resources Leaders Forum
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Core and Management Skills Update
41
Karen DahlstromDirector – Learning Design, Core SkillsStrategic Centre for Leadership, Learning and Development
02 6202 3943
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Introduction• Core and Management skills priorities• Approach – starting with a design• Overview of pilot projects• Re-launch of APS Online Induction• How you can get involved• Next steps
42
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43
Lead
ers
at a
ll le
vels
Being a leader: the self in context• Ways of understanding self and others in the world• Emotional intelligence• Positive psychological capital• Learning agility & change ability• Complexity of mind: socialised, self-authoring, self-
transforming
Bein
gKn
owin
g &
Doi
ng
People• Creating a culture in
which people thrive• Working with others to
create a vision• Mobilising the capacity,
strengths and leadership of others
Change• Working collaboratively &
facilitating interaction• Engaging in dialogue• Buildings alliances &
partnerships• Brokering solutions &
commitment to action
Strategic• Generating options &
possibilities• Gathering evidence• Weighing up alternatives• Balancing competing
interests & values• Developing &
implementing plans for strategic action
Political• Scanning the political,
cultural & social environment
• Diagnosing situations / systems / challenges
• Analysing stakeholders, issues, concerns, perspectives
• Thinking & acting politically
Leadership dimensions
• Building relationships & engagement
• Analytical thinking
Foundation skills• Structuring work
• Compelling communication
Professional public service skills• Policy• Delivery• Regulation
Working within & across teams• APS people
management• Performance
management• Cross-agency
working• Dealing with change• Working in teams• Getting the most
out of diversity
Understanding government• The role of the APS• Understanding
parliamentary processes
• Understanding legislative processes
• Responding to the Minister’s office
Applying ethical & legal frameworks• APS ethics and values• APS frameworks• APS decision making• Procurement
essentials• Contract management
Core public service skills
APS
- EL
Professional public service skills• Policy
development & implementation
• Delivery management
• Regulatory frameworks & practices
People & organisational development• Coaching &
developing others• Building & leading
high performing teams
• Workforce planning
• Business planning
Working with Government• Briefing &
responding to APS decision makers, ministers & parliament
• Working with the minister
• Developing Cab subs
• Appearing beforeParliamentary committees
Decision making & judgement• Public sector
accountability• Creating public
value• Financial mgt &
budgeting• Project, program
& risk mgt in a complex environment
• Procurement essentials
• Developing a business case
Management Skills
EL-S
ESAPS Leadership and Core Skills Strategy 2012-13: priorities framework
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Process• Starting with design…• Established four pilot projects to test our methodology:
1. Structuring Work2. APS Ethics and Values3. Performance Management4. Coaching and Developing Others
• Established a Reference Group of 15+ agencies• Methodology based on the ADDIE model
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Analyse (Strategy)
Design
DevelopDeliver (Pilot)
Evaluate & Refine
Strategic Centre’s L&D program design and development model
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Multiple applications:• Standard to assess quality of existing programs• ‘Architectural plan’ to develop new or modify existing
programs• Strategic Centre to develop programs on behalf of APS
for whole-of-APS use1. Context/business need2. Target audience3. Capabilities4. References5. Links to AQF 6. Key content7. Recommended learning approaches8. Design specification9. Evaluation approach10. QA checklist11. Support materials
Learning design standards… what are they?
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How you can be involved• Join the Reference Group and review the Learning Design Standards
– Govdex• Participate in program testing:
APS Ethics & Values: 14 Aug AM / 16 Aug AM and PM Performance Management: 20-22 Aug Performance Management Master Class: 13 Sep Coaching & Developing Others – ‘Managers as Coach’ programs
for QA
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Background:
Removed two years ago due to• content being out-of-date• not conforming to web content accessibility
guidelines (WCAG).
Over the past six months:• the program has been updated by subject
matter experts and approved by policy owners
• the APSC’s Webmaster has redesigned the program to meet accessibility requirements.
APS Induction
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What’s in it?• Ten modules• Covering core knowledge that is
essential for working in the APS• Key topics include: the structure of
government, the APS ethical and legal framework, governance, and workforce diversity.
• Each module will take 15 -30 minutes• While there is a progressive flow
between the modules, there is flexibility to undertake them in any order or as discrete modules.
APS Induction
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What can it be used for:• To complement agency induction programs• As part of Graduate programs• For experienced APS staff wanting to update
themselves on the recent changes to the Public Service act 1999 especially in the areas of:– Values, Ethics, – Code of Conduct and – the new Employment Principles.
APS Induction
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On the APSC website at:
www.apsc.gov.au/apsinduction
Where can it be found?
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Cluster 1: Relationships Cluster 2: Working with Government • Building relationships and engagement• Working in and across teams• Diversity and cultural competence• Building and leading high performance
teams
• Compelling communications• Understanding government• Working with government• Writing for government
Design & develop
• Aug – Dec 12
Test
• Jan – Mar 14
Evaluate & refine
• Apr – Jun 14• Report to
Secretaries’ Board
Release to Agencies
• July 14
Next steps
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ContactKaren DahlstromDirector – Learning Design, Core SkillsStrategic Centre for Leadership, Learning and Development
02 6202 3943
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8 May 2013Human Resources Leaders Forum
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2013 APS Employee Census: An update
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Overall, 102,208 valid responses (66% response rate)
• 70% of agencies – had a response rate higher than 2012
• 73 agencies – had a response rate 65%+
• 37 agencies – had a response rate 75%+
• 22 agencies – had a response rate 80%+3,532 small agencies – 10,725 medium agencies – 87,951 large agencies
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What it looked like for us…• 160,000+ surveys
– Electronic
– Paper
– Phone interviews
• Working with 113 agencies
• Interacting daily with over 175 contact officers
• Navigating a path through over 100 IT systems
• Responding to over 4,400 emails (4 weeks)
• Resetting over 2,000 survey links
• Providing 1,245 additional survey links
• Going through 7,808 ‘out-of-office’ messages
• Managing 2,028 email bounce backs
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The 2013 Employee Census Service OfferOffered a two tier model
• Tier 1: On-line access to your agency’s census results, and the reporting and benchmarking available through that tool. This option will most likely suit agencies with between 100 and 250 employees.
• Tier 2: As above, on-line access to your agency’s census results (with reporting and benchmarks) plus the ability to customise reporting within the agency (eg division, branch etc) and add up to 10 additional agency-specific questions. This will most likely suit agencies with more than 250 employees.
How we ended up
• 40+ Tier 2 agencies; 25+ Tier 1 agencies
• All Agencies have been provided with their initial high level data (Flash Reports) and the initial results for the APS overall.
– Agencies smaller than 20 received a combined Flash Report
• Detailed data for Tier 1 and 2 agencies is available via online portal
What does the portal look like?
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The front page of the portal is organised around six boxes of data…• The front page is intended to provide easy access to consistent snapshot of
workforce information as a start point for further analysis.• The design draws on the Human Capital Planning Framework the Commission has
developed.• The four outer boxes of the portal bring together items that relate to:
– workplace leadership, – workplace culture, – workplace design, and – workplace conditions
• The two inner boxes relate to: – career intentions, and– employee engagement
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It looks something like this, but…the numbers aren’t real!
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My workplace culture supports people to achieve a good work-life balance
65%
My agency actively encourages ethical behaviour by all of its employees
79%
My agency is committed to creating a diverse workforce
68%
The people in my workgroup treat each other with respect
79%
During the last 12 months have you been subjected to harassment or bullying in your workplace?
16%
Workplace Culture
I have a good immediate supervisor 78%
In my agency, the leadership is of a high quality
47%
In my agency, the most senior leaders are sufficiently visible
47%
In my agency, senior leaders engage with staff on how to respond to challenges
43%
In my agency, senior leaders effectively lead and manage organisational change
41%
Workplace Leadership
The 2013 APS data for Workplace Leadership and Workplace Culture…
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Job Team Supervisor Agency
V. Satisfied 7.425868 7.563927 7.880174 6.672776
Satisfied 6.636889 6.602954 6.862927 5.7924
Neither 5.819167 5.751056 6.041759 4.992758
Dissatisfied 5.596109 5.424821 5.698966 4.648388
V. Dissatisfied 4.146079 4.147212 4.525447 3.273193
0.50
1.50
2.50
3.50
4.50
5.50
6.50
7.50
8.50
9.50
Senior leaders are sufficiently visible(from 2012 census data)
Enga
gem
ent S
core
(0-1
0)
Combining that item with the engagement scale tells us that by being more visible, senior leaders can have a substantial effect on engagement levels.
We use availability and performance as proxy measures for productivity and we know that there is a positive association with employee engagement and our measures on these items.
So, those senior leaders that are visible are most likely having a positive impact on engagement.
Unfortunately the opposite is also true – when senior leaders are not perceived as being sufficiently visible we see some of the lowest levels of engagement.
Should senior leaders get out more?
While the item by item comparisons are interesting—the power of the census is in combining items and scales…
…for example, in 2013, 47% of employees agreed that in their agency, the most senior leaders (ie the SES) are sufficiently visible. So what?
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Job Team Supervisor Agency
V. Satisfied 7.300874 7.431719 7.814189 6.54378
Satisfied 6.53253 6.503941 6.786911 5.697946
Neither 6.024459 5.92127 6.121947 5.179508
Dissatisfied 5.627796 5.421803 5.577134 4.646616
V. Dissatisfied 4.431782 4.277031 4.464055 3.419165
0.50
1.50
2.50
3.50
4.50
5.50
6.50
7.50
8.50
9.50
Senior leaders engage staff about future challenges(from 2012 census data)
Enga
gem
ent S
core
(0-1
0)
While being visible, the SES might engage their staff on the future.Similar to the last result – if employees feel that their senior leaders engage with them about future challenges we see a very positive effect on engagement levels.Again, the reverse also holds. When leaders are not perceived as engaging with their staff about future challenges we see very poor levels of engagement.
What might the SES do while they are out there being ‘visible’?In 2013, 43% of employees agreed that in their agency, the most senior leaders (ie the SES) senior leaders engage with staff on how to respond to challenges. So what?
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The two other boxes relate to workplace design and workplace conditions…
Workplace Design
In the last 12 months, has your immediate work group been directly affected by any major workplace changes?
71%
How much time did you spend in formal training and education during the last 12 months? (1-2 days or more)
83%
How would you rate the overall effectiveness of the learning and development you have received in the last 12 months in helping you improve your performance? (moderate and above)
71%
Considering your work and life priorities, how satisfied are you with the work-life balance in your current job?
70%
Overall, how satisfied are you with your ability to access and use flexible working arrangements?
71%
Workplace Conditions
I have unrealistic time pressures 34%
I have a choice in deciding how I do my work
56%
In the last fortnight, how many hours did you work in your current job? (more than 80 hrs)
32%
In your agency, how many employees do you have direct performance management responsibility for? (more than 0)
33%
I am clear what my duties and responsibilities are
80%
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Once we have tested a scale measure and are confident in its use…we share it with you through the portal or directly through the additional analysis we provide
The APS Employee Census contains over half a dozen different validated survey scales covering:
• Employee engagement
• Job design
• Health and wellbeing
• Organisational citizenship behaviour (discretionary effort)
• Organisational culture
• Job demand/control…
And, we are constantly working building new scales from the data that will provide greater explanatory power:
• Ethical leadership climate (senior leader and middle management)
• Organisational change (senior leadership)
It is important to remember the census is not 251 different survey items
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What did we learn from this year, (so far)?IT solutions need to be two way and sorted out early…
• For example, to avoid some of the issues experienced this year we will stagger 2014 census invites over a 3-4 day period
Agency email addresses and organisational hierarchies are key…
• We have a few ideas of our own and we will engage with agencies early next year to implement a solution – or set of solutions – to assist in overcoming some of the confusion around organisation hierarchies experienced this year.
• We need to balance organisational benefits and privacy requirements
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Questions