The APS relies on outdated approaches to recruitment, lacks consistency in inducting new entrants, and does not routinely identify and nurture talent and future leaders. This is affecting the composition of its workforce. Recruiting, nurturing, and developing people with a diversity of backgrounds, skills and insights will help build capability and foster greater creativity across the service.
What we think is needed
- Strategically-targeted recruitment, based on an APS-wide workforce strategy and informed by the new professions model. The focus should be on building the right capabilities across the service and positioning agencies to make the best decisions about their respective workforces.
- Annual external recruitment at EL and SES levels, modelled on the approach to graduates, to reduce barriers to entry from outside the APS.
- Targeted mobility into, out of, and across the APS, particularly for potential leaders, and more access to career-defining opportunities for all employees (such as overseas postings and exchanges with state and territory public services).
- Whole-of-service induction and ongoing initiatives to build common understanding of the APS’s role, purpose and culture. This should be complemented by specific profession- and agency-based initiatives to build competencies and knowledge of key systems.
What is shaping our thinking
- Evidence that both public- and private-sector organisations deliver better outcomes, with greater customer trust and confidence when they reflect the diversity – in identity and lived experience – of those they serve, and create the environment for those teams to flourish.
- The fact that graduate recruitment is currently the only time the APS systematically looks outside itself for recruitment. Ninety-two per cent of promotions in the APS in 2017 were internal to the agency, and over a quarter of external-hire SES leave within two years.
- Fifty-two per cent of APS employees agree that their agency provides opportunities for mobility within the agency, and just 32 per cent say their agency provides opportunities for mobility outside the agency.
- Evidence that the APS continues to struggle to attract and retain employees with diverse backgrounds, particularly at senior levels, and the sustained effort needed to achieve lasting change.
- Promising Secretaries Board initiatives being implemented by the APSC to nurture leaders.
What we are still exploring
- Specific mechanisms to attract, retain and progress a genuinely inclusive and diverse workforce, including targets with hard accountability.
- How to ensure mobility measures are carefully planned, create clear value for agencies and individuals, and do not undermine continuity or expertise within the affected agencies.
- How best to nurture high performers with demonstrated potential to be future leaders in the APS.
Comments
Thu, 02 May 2019
Has the changing demographic of the APS been considered along with the changing profile of classifications? The APS "seems" top-heavy...more ELs and SES than lower APS levels. Where I am, I haven't seen an APS 3 or 4 level position called for a long time. Is this a consequence of role, requirement, budget or a need to have a short term project delivered...does this impact on career development and building experience? Recruitment of lower APS classifications should be prioritised to ensure that there is maintained capability and expertise that can be nurtured. The FTE Cap is a barrier to this (how about calling 2 lower level roles instead of 1 higher level role at the same cost?) ...
Thu, 02 May 2019
Need to stop employing contracted employees! These people come and go! Invest time and effort and money into the staff you have - train them, develop them, encourage them to learn and develop and if they have been acting in a particular job long term - PROMOTE them!!
Thu, 02 May 2019
Provide secondment and exchange opportunities for all levels with other sectors including not for profit and corporate to exchange and learn about new ways of doing things. Support trial and possible implementation of such learnings on return.
Support non- generalist recruitment rounds at all levels so that individual strengths and skills can be utilised.
Provide management training on non-traditional leadership styles such as ‘servant’ and ‘adaptive’ leadership styles at all levels with supervision requirements as well as to this with leadership potential to further support ideas around supporting and developing all staff.
Wed, 01 May 2019
A key area for the APS, both in terms of recruitment and development, is gender equity in parenting.
APS paid paternal leave entitlements are outdated and and there are few examples of men (particularly in leadership roles) taking parental leave in practice. The APS approach to parenting does not encourage gender equality - deliberately or not this approach encourages identifying and nurturing male talent.
Wed, 01 May 2019
Why not bring back the Public Service Exam, why force thousands of intelligent 18/19 year olds into the UNI system when many of them will end up in the public service anyway. Surely this is more cost and time efficient and frees up valuable spaces at UNI for those who truly need a degree.
Wed, 01 May 2019
Help APS staff to treat contractors like humans. They are the bottom of the APS pecking order but are viewed as a threat. They receive no holiday pay, no benefits, are often between jobs or have had unstable employment and they are not afforded the same status internally with job applications only available to internal - yet in all other respects are expected to perform at the same level as APS staff. As can be seen from most of the comments - contractors are viewed negatively by peers through no fault of their own. They are employed by management to fill gaps and this should be viewed in a positive light. They bring new perspective to the workplace generally having vast external experience and networks that can be harnessed for the benefit of the APS. Their knowledge of external work places and systems actually benefits rather than detracts and if they can't do the job they are dismissed. Let's not forget getting "rid" of the contractor is very easy. Expensive? I think no - add the hours worked and paid for and compare that with a peer at the same level within APS, incl all payroll add-ons, workcover, payroll tax, holiday loading, sick leave etc. and I think you will find they are a cheaper option.
Wed, 01 May 2019
As well as recruiting better we need to work on our internal processes for promoting, developing and retaining great people. Outdated and inconsistent selection processes see people with great skills and experience miss out on jobs. Often they have been performing at a high level for over a long period, receive great feedback, excellent outcomes form structured coaching, have manager support and confidence and great performance assessments, however none of this counts in the final selection. This causes people to be disengaged, demotivated; not just those that miss out on selection but those around them that feel disenfranchised by the outcomes. If we are to look at strategic recruitment across the APS then we need a common consistent approach utilising all of the tools available and valuing the skills and experience of people and the input of team leaders and managers.
Wed, 01 May 2019
Overreliance on contract staff needs to stop - it reduces organisational commitment and does not allow for long-term development of staff.
Wed, 01 May 2019
We need to let go of bringing people to the decision making table or a given project on the basis of their position or classification. We need to determine the best compostion of team based on capability and aptitude - that is what they will bring to the discussion. This will result in a more agile and adaptative workforce and an employee base that feels empowered and engaged. It will also help to lift performance and capability by creating an environment conducive to a growth mindset. currently we have an environment where apathy and mediocracy are rewarded and some people who embody these characteristics are in senior positions and making decision that great impact culture. This has to stop. Some agencies are looking at this and taking a different approach capability development and implementing multi-disciplinary teams and moving away from rigid APS structures
Mon, 29 Apr 2019
It has been very difficult in recent years to develop and nurture talent within government, with the focus on hiring consultants and contractors who do not necessarily look for long term opportunities within government or whose workplace loyalty is to their consultancy and not the Australian public.
There is also the perception that the use of consultants and contractors save the tax payers money but the way in which we have used contractors/consultants (i.e. long term roles and the wrong fit skills wise) this is not always the case.
It is very difficult recruiting and developing talented APS staff in this environment.
Fri, 26 Apr 2019
Remove the archaic way of recruiting people. This absurd idea that all positions have to be advertised to ensure the 'best candidate' actually very often results in the wrong person getting the job. The ridiculously strict guidelines around selection criteria and interview panels where the interviewers stick to prescriptive questions and don't go outside of that, often results in a poor experience for the candidate and no opportunity for the panel to get to actually know the candidate and vice versa. Where a person acting in a role is doing a great job and everyone is happy with them, then simply give them the job. Stop wasting public money on expensive recruitment exercises when the people involved are just going to manipulate the situation to ensure the person they want to get the job will get it. Don't be so naïve to think this doesn't happen - I have witnessed this first hand and even been on a panel where this occurred. Managers are often left with no choice as they want to be sure to get the best person for the role. I have also seen excellent candidates fail to get positions simply because they have crumbled at the interview. Government interviews are intimidating, boring and allow no room for interesting and informative interviews where a candidate can really sell who they are. Take a look at how the private sector conducts interviews to get some ideas.
Fri, 26 Apr 2019
The APS seriously needs to think about revamping its recruitment pricess. The 'merit' process doesn't work the way it is intended to and any APS employee would know that. As per the APSC 2016 direction, applicants are asked whether they wish to be considered for other agencies. I would really love to see the stats. Was the redeployment register of the past used the way it was intended to? I think not otherwise we would not have ended with so many contractors and temporary staff. More staff mobility between agencies should be the norm without onerous layers of bureaucracy. A lot of APS staff are well qualified but are often overlooked simply because they didn't come the graduate pathway.
Wed, 24 Apr 2019
Mobility and "acting" in positions give experience and opportunity based on merit. In real terms this means to "act" in a level above or at the same level and demonstrate skillset. In quieter times when there are gaps that require filling - management could also be given the opportunity to "act" in positions that are below them, short term. A very practical opportunity to demonstrate their understanding and skillset similar to the team they lead. It would have multi benefits of a) staff confidence that leaders understand their day to day work b) remove barriers in communicating with leadership c) be a blend of flat management and hierarchical structures. It's a small change that would ensure lasting change.
Wed, 24 Apr 2019
I don't agree with targets, if in effect they might get used for tick-a-box, promotional and PR purposes by the department, and we see people ending up in positions for confidence and ego boosts. Only have targets if they have corresponding criteria too, so it's based on skills, merit and experience. Surely the successful applicant would want to be selected and respected by others for meeting requirements and expectations too.
Wed, 24 Apr 2019
The APS should offer staff exchanges between agencies. For example, someone from the Department of Human Services who does not have exposure to policy could swap places with a staff member from the Department of Social Services, who doesn't have visibility of service delivery. This could be for a set period of say 6-12 months. It would enable staff members to broaden their skills, as well as promote understanding of the challenges faced in other agencies/departments, strenghtening collaboration.
Wed, 24 Apr 2019
Show don't tell. Let me see all the right things happening.
Wed, 24 Apr 2019
Beware of charm, it's just a cover for self-interest and incompetence. That isn't helpung the APS or its stakeholders.
Tue, 23 Apr 2019
It's not all about how well you perform in an interview, a persons background should have more weight than an interview. Why do we promote people upwards that are not competent leaders that are not respected in the workplace? have had code of conducts? We need to promote leaders that are enthusiastic, motivating, determined and can lead people into the future of the department. Some people may not be able to perform well in interviews as others but why does this then impact on their role. The recruitment process needs to be looked at again - we need to look at the whole person not just the interview.
Tue, 23 Apr 2019
Stop hiring casuals and contract staff. Need to recruit people with proven/demonstrable people skills and of high intelligence. Full training and direct reinforcement - bring back in office trainers to service delivery offices. For too long we have been throwing staff in the deep end to serve customers without adequate training and support. Bring focus back to quality not quantity as this will improve services, reduce rework and customer overpayments, increase customer satisfaction and trust and lift confidence and morale for staff thereby improving productivity.
Tue, 23 Apr 2019
There is an inherent conflict between the ideas of a 'lean workforce' being able to 'respond quickly to change' and the requirement to develop and nurture entry-level staff, especially in highly specialised/technical roles.
The cost of this will be that those entry-level staff will leave because they don't receive the technical mentoring and leadership that they will need if they to assume responsibility in the years to come.
By the time this exposure is realised, it may well be too late: there are no people in the pipeline to fill a skills gap which has been years in the making and which will take years to catch up. The only response is then to compete for a limited number of older contract staff, who do not have the same driving motivations to those who choose an APS career.
For a perfect example, look no further than the belated response to the shortage of mainframe computing staff at all levels, but most importantly in the technical roles.
Thu, 18 Apr 2019
Targeting recruitment to anything except skills and knowledge is racist or sexist. There is no getting around that. I will not respect the APS until it behaves ethically and morally by not discriminating against people based on race or gender. No effort needs to be expended to attract people who don't want to be here and I don't want to belong to a racist organisation that thinks it's a good idea to recruit people based on what they look like or what's between their legs. Have some intellectual honesty. It's not rocket science. You can't discriminate by race and then claim to be fair and not racist. Either you select by race, admit what you're doing and try to justify it (a respectable option) or you select fairly and take what comes (a respectable option). Claiming the moral high ground by extolling the virtues of equal opportunity (or equal outcome) and then making decisions on race or gender is just lying. People making these decisions deserve no respect. I bet it makes some people feel good about themselves because they're idiots but it cannot be beneficial in the long-term and breeds (righteous) resentment. Beneficiaries of these unfair rules must have some doubt as to their legitimacy and if they don't they're probably not smart enough to be in their jobs. Members of the minority groups who got their jobs fairly resent those who came later the easy way. The losers (all male and white people) resent others getting opportunities just because they have the right skin tone or a REDACTED.
People like me who have the balls to demand integrity from our leaders and who want fairness and equality are demonised because we are white and male (or sympathise) and are openly, vociferously and immorally discriminated against with the blessing of bigoted senior leadership.
Thu, 18 Apr 2019
One that seems to be missed out is that the Govt has put a limit on the number of ASL's in departments which is stopping good people from progressing as there are not opportunities within their department .
Thu, 18 Apr 2019
Staff training is delivered by self-paced online modules in small time slots made available to them or are expected to know how to action work from Operational Blueprint procedures. There is no intensive and specific training for new recruits and ongoing training for long-term staff to refresh their skills in certain areas or changes in policy and legislation. Staff are expected to train themselves with insufficient time to do so in a scheduled environment.
Thu, 18 Apr 2019
External recruitment to EL/SES levels has demonstrably failed and is the cause of a lot of the problems at level. They have no understanding or experience in the APS, try to implement previously failed "Flavour of the week" management practices and generally cause more problems than they solve.
You need to completely focus on internal development and opportunities. You need to make secondments and transfers to other APS departments easy, common and fulfilling (which will mean pay equity so thats not going to happen)
I could go on and on. Bottom line there has been a focus on flavour of the week, elastic bosses, fly in fly out management, a complete lack of accountability at the EL/SES level (they just leave) and the like. This, along with the appalling way staff were treated in the last EA has caused a loss of drive, cultural knowledge, skills, and effective leadership
What you suggest will only exacerbate the issues
Thu, 18 Apr 2019
More staff with disabilities to be hired.
Trainees to be hired from disadvantaged groups and be given a work opportunity to progress to other levels once successfully completed their traineeship
APS 5 and above should have University Degrees.
Staff dealing with Reviews of decsions ie APS 6 or dealing with Complex Assessment work APS5 should have a legal background or a law degree when implementing review of decisions of customer payments
Thu, 18 Apr 2019
Cease hiring contractors and abolish the current APS staffing cap. Hire and properly train staff with the goal of retaining them for as long as possible. Continue this way until customer satisfaction in regards to access to services is resolved.
Thu, 18 Apr 2019
Lack of transparency in recruitment has been evident in large and small agencies throughout my 11 years. Recruitment inevitably favours internal candidates most preferred by the lead EL1/EL2 and is often far from impartial despite panel structures being in place. I have deliberately applied for roles to move between agencies to increase my skills, for promotion, and to have a change. My latest 12 month secondment I won after applying externally for a non-ongoing role. If there was inter-agency mobility in place between all APS agencies, employees would feel like employees of the APS rather than of their agencies. Fewer employees would leave the APS if given opportunity to transfer between agencies. Inter-agency mobility facilitated by a centralised recruitment process would make the process more impartial and transparent. It would also increase skills sharing, would develop individuals’ skills and knowledge, would make employees feel that their existing skills and knowledge are valued and applicable in different forums, and would make them feel valued. The difficulty might be pay parity as employees may favour moving to a more generous pay scale. On a different issue, APS employees are getting tired of the reliance on labour hire staff and non-ongoing recruitment. A reliance on contract staff seems to allow managers to not make longer term decisions as they steer around the FTE caps. They instead often make short term decisions with high impact eg implementing pilot programs, and they don’t invest in forward planning (eg DVA). This places extra burden on ongoing staff who feel they are constantly inducting and training contract staff and on the public when poorly trained or un-invested contract staff are placed in front of house roles (eg My Aged Care, Centrelink).
Thu, 18 Apr 2019
If there's no identified vacancy in that branch, no job ad internally even for a position, only a relatively low or steady amount of at-level work that is pure coordination, other people sitting around watching YouTube or disappearing early in the afternoon, a lot of ego, prior word-of-mouth feedback of this person not working well in a team environment, and the connections they choose are to support those who look out for themselves and bully: why can this person get a quick promotion because their bully bosses make it happen, while there's churn and an outflux of the professional people?
Thu, 18 Apr 2019
The statement, "The APS relies on outdated approaches to recruitment, lacks consistency in inducting new entrants, and does not routinely identify and nurture talent and future leaders. This is....................etc." is a very accurate statement and it runs to the core of the issues with the Public Service. There is even a, "cracking the code" instruction on my Department website telling people how to "circumvent" the ridiculous charade that is the job application process. Put simply, the process is that people with cunning and guile can apply for any position using buzz words and submitting to a few minutes of interview, then they are set for life in a job well above their ability. The consequences are devastating. Devastating for people then subject to their incompetent management. It is demoralising and demeaning for staff to be associated with incompetent colleagues and managers. Frustratingly our department has decided to invest in the training of the incompetent managers. All this is doing is further empowering the incompetent with more tools to supress the people "below" them. Recruitment is now at a stage where poor quality managers are recruiting poor quality staff that pose no threat to their position. Job applications are open for two weeks in most cases. This favours single people without commitment. For high quality candidates the timing is essential. This is where talent identification needs to come to the fore. I feel that the ability to "fix" this requires an excision of bloated management along with an independent HR consultant, early talent identification with associated robust records, rotation of managers (no fixed role or terms) 360 degree feedback and routine redundancies to incompetent staff.
Thu, 18 Apr 2019
Please, let’s see an end to any fox in the henhouse situations. How is it the case that a HR rep to whom I reported poor process, incompetence and bullying matters to - get away with saying ‘there's nothing to see here’ - then get promoted - then recruit a fleet of people - who then give the impression to everyone else that they’re in there looking after the welfare of the agency, are an example of the standards to follow, the one with oversight of review roles - touting justice, fairness, conduct, values and all that? Tell me that sort of stuff is not hypocritical, soul-destroying or ghastly.
Wed, 17 Apr 2019
Just do it
Wed, 17 Apr 2019
"The fact that graduate recruitment is currently the only time the APS systematically looks outside itself for recruitment. Ninety-two per cent of promotions in the APS in 2017 were internal to the agency" ... mainly because of the ASL caps and recruitment freezes of the recent years. And that forces departments to use contractors instead of developing and retaining skilled staff. Remove the ASL cap, freezes - then healthy recruitment and mobility will resume - instead of spending $millions on contractors and not building the APS!
Tue, 16 Apr 2019
Removal of tertiary (university level) degrees as an entry requirement in programs designed increase employment opportunities for people with disability in the APS. Until ability to access educational opportunities for people with disability is equal to those without disability this should not be a requirement.
Whilst there is some flexibility in working arrangements, for example, in enterprise agreement, there is poor application in real life. Staff members' ability to access flexible working arrangements (including but not limited to part time, working from home, flexible working hours arrangements) is too dependent on the whims and personalities of their direct managers. A manager's personal management style, personal opinions about a flexible workplace, and relationship with the staff member can have a huge impact on whether staff are actually able to access flexible working arrangements in real life. This means that some staff are able to access them quite easily but other staff know that such arrangements will not even be considered. Direct manager's decisions are often supported by senior management up the line in a show of solidarity.
Staff need more absolute rights to access flexible working arrangements, working from home, flexible working hours etcetera which aren't dependant on the whims and personal beliefs of their direct managers' approvals. This would make the right to access flexible working arrangements more like sick leave, where managers are required to approve it within the rules.
Removing the dependence of staff to get approval from their direct managers and granting flexible working arrangements as a right will be crucial to create a workforce which is accessible for all.
Also please implement Working Your Way (Google it) across APS.
Tue, 16 Apr 2019
Ensure that the message filters down to recruitment level management and that all managers/supervisors are well aware of the need for, and benefits of, diversity of background and experience - otherwise this will remain just a high level ideal that sounds good on paper but that has no real impact. For people coming in at higher levels (EL 1 and above) there needs to be a proper induction process in place that clearly teaches the requirements of working within the APS - what procedures are different than other sectors and why. This is essential knowledge, but it's not rocket science, and it's not the domain of the initiated. It can be quite quickly picked up with proper training modules. There seems to be a feeling that people who have not come through the system cannot function at higher levels and there is little understanding of the great benefits they bring - the fresh ideas, the new ways of doing things drawing on a wealth of experience from many backgrounds and sectors. If this is not seriously addressed the APS will stagnate and become unable to cope in an increasingly fast-paced and disruptive future. The workplace needs creativity at its very core to respond and adapt adequately to the changing nature of work.
Mon, 15 Apr 2019
The APS needs to stop pretending that the recruitment processes for ongoing positions are "transparent", especially as it applies to smaller Agencies requiring specialised skills or experience: If someone can be acting in a role for a year before it is advertised, then they have a real advantage when that position is advertised. That person would usually be selected to act without a recruitment process, thus embedding exactly the ingrained lack of transparency that the mandatory recruitment system seeks to avoid. This also makes it incredibly hard for excellent candidates applying from outside the APS to compete on a merit basis in any supposedly transparent recruitment process. The question we ask in APS agencies when a job is advertised is: "Is that a real job?" (ie is it just going through the motions to formalise the person acting, such that applying is a waste of time?). If there is an excellent internal candidate, then the "recruitment process" is an extraordinary waste of everybody's time that costs thousands of hours a year. It also causes huge stress for very capable professionals who should be spending that time serving the public. Changing the system to fix this would necessitate better performance management and accountability mechanisms.
Mon, 15 Apr 2019
Document Statement: On page 15 APS to "..... act as a custodian of the range of functions and institutions that endure from government to government"
Response: Excessive use of external consultants is more expensive than inhouse personnel and lessens the ongoing inhouse specialist capability and corporate knowledge.
Fri, 12 Apr 2019
Please address the salary inequity across the APS. It is soul destroying to see someone at the same level earning $15,000 a year more because the are in a "central Agency". I work just as hard with as much professionalism as anyone else at my level. Given the pay differences, this does NOT contribute to workforce mobility and definitely affects the composition of the APS workforce.
Thu, 11 Apr 2019
Does the APSC conduct any exit interviews with SES? If not, it should. Also, to inform this review it would be helpful to get a sense from those external hires that left within two years - what it was that resulted in this. I daresay the bureaucracy, the pace at which they can effect change and the perverse approach that many SES use to protect their patch would be front and centre. Also, external parties have a lot of catching up to do in building their networks across the public service and knowing how it works - this is fundamentally important to how a successful SES works. The APSC needs to be more central to L&D and provide support for our future leaders - transition and support for EL2 leaders in line to be SES tomorrow. Currently there is a perverse approach that you can only get to EL2 and entry to SES if you have technical expertise - once there you will achieve a greater level of mobility and be able to 'lead' rather than be the subject matter/technical expert. Finally, leadership and people management is not recognised as a unique skill that impacts staff engagement, productivity and turnover.
Thu, 11 Apr 2019
The WLS, ILS and Classification Structure need to refreshed to reflect the fact that skill and capability are not directly tied to tenure or "experience".
I believe a common Capability / Skill model for the APS is the most effective way to tackle this. We are already seeing this thinking being applied in the Queensland, NSW and Victoria Public Services as well as in large APS Agencies such as Defence.
I believe this Capability Model will enable the APS to become more agile, efficient and effective while promoting mobility and career development to create a more enriching employment experience for APS staff
Wed, 10 Apr 2019
People within the public service have not been promoted for a number of years. I have been an APS 6 for 10 years at various Departments and in spite of having excellent performance reviews I have not been able to progress to the next level. This is due to nepotism, favouritism and poor management judgement. How can people at my level get ahead when there is no support, mentoring or professional development for APS 6's - yet EL's and SES seem to have their lion share of opportunities. To suggest that we have a bulk round to bring in EL1's from outside is patronising to those already talented and very capable people within the APS. How about spending money and time in developing those who have had 20 years experience in the APS and are constantly overlooked. Make the system fair. Also, please bring in more APS 1-4 people, these are the backbone of the PS. In the past they were school leavers who made their way through the PS, there are no opportunities for those kids leaving school to join the APS unless they have 10 degrees and are extroverts who ace the highly competitive Grad recruitment process.
Wed, 10 Apr 2019
Perhaps we could learn from State Government Education Departments... Public School Teachers are placed in a school for a maximum of five years. After this time, they are transferred to a new position in a different school.
Any teacher can apply for an early transfer before the five years are up.
A Teacher Transfer Process is conducted annually to identify the most suitable positions for each transferee.
Why do they do all this? Because “successful experience in a range of settings is valued for its contribution to quality teaching, quality student outcomes, professional development, career advancement and promotion.”
Wed, 10 Apr 2019
Arbitary average staffing level caps are starving agencies of the ability recruit needed skilled employees in a timely manner, or in some cases, there’s been a pseudo recruitment freeze for a few years. When we do recruit, internal applicants with years of relevant experience and demonstrated competence are often overlooked for people with ‘outside experience’. At other times, people are promoted on technical skills into management positions without having management skills.
Lasting change can examine proposals such as broadbanding at more senior levels to incentivise and develop bench strength. Getting rid of ASL cap is a must - any business needs to manage within their resource constraints, and our business is a knowledge business. Relies on people. Good people. ASL cap is like trying to drive a car with one hand tied behind your back
Tue, 09 Apr 2019
'...we need to decouple the recognition of deep professional or technical capability from the APS classification structure which recognises management and leadership capability.' This is the most disastrous statement I have heard in relation to this review. Its practical outcome is very evident where applied in the State Government bodies where exceptionally component State bodies have been reduced to dysfunctional ones. From my vast experience in Sate and federal Government and more recently in the private sector it is apparent that management qualifications should only be considered as post graduate to a working qualification. For example an organisation building thins should have an engineer as the head. a legal firm a lawyer , a medical a doctor all of course with management skills and desirably management qualifications. I have personably experienced bodies with chiefs with management qualifications and skills only and they are completely dysfunctional as the chief does not know what he/she is talking about and rely unduly on advice form less skilled people. the result is arao0gant quick wrong decisions and inordinate time an cost to correct
Mon, 08 Apr 2019
There is a proposal for annual external recruitment at EL and SES levels, modelled on the approach to graduates, to reduce barriers to entry from outside the APS. This is presented as a means to increase diversity in the APS. It however does not follow that simply appointing people from outside the APS will lead to increased diversity. Also, the interim report suggests a quarter of external-hire SES leave within two years. It would be useful to better understand longer term retention issues involving external-hire SES and EL staff and associated learning and development challenges (The APS is a very different work environment to the private sector and offers unique challenges) . It is also proposed that recruitment strategies should be about positioning agencies to make the best decisions about their respective workforce - and it is unclear how creating an annual external recruitment meets that objective.
Mon, 08 Apr 2019
I have been employed in the APS for over 30 years. I have seen a fundamental divide immediately created in the workforce when there APS staff and contractors performing the same/similar jobs, often for years rather than the short to medium term, that contractors were used for previously.
There are differences in the conditions of employment, pay, responsibilities, reporting, etc. It's bad enough when there are differences between agencies (because of agency bargaining), and some agencies have difficulty in attracting staff because of lower wages, etc, but when there are differences within an organisigation , the divide is much more noticible and damaging.
Generally people get on with their jobs, however the base difference does create a divide and resentment on both sides. The APS Staffing levels need to be addressed to allow a workforce of people employed side by side working under the same conditions for the government of the day.
This will make the APS a much more attractive place to work (automatically improving recruitment), and staff will feel more nurtured as there is no resentment/divide. People will be developed with long term focus in mind, which can only enhance the leadership and mobility across the APS and ensure lasting change.
Fri, 05 Apr 2019
make mobility part of selection criteria in some organisations - that is, if a person can demonstrate that they have worked in more than one or two APS agencies that is an element of the selection criteria. Just as some ads might say formal economic training an advantage, this would say experience in more than one agency will be positively considered. Or even make some positions only open to people who have shown mobility. Otherwise we continue to incentivise working within a silo to "get ahead" or the development of cliques.
Fri, 05 Apr 2019
Weed out people that are dragging the APS down. Offer VRs or incentives for them to exit. There are deep rooted cultures of the old days, boys clubs, nepotism, people that have climbed into Leadership positions who are not leaders they are dictators who inspire no one. Its time to shake it up, leadership has changed, these cultures are outdated and toxic for the APS. Some of the people in executive positions of lead leadership would never have lasted in private enterprise. Lots of considered thought needs to go into the recruitment process, recruitment by professional HR teams where there is no favouritism or default positions award due to a person being in a position acting that is not capable but has been doing it the longest so they win the nominall position, or because the internal referee steers the process. Look for the leadership qualities of today start with emotional intelligence.
Fri, 05 Apr 2019
The recruitment process does not work well. Some people can talk the talk, in an interview but can not walk the walk. The process is flawed. A more holistic approach must be taken. Experience and ability must be considered. There are people recruited into Leadership positions permanently who do not have the people skills to be able to successfully lead a team. However, in their interview they knew the buzz words to say, and how to answer a few behavioral questions. But unfortunately they are unable to apply the skills.
Thu, 04 Apr 2019
I believe there is still too much emphasis in APS recruitment on interview performance and written responses to selection criteria. This system does not necessarily produce the best candidate for the job. It favours personalities who can 'dazzle' or charm at interview, or write robotic answers to selection criteria that tick all the right boxes, at the expense of others who don't necessarily perform or conform but may be equally or more suitable for the position. More emphasis should be placed on proven work ability by people who demonstrate day-in, day-out that they are trustworthy and are performing at the relevant level. While this can favour internal candidates, those same candidates have likely already demonstrated a commitment to, and an interest in, the work and the job, but may be being passed over by others who sometimes don't show that same commitment or interest (and sometimes leave again within a short time). The concept of 'merit' needs to be reconsidered and expanded, and must not only be determined by interview performance and selection criteria answers.
Thu, 04 Apr 2019
I think the APS is placing over-emphasis on contractors and low pay rises. I understand inflation has been low but basic necessities such as electricity, health insurance, housing and fuel are extremely high in Australia. More must be done to allow departments to set their own number of permanent employees and enterprise agreements need to encourage higher wage rises in the long-term to prevent employees from heading towards the private sector where workload may be more but salaries are significantly more than the APS. Not only enterprise agreement level wage rises, but employees should automatically be promoted to the next pay point in their APS position (E.g. APS 3-1 to APS3-2) unless the employee has considerable performance/behaviour issues in which case this must not be allowed.
Thu, 04 Apr 2019
Diversity seems to be highly focussed merely based on gender and indigenous groups. No effort/focus was given for those who come from ESL background except just ticking in a box during job application. Also, promoting Graduate Programs from APS3 to APS5 in some department is ridiculous. Those graduates merely have adequate knowledge and take over opportunities for external applicants who probably are more eligibile for the roles. At the same time it stops moboility and workforce from other department. More strategic thinking is needed about these Graduate programs
Thu, 04 Apr 2019
I have read Belinda Hutchinson's thoughts and in particular her advocating for more leadership opportunities for women. Promotiion of women in the APS is nothing new, ofcourse. And I think her emphasis on promoting women in leadership roles in the APS is misdirected, as even a cursory glance at the gender balance of leadership positions in the APS shows a high proportion of women. Women are certainly not under-represented in senior APS roles. To be constantly pushing this same theme, over and over, is strangely puzzling at best, and a clear case of misdirected energy at worse. If anything, I would say the APS needs to promote more young men who are just starting in the APS, as these are more likely to be showing up in futures APS statistics as under-represented in leadership roles if current trends are allowed to continute. What does the APS intend to do about this ?
Wed, 03 Apr 2019
The APS has historically managed change and sharing of information poorly. For some information has been used as power, for others - they are focused on what is in front of them and not who they should be working with. What is needed and should be reflected in the proposal is that staff need to be rewarded for their situational awareness - understanding what is going on beyond their swim lane and genuinely engaging. The APS newsletter is a good way to alert staff to 'people' changes, training etc - this is a simple example of hierarchy is set aside and information shared. PM&C could do something similar - to focus on the broader APS direction - it wouldn't even have to be often just to provide some context for decisions and directions within a department and agencies. Finally, leaders need to be rewarded for sharing information with their staff - this is resulting in staff being limited by the lack of visibility of what is going on across a department or agency - this is hampering genuine, meaningful and timely engagement.
Wed, 03 Apr 2019
Behaviours and values have not been adequately picked up in the description of the APS of the future yet these are the factors that influence who we are as leaders - impacting on organisational culture, staff satisfaction and therefore effectiveness. This needs to be better reflected in the recruitment practices - at the moment these are very subjective with promotions reflecting nepotism rather than merit.
Tue, 02 Apr 2019
Recruitment can be strengthened by: Having local permanent HR services (internal, not contracted) that can oversee strategic and operational role of recruitment and development, provide a balanced outlook and create recruitment and selection processes, induction and review mechanisms etc. ; Put mechanisms in place to prevent favouritism; Make it easier for internal people to move to new teams/ new roles as needed or required without undergoing the most onerous of recruitment process. I have seen favouritism at play for many years, the same people being given 'acting EL' roles with no formal process of applying (thereby excluding other hard working APS6's that would love to have a crack for a month, also), being told that part timers (0.8) can't be effective as an EL (would love to get that one in writing), and having to undergo the most onerous and discouraging recruitment process for an INTERNAL secondment role, i.e. written test, formal CV and application, 2 referees, 5 person interview panel, etc. Surely it shouldn't be that hard and managers need to support mobility instead of hindering it. Also, when rejected for roles or acting positions, there needs to be something in writing that explains the basis of the decision made, otherwise how do you build the workforce of the future if you don't know why your current APS skills are not meeting the requirements?
Tue, 02 Apr 2019
Moving departments from one town to another is not the answer to attracting and retaining talented staff. We should be looking at more teleworking or remote working opportunities for APS employees so that staff could be anywhere in Australia rather than locked down to 2 or 3 specific locations. Work/life balance is key to a lot of Australians in the current work environment and providing flexibility to work from anywhere, including regional areas, will help attract, retain and progress a genuinely inclusive and diverse workforce. It would be a win/win for both the Australian Government and the Australian public.
Mon, 01 Apr 2019
Industry experts coming into the public service will need to be across the inner workings, people do not consider that to be an effective public servant you need to be everything your private industry counterpart is but be able to operate within a much smaller legislative framework box. it may be that the idea floated is a good idea, will need to be managed but would see benefit in the long term.
Mon, 01 Apr 2019
It would be good to see the APS recognise the skills and experience of employees over 50 and consider them equally for promotion to more senior positions (EL1 and above). The habit of only hiring and promoting employees who are 'like yourself' - and this includes age group - is seriously limiting diversity in senior decision making. The APS prides itself on the 'merit principle' in recruitment and promotion but in reality this rarely seems to be applied. Whether the bias is conscious or unconscious, the outcome is a homogenous SES group that is not representative of the wider community.It also disempowers those who may be older but are still keen and eager to contribute to society through their APS role. It does not encourage creativity, cognitive flexibility and challenging the status quo when continually ignored for suggestions and ideas. It is not only one age group that performs well and has insights. Start giving more opportunities to all age groups based on ability and merit and rid the APS of negative perceptions based around generational cohort. This applies at all ends of the generational scale. It is well documented that not everyone fits the stereotypes of the generation they were born into. Embrace the diversity - we are working on gender, race, background, disability (all of which are fantastic) - consciously add age/generation to the diversity mix at more senior levels. This needs to be actively focussed on - currently it seems to have no visibility at all.
Mon, 01 Apr 2019
LIve the rhetoric of mobility. APS agencies need to set up plans whereby they specifically target APS in every location and build mobility. Be more flexible to technology enabling remote work - this matches both flexible work life balance and professional development of the APS. It also contributes to flexible, agile work teams - just because an APS employee is in Canberra doesn't mean they have better skills or experience than an employee working out in 'the regions' (in which terminology they include Sydney and Melbourne!!). Don't just write off employees because of their location - this is a form of discrimination. The diverse views of those not in the nation's capital - often at the coal face - can only benefit the Service. Inclusion in the workplace includes diversity of location and the perspectives that brings. Don't assume all your 'talent' is in Canberra and only open talent management programs to those in the ACT. Don't just talk the talk - walk the walk as well.
Thu, 28 Mar 2019
BRING BACK PROFESSIONAL HR/ ORG DEVELOPMENT professional functions that are focused on the purpose of the department, and who have a professional focus on recruitment, capability development & can help managers.
- Specific mechanisms to attract, retain and progress a genuinely inclusive and diverse workforce, including targets with hard accountability. "DIVERSE" requires clearer definition, recruitment processes need to be audited closely to find out why this is not happening.
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How to ensure mobility measures are carefully planned, create clear value for agencies and individuals, and do not undermine continuity or expertise within the affected agencies. HAVE A SUCCESSION PLAN for key functions, that is supported by proper training, coaching and support to ensure people are prepared and ready to step up or seek external expertise if it's not available inside. ( I am currently recruitment scribing and surprised at how unprepared internal candidates are for the job levels they are seeking, even for interviews).
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How best to nurture high performers with demonstrated potential to be future leaders in the APS. TWO SUGGESTIONS:
- Have a clear set of performance standards (linked to job families & work level standards) that are behavioural- examples of what you can actually see & articulate that is being done, that set lines in the sand about what is incompetent, competent, excellent and high flying.
In my experience, everyone hates performance appraisal but that is mostly because useful and agreed information does not exists to guide appraisal, it is never applied fairly and people find the whole process stressful and vague.
MOTIVATION is a much more useful driver, focusing on individual and common group motivator to guide positive interest and productivity.
Wed, 27 Mar 2019
Stop using external contractors and if contracts are necessary, make them internal and ensure these employees have the same access to perks/services as other employees (kind of weird that contractors are excluded from free flu shots). And stop being so heavily reliant on interviews and references for recruitment - the interview (if any) should be about seeing whether your personality will be a good fit, not about answering more selection criteria or facing the spanish inquisition. It would also help shorten the recruitment process on both sides if there was an initial triage type process before applicants have to answer selection criteria or similar (ie have selection criteria be the second stage of the application process, not the first).
Wed, 27 Mar 2019
You also need to promote more flexibility in the workplace, for example job-sharing and part time workers. Women are encouraged to rejoin the workforce after having children, but often flexibility is in the workplace is a barrier. PT workers can beviewed negatively and can't always find promotional opportunities due to this negative perception. Some managers do not allow or promote the opportunity to work from home or outside the office. This flexibility allows parents and carers to continue working whilst fulfilling their caring opportunities. Managers who promote flexibility in the workplace have committed and loyal staff who get the job done. All managers must be committed to flexibility to ensure a diverse and committed workforce.
Wed, 27 Mar 2019
There are many people currently within the APS who are talented and driven to deliver high quality service. The strategy should also incorporate internal development strategies that include pathways for these people - not just those at the EL and SES level already. Staff who can clearly identify what skills and training are required will actively seek out those professional skills and qualifications (I know I would). Other industries have incorporated mapping skills across departments, policy and service delivery. This is will make the process more transparent, and enable enhanced mobility. For those with barriers to entry this will greatly assist, as well as ensuring that not all pathways are held securely in Canberra, when talent is located across the country.
Wed, 27 Mar 2019
My experience of gender discrimination within the APS has been profound and deeply disturbing/distressing. Not just for myself - but seeing the impact on bright, young women that get 'stuck' in administrative/coordination roles rather than tracked and supported for leadership and management roles. I was in a regional office in Far North Queensland where the executive leadership was overwhelmingly male. The 'leaders' did not exhibit the type of qualities or competence one should expect at those levels. The way ahead was to be 'compliant, unquestioning and obedient." As a skilled, competent and very well qualified woman, I was frequently excluded from decision-making, even in my areas of expertise. It was so demoralising, I transferred to Canberra.
To transfer from the State public service to the APS, I took a $10K paydrop and had to 'cash in' my long service leave as I was not allowed to transfer it across to the APS........I am a living example of the gender 'pay gap' . I have worked in three different public sector agencies, NGOs, and worked as a lawyer - do not expect to move beyond an EL1 - where process knowledge seems valued over content knowledge and 'real world' experience. In Woden, I'm part of a high performing team, with an excellent manager (a woman). But I worry for the lack of diversity within the wider APS and the policy impacts this has. So many missed opportunities.
Tue, 26 Mar 2019
Performance based recognition and progress is non-existence. Nepotism or favouritism prevails over the recruitment process. Frontline staff and managers are prone to be victimised and blamed for things that happen upstairs. Also the unions are ineffective while some managers take that advantage to bully people.
Tue, 26 Mar 2019
Unbiased recruitment processes to develop a culturally diverse workforce with a strong knowledge base. Perhaps recruitment done independently as it has been noted on many occasions that some staff receive employment opportunities due to being friends with the staff on the panel, at times some staff are given advancement opportunities without the position being advertised. Unbiased selection of staff is definitely required to ensure a diverse workforce, in some areas this is definitely not happening
Tue, 26 Mar 2019
Why not expand National Audit Office to undertake wider independent audits in the APS instead of using the shameless gravy train of private consultancies, and actually get value for money for the taxpayers? To understand why this is important, senior APS leaders need to understand that consultancies have a business model which has never been challenged, and which has been implicitly accepted as part of normal business, and therefore, somehow, represents value for money. Why not have an independent APS which actually serves the population, and expand those skills. "independent" reviews by major consultancies are extremely rarely independent and have a remarkable correlation with the views of the governments of the day. Perhaps this is a corrupting factor for the entire APS? I vote for a serious expansion of the National Audit Office, and for giving truly independent professionalism a title: 'fearless, robust analysis '.
Tue, 26 Mar 2019
There are no mechanisms to get rid of those who are not performing, many times high achieving staff are put off at having to carry the load and will move on quickly due to frustration. In my Department we have an EL review however the person being reviewed can pick who the reviewers are, in many cases its their friends or staff they manage who wouldnt dare to be honest. If we have no true mechanism for gauging performance then we will continue to have underperforming staff in key roles.
Mon, 25 Mar 2019
There is a serious need to look at the efficacy of recruitment systems. The assumption is that current systems are fine, which runs contrary to academic research in the area.
It is timely that we see the case of Veronica Hilda Theriault in the SA Public Service - which largely follows they same process as the Commonwealth (https://www.abc.net.au/news/2019-03-25/questions-about-medication-asked-during-former-bureaucrats-case/10935950). If you cannot reliably screen out an unqualified candidate for a high profile position, how can you be confident that you are choosing the candidate with the most merit in any other case?
Sun, 24 Mar 2019
Annual external recruitment at EL level with potentially block career advancement for those within the APS. It could also cause headaches for staff with "know it all" managers coming in from outside the APS and then grappling with the realities of public service work. People from the private sector who have been used to getting things done quickly without much accountability seem to have difficulty coping with the restrictions they encounter in the public service.
Sat, 23 Mar 2019
Focus on what its like to work somewhere not on brining in the numbers. While affirmative measures is valuable in that it provides the platform for leadership to deliver on numbers of diverse groups through the door, it does not contribute to the ongoing retention issues once those recruited find the culture of the organisation doesn't provide an inclusive environment. Inclusion initiatives with diversity statistics as a measure will serve as a longer lasting tool to lift diversity numbers and provide a truly diverse workforce. For example, a workforce in Victoria (Govt) provides staff with the opportunity to learn Auslan - sign language. this is provided free and has attracted a number of staff who do not otherwise have exposure to the deaf community to learn a valuable skill for inclusion. Likewise, Indigenous engagement strategies are broad and target our indigenous community as a single entity, when there are many Indigenous nations and clan groups that carry different cultures and expectations that simply cant be lumped under one umbrella strategy. For example, to improve employment opportunities for Indigenous community members, Park Ranger work should include traditional knowledge and skills of the country they are working on into Job Design - both duties and selection criteria - this provides opportunity to relevant countrymen and women from the local community to work on their country rather than simply using special measures which opens the door to the broader Indigenous Australian Community, who may not be culturally welcome to work on particular country. This would be particularly relevant for Cultural Interpretation work.
Fri, 22 Mar 2019
Ensure permanent staff are recruited as they will deliver a more experienced and consistent approach to services. Where a staff member has been acting in a higher position long term, rather than advertising and going through the recruitment process when it becomes permanent, if the person has been meeting or exceeding their expectations, give them the position. It would save time and money.
Fri, 22 Mar 2019
Who will drive this? I think agencies recognise that we have gaps in capability development, but at the same time we don't necessary have the resources and capability to improve this. In my department I see this allocated to people who don't have any specific skill set, other than subject matter expertise in a technical field eg investigations. My question do we have the capability to build capability? What specialist skills, experience and plans are required to embed and drive this for organisations?
Thu, 21 Mar 2019
In my current role low recruitment rates, high staff turnover and vagrancies in roles is causing some interesting issues. I feel attention to staff roles and defining only those roles that are specialised be hemmed in by these restrictions. For example an administration officer can develop and refine skills to meet requirements of an area but as a general rule these roles are generalist roles and adaptability should be the recognised skill.
If the need requires a division to have a business unit to perform business tasks (finance, hr, reporting, and coordination) then so be it. Disbanding, a business unit and forcing the tasks down to division officers is not efficient, effective or economical. Keeping the business units small and reporting to the job family units (Finance, and HR) is a much better use of skill and clear definition of role tasks.
Clarification of role tasks increase staff attraction and retention and lead into better management of skills capacity, succession planning, recruitment and cross agency transfers. Cross agency transfers further opens up potential for succeeding in moving to a One APS. Cross agency secondments and the Free Range program give all APS an opportunity to cross skill, fill surge capacity requirements and experience work in another agency. Mobility should be more widely and enthusiastically embraced. I feel the merit list is underutilised to the detriment and expense of all agencies. Staff should be seen as an APS asset to be trained, developed and challenged.
Thank you for recognising and exploring capability, development and mobility for APS’s
Thu, 21 Mar 2019
Time and resources is allocated into conducting recruitment processes to fill a role an individual has been working in for, at times, up to 3 years. Where a process has been run initially to determine the suitability of a candidate, once they have performed the same role for up to 3 years, can a report not be presented to the delegate for consideration and the individual made ongoing. This is a better alternative than time and resources invested into long drawn out recruitment processes where the substantive candidate can demonstrate a higher level of knowledge and capability to perform the role than any other internal/external candidate. This would be an efficiency and cost saving into the thousands across the APS.
Wed, 20 Mar 2019
This is by far the most important area to focus on if the APS is to build trust as a collective of public institutions. The lack of any Secretaries of colour or non white backgrounds, as well as a lack across most SES bands is a recipe for isolation, racial tension and all round disaster. When the demographics of the general population are changing but the public service leadership is not, how is the community to relate and have confidence. With the rise of right wing extremists in politics, the APS senior leadership should have a strong representation of cultural diversity so they can provide culturally sensitive advice to MPs. Having a whole bunch of graduates at the bottom and middle is not going to solve anything. You must lead by example from the top. This country is very good at pointing out the failings of others but need to star by doing a fair deal of self reflection. Don't take the next ten years to fix this, do it within the next year. I am a former senior executive from within the NSW public service, a man of colour and unfortunately was the only one of colour within the entire cluster who reported to a head of agency. It was tough being there and even getting pressured into doing things I didn't agree with, eventually leading to my resignation, so there need to be more than one, the token symbol of progress. Get this right, do it fast and you shall reap the benefits.
Wed, 20 Mar 2019
While we are a minority - there are those of us who have substantial cross-commonwealth experience. Under current arrangements this can sometimes be a barrier to entry particularly into the SES where its more about who you know, and how you conform, than what you know.
in addition to external recruitment, it would be nice to see the reduction of barriers for experienced cross-portfolio APS staff explicitly mentioned.
Wed, 20 Mar 2019
One of the great strengths of the APS is transparent recruitment processes based on merit and if this means approaches to recruitment are 'outdated' and slower than the private sector then it is a price worth paying. The assumption that EL and SES staff can just be recruited from outside the public sector devalues the skills and experiences of the public service career. If there are to be annual external recruitment opportunities they should not be at the expense of officers who are developing their skills within the public sector.
Wed, 20 Mar 2019
This proposal to rejuvenate APS recruitment, development and mobility is very welcome, especially the focus on greater mobility of staff into and out of the APS. One area that I believe needs strengthening is greater flexibility in office locations by APS departments and agencies. The APS misses out on attracting the best talent by insisting that many of its staff must be based in Canberra. Given that the APS has office space in many cities and towns throughout Australia, it is strange that there isn't more flexibility in where staff can be located. This would seem to reflect managers' preferences for having staff physically present in the same office rather than a wider concern for attracting the most suitable staff, wherever they happen to be based. Personally, I had to decline two APS jobs I was keen on because of the insistence that they had to be Canberra based.
Wed, 20 Mar 2019
Increase salary caps so departments can actually employ people rather than relying on labour hire to get the job done. Improve the recruitment process - it often takes a long time to find out the result of your application and business objectives/resources tend to change in that time so people who would add value often miss out. Stop preferencing existing APS employees - people who have come from different industries can add more value than someone who's been in the same role for years and is just looking for a change or is a ladder climber. Reduce the time limit for non-ongoing employees to become permanent, no point having someone in a position for x amount of time and then moving them on to prevent them becoming permanent, and training someone else up in the same position. Give leadership power to make non-ongoing employees permanent based on performance and overall contribution, regardless of time served. Consistency across departments.
Tue, 19 Mar 2019
Need to recognize higher pay for talent, above EL2 pay in technical roles. Less project managers. More skilled staff. Flatter structure.
Micromanagement needs to end. Bullying needs to stop. And directors without expertise/background shouldn't have specialized staff to smother. Please change it... trust, respect, autonomy!
Tue, 19 Mar 2019
Formalised and strengthened 'communities of practice' and shared e-spaces across professions, disciplines and agencies where challenges and opportunities are fed back into the overarching governance boards. This will provide a balance to top down decision-making and hopefully inform more practical, plausible (and less self-interested) decisions, providing current and potential APS employees with more connected, realistic and achievable outcomes that they can relate to.
Tue, 19 Mar 2019
HR line area staff should receive training and refreshers - to ensure their decisions and actions are transparent, accountable and in alignment with relevant legislation; the APS’s purpose, vision and values (if amended following the APS Review) and the move towards an integrity-led culture; the Enterprise Agreement(s); and other departmental policies and guidelines - so that they are prepared and confident in their abilities to deliver high-quality HR functions and services.
Panel members should: sign declarations of any conflicts of interest if relevant (that includes the relationship/extent known to the applicant and over what period), sign a joint statement at the end of the panel’s report that the content is true and correct, and sign-off that they have undergone a recruitment and selection training course that has been approved by the APS Commissioner and/or APSC (which should outline best practice/contemporary recruitment processes and standards).
Staff (particularly those involved in or with a vested interest in the outcome of any processes) probably should be discouraged where possible from, individually, contacting someone they think will be interested in a role (or a tender). Otherwise this can introduce a range of potential or perceived problems such as: raised expectation, bias, nepotism or cronyism.
Tue, 19 Mar 2019
It is important to attract the highest calibre of employee, but it is equally important to retain the best of those already here. While flexibility of an outward facing workforce is essential to meet shifting client needs, short term gains must also be balanced against longer term reduced return on staffing investment. In recent years we have seen a drastic increase in the percentage of the ATO’s operational workforce (advice, compliance, processing etc.) being “casualised”. The greatest risk to this organisation is the loss of skills and technical knowledge due to the much higher churn of this type of workforce. It’s these frontline staff with knowledge of client needs and irritants, complicated taxation legislation, internal procedures etc. that are often most equipped to improve business practices the longer they remain with the organisation. A mostly intermittent workforce removes the foundation to develop these insights. The pathway for career progression within the organisation is no longer obvious. As an example, the current state sees the bulk of our telephony workforce either not APS employees (labour hire) or if ATO employees, APS2 Casuals. This intermittent workforce generally performs the work also performed by ongoing fulltime APS3s (that’s another issue again). Because of this, there has been no need for any ongoing APS3 recruitment for a number of years from a simple FTE perspective. This then results in our best prospects leaving due to either a need for more stability in their employment, or they see no stepping stone towards APS4+ positions of policy, support and other higher functions. The organisation not only loses future high performers, they also need to invest more in constantly skilling recruits to the same level as those that we’ve lost.