Annual Report 2004–05
Management of human resources
Workforce planning
Workloads fluctuated during 2004–05 as a result of the general election in October 2004 and the light sitting pattern in the first half of 2005.
The extended non-sitting periods provided many staff members with the opportunity to take accrued leave, which they had been unable to clear because of heavy work demands generated by the Senate and its committees in the preceding year. The lighter parliamentary sitting pattern also reduced the need for sessional staff.
The department’s Staff Numbers Management Policy continues to assist workforce-planning processes. The policy requires managers to consider a range of alternative staffing options— such as the redistribution of duties, or the temporary assignment of another employee to the position—before recruiting additional staff.
Figure 27 shows that the policy has been significant in containing staffing levels and ensuring that resources correspond with workload.
See Appendix 3 for further statistics on staffing.
Figure 27 Effects of the Staff Numbers Management Policy
Note: In order to provide meaningful comparisons, the figures in the first four columns have been adjusted to exclude parliamentary security and Pass Office staff, who were transferred to the then Joint House Department during 2003 and 2004.
Existing staffing levels were supplemented by five Working in the Senate (WISE) program participants in 2004 and three participants in 2005. During their 11-month secondment to the department, the participants assisted with committee inquiries and undertook brief assignments in the Table and Procedure offices.
The department continued to place a high priority on maintaining a pool of potential employees for non-ongoing work. The main source for non-ongoing employees continued to be employment registers maintained by the department, including registers for research officers, executive assistants and educators. The employment registers were advertised quarterly to ensure that the pool remained current. The short-listing process for selecting non-ongoing employees was made more efficient through the introduction of a system of applicant self-identification of relevant skills and knowledge.
Overall, the level of recruitment activity was lower than in the previous reporting period, with 14 fewer employees being recruited. The number of ongoing employees recruited (31) was higher by 14 than in 2003–04, while the number of non-ongoing employees recruited (50) was lower by 28.
Overall, 19 selection processes were completed, with the average time taken to fill ongoing vacancies, from date of advertisement to date of commencement, being 11.6 weeks. This was a slight increase on the time taken in previous years, and reflected the more formal procedures and generally longer timeframes involved in recruiting ongoing staff.
From November 2004, applicants for employment opportunities in the department were provided with the option of submitting written applications electronically. This option may extend the potential pool of applicants by providing greater flexibility.
As shown in Table 4, a total of 60 staff separated from the department during the year, 25 fewer separations than in 2003–04.
| Reason | 2002–03 | 2003–04 | 2004–05 |
|---|---|---|---|
| Resignation | 13 | 12 | 13 |
| Retirement (age) | 1 | 6 | 2 |
| Retirement (other) or death | 6 | 5 | |
| Return to home agency | 4 | 8 | – |
| End of non-ongoing employment | 51 | 43 | 35 |
| Transfer to another agency | 12 | 10 | 5 |
| Total | 92 | 85 a | 60 |
a The 2003–04 figure excludes 79 security employees who were transferred to the then Joint House Department along with the security function.
While the number of resignations has been consistent over the past three years, the number of age retirements has dropped significantly, along with the number of separations resulting from staff completing their period of non-ongoing employment or transferring to other agencies.
Procedures were implemented at the beginning of 2005 to survey all staff leaving the department, in order to gain an accurate understanding of the reasons for their separation.
In addition, the survey asks the respondents to provide their views on various aspects of their employment conditions, so that the department can utilise the information when considering improvements in conditions and policy changes.
Occupational health and safety
The department has continued to work proactively to minimise occupational health and safety (OH&S) risks and resulting injuries. Initiatives during 2004–05 included an annual workplace inspection conducted in all work areas to identify and eliminate hazards, an ergonomic assessment of all new employees’ workstations and the workstations of staff who report ergonomic issues or associated discomfort, and the provision to staff of various programs to prevent ill health. In addition, various OH&S-related training sessions were organised for staff, including training for staff involved regularly in manual-handling tasks, and training for staff exposed to potential irritants when handling aged documents. The department continues to respond quickly to ergonomic issues by maintaining staff in the Human Resource Management Section who are trained and skilled in conducting workstation assessments.
The department’s strategy to minimise work-related injuries was again successful, with only three compensation claims being accepted by Comcare during 2004–05, all resulting from lifting accidents.
The department’s OH&S Committee convened on five occasions during the reporting period to monitor the implementation of legislative and policy requirements, review reported injuries, and discuss accident prevention and health and safety initiatives. The committee designed manual-handling posters, which were distributed in areas where manual handling is regularly performed, to assist in educating and reminding staff to use proper manual-handling techniques and reduce the risk of injury. The committee also discussed and endorsed a proposal from Comcare to commit the department to OH&S and rehabilitation performance improvement targets.
Senate OH&S staff also participated in a parliament-wide OH&S committee, which met three times during the year to address common concerns, particularly relating to the common areas of Parliament House.
Certified agreements
The department’s current certified agreement, which covers all staff except Senior Executive Service (SES) officers, has been in operation for 19 months, and has a nominal expiry date of 30 June 2006.
In accordance with the provisions of the agreement, all staff were paid a 4 per cent salary increase in May 2005. Of the salary increase, 2 per cent was based on ‘effective or better’ individual work performance, as assessed under the department’s performance communication scheme. The other 2 per cent resulted from the achievement of productivity improvements across the department and a reduction in operating costs.
One of the areas that the current certified agreement focuses on is reducing the number of short-term sick leave absences. Under the supervision of the Workplace Relations Committee, a working group comprising representatives from various areas of the department developed a strategy to reduce sick leave usage rates. The strategy includes steps to be taken by supervisors when staff are absent, a range of reporting measures, and a recommendation for a departmental policy on attendance to clarify what is expected of staff and provide guidance for supervisors on managing leave.
Other key features of the agreement include:
- a further 5 per cent pay increase in May 2006, subject to three factors—effective individual performance, further departmental productivity improvements and cost savings, and a reduction in short-term sick leave absences over the life of the agreement
- improved flexibility in the hours that staff work, and recognition of any extensive periods of work-related travel in an employee’s own time
- strategies to reduce the risk of occupational overuse syndrome injuries, and maintain and improve employees’ fitness for work
- an ongoing development program for all staff, including off-the-job learning activities and assistance for staff undertaking relevant formal studies.
The agreement also has a number of other measures to generate savings and improve productivity, including:
- a reduction in costs associated with overtime and meal allowances
- strategies to reduce sick leave usage
- improved management and administrative arrangements relating to part-time work, performance management, allowances, leave provisions, hours of duty, review processes, and management of excess employees
- strategies to reduce the department’s leave liability.
Australian Workplace Agreements and Senior Executive Service remuneration
A collective Australian Workplace Agreement (AWA) for SES employees has been in place since April 2004. Under the AWA, a 4 per cent pay increase was delivered in May 2005 in recognition of individual and departmental performance outcomes. The salary ranges for SES staff are shown in Appendix 3.
No other departmental staff were covered by AWAs.
Performance pay
The department’s certified agreements and AWAs do not provide for individual or team-based performance pay.
Training and development
A broad range of training and development initiatives aimed at enhancing the skills and knowledge of Senate staff were undertaken during the reporting period. These included on-the-job coaching, Senate-specific and other in-house programs, external personal development courses, and assistance with formal study.
A number of in-house programs were conducted in 2004–05, delivered by departmental staff and external providers. In-house programs, such as the Parliamentary Executive Professional Upgrade Program (PEP UP) for senior staff and WISE participants, and a similar program for Australian Parliamentary Service Level 3 and Level 4 staff, broadened staff members’ knowledge of the Senate and parliamentary processes.
Other in-house training sessions during the year focused on improving specific skills and knowledge, and included training in:
- the prevention and management of negative workplace behaviour, provided to supervisors
- contributing to a positive team environment, provided to all staff
- presentation skills, provided to departmental presenters
- the use of Adobe Acrobat, provided to staff required to use the software.
In addition, induction programs were conducted for new staff members on four occasions, and a performance management session was delivered to new staff or those wanting refresher training.
Fifteen employees received financial assistance and paid leave to help them complete tertiary studies in fields relevant to the department’s objectives. Two staff members completed their studies during the reporting period: one a Bachelor of Business, specialising in human resource management, and one a Graduate Diploma in Secondary Education, specialising in English and history.