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Workforce andDiversity Plan2012-16
Street address:140 William Street, Perth WA 6000
Postal address:Locked Bag 11, Cloisters Square WA 6850
Telephone: 61 8 6551 2777Facsimile: 61 8 6551 2500Website: www.treasury.wa.gov.auEmail: [email protected]: 133 677
© Department of Treasury 2012
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ForewordI am pleased to present the Department of Treasury’s first workforce and diversity plan. Building the diversity and capacity of our workforce at Treasury is absolutely crucial – as at the heart of any business is its people. It is Treasury’s people that help us achieve our vision of value for money outcomes for the people of Western Australia.
Diversity is about continually building an inclusive and supportive work environment. In doing so, we reinforce our values, which are central to our organisation and culture. By focusing our efforts on retention and development, and recognising the contributions of all our employees, we gain committed people. By being inclusive, we demonstrate the importance of working together. And by welcoming different perspectives and backgrounds we promote greater creativity and innovative thinking.
Encouraging diversity then, feeds into the task of increasing our capacity as a workforce. We need this plan to set a strategic course for the future so we address the correct priorities.
In Western Australia we face the challenges of an ageing workforce and competition from the private sector, and must ensure we have the right people, with the right skills, at the right time. This is essential so we can continue to provide expert analysis and independent advice to the Western Australian Government.
Timothy Marney Under Treasurer
committed people . working together . innovative thinking
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Workforce and Diversity Plan
IntroductionThe Department of Treasury’s Workforce and Diversity Plan 2012-16 assesses our current demographic profile, and establishes priority objectives and outcomes for our workforce and diversity. These will enable us to achieve our strategic goals and deliver key services over the next four years.
By combining workforce and diversity in a single plan, Treasury can apply an informed lens to central workforce topics such as attraction, retention, and capacity building. This allows us to develop a strategic and integrated approach to building our workforce, both in terms of capacity and diversity.
The plan’s strategic objectives
This plan has five strategic objectives to help us build our workforce and represent diversity.
1. attract a skilled and diverse workforce2. retain valued employees3. build the capacity of our workforce4. build our leadership capacity5. ensure an efficient and flexible workforce
Treasury Workforce and Diversity Consultative Group 2012
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Workforce and Diversity Plan2012-16
Building our workforce
Workforce capacity and capability underpins Treasury’s ability to maintain high standards of service and deliver quality outcomes. To develop our capacity, we need to analyse our business requirements, and ask ourselves key questions around our workforce profile.
The first question is: do we have the skills we need to continue to provide high-quality economic and financial advice and expert asset management? In 2009, we identified our skills gaps and training and development needs through a substantial Training Needs Analysis. We then reviewed these findings in early 2012.
The second question is: what other issues (such as groups of potential leavers) may affect our capacity in the future? As we are a new agency, this plan has set in motion an important step for Treasury – developing an assessment of baseline data and issues, that we can use going forwards to monitor and address developing trends.
workforce capacity and capability underpins Treasury’s ability to maintain high standards of service and deliver quality outcomes
Understanding these questions around our workforce means we can ensure our attraction, recruitment and retention strategies focus on our current and future capability. The Workforce and Diversity Plan articulates strategic objectives and outcomes for our workforce, while a supporting action plan sets out concrete and measurable actions for each outcome. We are positioning ourselves to effectively monitor our ‘mix’ of capability over time, to ensure Treasury’s capacity to be responsive, adaptable and flexible.
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Workforce and Diversity Plan
Representing diversity
At Treasury, we support and value diversity as an important element of our workforce and capacity. We believe in our corporate responsibility to represent the diversity of the Western Australian community. Encouraging diversity also helps us build capacity by broadening our exposure to different perspectives and creating an inclusive working environment.
Substantive equality is an important principle in addressing workforce diversity. Treasury works to ensure the absence of discrimination in employment on the grounds of sex, marital status, pregnancy, family responsibility or family status, sexual orientation, gender history, race, cultural background, religious or political conviction, impairment or age. We promote equal opportunity through equitable outcomes (or substantive equality) in our recruitment and development processes. We support and encourage under-represented groups, taking into account that opportunities and access are not equally distributed through society.
To be able to build diversity at Treasury, we need to understand actual and potential diversity groupings. Our workforce data provides us with both a workforce snapshot and key themes, which we then address in the plan’s strategic objectives and outcomes.
Through encouraging diversity, as set out in this plan, we will build capacity and increase our ability to deliver quality outcomes. In terms of recruitment, attracting a wide field of diverse applicants increases Treasury’s chances of sourcing the best possible employees for the business. Employees feel more valued in an inclusive workplace, and this reduces complaints and conflict, builds commitment, and helps retention. Diversity also produces a blend of complementary skills and capabilities across the business, which improves our productivity and innovation.
we support and value diversity as an important element of our workforce and capacity
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Workforce and Diversity Plan2012-16
Current initiatives
This plan expands on our existing work on development, retention and workforce capacity. Treasury initiatives already completed or ongoing include:
• Treasury Graduate Program • Indigenous Cadetship Program• Training Needs Analysis • Development and Performance Framework • ‘4 Key Behaviours of Treasury Leaders’ Capability Framework• Executive Shadowing Program • Leadership Pipeline Framework• knowledge management and succession planning • strategic governance committees.
Compliance
With this plan, Treasury complies with:
• the legislative requirements for public sector agencies under the Equal Opportunity Act 1984
• the Public Sector Commission’s recommendation that agencies address workforce requirements together with diversity and equal opportunity requirements in a single plan
• the employment and training elements of the WA Government’s Policy Framework for Substantive Equality.
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Workforce and Diversity Plan
Our workforce profile
Quick snapshot of Treasury
• 275 Full Time Equivalent employees at December 2011• 54.9% are men and 45.1% women • men outnumber women in every age bracket (except for 30–39
years), with the margin generally becoming greater as the age bracket increases
• on average, as an employee’s level increases, so does their length of service (from 3.3 years at Level 3 to 14.8 years for employees at Level 9 and above)
• the median age is 41.8 years • 8 of the 123 respondents identified as having a health impairment
or permanent disability • 1 of the 123 respondents identified as being of Aboriginal or
Torres Strait Islander origin • 51 of the 123 respondents were born in a country other than
Australia• 58.2% of the workforce are substantively at Level 6 to 8
External trends
A number of external trends will potentially affect how we attract and retain the right staff over this plan’s lifecycle. Trends include:
• the move away from the ‘one-job-for-life’ paradigm• strong competition from the private sector• an increasing female participation rate in WA’s labour force • an ageing workforce • growth in part-time employment• an increasing number of people in WA not born in Australia.
external trends will potentially affect how we attract and retain the right staff
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Workforce and Diversity Plan2012-16
Our data
The Department of Treasury was established on 1 July 2011 following the split of the Department of Treasury and Finance. This means there is limited relevant data available. We have based this current snapshot on two data sources.
Firstly, we used the Public Sector Commission’s Human Resource Minimum Obligatory Information Requirement quarter data from September 2011 – covering age, gender, level and length of service.
To source the diversity information, we ran our own internal workforce and diversity survey for the first time in March 2012. We surveyed topics such as part-time workers and potential leavers. We will run this survey each year and aim to increase the response rate1 over time, to increase the validity of the resulting statistics.
Key themes
Potential leavers by level Out of the 123 survey respondents, 38.8% would consider leaving Treasury in the next five years. The most significant reason given was ‘other public sector opportunities’ (51%). From our survey results, the groups most likely to leave Treasury appear to be analysts (Levels 4 and 5) and senior management (Level 9 and above).
1 The 2012 response rate to the diversity survey was 44.7%
Breakdown of diversity survey completion rates by level
Completion
60%
70%
1-3 4 5 6 7 8 9+
50%
40%
30%
20%
10%
0%
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Workforce and Diversity Plan
Of levels 4 and 5, 15 of the 25 surveyed (60%) said they would consider leaving in the next five years. At Level 9 and above, 3 of the 6 surveyed would consider leaving.
It is a possibility that both groups could be affected by the move away from the ‘one-job-for-life’ paradigm and strong competition from the private sector. Treasury needs to focus on retention strategies for these employee groups.
Women at Treasury Overall, men slightly outnumber women at Treasury – with 54.9% men to 45.1% women. The average length of service for women is only 5.9 years compared to 11 years for men.
Average length of service by level by gender
Male Female18
16
14
12
10
8
6
4
2
03 4 5 6 7 8 >=L9
Of the female survey respondents, nearly a quarter are working part-time, with caring responsibilities cited as their main reason for doing so.
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Workforce and Diversity Plan2012-16
we need to ensure women are aware of opportunities at Treasury and encourage flexible working conditions and progression through to senior management
The ratio of men to women increases as the levels increase. At a senior level (level 8 and above) only 24.1% are women.
Treasury employees as at 31.12.11 by level by gender
Male Female
60
50
40
30
20
10
0
<+L2 L3 L4 L5 L6 L7 L8 >=L9
With the increasing female participation rate in Western Australia’s labour force, we need to ensure women are aware of opportunities at Treasury and encourage flexible working conditions and progression through to senior management.
Indigenous opportunitiesFrom the survey, one respondent identified as being of Aboriginal or Torres Strait Islander origin. Treasury encourages Indigenous people to apply for all external positions, runs an indigenous cadet program, and also offers educational scholarships.
It is likely there are two factors influencing this ratio. The first factor is the much lower average length of service for women. As length of service at Treasury is closely linked to an employee’s level, it follows there would be less women at a more senior level. The second factor could be the take up of part-time work by women.
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Workforce and Diversity Plan
the plan is essential to ensuring Treasury has the right resources in place to achieve our overarching strategic goals
Strategic objectivesThis plan has five strategic objectives, with several key outcomes set against each objective. Treasury will implement these over a four-year period to build our workforce capacity.
The objectives align with the workforce initiatives in the Public Sector Commission’s Strategic Directions for the Public Sector Workforce 2009-2014 – so we can contribute towards achieving a flexible, efficient and effective public sector workforce.
Treasury has also developed these objectives and enablers hand-in-hand with the strategic goals in our new Strategic Plan 2012-2015. The two plans have strong reciprocal links. The Workforce and Diversity Plan is essential to ensuring Treasury has the right resources in place to achieve our overarching strategic goals.
1. Attract a skilled and diverse workforce1.1 Streamline recruitment strategies and processes to meet organisational needs
1.2 Research and target labour markets to attract a diverse and skilled pool of applicants, including under-represented groups
1.3 Promote the benefits of working for Treasury, including an inclusive culture that values diversity
1.4 Review remuneration of identified positions within Strategic Projects where we need to compete with other sectors
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Workforce and Diversity Plan2012-16
2. Retain valued employees2.1 Implement initial and follow-up induction processes to ensure new employees
have a meaningful transition into the agency and their role
2.2 Apply flexible working arrangements consistently across the agency to meet business and employee needs
2.3 Ensure all our workforce have access to both formal and informal career pathways and development opportunities
2.4 Capture, transfer and retain our corporate knowledge effectively
2.5 Build our values to create a culture that helps us attract and retain employees who are the right fit
3. Build the capacity of our workforce3.1 Establish and maintain development programs (including the Development and
Performance Framework) at an individual, team and agency level to enhance performance throughout the business
3.2 Build capacity, flexibility and innovation through networking, knowledge sharing and encouraging the deployment of staff across the business
3.3 Build our future workforce by continuing to invest in entry-level programs e.g. graduates, cadetships, traineeships
3.4 Prioritise agency workforce planning, including talent and succession planning
4. Build our leadership capacity4.1 Continually develop our current and future leaders through leadership frameworks
that incorporate coaching and development
4.2 Develop diversity in our leadership group through greater gender balance and varying skill sets
5. Ensure an efficient and flexible workforce5.1 Design our job roles to be flexible to reflect changing business needs
5.2 Continually review and improve our systems and processes
5.3 Continually review our strategic and operational plans to ensure their ongoing relevance
5.4 Improve collaboration and knowledge sharing internally and externally
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Delivery and measurement
The responsibility for the preparation and implementation of this plan (in accordance with Section 4 of the Equal Opportunity Act) sits with Treasury’s People and Governance directorate.
People and Governance will continue to run our workforce and diversity survey each year – to allow Treasury to understand developing trends. The directorate will then track progress towards the plan’s strategic objectives using a dynamic and detailed action plan. This sets several actions against each outcome, and includes timeframes, measures and status updates. It allows for flexibility in reviewing and updating actions to respond to changing data or developing trends coming out of the survey results.
we will then track progress towards the plan’s strategic objectives using a dynamic and detailed action plan
People and Governance will report on this action plan as part of Treasury’s broader planning and performance cycle. This involves quarterly reports to Treasury’s Executive Management Group, as well as monthly updates to the People and Communications Committee.
The Workforce and Diversity Plan will also be supported by a communications strategy, to promote the plan within the business and raise awareness on goals, initiatives and achievements.
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Project roles
Glen Colling Director, People and Governance Group Chair
Mair Webb Principal Strategic Recruitment Consultant, People and Governance
Project Lead
Peter Chemello Policy Analyst, Forecasting and Quantitative Services Data Analyst
Lucy Leonhardt Principal Communications Consultant, People and Governance
Communications Lead
Kim Watson Human Resource Consultant, People and Governance
Human Resource Lead
Harriet Miller Project Officer, Department of Finance Project Administrator
Area representatives
Natalie Swan Business Analyst People and Governance
Michael Roberts Project Manager People and Governance
Loletta Hii Graduate Officer People and Governance
Alison Kelly Business Administration Manager People and Governance
Mick Doyle Director, Risk, Projects and Audit Risk, Projects and Audit
Louise Barth Policy Research Officer, Forecasting and Quantitative Services
Economic
Manuel Arapis Assistant Director, Forecasting and Quantitative Services
Economic
Amy Lomas Director, Forecasting and Quantitative Services Economic
Barry Thomas Assistant Director, Budget Coordination Economic
Emily Salinovich Director, Private Public Partnerships Infrastructure and Finance
Amanda Jalleh Principal Policy Analyst, Infrastructure Infrastructure and Finance
Sean Cameron Director, Performance and Evaluation Group 2 Strategic Policy and Evaluation
Kurt Sibley Research Officer, Strategic Policy Unit Strategic Policy and Evaluation
Giulia Clifford Principal Policy Analyst Strategic Projects
Treasury Workforce and Diversity Consultative Group 2012 The Workforce and Diversity Consultative Group are acknowledged for their contribution to the development of this document.
