WORKFORCE AND DIVERSITY DEVELOPMENT PLAN

Transcription

1 WORKFORCE AND DIVERSITY DEVELOPMENT PLAN

2 Contents Forward...3 Purpose...4 Our workforce priorities...4 Our values...4 GDC commitments...4 Equal Opportunity...5 Our operating environment...5 Agency profile...6 Our workforce diversity action plan

3 Foreword The s vision is to that the Gascoyne will be recognised as providing a great lifestyle and visitor experience through its diversity, employment and investment opportunities, unique natural environment and climate. The mission of the GDC is to achieve sustainable economic and social development of the Gascoyne region A better place to live. In order to achieve this, we need to ensure that we have the right people with the right skills to meet current and future demand for our services. This means identifying current or emerging skills gaps, developing our people and recruiting strategically. Attracting and retaining staff in regional communities is an ever present challenge. Despite this, the Commission has over the past six years maintained a relatively stable workforce. The changing dynamics of regional development and the 2010 Review of the Functions and Responsibilities of Regional Development Commissions will provide some additional challenges for the Commission to maintain its current workforce while attracting people with the capabilities and skills needed to deliver on outcomes of the review. To address this, our Workforce and Diversity Development Plan sets the direction for achieving a capable, efficient and effective workforce to meet our current and future service obligations. Stephen Yule CHIEF EXECUTIVE OFFICER 3

4 Purpose This plan is designed to assist the Commission in identifying its current and future workforce needs. Our role is changing as a result of new strategic directions through the implementation of the 2010 Review of Regional Development Commissions and workload demands. If we are to continue to deliver quality services to regional stakeholders, we must have effective measures in place to ensure that we attract and retain appropriately skilled staff and offer ongoing developmental opportunities to facilitate succession planning. The success of this plan is dependent on the combined effort of all staff to ensure that we strive for ongoing improvement in our business processes. It is a living document that will be regularly reviewed and refined as the implementation of the Review recommendations are progressed. Our Workforce Priorities The seeks to maintain a workforce that will enable it to deliver quality services to all clients. In so doing, the following are the priority outcomes for this Workforce and Diversity Development Plan: Attracting and retaining the right people; Developing a high performance workforce; Promoting collaboration; Creating a vibrant and positive workplace culture; Supporting Diversity; Improving Performance; and Supporting a Healthy and Productive Organisation. The GDC is committed to: Sustainability Current and future generations Respect and diversity Partnerships Community consultation and involvement Fair and transparent processes Fiscal responsibility and accountability Innovation 4

5 EQUAL OPPORTUNITY 1. The Commission recognizes its legal obligations under the Equal Opportunity Act 1984 and will actively promote equal employment opportunity, based solely on merit, to prevent discrimination on the grounds of gender, marital status, pregnancy, race, disability, religious or political convictions, family responsibilities or age. 2. All offers of employment with the Commission will be directed towards providing equal opportunity to prospective employees provided their relevant experience, skills and ability meet the minimum requirements for engagement. 3. All employment training will be directed towards providing equal opportunity to all employees to increase skills relevant to their position with the Commission. 4. All promotions and opportunities for advancement with the Commission will be directed towards providing equal opportunity to all employees provided their relevant experience, skills and ability meet the minimum requirements of such promotion. 5. All advertisements for staff positions will include reference to the Commission being an equal opportunity employer. Operating Environment The next 12 months will be challenging for the Commission. Implementation of the review into Regional Development Commissions will have a significant impact on the work we do and how we do it. Key outcomes include: Increasing flexibility in recruitment and employment practices; Workforce planning across the sector; Building capacity across the Commission and retaining skills; Utilising technologies to improve service delivery across the region; and For the Commission itself, delivery of these outcomes whilst maintaining and attracting staff to fill the various roles of the GDC will continue to be challenging. 5

6 Agency Profile December 2011 Workforce The Paid Full-Time Equivalent (FTE)¹ in the (Gascoyne Dev) as at December 2011 was 12.1 FTE, with a headcount of 14. For permanent and fixed term employees only, over the last 12 months, 0 employees separated from the agency, while 1 new employees commenced. The year ending December 2011 annual separation rate² for Gascoyne Dev was approximately 0.0%, compared to the WA public sector s 19.0%. Gascoyne Dev had more employees working in regional areas as compared to the WA public sector (Gascoyne Dev: 100.0%, WAPS: 24.2%). The average tenure³ for Gascoyne Dev was 4.8 years, compared to 9.1 years for the WA public sector. Figure 1 shows that 64.3% of Gascoyne Dev s workforce had been working at Gascoyne Dev for less than 5 years. Figure 1: Gascoyne Dev s tenure by headcount as at December 2011 Age Profile⁴ 6

7 Women comprised 85.7% of Gascoyne Dev s workforce compared to 68.7% across the public sector. Women had a younger age profile than men in Gascoyne Dev (women median age: 46.6 years; men median age: 52.3 years). The gender age gap of Gascoyne Dev was wider than the gender age gap of the WA public sector (WAPS women: 45.0 years, WAPS men: 46.9 years). Figure 2 shows the distribution of men and women across 5-year age groups in Gascoyne Dev. Figure 2: Gascoyne Dev s age profile by gender as at December 2011 Based on Figure 3 and Table 1, Gascoyne Dev had an older workforce (median age: 46.6) compared to the WA public sector workforce (median age: 45.6). 0.0% of Gascoyne Dev employees were aged below 25 years, compared to 5.4% for the WA public sector. Figure 3: Gascoyne Dev and WA public sector s age profile as at December 2011 Table 1: Gascoyne Dev s proportion of employees aged 45 and over as at December

8 Gascoyne Dev WA public sector Aged 45 and over 57.1% 51.5% Aged 55 and over 14.3% 23.0% Occupation Profile Figure 4 shows that 71.4% of Gascoyne Dev s workforce was made up of the 'Clerical and Administrative Workers' ANZSCO⁵ group. A detailed table of occupations in Gascoyne Dev can be found in Appendix A. A higher percentage of Gascoyne Dev s employees held a managerial role compared to the WA public sector (Gascoyne Dev: 28.6%, WAPS: 5.8%). Figure 4: Gascoyne Dev s ANZSC occupation profile as at December 2011 Figure 5 shows the proportion of employees in PSGA equivalent salary levels⁶. The most highly represented PSGA equivalent classification level in Gascoyne Dev was Level 5 (42.9%). Figure 5: Gascoyne Dev employees PSGA equivalent classification levels as at December

9 Figure 6 shows the distribution of men and women within each PSGA equivalent classification level in Gascoyne Dev. Figure 6: Gascoyne Dev employees PSGA equivalent classification levels by gender as at December

10 Table 2 shows that 71.4% of Gascoyne Dev s workforce were employed on a permanent basis as compared to 74.3% of the WA public sector. Table 2: Gascoyne Dev employees appointment type as at December 2011 Appointment Type Gascoyne Dev Gascoyne Dev aged 45 and over WA Public Sector Permanent Full Time 57.1% 62.5% 45.4% Permanent Part Time 14.3% 12.5% 29.0% Fixed-Term Full Time 14.3% 12.5% 8.5% Fixed-Term Part Time 14.3% 12.5% 6.5% Casuals 0.0% 0.0% 9.3% Trainees 0.0% 0.0% 0.1% Others 0.0% 0.0% 1.3% Appendix 1 Occupations in the ANZSCO Major Groups Managers Professionals Technicians and Trades Workers Community and Personal Service Workers Clerical and Administrative Workers Sales Workers Machinery Operators and Drivers Labourers ANZSCO Codes ANZSCO Headcount FTE 5111 Contract, Program and Project Administrators Finance Managers Chief Executives and Managing Directors Other Specialist Managers Personal Assistants Accounting Clerks Total

11 WORKFORCE PLANNING OVERVIEW Agency: WORKFORCE & DIVERSITY ACTION PLAN (<100 employees) Chief Executive Officer: Our Agency Gascoyne Development Commission Submitting Officer: Tami Maitre Stephen Yule Contact Number: Agency Context Please use the space below to provide some background about the business, service delivery arena. You may wish to consider the following: How does workforce planning link to policy and practice at the local level? What are the current workforce demands and how does this impact on future services, i.e. will you provide more of the same service or a different service? Strategic Plan The Strategic Plan was released in April 2010 and is available on the GDC website. The Commission s programs and activities are based against the objects and functions according to the Regional Development Commissions Act Accordingly programs and activities are reported against the objectives to: Maximise job creation and improve career opportunities in the Region. Develop and broaden the economic base of the Region. Identify infrastructure services to promote business development within the Region. Provide information and advice to promote business development within the Region. Seek to ensure that the general standard of government services and access to those services in the Region is comparable to that which applies in the metropolitan area. Generally take steps to encourage, promote, facilitate and monitor the economic development in the Region. In July 2010, the State Government released its response to the Review of Regional Development Commissions setting the direction of a restructure of the Regional Development Council and the Commissions. The changes to the structure also require legislative changes. As the implementation of the review recommendations are progressed the will need to respond to the changes whilst maintaining the current work practice and outcomes against the existing objectives of the organization. Development scale: Not applicable (NA)--Not commenced (NC)--Needs development (ND)--Developed (D)--Highly developed (HD)

12 SCAN & UNDERSTAND Leadership Statement Please use the space below to include a leadership statement from your CEO and/or executive. You may wish to consider the following: How does the CEO promote and encourage Workforce Planning and Diversity within your agency? How does the leadership statement link to overarching requirements, i.e. Commissioner s Circular, Strategic Directions for the Public Sector Workforce , CEO Performance Agreement, Equal Opportunity Act 1984? How does the leadership statement reflect CEO expectations for all staff? As a small organisation the GDC can be very flexible with its arrangements and can respond reasonably quick to change. This has been demonstrated by the CEO implementing an organisational review at the onset of the Royalties for Regions program, the regular ongoing reviews of positions when they become vacant and reassessing organisational needs at the beginning of each recruitment process. In regard to workforce planning, please rate your agency s level of development in the following items... NA NC ND D HD Where applicable, please describe the workforce initiatives your agency will undertake Gaining management support and buy-in Regular review at Executive meetings. Considering agency goals and functions, client needs, desired outcomes and key performance indicators within the strategic planning process Addressing whole of public sector plans and strategies (e.g. Strategic Directions for the Public Sector Workforce [Strategic Directions]) Considering internal and external factors such as political, economic, demographic, technological and environmental changes Considering longer-term service delivery implications Analysing workforce strengths, weaknesses, opportunities and threats Regular review at Executive meetings Corporate Services Manager to review annually and consider aspects in relation to the GDC. Regular review and discussion at Executive meetings CEO and Managers to consider workforce issues as the review implementation continues to roll-out. Addressing regional workforce needs Regional organisation, staff are 100 per cent regionally employed. Establishing meaningful working relationships with appropriate HR/workforce planning officers in similar agencies Establishing meaningful working relationships with central agencies (e.g. PSC, DTF, Dept Commerce) Utilising other supporting workforce planning products available from relevant public, private and community sector agencies HRLO and Managers to regularly visit websites (ie PSC, EOC, CCC) to stay up-to-date current practice, issues and training opportunities. Contact with PSC, DTF etc is on an as needs basis. Regular contact and review of on-line material to be undertaken. Development scale: Not applicable (NA)--Not commenced (NC)--Needs development (ND)--Developed (D)--Highly developed (HD)

13 ANALYSE & INTERPRET In regard to workforce planning, please rate your agency s level of development in the following items... Regularly collecting workforce data *You can address s145(2)(c) (Collection and recording of appropriate information) of the Equal Opportunity Act 1984 through this item Profiling your current workforce *You can address s145(2)(c) (Collection and recording of appropriate information) of the Equal Opportunity Act 1984 through this item Applying a rigorous quality assurance process for workforce data Enhancing workforce information systems to provide data/reports to make informed decisions NA NC ND D HD Analysing internal and external information that assists with workforce planning Executive responsibility Workforce demographic data Exit interviews Skills audit Service data Workforce forecasting demand Workforce forecasting supply Workforce modeling/scenario planning Considering the extent to which sector-wide workforce issues, as well as agencyspecific workforce issues, are currently being addressed Where applicable, please describe the workforce initiatives your agency will undertake The GDC is a small organisation. It is not necessary to undertake a formal data collection on a regular base. Even though a small organisation, profiling will be undertaken informally around critical positions by the executive. Opportunities for staff to work in small teams to ensure knowledge transfer and opportunities for higher duties acting will be considered on a regular basis. The GDC is a small organisation. It is not necessary to undertake a formal data collection on a regular base. The GDC is a small organisation. It is not necessary to undertake a formal data collection on a regular base. Executive responsibility. Identifying and prioritising key workforce issues Executive responsibility. Identifying major skill gaps and workforce surpluses affecting future service needs Executive responsibility. Development scale: Not applicable (NA)--Not commenced (NC)--Needs development (ND)--Developed (D)--Highly developed (HD)

14 DEVELOP & IMPLEMENT In regard to workforce planning, please rate your agency s level of development in the following items... NA NC ND D HD Where applicable, please describe the workforce initiatives your agency will undertake Developing and implementing a Plan by consulting with key business units Executive responsibility to be assessed annually by 30 June. Developing and implementing strategies aligned to Strategic Directions 1. Attracting a skilled workforce 2. Retaining valued employees 3. Building the capacity of the public sector 4. Providing strategic leadership 5. Meeting regional needs 6. Ensuring an efficient and flexible public sector Developing and implementing equity and diversity strategies *You can address s145(2)(a) (Devising of policies and programs) of the Equal Opportunity Act 1984 through this item Women in management Indigenous Australians People with disability People from culturally diverse backgrounds Youth and mature workers Executive responsibility to be assessed annually by 30 June and outcomes determined through a review of actions identified in the Plan. The GDC is a small organisation with 86 per cent of the workforce comprised of women. Executive responsibility. Outcomes will assessed annually by 30 June and outcomes determined by a review of recruitment processes throughout the year. Development scale: Not applicable (NA)--Not commenced (NC)--Needs development (ND)--Developed (D)--Highly developed (HD)

15 MONITOR & EVALUATE DEVELOP & IMPLEMENT In regard to workforce planning, please rate your agency s level of development in the following items... Developing and implementing strategies to review personnel practices to identify and eliminate discriminatory practices *You can address s145(2)(d) (Review of personnel practices) of the Equal Opportunity Act 1984 through this item Developing and implementing strategies to review and amend job descriptions and competencies to reflect current requirements Developing and implementing any other workforce planning & diversity strategies Developing and implementing strategies to communicate the Plan and its workforce strategies to the agency *You can address s145(2)(b) (Communication of policies and programs) of the Equal Opportunity Act 1984 through this item Ensuring timeframes, responsible officer/s and performance indicators are attached to each strategy *You can address s145(2)(e) (Setting of goals or targets) and (h) (Appointment of persons to implement the provisions)of the Equal Opportunity Act 1984 through this item NA NC ND D HD Where applicable, please describe the workforce initiatives your agency will undertake Continue to review job descriptions prior to each recruitment. GDC executive to continue review and discussion at executive meetings. CEO to continue communications through regular staff meetings. In regard to workforce planning, please rate your agency s level of development in the following items... NA NC ND D HD Where applicable, please describe the workforce initiatives your agency will undertake Monitoring all strategies during implementation through thorough record-keeping Staff meeting minutes confirmed and circulated to all staff. Monitoring the implementation of initiatives within Strategic Directions Responsibility of executive. Regularly benchmarking your agency against others (based on service function, size or local/national/ global businesses) Regularly reviewing and formally evaluating your strategies and/or Plan *You can address s145(2)(f) (Evaluation of policies and programs) of the Equal Opportunity Act 1984 through this item Regularly reviewing/monitoring changes to the internal and external operating environment Regularly reporting the Plan s progress to your agency s Corporate Executive and Workforce Planning and Diversity Oversight Committee Executive committee (CEO and two managers) have responsibility. Development scale: Not applicable (NA)--Not commenced (NC)--Needs development (ND)--Developed (D)--Highly developed (HD)

16 Submitting Workforce Plan for PSC and/or DEOPE endorsement CEO, Manager RfR and Corporate Services. Amending your strategies and/or Plan, based on evaluation outcomes and changing circumstances *You can address s145(2)(g) (Revision and amendment of the Plan) of the Equal Opportunity Act 1984 through this item Executive to monitor. Chief Executive Officer sign off: Date: Development scale: Not applicable (NA)--Not commenced (NC)--Needs development (ND)--Developed (D)--Highly developed (HD)