One HR Platform for One Government. Erma Ranieri Commissioner for Public Sector Employment 9 May 2016

Transcription

1 One HR Platform for One Government Erma Ranieri Commissioner for Public Sector Employment 9 May 2016

2 Session Overview Welcome Office for the Public Sector update One HR Platform for One Government Standardisation of employment conditions/arrangements Gender Equality in Leadership Strategy Upcoming OPS workshops Question & Answer Connect with us

3 VISION To enable a world-leading public sector. MISSION To support public sector employees and organisations to deliver the best outcomes for South Australia.

4 publicsectorsa.gov.au

5 Change for Human Resources Profession under enormous pressure Need to provide improved service with less resources How can we leverage our collective strengths to prepare us for the future?

6 WHAT DID YOU TELL US?

7 Our qualifications

8 Key strengths of your agency in delivering HR functions and services:

9 Future skills needs for HR professionals across the sector:

10 Key Issues for HR in SA Public Sector Performance Management and Development Ensuring our leaders have the tools that allow them to be true leaders Strategic versus transactional human resources Capable, engaged responsive staff who work together to build a modern public sector

11 SA Public Sector move to One Employer for One Government One HR for One Government: 1. Standardised Policy and Procedures, including Performance Management and Development 2. Leadership Excellence 3. A new Human Capital Management model

12 Why One HR? Maximise public sector performance and productivity through a better, leaner, more efficient way of managing our people Shift the focus away from transactional human resource approaches to enable human resources teams to focus their services strategically and ensure alignment with business needs Lifting professional standards, managing the performance of our people and driving leadership excellence will be key components of the model.

13 Solutions? Business Partnering the more HR takes on a business/strategic role the better the reputation for HR and the greater benefit for business HR Metrics Focus on metrics rather than activity. Show value to business Tools Provide strategic tools and processes for managers to manage. Consistency.

14 Solutions? Pockets of excellence - Focus on what is working (leverage and collaborate) Capability development - focus on development of people management Leadership modelling and performance management Human Capital Management System which focuses on development

15 Next steps for One HR? Establishing a simpler and better framework for managing the public sector workforce based on a contemporary Human Capital Management Model aimed at lifting performance and reducing administrative and transactional HR activities, including potential for future automation. Establishing a benchmark range for HR resourcing and capacity across the agencies.

16 One HR Platform for One Government Stage 1 Benefits and Progress Exit Feedback Information from exiting public sector employees will inform workforce and succession planning and monitor sector trends Performance Management & Development Public sector employees will have a biannual review and participation will be monitored through agency reporting Recruitment Understanding workforce and job needs means we can attract and select the best candidate to deliver what s needed Employee Lifecycle Role Classification Standardised classification process will provide consistency for SA Public Sector Wages Parity Enterprise Agreement : Salaried employees (covering approx. 37,000 employees) Induction Whole of government content will be passed on to new public sector employees to provide consistent messages from the start of their employment Leadership A leadership strategy will ensure strategic oversight of the vision, expectations, processes and activities that reinforce leadership excellence within the public sector

17 One HR Platform for One Government Project Staged Approach delivering better, more efficient HR services on a whole of Government basis Stage 1 Developing a leaner, more efficient HR Platform which supports key components of the employee lifecycle including: Recruitment Role Classification Induction Performance management & development Leadership Exit feedback Workforce reporting standards Standardisation of employment arrangements Stage 2 Assessment of resources to deliver HR functions and services across SA public sector agencies Benchmarking and modelling of a new Human Resources Capital Management Model Stage 3 Implementation of a new Human Resources Capital Management Model to minimise effort spent on low value processes and free up resources for strategic HR activities

18 Performance management & development Performance management and development (PMD): integrated and planned system for continuously improving the performance of all employees Key enabler for public sector performance: Alignment of individual, team and organisational objectives and results Provides foundation for a culture of productivity, growth and excellence

19 Current state: Mandatory direction Section 8 of the Public Sector Act 2009: Each public sector agency must establish and administer effective performance management and development systems in respect of the employees of the agency Performance management and development must be directed towards advancement of the objects of this Act and observance of the public sector principles and code of conduct. Performance management and development must be integrated with the agency s employment practices and inform its employment decisions relating to particular employees. Each public sector agency must make information about its performance management and development system available to employees of the agency.

20 Current state: Participation Status % of public sector employees Review within the past 12 months 29.6% Review older than 12 months 21.5% No review/ Not stated 48.8% Source: Workforce Information Collection

21 Did you know : Over $100 million spent on training and development of employees across the sector Aggregated results from HPF Staff Perceptions surveys (2015) Question ; % agree The department s employee performance management system is a useful tool 54.4% My performance is fairly assessed through the employee performance management process My manager provided me with open and constructive feedback during the performance management review process My manager provided me with open and constructive performance feedback outside the formal employee performance management process My training and development needs are provided through the employee performance management process 71.7% 77.0% 67.3% 62.5%

22 Purpose of draft Guideline Achieve best practice outcomes in the design, resourcing, structure and administration of PMD systems across the SA public sector Provide a basis for each agency to develop its own approach

23 Performance management and development Focus: employee performance optimisation and improvement Premier s Direction Outline minimum standards Guideline Principles Components and elements of an effective Performance management and development system Roles and responsibilities Supporting tools and examples to assist agencies in designing their own approach

24 Proposed SA Public Sector Performance Management and Development System

25 Next steps for performance management and development Finalisation of Premier s Direction Engagement across sector on proposed Guideline Working with agencies to identify good practice examples that can be leveraged for benefit of sector

26 Standardisation of employment arrangements and conditions Special Leave with Pay standardised for those employees and agencies covered by the South Australian Public Sector Enterprise Agreement: Salaried 2014 (or successor) 15 days SLWP for victims of domestic/family violence Expansion of Part 7 of the Public Sector Act 2009 (SA) by way of amendment to the Public Sector Regulations 2010 (SA)

27 Gender Equality in Leadership Erma Ranieri Commissioner for Public Sector Employment 6 November 2015

28 The state of play in South Australia Public Sector Employees Public Sector Executives Public Service Executives (SAES)

29 As at ****************************** June2015 Women comprise 75% of the entry level employees in the public sector, but more men progress at every level to comprise 55% at executive level (and 63% of SAES).

30 Top barriers to gender equality in leadership in the SA Public Sector Unconscious bias Leadership commitment Organisational culture Recruitment and promotion processes Workplace flexibility

31 Further barriers 50% of women who are victims of domestic violence need to change their working conditions to escape their attacker or because of the low selfesteem it causes. Cultural assumptions about women s aspirations, availability and capacity. Failure to implement policies rather than policies being unavailable.

32 Strategy Purpose To build and maintain inclusive public sector leadership, where women and men are equally represented, valued and rewarded.

33 Key Levers 1 Leadership Accountability 2 Empowered Workplaces 3 Talent Pipeline

34 Leadership Development Opportunities Modern Manager Series Influence and Persuasion 25 May An afternoon seminar with George Lee Sye Making Better Decisions: Unconscious bias at work 27 May A morning workshop with Anna Lee ANZSOG Programs Project Management for Policy Design and Implementation 1&2 June A two day course with Professor Michael Mintrom Treating Public Policies as Investments 3 June An afternoon seminar with Professor Michael Mintrom

35 QUESTION & ANSWER

36 Connect with us Join our LinkedIn group: SAPS People & Culture Network Draft Performance Management and Development Guideline for consultation we value your feedback! Other upcoming items for consultation: - Whole of Government Domestic/Family Violence Policy and Government Volunteer Policy Office for the Public Sector website: publicsector.sa.gov.au

37 Erma Ranieri Commissioner for Public Sector Employment Government of South publicsector.sa.gov.au