Department of the Environment and Water Resources, 2007
LA2: Employment creation and turnover
- Propose suitable strategies regarding exit survey outcomes with alignment to the staff survey of 2004 through DEH’s Workforce Management Committee by end 2005
Performance 2005-06 and trends
Employment in DEH grew by 64 people (3%) from 30 June 2005 to 30 June 2006.
The staff turnover rate within DEH for the period ending 30 June 2006 was 28.3% (including promotions, transfers to other APS agencies and expiry of contracts). This is a slight decrease from the 2005 rate of 28.7%, but higher than the figures for 2004 (24.6%) and 2003 (24.15%).
The turnover rate for ongoing (permanent) employees was 12.69%, up from 10.7% for 2004-05. The retention rate for ongoing employees was estimated to be 88.5% for the year up to 30 June 2006, up from 87.5% for 2004-05 and down on the 89.8% for 2003-04. The APS median retention rate for 2005 was 90.9%.
DEH offers departing staff the opportunity to complete an exit survey and/or have a face-to-face exit interview. In
2005-06, 7.5% (43 people) of departing staff completed an exit survey. No staff chose to complete an exit interview, possibly due to a preference for providing anonymous feedback. While exit surveys are still being collected, no further analysis of these responses has taken place in 2005-06.
Work on the identification of critical competencies and roles has not been completed in 2005-06. Some progress was made, including identifying expert staff in each division as part of a succession planning exercise. New work-level standards comprised of capabilities, job characteristics, roles and responsibilities have been drafted and will be released for consultation with staff in 2006-07.
Executive Level 2 (EL2) level staff in DEH were able to participate in a rotation scheme in 2005-06 and 8 chose to do so (4.7% of EL2 staff).
The 2006 Graduate Programme accepted 16 people (14 external, 2 internal) from 154 applications received. The entire DEH Graduate Programme intake for 2005 has been placed in ongoing roles across DEH. An analysis of graduate employment trends has been completed, the key points being:
- the DEH Graduate Programme plays an important role in continuous organisational renewal by providing a pool of quality employees to supply the Executive Level stream
- since 2000, more than half of the DEH Graduate Programme participants have progressed to APS6 or above within 2 years of finishing the Programme
- the department has a very high level of Senior Executive Service (SES) who have come from a formal graduate programme background, 30% as compared to the APS average of 17%
- retention rates remain problematic, with the predominant period for graduates to leave being within 3 years of recruitment. A breakdown of graduate retention periods appears below.
Suitable strategies regarding exit survey outcomes (with alignment to the 2004 staff survey) were taken to the Workforce Management Committee by the end of 2005, as part of a bigger strategy on workforce planning. Since that time, responses have been developed and implemented for all major issues identified in the staff survey, as detailed below:
|Poor IT||Refresh of IT infrastructure and new standard operating environment completed|
|Poor supervisory/management performance or behaviour||Development of DEH Leadership Programme for all Executive Level (EL) and APS staff with supervisory responsibilities to address issues of leadership and management|
|Heavy or unevenly distributed workloads||Divisional Improvement Plans specifically addressed this issue. In addition DEH is about to implement a Project Management Framework. It is considered that, by undertaking more work as projects, a greater appreciation of resource requirements is gained together with a better distribution of work|
|Poor management of underperformance||The Performance and Development Scheme (PDS) was reviewed and the forms and policy updated, training sessions in the new processes were held, together with sessions on giving and receiving feedback. The Secretary covered the issue in addresses to Directors. The relevant clauses in the 2006-2009 Collective Agreement were changed to improve the process of dealing with underperformance|
|Inadequate rewards and support for good performance||The Secretary’s Awards Scheme has been introduced, and a number of Divisional schemes are also in place|
|Perceived lack of fairness in employment decisions||The recruitment procedures were fully reviewed and revised, and a comprehensive training programme was provided across DEH to ensure all staff were aware of the new procedures.|
An initial workforce plan is due to be finalised by the end of 2006. A follow-up staff survey will also be conducted in 2006.
- develop initial Workforce Plan by December 2006
- develop range of retention strategies targeted at different segments of our workforce which have higher than average turnover rates, by 31 December 2007
- increase graduate intake for 2007 up to a total of 30 people.
- Sustainability Report 05-06
- Executive summary
- Vision and strategy
- Our organisation
- Policy and influence
- Environmental performance
- Social performance
- Economic performance
- Report assurance statement
- Case studies
- GRI index
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