DownloadCorporate governance
Management of human resources
Staffing overview
At 30 June 2007 we had 55 staff (50 ongoing and five non-ongoing) and employed 254 staff on a casual basis in the Doping Control Sample Collection team.
Detailed staffing statistics are provided in Appendix F.
Certified agreement
The current 2006-09 Certified Agreement came into operation on 8 March 2006. It is a principles-based agreement with a number of policies, procedures, and programs underpinning it. It provides for annual increases in pay rates, conditions of service that include allowing staff flexibility in planning their personal commitments. It encourages a healthy lifestyle and reinforces initiatives that foster skills and career development and a safe and healthy work environment.
A key commitment made by management in the certified agreement is the delivery of all the underlying human resource-related policies and procedures, which was fulfilled during 2006-07. The relevant documentation is available for staff to read on our intranet.
Another key commitment in the certified agreement is that the organisation would undertake a review of its approach to performance management during the first six months of the agreement. A new online performance management tool was introduced at the beginning of the 2006-07 performance management year, with the focus being cascading business objectives from group directors to all levels of staff. In the 2007-08 performance management year, this focus will continue and there will be an increased emphasis on learning, development and personal growth. An assessment of performance against our values will also be introduced, and further enhancements to the online tool are planned during 2007-08 to accommodate this.
Statistics about certified agreements are included in the staffing statistics in Appendix F.
Australian workplace agreements
SES Australian workplace agreements
The CEO determines remuneration arrangements for Senior Executive Service (SES) staff, taking into account the individual's capacity and job requirements. General conditions of employment are agreed through comprehensive Australian workplace agreements that include individual and ASADA performance pay, superannuation and other allowances.
Non-SES Australian workplace agreements
During the 2006-07 performance management year, all non-SES employees were given the choice of being employed under the terms and conditions of the 2006-09 Certified Agreement or an individual Australian workplace agreement.
At 30 June 2007, there were seven non-SES staff members on Australian workplace agreements. Non-SES Australian workplace agreements also provide a range of benefits, such as access to individual and agency performance pay, superannuation and other allowances.
Workplace relations
We continue to consult with staff on workplace matters, and the certified agreement reinforces staff involvement in decision-making.
Performance payments
A one-off individual performance-based bonus payment is accessible to staff
who are employed under an Australian workplace agreement. Payment of a bonus
is dependent on the outcomes of an individual performance assessment and the
meeting
of predetermined personal objectives.
Bonus payments are worked out based on the performance outcome and the sliding scale of payments provided through the workplace agreement.
ASADA-wide bonus
Our certified agreement provides for an overall ASADA-wide performance bonus for eligible staff. Payments under this scheme are based on an assessment by ASADA members in consultation with the Workplace Relations Committee on our overall performance during the financial year. If ASADA members approve the overall performance of ASADA, an ASADA-wide bonus will be paid to eligible staff during the first quarter of 2007-08. Payments will be made to all eligible staff employed under the certified agreement at any stage during the preceding financial year.
Based on performance in the 2005/06 financial year, ASADA made a total payment
of $111,715 in performance-based bonus payments to 43 eligible employees during
the 2006-07 performance management year. Any bonus payments linked to performance
outcomes of eligible employees for 2006-07 will be made by the end of the
first quarter
of 2007-08.
Individual Australian workplace agreements also provide for an ASADA bonus, which will be paid during the first quarter of 2007-08 to eligible staff if we achieve our business objectives.
Peer recognition
The ASADA certified agreement provides for a peer reward system, which supports our commitment to acknowledging and rewarding outstanding performance of individuals and teams. The system gives staff the opportunity to recognise outstanding performances that demonstrate our core values. A number of staff members received peer recognition during the 2006-07 year.
Non-salary benefits
Non-salary benefits available to ASADA staff include:
- a health and fitness allowance
- rewards and recognitions
- car benefits
- greenfleet memberships and subsidy
- employee assistance program, and
- study assistance.
Workplace diversity
ASADA is committed to creating an inclusive work environment that is free
from harassment and enables staff to contribute to their full potential. Our
three-year
(2006-09) workplace diversity program outlines initiatives that will help
us build
a harmonious, productive and rewarding workplace.
Our certified agreement demonstrates our ongoing commitment to family-friendly and work-life balance practices, including flexible working arrangements and leave provisions.
ASADA staff returning from maternity or partner leave have access to part-time work where operational requirements permit.
Staff may seek approval to work from home through the provisions of the Working from Home Policy.
At 30 June 2007, 46 per cent of ASADA's staff were female. This five included employees in the Doping Control Sample Collection team.
Full details of our workplace diversity statistics are included in Appendix F.
Workforce planning, staff turnover and retention
A critical human resource issue for ASADA is to develop a workforce plan that will address key risks to maintaining organisational capability.
Regular workforce planning forums are scheduled for 2007-08 and the development
of a comprehensive workforce plan is a priority for the forum. An important component of the proposed plan is an
action plan suggesting interventions, address major workforce risks, such as the need to support organisational
development, promote career progression, and attract and retain key capabilities.
Turnover during 2005-06 was 3.9 per cent, which is an increase on previous
years.
This increased trend has continued during 2006-07, with turnover averaging
8.5 per cent over the year. This has been due to a number of reasons,
including changes to the organisational structure, and the movement of staff to external
opportunities. These have included a large proportion of transfers and
promotions within the Australian Public Service.
On leaving ASADA, employees have been offered the opportunity to undertake an 'exit' survey. The results of these surveys are periodically presented to the ASADA Executive team to identify opportunities for improvement and affirm the positive experiences that employees have had. Whilst losing some key and valued team members during the last financial year, ASADA has been able to attract significant new talent.
Regular workforce planning forums are scheduled for 2007-08 and the development of a comprehensive workforce plan as integral part of the workforce planning framework is a priority for the forum.
Learning and development
ASADA's learning and development activities focused on fostering the capability of all staff in line with the business requirements. A corporate learning and development plan was developed during the 2006-07 year and some highlights were:
- a workshop for all doping control officers
- introduction to financial management (for business unit managers)
- media training (for group directors)
- time management using a specific IT tool (all ASADA officers)
- provision of a studies assistance program for staff undertaking tertiary study
- funding for staff to undertake external training and attend conferences/seminars relevant to their work and individual learning needs, and
- ongoing access to a range of e-learning opportunities.
All individuals were encouraged to develop learning and development plans as an integral part of their performance management planning.
Ensuring that all staff have adequate time in their annual work plan to undertake individual learning and development has been a challenge, due to the large number of competing critical business priorities. However, with a number of existing staff performing new roles and a large number of new recruits joining ASADA, there has been a significant amount of individual learning and development undertaken to equip people with the skills and knowledge to perform their new roles successfully.
The executive team recognises the continuing need to ensure individual and team learning and development remain a priority. We are continuing to address this in the development of performance management agreements and individual learning and development plans, as well as in the context of the workforce planning framework.
Occupational health and safety
ASADA has a full complement of trained health and safety staff representatives, including a Workplace Harassment Contact Officer, First Aid Officers, fire officers, a Rehabilitation Case Manager, as well as a Health and Safety Committee.
In the final quarter of 2006-07, ASADA commissioned an independent external audit to assess whether ASADA is meeting its statutory responsibilities as an employer under the Act by maintaining a working environment that is safe and without risk to health. Specifically the objectives of the review were to:
- determine the extent to which ASADA's Occupational Health & Safety Management System (OHSMS) meets the legislative requirements of the Occupational Health and Safety Act 1991, the Occupational Health and Safety (Safety Arrangements) Regulations 1991 and the Occupational Health and Safety (Safety Standards) Regulations 1994
- determine the preparedness of ASADA for the upcoming legislative changes
- highlight where OH&S effort should focus to overcome shortcomings in the existing system, and
- identify any 'better practice' OH&S initiatives in place in the field.
The final outcomes of the audit and associated report will be made available
to ASADA
in the 2007-08 year.
ASADA staff members with the Minister for the Arts and Sport, Senator the Hon. George Brandis (front, far right)
Commonwealth disability strategy
ASADA is committed to providing employment opportunities that support a physical working environment and underpinning workplace conditions that are healthy, safe, and ensure equal access for all employees. We do this through the development and regular review of our employment-related policies, procedures, programs and practices and, where applicable, by applying appropriate consultation processes. Areas of policy, procedural and program development and review include:
- occupational health and safety
- recruitment and selection
- induction
- remuneration
- training and development, and
- individual performance monitoring and management.
The Workplace Diversity Program for 2006-09 picks up on the following elements and measures, and it will be provided for future reporting purposes:
- policies and practices
- fair treatment for all
- making the best use of our diversity
- balancing home and work
- building on equal employment opportunity gains
- making sure ASADA is an attractive place to work and is a workplace of choice, and
- ensuring ASADA has quality stakeholder management.
IMAGE COURTESY OF THE AUSTRALIAN PARALYMPIC COMMITTEE