DownloadManagement of Human Resources
Certified Agreement
The 2006-2009 Certified Agreement came into operation on 8 March 2006. The Certified Agreement provides for increased pay rates, conditions of service including allowing staff more flexibility in planning their personal commitments, and reinforces initiatives that foster skills and career development and a healthy work environment.
The process for renewing the Certified Agreement involved consultation and negotiation between the ASDA CEO and his representative and the members of the Workplace Relations Committee.
A key commitment made by management was the delivery of all the underlying Human Resource related policies within the first six months of the agreement’s operation. This commitment is expected to be completed by the deadline.
Another key commitment in the new Certified Agreement was that the organisation would undertake a review of its approach to performance management during the first six months of the Agreement’s life. The Executive team and Workplace Relations Committee supported the introduction of a new online Performance Management System tool which is being fully implemented in August 2006 with the first review being undertaken in October 2006. The performance management system underpinning the new tool has similar principles to those of the previous ‘Growth Factor’ system but with a new focus on cascading business objectives from Group Directors to all levels of staff.
Further statistics regarding Certified Agreements are available in the Staffing statistics at Appendix J.
Australian Workplace Agreements
Senior Executive Service (SES) Australian Workplace Agreements
Remuneration arrangements for Senior Executive Service (SES) staff are determined by the Chair, having regard to individual capacity and job requirements. General conditions of employment are agreed through comprehensive Australian Workplace Agreements which include performance pay, superannuation, and other allowances.
Non-SES Australian Workplace Agreements
As at 30 June 2006 there were two non-SES staff on Australian Workplace Agreements. Non-SES Australian Workplace Agreements provide a range of benefits such as access to individual performance based pay and non salary items.
Further statistics regarding Australian Workplace Agreements are available in the Staffing statistics at Appendix J.
Workplace relations
ASADA continues to consult with staff on workplace matters and the Certified Agreement reinforces staff involvement in decision making.
The primary conduit for consultation is the Workplace Relations Committee, comprising four members elected by ASADA staff on a two-year basis. There is a commitment in the new Certified Agreement to elect a new Committee within six months of the Certification of the Agreement. The committee meets with the Chair to discuss a wide range of employment-related matters.
Performance payments
Australian Workplace Agreement
One-off individual performance bonus payments are available only to staff who are party to an Australian Workplace Agreement. Provision of a bonus is dependent on an individual performance assessment and the meeting of predetermined objectives.
Bonus payments are determined from the performance outcome and the sliding scale of payment outcomes provided through the Workplace Agreement.
Since commencement of operations on March 14 2006 until 30 June 2006 ASADA has made no performance payments.
Authority Bonus
The ASADA Certified Agreement provides for an overall Authority wide performance bonus. Payments under this scheme are based on an assessment by the ASADA Members in consultation with the Workplace Relations Committee on the performance of the Authority during the financial year. If the ASADA Members approve, an Authority wide bonus will be paid in early 2006–2007 to eligible staff to reflect their contribution to both ASDA’s and ASADA’s performance over the 2005–2006 year. Payments will be made to all eligible staff employed under the Certified Agreement at any stage during the preceding financial year.
Peer recognition
A peer award system supports the Authority’s commitment to acknowledging and rewarding outstanding performance of individuals and teams. The system provides staff with the opportunity to recognise outstanding performance which demonstrates the organisation’s core values. Staff showed a high level of commitment to this scheme with a number of individuals and teams receiving peer recognition during the 2005–2006 year.
Workforce Planning
A critical human resource issue for ASADA will be to develop a workforce plan that will, over the next five years, address key risks to maintaining organisational capability.
An important component of the proposed plan is an action plan suggesting interventions to address major workforce risks such as the need to support career progression and attract and retain capability.
Staffing Overview
On 30 June 2006, ASADA had 47 staff (43 ongoing and 4 non-ongoing) and employed 430 staff on a casual basis as part of the Doping Control sample collection team.
Detailed staffing statistics are at Appendix J.
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.
ASADA’s Workplace Diversity Plan outlines initiatives that are helping ASADA build a harmonious productive and rewarding workplace.
ASADA’s Certified Agreement demonstrates ASADA’s 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 have access to home-based work through the revised Home-Based Work Policy.
As at 30 June 2006, 55 percent of ASADA’s permanent staff were female.
Full details of ASADA’s workplace diversity statistics are at Appendix J.
Workforce planning, staff turnover and retention
During recent years ASDA had recorded low staff turnover; during the 2005-06 year this has changed with an increase in turnover to 3.9 percent. This has been due to a number of reasons including changes to the organisational structure and culture and the movement of staff to external opportunities which have included a number of promotions to other organisations. Whilst losing some key and valued team members ASADA has managed to attract significant new talent to the Authority.
The organisation’s quarterly workforce planning meetings were put on hold during the transition to the new ASADA Organisational structure and simultaneous change management process. These meetings are to be resumed early in the 2006-07 year and be a key part of the organisations comprehensive workforce planning framework.
ASADA staff attended an ASADA launch conference.
Learning and development
The Authority’s learning and development activities focused on fostering the capability of all staff in line with the business requirements. Highlights included:
- a two day whole of Authority conference which focussed on the implementation of the new strategic plan, mission and values and the significance to staff of the transition to the Australian Public Service
- a two day workshop for all Doping Control Officers
- the provision of a studies assistance program to undertake tertiary study
- funding for staff to undertake external training and attend conferences/seminars, relevant to their work and individual learning needs
- ongoing access to a suite of e-learning opportunities.
Ensuring that all staff have adequate time in their annual work plan to undertake individual learning and development has again been a challenge for the organisation during 2005-06 due to the large number of competing business critical priorities and a significant change management process as ASDA transitioned to ASADA.
The Executive team recognises that there is a need to ensure that the value on individual and team learning and development continues to be a priority. This is being addressed in the development of new performance management agreements for all staff in 2006-07 as well as in the context of the workforce planning framework.
Occupational Health and Safety (OH&S)
The following information is provided in accordance with subsection 74(1) of the Occupational Health and Safety Act 1991.
The Authority has strengthened its ‘in-house’ expertise in the area of OH&S with the establishment of a new Health and Safety Committee and the appointment of new Health and Safety Representatives, Harassment Contact Officers, First Aid Officers, Fire Officers and a Rehabilitation Case Manager. All training for these appointments has been completed with the exception of one Health and Safety Representative who is to be formally trained in 2006-07.
The Health and Safety Committee aims to meet on a quarterly basis and focuses on key areas including reviews of:
- OH&S Policies
- current OH&S Action Plan
- implications of changes to OH&S legislation.
Commonwealth Disability Strategy
The Authority is committed to providing employment opportunities that support a physical working environment and underpinning workplace conditions which are healthy, safe and ensure equal access for all employees.
The organisation does this through the development and regular review of its employment related policies, procedures, programs and practices and where applicable in the application of appropriate consultation processes. Areas of policy, procedural and program development and review include:
- OH&S
- recruitment and selection
- induction
- remuneration
- training and development
- individual performance monitoring and management.
Upon transition to the APS, the Authority recently reviewed its Diversity commitments and has developed a new Workplace Diversity Program for 2006-09 which will pick up on the following elements and will provide measures for future reporting purposes:
- policies and practices
- fair treatment for all
- making best use of our diversity
- balancing home and work
- building on Equal Employment Opportunity gains
- ensuring ASADA is an attractive place to work and is a workplace of choice
- ensuring ASADA has quality stakeholder management.