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Management of human resources

At 30 June 2020, APRA’s total permanent employee number was 786.8 on a full-time equivalent (FTE) basis, which was an increase of 120.1 from 666.7 at 30 June 2019 (see Figure 2).

Figure 2 – Total FTE employees as at 30 June 2020 Total FTE employees 2010-2020, including senior staff and other staff

Full-time equivalent employees by level and gender

Female

Male

Grand Total

LVL 1

22.7

23.7

46.4

LVL 2

50.4

35.0

85.4

LVL 3

100.2

107.5

207.7

LVL 4

127.8

183.3

311.1

LVL 5

30.3

68.4

98.7

GNRL

13.5

14.0

27.5

EXEC

3.0

3.0

6.0

MEMBER

1.0

3.0

4.0

Total (FTE)

348.9

437.9

786.8

Figure 3 – Voluntary turnover rate  Voluntary turnover rate 2010-2020

APRA’s voluntary turnover decreased from 11.8 per cent in 2018/19 to 10.1 per cent during 2019/20.

APRA is focused on maintaining a highly skilled workforce with a combination of supervisory and industry expertise. This is essential for a supervision-led regulator such as APRA, which relies on the judgement and experience of its employees to achieve sound prudential outcomes. APRA sought during the year to broaden its talent acquisition to attract and retain more highly skilled employees in areas of particular need, such as policy, specialist risk, enforcement and resolution, hiring more than 200 new specialists in 2019/20. APRA also continued its well-regarded graduate program, employing 21 graduates in 2019/20.

While APRA has been reasonably successful in developing and retaining employees with supervisory experience, overall experience levels have declined in recent years (see Figure 4), particularly in the past year during a period of substantial recruitment (see Figure 5).

Figure 4 – Employee supervisory experience levels (in years) *Average years of prudential supervision experience (inc predecessor agency)*Average years of relevant industry experience

Figure 5 – External recruitment External recruitment 2010-2020The number of external hires in a given year

External recruitment by level and gender

Female

Male

Grand Total

LVL 1

13

14

27

LVL 2

11

16

27

LVL 3

26

26

52

LVL 4

39

42

81

LVL 5

4

9

13

GNRL

2

3

5

EXEC

1

0

1

Total

96

110

206

Talent and development

In 2019/20, APRA focused on strengthening the capability of leaders through prioritising a broad range of leadership development programs. These included an inclusive leadership program for senior leaders, leading for wellbeing programs, a greater focus on the neuroscience of leading, and ensuring leaders and managers are skilled to lead a high performance organisation through effective coaching and feedback.

APRA’s newly embedded performance framework and associated behavioural capability framework provides leaders and employees with an objective basis for career and development performance management discussions. The framework enables employees to have a clearer view of their performance and career advancement options across the organisation.

Building organisational and individual capabilities remains a priority for APRA. In 2019/20 APRA created the Supervision Training Academy to train and upskill our supervisors, respond to changing expectations and uplift our enforcement and cyber capabilities. APRA has also broadened its training and development offerings more generally by using more diverse and specialised digital platforms, as well as traditional face-to-face learning. A significant and seamless shift occurred in the fourth quarter to respond to the unfolding COVID-19 pandemic, with learning and development programs and graduate recruitment transitioning online. In addition, a significant emphasis has been placed on delivering new, enhanced and focused wellbeing programs and resilience training to ensure APRA is safeguarding the wellbeing of all employees throughout this period.

Support for employees undertaking postgraduate study continued in 2019/20, with 45 employees participating in the studies support program.

Table 1 – Learning and development activities

Key training metrics

2018

2019

2020

Training spend per employee

$3,225

$2,438

$2,624

Percentage of employees provided with training

100

100

100

Training sessions per employeeing sessions per employee

12.5

10.3

12.6

Training days per employee

3.0

3.0

2.2

Number of internal courses offered

275

211

283

Employees undertaking formal post-graduate studies

43

42

45

APRA and diversity

APRA believes that to successfully fulfil its mandate, every employee should have the opportunity to reach their true potential. In practice, this means creating and cultivating an environment where every employee, regardless of background or personal circumstances, feels valued, included and able to contribute fully to the work and social life of the organisation.

Table 2 - Diversity and inclusion characteristics across employees (by total headcount)

Female

Male

ATSI1

CALD2

PWD3

LVL 1

23

24

0

0

0

LVL 2

52

35

0

24

1

LVL 3

105

108

2

70

0

LVL 4

136

186

0

93

2

LVL 5

32

69

0

20

1

GNRL

14

14

0

4

0

EXEC

4

6

0

1

0

TOTAL

366

442

2

218

4

1 Aboriginal and Torres Strait Islanders (ATSI)

2 Culturally and Linguistically Diverse (CALD)

3 People with Disabilities (PWD)

2019/20 progress

In 2019/20, APRA restructured its Inclusion and Diversity Council to strengthen senior executive leadership accountability in driving ongoing improvement. It is now chaired by APRA’s Chair, with community streams sponsored by the Executive Directors and supported by representatives of People & Culture. Stream activities continued throughout the year, with many adapting to virtual formats over the COVID-19 period.

Gender diversity in senior roles

The proportion of females in senior roles (Level 5 and above) was unchanged at 36 per cent in 2020. Females in Level 4 roles increased from 39 per cent in 2019 to 42 per cent in 2020. At the General Manager levels, women occupied 50 per cent of positions at 30 June 2020.

 29% in 2019, 42% in 2020

Culturally and linguistically diverse (CALD) employees

Overall, 27 per cent of APRA employees in 2019/20 came from culturally and linguistically diverse backgrounds, including 18 per cent of senior employees.

 25%+

Flexibility - if not, why not?

APRA’s policy of ‘Flexibility for all – if not, why not?’ has continued to see significant uptake by employees on formal flexible working arrangements. At March 2020, pre COVID-19, 40 per cent of APRA’s workforce was on a formal flexible working arrangement.

APRA’s approach to flexibility has enabled the organisation to adapt in the current COVID-19 environment seamlessly, with almost all employees working remotely for many months.