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Strategic priority 1: Shaping the APS workforce

Source of criteria: 2018–19 Portfolio Budget Statements, page 144; Corporate Plan 2018–19, page 7, 10 and 11.

Table 2: Results for objective 1.1.

OBJECTIVE 1.1 – SUPPORT THE GOVERNMENT’S REFORM AGENDA

Deliverable

Key Performance Indicator

2018–19 results

Partially Achieved

Whole–of–APS workforce strategy is developed in partnership with APS agencies and reflects the future needs of the APS.

Strategy endorsed by the Secretaries Board by the end of June 2019.

Research and analysis to inform a whole–of–APS workforce strategy was undertaken. The strategy continues to be developed and will be informed by the outcomes of the Independent Review of the APS.

Whole–of–APS workforce strategy and APS agencies’ role in implementation is clearly communicated to APS agencies.

APS agencies demonstrate current or planned initiatives that support the whole–of–APS workforce strategy.

Finalisation of the whole–of–APS workforce strategy has been delayed pending the outcomes of the Independent Review of the APS.

Table 3: Results for objective 1.2.

OBJECTIVE 1.2 – FOSTER AN APS WORKFORCE THAT REFLECTS THE DIVERSITY OF THE AUSTRALIAN POPULATION

Deliverable

Key Performance Indicator

2018–19 results

Achieved

Evidence–based learning and guidance material that supports women progressing to leadership positions.

Feedback indicates learning and guidance material is useful.

Three evidence–based reports and guidance materials were developed and published to support women progressing to leadership positions in the APS.

Affirmative measures are used for entry and middle management level recruitment programs.

Increase in the representation of Aboriginal and Torres Strait Islander peoples and people with disability in the APS.

There was a positive shift from the previous year in the number of vacancy notices published in the APS Employment Gazette applying the s26 Affirmative Measure–Indigenous Employment and s27 Affirmative Measure Disability provisions of the Commissioner’s Directions 2016.

Representation of Aboriginal and Torres Strait Islander employees in the APS has improved, and representation of employees with disability has been stable.

At 30 June 2019, Aboriginal and Torres Strait Islander employees represented 3.5 per cent of the APS workforce, while employees with disability represented 3.7 per cent.

Data Source: APS Employment Database, 30 June 2019

Develop a whole–of–APS Inclusion Strategy in partnership with APS agencies.

Development approach endorsed by the Secretaries Equality and Diversity Council (SEDC).

The Commission worked with APS agencies to prepare a timeline and strategic approach for developing a whole–of–APS Inclusion Strategy. APSC progressed within the reporting period, with the approach being endorsed at an SEDC meeting on 4 July 2019.

Table 4: Results for objective 1.3.

OBJECTIVE 1.3 – SUPPORT AND GUIDE WORKFORCE PLANNING CAPABILITY AND PRACTICES

Deliverable

Key Performance Indicator

2018–19 results

Achieved

Commission–facilitated activities to promote sharing of best practice in APS workforce planning.

Feedback from attendees indicates value and relevance.

Surveys recorded satisfaction rates of 75 per cent or higher for a range of activities the Commission coordinated to bring together APS workforce planning practitioners, as well as practitioners from state and territory governments.

Relevant HR metrics that assist in strategic workforce planning and benchmarking are provided to APS agencies within agreed timeframes.

Feedback from key stakeholders demonstrates a high level of satisfaction with the accessibility, quality and timeliness of advice, planning tools and data provided.

An evaluation survey found more than 80 per cent of reported satisfaction with the APS employee census reporting products. Many agencies indicated they routinely use a number of Commission products and information portals to assist in their workforce planning and to build capability within their agencies. Across 2017–18 and 2018–19 fewer than 7 agencies report not using any Commission products.

Positive feedback has been received on the range of HR metrics the Commission provided APS agencies. These metrics assisted agencies in strategic workforce management, including workforce statistics and trends; to form opinions on workforce management practices and remuneration; and to build capability.

Table 5: Results for objective 1.4.

OBJECTIVE 1.4 – IMPROVE THE QUALITY OF TALENT MANAGEMENT PRACTICES ACROSS THE APS

Deliverable

Key Performance Indicator

2018–19 results

Achieved

Effective Secretaries and Deputy Secretaries Talent Councils.

Feedback from key stakeholders indicates the Talent Councils are supported to operate effectively.

The Talent Councils continued to focus on identifying and developing talent at senior levels of the APS. Feedback from Talent Council members indicated the Commission is continuing to provide appropriate support for the effective operation of the Talent Councils.

In 2018–19, the Secretaries Talent Council committed to assessing the entire pool of Band 3 senior executive officers, signalling its intent to build the capability of this cohort of senior leaders, as well as the value of the insights gained from the talent assessments already delivered.

Updated tools and reference material promoting better practice are available to APS agencies.

Feedback from agencies indicates that tools and guidance material are useful.

Tools and guidance were updated by the Commission in collaboration with agencies.

The Commission is currently piloting an approach that builds and tests supporting tools and guidance to enable agencies to better manage their executive talent, as part of developing agencies’ talent management practices for Executive Level 2 officers.