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Workforce Composition

ARPC is comprised of 23 employees who contribute toward the achievement of strategic objectives through a blend of general professional and specialised skills and experience. The 23 employees are all based in Sydney and comprise 21 full-time roles, one part-time role and a part-time intern. As at 30 June 2020, there were two vacant positions.

ARPC’s Diversity and Equal Employment Opportunity (EEO) policies are provided by the Treasury under the MoU. We strive to provide a workplace that demonstrates diversity and EEO through our recruitment processes and ongoing operational activities. We also provide flexible work-life balance opportunities such as working remotely and within extended hours.

As at 30 June 2020, ARPC met the indigenous employment target of 3 per cent set by the Australian Government in response to the Forrest Review through recruitment of an indigenous intern through the Career Trackers program.

The following figure displays the workforce composition by organisational level (classification), gender, cultural background and tenure as at 30 June 2020.

Number of permanent employees by organisational level (classification) and gender (as at 30 June 2020) Number of permanent employees by organisational level (classification) and gender (as at 30 June 2020)

Included in the above figures is an indigenous-identified internship position.

Strong Employee Performance

Length of service as at 30 June 2020 Length of service as at 30 June 2020

Age Diversity as at 30 June 2020 Age Diversity as at 30 June 2020

Cultural Diversity as at 30 June 2020 Cultural Diversity as at 30 June 2020

The performance objectives are established by all employees at the commencement of each performance year in alignment with strategic organisational objectives. Performance conversations are held frequently during the year, and formal discussions are held both mid-year and on conclusion of the performance period. The aim of the performance framework is to support an ongoing focus on performance against objectives and to provide timely and meaningful feedback regarding progress whilst also identifying opportunities for improvement, development and growth.

The framework appraises employees on an equal weighting of both outcomes and behaviours:

  • achievement of outcomes against specific role-based objectives, and
  • demonstration of organisational level (classification) appropriate behaviours (based on the Australian Public Service Integrated Leadership System) and ARPC’s values

Supported by Human Resources, final performance ratings are calibrated and finalised during a collaborative leadership team discussion.

Performance for all employees is evaluated based on a five-point rating scale (from 1, ‘not meeting standard’ to 5, ‘exceeds standard’). A satisfactory rating of 3 is required for salary advancement.

In 2019-20 all employees met performance expectations and the majority of employees met standard to a high degree or exceeded standard.