The Mint’s Human Resources Management Information System— called CHRIS21—provides detailed metrics to underscore workforce planning and staff management. Senior managers use these reports to plan and forecast trends, develop succession plans and help manage short and long term resources to ensure business objectives are met.
The Mint manages its performance through individual work plans based on business or competency outcomes depending on the staff member’s role. The Mint remains focused on individual accountability for own performance, and accountability is embedded as a requirement in the individual work plans of all staff.
The development of competencies and key performance indicators across business units provides quantifiable performance measures to help assess performance.
As in previous years, managers and supervisors were assessed through 180-degree feedback from their direct staff and peers. Comprehensive leadership training was also provided to supervisors and middle managers.
The Mint continues to evaluate existing positions to ensure that staff are in roles that best enable the Mint to achieve the business goals and outcomes identified in its corporate plan and other strategic business planning documents.
The Mint Enterprise Agreement 2016–2019 remains in effect.
In March 2019 a determination under subsection 24(1) of the Public Service Act 1999 was implemented to increase salary rates over the next three years. The first two per cent increase was applied on 29 March 2019.
The Mint has a range of formal and informal consultative mechanisms, including the Mint Consultative Committee. Chaired by the Chief Executive Officer, the committee comprises management and employee representatives, representatives from the Community and Public Sector Union, the Australian Manufacturing Workers Union and the Professional Officers Union.
Recruitment Succession Planning
Recruitment has been consistent, with non-ongoing and casual positions recruited to fill the peaks and troughs of the Mint’s production schedule. The change in recruitment processes has given the Mint some flexibility to take on short-term staff.
To manage an ageing workforce, the Mint supports and reinforces to staff their responsibility for managing health and wellbeing.
The Mint organises or subsidises health and fitness initiatives for staff such as the WellMint program. Flexible working arrangements are in place for staff contemplating retirement.
The Mint offered two engineering internships in 2018–19 and welcomed two international interns, one in Quality and another in Marketing.
The Mint continued to invest in staff development in 2018–19 to ensure skills match the existing and future requirements of the business. For the sixth year, the Learning and Development Coordinator conducted the Mint’s Leading Minties training program.
This internally developed training, coaching and mentoring initiative is designed for high performing staff with leadership potential. A total of 91 staff completed the program over the past six years. This year eight team leaders, who identify English as their second language, attended the Leading Minties program to develop their leadership skills and enhance their language proficiency. Significant external training for production staff was also managed by the Mint’s learning and development coordinator, in line with the individual learning plans and business needs of staff members.
A total of 232 staff undertook training courses within a budget of $250 000, including in:
- tertiary subjects
- executive development
- computer skills, and
- auditing and finance.
All staff are employed under the Public Service Act 1999. Staffing information is provided in the Data Templates.
The Mint’s Enterprise Agreement has provisions to ensure staff can balance work, family and other caring responsibilities. Part-time and flexible working hours are available to all employees.
Disability Reporting Mechanism
Since 1994 Commonwealth departments and agencies have reported on their performance as policy adviser, purchaser, employer, regulator and provider under the Commonwealth Disability Strategy. In 2007–08 reporting on the employer role was transferred to the Australian Public Service Commission’s State of Service reports and the APS Statistical Bulletin. These reports are available at www.apsc.gov.au
From 2010–11, departments and agencies have no longer been required to report on these functions.
The Commonwealth Disability Strategy has been replaced by the National Disability Strategy 2010– 2020. It sets out a 10-year national policy framework to improve the lives of people with disability, promote participation and create a more inclusive society. A high-level, two-yearly report will track progress against each of the strategy’s six outcome areas and present a picture of how people with disability are faring. The first of these progress reports was published in 2014 and can be found at www.dss.gov.au
The Mint’s social club had another successful year in 2018–19 and helped provide a social and inclusive environment for all staff. The club organised activities such as sausage sizzle lunches, fortnightly raffles, themed morning teas and lunches, competitions, a multicultural luncheon and a Melbourne Cup luncheon. The Mint’s end-of-year party at Southern Cross Club Woden was half-funded by the social club from money raised through activities during the year.