Principle 6: People
Further information on People can be found in the Developing Capabilities section.
Equal Employment Opportunity Management Plan 2011-2015
We consider diversity to be respecting, recognising and utilising the many different backgrounds, skills, talents and perspectives of our workforce. The Equal Employment Opportunity Management Plan is developed in accordance with Part IX of the Equal Opportunity Act 1984 and is aligned to the Office of Equal Employment Opportunity’s outcome standards framework.
In 2012, we continued our focus to improve development and promotional opportunities for women through our Women in Management Strategy and Action Plan. For more information on our 2012 initiatives, please refer to the Developing Capabilities section.
Main Roads has implemented a new framework which enhances our Aboriginal traineeship opportunities across the organisation. Through partnerships with the ROADS Foundation and a streamlined approach, we are able to provide tailored traineeships on an ongoing basis. The Equity Index table below shows how we track areas of diversity.
Areas of Diversity |
2011 |
2012 |
2013 |
|||
Representation |
Index |
Representation |
Index |
Representation |
Index |
|
Women |
28.6% |
54.9 |
28.6% |
54.9 |
29.1% |
54.9 |
Culturally Diverse Background |
9.8% |
106.1 |
9.8% |
106.1 |
17.5% |
92.1 |
People with Disabilities |
1.8% |
79.1 |
1.8% |
79.1 |
3.6% |
85.1 |
Aboriginal Australians |
0.9% |
21.1 |
0.9% |
21.1 |
1.8% |
35.7 |
*The above data is based on the FTE values as at 30 June 2013.
Our Recruitment Guidelines
This year was a busy year for our Attraction and Retention Branch. Recruitment commenced for several high level, specialist roles in a variety of technical areas. These roles are crucial to the on-time delivery of our upcoming key infrastructure projects.
Our target was to complete 90% of our recruitment actions within 30 days. While we did not achieve the ambitious target, we did achieve an average nearing 80% providing additional benefits of improving our candidate care, customer service and solidifying relationships across our directorates.
Human Capital Management
We take a strategic and commercial approach to human resource management and aim to link all human resource activities and projects with our new 2020 Strategic Plan. This is done through human capital management strategies that aim to create a competent and knowledgeable workforce, build and sustain effective work practices, improve performance and establish return on investment.
A number of tools measure and track the capability, development and value of our human capital. Whilst some have yet to be developed, they will include the Human Capital and Productivity Dashboard, Operational Analyses and Human Capital assessments of functional areas and projects. Human Capital assessments, for example, aim to identify courses of action that will maximise value for money, improve labour resource allocation and utilise innovation to improve organisational outcomes.
Through the effective and focused analysis of human capital data to drive the productivity of our workforce, we will be better able to respond to and anticipate changes in our external environment, as well as contribute to improved organisational outcomes to benefit the Transport Portfolio and the community.
Individual Development System
The Individual Development Plan (IDP) detects the developmental needs of employees and provides a discussion platform for career planning and progression. It also provides the opportunity to identify how employees specifically contribute towards our Strategic Plan and how personal behaviours reflect our values. At a corporate level, data collected from the IDP is used to uncover and manage skill gaps across the organisation. Combined with workforce planning data, the information is used to develop corporate programs and short training courses.
During the year, 60% of the eligible workforce completed the IDP representing a similar completion level to the previous year. We continued to offer a high degree of access to targeted learning and developmental opportunities. Our new online system has been finalised which should better support the individual development and performance management process. This new system, was piloted mid-June 2013, and will be rolled out with a rebranded IDP process. A main component of the redesigned process is competency development which is aligned to support the achievement of performance objectives. With strong promotion from senior management and its simplified process, it is anticipated that completion rates will be maximised, resulting in more accurate information being gathered for needs analysis.
Compliance with Public Sector Standards and Ethical Codes
Compliance issues that arose during the year regarding the Public Sector Standards included lodgement of five breach claims against recruitment, selection and appointment processes and three against the Grievance Standard. The majority were subsequently dismissed. With respect to one breach, recommendations were made to document the decision making process to demonstrate how employee concerns were considered as part of the process. Every year we take steps to enhance processes to ensure compliance including:
- Providing information about Public Sector Standards and Codes of Conduct on our intranet and including this information in induction material
- Corresponding with applicants on recruitment, selection and appointment processes with details on how to access the Public Sector Standards
- Ongoing training provided to recruitment and selection panel members to ensure compliance
- Providing an experienced independent person on all recruitment and selection panel
- Providing a network of Grievance Officers
- Reviewing and auditing all recruitment, selection and appointment processes both permanent and temporary, to ensure compliance.
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