The Department of Housing is committed to implementing an integrated approach to workforce management that attracts and retains a diverse workforce, and enhances staff capacity and capability to deliver and contribute to whole-of-Government outcomes.
Implementing an integrated approach to workforce management to attract and retain a diverse workforce
The department's Workforce Management Strategic Plan aims to achieve an integrated approach to workforce management, attract a diverse workforce and improve staff capacity to deliver services to clients with complex needs. The plan aims to achieve this by:
- developing and implementing polices, procedures, and tools to effectively support all aspects of human resource management,
- providing professional advice and consultancy services to managers and employees ensuring good governance and decision-making,
- undertaking workforce analysis and planning to develop timely and appropriate strategies in response to broader workforce issues,
- building a collaborative and professional workforce through relational leadership and integrated approaches to learning and development,
- identifying more effective ways to communicate and disseminate information, and provide training to all employees, and
- encouraging inclusion of staff by seeking input and feedback whenever possible.
During 2007-08, all policies have been reviewed and amended to align with changes to Queensland Government Directives, and the implementation of a new whole-of-Government human resource system.
Professional advice and consultancy services were provided to managers and employees to ensure good governance and decision-making on attraction, recruitment and selection, performance management and conduct, health and safety and change management matters for staff. A number of changes were introduced to the department's attraction, recruitment and selection processes to ensure the department is able to attract and retain appropriate staff with the skills, knowledge and abilities required to deliver services to clients.
A Futures Study/Workforce Planning and Analysis workshop was convened by the department's Board of Management to develop timely and appropriate strategies in response to broader workforce issues. A range of issues were identified, including challenges in attracting and retaining staff in key professional areas. As a result, the department developed an Attraction and Retention strategy, 'Housing as an attractive employer', to enhance the department's ability to attract and retain a diverse workforce.
A Learning and Development Framework was produced to ensure a coordinated and cost effective approach to the delivery of learning and development across the department. The department also identified ways to communicate and disseminate information, and provide training to employees regardless of their location. In addition, the implementation of online learning was investigated to deliver learning and induction in a more cost-effective and timely manner.
Under the Indigenous Workforce Strategic Action Plan 2007-08, a resource kit was distributed to managers with information on a range of options for attracting and retaining Aboriginal and Torres Strait Islander employees. An Education to Employment brochure was also developed and distributed to local schools near the department's offices in regional Queensland. The brochure encourages Indigenous students to consider the broad range of career paths available within the Department of Housing.
The Indigenous Employee Network was launched in October 2007, to provide an important consultation mechanism for Indigenous staff.
In 2007-08, the department continued to attract recent university graduates through its graduate development program. This program offers graduates a 24-month structured program of work placement and personal development, including on-the-job coaching, training, work rotations, mentoring and leadership development. At 30 June 2008, 26 graduates were participating in this program.
In addition, in support of the Queensland Government's Skilling Queenslanders for Work initiative, the department recruited 30 trainees and provided them with employment pathways into the Queensland public sector.
2007 Employee Opinion Census
The 2007 Employee Opinion Census provided an important opportunity for staff to provide valuable feedback to help improve the way the department works and increase job satisfaction.
This was the first time the department conducted the census online, with over 70% of staff completing the survey - a 16% increase on the 2005 participation rate.
The results of the census show that the department is performing above the Queensland Public Service benchmark on most measures, but more importantly highlights areas of focus for improvement. The results were used in the development of workforce management strategies that address staff and departmental business needs in the delivery of one social housing system.
The census measured organisational climate, context and effectiveness, individual attributes, change management and workplace health and safety. From these results, an action plan has been developed, and implementation will focus on improving key work measures across the department.
The results of the census demonstrated:
- the organisational climate within the department is characterised by strong, supportive leadership and high levels of professional interaction,
- staff have a reasonably clear understanding of the vision of the department and role conflict is not of concern for most staff,
- staff indicated they frequently shared knowledge with their co-workers and have a very high level of accountability for their work. Trust amongst staff within the department is at a healthy level, as is individual initiative in getting work completed. Job satisfaction and quality of work life have also increased,
- work effectiveness as reported by departmental staff shows that generally staff really enjoy the customer service aspects of their job. Staff reported working very well in teams and they are also focused on performing their own tasks well. Generally, staff indicated an intention to remain in the organisation,
- change management questions revealed staff are more open to change than in the previous census undertaken. The level of openness to change now exceeds the Queensland Public Service benchmark, and
- overall, staff indicated that the focus on workplace health and safety within the department is good. Safety knowledge and motivation have increased and the ability to use safety systems is good.
Recognising our people
The department is committed to developing a culture of high performance, innovation, continuous improvement and excellence in client service. Employees are valued and recognised for their contribution and commitment to the work of the department.
Director-General's Awards
The Director-General presents awards annually to recognise the exemplary achievements of individuals, teams and work groups within the department. The 2007 awards attracted 37 nominations from individuals or teams for awards or achievement. The following project teams received major awards:
- Achievement - Inala Shopping Centre Divestment team and the project team for the implementation of the new Human Resource Management system,
- Innovation and collaboration - The Water Management program and the Roma House and Lady Bowen Trust project teams,
- Client service - Bayside Area Office and Wynnum Client Service Centre Residential Closure team,
- Diversity - The project teams for the Disability Service Plan and the Housing and Support Program,
- Leadership - Policy Outcomes Group,
- Community engagement - Management of the Palm Island Zone Plan, and
- Special award - Tenancy Management of the Wujal Wujal Community.
Premier's Awards for Excellence in Public Sector Management
The Premier's Awards for Excellence in Public Sector Management recognise and reward outstanding achievements across the Queensland public sector.
The Department of Housing was a finalist in the 2007 Premier's Awards in the 'Leadership Excellence' category for a joint submission 'Supporting the journey to recovery: Council of Australian Governments Mental Health Housing with Support Strategy'.
The submission outlined the way the department has worked with Queensland Health, Disability Services Queensland and the Department of Communities to provide clinical and non-clinical support to enable people with moderate to severe mental illnesses to live in the community through the Housing with Support Strategy.
Staff awarded for their professional excellence
Two Queensland Department of Housing officers also received Professional Excellence Awards from the Australasian Housing Institute on 4 December 2007. These awards recognise achievement by social housing professionals both in government and the private sector.
Workforce analysis
At 30 June 2008, the department employed 1,310 staff in a range of work arrangements equivalent to 1,256 full-time staff. The following table provides a breakdown of staffing by employment type.
Staffing by employment type (full-time equivalent)
| Employment type |
2006
|
2007
|
2008
|
|---|---|---|---|
| Casual |
1
|
1
|
0
|
| Permanent |
874
|
926
|
981
|
| Permanent part-time |
65
|
59
|
65
|
| Temporary |
237
|
199
|
196
|
| Temporary part-time |
20
|
15
|
14
|
| Total |
1,197
|
1,200
|
1,256
|
Source: Minimum Obligatory Human Resource Information (MOHRI) Report.
Staff may access a range of flexible work arrangements to enable them to achieve a balance between work, family and carer responsibilities. At 30 June 2008, a total of 133 staff worked part-time (equivalent to 79.11 full-time positions), with 14 of these staff taking advantage of arrangements that allow extra annual leave through the year coupled with a proportional rate of pay.
The table below shows the proportion of staff from equal opportunity employment groups.
Staff identifying with equal opportunity target groups
| Target groups |
2006 (%)
|
2007 (%)
|
2008 (%)
|
Public service target
|
|---|---|---|---|---|
| Aboriginal and Torres Strait Islander descent |
3.9
|
3.4
|
3.7
|
2.2
|
| Disability |
7.1
|
6.6
|
5.4
|
5.7
|
| Linguistically diverse background |
9.8
|
9.3
|
10.8
|
8.2
|
| Women |
63.8
|
64.9
|
66.1
|
66.4
|
Source: Employee Self Service.
The overall representation of women in the department at 30 June 2008 was 66.1%. Although the proportion of women in the department was slightly lower than the public sector average of 66.4%, the proportion of women in senior, senior officer and senior executive positions has increased in recent years and continues to be well in excess of public service targets, as outlined in the table below.
In addition, the Department of Housing's Board of Management's female membership is 58% of the total membership and the Community Housing Standards and Accreditation Council's female membership is 80% of the total membership.
Women in senior positions
| Proportion of women |
2006 (%)
|
2007 (%)
|
2008 (%)
|
2008 (%) Public Service
|
|---|---|---|---|---|
| In senior positions (AO6 classification and above - salary groups 6 to 9) |
47.7
|
47.5
|
52.5
|
35.0
|
| In senior officer and senior executive positions (salary group 9) |
42.9
|
42.9
|
45.5
|
25.0
|
The graph below shows the portion of male and female officers by salary group.
Staff profile by gender at 30 June 2008
Group 1 $0-$30,245 Group 6 $66,072-$74,620 Group 2 $30,246-$42,603 Group 7 $74,621-$83,678 Group 3 $42,604-$50,592 Group 8 $83,679-$91,445 Group 4 $50,593-$58,847 Group 9 $91,446 + Group 5 $58,848-$66,071
Source: State Government Departments Certified Agreement 2006. Note: Salary Groups are based on administrative officer equivalents in core Government agencies.
Voluntary early retirements
There were no voluntary early retirements within the department in 2007-08. Packages finalised by the department in previous years are detailed below.
| Voluntary early retirement packages |
2005—06
|
2006—07
|
2007—08
|
|---|---|---|---|
| Packages finalised |
8
|
7
|
0
|
| Cost of packages provided |
$269,919
|
$294,157
|
$0
|
Maintaining a strong focus on staff health and well-being
The Department of Housing continued a strong focus on staff health and well-being. This was achieved through the development and implementation of the Organisational Health Framework which incorporates accountability and reporting, early intervention and prevention elements. The framework is a critical document which guides the department in ensuring the safety, health and well-being of its employees and outlines strategies for achieving each of these important elements.
In 2007-08, a number of health and safety policies were reviewed to ensure they reflect current legislative requirements, including the Rehabilitation and Injury Management Policy, First Aid Policy, Workplace Harassment, Sexual Harassment and Unlawful Discrimination Policy, and the Workplace Health and Safety Policy. The review included development of terms of reference for the establishment and functions of the Organisational Health Committee, Workplace Health and Safety Officers and Representatives Network, and Harassment Referral Officer Network.
Staff were also informed about workplace health and safety issues and requirements through the department's induction program to ensure early awareness of responsibilities and the provision of early intervention strategies. In addition, a Managing Unacceptable Client Behaviour policy was developed and implemented to support staff and guide them on how to prevent and, if necessary, manage any instances of unacceptable client behaviour.
Annual workplace health and safety inspections were undertaken in all workplaces across the department, including a focus on managing client interactions as well as a first aid risk assessment. The first aid risk assessment was included to review first aid resources required for each departmental work location.
The department continues to dedicate a resource to the case management of ill and injured staff. To ensure the earliest possible identification and response to workplace illnesses and injuries, a new online incident report form was developed and implemented. This has significantly reduced the timeframe from date of incident to date of report being received, and has allowed early intervention strategies to be implemented.
The department has seen a reduction in the number of WorkCover claims, further reflecting the success of the department's increased number of early intervention measures and promotion strategies implemented within the organisation.
| WorkCover claims |
2005—06
|
2006—07
|
2007—08
|
|---|---|---|---|
| Number of claims lodged |
22
|
23
|
29
|
| Cost of claims approved |
$270,104
|
$262,721
|
$148,904
|
Department of Housing employees submitted a total of 29 workers' compensation claims in 2007-08, of which 23 claims were accepted, four were denied and two are pending. The claims were for physical injuries (16), motor vehicle-related accidents (7) and psychological injuries (6). None of the psychological injury claims lodged were accepted by WorkCover.
Enhancing staff capacity and capability to delivery and contribute to whole-of-Government outcomes
The department developed a capability framework which comprehensively identifies the key leadership, management and professional/technical/functional capabilities required to support the department's future business requirements. Work commenced on defining the specialty jobs within the department, the capabilities relating to them, as well as new approaches to job descriptions, recruitment and selection, and performance management. Extensive training was provided to the service delivery network in these areas, as well as financial management programs and financial administration training.
The Leadership and Management Development Program focuses on both management and leadership development to emphasise the balance needed between creating a shared vision, positive relationships, high performing teams and a healthy organisational culture. This program was developed in 2007-08 and consists of a range of learning and development opportunities to assess staff capabilities, develop the skills and abilities of all staff, consolidate learnings and maintain leadership and management fundamentals. It also provides opportunities to stretch and refresh leaders and managers, and reward high standards of performance.
Ethical Conduct and Governance Framework
In 2007-08, the department continued to implement initiatives under the Ethical Conduct and Governance Framework including the development and commencement of training programs on Performance Feedback and Managing Unsatisfactory Performance, and Managing Absenteeism.
As part of the department's Fraud and Corruption Control Program, fraud and corruption risks are incorporated into the department's Risk Register and reported on a quarterly basis to the Board of Management. As part of the program, training was also provided on the identification and management of fraud and corruption risks.
In addition, the department reviewed the requirement for employees to notify all conflicts between personal interests and official duties to ensure a greater level of accountability and transparency in its processes, including the implementation of appropriate strategies to manage conflicts between any employee's public and private interests.
In 2007-08, the department continued to deliver training on its revised Code of Conduct. Approximately 560 staff attended Code of Conduct training, bringing the total number of employees attending this training to approximately 1,100.
Development of an online version of the Code of Conduct training package, for incorporation in the department's online induction program, commenced in 2007-08.
The Whistleblowers Protection Act 1994 provides a scheme that, in the public interest, gives special protection to persons disclosing unlawful, negligent or improper public sector conduct or danger to public health or safety or the environment. In 2007-08, there were no disclosures made relating to or regarding the department under the Whistleblowers Protection Act 1994.
2008-2013
The department will:
- continue to undertake workforce planning to attract and retain a diverse workforce which supports a client-focused, innovative and flexible organisation,
- continue to foster strong leadership and management skills,
- enhance staff capacity and capability to provide a responsive service suited to the needs of clients, and
- maintain a strong focus on the safety and well-being of staff.
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