Continuing to undertake workforce management and planning to attract and retain a diverse workforce which supports a client-focused, innovative and flexible organisation
The Department of Housing applied an integrated approach to workforce management to support a diverse and capable workforce to deliver housing services in Queensland. The department provided a supportive environment in which staff could participate and contribute to housing outcomes for the people of Queensland and the social and diverse cultural life of the organisation.
The department was committed to attracting and retaining a diverse workforce with the experience, skills, knowledge and personal qualities required to implement and maintain quality services for Queensland households. The Workforce Management Strategic Plan 2008-2013 outlined how the department maintained an integrated approach to workforce management through:
- improving the leadership and management capacity of employees and developing professional and functional expertise through a range of pathways including study and research assistance
- empowering employees to make decisions and contribute to the development of innovative services
- giving employees the opportunity to provide feedback on the department's progress toward its workforce management goals
- managing changes to create the organisational flexibility required to adapt to future challenges
- putting into practice prevention and early intervention initiatives to ensure work environments were inclusive, safe and healthy.
Continuing to foster strong leadership and management skills
The Leadership and Management Development Program focused on both management and leadership development to emphasise the balance required between creating a shared vision, positive relationships, high performing teams, and a healthy organisational culture. It also promoted the need to ensure the achievement of outcomes using the resources available in the context of ethical and accountable Government.
From 1 July 2008 to 31 March 2009, the department provided the following courses and programs for staff in leadership and management roles:
- Certificate IV Frontline Management
- Practical People Management Program
- Executive Leadership and Management Program
- Stepping Stones Mentoring Program
- leadership coaching
- career coaching
- executive/senior officer mobility (external and internal).
In addition, the department provided staff in leadership and management roles access to:
- 360 degree leadership feedback
- online tools and information
- non-accredited courses
- conferences, forums and committees
- professional memberships.
Maintaining a strong focus on the safety and well-being of staff
The department's continued focus on staff health and well-being was enhanced by the implementation of a number of new initiatives under the Organisational Health Framework which incorporated accountability and reporting, early intervention, and prevention elements.
Between 1 July 2008 and 31 March 2009, the department established a number of new workplace health and safety networks for Harassment Referral Officers, First Aid Officers and Workplace Health and Safety Officers/Representatives. These networks reported to the Board of Management via the department's Organisational Health Committee which was also established during this period.
The department implemented an Anti-Discrimination Commission of Queensland training program for the prevention of workplace harassment, sexual harassment, and unlawful discrimination as part of its prevention of psychological injury program.
The department continued to dedicate a resource to the case management of ill and injured staff. An early intervention program was introduced to assist in identifying employees who may need assistance and/or support to manage their illness or injury whether or not a WorkCover claim is associated with that illness or injury.
In recognition of the differing health and safety issues that may be encountered by staff travelling and working in remote and regional locations, the Remote and Rural Workplace Health and Safety Strategy was implemented.
An online resource called Employee Well-being and Management was launched by the department, and contained a variety of resources to assist staff achieve and maintain a healthy work/life balance. Links to information about healthy activities, health advice sites, and assistance and advice around mental health issues formed part of this resource.
Promoting work/life balance
Staff could access a range of flexible work arrangements to enable them to achieve a balance between work, family, and carer responsibilities. At 26 March 2009, a total of 162 staff worked part-time (equivalent to 99.4 full-time positions), with 18 of these staff taking advantage of arrangements that allowed extra annual leave through the year, coupled with a proportional rate of pay.
Supporting women's career development
The overall representation of women in the department at 26 March 2009 was 67.1% with the proportion of women in the department similar to the public sector average of 66.4%. The proportion of women in senior, senior officer and senior executive positions in the department increased in recent years and continued to exceed public service targets, as outlined in the table below.
| Proportion of women at 30 June |
2007
|
2008
|
26 March 2009
|
Public service target
|
|---|---|---|---|---|
| In senior positions (AO6 classification and above – salary groups 6 to 9) |
47.5%
|
52.2%
|
54.2%
|
35%
|
| In senior officer and senior executive positions (salary group 9) |
42.9%
|
45.5%
|
45.7%
|
25%
|
Workforce analysis
At 26 March 2009, the department employed 1,385 staff in a range of work arrangements equivalent to 1,317 full-time staff. The following tables provide further detail of departmental staffing:
| At 30 June |
2007
|
2008
|
26 March 2009
|
|---|---|---|---|
| Casual |
1
|
0
|
1
|
| Permanent |
926
|
981
|
995
|
| Permanent part-time |
59
|
65
|
84
|
| Temporary |
199
|
196
|
222
|
| Temporary part-time |
15
|
14
|
15
|
| Total |
1,200
|
1,256
|
1,317
|
| At 30 June |
2007
|
2008
|
26 March 2009
|
|---|---|---|---|
| Retention rate (%) |
83.2%
|
86.4%
|
91.2%
|
| Separation rate (%) |
7.9%
|
9.1%
|
6.0%
|
Staff Profile by Gender (as at 26 March 2009)
|
Group 1
|
Group 2
|
Group 3
|
Group 4
|
Group 5
|
Group 6
|
Group 7
|
Group 8
|
Group 9
|
|---|---|---|---|---|---|---|---|---|
| < $30,246 | $30,246 to $42,603 | $42,604 to $50,592 | $50,593 to $58,847 | $58,848 to $66,071 | $66,072 to $74,620 | $74,621 to $83,678 | $83,679 to $91,445 | > $91,446 |
Equal opportunity employment groups
The table below shows the proportion of staff from each of the equal opportunity employment groups. There have been slight decreases in each of the target groups (excluding women) as at 26 March 2009, however the results are generally favourable compared to the public service average as at 31 December 2008. The department implemented an Indigenous Workforce strategy to initiate a range of employment, retention and career development initiatives aimed at Aboriginal and Torres Strait Islander staff.
|
Department of Housing Actual
|
Public service average
|
|||
|---|---|---|---|---|
| At 30 June |
2007
|
2008
|
26 March 2009
|
2008 *
|
| Aboriginal and Torres Strait Islander descent |
3.4%
|
3.7%
|
3.5%
|
2.2%
|
| Disability |
6.6%
|
5.4%
|
5.0%
|
6.1%
|
| Linguistically diverse background |
9.3%
|
10.8%
|
10.3%
|
9.8%
|
| Women |
64.9%
|
66.1%
|
67.1%
|
66.4%
|
| * Source: Workforce Profile Report for December 2008 Quarter, Section 11 – Diversity. | ||||
Voluntary early retirement
|
2006-07
|
2007-08
|
1 July 2008 to
26 March 2009 |
|
|---|---|---|---|
| Packages finalised |
7
|
Nil
|
2
|
| Cost of packages provided |
$294,157
|
–
|
$159,075
|
Retrenchments
There were no retrenchments of departmental staff between 1 July 2008 and 26 March 2009.
WorkCover
There were 22 WorkCover claims lodged during the period 1 July 2008 to 26 March 2009. Of these, 19 claims were accepted, two claims were denied, and one claim remains pending.
| At 30 June |
2007
|
2008
|
26 March 2009
|
|---|---|---|---|
| Number of claims lodged |
23
|
29
|
22
|
| Cost of claims approved |
$262,721
|
$148,904
|
$77,427
|
Industrial Relations
Between 1 July 2008 and 31 March 2009, the department:
- liaised with the Department of Employment and Industrial Relations, who will lead negotiations for the State Government Departments Certified Agreement 2009 on behalf of Queensland Government employees
- continued to address potential industrial relations matters with the Queensland Public Sector Union and through the department's Consultative Committee, which consists of Queensland Public Sector Union delegates and representatives, and departmental representatives, as required under the current Certified Agreement.
Ethical Conduct and Governance Framework
The department implemented preventative measures under the Ethical Conduct and Governance Framework which include processes to address conflicts of interest, fraud and corruption prevention, and anti-discrimination education programs.
As an initiative under the department’s Ethical Conduct and Governance Framework an online resource entitled Employee Well-being and Management was implemented and made available to all staff. In addition to addressing health and well-being issues, the resource provided assistance in the area of employee management, including links to articles and websites designed to assist managers achieve best practice in employee management.
The department was committed to providing Code of Conduct training to new employees and ensuring all staff attended current training. Between 1 July 2008 and 31 March 2009, the department continued to deliver training on its revised Code of Conduct, with 174 staff attending training during this period. Approximately 1,280 employees have attended Code of Conduct training since its revision and roll-out from February 2007.
Whistleblowers Protection Act
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. From 1 July 2008 to 31 March 2009, there was one disclosure made relating to or regarding the department under the provisions of the Whistleblowers Protection Act 1994. This matter was not assessed as a public interest disclosure.
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