Introduction

In 2016–17, human resources management played a key role in enabling the department to deliver on its corporate plan and business objectives. A major focus was the review of human resource policies to support managers and employees.

The policy review included the leave policy, to assist the department in managing absences appropriately. Information sessions were held with each branch to provide education on the updated policy and this was further supported through enhanced reporting to the Executive Committee relating to unscheduled absenteeism and high levels of accrued annual leave.

There was a large amount of recruitment activity during the year to support the transition to the in-house catering model and multiple bulk rounds for the Parliamentary Security Service. An updated recruitment policy was implemented to improve practices including phase two implementation of the department’s online recruitment system.

Enterprise bargaining continued during 2016–17 with a ‘no’ vote result in December 2016. Bargaining will continue next year within the scope of the Australian Government’s Workplace Bargaining Policy.

DPS Workforce performance

As at 30 June 2017, DPS⁵³ employed 972 staff (including staff on leave, secondment and inoperative staff), all based in Canberra. The DPS workforce comprised 792 ongoing employees (81 per cent) and 180 non-ongoing employees (19 per cent). Of the 180 non-ongoing employees, 100 are engaged for a ‘specified term or a specified task’ and 80 are engaged in ‘irregular or intermittent’ duties.

The DPS workforce comprised full-time, part-time, sessional and casual work arrangements—80 per cent full-time; 8 per cent part-time; 4 per cent sessional and 8 per cent casual. These types of employment arrangements are used by the department to support the nature and demands of the parliamentary sitting patterns. The department’s workforce statistics tables can be found at Appendix A.

Table 34: Employment Performance 2015–16 and 2016–17

Indicator	2015–16	2016–17
Total number of staff employed (Headcount)	874	972
Total number of staff employed (Headcount excluding casuals)	787	892
Diversity
Women (percentage of total workforce)	39%	40%
People with identified Disability (percentage of total workforce)	1.5%	1.7%
Aboriginal and Torres Strait Islander (percentage of total workforce)	11 (1.3%)	12 (1.2%)
Staff with English as a second language (percentage of total workforce)	8.5%	9.1%
Health and Safety
Health and safety incidents (per 100 employees headcount)	6.8	9.7
Health and Safety ‘near misses’ (per 100 employees headcount)	1.3	0.5
Number of Health and Safety representatives	14	20
Learning and Development
Number of staff undertaking studies assistance	27	30
Number of recorded attendances at DPS compliance training activities	970	827
Recruitment
Average number of days to fill vacancy (from advertising to Delegation sign off)	45	55
External ‘new engagement’ hires (percentage of new ongoing hires)	68%	70%
Net Recruitment rate*	1.1	1.5

* Net recruitment rate indicates whether the DPS workforce is growing (net recruitment rate greater than 1) or contracting (net recruitment rate less than 1).

Workforce diversity profile

Employees who identified as Aboriginal and Torres Strait Islander were represented by a headcount of 12 making up 1.2 per cent of all DPS employees. While the Aboriginal and Torres Strait Islander headcount increased by one employee, due to the increase in the total workforce, the percentage change decreased by 0.1 per cent for the year.

Employees who identified as People with Disability were represented by a headcount of 17 (up from 13 in 2015–16) or 1.7 per cent of all DPS employees. Cultural and Linguistic Diverse employees were represented by a headcount of 88 (up from 75 as at 30 June 2016) or nine per cent of all DPS employees.

2016–17 saw the highest representation of women in the DPS workforce by a headcount of 389 employees (up from 342 in June 2016) making up 40 per cent of all DPS employees. Of the 389 women employees, 24 per cent were at the PEL1–2 classification.

Figure 18: DPS workforce composition—30 June 2017

Figure 19: DPS employee type numbers—30 June 2017

Workforce diversity

A continued focus throughout 2016–17 was on initiatives in support of the 2016–18 Parliamentary Service Reconciliation Action Plan.

Reconciliation Action Plan (RAP)

In 2016, the RAP Champions from the four parliamentary departments worked with Reconciliation Australia to finalise a new RAP for the Parliamentary Service. The Parliamentary Service Reconciliation Action Plan 2016–18 was launched in July 2016 during NAIDOC Week. The DPS Reconciliation Action Plan working group oversees how DPS will implement our responsibilities under the RAP. See details of the RAP.

Aboriginal and Torres Strait Islander Employment Strategy

In 2016–17, as an initiative of the Aboriginal and Torres Strait Islander Employment Strategy, for the first time DPS participated in the Indigenous Australian Government Development Program (IAGDP) co-ordinated by the Department of Employment. DPS placed one Indigenous participant. The IAGDP program participant commenced in September 2016 for a 15-month program.

Affirmative Measures have been applied to five roles in two bulk recruitment rounds in Building and Security Division and Chief Operating Officer Division to increase Indigenous representation.

Parliamentary Service Indigenous Employee Network (PSIEN)

In February 2017, the Parliamentary Service Indigenous Employee Network was established to provide a shared space for Indigenous employees from across the Parliamentary Service to access information on relevant programs, initiatives and upcoming events. The network is a valuable tool to promote programs, initiatives, upcoming events. The network comprises Indigenous and non-Indigenous Parliamentary Service employees who meet to discuss and create ideas on employment, retention and improving cultural understanding.

Disability

DPS continues to be a member of the Australian Network on Disability. In 2017–18, DPS plans to begin the development of a DPS Disability Strategy.

Recruitment—Entry Level Programs

In 2016–17 DPS participated in the Parliament of Australia Graduate Program for the third year, placing three graduates. DPS placements are offered for periods of three to six months, to graduates who have been accepted into existing Australian Government department and agency graduate programs. The 2017 graduates were placed within the Parliamentary Library and Chief Operating Officer Division where their qualifications in law, business and science were utilised.

In 2016–17 DPS participated in the Department of Finance, whole-of-government ICT Graduate Program, for the second year, placing two graduates. This is a 12-month program, specifically tailored to develop ICT graduates for a career within the public sector.

Table 35: Entry Level Programs 2016–17

	APS/PS level	Number of participants
Indigenous Australian Government Development Program	PSL 3 to PSL 4	1
Parliament of Australia Graduate Program	PSL 4 or PSL 5	3
ICT Australian Government Graduate Program	PSL 4	2

Workforce mobility and retention

The DPS workforce has been growing in size for the last three years. The net recruitment rate has increased from 1.2 in 2014–15 to 1.5 in 2016–17 (see Table 34). During 2016–17 there were a total of 281 employee commencements and 191 employee separations.

DPS’ commencement rate (for all employees) increased by 11 per cent, from 19 per cent in the previous year to 30 per cent in 2016–17. This increase was largely influenced by the engagement of 46 new Security Officers in Security Operations and the establishment of the new in-house APH Catering and Events function which engaged 35 new employees.

Table 36: Overview of the DPS commencement for staff from 2014–15 to 2016–17

	2014–15	2015–16	2016–17
Commencements	204	169	281
Commencement rate54	24%	19%	30.4%
Commencements (ongoing employees)	91	66	125
Commencement Rate (ongoing employees)55	12.6%	9%	16.4%

In the same 12-month period, there were 191 employee separations. Of these 100 were ongoing employee separations, an increase of two employees on the 98 separations in 2015–16. The resultant ongoing employee turnover rate was 13.1 per cent, down from 13.4 per cent in 2015–16. Ongoing employee turnover rate has remained relatively steady over the last three years.

Table 37: Overview of the DPS separation rates for staff from 2014–15 to 2016–17

	2014–15	2015–16	2016–17
Staff separations (headcount)	164	157	191
Employee turnover rate (total)56	19%	18%	20.7%
Staff separations (ongoing employees)	93	98	100
Employee turnover rate (ongoing employees)57	12.8%	13.4%	13.1%

The highest numbers of ongoing separations were employee-initiated resignations of which there were 38. This represented 38 per cent of the departing ongoing workforce. There were also 21 transfers at level (to either the Australian Public Service or elsewhere in the Parliamentary Service) and 17 age retirements from DPS. These represented 21 per cent and 17 per cent of the departing ongoing workforce respectively. Continuing capability reviews and subsequent structural realignment across DPS branches also resulted in 17 voluntary redundancies, one more than in 2015–16.

Instruments of employment

The Department of Parliamentary Services Enterprise Agreement 2011 was the primary employment instrument. At 30 June 2017 a total of 959 employees were covered by the agreement and, of these, 13 had individual arrangements. Thirteen Senior Executive Service (SES) officers were covered by determinations under subsection 24(1) of the PS Act.

No DPS employee receives a bonus or performance pay.

Remuneration and employment conditions

Non-salary benefits

Non-salary benefits available to DPS employees include influenza vaccinations and free membership for those wishing to join the Parliament House Health and Recreation Centre. Employees are also able to access the Employee Assistance Scheme at no cost. Parking is available at no cost to employees. Other benefits that may be available are laptop computers, tablets, mobile phones and airline membership.

Learning and development

DPS recognises its staff as a valuable resource and is committed to the ongoing development of their skills, knowledge and behaviours to meet the objectives of the department. Learning and development programs are aligned with our corporate plan and strategic themes. In order to broaden staff understanding of learning and development, DPS promotes the 70:20:10 learning principles—learning and development is most effective when there is a balance between on-the-job learning (70 per cent), mentoring, coaching and peer learning (20 per cent), and formal learning (10 per cent).

Formal training and development

In 2016–17 there were 827 recorded attendances at DPS compliance training activities. Fraud awareness training completion accounted for 39 per cent of all compliance training programs undertaken.

DPS organised 56 in-house (face-to-face) training sessions which were attended by 541 employees, an increase of 80 employees from 2016–17. Of these 56 sessions, 20 were facilitated by external providers.

Leadership development

DPS offered a range of Leadership and Executive development programs to PEL1 and 2 employees. DPS delivered the second PEL1 Development Program during February and March 2017 to build capabilities in the PEL1 cohort. Sixteen people participated in this program.

Studies assistance

DPS provides support for employees to undertake tertiary studies administered through the DPS Studies Assistance Policy. DPS supported 30 employees to undertake a range of tertiary studies, including:

• Bachelor of Arts
• Bachelor of Counter Terrorism, Security and Intelligence
• Bachelor of Information Studies (Librarianship)
• Bachelor of Laws
• Bachelor of Science (Security)
• Bachelor of Software Engineering
• Certificate IV in Public Management
• Certificate IV in Security (Risk Management)
• Diploma of Building Design
• Diploma of Library and Information Services
• Graduate Certificate of Law
• Graduate Diploma in Counselling
• Graduate Diploma in Information Management
• Graduate Diploma Legal Practice
• Graduate Diploma Tax
• Master of Business Administration
• Master of Information Studies
• Master of Public Policy (Social Policy)
• Master of Studies, and
• Masters of Professional Accounting

This year, a total of 2,049 hours of study leave was provided to employees to undertake tertiary education, and $42,432 in financial contributions was made.

Organisational culture and employee engagement

In 2016, DPS participated in the annual APS Employee Census. It was conducted in May and June 2016. A total of 526 employees provided feedback, and this achieved a 64 per cent response rate—an improvement of 11 per cent on our 2015 response.

The 2016 census showed good improvements in all aspects of employee engagement. DPS staff continued to be particularly engaged with their job, their team and their supervisor. Agency engagement also improved significantly to be nearly the same level as the APS average. The score was influenced by greater stability and consolidation of an experienced senior leadership team, approaches to change management, employee recognition and provision of learning and development opportunities.

The 2016 results also showed significant improvements in the area of fraud and corruption management, partly due to ongoing efforts to roll out the DPS Fraud Control Plan.

Feedback and results from the 2016 census drove a number of initiatives to improve leadership, people management practices and internal staff communications. Some of the initiatives include:

• changes to the delivery channels of corporate news
• a Performance Management System online form upgrade for the 2016–17 cycle
• renewal of the DPS Recruitment Policy and system enhancements
• stronger requirements and focus on conflicts of interest and the release of a new Policy and Procedure
• release of a new procedure for investigating and determining suspected breaches of the Parliamentary Service Code of Conduct
• the expansion and continuation of the DPS Corporate Training Calendar, and
• establishment of a Parliamentary Executive Level 2 Leadership Forum.

The People and Governance Branch also piloted a series of branch workgroups on five census topics: SES Communication; SES visibility; routine approval processes; change management; and internal communication. The results of these workshops were presented to the DPS senior executive group and several ideas were implemented. It is intended to expand this pilot further across DPS for the 2017 results.

DPS has once again participated in the 2017 APS Employee Census. A total of 581 employees responded, this is 55 more respondents than last year, and achieved a 63 per cent response rate—a decrease of 1 per cent on our 2016 response. The 2017 census results were not available as at 30 June 2016. The department’s results are not included in the APSC’s annual State of the Service Report.

Work health and safety

Work Health and Safety (WHS) improvements to Parliament House

Work to address height safety issues in APH continued during 2016–17, and included the purchase of mobile plant and equipment to provide safer access for maintenance purposes, and the design and installation of fall prevention and protection equipment such as fixed ladders, staircases, platforms and handrails. A number of access hatches were also automated to reduce the need for manual handling whilst working at heights.

DPS conducted a number of risk assessments across APH in 2016–17, including:

• a comprehensive review of confined spaces
• a task analysis of ladders used by DPS Maintenance Services
• a noise risk assessment in Hansard, and
• plant and equipment safety risk assessments.

Additional risk controls identified from these assessments have been implemented.

Consultation on WHS issues

DPS maintains a high level of consultation on WHS issues. Staff are represented on health and safety committees that monitor and advise on WHS programs.

The DPS Peak WHS Committee focuses on reviewing WHS policies and procedures and taking a strategic approach to WHS management across DPS. Individual branches also hold their own WHS committee meetings.

The DPS Contractors’ WHS Subcommittee met four times. This forum provides a valuable mechanism to address WHS issues related to the work performed by the large number of contractors at APH.

A key component of DPS’ management of health and safety is its network of Health and Safety Representatives (HSRs), deputy HSRs, and Harassment Contact Officers (HCOs). As at 30 June 2017, DPS had 20 HSRs and deputies and 16 HCOs.

WHS training

A range of WHS-related training was provided to staff throughout the year, including generic induction and refresher sessions for staff and managers. Approximately 131 staff underwent generic WHS training programs.

Occupation-specific WHS training was also provided, including:

• first aid
• working in confined spaces
• working at heights
• scaffolding
• manual handling (for example, lifting and handling of objects)
• plant and equipment use, and
• licences for forklifts and elevated work platforms.

WHS auditing

In 2016–17, DPS continued to undergo six-monthly surveillance audits of its WHS management system. An external audit confirmed that DPS continued to comply with the requirements of the Safety MAP Initial Level auditing tool. DPS has continued to maintain certification to Joint Accreditation System of Australia and New Zealand standards since its initial certification in November 2009.

Incident reporting and investigation

One hundred incident reports were submitted by DPS employees during 2016–17. Five incidents were notified to Comcare in accordance with section 35 of the WHS Act. Incidents were examined by DPS and remedial action was taken where necessary. Comcare formally investigated two incidents.

There were no Provisional Improvement Notices issued under section 90 of the WHS Act and no notices or enforceable undertakings were issued under Parts 10 or 11 of the WHS Act.