Chapter 4—Management and accountability
Human resources management
The organisation recognises that its success is largely achieved through the efforts and commitment of its employees. It values and recognises the importance of its people and their personal and professional development.
There was an increased focus on a range of human resources functions and activities to continuously improve staffing capability. Achievements included:
- reviewing all policies, guidelines and processes aligned with the 2011–14 Enterprise Agreement and amendments to work health and safety legislation
- introducing an agency-wide performance management training program, linked to individual performance agreements, and the completion of 100 per cent of the year’s final performance reviews on or before time
- attendance at mandatory training sessions by 97 per cent of staff
- an enhanced induction program that transitions new staff into the organisation more efficiently, so that they become more productive and better-integrated at an early stage
- improved recruitment and selection processes, resulting in actions being completed in less than six weeks.
At 30 June 2012, the agency employed 92 staff, including the Director and two Deputy Directors. Of these, 58 were female and 34 male; 67 staff were ongoing; eight were non-ongoing and 17 were casual. The full-time equivalent number of employees for the year was 69.01 (excluding casuals). Ten new employees were engaged on an ongoing basis, representing 14.9 per cent of ongoing staff.
The voluntary turnover of staff equated to 15 ongoing employees (22.4 per cent of ongoing staff) leaving. The turnover included five transfers, three resignations, two retirements and five voluntary redundancies.
Detailed staffing information is provided in Appendix B.
Terms and conditions
The terms and conditions for all non-Senior Executive Service staff were governed by the Enterprise Agreement 2011–14, which is available at moadoph.gov.au/about/employment/.
The agreement commenced on 1 July 2011 and will expire on 30 June 2014. It complies with the Fair Work Act 2009, the Public Service Act, the National Employment Standards and the Australian Public Service Bargaining Framework.
No performance pay provisions were in place for employees. Details of salary ranges for all staff are provided in Appendix B.
Learning and career development
The agency focuses on learning and development that is closely aligned with corporate and core business outcomes and individual performance agreements.
Professional development training on the competencies associated with the delivery of museum-specific functions was delivered. Efficiencies were gained through implementing a range of in-house training opportunities. This optimised attendance rates, allowing more staff to access training through scheduling extra courses. An average of 20 employees attended each program, which demonstrates a healthy attendance rate whether the training was mandatory or for professional development.
Induction is recognised as being the first step in building a two-way relationship between new employees and the organisation. During the year the agency’s induction program was enhanced by increasing the information provided to new employees prior to commencement, and providing individual support for new starters. Within two weeks of commencement, new employees attended induction sessions on topics including security, risk, finance, heritage, records management and work health and safety. The intranet site has a dedicated page for new employees, which provides an extensive listing of relevant Australian Public Service, human resource, work health and safety and agency-related information, forms and guidance.
Five mandatory training modules were delivered by staff representatives during the year, covering heritage awareness; work health and safety awareness; security awareness; finance; and risk management. An average of 97 per cent of staff attended the modules. This proved to be of great value, leading to an increase in consistency in the use of the organisation’s compliance systems and financial framework. Records management training was provided on a one-to-one basis where requested.
Through the Study Support Scheme, leave and financial assistance were provided to eight employees undertaking study related to their specialist field. Support was also provided for staff attending courses, seminars and conferences to meet objectives identified in staff members’ individual development plans.
Development opportunities were also provided through job rotation, special project work, higher duties, placements with other agencies and representation on internal and external project teams. These programs were well received, with many staff taking up the opportunities to further develop their skills.
An online learning and development system was developed to schedule development opportunities, provide online booking and approval facilities, and record the training history for each employee. The system was installed ready for use in June 2012.