Presentation on theme: "7 August 2013 Human Resources Leaders Forum. APS HR Human Capital Report 2012."— Presentation transcript:
7 August 2013 Human Resources Leaders Forum
APS HR Human Capital Report 2012
Purpose and Scope Purpose – To provide an overview of the APS HR human capital – To seek input for strategic workforce analysis Scope – The APS Human Capital Framework – HR supply (ABS data) – HR human capital in the APS (2012 Employee Census)
Human Capital Proposition 1.Human capital is a key input to organisational capability. 2.APS human capital contributes significantly to the productivity of agencies. 3.Human capital is the aggregation of a range of workforce factors and the workplace factors that contribute to them. 4.Workforce and workplace factors can be measured and reported to support management decision making
APS Human Capital Framework A quick overview
Organisational Performance People Strategies Talent Management Program, targeted recruitment strategies (e.g., critical skills), Staff Development Strategy, Agency innovation strategy, performance management system, Diversity Strategy, Leadership Development Program, Culture Change program, etc. Workplace Culture Workplace Conditions Workplace Design Workplace Leadership Workforce Capability and Capacity Strategic Workforce Planning Environmental Scan APS Human Capital Framework
Human Capital Report From theory to information to decision
Human Capital Report Human Capital Report is based on the APS Human Capital Framework Human Capital Report is a way of aggregating a large amount of human capital data from the APS Employee Census – 2012 APS Census n=87,214; 2013 APS Census n=102,204 – It is self-report attitude and opinion data, it is organised around models and scales, and there is a lot of it
Human Capital Report Report of each element of the Human Capital Framework. – Multiple scales – Some individual items Each agency is compared on these elements with other agencies in cluster and the rest of the APS.
Human Capital Report for HR Agency clusters: – Policy – Regulatory – Specialist – Large operational (> 1,000) – Small operational
Human Capital Report Limitations – Definition: human resources advice, industrial relations, learning and development, recruitment, payroll, workforce planning, occupational health and safety, organisational design – No SES in APS data. – Employees have more than one job family – HR “professionals” and HR “processors”
National HR Workforce ABS
Where are they located physically?
Where are the HR staff in Australia?
How are HR professionals and their managers distributed across industries? Lots of processing staff in admin services. Higher proportion of “managers” in professional and scientific and public administration.
The HR workforce in the APS
APS Job Families The APSC has developed a job family model: – There are 16 non-SES job families including “People” – There are 16 HR occupations – There are 12 HR job roles
Where are APS HR staff?
Design Work 80+ hours Flexible work Supervisor responsibility Role understanding Conditions Amount of Change Work life balance Experienced employees Remuneration Workforce Capability and Capacity Intention to leave Employee Engagement Work performance Innovation Leadership ILS 1 ILS 2 Leader visibility Leader engagement Culture Bullying Report bullying Safety Agency culture APS Human Capital Framework
Innovation Individual performance Workforce Capability and Capacity Employee Engagement Leave Intention APS Human Capital Framework
Workforce capability and capacity
HR workforce tend to be less extreme in their perceptions of their performance. More likely to have implemented an innovation (56% compared to 48%): More likely to believe that immediate supervisors and senior leaders encourage innovation.
Senior Leader Engagement ILS 2 Workplace Leadership Senior Leader Visibility ILS 1 APS Human Capital Framework
Leader visibility and engagement is critical
HR staff rate their supervisors more highly
Agency CultureReported bullying Workplace Culture Safety Culture Self-report bullying APS Human Capital Framework
Agency Culture HR staff are more positive about process …and they are also more positive about safety
Workplace Culture No more likely to be bullied than other employees… …and no more likely to report being bullied: – Managers accepted the behaviour – I did not think any action would be taken
Satisfaction with remuneration Employees with experience Workplace Conditions Work-life balance Workplace change APS Human Capital Framework
How hard is it to work in HR?
Working conditions are good… HR staff are generally happy with their work-life balance. And more likely to be very happy. But they experience more change (72% compared with 66% in the rest of the APS). Change in staffing numbers and structural change are the most common types of change. Over-represented in change to supervisor and functional change as well. Less likely to have been in their current role for five years or more.
Role understanding Satisfaction with flexible work Workplace Design Supervisory responsibilities Work more than 80 hours per fortnight APS Human Capital Framework
Design of work HR staff work longer hours, but not extreme hours HR staff appear to have more control over their workplace.
Observations on HR workforce Mostly located in large operational agencies. Over-represented in regulatory agencies. Transient nature to the workforce? Low levels of tertiary qualifications.
Observations on HR workforce Overall OK. Tend to be happy with their supervisors, but ELs think that senior leaders could do better. Happy with processes, but less likely to report bullying?
Key questions Given the transient nature: is HR just an additional skill or experience to be gained? – What proportion of specialist HR staff do we need? – How best to provide specialist HR? – Where is the line between HR staff and management?
Key questions What does the lack of tertiary qualifications mean for HR? – Do we need tertiary qualifications? – What does this mean for the HR capability in the APS? – Is there a separation between specialist HR and management staff?
Your task… Those closer to the lake: Given the transient nature: is HR just an additional skill or experience to be gained? – What proportion of specialist HR staff do we need? – How best to provide specialist HR? – Where is the line between HR staff and management? In small groups. Report back after arvos. Those closer to Russell: What does the lack of tertiary qualifications mean for HR? – Do we need tertiary qualifications? – What does this mean for the HR capability in the APS? – Is there a separation between specialist HR and management staff? In small groups. Report back after arvos.
8 May 2013 Human Resources Leaders Forum
Core and Management Skills Update 41 Karen Dahlstrom Director – Learning Design, Core Skills Strategic Centre for Leadership, Learning and Development
Introduction Core and Management skills priorities Approach – starting with a design Overview of pilot projects Re-launch of APS Online Induction How you can get involved Next steps 42
43 Leaders at all levels Being a leader: the self in context Ways of understanding self and others in the world Emotional intelligence Positive psychological capital Learning agility & change ability Complexity of mind: socialised, self-authoring, self- transforming Being Knowing & Doing People Creating a culture in which people thrive Working with others to create a vision Mobilising the capacity, strengths and leadership of others Change Working collaboratively & facilitating interaction Engaging in dialogue Buildings alliances & partnerships Brokering solutions & commitment to action Strategic Generating options & possibilities Gathering evidence Weighing up alternatives Balancing competing interests & values Developing & implementing plans for strategic action Political Scanning the political, cultural & social environment Diagnosing situations / systems / challenges Analysing stakeholders, issues, concerns, perspectives Thinking & acting politically Leadership dimensions Building relationships & engagement Analytical thinking Foundation skills Structuring work Compelling communication Professional public service skills Policy Delivery Regulation Working within & across teams APS people management Performance management Cross-agency working Dealing with change Working in teams Getting the most out of diversity Understanding government The role of the APS Understanding parliamentary processes Understanding legislative processes Responding to the Minister’s office Applying ethical & legal frameworks APS ethics and values APS frameworks APS decision making Procurement essentials Contract management Core public service skills APS - EL Professional public service skills Policy development & implementation Delivery management Regulatory frameworks & practices People & organisational development Coaching & developing others Building & leading high performing teams Workforce planning Business planning Working with Government Briefing & responding to APS decision makers, ministers & parliament Working with the minister Developing Cab subs Appearing before Parliamentary committees Decision making & judgement Public sector accountability Creating public value Financial mgt & budgeting Project, program & risk mgt in a complex environment Procurement essentials Developing a business case Management Skills EL-SES APS Leadership and Core Skills Strategy : priorities framework
Process Starting with design… Established four pilot projects to test our methodology: 1.Structuring Work 2.APS Ethics and Values 3.Performance Management 4.Coaching and Developing Others Established a Reference Group of 15+ agencies Methodology based on the ADDIE model 44
45 Analyse (Strategy) DesignDevelop Deliver (Pilot) Evaluate & Refine Strategic Centre’s L&D program design and development model
46 Multiple applications: Standard to assess quality of existing programs ‘Architectural plan’ to develop new or modify existing programs Strategic Centre to develop programs on behalf of APS for whole-of-APS use 1.Context/business need 2.Target audience 3.Capabilities 4.References 5.Links to AQF 6.Key content 7.Recommended learning approaches 8.Design specification 9.Evaluation approach 10.QA checklist 11.Support materials Learning design standards… what are they?
How you can be involved Join the Reference Group and review the Learning Design Standards – Govdex Participate in program testing: APS Ethics & Values: 14 Aug AM / 16 Aug AM and PM Performance Management: Aug Performance Management Master Class: 13 Sep Coaching & Developing Others – ‘Managers as Coach’ programs for QA 47
Background: Removed two years ago due to content being out-of-date not conforming to web content accessibility guidelines (WCAG). Over the past six months: the program has been updated by subject matter experts and approved by policy owners the APSC’s Webmaster has redesigned the program to meet accessibility requirements. APS Induction
What’s in it? Ten modules Covering core knowledge that is essential for working in the APS Key topics include: the structure of government, the APS ethical and legal framework, governance, and workforce diversity. Each module will take minutes While there is a progressive flow between the modules, there is flexibility to undertake them in any order or as discrete modules. APS Induction
What can it be used for: To complement agency induction programs As part of Graduate programs For experienced APS staff wanting to update themselves on the recent changes to the Public Service act 1999 especially in the areas of: – Values, Ethics, – Code of Conduct and – the new Employment Principles. APS Induction
On the APSC website at: Where can it be found?
Cluster 1: RelationshipsCluster 2: Working with Government Building relationships and engagement Working in and across teams Diversity and cultural competence Building and leading high performance teams Compelling communications Understanding government Working with government Writing for government Design & develop Aug – Dec 12 Test Jan – Mar 14 Evaluate & refine Apr – Jun 14 Report to Secretaries’ Board Release to Agencies July 14 Next steps
Contact Karen Dahlstrom Director – Learning Design, Core Skills Strategic Centre for Leadership, Learning and Development
8 May 2013 Human Resources Leaders Forum
2013 APS Employee Census: An update 55
Overall, 102,208 valid responses (66% response rate) 70% of agencies – had a response rate higher than agencies – had a response rate 65%+ 37 agencies – had a response rate 75%+ 22 agencies – had a response rate 80%+ 3,532 small agencies – 10,725 medium agencies – 87,951 large agencies
What it looked like for us… 160,000+ surveys – Electronic – Paper – Phone interviews Working with 113 agencies Interacting daily with over 175 contact officers Navigating a path through over 100 IT systems Responding to over 4,400 s (4 weeks) Resetting over 2,000 survey links Providing 1,245 additional survey links Going through 7,808 ‘out-of-office’ messages Managing 2,028 bounce backs 57
The 2013 Employee Census Service Offer Offered a two tier model Tier 1: On-line access to your agency’s census results, and the reporting and benchmarking available through that tool. This option will most likely suit agencies with between 100 and 250 employees. Tier 2: As above, on-line access to your agency’s census results (with reporting and benchmarks) plus the ability to customise reporting within the agency (eg division, branch etc) and add up to 10 additional agency-specific questions. This will most likely suit agencies with more than 250 employees. How we ended up 40+ Tier 2 agencies; 25+ Tier 1 agencies All Agencies have been provided with their initial high level data ( Flash Reports ) and the initial results for the APS overall. – Agencies smaller than 20 received a combined Flash Report Detailed data for Tier 1 and 2 agencies is available via online portal What does the portal look like? 58
The front page of the portal is organised around six boxes of data… The front page is intended to provide easy access to consistent snapshot of workforce information as a start point for further analysis. The design draws on the Human Capital Planning Framework the Commission has developed. The four outer boxes of the portal bring together items that relate to: – workplace leadership, – workplace culture, – workplace design, and – workplace conditions The two inner boxes relate to: – career intentions, and – employee engagement 59
It looks something like this, but…the numbers aren’t real!
61 My workplace culture supports people to achieve a good work-life balance 65% My agency actively encourages ethical behaviour by all of its employees 79% My agency is committed to creating a diverse workforce 68% The people in my workgroup treat each other with respect 79% During the last 12 months have you been subjected to harassment or bullying in your workplace? 16% Workplace Culture I have a good immediate supervisor78% In my agency, the leadership is of a high quality 47% In my agency, the most senior leaders are sufficiently visible 47% In my agency, senior leaders engage with staff on how to respond to challenges 43% In my agency, senior leaders effectively lead and manage organisational change 41% Workplace Leadership The 2013 APS data for Workplace Leadership and Workplace Culture…
Combining that item with the engagement scale tells us that by being more visible, senior leaders can have a substantial effect on engagement levels. We use availability and performance as proxy measures for productivity and we know that there is a positive association with employee engagement and our measures on these items. So, those senior leaders that are visible are most likely having a positive impact on engagement. Unfortunately the opposite is also true – when senior leaders are not perceived as being sufficiently visible we see some of the lowest levels of engagement. Should senior leaders get out more? While the item by item comparisons are interesting—the power of the census is in combining items and scales… …for example, in 2013, 47% of employees agreed that in their agency, the most senior leaders (ie the SES) are sufficiently visible. So what?
While being visible, the SES might engage their staff on the future. Similar to the last result – if employees feel that their senior leaders engage with them about future challenges we see a very positive effect on engagement levels. Again, the reverse also holds. When leaders are not perceived as engaging with their staff about future challenges we see very poor levels of engagement. What might the SES do while they are out there being ‘visible’? In 2013, 43% of employees agreed that in their agency, the most senior leaders (ie the SES) senior leaders engage with staff on how to respond to challenges. So what?
The two other boxes relate to workplace design and workplace conditions… Workplace Design In the last 12 months, has your immediate work group been directly affected by any major workplace changes? 71% How much time did you spend in formal training and education during the last 12 months? (1-2 days or more) 83% How would you rate the overall effectiveness of the learning and development you have received in the last 12 months in helping you improve your performance? (moderate and above) 71% Considering your work and life priorities, how satisfied are you with the work-life balance in your current job? 70% Overall, how satisfied are you with your ability to access and use flexible working arrangements? 71% Workplace Conditions I have unrealistic time pressures34% I have a choice in deciding how I do my work 56% In the last fortnight, how many hours did you work in your current job? (more than 80 hrs) 32% In your agency, how many employees do you have direct performance management responsibility for? (more than 0) 33% I am clear what my duties and responsibilities are 80% 64
65 Once we have tested a scale measure and are confident in its use… we share it with you through the portal or directly through the additional analysis we provide The APS Employee Census contains over half a dozen different validated survey scales covering: Employee engagement Job design Health and wellbeing Organisational citizenship behaviour (discretionary effort) Organisational culture Job demand/control… And, we are constantly working building new scales from the data that will provide greater explanatory power: Ethical leadership climate (senior leader and middle management) Organisational change (senior leadership) It is important to remember the census is not 251 different survey items
What did we learn from this year, (so far)? IT solutions need to be two way and sorted out early… For example, to avoid some of the issues experienced this year we will stagger 2014 census invites over a 3-4 day period Agency addresses and organisational hierarchies are key… We have a few ideas of our own and we will engage with agencies early next year to implement a solution – or set of solutions – to assist in overcoming some of the confusion around organisation hierarchies experienced this year. We need to balance organisational benefits and privacy requirements 66