Human Resources
Annual recreation leave
Recruitment and selection
Internal Appointments
Appointments to advertised vacancies
Staff Learning and Development Activities
Development programs
Corporate Training Program
Building Management Capability Program
Leadership Development Program
Cadet Program
Finance Graduate Program
Study Assistance Program
Performance management
Occupational Health, Safety and Welfare
OHS&W Initiatives
Training and Induction
Inspections and Assessments
Employee and manager assistance programs
Workplace Diversity
Disability Action Plan
Employee participation
Departmental recreation leave arrangements are established in accordance with Regulation 21 of the State Service Regulations 2001.
Employees are required to use any leave accrued from one leave year within the following leave year. When an employee wishes to carry over unused entitlements from one leave year to the next, they are required to apply for prior approval to defer leave provided relevant statutory limits are not exceeded. During the past three years as at 30 June, there have been no employees with recreation leave days that exceed statutory limits determined by Regulation 21(3).
1 Accrued recreation leave is excluded while pre-contract leave entitlements are included in the totals.
Figure 1: Annual recreation leave as at 30 June
Note: Accrued recreation leave is excluded while pre-contract leave entitlements are included in the totals.
We recruit in accordance with policies determined by the State Service Commissioner under the relevant provisions of the State Service Act 2000. In line with these policies, our processes for selection reflect the merit principle, which ensures that all applicants are assessed in terms of who best meets the selection criteria for the primary duties required for each position and therefore has the strongest capacity to undertake the duties of the position.
Commissioner’s Direction No. 1, 2004, states that agencies may make fixed-term appointments when necessary to meet their operational needs. While fixed-term positions of longer than 12 months must be advertised externally in the Tasmanian Government Gazette, occupants for positions of up to 12 months may be sourced by advertising within the Department.
We recognise the importance of supporting our staff to gain opportunities that will aid their personal and professional development and broaden their skills base. In line with this philosophy, during 2006–07 we advertised 42 fixed-term positions internally.
Appointments to advertised vacancies
During 2006–07 we filled 47 vacancies through external advertisements in local and interstate print media.
Staff Learning and Development Activities
We are committed to providing appropriate, high-quality learning and development opportunities for our people. All staff are encouraged to identify learning and development needs through the performance management process, and our Human Resources branch provides assistance to managers in facilitating and coordinating learning and development activities for staff. Forthcoming learning opportunities are communicated to all staff through regular emails and are advertised continually through our Intranet.
In 2006–07 the total expenditure for learning and development, including course fees and other associated expenses, was $478 329. The average cost of learning and development per staff member was $1 407. In 2006–07 employees each spent an average of 23 hours and 15 minutes in workshops or conferences, compared with 21 hours and 42 minutes in the 2005–06 financial year.
Learning and development activity conducted during 2006–07 ranged from lunchtime information sessions on energy efficiencies in the home to formal training programs on writing for government and constructive performance reviews.
The complete range of learning and development activities undertaken by our staff is illustrated in Table 1 on page 48.
Table 1: Learning and development profile 2006–07
Note: This learning and development profile includes both external and internal courses and events.
The Learning and Development Committee has continued to encourage a learning and development culture in Treasury. Key initiatives developed by the Committee in 2006–07 include the Corporate Training Program, Building Management Capability Program and Leadership Development Program.
In addition to individual training events, several specialised programs provide our staff with opportunities for growth and career development.
The Corporate Training Program provides in-house workshops for learning and development needs identified across Treasury. Needs are identified through performance management interviews, development needs analysis undertaken as part of branch planning, and wider corporate objectives. During 2006–07 workshops have ranged from time management tools to workshops from the Manager/Supervisor Fundamentals Series.
Building Management Capability Program
The Building Management Capability Program provides a toolbox for new and experienced managers and supervisors to enable development pathways. Management capability is built through the following activities:
The Manager/Supervisor Fundamentals Series includes core and supplementary workshops that cover the fundamentals of management and supervision. We encourage our staff to complete core workshops within 18 months of entering a first-time manager or supervisor position. Running core workshops in-house and increasing participation levels aims to improve managers’ capability.
The Experienced Managers Series is designed for managers who wish to further their capability, and includes regularly available and in-house workshops customised to current development needs.
Formal Management Training provides an opportunity for experienced managers to undertake higher level courses related to management through tertiary institutions. During 2006–07 Treasury supported five employees to undertake programs ranging from the Public Sector Management Program to courses through the Australian Graduate School of Management.
Leadership Development Program
Treasury’s Leadership Development Program has been designed to build individual leadership capability that is in line with our values. We want to establish a consistently open and participative leadership style and increase the levels of trust and commitment that Treasury staff have in their leaders. We provide leadership development on a three-tiered basis.
The Communication Workshop provides baseline training in assertiveness, giving and receiving verbal feedback and strategies for conflict management in the context of our values and behaviours. The workshop aims to equip all staff with verbal communication skills that are in line with and help support the Department’s values and behaviours. We will continue to provide this baseline development activity to all incoming Treasury staff.
The Leadership Pipeline was rolled out during 2006–07 and is aimed at encouraging and developing a new generation of Treasury leaders, as well as enhancing leadership skills to assist with existing responsibilities. This consisted of a series of workshops over a three-month period, followed by an action-learning component and a voluntary mentoring program. The program is due to conclude in November 2007.
Leadership Extensions was aimed at those already in senior management roles and consisted of group workshops, scenarios/case studies, and some personal diagnostics/personal development.
Our Cadet Program provides participants with the opportunity to work and gain experience in a central government agency while studying part time for an appropriate tertiary degree. Our cadets rotate yearly through our branches, and gain experience in a variety of areas, including economic and financial management, accounting, and public policy. As at 30 June 2007 we had 16 cadets on the program. See Our Cadets & Graduates for more information, on page 13.
Our Finance Graduate Program provides accounting graduates with mentoring and support to gain professional accountancy qualifications while working full time. Our graduates rotate yearly through relevant areas of the Department. As at 30 June 2007, we had four Graduate Financial Analysts. See Our Cadets & Graduates for more information, on page 13.
Our Study Assistance Program supports and encourages staff who wish to undertake studies consistent with their workplace requirements and career aspirations. We currently have 20 staff members undertaking further studies through this program.
Our performance management process is based on a defined set of core competencies that were created to help us identify the skills needed to do our jobs. This approach to performance management makes it easier for us to identify the performance standards required, and to fill any competency gaps through learning and development activities. It ensures that we have an excellent team working to achieve our mission.
Occupational Health, Safety and Welfare
We continue to be active in managing Occupational Health, Safety and Welfare (OHS&W) by identifying and addressing problems, providing appropriate information and advice, and having representation on relevant committees and working groups.
During the year, a number of initiatives were promoted:
- a shared “Staff Activity Program” with DPAC;
- information sessions (including Employee OHS&W Awareness, Mental Health First Aid, Managing Stress and Balancing Work and Home);
- a Stop! Bullying and Harassment training program for managers; and
- manual handling training.
Employee safety representative training and first aid training was provided for our First Aid/Safety Officers, and new wardens received emergency evacuation training.
As part of the induction process, all new staff were made aware of our OHS&W policies, procedures and contact officers.
Figure 3: Average sick leave days taken per FTE
Workplace inspections of all premises were conducted by our First Aid/Safety Officers, who addressed potential building or equipment hazards.
Our officers also continued to assess the ergonomic set-ups of new staff and ensured that any identified hazards were promptly resolved. Qualified occupational therapists conducted ergonomic assessments when professional assistance was needed.
Employee and manager assistance programs
Our employee and manager assistance programs continued to provide support to staff and managers on a wide range of workplace and personal issues.
We maintain our commitment to workplace diversity through our recruitment and selection practices, our performance management strategy and the provision of training and development opportunities.
During the past twelve months, we continued to implement the strategies identified in our Workplace Diversity Plan 2004–2007, such as promotion of the State Service Disability Employment Program and participation in the Commonwealth Rehabilitation Service’s “Return to Work” program. These allow people to gain workplace experience and retrain in a new area of work.
Access to disability awareness training is available to all staff.
The Department of Treasury and Finance supports the Tasmanian Government’s commitment to a comprehensive social justice approach to disability. People with a disability have the right to expect equitable access to mainstream government programs, services and facilities.
As part of the whole-of-government Disability Framework for Action, Treasury is currently developing a Disability Action Plan. A series of focus groups has already been conducted with interested staff to help identify the dominant themes that will need to be incorporated. The plan will document our commitment towards removing barriers for people with disabilities whether they are using our services, seeking employment or are already a part of our team.
We recognise the importance of involving staff in decisions that affect them. In line with our values, we aim to promote a culture that is based on mutual respect and trust, and to facilitate innovation and continual improvement.
Employee involvement and participation is sought through “all staff” emails, direct approaches and open branch discussions. Treasury has an active Staff Consultative Group and Values Team.
