One HR Platform for One Government

Erma Ranieri

Commissioner for Public Sector Employment

9 May 2016

Session Overview

• Welcome

• Office for the Public Sector update

• One HR Platform for One Government

• Standardisation of employment conditions/arrangements

• Gender Equality in Leadership Strategy– Upcoming OPS workshops

• Question & Answer

• Connect with us

VISIONTo enable a world-leading public sector.

MISSIONTo support public sector employees and organisations to deliver the best outcomes for South Australia.

publicsectorsa.gov.au

Change for Human Resources

• Profession under enormous pressure

• Need to provide improved service with less resources

• How can we leverage our collective strengths to prepare us for the future?

WHAT DID YOU TELL US?

Our qualifications

Key strengths of your agency in delivering HR functions and services:

Future skills needs for HR professionals across the sector:

Key Issues for HR in SA Public Sector

• Performance Management and Development

• Ensuring our leaders have the tools that allow them to be true leaders

• Strategic versus transactional human resources

• Capable, engaged responsive staff who work together to build a modern public sector

SA Public Sector move to One Employer for One Government

One HR for One Government:

1. Standardised Policy and Procedures, including Performance Management and Development

2. Leadership Excellence

3. A new Human Capital Management model

Why One HR?

• Maximise public sector performance and productivity through a better, leaner, more efficient way of managing our people

• Shift the focus away from transactional human resource approaches to enable human resources teams to focus their services strategically and ensure alignment with business needs

• Lifting professional standards, managing the performance of our people and driving leadership excellence will be key components of the model.

Solutions?

• Business Partnering – the more HR takes on a business/strategic role the better the reputation for HR and the greater benefit for business

• HR Metrics – Focus on metrics rather than activity. Show value to business

• Tools – Provide strategic tools and processes for managers to manage. Consistency.

Solutions?

• Pockets of excellence - Focus on what is working (leverage and collaborate)

• Capability development - focus on development of people management

• Leadership modelling and performance management

• Human Capital Management System which focuses on development

Next steps for One HR?

• Establishing a simpler and better framework for managing the public sector workforce based on a contemporary Human Capital Management Model aimed at lifting performance and reducing administrative and transactional HR activities, including potential for future automation.

• Establishing a benchmark range for HR resourcing and capacity across the agencies.

One HR Platform for One Government Stage 1 Benefits and Progress

RecruitmentUnderstanding workforce and job needs means we can attract and select the best candidate to deliver

what’s needed

Role Classification

Standardised classification process will provide consistency

for SA Public Sector Wages Parity Enterprise Agreement : Salaried employees (covering approx. 37,000 employees)

Induction

Whole of government content will be passed on to new public sector employees to provide consistent messages from the start of their

employment

Performance Management & Development

Public sector employees will have a biannual review and

participation will be monitored through agency reporting

Exit FeedbackInformation from exiting

public sector employees will inform workforce and

succession planning and monitor sector trends

LeadershipA leadership strategy will ensure strategic oversight of the vision, expectations, processes and

activities that reinforce leadership excellence within the public sector

Employee Lifecycle

Stage 1Developing a leaner, more efficient HR Platform which supports key components of the employee lifecycle including:

• Recruitment

• Role Classification

• Induction

• Performance management & development

• Leadership

• Exit feedback

Workforce reporting standards

Standardisation of employment arrangements

One HR Platform for One Government Project Staged Approach

‘ delivering better, more efficient HR services on a whole of Government basis’

Stage 3

Implementation of a new

Human Resources

Capital Management

Model to minimise effort

spent on low value

processes and free up

resources for strategic

HR activities

Stage 2

Assessment of resources to

deliver HR functions and

services across SA public

sector agencies

Benchmarking and modelling

of a new Human Resources

Capital Management Model

Performance management & development

• Performance management and development (PMD): integrated and planned system for continuously improving the performance of all employees

• Key enabler for public sector performance:

– Alignment of individual, team and organisational objectives and results

– Provides foundation for a culture of productivity, growth and excellence

Current state: Mandatory direction

• Section 8 of the Public Sector Act 2009:

– Each public sector agency must establish and administer effective performance management and development systems in respect of the employees of the agency

– Performance management and development must be directed towards advancement of the objects of this Act and observance of the public sector principles and code of conduct.

– Performance management and development must be integrated with the agency’s employment practices and inform its employment decisions relating to particular employees.

– Each public sector agency must make information about its performance management and development system available to employees of the agency.

Current state: Participation

Status % of public sector employees

Review within the past 12 months 29.6%

Review older than 12 months 21.5%

No review/ Not stated 48.8%

Source: Workforce Information Collection 2014-15

Did you know…

• 2014-15: Over $100 million spent on training and development of employees across the sector

• Aggregated results from HPF Staff Perceptions surveys (2015)

– ;Question % agree

The department’s employee performance management system is a useful tool 54.4%

My performance is fairly assessed through the employee performance management process

71.7%

My manager provided me with open and constructive feedback during the performance management review process

77.0%

My manager provided me with open and constructive performance feedback outside the formal employee performance management process

67.3%

My training and development needs are provided through the employee performance management process

62.5%

Purpose of draft Guideline

• Achieve best practice outcomes in the design, resourcing, structure and administration of PMD systems across the SA public sector

• Provide a basis for each agency to develop its own approach

Performance management and development• Focus: employee performance optimisation and improvement

• Premier’s Direction

– Outline minimum standards

• Guideline

– Principles

– Components and elements of an effective Performance management

and development system

– Roles and responsibilities

• Supporting tools and examples to assist agencies in designing their own approach

Proposed SA Public SectorPerformance Management and Development System

Next steps for performance management and development

• Finalisation of Premier’s Direction

• Engagement across sector on proposed Guideline

• Working with agencies to identify good practice examples that can be leveraged for benefit of sector

Standardisation of employment arrangements and conditions

• Special Leave with Pay standardised for those employees and agencies covered by the South Australian Public Sector Enterprise Agreement: Salaried 2014 (or successor)

• 15 days SLWP for victims of domestic/family violence

• Expansion of Part 7 of the Public Sector Act 2009(SA) by way of amendment to the Public Sector Regulations 2010 (SA)

Gender Equality in Leadership

Erma Ranieri

Commissioner for Public Sector Employment

6 November 2015

The state of play in South Australia

Public Service Executives (SAES)

Public Sector Employees Public Sector Executives

As at

June 2015

Women comprise 75% of the entry levelemployees in the public sector, but more menprogress at every level to comprise 55% atexecutive level (and 63% of SAES).

******************************

Top barriers to gender equality in leadership in the SA Public Sector

• Unconscious bias

• Leadership commitment

• Organisational culture

• Recruitment and promotion processes

• Workplace flexibility

Further barriers

• 50% of women who are victims of domestic violence need to change their working conditions to escape their attacker or because of the low self-esteem it causes.

• Cultural assumptions about women’s aspirations, availability and capacity.

• Failure to implement policies rather than policies being unavailable.

Strategy Purpose

To build and maintain

inclusive public sector

leadership, where women and

men are equally represented,

valued and rewarded.

Key Levers

Leadership Accountability

Empowered Workplaces

Talent Pipeline3

2

1

Leadership Development Opportunities

Modern Manager Series

Influence and Persuasion –25 May• An afternoon seminar with

George Lee Sye

Making Better Decisions: Unconscious bias at work –27 May• A morning workshop with

Anna Lee

ANZSOG Programs

Project Management for Policy Design and Implementation – 1&2 June • A two day course with

Professor Michael Mintrom

Treating Public Policies as Investments – 3 June• An afternoon seminar with

Professor Michael Mintrom

QUESTION & ANSWER

Connect with us

• Join our LinkedIn group: SAPS People & Culture Network

• Draft Performance Management and Development Guideline for consultation – we value your feedback!

• Other upcoming items for consultation:

- Whole of Government Domestic/Family Violence Policy and Government Volunteer Policy

• Office for the Public Sector website: publicsector.sa.gov.au

Erma RanieriCommissioner for Public Sector EmploymentGovernment of South Australia

@ErmaRanieri

publicsector.sa.gov.au