7 August 2013 Human Resources Leaders Forum. APS HR Human Capital Report 2012

7 August 2013Human 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 Proposition1. 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

Org

anis

ation

al P

erfo

rman

ce

People StrategiesTalent 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

Stra

tegi

c W

orkf

orce

Pla

nnin

g

Envi

ronm

enta

l Sca

nAPS 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?

9710

7253

6225

3350

1936

1157 603 376

HR Professionals

NSWVicQldWASAACTTasNT

2958

2365

1704

1076

779

581155

140

HR Managers

NSWVicQldWAACTSANTTas

HR Man-agers ACT

HR Man-agers NSW

HR Man-agers

NT

HR Man-agers Qld

HR Man-agers

SA

HR Man-agers Tas

HR Man-agers

Vic

HR Man-agers WA

HR Pro-fession-als ACT

HR Pro-fession-als NSW

HR Pro-fession-als NT

HR Pro-fession-als Qld

HR Pro-fession-als SA

HR Pro-fession-als Tas

HR Pro-fession-als Vic

HR Pro-fession-als WA

Ad-min Svcs

0.0132921174652241

0.331993817619784

0.0068006182380216

4

0.179907264296754

0.0537867078825348

0.0126738794435858

0.280061823802164

0.121483771251932

0.017852959092826

0.349093294597254

0.0072630148540368

3

0.197038564265967

0.0614779063773956

0.0176655264514315

0.2476922356

0283

0.101916498758259

ICT 0.0346205059920107

0.492676431424767

0.0039946737683089

2

0.106524633821571

0.0292942743009321

0.0053262316910785

6

0.266311584553928

0.0612516644474035

0.0408496732026144

0.400326797385621

0.0049019607843137

3

0.155228758169935

0.0310457516339869

0 0.284313725490196

0.0833333333333333

Prof & Sci

0.0332294911734164

0.3094496365

5244

0.0083073727933541

0.181031498788508

0.0522672204915196

0.0089996538594669

4

0.270681896850121

0.136033229491173

0.0281102143055942

0.286390203172836

0.0061230169774561

7

0.193988310603952

0.0606735318675202

0.0153075424436404

0.252991928750348

0.156415251878653

Pub-lic Ad-min

0.212972597988207

0.2150537634

4086

0.0367672563302116

0.180020811654527

0.081165452653486

0.0239334027055151

0.165452653485952

0.0846340617412418

0.128357030015798

0.194707740916272

0.0387045813586098

0.242496050552923

0.0764218009478673

0.0337677725118483

0.174565560821485

0.110979462875197

5.00%15.00%25.00%35.00%45.00%55.00%

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.

Admin Svcs ICT Prof & Sci Public Admin

HR Man-agers

0.331522853043657

0.0769624923139988

0.296064767370363

0.295449887271982

HR Pro-fession-als

0.69719046063378

0.0199934661875204

0.117379941195688

0.165436131983012

5.00%

15.00%

25.00%

35.00%

45.00%

55.00%

65.00%

75.00%

How is the HR workforce distributed?

HR ManagersHR Professionals

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?

68.89

16.24

6.12

4.684.07

HR Staff

Lge OpsPolicySpecialistSml OpsRegulatory

Specialist Reg Policy Sml Ops Lge Ops

HR staff

0.0490113 0.0589133 0.0475015 0.0524575 0.0567221

0.50%

1.50%

2.50%

3.50%

4.50%

5.50%

6.50%

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


InnovationIndividual performance

Workforce Capability and Capacity

Employee EngagementLeave Intention


Workforce capability and capacity

ASAP Leave 1 yr Stay 2 yrs Stay 3+yrs

non-HR 7.81 13.73 25.92 52.55

HR 7.63 16.21 26.19 49.98

5

15

25

35

45

55

Career intentions

Per c

ent

Job Team Supervisor Agency

non-HR 6.446956 6.4314 6.714904 5.62875

HR 6.724781 6.586652 6.9714 5.703851

0.50

1.50

2.50

3.50

4.50

5.50

6.50

7.50

8.50

9.50

Employee Engagement

Enga

gem

ent S

core

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. V Low Low Moderate High V High

non-HR 16.17 22.43 38.79 15.8 6.81

HR 13.98 23.58 41.43 15.94 5.07

2.5

7.5

12.5

17.5

22.5

27.5

32.5

37.5

42.5

Self-report performance

Per c

ent

Senior Leader EngagementILS 2


Senior Leader VisibilityILS 1


non-HR

HR

non-HR

HR

APS

EL

0 5 10 15 20 25 30 35 40

Senior leaders engage staff on future challenges

Str DisagreeDisagreeNeitherAgreeStr Agree

Per cent

non-HR

HR

non-HR

HR

APS

EL

0 5 10 15 20 25 30 35 40

Senior leaders are sufficiently visible

Str DisagreeDisagreeNeitherAgreeStr Agree

Per cent

Leader visibility and engagement is critical

HR staff rate their supervisors more highly

Achiev

es Resu

lts

Cultivates

relati

onships

Personal

drive

Strate

gic th

inking

Comms with

influen

ce1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

non-HRHR

Sets

directi

on

Motivates

people

Enco

urages

innovation

Develo

ps peo

ple

Open to

self-l

earn

ing1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

non-HRHR

Agency CultureReported bullying

Workplace Culture

Safety CultureSelf-report bullying


Agency CultureHR staff are more positive about process

…and they are also more positive about safety

Work Life

Consultation

Ethical Behaviour

Ethical Leadership

Fair promotion

Confidence in process

Diversity

Effective managers

0.00 1.00 2.00 3.00 4.00 5.00

Agency culture

HRnon-HR

Team

Supervisor

Agency cares

Agency supports

1 1.5 2 2.5 3 3.5 4 4.5 5

Safety culture

HRnon-HR

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


Work-life balanceWorkplace change


-0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4

-0.4

-0.3

-0.2

-0.1

0

0.1

0.2

0.3

0.4

How hard is it to work in HR?Control

Demand

How hard is it to work in HR?

Working conditions are good…

V Sat Satisfied Neither Dissat V Dissat

non-HR 17.19 54.48 14.02 11.59 2.72

HR 21.31 53.22 11.26 11.92 2.29

5

15

25

35

45

55

Satisfaction with work-life balance

Per c

ent

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 understandingSatisfaction with flexible work

Workplace Design

Supervisory responsibilities

Work more than 80 hours per fortnight


Design of workHR staff work longer hours, but not extreme hours

HR staff appear to have more control over their workplace.

APS 75 hrs or less

APS 75-79

hrs

APS 80-99

hrs

APS 100+ hrs

EL 75 hrs or

less

EL 75-79 hrs

EL 80-99 hrs

EL 100+ hrs

non-HR

37.13 39.05 21.68 2.13 18.17 28.01 45.4 8.42

HR 33.42 41.16 23.81 1.61 14.86 27.79 51.6 5.74

5

15

25

35

45

55

Hours worked in the past fortnight

Per c

ent

Regular

Semi-regular

Infrequent

No - job needs

No - technical

No - not allowed

No - choice

No - not considered

Not sure

0 5 10 15 20 25 30

Teleworking

HRnon-HR

Per cent

Role understanding

Always Often Some-times

Rarely Never

non-HR 33.54 46.47 14.96 4.01 1.01

HR 31.71 46.85 16.37 4.23 0.85

2.5

7.5

12.5

17.5

22.5

27.5

32.5

37.5

42.5

47.5

I am clear what my duties and responsibilities are…

Per c

ent

Str Agree Agree Neither Disagree Str Dis-agree

non-HR 22.28 59.9 11.61 4.79 1.42

HR 27.23 58.4 8.97 4.1 1.3

5

15

25

35

45

55

65

I am clear how my work group contributes…

Per c

ent

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 2013Human Resources Leaders Forum

Core and Management Skills Update

41

Karen DahlstromDirector – Learning Design, Core SkillsStrategic Centre for Leadership, Learning and Development

02 6202 3943

[email protected]

mailto:[email protected]

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

Lead

ers

at a

ll le

vels

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

Bein

gKn

owin

g &

Doi

ng

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 beforeParliamentary 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-S

ESAPS Leadership and Core Skills Strategy 2012-13: priorities framework

Process• Starting with design…• Established four pilot projects to test our methodology:

1. Structuring Work2. APS Ethics and Values3. Performance Management4. Coaching and Developing Others

• Established a Reference Group of 15+ agencies• Methodology based on the ADDIE model

44

45

Analyse (Strategy)

Design

DevelopDeliver (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 use1. Context/business need2. Target audience3. Capabilities4. References5. Links to AQF 6. Key content7. Recommended learning approaches8. Design specification9. Evaluation approach10. QA checklist11. 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: 20-22 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 15 -30 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:

www.apsc.gov.au/apsinduction

Where can it be found?

http://www.apsc.gov.au/apsinduction

Cluster 1: Relationships Cluster 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

ContactKaren DahlstromDirector – Learning Design, Core SkillsStrategic Centre for Leadership, Learning and Development

02 6202 3943

[email protected]

53

mailto:[email protected]

8 May 2013Human Resources Leaders Forum

55

2013 APS Employee Census: An update

Overall, 102,208 valid responses (66% response rate)

• 70% of agencies – had a response rate higher than 2012

• 73 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

57

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 emails (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 email bounce backs

58

The 2013 Employee Census Service OfferOffered 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?

59

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

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 supervisor 78%

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%


The 2013 APS data for Workplace Leadership and Workplace Culture…


V. Satisfied 7.425868 7.563927 7.880174 6.672776

Satisfied 6.636889 6.602954 6.862927 5.7924

Neither 5.819167 5.751056 6.041759 4.992758

Dissatisfied 5.596109 5.424821 5.698966 4.648388

V. Dissatisfied 4.146079 4.147212 4.525447 3.273193

0.50

1.50

2.50

3.50

4.50

5.50

6.50

7.50

8.50

9.50

Senior leaders are sufficiently visible(from 2012 census data)

Enga

gem

ent S

core

(0-1

0)

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?


V. Satisfied 7.300874 7.431719 7.814189 6.54378

Satisfied 6.53253 6.503941 6.786911 5.697946

Neither 6.024459 5.92127 6.121947 5.179508

Dissatisfied 5.627796 5.421803 5.577134 4.646616

V. Dissatisfied 4.431782 4.277031 4.464055 3.419165

0.50

1.50

2.50

3.50

4.50

5.50

6.50

7.50

8.50

9.50

Senior leaders engage staff about future challenges(from 2012 census data)

Enga

gem

ent S

core

(0-1

0)

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?

64

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%


I have unrealistic time pressures 34%

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%

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

66

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 email 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

67

Questions

Documents

7 August 2013 Human Resources Leaders Forum. APS HR Human Capital Report 2012