Management of human resources

The department deployed staff to advance whole-of-government objectives and assist Australians overseas. We implemented staffing measures in response to the findings of the APSC Capability Review, including encouraging more lateral movements and secondments between agencies.

Overseas, staff were seconded to advance our multilateral objectives including to the Philippines Department of Foreign Affairs in support of APEC 2015 preparations and to the Indian Ocean Rim Association Secretariat in Port Louis, Mauritius.

We provided nimble responses to international crises, deploying Crisis Response Teams to the Ukraine following the downing of MH17, to Vanuatu following Tropical Cyclone Pam and to Nepal following the earthquakes. Staff on short-term missions also assisted overseas posts to manage one-off events, including the Anzac Centenary commemorations in Gallipoli and France.

We strengthened staffing of the department’s economic and trade divisions and deployed additional staff to support a range of free trade agreements. Secondment programs with the Business Council of Australia and Treasury strengthened whole-of-government economic cooperation.

The department continued to manage a program of voluntary redundancies for non-SES employees and SES incentives to retire. Over the reporting period, a total of 165 non-SES employees exited the department by way of voluntary redundancy. A total of eight SES employees exited the department through an incentive to retire.

Workforce planning, staff mobility and retention

Workforce planning

We undertook an extensive body of work to improve the reliability of data in our HR systems, increase rigour in position design, and embed critical workforce planning infrastructure, including work function groupings and common APS work-level standards.

The Secretary established an SES-level Strategic Workforce Planning Committee which considered and endorsed the department’s first Strategic Workforce Plan.

Recruitment

The department targeted its 2014–15 recruitment at meeting critical operational needs, completing two non-SES bulk recruitment rounds (including graduate recruitment) and 12 non-SES specialist rounds. One specialist and four bulk SES selection processes were completed.

The department remained an employer of choice for graduate recruits, with 1943 applicants for the upcoming 2016 policy graduate intake and 522 applicants for the management graduate intake.

Workplace diversity

The department continued to support flexible working arrangements, including access to flex/time off in lieu, permanent part-time work arrangements and teleworking (home-based work). We expect reforms to extend such arrangements to support the Women in Leadership initiative.

We held diversity-focused events in Australia and overseas to reinforce the department’s commitment to a diverse workplace: these included NAIDOC week in July 2014, International Day of People with Disability in December 2014, Harmony Day in March, and National Reconciliation Week in May 2015. The department was a major sponsor of the Australian Network on Disability’s annual conference in May 2015.

The department supported the advocacy and advisory work of network groups including those for Indigenous employees, staff with disabilities, and the Lesbian, Gay, Bisexual, Transgender and Intersex networks. The department implemented the Australian Government’s Guidelines on the Recognition of Sex and Gender ahead of the 2016 deadline with staff now able to identify as male, female or X (Indeterminate/Intersex/Unspecified).

The DFAT Families Network continued, on a volunteer basis, to support staff and their families taking up and returning from overseas postings.

The department’s diversity training focused on providing employees with skills to value difference and build inclusive teams. We co-hosted an APSC pilot diversity training program for EL1 and EL2 officers. The department continues to maximise the professional opportunities that our workforce of over 730 staff with working-level proficiency in one or more of 38 foreign languages bring.

Indigenous employment

On 30 June 2015, the department had 70 ongoing employees (representing 1.8 per cent of A-based employees) who disclosed an Aboriginal and/or Torres Strait Islander heritage—up from 65 Indigenous employees at 30 June 2014. The department had no non-ongoing Indigenous employees at 30 June 2014 or 2015. The active advocacy work of the department’s Indigenous Champions and the Indigenous Task Force has continued to promote greater visibility and awareness of the needs of Indigenous Australians, including in support of employment and development opportunities with the department.

The department’s engagement of Indigenous communities was enhanced through support of four staff (EL1 and EL2 level) to participate in the Jawun Indigenous Corporate Partnerships (Jawun). We also sought expressions of interest from employees (APS6 level) to participate as Indigenous Community Volunteers to share knowledge and expertise through community-led projects.

We continued our investment in indigenous scholarships over the reporting period through MOUs with Griffith University and the Canberra University.

Disability employment

On 30 June 2015, the department had 60 employees (representing 1.6 per cent of its A-based employees) who disclosed a disability, although internal surveys suggest the actual number is around twice this figure. Our Disability Champion was active throughout the year in promoting greater visibility and awareness of the needs of employees with disability. The department initiated a training program to assist EL2 staff confidently manage staff with disability. We reviewed arrangements for staff with mobility permits to ensure access to appropriate parking and increased the number of allocated accessible spaces in DFAT-controlled car parking to exceed the minimum requirement outlined in the Disability (Access to Premises—Buildings) Standards 2010.

To raise awareness and assist in the development of tailored programs and policies to meet the needs of employees with disability, we launched a campaign to encourage employees with disability to disclose this on our HR information system.

The Trade and Investment Minister spoke to staff on his experience of working in high-profile roles while living with a depressive illness and Dr Susanne Bruyère from Cornell University, New York, addressed employees from across the APS on factors influencing people to share information on a disability.

The department used the APS RecruitAbility scheme as part of the graduate recruitment program, allowing applicants with disability to experience all aspects of our selection processes.

Diversity reporting mechanisms

Details about disability reporting under the National Disability Strategy and Multicultural Access and Equity are available at dss.gov.au. Information regarding Indigenous Australians is available at indigenous.gov.au and further information on diversity reporting mechanisms is available through the APSC’s State of the Service Report and the APS Statistical Bulletin at apsc.gov.au

Learning and development

The Learning and Development Section facilitated a number of internal and external programs to enhance officers’ leadership, management, and diplomatic tradecraft skills as well as enhance employees’ abilities to engage with risk, think strategically, develop public policy, and innovate.

Over the review period, 855 officers participated in internal programs aimed at developing leadership, writing skills, conflict resolution, negotiation, tradecraft and cultural awareness. Officers from other APS agencies participated in diplomatic tradecraft programs, which enhanced our engagement across the APS.

Through the Capability Development Program, 198 officers participated in over 100 external programs at institutions in Australia and overseas. In addition to developing approaches to leadership, participants strengthened the department’s people-to-people links across the APS and to other Australian and international organisations.

Trainee programs

Thirty-six policy graduates and five corporate (management) graduates (see video) began a two-year program of on-the-job and formal training in February 2015. Together with 42 graduates from the 2014 intake, trainees engaged in work rotations designed to develop core professional skills and the experience necessary for future roles.

To enhance professional ties with Asia and the Pacific, the Middle East and Africa, we hosted 21 junior international diplomats for a two-month intensive graduate training program to broaden participants’ academic knowledge, professional skills and engagement with Australian policy issues.

The department expanded its two-year Administrative Officer Development Program which develops skilled officers at APS4 to EL1 levels. Seven officers began the 2014–15 program, undertaking rotations in key corporate units and short-term placements overseas.

In support of the Government’s ‘Closing the Gap’ strategy, the department participated in the APSC Indigenous Pathways Program and APS Special Measures. Three Indigenous tertiary students completed Indigenous Cadetship programs, while a further three continued their studies alongside work rotations. Of the three Indigenous officers who joined the 2015 Graduate Program, two gained entry through Pathways (including one former DFAT cadet) and one via APS Special Measures provisions.

We also participated in the Indigenous Australian Government Development Program, recruiting three staff for a 15-month on-the-job traineeship, including study towards a Diploma of Government. Two staff completed the APSC Indigenous Traineeship with a Certificate IV in Government and undertook short-term missions in Suva and Hong Kong.

Two ICT apprentices completed their certifications in 2015. The department recruited two ICT tertiary graduates and one ICT cadet through whole-of-government entry level programs.

International Skills Development Program

To develop officers’ diplomatic tradecraft skills, 54 junior officers participated in the International Skills Development Program (ISDP), including by shadowing senior officials at high-level international engagements.

Five Indigenous employees and three officers with disabilities also participated in overseas development opportunities under the ISDP, including attendance at the UN Permanent Forum on Indigenous Issues and Torres Strait Treaty meetings. Outside the formal ISDP program, we supported Indigenous employees to develop international advocacy skills through short-term missions to the UN World Conference on Indigenous Peoples in New York and the Human Rights Council in Geneva.

Studybank

In 2014–15, financial assistance and leave from duties was granted to 143 employees to pursue study. The Studybank program supports the Women in Leadership agenda with female staff comprising 65 per cent of approved applicants. The department supported staff studying in the disciplines of arts, business, crisis management, development studies, economics, information technology, international relations, law, public policy and strategic studies, with more than 80 per cent of approved applicants studying postgraduate qualifications.

Language studies

With 212 language-designated positions at overseas posts, the department accords priority to learning and maintaining foreign languages that align with Australia’s foreign policy objectives. We provide training in 27 priority foreign languages and, in 2014–15, 187 staff undertook long-term language training in Australia and overseas. The department reviewed its language studies program to streamline Language Proficiency Allowances and to ensure language-designated positions are aligned with government priorities. We continue to provide immersion courses and lunchtime discussion groups to our staff and external APS agencies to support language maintenance.

Additional support is provided to staff through the Rosetta Stone e-learning application. This application was made available to LES at five overseas posts through a pilot program in Advanced English. This program will be expanded to other overseas posts in the year ahead.

e-learning

The department has continued to build its suite of e-learning programs to meet various corporate, technical and operational training requirements with 12 new programs under development including innovative solutions for Anti-Bullying, Harassment and Discrimination, Work Health and Safety, Consular Information System, Local Area Network Administrator, and Certifying Officer training.

Leadership

The department launched a Leadership Strategy in April 2015 aimed at developing and promulgating a culture of strong leadership, strengthening already good leaders, and focusing on ways to raise leadership outcomes at all levels. The launch of a DFAT Leadership Charter, DFAT-specific leadership training, and an annual Secretary’s leadership award are key initiatives being pursued. Officers at all levels—Australia-based and locally engaged staff—are to assume responsibility for embodying and entrenching strong leadership as they pursue individual work responsibilities.

Performance management

The performance management cycle ran over the 12 months to 31 March 2015. Employees received informal performance feedback throughout the cycle, a formal mid-term appraisal and an end-of-cycle performance review and rating.

In 2014–15, work was undertaken to improve the performance management framework with the aim of streamlining processes and increasing support for staff and managers. An online upwards feedback survey was successfully trialled in February 2015 and will be used to collect upwards feedback on management from staff across the department in February 2016. A new Performance and Development Agreement template was introduced to provide stronger links between department-wide strategies and individual performance and to embed the APS Work Level Standards and the DFAT Values Statement. Training was offered to improve skills in undertaking performance discussions.

The department provides salary increments or performance bonuses for non-SES staff who receive ratings at the end of the performance cycle of ‘performing well’ or ‘performing exceptionally’. SES employees participate in the performance management system but are not eligible to receive a performance bonus.

Locally engaged staff

The department values the significant contribution made by the LES workforce. Under the Prime Minister’s Directive: Guidelines for the Management of the Australian Government Presence Overseas, we manage the appointment, termination, salary and terms and conditions of all LES, except those engaged by Austrade. This is done in accordance with contemporary Commonwealth management principles, local labour and other relevant laws and good employer practice. In 2014–15, the department was the legal employer of approximately 3909 LES, 1565 of whom were employed on behalf of other government agencies.

We made significant progress on a global project to reform the LES workforce. This includes implementing global work-level standards and reviewing terms and conditions. LES salaries are being reviewed to align with movements in local labour markets.

Workplace arrangements

Terms and conditions for non-SES employees are governed by the DFAT Enterprise Agreement 2011–14 (EA), which nominally expired on 30 June 2014 but will continue until replaced by a new agreement.

Details of employees covered by the EA, determinations, individual flexibility agreements and remuneration supplementation agreements are included in Table 23.

Remuneration of senior executives

All DFAT Senior Executive Service (SES) staff are employed under the same terms of a determination made by the Secretary under section 24(1) of the Public Service Act 1999. Executive remuneration is set out in Note 14 of the financial statements.

Staff welfare

The Medical Unit continued to support six clinics in Port Moresby, Dili, Jakarta, Rangoon, Vientiane and Phnom Penh, which offer medical advice and primary care treatment on a cost recovery basis to A-based staff and families. The Medical Unit also provides advice and support to other posts that do not have a clinic presence as well to individual staff and family posted overseas. During 2014–15, there were 140 medical evacuations.

The Staff and Family Support Office (SFO) provided more than 300 management and 2000 counselling consultations. Staff counsellors visited 45 posts and five state offices, which included 13 critical incident responses. The Family Liaison Officer supported staff and families in relation to the overseas posting cycle and provided oversight of the network of community liaison officers.

The SFO provided psychological screening for high-threat posts, wellbeing checks for staff in challenging roles, pre-posting and return-to-Australia briefings, and oversight of the Employee Assistance Program. The SFO conducted over 130 training sessions reaching over 2100 participants. Support to managers included advice on performance and mental health issues and how to support staff during crisis and change.

Staff surveys

In 2014–15, the department continued its program of staff surveys to seek feedback from staff and monitor wellbeing. A total of 3430 staff (APS and overseas LES) participated in the all-staff Pulse Survey in February–March 2015, representing a response rate of 58 per cent. Fifty-one per cent of staff also participated in the annual APS Census held in May–June. We continue to use the survey results to inform business planning and decision-making.