| |
|
|
|
|
|
|
|
|
|
|
| |
||||||||||
| |
|
|
|
|
|
|||||
| |
|
|
|
|
|
|
||||
|
|
Management of human resourcesManagement and development of human resourcesCustoms restructured its human resources (HR) area during the year, reducing staff numbers and introducing a new model for HR services delivery. Over January-June 2001 this lead to a reduction in HR costs of $500 000. A market-testing activity began, covering the processing aspects of HR, including payroll and simple advice. Affected staff were fully involved throughout this process. Further information about the market testing of HR services is available under Consultants and competitive tendering and contracting. While the changes will improve the efficiency of HR service, the combination of reduced numbers and staff turnover affected the implementation of the new HR service-delivery model. However, significant progress was made on:
Workforce planning, staff turnover and retentionThrough the workforce planning project, a range of policies was developed. These integrate recruitment, selection, training, development and performance management into a comprehensive approach to providing a workforce that will meet the business requirements of Customs now and in the future. Implementation of the integrated policies and practices started and will continue to be a focus in 2001-02. As part of the workforce planning project, a tender process for recruitment and selection services was completed. This was designed to enhance selection outcomes through improved targeting of employment markets and improved screening processes and techniques. It was expected that the new recruitment provider would be in place by the end of 2001. As with other public service agencies, the nature of the Commonwealth Superannuation Scheme focussed attention on the level and numbers of staff likely to retire at or before age 55 over the next few years. At the higher classification levels, the potential separation rates over the next five years may be up to 50 per cent higher than the national trend. Separation rates Customs-wide averaged 9.15 per cent for 1999-2000 and 8.33 per cent for 2000-01. The ACT (9.42 per cent in 2000-01) and Tasmania (14.02 per cent in 2000-01) were at the high end of the range. These higher rates may be reflective of early retirements and employer-initiated separations. People management reportingSignificant improvements were made to the electronic Human Resource Information System. Staff were already able to enter and approve leave, overtime and staff moves electronically. Through a web-based interface, the enhancements allowed staff to also change personal information such as address and emergency contact details, and view records such as leave history, leave balance and occupancy record. Supervisors entered performance assessment and feedback ratings electronically. Enhancements due for release early in 2001-02 will improve employee self-service further, with staff able to:
Training and developmentCustoms Development ProgramA new competency-based development program for staff at Customs Levels 1-4 commenced during 2000-01. The program consists of a range of core and job-specific competencies developed at each level, reflecting the skills and knowledge staff require to undertake the broad range of Customs functions. The program was developed along functional rather than structural lines, allowing staff to address competencies related to their current work as well as being able to respond to organisational changes in the future. The Commercial Education, Border Education, Customs Graduate Trainee and Customs Trainee programs were integrated into the new program. Introduction was incremental, beginning with material for Level 1 staff in November 2000 and concluding with Level 3 and 4 material at the end of June 2001. Initial reaction to the program has been positive. A formal evaluation will be undertaken during 2001-02 after six months of operation.
Customs Trainee ProgramThe entry-level component of the Customs Development program runs for 12 months and those who successfully complete the program are awarded a Certificate III in Government. During 2000-01 there were 437 new staff who participated in this program. Of these, 245 graduated during the year, 22 did not achieve the required standard and the remainder will graduate during 2001-02. A standard set of competencies identified through the Customs Development Program now provides for consistent development of staff regardless of their location. Customs Graduate TraineesThere were 17 Customs Graduate Trainees recruited in 2000. All but one successfully completed their development program and were awarded the Certificate IV in Government in November 2000. A further 25 Customs Graduate Trainees commenced in February 2001 and were expected to complete their development program in November 2001. Commercial Education ProgramThe Commercial Education Program was available as a separate program until the full rollout of the Customs Development Program. Modules are now available to all staff as needed, through the Customs Development Program. Staff who had partly completed studies under the old program were given credit where possible and advised about options for gaining their credentials under the Customs Development Program. During 2000-01 there were 62 training modules delivered to 594 participants. This included one staff member from the Australian Taxation Office. The following qualifications were awarded to staff:
National indigenous cadetship projectThe national indigenous cadetship project provides opportunities for indigenous Australians to gain the professional qualifications needed for a range of jobs in both the public and private sectors. Customs had three cadets in this program in 2000 – two have graduated and now work in the Fremantle office, while the third is in her final year of study. Two more cadets were recruited in 2001. Technology-based learningThe agency is considering the use of technology-based learning to achieve cost-effective and flexible training, particularly for delivery of the Customs Development Program. It may also be an option to provide clients with training on changes and new processes arising from the cargo management re-engineering project. During 2001-02, a business case will be developed that will recommend the extent to which technology-based learning can be used in Customs. Australian Workplace Agreements and certified agreementsSenior executive service (SES)All on-going SES employees have remuneration arrangements agreed through an Australian Workplace Agreement (AWA) that sets out responsibilities and performance expectations. The terms are confidential, but similar for all SES, with heads of power to determine some individual arrangements, for example regional assignment. Salaries are determined by the CEO and are broadly within three bands representing the three classification levels. Features of the agreements include performance pay, salary regression within and between bands, superannuation (averaging 13 per cent of total remuneration), an executive vehicle (values vary for the three levels), semi-official telephone, leave provisions and business-class travel. Information on Executive remuneration is available in the Financial statements under Notes to and forming part of the financial statements. Non-SESAt 30 June 2001 there were 89 non-SES staff on AWAs. The majority of these were Customs Level 5 staff, who are remunerated in a salary range of $65,000 – $83,000. AWAs offer a degree of flexibility (within certain parameters) that allows Customs to attract, deploy, reward or retain employees by tailoring remuneration and conditions accordingly. The Certified Agreement provisions generally apply to these staff. Staff who are not covered by an individual AWA are covered under the Customs Certified Agreement 1999. This agreement is the second comprehensive agreement covering Customs staff, following on from the 1998 Certified Agreement. It covers a new broad-banded structure for Customs Level 1 to 5, a performance management system and a 9.1 per cent pay outcome over three years. Staff received a pay increase of 2.5 per cent on 1 January 2001. The nominal expiry date for this agreement is 31 December 2001 and renegotiations will commence in July 2001. Performance managementPerformance assessment and feedbackPerformance assessment and feedback was the main performance-management system used by Customs. It links pay advancement within a salary band, or as a performance bonus, to performance based on the contribution of staff to their work area plan. The system also provides a mechanism for staff to gain feedback on workplace performance and identify development opportunities. Pay outcomes for the 1999-2000 period applied from 1 July 2000. Likewise, the pay outcomes for the 2000-01 period will apply from 1 July 2001. An extensive evaluation of the Performance assessment and feedback system following the 1999-2000 performance period resulted in changes that will be introduced for the 2001-02 reporting period. The changes aim to produce a more consistent, fair and equitable approach to performance management in Customs. Performance agreements include the skills needed to carry out the functions listed in the agreement. They allow staff and managers to develop plans to address gaps in skills required. Additionally, agreements in 2001-02 will contain standard performance measures that reflect both work level standards and the workforce characteristics determined through the workforce planning project. Performance payPerformance pay is available to SES staff who exceed expectations and is limited to 15 per cent of salary in any one financial year. Performance pay for SES takes the form of either an annual bonus at the end of the cycle; a bonus payment during the cycle in recognition of outstanding contribution to particular outcomes; or movement to a higher salary. During the past two years an average of 45 per cent of SES received performance pay. Over this time, performance pay represented an average of 4 per cent of total remuneration for any individual employee. During 2000-01 the aggregate amount of performance pay for SES staff was $76 000. For non-SES staff, performance is managed through the performance assessment and feedback process. Staff are eligible for a 0, 1, 3 or 5 per cent increase in salary within the range for their level. Staff at the top of the salary range for their level are eligible for a bonus of 5 per cent of salary, paid over the next cycle, or as a bonus. Of those eligible for performance pay (4127), 50 per cent received either a salary advancement and/or a bonus, averaging 2.75 per cent. Some staff were at the top of their salary band. They were not eligible for a bonus unless they were rated at performing above agreed requirements. Occupational health and safety performanceDetails on occupational health and safety are available in Other information for annual reporting purposes. Statistics on staffFurther information on staff statistics is available in Appendix D.
|
|||||||||
