Public Service Commission

資料1

10 year human capital
outlook
A different workforce future by design1Foreword
Global trends are redefining the economies and environment in which
we operate, the services we offer, the communities we service and theway we work, live and relate to one another.
With change the only constant, this shifting environmental context will impact every
aspect of how the Queensland public sector (the sector) operates – from our services,to our customers, to our workplaces and practices.

With disruptive forces of globalisation, digital transformation,changing demographics and customer expectations,
governments will increasingly become more:

Complex

WickedDiverseless simple

less tamelesshomogenous

Connected

Transparent

less siloed

lessbureaucratic

These forces of change will significantly impact theemployment landscape requiring the sector, like otherindustries, to reassess traditional views of work, workers
and workplaces. This will require different human capital
responses to be developed with increased focus on
analytics, co-creation and test and learn approaches.
The 10 year human capital outlook and 3 year humancapital outlook strategic roadmap are intended to reshapethinking and set us up for the major shifts on the horizon
as they relate to the issue of human capital investment.
Outlining the key levers for change, the roadmap provides
a unified focus for the sector, recognising and leveraging
the benefits to be gained in acting as one.
This outlook has been refined through a series ofthought leadership and co-creation workshops including
Directors-General, Chief Human Resource Officers,
business leaders and graduates, in partnership with
Deloitte. It speaks to the importance of understanding theenvironmental context, and the impact of these changes
on the future of work.

2

A changing context
In the face of escalating workforce disruptions is the sector prepared todeliver sustainable outcomes?

These changes will require the sector
to deliver different outcomes using
different means. Achieving this shift
will require an increased focus
on the principles of:Over the next 10 years, the sector will see disruptive changes in relation to:Environment:

People:Customers:

strategic
partnerships

agility andadaptability

design thinking

community
engagement

digital first

integrated
analytics

An unprecedented pace and scale of change
combined with changes to fiscal and global labour
markets will impact our ability to respond tochanging customer expectations.

New thinking is required to enable and transitiona workforce that will see 40 per cent of jobs at riskof automation, one-third of the workforce exiting andthe most technologically literate new generation entering.

Customers expect increased levels of choice andcontrol over the way they engage with government.

3

Our services and environment

The last 10 years

The next 10 years

2017

Reactive

Agile, adaptive
and responsive

SiloedCustomer service

Bureaucratic

Digital secondary

Integrated

Certain, stable andrule boundCustomer centric

Digital first

Volatile, uncertain,
complex andambiguous (VUCA)

More simple

Our work, workforce and workplaces
Permanent
workforce

About the job

Average tenure

Retiring at

11 years

Baby boomer and Limited repurposing
Gen X dominancerequired65

Hierarchicalstructures

Street talk – From

Our customers – The last 10 years
One-size fits all
Choice expected – some services only
City-centric
Service delivery at set times
Products/services developed by the sector
Authority sits with government
Customers are spectators

Inflexible and rigid
work patterns

Risk averse

Safe
Static workforce

Inflexible

Independent

Slow

Compliance orientatedTransactional

Single channel

Hierarchical

Restrictive

Data driven

Re-purposing andre-skilling labour the
new normal

Gen Z and Gen Y
dominance

100 year life

Average tenure

3 years

retiring in 70s
and 80s

Street talk – To

Interdependent

Flexible

Team/projectbased work

Flexible work
the norm

Our customers – The next 10 years
Choice is the norm

Progressive

Agile

Outcomes driven

DiverseConnected

Blended andcontingent

Personalised

Risk intelligent
Workforce mobility

About theexperience

Fast
Multi-channel

Insight driven

Cities of villages
24/7 services
Products/services co-createdAuthority sits with community
Customers are participants4What does this mean for the future of work?
Some things will change and some things will stay the same...
The shifting environmental context will require the sector to continue to maintainstrength and focus in leading:governancelegislation andregulation

complex systemic
issues

How will we engage
differently with thecitizens of Queensland?

performance andaccountability

workforce strategy

public value delivery

5What does this mean for the future of work?
Environmental shifts will change the way work is done
The revolution in technology opens up not only radical new solutions, but also brings with it
confronting realities. Embracing new ways to harness technology to design and deliver
broader public value and better services is non-negotiable.

Smartrevolution

Big data
gets bigger
every minutechanging the way we live,
work and relate

From linear tokaleidoscopic
relationships

How are we changing the way wework and deliver services to takeadvantage of technology?

distributed andnetworked systems<0.5%
of all data is everanalysed or used

= potential!

Internet of things
everything isconnected toeverything

Nanotechnology,
quantum computing,artificial intelligence androbotics redefining
industries and blurring
traditional boundaries

6Our employees will seek a personalised experience…like our customers

What talent wants:• healthy work-life blend
We have a more diverse workforce than at any other time in history, bringing
with them vastly different expectations about what they are looking for fromtheir employment experience.
The rise of consumerist behaviour combined with generational shifts will require a moveaway from one-size fits all to more personalised and compelling employment propositions.

70%
use digitalplatforms tofind work

1 in 3casualby choice

Up to 6careers and up todifferent jobs

20

• challenging purposeful work
• employability• flexibility and choice• a culture that fits.

It’s time to design a different
employee experience:

How do we attract and recruit talent
to work in government quickly?
How do we provide alternative
working solutions to meet
diverse needs?

Portableskillsfor life
not a job for life

Careers will become a

Public value
delivered by a

not a sprint

diversecontingent
workforce

marathon

How do we motivate people togive their best every day?

7

Our workforce will be required to think and act
differently to respond to more complex problems
and changing customer expectations
The changing landscape of customer expectations combined with the increasing
complexity of problems will require the sector to reconsider how,where and when work is done.

New ways of working will almost
certainly demand and involve newskills, knowledge and attributes.
The questions for leaders:

How are you embracing change
and leading others?
What investment are you making in
re-skilling yourself for this changing
way of working?

Up to 47%of jobs are at riskof automation

75%
of fastest growing
occupations require
STEM skills

Upsurge of
project-basedwork

Are your priorities and actions
future-focused?
Support workplace change by:• sharing positive experiences andvalue employees as talent• planning for global, strategic
sector-wide workforce impacts

Prepare for jobs
that haven’t been
invented yet

Rise of design thinking andemotional intelligence

Re-purposing
and re-skilling• building change capability byconnecting to specialist networks• maximising employment options
and career pathways• investing in employee’s personalbrand, resilience, development
and exposure.
8

Levers for change

Strategic imperatives

t lo

if b
c

With increasing global talent shortages, changing workforce
expectations, and the rise of innovative technologies, thesector will need to find better ways to leverage the digitalage and implement more contemporary strategic talentacquisition solutions.

hTalent acquisition#BeHere4Qld

Total Rewards

Blended workforce

Leadership and capability
Growing and developing new and emerging capabilities inpersonalised ways will see the sector adapt and respond toa rapidly changing environment. This will not only require
us to future-proof and leverage internal talent, but foster
new and innovative approaches to leadership.

Leadership pipeline

Future skills andportable capabilities

Talent Now

Agile and flexible
working

Organisational design

Collaborative
governance

Culturaltransformation

Wellbeing

Diverse workforce

New ways of working
As problems become more complex and employees
and customers demand a different experience, thesector will need to act differently. Flexibility in theway we work, principle-based frameworks, and new
partnership approaches will see the sector well
positioned for the changes ahead.

These levers for change are the catalysts
for transformation over the next 10 years.
The strategic imperatives, identified in
the co-design process, will be the focus
of sector-wide action for the next 3 years.
Each strategic imperative contributes
to a specific lever for change, but also
converges to strongly influence andshape the success of other levers. It
is essential that data underpins ourdecisions by integrating people analytics
and ensuring we turn data into actionableinsights to support a radically different
employment landscape.

CultureThe pace and scale of technological change, along withshifting expectations of customers, community andemployees means the sector will need a culture that
supports and rewards our people to think and behave
differently – fostering inclusiveness, harnessing
diversity, and enhancing wellbeing for greater
innovation and performance.

For more detail on the levers for change andspecific initiatives refer to the 3 year humancapital strategic roadmap.

9References
ANZSOG. (2015). The Digital Director.
CEDA. (2015, June). Australia’s Future Workforce?
CSIRO. (2016, January). Tomorrow’s Digitally Enabled Workforce.
Deloitte. (2016). Global Human Capital Trends 2016.
Foundation for Young Australians (2016, November). The New Work Order.
Gartner. (2015). What the Board of Directors Should Know About Digital Business in 2016.
Gratton, L. & Scott, A. (2016). The 100-Year Life.
Institute for the Future for the University of Phoenix. (2011). Future work skills 2020.
Johnston & Goldsmith. (N.D). ICT Modernisation - Queensland Government ICT Capability
Now and Future Report.
LinkedIn. (2016, June). Talent in the Australian Public Sector [Powerpoint Slides].
Manpower Group. (2016). Human Age 2.0 – Future Forces at Work.
McCrindle. (2014). Generation Z Commence University: Choosing The Right Course.
Mack, M. (2013). Future of work: The top jobs of 2025.
PricewaterhouseCoopers. (2015). A Smart Move.
Queensland Government. (2016). Queensland Public Sector Quarterly Workforce Profile.
Randstad. (2016). 2016 Talent Trends Report.
World Economic Forum. (2016, January). The Future of Jobs – Employment, Skills andWorkforce Strategy for the Fourth Industrial Revolution.

10

#BeHere4Qld
Developed by the Public Service Commission
PO Box 15190
City East, Brisbane QLD 4002
(07) 3003 2800
commission.psc@psc.qld.gov.au

For further information visit

www.qld.gov.au/gov/10-year-human-capital-outlook

11

資料2

3 year human capital
strategic roadmap 2022
A different workforce future by design

21095

The next three years
The 10 year human capital outlook provides
the overarching strategic intent and levers forchange to guide Queensland public sector (thesector) workforce strategy in the context ofchanging customer needs and expectations,
globalisation and digital transformation.
This 3 year human capital strategic roadmap builds on
the original roadmap released in 2017, with refocusedstrategic imperatives and a pathway for continued
workforce transformation across the sector.

Network of collaborators
A unified approach to human capital
investment will create greater impact.

Leaders

Peak bodies andcommittees

Human resources

Key stakeholder
groupsInterconnecting and complex forces continue totransform work, workers and workplaces. The sector
workforce will need new capabilities, and to embrace
new ways of working. An embedded focus on flexibility
and wellbeing will be central to our ability to effectively
manage complex challenges facing the community anddeliver high-quality public services.
A unified approach to human capital priorities which
harnesses the expertise and influence of the sector’s
strategic network of collaborators will see us well
positioned to respond to challenges as they emerge.

A different workforce future by designyear human capital strategic roadmap

The central
challenge is not topredict the future,
but to prepare for
uncertainty.

2

Levers for change
1

These levers for change
are the catalysts fortransformation:

4

A different workforce future by designyear human capital strategic roadmap

Talent acquisition

2

Leadership and capability3

New ways of working

CultureThe levers for change
are supported by
12 strategic imperatives.
These will be the focus of
sector-wide action for the
next three years.
Each strategic
imperative contributes toa specific lever for change, butalso converges to strongly influenceand shape the success of other levers.
It is essential that data underpins ourdecisions. Integrating people analytics
and ensuring we turn data into
actionable insights will support aradically different employment
landscape.

3

Levers for change 1

Talent acquisition
With increasing global talent shortages, changing workforce expectations, and the rise of innovative technologies, the sector will need to find better ways toleverage the digital age and implement more contemporary talent acquisition solutions.
Strategic imperatives

Our focus#BeHere4Qld
Align the Queensland Government employment brand withcareer values of the workforce. Deliver a strong employee value
proposition that attracts the best talent, differentiates us fromcompetitors, and establishes us as an employer of choice.

Our workforce values service to the community, and continuing to build an attractive employer
brand based on public purpose work will remain a priority. We need to recruit for knowledge
and attitude, as well as new capabilities and skills. Embedding responsive and transparent
recruitment practices that foster diversity and drive up the representation of women in
leadership roles across the sector, will ensure our workforce remains fit for purpose in a rapidlychanging environment.

if b

t lo
h

Total RewardscAttract, motivate, retain and engage talent by reinforcing
the comprehensive and competitive benefits available to
our workforce. Highlight the complete employee package ofsalary, benefits, career development, recognition and healthy
work-life blend.

The public sector offers employees job security and the opportunity to participate in public
purpose work. Although workers may have many jobs in a lifetime, with the increasinglyinterconnected nature of government and other sectors, time invested in public service roles
will increasingly be seen as a critical way to round out a career. To remain competitive inattracting and retaining key talent we must continue to ensure the public sector’s reputation
as an employer keeps pace with community expectations about employment conditions,while offering meaningful work, valuable career development and flexibility.

Blended workforce
Prepare for the imminent introduction and use of cognitive
processing, artificial intelligence and virtual reality as a meansof delivering services and products. Leveraging opportunities
from the contingent workforce and sharing economy, with therise of crowdsourcing and social collaboration is crucial to our
success.

A different workforce future by designyear human capital strategic roadmap

In an environment of employment security and reduced use of contingent labour, technology
will present both challenge and opportunity. The ethical and equitable adoption of emerging
technologies offers significant potential to streamline tasks, boost productivity and free people
up for more satisfying roles. Workforce planning within and across agencies, informed bystrategic technology adoption and reskilling approaches, will be critical to balancing theserisks and opportunities.

4Levers for change 2

Leadership and capability
Growing and developing new and emerging capabilities in personalised ways will see the sector adapt and respond to a rapidly changing environment.
This will not only require us to future-proof and leverage internal talent, but foster new and innovative approaches to leadership.
Strategic imperatives

Our focus

Leadership pipeline
Develop leaders at all levels to work in distributed andnetworked ways, and navigate across a volatile, uncertain,
complex and ambiguous world.

Ensuring our workforce continues to deliver policy and programs aligned to government
priorities requires more than the acquisition of technical knowledge and skills. A pipelineof diverse leaders who can free up latent capability, mobilise resources to meet emerging
needs, and collaborate across boundaries is essential. We will mobilise high performing senior
executive women into targeted development roles to build profile and experience, in readinessfor chief executive opportunities as they arise. The sector will need to foster leaders who are
equipped to support and connect people, lead with compassion, and empower and harness
the talents of a diverse workforce.

Future skills and portable capabilities
Create people-centric, blended learning solutions thatleverage disruptive technology and contemporary insights
to grow capability. It is not only about building on existing
capabilities, but looking ahead to the skills of the future toensure we are keeping pace with global trends.

The increasing complexity of our operating environment has impacted on the skill sets
we look for, with data and technical skills increasingly sought after. Even with a planned
approach to technology adoption most roles will experience some degree of augmentation,
so reskilling and upskilling will be a focus of workforce strategy. Growth mindsets, creativity,
curiosity, problem solving, experimentation and collaboration remain as important as ever inan environment of rapid change and high community expectations.

Talent Now
Deliver an adaptive and agile workforce ready and able to tackle
the challenges and opportunities presented by the changing
nature of work. Applying a technology-based mobility solution
aimed at increasing visibility of current talent, empowering ourpeople and optimising our workforce capability, will be at thecore of our success.

A different workforce future by designyear human capital strategic roadmap

Agile teams working on time-limited projects will play a vital role in responding to emergent
priorities and require ongoing access to talent across the sector. Whole-of-sector talentmanagement frameworks and systems will embed agility, tap into collective knowledge andallow the public sector to respond quickly to manage surges. To enable this, we will need to think
like one employer, recognise the individual and organisational value of mobility, have greater
visibility of people’s latent skills, and improve our ability to assess and plan for workloads.

5Levers for change 3

New ways of working
As problems become more complex and employees and customers demand a different experience, the sector will need to act differently. Flexibility in the way
we work, principle-based frameworks, and new partnership approaches will see the sector well positioned for the changes ahead.
Strategic imperatives

Our focus

Agile and flexible working
Embed new approaches to flexible work that finds‘flexibility within flexibility’ and transforms traditional
approaches to work-life balance to meet future needs.

Well-designed flexible and agile work will be a significant driver of workforce diversity, inclusion,
wellbeing and productivity. As more functions are able to be performed ‘anywhere, anytime’, we will
see a rise in hybrid and geographically dispersed teams. A one-size-fits-all approach to work design
will no longer be appropriate in managing a diverse workforce. With the increased uptake of remote
working, leaders will need to model flexible work to foster inclusion and build capability in managing
by outcomes. We will need to enable our workforce to adapt to new patterns of working and empower
workers to design and implement innovative approaches to flexible work that offer agency, autonomy
and choice — ‘flexibility within flexibility’.

Organisational design
Shift away from a hierarchical, rule-boundenvironment to a network of mission driven, nimble
teams working in a principle-based environment.
Ensure our employment frameworks support workers
in the gig economy to work independently on discretetasks, enabling greater choice and control.

Open, networked and flat organisations will capitalise on the collective intelligence of workers byencouraging people to work across organisational boundaries. Organisational design principles andgovernance arrangements that encourage experimentation, risk management and distributed leadershipwill be key to enabling innovative solutions to emergent issues. Designing for agility, where teams
are able to scale up, scale down, or reconfigure resources to address evolving challenges, will unlock
opportunities and synergies to solve the problems of the future.

Collaborative governance
Recognise the strength and opportunity in networking
and building strong relationships across all layers ofgovernment, community and private sectors. Work
together to achieve more collectively, than any single
organisation can on its own.

A different workforce future by designyear human capital strategic roadmap

Issues that cross organisational boundaries will require us to work in partnership with other sectors,
with resources distributed around place-based solutions and collective impact. Empowering ourworkforce to design and deliver horizontal approaches to services that cut across organisationalboundaries will continue to require new governance approaches. We will need to establish clear
frameworks to collectively invest individual agency resources. A continuing focus on outcomes will
require systems thinking, responsive resource systems and flexible budgetary frameworks.

6

Levers for change 4

CultureThe pace and scale of technological change, along with shifting expectations of customers, community and employees means the sector will need a culturethat supports and rewards our people to think and behave differently – fostering inclusiveness, harnessing diversity, and enhancing wellbeing for greater
innovation and performance.
Strategic imperatives

Our focus

Cultural transformation
Adopt behavioural change approaches that
underpin key business strategies and all humancapital levers. This approach combines breaking
old habits and forming critical new ones thatcreate opportunities for everyone to bring theirauthentic selves to work, contribute, and thrive.

Workplace cultures characterised by clarity of purpose, that enable social conscience and positive
community impact will drive attraction and retention. Respectful engagement that welcomes differing
views and competing ideas will be crucial to solving complex problems and driving high performance
cultures. The sector will need to focus on cultivating trusted, authentic and compassionate leaders, who
include people in decisions that impact them and reassure them it’s safe to bring their true selves towork. By offering a real commitment to psychological safety and wellbeing, leaders will foster innovation,
flexibility, change-readiness and agility.

Wellbeing
Focus on an integrated and preventative
approach to health, safety and wellbeing
through a multi-dimensional model. Increase ouremphasis on organisational strategies to lift the
wellbeing and resilience of our workforce, andmaturity of the sector.

Creating cultures of care and psychological safety remains central to the wellbeing of our workforce.
Increasing complexity and uncertainty, combined with trends towards increasing remote-ability of many
workers’ roles, will require leaders to foster connection, manage outcomes and design work with wellbeingin mind. Workplace flexibility arrangements will be co-designed to drive shared responsibility, with a focus
on productivity and outcomes, balanced with managing workloads to support wellbeing.

Diverse workforce
Harness different perspectives in different ways
to deliver innovative solutions. Actively pursue
diversity of thought to set us up for the complex
challenges ahead, particularly the quest for
innovative solutions.

A different workforce future by designyear human capital strategic roadmap

We must reflect the diverse community we serve and deliver services that are grounded in individual
respect. We will set new targets that challenge us to improve workforce diversity. Although women are
represented in many roles across the sector, we must improve representation in leadership (including chief
executive) roles as a priority. Fostering connection to our shared humanity and valuing lived experiences will
enhance our services by enabling greater insight and innovation. We will integrate inclusion and diversity
into all elements of our organisations, reflecting at every level the unique contributions, potential andneeds of each employee. Digital enablement will offer new ways to engage and include our workforce across
Queensland. To truly foster inclusion we must provide for culturally and psychologically safe workplaces.

7Key enablers for transformation
System leadership commitment and stewardship

Developed and enabled capability and capacity to drive transformation

Integrated people analytics and data-driven insights

To be successful indelivering sustainable
and impactful change thesector will focus on these
key enablers:

Regional engagement and leadership and workforce sustainability

Empowered collaborative systems

Strategic investment in technology

What we focus on is
the most important
decision we can makein shaping our future.

Inclusion and diversity

A different workforce future by designyear human capital strategic roadmap

8

Developed by the Public Service Commissioncommission.psc@psc.qld.gov.au

21095

資料3

Strategic workforce planning framework
The continuous dynamic process to ensure your workforce is agileand directly linked to the future direction of your organisation.

Balance long-termwith short-te strarmtresponsivene pre e
ss
a

Und
er
influ stanen dcKeys tosuccessScane ecosystemntir
e e workforceth the
g
in

king
n
i
th forcig ures lity
ss d aginReview

Profile,C
be onsi
hip n
s
d
n
t
rk wee er the relatio esig ki
n
for
r
ld
ce organisationa f woplanoning and ways

r e
workforcelframeworkng

woObjective

Scan

Scan global, national,
contingent and enterprise
workforce landscape andunderstand the strategic
direction

Transition

Consult and engagelData analysis• Identify drivers affecting workforce design and deployment – including
political, economic and societal factors.

• Undertake an environmental scan to understand external and internal
workforce impacts.

• Confirm high-level business process, service delivery or technology changes
for the workforce.

• Source information on external labour market conditions – in particular,
critical skills or emerging occupational groups.

• Consider desired attributes, skills, capabilities and performance
expectations of your future workforce.

• Review current skills, capabilities and performance.

• Consider plausible futures and scenarios.
• Review current and future workforce design.

ProfileConsider current andfuture workforce state• Identify the workforce impact of your organisations’ strategic agenda.
• Understand service delivery expectations and strategic direction.
• Model workforce supply and demand forecasts of business and service
delivery environment, including understanding the impact of automation.

Align

Analyse and interpret gaps
and identify essential
activities to position yourorganisation for the future• Identify potential opportunities for performance and productivity lift
including ways to collectively manage resources• Align desired future state with stakeholder expectations.

• Source relevant workforce data such as:– occupations and roles by classification– demographics and workforce metrics– workforce segmentation by business unit
– critical attributes, capabilities and competencies by occupations/roles.
• Source workforce data on how the workforce is:– recruited– promoted– developed– deployed– engaged– managed.
• Model future workforce expenditure and investments with the greatest
impact.
• Analyse automation impact across various workforce segments including
regions.

• Summarize critical transition challenges by order of magnitude for roles,
locations, capabilities.

Transition

Design and implement
workforce strategies and ameasurement framework• Design strategic workforce plan elements, next steps and recommendations.
• Consider organisational design – constructing and adjusting anorganisation’s structure, governance and way of working to achieve its
business strategy.

• Agree on critical success factors to assist with monitoring.
• Undertake additional data gathering to support and measure benefits andreturn on investments.
• Design workforce reporting measures to monitor performance.

• Engage with stakeholders to inform priorities.

Review

Review and sustain
progress through regularmonitoring, evaluation
and annual updates• Monitor implementation of workforce strategies.

• Review results and refine ongoing data capture, and reporting requirements.

• Agree on how to measure success governance and reporting arrangements.

• Regular reporting of workforce performance.

• Embed review process into existing planning cycle.

Source: adapted from Gente Consulting Pty Ltd – Workforce Planning Essentials (updated Dec 2019)

19045

資料4

Queensland Treasury Strategic Workforce Plan 2022-26
Our vision

Our purpose

A strong
economy for all
Queenslanders

To drive government
priorities throughour expert advice
and services

Our workforce
Employees (1,255 total)
1,084 full-time

169 part-time

Equip our workforce for the future• Embed a performance culture that builds capability,
fosters accountability, and empowers our people tobe the best they can be.
• Support wellbeing and develop a diverse and inclusive
workplace reflective of the communities we serve.
• Support and encourage diversity of skillsets toenhance Treasury activities, including leadershipand management capability and skills.
• Equip our people with modern and effective data,
analytic systems, processes and tools, and provide
the support and policies to use them.

<=25 years: 4%

Avg: 44.5 years

9.4
years

0.3% non-binary

12.8
years

Average lengthof service
Treasury
Sector

7.5%

5 key shifts

56.6% women

Women insenior positions

Aboriginal andTorres Strait
Islander People

13.8%

6.3%

Culturally andlinguisticallydiversePeople withdisability

Our values
Customers
first

Ideas into
actionUnleashpotential

Capacity – attracting and retaining
talent in a highly competitive
employment market
Integrity and accountability –preventing systemic orsignificant non-complianceor mismanagement

47.5%
1.5%

Gender pay gap

Our commitments>=60 years: 9.5%

Gender
43.1% men

Culture – providing a healthy,safe, equitable, diverse andinclusive workplace to deliveron expectations
Capability – identifying anddeveloping required capabilities

Age

Strategic objectives
From Queensland Treasury Strategic Plan 2021–2025

Risks and opportunities

Be
courageous

EmpowerpeopleStrategic levers
Talent acquisition
Leadership and capability
New ways of working
CultureQueensland Treasury Strategic Workforce Plan 2022-26
Talent shortages, changing workforce expectations,and the rise of technologies means we need to lift
our talent attraction and retention strategies

Leadership and capability

Enhance Treasury’s employer brand as A great place to work

Develop a learning and development strategy for Queensland Treasury and refresh annually

Continue to modernise and enhance our recruitment and selection practices
and attraction and retention strategies

Develop our future leaders and enhance our succession and knowledge
management practices

Actions

Actions

Talent acquisition

Understand and promote the total rewards package to improve attraction and retention

New ways of working

Build organisational capability in the assessment of current and required
workforce capabilities

To be effective in an increasingly complex and connectedworld we need to act differently, embrace flexibility
and operate in more agile, collaborative ways, andrecognise that relationships are a key to success

CultureTechnological change, along with shifting expectations ofcustomers, community and employees requires a culture that
supports and rewards our people to – foster inclusiveness,harness diversity, and enhance wellbeing for greater
innovation and performance

Embrace flexibility, collaboration and connection

Continue to embed Treasury’s 5 key shifts

Utilise technology to enhance the employee experience and realise efficiencies

Increase our understanding of the experience of diversity target groups in orderto develop effective strategies to increase their representation

Embed a whole-of-department approach to resource management and workforce
planning practices

Actions

Actions

Grow and develop management, leadership, data and digital
capabilities – embrace modern approaches to learning– develop frameworks for the management of leadershippipelines – embed training needs analysis to drive learningand development strategies

Continue to support a healthy and safe workplace for all staff
Reinforce our core integrity and accountability values

Measures of success

Increased diversity andprogress towards equity
and diversity targets

Improved employee opinions about
flexibility, workload, wellbeing, leadershipand Treasury as a great place to work

Vacancy rate =<5%

Increased capability in coaching,
managing change, digital literacy
and the use of data