Be an ‘employer of choice’ Streamlined and user-friendly recruitment processes Measurement Measurement Current Target Year 1 Target Year 3 Increase / improvement in: Diversity in our workforce – Aboriginal and Torres Strait Islander 1.3% 2% 2% Increase / improvement in: Diversity in our workforce – Disability 4% 5% >5% Increase / improvement in: No. of student participants 20 To be defined To be defined Increase / improvement in: Retention of student / graduate / YES program participants [Current systems do not enable reporting on this measurement. An appropriate measure will be defined in Year 1, to be monitored and reported against in Year 2 and 3] To be confirmed To be defined To be defined Increase / improvement in: Percentage of people who prefer not to report sexual orientation [Data source: People Matter Survey] 18% <15% 10% or less Reduction in: Vacancy – time to fill 75.4 days 60 days <60 days Reduction in: Manager feedback on recruitment experience Qualitative feedback Qualitative feedback Qualitative feedback Core theme: Inspire and grow our people Objective A learning culture that prioritises our people’s development and career aspirations the future capabilities needed to deliver on the department’s strategic priorities Our people are empowered to achieve their potential and performance is fairly evaluated Measurement Measurement Current Target Year 1 Target Year 3 Increase / improvement in: Career progression and development [Data source: People Matter Survey] Qualitative feedback Qualitative feedback Qualitative feedback Increase / improvement in: Employee satisfaction with learning and development opportunities [Data source: People Matter Survey] 52% 62% 70% Increase / improvement in: Formal performance feedback received by employees [Data source: People Matter Survey] 67% 69% 72%
Core Engage and retain our people Objective Engage, communicate, and listen to our people A strong of connection between our people and the department Promote fairness and flexibility through Measurement Measurement Current Target Year 1 Target Year 3 Increase / improvement in: Engagement [Data source: People Matter Survey] 65 70 72 Increase / improvement in: Job satisfaction [Data source: People Matter Survey] 62% 65% 70% Increase / improvement in: of formal flexible working arrangements [Current systems do not enable reporting on this measurement. An appropriate measure will be defined in Year 1, to be monitored and reported against in Year 2 and 3] Qualitative feedback Qualitative feedback Qualitative feedback Core theme: Purposeful leadership Objective Our leaders are united behind a common purpose and bring to life our department’s values and behaviours Our leaders at all levels demonstrate leadership excellence and capability Our leaders effectively lead through change Measurement Measurement Current Target Year 1 Target Year 3 Increase / improvement in: Leadership effectiveness feedback feedback feedback Increase / improvement in: Leadership (public sector value) [Department of Treasury and Finance Target] 68% 70% 72% Increase / improvement in: How well employees feel senior managers lead change 47% 50% 52% Core theme: Create a great people experience Objective We provide an exceptional employee experience
Attract a diverse and workforce enhance tertiary and student opportunities and programs a values-based attraction strategy innovative and culturally immersive onboarding approach a compelling ad unique employer brand streamlined recruitment processes partnering with educational bodies increased participation of diverse employees Inspire and grow our people an exciting and innovative learning culture prioritised ‘on the job’ experiential learning department-wide career mobility targeted investment to build technical and professional capabilities required for the future a high-performance culture, with simplified performance review process build people manager capability greater role flexibility, progression, mobility and interdisciplinary team working embrace new technologies Engage and retain our people greater responsiveness by requesting and measuring engagement and feedback break down silos with greater connectivity and collaboration proactive and regular change communications celebrate success and recognise employees a systemic and inclusive approach to succession planning promote the retention of critical corporate knowledge All actions completed in years 1 and 2 Purposeful leadership an integrated leadership approach and measurement framework leadership institute with targeted development programs enhanced and well-defined succession plans accelerated transition programs equip our leaders to form, develop and lead teams collaborate with other departments to develop future leaders Create a great people experience flexible, fit-for-purpose and effective governance for change enhanced technology and resource processes, services and systems a well-articulated, shared purpose prioritised health, safety and wellbeing increased leadership visibility and presence enhanced connectivity and collaboration increased understanding of our diversity and inclusion initiatives people analytics to drive informed people All actions completed in years 1 and 2