Casual employees Employment to work as and when required from time to time. BOXI A business and strategic reporting system provided and operated by the Department of Corporate Information Services (DCIS). Full Time Equivalent/s (FTE) The overall staffing figures are normally based on the Full Time Equivalent (FTE) figure for all employees. The FTE figure itself is calculated by taking each person's actual base pay for the fortnight and dividing it by the figure that they would have been paid if they worked full time (with a maximum FTE value of 1.00). Significant injury A workplace injury that is likely to result in the employee being incapacitated for a continuous period of more than five days, whether or not any of those days are work days and whether or not the incapacity is total or partial or a combination of both. Higher duties allowance Temporary performance of the duties of a designation that has a higher attainable maximum salary that the substantive designation occupied. Miscellaneous Employees Miscellaneous employees are in PIPS as having ‘Z’ status. The PIPS system defines ‘Z’ status employees as being either board members, pensioners or former employees on worker’s compensation. For the purposes of these metrics, miscellaneous employee excludes pensioners and former employees (A small number of additional classifications may be erroneously included as having a ‘Z’ status). Workplace absences Employee absence from the workplace are often grouped into two categories, either planned or unplanned. For the purposes of this publication unplanned or unscheduled absence is referred to as ‘workplace absence’. Workplace absence refers to absence from work in recognition of circumstances that can generally arise irregularly or unexpectedly, making it difficult to plan, approve or budget for in advance.
DESCRIPTION Distribution of employees by paid headcount who are 50 years or older at a point in time. REPORT INCLUSIONS / EXCLUSIONS REASONS FOR COLLECTION Disaggregating the data by age (50+ old) provides a detailed view of the 50+ age distribution across the agency. Agencies can use this measure to understand their potential exposure to employees nearing retirement age. Australia faces a future skill shortage created by the impending retirement of the baby boomer population. This retirement wave over the next 15 years is likely to bring with it significant retirement costs, such as accrued long service leave credits. It is also likely to cause a drain of important knowledge, skill and experience held by older workers. Agencies will want to develop an understanding of their knowledge drain exposure to plan in advance for the back-filling of impending retirements. It is also possible that this cohort will be wanting to downshift either in terms of responsibility of position, or time at work through a phased retirement plan or access to flexible work options. This measure could also be considered in conjunction with an analysis of the agencies leadership capability and succession pool. As managers and executives tend to be older employees, the leadership strength of an agency may be susceptible. Agencies may wish to further disaggregate the data to assess the proportion of employees within one, three and five years of normal retirement age. Additionally, agencies may identify pockets within the agency that are most susceptible to the negative impact of a large wave of retirements. SOURCING THE DATA Age profile data (50+) is based on employee date of birth and can be sourced from PIPS. THEME: GENDER GENDER DISTRIBUTION DESCRIPTION Distribution of paid employees by gender at a in time. REPORT INCLUSIONS / EXCLUSIONS REASONS FOR COLLECTION This measure enables agencies to monitor the composition of its workforce, to promote diversity and to help address gender bias in the workplace. This measure is also used to gauge the effectiveness of equity strategies and to guide actions around attraction, retention and development of employees. this measure may help to identify gender imbalances in the workforce it will not by itself explain why such balances exist. Agencies may wish to analyse the data in relation to recruitment and turnover trends among males and females to understand
which functions within the agency may have difficulty attracting or retaining a particular gender. To achieve a targeted gender composition in certain functions or areas agencies may consider implementing gender specific attraction and retention strategies, or with the permission of the Commissioner for Public Employment introducing special measures to attract a particular cohort. SOURCING THE DATA Data related to employee gender can be sourced from PIPS. BUSINESS RULES To be as a ratio (Female to Male) THEME: DIVERSITY (EEO distribution) People with Disability DESCRIPTION Distribution of equal employment opportunity groups (People with Disability) by paid headcount at a point in time. REPORT INCLUSIONS / EXCLUSIONS REASONS FOR COLLECTION This measure enables agencies to monitor the diversity of its workforce, to promote diversity and to help remove bias in the workplace. Having a workforce profile that reflects the general working population helps to ensure that an agency can deliver services more effectively. This measure can also be used to gauge the effectiveness of EEO/equity strategies and to guide actions around attraction, retention, and development of EEO employee groups. More broadly, it is an indicator of whether the agency is an inclusive employer, and of the agency’s contribution to inclusive work environments. SOURCING THE DATA Ethnicity based data can be sourced from EEO declarations (which include Indigenous status, country of birth declarations or NESB language declarations) as captured in PIPS. Note: Reporting against this metric is voluntary and as such often results in an under-report. Agencies may wish to consider how to encourage staff to update their information and self-identification in myHR.