Employees across a of occupational groups; Employee Groups with different perceptions; and Theme results aggregated in percentage terms into the four evaluation elements which when rolled up equal the workforce success indicator. 2010 2011 2012 Performance and Outcomes 58 66 69 Achievement and Recognition 67 62 64 Capability and Development 83 61 63 Attraction and Retention 68 59 62 Employment Processes 44 55 57 Management and Innovation 55 61 63 Leadership 49 59 62 Workplace Behaviour 67 64 67 Identity 74 68 71 Colour coding: is matched to the evaluation model diagram and workforce score card relationship in Appendix 2 and 3 Data obtained from the Evaluation survey/s can provide a wealth of information for a variety of purposes at individual organisation and whole of Service levels. It can contribute for example to a more complete set of data to support workforce planning with regard to recruitment and retention and profiling in all employee groupings and categories.
b1.6 - I have a lot of variety at - work 70.92 71.56 b1.7 - I enjoy the role I currently undertake 74.43 74.92 b1.8 My organisation provides rewarding career pathways through supporting and mentoring employees 46.03 49.59 *The ‘average overall’ is the total of the ‘strongly agree to strongly disagree’ responses as a percentage of total responses excluding ‘don’t know’ responses The relationship gap between recruitment processes (b2) and job satisfaction (b1.7) continues to be a point of difference. The implementation of Right Job, Right Person project by two more organisations is a direct response to employee views. Survey elements and findings of Theme 2 highlight the importance of gathering this type of data for future workforce activities. 3 49.59 per cent of respondents surveyed agreed ‘there is adequate opportunity to develop the required capabilities within my organisation for being a manager’. While 56.05 per cent of respondents admitted there was little opportunity to ‘develop leadership skills in their organisation’ and only slightly higher around 55.82 per cent of respondents agreed they had ‘access to coaching or mentoring opportunities’. The Tasmanian State Service Workforce Profile in 2012 shows less people are entering the Service under the age of 30. To maintain workforce capacity, the results of this focus area provide a useful indicator of employee perceptions of development, mentoring and coaching (table 13, c1.3 to c1.6). Investment in development opportunities for career advancement for those who agree that there are development opportunities to perform at a high level in their role is consistent across all age ranges (41.45 per cent). Lower satisfaction was evident in relation to opportunity to develop the required capabilities for being a manager. This statement ranked fourth overall on the weaknesses list in theme 3: Developing and recognising our people capability (52.10 per cent)
Average Percentage Agreement (%) Overall 1 2 3 4 Performance & Outcomes e2 - Performance reviews are focussed on individual and business outcomes within my Organisation 64.21 44.97 20.00 54.76 48.67 Achievement & Recognition c2/e1 - My direct manager encourages me and recognises the contribution that I make 70.67 44.97 42.70 52.38 47.33 Capability & Development c1 - I have the required knowledge, skills and capabilities to do my job well 82.49 48.32 55.68 60.12 51.33 Attraction & Retention b1 - The Tasmanian State Service is an attractive place to work 68.95 58.72 60.54 66.07 66.00 Employment Processes b2 - Current employment processes ensure the Tasmanian State Service attracts people with the right capabilities 49.64 38.26 35.68 35.12 40.00 b3 - Current employment processes ensure the Tasmanian State Service assist in retaining people with the right capabilities 43.32 26.85 28.65 35.12 17.33 Management & Innovation d1 - Good ideas are recognised by my Organisation's Executive 53.84 39.26 40.00 48.81 22.67 d2 - Good performance is recognised by my Organisation's Executive 52.91 36.24 41.62 41.67 20.00 d3 - Good ideas are recognised by my Direct Manager 69.48 48.99 51.35 49.40 52.00 d4 - Good performance is recognised by my Direct Manager 69.34 46.64 50.27 49.40 48.67 Leadership d5 - My Organisation's executive team provide effective leadership 53.70 41.95 44.86 47.02 26.00 Workplace Behaviour d6 - Professional workplace behaviour is expected and exhibited in my Organisation by my Organisation's Executive 65.66 52.01 55.68 55.36 49.33
d7 - Professional workplace behaviour is expected and exhibited in my Organisation by my Direct Manager 72.81 46.64 57.84 55.95 53.33 Who, What, How, Why a1 - I know what the role of the Tasmanian State Service is and understand its purpose is 'delivery quality services for Tasmanians' 78.94 58.05 63.24 57.74 62.67 a2 - I would say that I am proud to work for the Tasmanian State Service and happy to tell people that I do 70.69 46.31 52.43 55.36 51.33 Legend 1- Admin & Clerical Regional, 2 –Admin & Clerical Corporate Services, 3 - Management, 4 – Scientific/Professional APPENDIX 1: The following table provides the sample size and respondent profile for participating Agencies and Authorities and the comparator with the Tasmanian State Service Workforce Profile (at March 2012). Characteristics Workforce profile Survey respondents Gender Female Male 69% 31% 50% 50% Age <25 years 25-34 years 35-44 years 45-54 years 55-64 years Over 65 3% 16% 24% 34% 21% 2% 2% 16% 28% 34% 19% 1%
Length of service Less than 1 year 1 to less than 3 years 3 to less than 5 years 5 to less than 10 years 10 to less than 15 years 15 to less than 20 years Over 20 years 8% 12% 11% 22% 13% 11% 23% 5% 11% 12% 24% 18% 9% 21% Employment Type Permanent Fixed Term 87% 13% 92% 8% Diversity of sample size (identifying questions) 2010 Survey respondents 2011 Survey respondents 2012 Survey respondents Is English your first language? 98% 98% 98% Do you identify as an Aboriginal or Torres Strait Islander? 2% 2% 3% Do you have a Disability? 4% 4% 5% Do you have caring responsibilities for another person? Child Elderly relatives Other 41% 7% 5% 43% 8% 5% 45% 7% 3%