MANAGEMENT OF HUMAN RESOURCES

The NHFB approach to people management is to support and develop individuals in an environment that allows them to work to their full potential, innovate, and encourage thought leadership.

During 2015–16, the NHFB continued its commitment to managing and developing its employees to meet organisational objectives. The results of the 2016 Australian Public Service Commission Employee Census indicates that the benefits of small (micro) agencies include that they are collegiate, honest and respectful with a strong and happy team culture focused on outcome delivery. The key points from the Employee Census for micro agencies indicate:

  • 100 per cent of employees consider that people in their workgroup behave in an accepting manner towards people from diverse backgrounds
  • 97 per cent of employees consider that people in their workgroup treat each other with respect
  • 83 per cent of employees have good job satisfaction
  • 97 per cent of employees consider that:
    • their colleagues act in accordance with the APS Values in their everyday work
    • their supervisor acts in accordance with the APS Values in their everyday work; and
    • their senior leaders act in accordance with the APS Values
  • 83 per cent of employees state that they enjoy the work in their current job
  • 81 per cent of employees are satisfied with their work–life balance
  • 87 per cent of employees feel they have a choice in deciding how they undertake their work
  • 71 per cent of employees feel the psychological wellbeing of workers is a priority for the agency.

STAFF PROFILE

We are a small dynamic agency that is highly credentialed and culturally diverse. Our staff come from a range of countries, backgrounds and professional experiences.

The total number of staff employed in the NHFB remained constant from the previous year with 17 employees (16.2 full time equivalent) at the end of June 2016.

All staff are based in a central Canberra office.

TABLE 4: HEADCOUNT BY GENDER AND EMPLOYMENT STATUS

TABLE 4: HEADCOUNT BY GENDER AND EMPLOYMENT STATUS
Female
Male
Total
Ongoing
Non–Ongoing
Female Total
Ongoing
Non–Ongoing
Male Total

Office of the CEO

1

1

1

1

2

Data Modelling and Analysis

2

1

3

1

1

4

Finance and Reporting

3

1

4

2

1

3

7

Integrity, Assurance and Resourcing

3

3

1

1

4

TOTAL

9

2

11

4

2

6

17

TABLE 5: HEADCOUNT BY CLASSIFICATION

TABLE 5: HEADCOUNT BY CLASSIFICATION
Classification
Headcount

CEO*

1

EL2

3

EL1

5

APS6

4

APS5

3

APS4

1

TOTAL

17

* the CEO is classified as a Holder of Public Office

FIGURE 3: HEADCOUNT BY CLASSIFICATION

FIGURE 3: HEADCOUNT BY CLASSIFICATION

TABLE 6: HEADCOUNT BY EMPLOYMENT STATUS

TABLE 6: HEADCOUNT BY EMPLOYMENT STATUS
Employment Status
Headcount

Non–Ongoing

4

Ongoing

13

TOTAL

17

FIGURE 4: HEADCOUNT BY EMPLOYMENT STATUS

FIGURE 4: HEADCOUNT BY EMPLOYMENT STATUS

TABLE 7: NHFB STAFF QUALIFICATIONS

TABLE 7: NHFB STAFF QUALIFICATIONS
Section
NHFB

Professional industry Qualification (e.g. GAICD/CPA)

9

Post Graduate Qualification

9

Undergraduate Qualification

13

TOTAL

31

TABLE 8: SENIOR EXECUTIVE — HOLDERS OF PUBLIC OFFICE

TABLE 8: SENIOR EXECUTIVE — HOLDERS OF PUBLIC OFFICE
Senior Executive
Male
Total

Holder of Public Office — Office of the CEO

1

1

WORKFORCE PLANNING, STAFF RETENTION AND TURNOVER

The NHFB has progressed its workforce planning efforts in 2015–16 and this work will be developed further in 2016–17. Progression of the workforce planning will provide the NHFB with assurance for future workforce capability, which is critical to the ongoing and future success of the organisation.

The average length of service for NHFB staff is approximately 1.5 years and 28 per cent of staff have been employed with the NHFB for more than three years.

The staff turnover rate for 2015–16 was 24 per cent (four people) attributable to uncertainty associated with a range of government decisions regarding the future of the NHFB. The 1 April 2016 Heads of Agreement assured the future of the NHFB.

WORKFORCE DIVERSITY

The NHFB is committed to recruitment and retention of a diverse workforce. This is evidenced by the representation levels of the NHFB’s culturally diverse workforce with:

  • 6 per cent of employees identifying as being Indigenous
  • 50 per cent of employees identifying as being from non–English speaking backgrounds and/or born outside of Australia
  • our age profile spanning 25–61 years
  • our gender demographic being 61 per cent female and 39 per cent male.

Although the NHFB has a Workplace Diversity Plan 2014–16, in 2015–16 the NHFB did not have any employees who identified themselves as having a disability.

REMUNERATION FRAMEWORK

The only SES level appointment at the NHFB is the CEO which is an appointment as a Holder of Public Office. The employment conditions and remuneration for the CEO is set by the Remuneration Tribunal.

The employment framework for non–SES employees is an Authority Determination 24(1) pursuant to the Public Service Act 1999 which commenced on 8 May 2014. The Determination provides additional entitlements to those that the employees enjoy under the Australian Public Service Enterprise Award 2015. Salary ranges for non–SES employees are in Table 9.

TABLE 9: SALARY RANGE BY CLASSIFICATION

TABLE 9: SALARY RANGE BY CLASSIFICATION
Classification
Salary Range $

EL2

112,992–133,777

EL1

94,705–108,013

APS6

77,067–86,943

APS5

68,843–74,451

APS4

64,229–67,865

No performance pay provisions were paid to NHFB employees in the 2015–16 financial year.

PERFORMANCE MANAGEMENT

The NHFB annual performance appraisal scheme directly links regular reviews of individual performance with incremental increases in salary. The scheme provides a structured way for an employee and their manager to review past performance, and develop a future work program in line with the NHFB strategic objectives. The focus of the scheme is on development and support, and, where necessary, management of poor performance.

TRAINING AND DEVELOPMENT

The NHFB actively provides learning and development opportunities for staff to support our functions. The focus for this year was developing the core capabilities of our staff where employees were supported to maintain and enhance their professional capability.

Employees have supplemented already acquired skills and knowledge through conference attendance, attendance at relevant forums, and participation in professional development for their role and aligned to our functions. During the reporting year, staff received training for:

  • fraud control
  • records management
  • internal audit
  • Protective Security Policy Framework
  • a performance management scheme
  • leadership development
  • new staff participated in a tailored orientation and induction program.

Staff are eligible to apply for the NHFB’s Study Assistance Scheme which offers the potential for financial assistance, time off for study purposes or a combination of both.

PRODUCTIVITY GAINS

The NHFB worked towards achieving a range of productivity initiatives throughout the year, to enhance our ability to deliver our business outcomes.

Through the innovative development of people, structures, and processes, we were able to deliver results that will improve our collective and individual productivity.

HEALTH AND WELLBEING

The NHFB is committed to safeguarding the health and safety of its employees, workers and visitors by providing and maintaining a safe working environment. The NHFB aims to eliminate all preventable work related injuries and illnesses through systematic management. Additionally, the NHFB is committed to supporting and promoting the holistic wellbeing of its employees.

The NHFB provides an ongoing commitment to maintain a safe and healthy workplace, and to meet its obligations under the Work Health and Safety Act 2011 and the Safety, Rehabilitation and Compensation Act 1988. During the reporting year, no directions or notices were issued under the Work Health and Safety Act 2011.

The NHFB has a rehabilitation management system as required under Comcare’s Guidelines for Rehabilitation Authorities 2012. This framework includes the Health and Safety Management Arrangements, which outline the responsibilities of executive management, supervisors and employees in maintaining and promoting effective health and safety practices, and appointing health and safety representatives.

All new employees are required to complete Work Health and Safety training as part of their induction.

The training helps the NHFB to meet our obligations, and create a safety aware workplace.

First Aid Officers and First Aid Kits are located on–site to ensure assistance is available when needed. Training was arranged for all new health and safety representatives, and refresher training organised as required for ongoing representatives.

The NHFB promotes health and wellbeing awareness among employees by supporting an annual program that is focused on health and lifestyle and is developed in consultation with employees, primarily through the Workplace Consultative Committee.

Throughout the year, NHFB employees had access to:

  • workplace assessments
  • workstation adjustment training
  • adjustment equipment
  • influenza vaccinations
  • a stress management forum
  • rest–break guidance
  • an Employee Assistance Provider awareness forum
  • use of taxis after hours to provide safe transport to and from work
  • blood donation leave
  • eye sight testing
  • family care assistance
  • financial assistance to access financial advice for staff 54 years and older
  • leave for Australian Defence Force reserve and continuous full time service.

These opportunities encouraged employees to adopt healthy work and lifestyle practices.

Flexible working locations and home–based work including, where appropriate, access to the internet, laptop computers, tablets and mobile phones were available to staff.

The NHFB continues to take a proactive approach to supporting employees. This is evidenced by the Respect Charter developed by the staff of the NHFB.