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HR Forum

Strategic Workforce Planning

and Development OverviewKalotina Halkitis

Principal AdviserStrategic Workforce Planning and Development

Overview

1. NTPS Values

2. EmployAbility

3. Indigenous Employment and Career Development Strategy

4. Workforce Metrics

5. Training and Development: NTPS and agencies

6. Web refresh

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NTPS Values

•Commitment to Service

•Ethical Practice

•Respect

•Accountability

•Impartiality

•Diversity

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• Focus on Ability

• Attraction, retention and career pathways

• Disability confident

• Project Employment Levy

EmployAbility – A strategy for the employment

of people with disability in the Northern

Territory Public Sector 2013-2017

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Indigenous Employment and Career Development Strategy 2013-2017

• Focus areas:

– Improving cultural competence

– Building capability

– Entry pathways

– Strengthening the remote workforce

– Accountability and performance

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Workforce Metrics in the NT Public SectorWorkforce Metrics in the NT Public Sector

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• Provides a standard set of definitions (comparing apple’s with apple’s)

• Strengthen management reporting for decision making by agency executives

• Strengthen workforce planning efforts

• Proactively monitor workforce activities and influence agency workforce strategy.

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• Insight into decisions, policies etc

• Benchmarking opportunities (where

possible)

• Helps make better decisions about

human capital

“After 30 years of studying HR

Departments, I have found that the

largest single difference between a

great HR department and an average one, is the extensive use of

metrics”.

(Dr John Sullivan, HR Metrics the World Class Way).

CurrentWorkforce

Metrics

Leadership

Employment Status

Promotions

Absences

WH&S

Age

GenderRecruitment

Diversity

Classifications

Separations

Length of service

Performance &

development

SEPARATIONDESCRIPTION

Separations during the reporting period as a percentage of the total workforce.

REPORT

INCLUSIONS /

EXCLUSIONS

This metric includes:

�Ongoing employees

� Fixed period employees

This metric does not include:

� Casual employees

REASONS FOR

COLLECTIONThis measure indicates the percentage of employees who left the agency during a reporting period and reflects

both voluntary and involuntary separations.

Examining separation data can be useful in understanding the overall rate at which employees are leaving the

agency and can provide an indication of the adequacy of an agency’s employment offering and the strain of

turnover on the agency.

Separations often represent a loss of corporate knowledge, culture and processes. Depending on the calibre of

the replacement, separations may also carry a net loss of skills and knowledge among the workforce

High separation rates can have negative consequences for an agency related to cost, efficiency, productivity and

service delivery. Separation and subsequent recruitment can create departure costs (i.e. accrued leave) but also

vacancy costs (i.e. loss of productivity, recruitment advertising) and new hire costs such as relocation and training.

Excessively low separation rates however can also negatively impact the agency. Low separation rates may foster

an inward looking culture and inhibit new ideas. Low separation rates may also reflect ineffective performance

management programs that encourage career complacency or fail to manage out poor performers.

When considering strategies to address turnover, agencies may wish to disaggregate separation into voluntary

and involuntary separations.

SOURCING THE

DATAData related to separations can be sourced from PIPS.

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• Junk in junk out

• PIPS limitations

• Access to the data

• Agency HR teams

• Agency Data analysts

• DCIS

• OCPE Statistician

• Business rules for analysts

• Additional metrics

(suggestions welcome)

• NTPS Workforce Metrics

available in BOXI

• Information sessions

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I’D LIKE MORE INFO - WHAT DO I DO?

Contact SWPD (Reanna Browne) x93703

Contact OCPE

Visit the OCPE website

Visit the HR Community SharePoint page

Ask Siri

Training and Development: NTPS and agencies

• Panel contracts

• Learning Portal

• OCPE Leadership and Management programs

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NTPS Learning Portal

TOOLS AND RESOURCES

•CLF

•HRCF

•Executive Leadership

and Development

Strategy

•GSA Public Sector

Training Package

•OCPE e-Library

•NTPS Orientation

About

Available

Learning

Avenues

Promote

Learning

Avenues

News Feed

subscription

Contact Us

NTPS Panel Contract Provides access to providers of training against 17

different elements

APS Panel ContractProvides access to a national panel contract for

delivery of training, with over 250 providers

OCPE Sector-Wide Development

OCPE administers xx leadership programs that build leadership capability across the sector

Agency Specific Development

Agencies post information to the learning portal about upcoming programs that are open to the

sector

CDU Short CoursesIn partnership with the Australian Institute of

Management, CDU offers an annual short course training calendar

Peak Body CoursesOCPE partners with several industry peak bodies

who provide training to government agencies

Discussion Board

HR Forum

2013 Leadership and Management Programs

• Discovery – Women in Leadership

• Future Leaders Program

• Executive Leadership Program

Program Deadline for nominations

Discovery Alice Springs - 31 July 2013

Public Sector Management Program Darwin – 20 May 2013

Kigaruk – Indigenous Men’s Leadership Darwin – 14 June 2013

360 degree feedback 22 July 2013

Machinery of Government 8 July 2013

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Web Update

• Women in leadership

• Australian New Zealand School of Government

• Workforce planning

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For further information

Tel: 8999 4275

Email: SWPD.OCPE@nt.gov.au

Website: http://www.ocpe.nt.gov.au/

HR Forum HR Forum

Thank you

for your participation

Your feedback is appreciated.

Please refer to the reverse side of the agenda