Our people are the key to our success
The public sector values—Customers first, Ideas into action, Unleash potential, Be courageous, Empower people —provide both an inspiration and a challenge for individuals and the department.
The values have underpinned significant changes in our workforce in 2013–14 including:
- measures to recognise employee performance and encourage innovation (training and development grants through the Best Program, top management encouraging every employee to come up with ideas to improve services, both large and small)
- modern technology and improved connectivity for staff, supporting enhanced mobility and collaboration across DPC and with other departments
- a tremendous response to the 2014 Employee Opinion Survey (EOS) with 89 per cent of employees taking the opportunity to have a say on working for the department. A 27 per cent increase on 2013 results—well above the average public sector rate for 2014.
A snapshot of DPC’s workforce
- employed 438.41 full time equivalent employees (FTEs) including 56.77 FTEs in the Office of the Queensland Parliamentary Counsel
- had a part-time workforce of 14.16 per cent
- six FTEs provided a range of corporate support services to the department’s client agencies, including the Public Service Commission
- the average age of our workforce is 41.05 compared to the service-wide average of 44.06
- women accounted for 67.29 per cent of our workforce with 54.8 per cent occupying senior officer and executive roles
- eight employees received redundancy packages at a total cost of $833,755.46 during 2013–14 (no early retirement or retrenchment packages were paid during this period)
- The permanent separation rate for 2013–14 was 5.43 per cent
- 211 employees accepted the offer of a free flu vaccination.
Enhanced leadership and performance
To drive exemplary leadership and a culture of high organisational and individual performance, DPC provided a number of development programs.
A new Speakers Series commenced in 2014, providing employees with the opportunity to hear from a variety of Australia’s business, philanthropic, sporting and creative leaders. Guest speakers included Gail Kelly, Professor Ian Frazer, Bill Bristow, Terry White AO AM and Richard Mathews. Speakers shared their advice, knowledge, experience and learnings at well-attended and received events.
Senior executives and senior officers participated in a range of professional development activities that included Executive Masterclasses, Thought Leaders Seminars, Emerging Leaders Program, the ANZSOG CEO Forum and Executive Fellows Program and WISE seminars for Executive Women.
Optimising workforce capability and capacity
DPC introduced a number of strategies to address areas of improvement identified in the 2013 Working for Queensland Employee Opinion Survey (EOS). These initiatives aimed to increase employee engagement and improve results in leadership, learning and development and work/life balance, their outcomes were reflected in the 2014 results.
DPC also focused on building internal and whole-of-government policy capability and development, with tailored whole-of-government programs, and staff mobility opportunities.
Specific training for OQPC employees included:
- Legalwise Seminars
- Crown Law Seminars
- 2014 Constitutional Law Conference
- Criminal Law Conference
- Queensland Law Society Symposium.
DPC continued to support the principles identified under the Public Sector Ethics Act 1994 by delivering Code of Conduct training to 72 new employees during 2013–14. The training focused on integrity and accountability, and was delivered by the Queensland Ombudsman’s Office.
Workplace health and safety and employee wellbeing
A survey was conducted to learn more about the health and wellbeing of staff to address workload and health issues identified in the 2013 EOS survey. Survey results will be used to improve DPC’s future health and wellbeing activities in 2014–15.
The department has continued to support and promote flexible workplace arrangements, including part-time and job share opportunities, telecommuting and flexible working hours.
In 2014–15—the challenge is to further unlock the potential of our people to develop organisational capability and agility so that our high-performing and professional workforce are the best lead agency in the best public service in the nation. DPC’s Strategic Workforce Plan will drive this change.