Territory Stories

Department of Corporate and Information Services annual report 2016-17

Details:

Title

Department of Corporate and Information Services annual report 2016-17

Creator

Northern Territory. Department of Corporate and Information Services

Collection

E-Publications; E-Books; PublicationNT; Department of Corporate and Information Services annual report; Annual report

Date

2017

Notes

Made available by the Library & Archives NT via the Publications (Legal Deposit) Act 2004 (NT).

Language

English

Subject

Northern Territory. Department of Corporate and Information Services -- Periodical

Publisher name

Northern Territory Government

Place of publication

Darwin

Series

Department of Corporate and Information Services annual report; Annual report

Volume

2016/2017

File type

application/pdf

ISSN

1835-2332

Use

Attribution International 4.0 (CC BY 4.0)

Copyright owner

Northern Territory Government

License

https://creativecommons.org/licenses/by/4.0

Parent handle

https://hdl.handle.net/10070/304926

Citation address

https://hdl.handle.net/10070/361114

Page content

Annual Report 2016-17 | Department of Corporate and Information Services 103 OUR PEOPLE 2016 People Matters Survey ACTION PLAN DEVELOPED The People Matters Survey was conducted over three weeks in May and June 2016 with 385 DCIS staff responding which reflects a 66% response rate. Results were received in August 2016 and response plans were developed by the end of 2016. The best performing response areas were in relation to equal employment opportunities, respect in the workplace, role clarity, customer focus and achieving best practice. Areas for improvement included merit selection with people recruited having relevant skills for the job, accountability, impartiality and complaint management processes. Survey outcomes were delivered to staff stakeholder groups such as the Staff Consultative Committee, Executive Leadership Group and staff at a divisional level. These groups were consulted in developing the agency response plan, which sought to recognise and communicate positive results and take action where improvement was required. The agency response plan was launched in early 2017, with 15 information sessions conducted across DCIS including the regions. The response plan includes actions comprising greater use of independent selection panellists, further training in merit selection, improved introductions for new employees to business areas, improved performance and accountability feedback mechanisms, continuing combat bullying sessions and maintaining a zero tolerance on inappropriate behaviour in the workplace. Complaint Resolution Process The departments internal complaint resolution procedure deals with matters fairly, promptly and confidentially. Eight internal complaints were received during 2016-17. One complaint process remains open, the remaining complaints have been resolved with no further action required. The process seeks to address complaints with the assistance of the People and Development unit to provide a prompt and appropriate resolution informally, or more formally through a Chief Executives or Commissioner for Public Employment decision (where a formal grievance has been submitted under the Public Sector Employment and Management Act). One formal grievance was submitted directly to the Commissioner for Public Employment and that process remains open. Orientation Program An Orientation Program is conducted for new staff to introduce them to working in DCIS. The program provides new employees with a formal welcome to working in the department and the NTPS. Insight into the departments core functions, systems and processes, as well as the departments principles, values and priorities as outlined in the DCIS corporate statement and strategic plan are provided. DCIS continuously reviews the program and in 2017 a presentation on DCIS Values was introduced which has been well received. Succession Planning DCIS takes a proactive approach to succession planning, with all business units required to identify succession planning actions in divisional business plans and individual performance agreements, which are subject to monitoring and reporting. The Strengthening our People and Emerging Leaders programs were used as key succession and talent management initiatives continue to be implemented across the department. In addition, the department supported a number of employees participation in development and leadership programs sponsored by the Office of the Commissioner for Public Employment. 3 orientation programs run with 67 participants


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