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Annual Report 2014/2015 Office of the Commissioner for Public Employment



Annual Report 2014/2015 Office of the Commissioner for Public Employment

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Tabled paper 1613


Tabled papers for 12th Assembly 2012 - 2016; Tabled papers; ParliamentNT






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Office of the Commissioner for Public Employment

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and its current and future capability to deliver against our strategic priorities. Many strategies and responses have been developed over time to address workforce issues, at both the whole sector level and by specific agencies for the benefit of that agency. Traditionally, these responses, while frequently holistic in nature to include people as well as systems and process elements, have not always been centred on a whole system approach. It is apparent that NTPS leaders need to think beyond people management to human capital management. This is a significant change in the way we approach the management of our people. The concept of human capital management provides a direct link between the capability of employees, the human capital of the agency, and NTPS and organisational capability. A human capital plan and framework (which was originally developed in the Australian Public Service) is being adapted to suit the NTPS environment. This framework will allow the NTPS to take a more systematic approach to building and sustaining capability, (which includes people, processes, systems and structures). This provides a direct link between the capability of employees, the human capital of the agency or NTPS, and whole of sector performance and productivity. The Human Capital Plan, which uses the Human Capital Framework as its centrepiece, is expected to be released and implemented in the first half of 2016. 2014 NTPS People Matter Survey Since 2009, OCPE has coordinated a regular sector wide employee survey which seeks to gauge employee perceptions of their workplace and agency. The survey asks questions about employee engagement, job satisfaction and wellbeing, change management, service delivery, leadership, team work, performance feedback and the extent to which the NTPS Values and Principles are upheld. A substantial review of the survey in 2013 and early 2014 led to major revisions of the survey and the adoption of a new brand: People Matter. The People Matter survey instrument was designed by the Victorian Public Sector Commission and is currently in use across the majority of state/territory public sectors. OCPE anticipates that, under the People Matter model, capacity to generate cross jurisdictional comparisons will continue to improve, further facilitating our engagement in national conversations around significant workforce planning issues. The 2014 NTPS People Matter Survey was open between 22 October and 11 November 2014, during which time all NTPS employees were invited to participate. A total of 7,887 employees across 32 agencies completed the online survey, giving an overall response rate of 38%. This represents an increase of seven percentage points over the 2011 survey - equating to 22% growth in response numbers. In March and April 2015, 30 agency specific reports, and 400 executive level group reports were prepared and distributed to agency CEOs. OCPE has subsequently commenced work with agencies to assist them in responding to the survey through the improvement of corporate policies, processes, standards and systems. The survey response sample is an accurate reflection of the NTPS geographic and demographic profile of our workforce and allows for analysis of data with a margin of error that is below 1%. OCPE ANNUAL REPORT 201415 02323

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