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Annual Report 2013-14

Volume 1, Part 2 : Performance

Program 1.8: Chief Operating Officer—Defence People

The Deputy Secretary Defence People, Ms Rebecca Skinner, is responsible for the delivery of sustainable people capability to support Defence’s key outcomes, and leading workforce and shared services reform in the human resource function across the organisation.


People are fundamental to Defence capability. Defence seeks to ensure the delivery of the right mix of ADF, APS and contracted personnel with appropriate skills and commitment. In 2013–14, the Defence People Group’s primary objective was to continue to deliver a sustainable and agile people capability to support the achievement of Defence’s outcomes to deliver shared services in the human resources function for the APS workforce, and to coordinate and implement cultural reform across the organisation.

During 2013–14, the two key initiatives to manage and develop Defence APS employees—the APS Core Capability Framework and the Job Families Project—continued to be implemented.

The Defence employment offer has been reviewed regularly to ensure that it is dynamic and can attract and retain Defence’s share of the best available people for the workforce. Defence has separately developed ‘deliberately differentiated offer’ methodology to improve its retention of critical occupations through individual and group incentives. Critical skills shortfalls will be addressed through a well-targeted package of cost-effective measures embracing both financial and non-financial elements of the employment offer. Efforts will continue to create, improve and sustain a fair, inclusive, respectful and diverse workforce and, in particular, to increase representation and employment opportunities for women and Indigenous Australians in Defence.

The People in Defence strategy continued to be the strategic blueprint for achieving key people outcomes. The strategy will be revised in line with the Defence White Paper and Force Structure Review in the coming year.

Cultural reform objectives remained a high priority in 2013–14, and 84 per cent of 175 key actions from six cultural reviews are being implemented. Key achievements have included:

  • the establishment of the Sexual Misconduct Prevention and Response Office (SeMPRO)
  • the release of the ADF alcohol management strategy
  • a significantly enhanced focus on improving diversity and inclusion within both the APS and the ADF.

The Defence People Group will continue initiatives to implement, embed and maintain the changes needed to achieve the desired cultural effect. This will lead to a more capable organisation. During 2013–14, the ADF female participation rate increased from 14.4 per cent to 15 per cent—the highest rate that the ADF has ever recorded.

The Group continued to implement human resources shared services reforms during 2013–14 to deliver consistent, efficient and professional services, and also supported the strategic reform planned within Defence.

Table 3.23: Program 1.8 deliverables

Deliverable

Status

Provide timely, accurate and high-quality advice on key people issues to the Secretary, Chief of the Defence Force and the Government

Substantially met

Not all advice was as timely as it should have been.

Complete the projects and initiatives described in the people chapter of the Defence Annual Plan in order to deliver a sustainable people capability through the development of:

  • an attractive and compelling employment offer
  • a work environment that delivers on our commitments to our people
  • an effective and efficient people system, using shared services

Substantially met

Defence continues to reform its HR shared services to improve their effectiveness, noting that the first round of saving efficiencies has been achieved.

Deliver group-specific reforms and cost reductions

Met

Coordinate and facilitate the Defence-wide implementation of Pathway to Change and cultural reform

Met

Develop an evaluation framework to measure the achievement of desired cultural effects resulting from the implementation of Pathway to Change and cultural reform across Defence

Met

Facilitate access by the Defence Abuse Response Taskforce to information and records held by Defence

Met

Fulfil departmental accountability for Defence’s payroll systems

Met

Continue development of enhanced support to Defence families through a national service delivery model

Met

Process applications for Defence medals that reward excellence, achievement and outstanding service

Partially met

Some time frames were not met.

Provide comprehensive services and support to managers, APS staff and ADF members in relation to sensitive and complex personnel issues

Met

Conduct ADF recruiting

Substantially met

Defence Force Recruiting permanent force entry:

  • target: 5,824
  • total inquiries: 80,087
  • formal applications: 18,483

Reserve force entry:

  • target: 1,997
  • total inquiries: 21,300
  • formal applications: 2,873

Coordinate and facilitate the implementation of the Defence Work Health and Safety Strategy 2012–17

Met

In conjunction with the Department of Veterans’ Affairs, coordinate the measures designed to provide seamless support to wounded, ill and injured members of the ADF

Met

Develop a systematic approach to developing and professionalising APS leaders in Defence

Partially met

The Defence APS Career and Talent Management System based on core capabilities and Job Family occupations is in place. Components of Job Family skilling strategies are at various stages of maturity.

Publish an endorsed, corporate-level Diversity and Inclusion Strategy

Met

Table 3.24: Program 1.8 key performance indicators

Key performance indicator

Status

Advice to the Secretary, Chief of the Defence Force and Government on people issues is timely and of a high quality

Substantially met

Not all advice was as timely as it should have been.

Projects and initiatives described in the people chapter of the Defence Annual Plan, which are aimed at delivering a sustainable people capability in Defence, are completed in a timely manner and achieve the desired outcomes

Met

Implementation of Pathway to Change across Defence, consistent with the timeframes outlined in supporting implementation strategies

Met

Timely and responsive facilitation of access to Defence information and records by the Defence Abuse Response Taskforce

Met

Human resource workforce and shared services reforms are effective in reducing costs and improving efficiency

Substantially met

Defence continues to reform its HR shared services to improve their effectiveness, noting that the first round of saving efficiencies has been achieved.

Provide professional support services to ADF members and families, including delivery of family support programs and bereavement support in the event of death and serious casualties

Met

Ensure timely recognition of ADF members, ex-serving members and APS employees in accordance with the Australian and Imperial Honours and Awards systems, and civilian long-service recognition and commendation schemes

Partially met

The Directorate of Honours and Awards aims has met its three-month time frame for serving ADF and APS members. For discharged ADF members, time frames vary from four to nine months.

ADF recruiting achievement

Substantially met

Defence Force Recruiting permanent force entry:

  • target: 5,824
  • applicants enlisted: 5,477
  • enlistment achieved: 94 per cent

Reserve force entry:

  • applicants enlisted: 1,104
  • enlistment achieved: 55 per cent

Defence Work Health and Safety Strategy 2012–17 implementation milestones are achieved on schedule

Met

Measures to provide seamless support to wounded, ill and injured members of the ADF are implemented according to schedule

Met

A suite of leadership development programs targeted at key career transition points is operating, and skills are improved in occupational groups

Substantially met

Leadership development programs are operating. Skills improvement in occupational groups continued.

Implementation of the Diversity and Inclusion Strategy, consistent with the timeframes outlined in supporting implementation plans

Substantially met

Groups and Services have provided updates on the results of initiatives within their supporting implementation plans, and many initiatives are underway or complete. A gap analysis will be undertaken to determine where action needs to be focused.