ANAO Workplace Agreement 2006–09
The three year collective agreement negotiated with staff and effective from 1 June 2006 continues to underpin the employment framework within the ANAO. The development of the ANAO Remuneration Model flowed from the Workplace Agreement. This Model provides the basis for salary advancement for staff who demonstrate the required skills and proficiency at their nominal work classification. The process is administered by the Remuneration Committee with input from Service Groups.
Australian Workplace Agreements (AWA) are also available to all staff. The employment packages for staff on AWAs are tailored to meet individual requirements and typically include increased remuneration or flexible working arrangements, or a combination of both.
Performance and assessment scheme
Our Performance Assessment Scheme provides for three levels of performance pay. In 2005–06 staff rated as ‘fully effective’ during the 12 monthly performance cycle were eligible to receive a one per cent performance bonus, staff rated ‘more than fully effective’ were eligible for a five per cent performance bonus, and those staff rated as ‘outstanding’ were eligible for a 10 per cent performance bonus.
A summary of ratings for the reporting cycle are set out in Table 4. Graduates, non-ongoing staff and those ongoing staff with less than six months employment during the performance cycle are not eligible for a performance bonus.
Table 4: Summary of performance ratings for the period ending 31 October 2006
Staff survey
The annual staff survey allows us to assess a range of people issues and report on targets and strategies from our Corporate and Business Plans. This year’s survey achieved a 74 per cent response rate (up from 68 per cent in 2006) and indicated a positive outcome across a number of areas of the organisation. In particular, the overall staff satisfaction level was 72 per cent. Also, 80 per cent of staff surveyed considered the ANAO to be a good employer. Other survey results provided valuable information for our workforce planning and people strategies, including learning and development, performance management and the level of support required by staff to assist them to meet our business objectives.
Senior Executive Service (SES) conferences
SES conferences provide the executive and senior management with a forum to consider business issues away from the distractions of the normal work environment. Two SES conferences were conducted over the reporting year, the first in November 2006 and the second in March 2007.
The November conference focussed on better communication with our clients and our expectations of them in the audit process; the need to invest more in structured training and professional development of our staff; and the need to explore options for developing an improved resourcing arrangement to better assist our business needs. A number of initiatives were identified at this conference and were included as action items in our 2007–08 Business Plan.
The March 2007 conference provided the opportunity to discuss the business challenges we face in the coming years, including revising our objectives and strategies in four key result areas. This conference provided the basis for developing our 2007–10 Corporate Plan, which has been completed and released to all staff.
Executive level staff conference
Recognising the important role undertaken by Executive Level (EL) staff in managing audit teams and key activities, a conference for all EL staff was conducted in June 2007.
The conference centred on eight topics previously agreed by an EL focus group: induction and development needs of new recruits; our external relations including client management; improving internal communication; maintaining and improving performance standards; role clarity of ELs; the EL’s role in staff development and retention; professional support; and the development and support needs of the EL group.
A number of strategies and initiatives were identified at this conference. Some have been included in the 2007–08 Business Plan, while others will be considered separately and in the context of other initiatives.
Workplace Consultative Forum
The Workplace Consultative Forum (WCF) continues to play an important role in facilitating consultation on a range of operational and strategic issues affecting staff in the workplace. The WCF comprises six staff elected representatives and three management nominated representatives and met on five occasions during 2006–07. Over the reporting year, development and implementation of our Remuneration Model was a central focus of activity for WCF members.The Workplace Consultative Forum (WCF) continues to play an important role in facilitating consultation on a range of operational and strategic issues affecting staff in the workplace. The WCF comprises six staff elected representatives and three management nominated representatives and met on five occasions during 2006–07. Over the reporting year, development and implementation of our Remuneration Model was a central focus of activity for WCF members.