Disability Services Commission Annual Report

Workforce Planning and Development
4.3 Other Financial Disclosures
Establishing an optimal workforce is one of the major challenges facing the
Commission. The combination of the current resources boom, low levels of
unemployment and a high level of competition for labour within the human services
sector is making it increasingly challenging for the Commission to recruit and retain
employees in key operational areas.
A range of strategies are being used within individual directorates to build our
workforce, such as in-house formal training in Certificate 3 and 4 Disability Work,
rolling recruitment including weekly interviewing, and workplace flexibility. Despite
the strategies already in place, it has been acknowledged that additional strategies
are required to continue the momentum towards establishing an optimal workforce.
A Workforce Planning Project Team was established to research and develop
proposals for achieving an optimal workforce. The proposals, which were based on
ideas generated by the Corporate Leadership Group and other research will inform
the development of a workforce plan that will contribute to the Commission offering a
workplace that supports families and work life balance, promotes healthy lifestyles,
provides professional development and training opportunities for all employees and
improves communication with our employees.
Employee Relations, Workplace Bargaining and
Change
Employee Relations
The Commission has a range of occupational groups covered by five different
awards, seven different agreements and four unions. Staff categories include client
assistants, social trainers, nursing staff, support workers, professional therapy staff,
local area coordinators and public servants. Such a diverse workforce results in
many challenges and opportunities for the Employee Relations and Planning section.
During the year the Employee Relations and Planning section has provided advice,
training and support to managers and employees on many complex issues, including:
performance management;
suspected breaches of discipline;
bullying and grievance management;
industrial disputes;
code of personal conduct/code of ethics;
managing incapacitated employees;
managing employees who are absent without leave;
work value claims and classification matters;
teamwork and cooperation;
flexible work arrangements and work-life balance;
discrimination and harassment; and
interpretation of awards, agreements and employment legislation.
100 Disability Services Commission Annual Report 2007–2008