Developed an Individual Performance Plan.
Performance review completed in the past six months.
Performance Partnership Program
DoT's Performance Partnership Program (PPP) provides a framework for all employees and people managers to have ongoing discussions about performance objectives, measures and learning, and development needs to ensure they are set up for success.
DoT's People and Organisational Development (POD) business unit continued to build on the program's success, providing tailored solutions to optimise employee performance and potential.
In 2017-18, DoT focused on building the capability of managers and employees to have crucial conversations, participate in coaching conversations and provide effective feedback.
As a result of the PPP, at 30 June 2018:
- 99 per cent of DoT employees had a performance review in the past six months;
- 100 per cent of DoT employees had a current Individual Performance Plan;
- 100 per cent of DoT employees had a current Individual Learning and Development Plan; and
- 99 per cent of DoT employees who completed a performance review discussion were assessed as "meeting expectations".
People Managers Program
DoT continued to deliver its highly effective People Managers Program to empower managers to effectively lead and manage their people to support the achievement of DoT's strategic objectives.
Now in its fifth year, this engaging and practical program, provides participants with the opportunity to obtain a nationally accredited Certificate IV in Leadership and Management.
In 2017-18, 52 leaders and emerging leaders completed the program and a further 23 commenced.
Certificate IV for Compliance Officers Program
DoT continued to deliver its Certificate IV for Compliance Officers Program to ensure all compliance officers have the necessary skills and capability to succeed in their compliance and community education roles.
This investment in people demonstrates DoT's commitment to career development and highlights the importance DoT places on delivering its service to the community.
Through the 12-month program, officers gain a nationally accredited qualification - Certificate IV in Government (Investigations). In 2017, 55 officers successfully completed the program and a further 23 commenced in 2018.
Creating a values driven organisation
Cultural Development Strategy
DoT continued to implement Stage 2 of its Cultural Development Strategy to embed a customer experience culture. This enabled its great people to further collaborate, innovate and lead to deliver DoT's Vision to provide the best integrated and intelligent transport services and solutions for the Western Australian community.
Cross-functional cultural development teams met to work on projects and initiatives to build the desired culture, facilitating Executive alignment on 'what does Customer Experience mean for Transport'. This defined the strategy of partnering with Executives to embed a culture of customer experience that delivers outcomes in line with DoT's vision.
Diversity Plan 2016-2020
DoT recognises that a diverse and inclusive workforce helps us understand the needs of our diverse community as we strive to deliver the best transport services and solutions.
DoT's Workforce Diversity Plan 2016-2020 aims to further improve outcomes for employees from diverse groups. The Plan outlines initiatives to help raise awareness of the benefits of a diverse workforce and provide opportunities to diversity groups, specifically in relation to the employment and retention of Aboriginal and Torres Strait Islander people, people with disability and women in leadership.
The following was achieved in 2017-18 to support the implementation of the plan:
- All DoT employees were encouraged to participate in significant events such as National Reconciliation Week, Disability Awareness Week, Harmony Week, NAIDOC and International Women's Day.
- A disability awareness information session was provided to DoT employees. Facilitated by participants of Leadership WA program 'Leadability', the session aimed to build greater awareness and understanding of challenges people with disability can face when accessing and participating in the workplace.
- DoT continued to successfully participate in the Public Sector Commission Aboriginal Traineeship Program, welcoming two trainees anticipated to successfully complete their Certificate III in Government (Administration) by September 2018. Two trainees from the 2016-17 program intake are continuing their careers with DoT.
- DoT's continuing partnership with the Autism Academy and Australian Computer Society Foundation saw an intern continue their career with DoT. Supporting the intern program enables DoT to showcase the unique abilities people with disability bring to the workplace.
- Mandatory cultural awareness training continues to be part of the DoT induction and onboarding program, to help employees work more effectively with colleagues and customers from diverse backgrounds.
- Online discrimination and harassment training was made mandatory and included in the DoT induction and onboarding program. This training is to ensure all employees and managers are aware of their obligations in the prevention of and response to behaviour of this kind.
Employee Perception Survey
To continue to improve DoT's culture and employee engagement, the results of the Public Sector Employee Perception Survey informed four specific priority areas for the whole of DoT:
- Appropriate workplace behaviour;
- Fair recruitment and promotion;
- Effective people management; and
- Effective change management.
A comprehensive suite of strategies including improvements to communication, processes and training continue to be implemented and evaluated to address these priority areas.
Leave management strategy
DoT adopted a leave liability reduction strategy in January 2016 in response to the challenge of achieving the Treasury Cap for leave liability set in 2013 of $29.2 million. The strategy was developed due to the increase in DoT's leave liability to $34 million in mid-2015.
One of the key components of the strategy was to amend DoT's Leave Management Policy and Procedure for all employees by determining they must:
- Not exceed 150 hours of annual leave balance at any time; and
- Clear their long service leave balance within three years of being credited.
The strategy incorporated two key elements:
- To create a culture where employees planned and cleared their leave as they earned it; and
- Executive leaders led by example by reducing their own excessive leave.
Executive leaders were required to drive the cultural shift with their direct reports to ensure employees planned and cleared leave. Leave planning discussions are now included in the six-monthly formal performance review.
To assist executive leaders drive this cultural shift, monthly reports were and still are tabled at each Corporate Executive Meeting. Business unit monthly reports are also provided to each Executive to assist them with accountability and responsibility to manage their people in accordance with the Policy and DoT Corporate Executive endorsed strategy.
The strategy achieved the outcome in July 2017 when DoT fell below the Cap for the first time, achieving a liability of $28.6 million. The strategy continues to be effective with the liability at 30 June 2018 at $26.6 million.
DoT's myTime - a cloud-based system allowing staff to record their time and attendance information and leave and payroll records - continued to assist with leave management monitoring.
The effects of the DoT Leave Management Culture include good financial management, and greater workplace productivity, wellbeing and safety.
Image: Cruise ship, Broome, Western Australia.
Peer Support Program
DoT continued to deliver its Peer Support Program as part of its commitment to employee wellbeing.
Through the cost-effective program, a network of DoT employees, known as Peer Support Officers, volunteer to provide a brief point of contact for colleagues who require help with personal or work-related issues.
Peer Support Officers assist colleagues to resolve issues by helping them explore available options and feel empowered to act in a manner that is aligned with DoT's values-driven culture.
Additional members joined the program in 2018 and all Peer Support Officers received formal training to ensure they felt capable and confident performing their important role and valued for their contribution.
DoT's reward and recognition program, the Radar Awards, continued to build a high performing, values-driven workforce by formally recognising individuals and teams who live the DoT values of:
- Clear Direction;
- Fresh Thinking;
- Excellent Service; and
- Great People.
Following improvements to the program in 2016-17 there continues to be very high participation. During 2017-18 more than 60 nominations were received from employees recognising their peers for outstanding achievements. Across four rounds, 65 nominations were received.