Our people

In 2016-17 DoT continued its commitment and investment in helping our people through support, learning and career development programs.

  Building capability

  Cultural Development Strategy

Image of cultural development workshop participants

DoT continued to implement Stage 2 of its Cultural Development Strategy to build the desired culture to deliver ‘one Transport' solutions and services to the Western Australian community.

Cross-functional cultural development teams came together from across DoT to work on projects and initiatives focused on improving our customer's experience and better recognising the achievements of our great people.

Image: Cultural Development Workshop participants left to right - Mike Lydick, Katelyn Petty, Monica Dickerson, Mary Carew-Hopkins, Morgan Colless, Anna Ridings (PTA) and Fiona Knobel.

  Diversity Plan 2016-2020

Image of DoT's diverse workforce

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 diversity 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 2016-17 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.
  • As part of Disability Awareness week, six DoT employees shared their personal perspective on living with or caring for someone with a disability. Their inspiring stories helped to start a positive conversation about how we can better support people with disability at a personal and organisational level.
  • DoT continued to successfully participate in the Public Sector Commission Aboriginal Traineeship Program, welcoming three trainees who are anticipated to successfully complete their Certificate III in Government (Administration) by September 2017. Two trainees from the 2015-16 program intake are continuing their careers with DoT.
  • DoT was recognised for its pioneering role in partnering with the Autism Academy and Australian Computer Society Foundation to host an intern in a User Acceptance Testing role, showcasing the unique abilities people with disability bring to the workplace.
  • Cultural Awareness training was made mandatory for all employees to help them work more effectively with colleagues and customers from diverse backgrounds.
  • Face-to-face discrimination and harassment training was completed by all people managers to ensure they are aware of their obligations in preventing and responding to behaviour of this kind. Online training for all employees and a refresher for managers was also launched to raise awareness and promote compliance.

  Employee Perception Survey

In February 2017, DoT participated in the Public Sector Commission's Employee Perception Survey.

Key highlights from the survey included:

  • 85 per cent of DoT employees are satisfied with their job.
  • 80 per cent of DoT employees are satisfied with DoT as an employer.
  • 85 per cent of DoT employees feel they are part.
  • of a team that is efficient and innovative.
  • 82 per cent of DoT employees agree that their managers and supervisors lead by example in ethical behaviour.
  • 83 per cent of DoT employees believe DoT's workplace culture is inclusive and encourages diversity.
  • 76 per cent of DoT employees would recommend DoT as a great place to work.

  Leave management

Image of Cable Beach, Broome - camel caravan

 

Leave Management Strategy

DoT continued to implement its Leave Management Strategy, progressing the following initiatives in 2016-17.

Leave Liability Reduction Strategy

DoT continued to implement its Leave Liability Reduction Strategy to work towards achieving the reduced leave liability budget set by the State Government.

Through the strategy, DoT's Leave Management Policy and Procedure were revised to stipulate all employees must:

  • Not exceed 150 hours of annual leave balance at any time.
  • Clear their long service leave balance within three years of being credited.

The cultural shift towards taking leave as it is accrued has not only significantly reduced DoT's leave liability but resulted in better financial management and resource planning as well as improved employee wellbeing.

These changes, together with strong Executive support and role modelling, a focus on regular discussions around leave and improved reporting, have resulted in 85 per cent of DoT employees complying with the Leave Management Policy.

DoT proudly achieved the Department of Treasury leave liability cap by 30 June 2017.

MyTime solution

DoT successfully transitioned all employees to its new time and attendance management system MyTime.

MyTime is a cloud-based solution that enables employees to complete and submit their timesheets for approval electronically. By interfacing with DoT's HR system and allowing for the online booking, approval and retention of flexi and banked leave requests, MyTime provides a single reference point for all attendance records.

This has resulted in a range of benefits including:

  • A consistent application of attendance practices across DoT.
  • Improved reconciliation between recorded employee time and attendance information and leave and payroll records.
  • Mitigation of a number of audit findings.
  • Better recordkeeping.
  • Greater ability to analyse attendance trends.

Feedback has been overwhelmingly positive, with all employees embracing MyTime as an effective and efficient online tool that saves time and increases productivity.

  Peer Support Program

Image of peer support training participants

 

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 to explore available options and empower them to take action in a manner that is aligned with DoT's values-driven culture.

Additional members joined the program in 2017 and formal training was provided to all Peer Support Officers to ensure they feel capable and confident to perform their important role and valued for their contribution.

Image: Peer Support Training participants.

  Radar Awards

Image of Alcohol Interlock Team receiving Radar Award

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.
  • Great People.

A number of improvements were made to the program in 2016-17 to encourage participation and align the awards more closely to DoT's Cultural Development Strategy.

As a result, more than 50 nominations were received.

Image: Alcohol Interlock Team receiving Radar Award.

 

Transport Annual Report

Page last updated: Thu Nov 30 2017 2:31:21 PM