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Human resources and people management

During 2015-16, the NBA continued its commitment to managing and developing its employees to meet organisational objectives. The results of the 2016 Australian Public Service Commission (APSC) Employee Census indicates the success of the NBA in continuing to be an organisation with a strong and happy team culture focused on outcome delivery. The key points from the Employee Census are:

  • 95 per cent of employees consider that their supervisor and senior leaders in the NBA act in accordance with the APS Values
  • 88 per cent of employees stating that they consider the leadership of the NBA is of a high quality
  • 90 per cent of employees consider that the most senior leaders are sufficiently visible i.e. seen in action
  • 93 per cent of employees stating that the NBA's workplace culture supports people in achieving a good work-life balance
  • 90 per of employees are satisfied with the work-life balance in their current job
  • 90 per cent of employees feel they are valued for their contribution to the NBA
  • 84 per cent of employees stating that they enjoy the work in their current job
  • 84 per cent of employees feel a strong personal attachment to the NBA
  • 93 per cent of employees are satisfied with the non-monetary employment conditions at the NBA e.g. leave and flexible work arrangements
  • 86 per cent of employees would recommend the NBA as a good place to work
  • 93 per cent of employees are proud to work at the NBA

NBA organisational structure

FIGURE 3.3 NBA Organisation Chart as at 30 June 2016

Our values

The NBA strongly endorses the APS Values, Employment Principles and Code of Conduct and it is this basis which forms the expectations for the behaviour and conduct from all of our staff. Employees at the NBA understand their responsibilities associated with being a member of the APS and being a representative of the Australian Government.

Staffing information

The total number of staff employed in the NBA remained constant from the previous year with 55 employees (53.27 full time equivalent) at the end of June 2016. Of these 55 employees, five people were on long-term leave. Tables 3.2 & 3.3 provide a breakdown of NBA staff numbers by classification, gender and employment type. (Prepared on substantive classification role as at 30 June 2016.)

We have a diverse workforce with 25 per cent of NBA employees identifying as being from non-English speaking backgrounds and/or born outside of Australia.

Indigenous Staffing

In 2015-16, the NBA did not have any employees who reported as identifying themselves as Indigenous. In 2015-16 the NBA made efforts to create partnerships with school programs to allow students the opportunity to gain paid work experience. Additionally relationships were established with indigenous recruitment organisations to facilitate job opportunities for Indigenous peoples at the NBA.

TABLE 3.2 Number of male and female full-time and part-time NBA staff at 30 June 2016

Substantive Role
Classification
Female (Full- Time) Female (Part-Time) Male
(Full-Time)
Male
(Part-Time)
Total
SES Nil Nil 1 Nil 1
EL2 2 Nil 3 Nil 5
Legal 1 Nil Nil 1 Nil 1
EL1 12 1 7 Nil 20
APS6 7 2 Nil Nil 9
APS5 5 3 3 Nil 11
APS4 4 Nil 3 Nil 7
APS3 1 Nil Nil Nil 1
Grand Total 31 6 18 0 55

TABLE 3.3 Number of male and female and ongoing and non-ongoing NBA staff by at 30 June 2016

Substantive Role
Classification
Female (Ongoing) Female (Non-ongoing) Male
(Ongoing)
Male
(Non-ongoing)
Total
SES Nil Nil 1 Nil 1
EL2 2 Nil 3 Nil 5
Legal 1 Nil Nil 1 Nil 1
EL1 13 Nil 7 Nil 20
APS6 9 Nil Nil Nil 9
APS5 8 Nil 3 Nil 11
APS4 3 1 2 1 7
APS3 1 Nil Nil Nil 1
Grand Total 36 1 17 1 55

We have 53 staff located in the ACT, 1 in Victoria and 1 in NSW. Both the Victoria and NSW employees are part-time.

The average age of NBA staff is 41.67 years. Table 3.4 provides a breakdown of the age demographic of NBA employees.

TABLE 3.4 Age demographic of NBA staff at 30 June 2016

Age profile Number of employees
20 – 25 5
26 – 30 7
31 – 35 4
36 – 40 9
41 – 45 11
46 – 50 6
51 – 55 5
56 – 60 6
61 – 65 1
66 + 1
Total 55

NBA Enterprise Agreement

The new enterprise agreement (EA) was approved on 12 January 2016. The table below details salary levels of staff by classification for 2015-16.

TABLE 3.5 Salary levels of NBA staff by classification at 30 June 2016

Classification Minimum ($) Maximum ($)
EL 2 113,911 128,339
EL1 Legal 95,439 115,553
EL 1 95,853 108,867
APS Level 6 77,662 87,613
APS Level 5 70,399 74,303
APS Level 4 64,725 68,392
APS Level 3 57,128 63,325

TABLE 3.6 Numbers of NBA staff on types of employment agreements

Staff Enterprise Agreement Common law or Section 24 Agreement
Principal Executive Officer Nil Nil
SES Nil 1
Non-SES 54 Nil

Non–salary benefits

The EA and other employment arrangements provide a range of non-salary benefits in addition to those consistent with national employment standards and the Fair Work Act 2009. The benefits provided are very similar to those provided by many other agencies and are detailed in the EA and available on the NBA website at https://www.blood.gov.au/employment-benefits.

Non-SES employees may have access to the following non-salary benefits

  • access to the Employee Assistance Program (EAP)
  • maternity and adoption leave
  • parental leave
  • leave for compassionate purposes
  • access to recreation and personal leave at half pay
  • flex-time (for APS classified employees)
  • flexible working arrangements with time off in lieu (TOIL) where appropriate (for Executive Level employees only)
  • access to home-based work, laptop computers, internet access, and mobile phones
  • financial and/or paid leave to support professional and personal development
  • provision of eyesight testing and reimbursement of prescribed eyewear costs specifically for use with screen-based equipment
  • access to the NBA's health and wellbeing program
  • influenza vaccinations for staff and their immediate family members
  • annual Christmas close-down
  • access to purchase an additional four weeks annual leave per year
  • access to salary packaging arrangements

SES non-salary benefits include all of the above (except flex-time and TOIL) plus

  • onsite car parking
  • airport lounge membership
  • cash in lieu of vehicle leasing arrangements

Workforce planning, staff retention and turnover

Staff turnover remained steady at 19.8 per cent with 11 people leaving the NBA during 2015-16. The average length of service for NBA staff is approximately 4.74 years, which is consistent with the previous year and 43 per cent of staff have been employed with the NBA for more than five years, an increase of 9 per cent from the previous year.

The lifting of the arrangements for recruitment in the APS has provided the NBA with the capacity to convert many of its non-ongoing employees to ongoing. In 2014-15, the NBA had 13 non-ongoing employees and this was reduced to two at 30 June 2016.

Productivity gains

During the year, the NBA continued its rationalisation of staffing levels resulting in an increase in its APS classified employees, contributing towards the government's efficiency dividend strategy. This rationalisation strategy will continue to be implemented throughout the 2016-17 year.

Throughout 2015-16, the NBA transitioned its payroll function from Aurion Pty Ltd to the Department of Health Shared Services Centre and continued to implement productivity gains by utilising a number of other Commonwealth panel arrangements for the provision of services such as recruitment, training and EAP.

Employee and agency census

The surveys undertaken by the NBA in 2015-16 were the APSC State of the Service Employee Census and the APS State of the Service Agency Survey. The APSC set a target rate of 65 per cent of APS employee participation for the Employee Census and the NBA exceeded this with an 83 per cent return, 20 per cent higher than the APS participation rate of 69 per cent.

The overall employee census outcomes for the NBA were very pleasing, indicating the organisation has a stable, happy and motivated workforce, however areas for improvement relate to addressing underperformance and increasing opportunities for talent management/career progression and innovation.

Remuneration and performance pay

Total remuneration for senior executive officers is determined through negotiation between individual officers and the General Manager, taking into account the broader Government economic environment as well as APS and Remuneration Tribunal benchmark data. Performance pay is not applicable to NBA staff.

Professional and personal development

The NBA recognises the importance of ensuring that staff continue to develop their skills and this is facilitated through sourced internal training, delivery of internal Knowledge Management forums, in-house training programs and external training such as conferences, seminars, accredited training organisations and learning institutions.

As part of its role in the health sector, the NBA is encouraged to attend a number of health conferences to promote blood usage awareness. Opportunities are offered to staff from all areas of the NBA.

The NBA fosters a culture of cohesion to further enhance its organisational productivity, build team relationships, improve cross team communications, increase staff retention and further build and promote our positive, collegiate culture. In 2015-16, the NBA held in-house training courses for all staff to assist in their personal development.

Staff health and wellbeing

The NBA recognises the value of encouraging a work environment that supports the health and fitness of its employees. The eligible activities which are now open to staff include:

  • classes and activities such as in-house yoga and self-defence
  • health memberships
  • specialist advice/programs
  • sporting clothing and equipment.

Work health and safety

Workplace health and safety matters are standing agenda items that are routinely discussed at a variety of organisational reporting meetings such as quarterly HR reporting to the Senior Executive Management group, the Operational Plan and the Staff Participation Forum.

There was one reportable incident lodged with Comcare during the reporting year.

Initiatives that were undertaken by the NBA during the year to maintain its ongoing commitment to a safe and secure workplace included:

  • the continued availability of workstation assessments for all new starters as well as assessments for existing staff who felt it necessary for their wellbeing
  • access to the employee assistance program
  • expansion of ICT remote working capabilities to cover all staff, enabling staff to work from outside the office on an ad-hoc basis
  • a dedicated carer's room for parents who do not have the benefit of their own office and who need to bring their children into the workplace for short periods of time as a bridging arrangement for childcare
  • sit-to-stand desks were purchased for all staff who requested them. This initiative will continue to be rolled out to all staff in 2016-17.