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Appendix 4: Supporting statistics to the report

This appendix presents additional data that supports the content included in the main chapters of this report.

Chapter 1: Institutional stewardship

Table A4.1 presents APS employee census results for a selection of items measuring APS employee perceptions about supervisor involvement in performance management processes in the past 12 months.

Table A4.1: APS employee perceptions of supervisor involvement in performance management process

Question

Response

% of total

Received regular and timely feedback from your supervisor Yes 82.5
No 17.5

Received constructive feedback from your supervisor

Yes 83.9
No 16.1

Your supervisor has checked in regularly with you to see how you are progressing

Yes 82.1
No 17.9

Source: 2019 APS employee census

Table A4.2 presents APS employee census results for a selection of items measuring APS employee perceptions of performance management in the past 12 months.

Table A4.2: APS employee perceptions of performance management processes

Question

Response

% of total

To what extent do you agree that in the past 12 months, the performance expectations of your job were clear and unambiguous?

Agree

60.7

Neither agree nor disagree

23.2

Disagree

16.1

To what extent do you agree that the support by your supervisor has helped to improve your performance?

Agree

59.7

Neither agree nor disagree

27.5

Disagree

12.8

My overall experience of performance management in my agency has been useful for my development

Agree

47.9

Neither agree nor disagree

31.5

Disagree

20.6

Source: 2019 APS employee census

Chapter 2: Adapting to change

Table A4.3 presents APS employee census results for a selection of items measuring APS employee perceptions of change management in their agencies.

Table A4.3: APS employee perceptions of change management

Question

Response

% of total

Change is managed well in my agency

Agree

39.0

Neither agree nor disagree

29.2

Disagree

31.8

I generally find organisational change to be a positive process

Agree

50.9

Neither agree nor disagree

33.3

Disagree

15.7

People in my team are happy to implement change when required

Agree

62.4

Neither agree nor disagree

26.4

Disagree

11.2

Organisational change tends to improve our agency's efficiency

Agree

37.1

Neither agree nor disagree

43.8

Disagree

19.1

Source: 2019 APS employee census

Table A4.4 presents the 2019 APS employee census results for the individual elements of the innovation index.

Table A4.4: Results for individual elements of the innovation index
Question

Strongly agree (%)

Agree (%)

Neither agree nor disagree (%)

Disagree (%)

Strongly disagree (%)

I believe that one of my responsibilities is to continually look for new ways to improve the way we work

30.4

55.8

10.0

3.0

0.8

My immediate supervisor encourages me to come up with new or better ways of doing things

22.6

49.4

18.8

6.8

2.5

People are recognised for coming up with new and innovative ways of working

15.6

46.0

25.0

10.1

3.4

My agency inspires me to come up with new or better ways of doing things

11.4

37.3

33.3

13.6

4.5

My agency recognises and supports the notion that failure is a part of innovation

7.6

30.9

39.9

15.4

6.1

Source: 2019 APS employee census

Table A4.5 presents APS employee perceptions of the risk culture in their agencies.

Table A4.5: APS employee perceptions of risk culture in agencies

Question

Response

% of total

My agency supports employees to escalate risk-related issues with managers

Agree

70.0

Neither agree nor disagree

23.1

Disagree

6.9

Risk management concerns are discussed openly and honestly in my agency

Agree

59.5

Neither agree nor disagree

28.5

Disagree

12.1

My agency provides me with opportunities to develop and enhance my skills to manage risk effectively

Agree

52.1

Neither agree nor disagree

34.0

Disagree

13.9

Employees in my agency are encouraged to consider opportunities when managing risk

Agree

51.6

Neither agree nor disagree

35.9

Disagree

12.5

Appropriate risk taking is rewarded in my agency

Agree

25.1

Neither agree nor disagree

49.2

Disagree

25.7

In my agency, the benefits of risk management match the time required to complete risk management activities

Agree

29.2

Neither agree nor disagree

52.2

Disagree

18.6

SES in my agency demonstrate the importance of managing risk appropriately

Agree

42.9

Neither agree nor disagree

41.0

Disagree

16.1

When things go wrong, my agency uses this as an opportunity to learn

Agree

46.4

Neither agree nor disagree

35.4

Disagree

18.2

When appropriate risk taking results in failure, my immediate supervisor does not reprimand employees

Agree

46.0

Neither agree nor disagree

45.4

Disagree

8.7

Source: 2019 APS employee census

Chapter 3: A values-driven culture

Collaboration

In the 2019 APS employee census, EL and SES respondents were asked questions about engaging in collaboration. The results are presented in Table A4.6.

Table A4.6: EL and SES employees engaging in collaboration

Question

Response

% of EL

% of SES

% total

During the last 12 months, did you collaborate with people from other workgroups within your agency?

Yes

93.5

98.5

93.9

No

6.5

1.5

6.1

During the last 12 months, did you collaborate with people from other APS or Commonwealth government agencies?                                                                             

Yes

63.3

91.4

65.5

No

36.7

8.6

34.5

During the last 12 months, did you collaborate with people from other levels of government or other external stakeholders?

Yes

60.4

84.8

62.3

No

39.6

15.2

37.7

Source: 2019 APS employee census

Breaches of the APS Code of Conduct

Table A4.7 presents the number of APS employees investigated by agencies for suspected breaches of individual elements of the APS Code of Conduct and the number of breach findings in 2018–19. One employee can be investigated for multiple elements of the Code of Conduct of the PS Act.

Table A4.7: Number of APS employees investigated and found in breach of elements of the APS Code of Conduct

Element of Code of Conduct

Investigated

Breached

Behave honestly and with integrity in connection with APS employment (s. 13(1))

242

214

Act with care and diligence in connection with APS employment (s. 13(2))

174

149

When acting in connection with APS employment, treat everyone with respect and courtesy and without harassment (s. 13(3))

136

103

When acting in connection with APS employment comply with all applicable Australian laws (s. 13(4))

18

10

Comply with any lawful and reasonable direction given by someone in the employee's agency who has authority to give the direction (s. 13(5))

161

140

Maintain appropriate confidentiality about dealings that the employee has with any minister or minister's member of staff (s. 13(6))

0

0

Take reasonable steps to avoid any conflict of interest (real or apparent) and disclose details of any material personal interest of the employee in connection with the employee’s APS employment (s. 13(7))

47

41

Use Commonwealth resources in a proper manner and for a proper purpose (s. 13(8))

108

95

Not provide false or misleading information in response to a request for information that is made for official purposes in connection with the employee's APS employment (s. 13(9))

46

40

Not make improper use of: inside information, or the employee's duties, status, power or authority in order to: a) gain or seek to gain a benefit or advantage for the employee or any other person or b) cause or seek to cause a detriment to the employee's agency, the Commonwealth or any other person (s. 13(10))

53

45

At all times behave in a way that upholds the APS Values and APS Employment Principles and the integrity and good reputation of the employee's agency and the APS (s. 13(11))

410

363

While on duty overseas at all times behave in a way that upholds the good reputation of Australia (s. 13(12))

5

4

Comply with any other conduct that is prescribed by the regulation (s. 13(13))

2

1

Source: 2019 APS agency survey

Sources of reports

Table A4.8 presents the number of APS employees investigated for suspected breaches of the APS Code of Conduct during 2018–19 that resulted from each type of report.

Table A4.8: Type of reports leading to finalised APS Code of Conduct investigations

Type of report

Number of employees investigated

A report made to a central conduct or ethics unit or nominated person in a human resources area

224

A report generated by a compliance/monitoring system (for example, audit)

193

A report made to a fraud prevention and control unit or hotline

34

A report made to an email reporting address

21

A report made to another hotline

23

A Public Interest Disclosure

15

A report made to an employee advice or counselling unit

15

Other

11

Source: 2019 APS agency survey

Outcomes of reports

Table A4.9 presents the outcomes for APS employees investigated for suspected breaches of the APS Code of Conduct during 2018–19.

Table A4.9: Outcome of investigations into suspected breaches of the APS Code of Conduct

Outcome

Number of employees investigated

Breach found and sanction applied

315

Breach found but no sanction applied—employee resigned prior to sanction decision

82

Breach found but no sanction applied—other reason

70

No breach found (for any element of the Code)

38

Investigation discontinued—employee resigned

14

Investigation discontinued—other reason

16

Source: 2019 APS agency survey

Table A4.10 presents the sanctions applied to APS employees found to have breached the APS Code of Conduct during 2018–19.

Table A4.10: Sanctions imposed for breaches of the APS Code of Conduct

Sanction

Number of APS employees found to have breached the Code

Reprimand

197

Reduction in salary

98

Deduction from salary by way of a fine

89

Termination of employment

80

Reduction in classification

21

Re-assignment of duties

10

Source: 2019 APS agency survey

Harassment and bullying

In the 2019 APS employee census, 13 per cent of respondents indicated they had been subjected to harassment or bullying in their workplace in the 12 months preceding the APS employee census.

Table A4.11 presents the types of behaviour perceived by respondents.

Table A4.11: Type of harassment or bullying perceived by respondents

Type of behaviour

% of those who indicated that they had been subjected to harassment or bullying in their workplace in the previous 12 months preceding the census

Verbal abuse

49.1

Interference with work tasks

40.8

Inappropriate and unfair application of work policies or rules

37.5

Cyberbullying

7.4

Interference with your personal property or work equipment

5.6

Physical behaviour

5.3

Sexual harassment

3.7

Initiations or pranks

3.3

Other

20.9

Source: 2019 APS employee census

Percentages are based on respondents who said they had been subjected to harassment or bullying in their current workplace. As respondents could select more than one option, percentages may not total 100 per cent.

Table A4.12 presents the perceived source of the harassment or bullying indicated by respondents.

Table A4.12: Perceived source of harassment or bullying

Perceived source

% of those who indicated they had been subjected to harassment or bullying in their workplace in the previous 12 months preceding the census

Co-worker

38.5

Someone more senior (other than your supervisor)

33.4

A previous supervisor

26.2

Your current supervisor

19.4

Someone more junior than you

9.6

Client, customer or stakeholder

3.7

Contractor

3.0

Consultant/service provider

1.1

Representative of another APS agency

0.7

Minister or ministerial adviser

0.4

Unknown

1.9

Source: 2019 APS employee census

Percentages are based on respondents who said they had been subjected to harassment or bullying in their current workplace. As respondents could select more than one option, percentages may not total 100 per cent.

Table A4.13 presents the reporting behaviour of respondents who had perceived harassment or bullying in their workplace in the 12 months preceding the APS employee census.

Table A4.13: Reporting behaviour of harassment or bullying

Reporting behaviour

% who perceived harassment or bullying in their workplace during the 12 months preceding the census

I reported the behaviour in accordance with my agency's policies and procedures

36.2

It was reported by someone else

8.5

I did not report the behaviour

55.3

Source: 2019 APS employee census

Table A4.14 presents the number of recorded complaints of harassment and bullying made by APS employees within APS agencies during 2018–19.

Table A4.14: Complaints to agencies about harassment and bullying

Type of harassment or bullying

Number of complaints

Verbal abuse

152

Inappropriate and unfair application of work policies or rules

93

Interference with work tasks

74

Sexual harassment

31

Cyberbullying

20

Physical behaviour

11

Interference with your personal property or work equipment

10

Initiations or pranks

1

Other

50

Source: 2019 APS employee census

Discrimination

In the 2019 APS employee census, 12.2 per cent of respondents indicated they had been subjected to discrimination during the 12 months preceding the census and in the course of their employment.

Table A4.15 presents the types of the discrimination perceived by respondents during the 12 months preceding the census and in the course of their employment.

Table A4.15: Type of discrimination perceived by respondents

Category

% of those who indicated they had been subjected to discrimination during the 12 months preceding the census and in the course of their employment

Gender

31.7

Age

26.8

Carer responsibilities

24.2

Race

19.7

Disability

13.9

Religion

5.5

LGBTI+ (for example, sexual orientation)

4.5

Identification as an Aboriginal or Torres Strait Islander person

3.7

Other

18.5

Source: 2019 APS employee census

Percentages are based on respondents who said they had perceived discrimination during the 12 months preceding the census and in the course of their employment. As respondents could select more than one option, percentages may not total 100 per cent.

Corruption

Table A4.16 presents the proportion of respondents who, during the previous 12 months, had witnessed another APS employee within their agency engaging in behaviour they considered may be serious enough to be viewed as corruption.

Table A4.16: APS employee perceptions of corruption

Potential corruption witnessed

%

Yes

4.4

No

88.0

Not sure

5.0

Would prefer not to answer

2.6

Source: 2019 APS employee census

Of those who had witnessed potential corruption, the types of corruption are presented in Table A4.17.

Table A4.17: Type of potential corruption witnessed

Type of potential corruption witnessed

% who had witnessed potential corruption

Cronyism—preferential treatment of friends

69.3

Nepotism—preferential treatment of family members

25.1

Acting (or failing to act) in the presence of an undisclosed conflict of interest

22.8

Fraud, forgery or embezzlement

14.9

Green-lighting

9.5

Theft or misappropriation of official assets

7.1

Unlawful disclosure of government information

5.0

Perverting the course of justice

2.8

Bribery, domestic and foreign—obtaining, offering or soliciting secret commissions, kickbacks or gratuities

2.2

Blackmail

1.2

Insider trading

1.2

Colluding, conspiring with or harbouring, criminals

1.1

Other

12.1

Source: 2019 APS employee census

Percentages are based on respondents who said they witnessed potential corruption. As respondents could select more than one option, percentages may not total 100 per cent.

Table 4.18 presents APS employee perceptions of workplace corruption risk.

Table A4.18: APS employee perceptions of workplace corruption risk

Type of workplace corruption risk

Agree (%)

Neither agree nor disagree (%)

Disagree (%)

My workplace operates in a high corruption-risk environment (for example, it holds information, assets or decision-making powers of value to others)

67.2

18.4

14.4

My agency has procedures in place to manage corruption

84.3

13.4

2.3

It would be hard to get away with corruption in my workplace

70.5

20.9

8.6

I have a good understanding of the policies and procedures my agency has in place to deal with corruption

77.2

16.4

6.4

I am confident that colleagues in my workplace would report corruption

80.8

14.4

4.8

I feel confident that I would know what to do if I identified corruption in my workplace

83.0

12.1

4.9

Source: 2019 APS employee census

Chapter 4: Diversity and inclusion

Table A4.19 presents the proportion of APS employees belonging to each diversity group.

Table A4.19: Proportion of APS employees by diversity group, 2010 to 2019

Diversity group

2010 (%)

2011 (%)

2012 (%)

2013 (%)

2014 (%)

2015 (%)

2016 (%)

2017 (%)

2018 (%)

2019 (%)

Women

57.8

57.7

57.7

57.9

58.1

58.4

59

59

59

59.6

Indigenous

2.7

2.6

2.6

2.6

2.8

2.9

3.2

3.3

3.4

3.5

People with disability

3.5

3.4

3.3

3.3

3.5

3.6

3.8

3.8

3.8

3.7

Non-English speaking background

13.6

14.1

14.4

14.5

14.7

14.7

14.7

14.6

14.6

14.5

Source: APSED

In the 2019 APS agency survey, agencies were asked to rate the implementation of initiatives in three Australian Government diversity strategies (tables A4.20, A4.21 and A4.22). They were asked to do so against five levels of practice, defined here:

  • Level 1—Practices are applied inconsistently and/or unskilfully and have a poor level of acceptance.
  • Level 2—Practices are performed and managed with some skill and consistency, and a focus on compliance.
  • Level 3—Practices are defined, familiar, shared and skilfully performed.
  • Level 4—Practices are embedded and seen as a part of daily work and as adding real value to work.
  • Level 5—Practices are continuously improved and leveraged for organisational outcomes.
Table A4.20: Percentage of agency self-reporting—implementation of initiatives in Balancing the Future: The Australian Public Service Gender Equality Strategy 2016–19

Initiative

Level 1 (%)

Level 2 (%)

Level 3 (%)

Level 4 (%)

Level 5 (%)

Average rating

Driving a supportive and enabling culture

5.2

15.5

28.9

35.1

15.5

3.40

Gender equality in APS leadership

4.1

16.5

25.8

38.1

15.5

3.44

Innovation to embed gender equality in employment practices

10.3

15.5

36.1

32.0

6.2

3.08

Increased take-up of flexible work arrangements by men and women

3.1

15.5

34.0

34.0

13.4

3.39

Measurement and evaluation

12.4

23.7

32.0

22.7

9.3

2.93

Source: 2019 APS agency survey

Table A4.21: Percentage of agency self-reporting—implementation of initiatives in the Commonwealth Aboriginal and Torres Strait Islander Employment Strategy 2015–18

Initiative

Level 1 (%)

Level 2 (%)

Level 3 (%)

Level 4 (%)

Level 5 (%)

Average rating

Expand the range of Indigenous employment opportunities

15.5

39.2

25.8

13.4

6.2

2.56

Invest in developing the capability of Indigenous employees

24.7

23.7

24.7

23.7

3.1

2.57

Increase the representation of Indigenous employees in senior roles

37.1

34.0

18.6

7.2

3.1

2.05

Foster the awareness of Indigenous culture in the workplace

9.3

22.7

23.7

30.9

13.4

3.16

Source: 2019 APS agency survey

Table A4.22: Percentage of agency self-reporting—implementation of initiatives in the As One: Making it Happen, APS Disability Employment Strategy 2016–19

Initiative

Level 1 (%)

Level 2 (%)

Level 3 (%)

Level 4 (%)

Level 5 (%)

Average rating

Expand the range of employment opportunities for people with disability

23.7

28.9

26.8

18.6

2.1

2.46

Invest in developing the capability of employees with disability

25.8

30.9

26.8

14.4

2.1

2.36

Increase the representation of employees with disability in senior roles

38.1

33.0

19.6

8.2

1.0

2.01

Foster inclusive cultures in the workplace

7.2

22.7

34.0

26.8

9.3

3.08

Source: 2019 APS agency survey

Table A4.23 presents the percentage of APS agencies with plans, strategies and/or policies in place during 2018–19.

Table A4.23: Percentage of agency self-reporting—action plans, strategies and/or policies

Action plan, strategy and/or policy

% of agencies with plan in place

Flexible working arrangements

94.8

Return to work

82.5

Disability/reasonable adjustment

73.2

Reconciliation Action Plan

64.9

Domestic and family violence

64.9

Gender equality

58.8

Overarching inclusion

57.7

Aboriginal and Torres Strait Islander

56.7

Carer responsibilities

54.6

Breastfeeding in the workplace/lactation break guidance

54.6

Mental health (if not included in disability)

49.5

LGBTI+

40.2

Culturally and Linguistically Diverse (CALD)

37.1

Multigenerational/specific age groups

18.6

Other

21.6

None

1.0

Source: 2019 APS agency survey

Chapter 5: Enabling the current and future workforce

Attraction and retention

2019 APS employee census respondents who reported that their total length of service in the APS was less than one year were asked what attracted them to work in the APS. Table A4.24 presents the reported reasons.

Table A4.24: Reasons for joining the APS

Reason

%

Employment conditions

62.8

The work aligned with my job skills and/or experience

59.8

Type of work offered

59.7

Long-term career progression

58.4

Security and stability

58.2

Service to the general public

51.5

Geographical location

33.6

Remuneration

28.7

Other

4.8

Source: 2019 APS employee census

As respondents could select more than one option, percentages may not total 100 per cent.

Table A4.25 presents the proportion of respondents who indicated they had applied for a job during the 12 months preceding the APS employee census.

Table A4.25: Applications for another job during the 12 months preceding the 2019 APS employee census

 Response

%

Had not applied for a job

48.2

Had applied for a job in their agency

38.0

Had applied for a job in another APS agency

18.2

Had applied for a job outside the APS

12.2

Source: 2019 APS employee census

As respondents could select more than one option, percentages may not total 100 per cent.

Table A4.26 presents respondents' intention to leave their agency.

Table A4.26: Intention to leave

 Response

%

I want to leave my agency as soon as possible

5.9

I want to leave my agency within the next 12 months

9.0

I want to leave my agency within the next 12 months but feel it will be unlikely in the current environment

9.6

I want to stay working for my agency for the next one to two years

25.0

I want to stay working for my agency for at least the next three years

50.5

Source: 2019 APS employee census

Table A4.27 presents the reasons provided by respondents for wanting to leave their agency as soon as possible or within the next 12 months.

Table A4.27: Primary reason for wanting to leave current agency

 Reason

% of respondents who wanted to leave their agency as soon as possible or within the next 12 months

There is a lack of future career opportunities in my agency

24.5

I want to try a different type of work or I'm seeking a career change

12.5

Senior leadership is of a poor quality

8.2

I am in an unpleasant working environment

7.6

I am not satisfied with the work

6.1

I am intending to retire

5.6

I am looking to further my skills in another area

5.3

I can receive a higher salary elsewhere

4.9

My agency lacks respect for employees

4.8

My expectations for work in my agency have not been met

3.2

I want to live elsewhere—within Australia or overseas

2.6

I have achieved all I can in my agency

1.9

I am not able to access the flexible working arrangements that I require

1.9

My personal values do not align with that of my agency

1.6

Other

9.2

Source: 2019 APS employee census

Data capability

Table A4.28 presents the actions taken by APS agencies to improve APS employee data literacy capability.

Table A4.28: Agency actions to improve APS employee data literacy capability

Action

% of agencies

Ensured employee access to on-the-job learning and development opportunities

84.5

Ensured employee access to formal training

77.3

Establishment/ongoing involvement of data community of practice networks

53.6

Establishment/ongoing involvement of data management committees

48.5

Access to a data champion within the agency

48.5

Other

17.5

No action

5.2

Source: 2019 APS agency survey

As agencies could select more than one option, percentages may not total 100 per cent.

Table A4.29 presents the barriers to agency use of data reported by APS agencies.

Table A4.29: Agency barriers to the use of data

Barriers

% of agencies

Legacy systems/data storage methods

77.3

Skills/capability

73.2

Funding

53.6

Organisational maturity

53.6

Privacy-related issues

38.1

Insufficient access to relevant data

37.1

Other

15.5

No barriers

5.2

Source: 2019 APS agency survey

As agencies could select more than one option, percentages may not total 100 per cent.

Flexible work

Table A4.30 presents the percentage of 2019 APS employee census respondents using flexible working arrangements, by classification.

Table A4.30: Percentage of APS employees using flexible working arrangements, by classification

Response

APS 1–6 (%)

EL (%)

SES (%)

Other (%)

Yes

52.7

52.0

40.1

43.4

No

47.3

48.0

59.9

56.6

Source: 2019 APS employee census.

‘Other’ includes APS trainees and graduates.

Table A4.31 presents the reasons for respondents not using flexible working arrangements.

Table A4.31: Reasons for not using flexible working arrangements, by classification

Reason

APS 1–6 (%)

EL (%)

SES (%)

Other (%)

My agency does not have a flexible working arrangement policy

4.8

1.5

0.6

0.9

My agency's culture is not conducive to flexible working arrangements

11.5

12.4

7.2

3.6

Lack of technical support (for example, remote access)

5.0

4.8

1.0

3.9

Absence of necessary hardware (for example, phone, computer, internet)

4.8

4.1

0.8

6.4

The operational requirements of my role (for example, rostered or otherwise scheduled work environment such as shift work)

14.7

14.4

18.7

9.1

Management discretion

15.0

12.4

4.2

8.8

Resources and staffing limits

15.2

20.3

14.4

4.5

Potential impact on my career

9.6

13.4

8.5

11.2

Personal and/or financial reasons

9.9

7.2

4.1

4.1

I would be letting my workgroup down

10.2

16.7

14.3

7.4

I do not need to

61.3

60.4

68.9

82.4

Source: 2019 APS employee census

Percentages are based on respondents who said they were not using flexible working arrangements. As respondents could select more than one option, percentages may not total to 100 per cent. ‘Other’ includes APS trainees and graduates.

Table A4.32 presents the types of work arrangements used by respondents.

Table A4.32: Types of work arrangements being used, by classification

Type

APS 1–6 (%)

EL (%)

SES (%)

Other (%)

Part time

19.1

14.2

5.0

5.2

Flexible hours of work

40.3

35.5

23.5

50.0

Compressed work week

1.9

3.8

2.1

1.2

Job sharing

0.8

0.7

1.1

0.9

Working remotely and/or virtual team

5.3

10.3

11.3

3.2

Working away from the office and/or working from home

14.8

37.1

37.0

8.3

Purchasing additional leave

7.2

7.0

4.0

3.7

Breastfeeding facilities and/or paid lactation breaks

0.4

0.4

0.3

0.7

Return to work arrangements

1.8

1.2

1.0

1.3

None of the above

38.6

37.2

49.6

43.3

Source: 2019 APS employee census

Percentages are based on respondents who said they were using flexible working arrangements.

As respondents could select more than one option, percentages may not total 100 per cent. ‘Other’ includes APS trainees and graduates.

Table A4.33 presents 2019 APS employee census results for questions on support for using flexible working arrangements.

Table A4.33: Support for using flexible working arrangements, by classification

Question

Response

APS 1–6 (%)

EL (%)

SES (%)

Other (%)

My supervisor actively supports the use of flexible work arrangements by all staff, regardless of gender

Agree

81.6

85.0

89.1

91.7

Neither agree nor disagree

11.6

10.1

8.8

5.7

Disagree

6.8

4.9

2.0

2.6

My SES manager actively supports the use of flexible work arrangements by all staff, regardless of gender

Agree

57.5

71.6

88.4

76.9

Neither agree nor disagree

34.3

22.6

9.5

21.5

Disagree

8.2

5.8

2.1

1.6

Source: 2019 APS employee census

‘Other’ includes APS trainees and graduates.

Table A4.34 presents the percentage of APS agencies that made each type of flexible work available to their employees.

Table A4.34: Agency availability of flexible working arrangements, by type

Type

% of agencies offering flexible working arrangements

Part-time work agreements

100

Work from home/remote work arrangements

99.0

Individual flexibility arrangements

96.9

Purchased leave schemes

96.9

Flex leave

96.9

Non-standard working hours

92.8

Breastfeeding/lactation breaks

79.4

Job-share arrangements

77.3

Career break or sabbatical schemes

60.8

Other

25.8

Source: 2019 APS agency survey

As agencies could select more than one option, percentages may not total 100 per cent.

Employee engagement

Table A4.35 presents the 2019 APS employee census results for the components of the Say, Stay, Strive employee engagement model.

Table A4.35: APS employee engagement—components of the Say, Stay, Strive employee engagement model

Component

Question

Strongly agree (%)

Agree (%)

Neither agree nor disagree (%)

Disagree (%)

Strongly disagree (%)

Say

Considering everything, I am satisfied with my job

16.8

53.7

16.9

9.2

3.3

I am proud to work in my agency

24.6

49.6

17.9

5.7

2.2

I would recommend my agency as a good place to work

16.6

47.5

22.1

8.9

4.8

I believe strongly in the purpose and objectives of my agency

27.6

54.8

13.9

2.8

1.0

Stay

I feel a strong personal attachment to my agency

19.4

45.8

22.0

9.9

2.9

I feel committed to my agency's goals

19.8

59.0

16.8

3.2

1.2

Strive

I suggest ideas to improve our way of doing things

22.4

61.6

13.0

2.5

0.6

I am happy to go the ‘extra mile' at work when required

37.1

54.2

6.1

1.8

0.8

I work beyond what is required in my job to help my agency achieve its objectives

25.8

53.8

16.4

3.2

0.8

My agency really inspires me to do my best work every day

12.3

40.4

31.3

11.6

4.4

Source: 2019 APS employee census

Wellbeing

Table A4.36 presents the 2019 APS employee census results for the individual elements of the wellbeing index.

Table A4.36: Wellbeing index items

Question

Strongly agree (%)

Agree (%)

Neither agree nor disagree (%)

Disagree (%)

Strongly disagree (%)

I am satisfied with the policies and/or practices in place to help me manage my health and wellbeing

14.4

55.1

20.0

7.8

2.6

My agency does a good job of communicating what it can offer me in terms of health and wellbeing

13.2

49.2

23.6

11.0

3.0

My agency does a good job of promoting health and wellbeing

13.6

47.7

24.7

10.8

3.2

I think my agency cares about my health and wellbeing

13.2

44.7

25.3

11.3

5.5

I believe my immediate supervisor cares about my health and wellbeing

34.0

48.2

11.8

3.7

2.4

Source: 2019 APS employee census

Chapter 6: Building leaders

Organisational leadership

The 2019 APS employee census provided respondents with an opportunity to share their perceptions of leadership in their agencies. This included perceptions of their immediate SES manager (Table A4.37), the broader SES leadership team in their agency (Table 4.38) and their immediate supervisor (Table A4.39).

Table A4.37: APS employee perceptions of immediate SES manager

Question

Agree (%)

Neither agree nor disagree (%)

Disagree (%)

My SES manager is of a high quality

67.7

24.1

8.2

My SES manager is sufficiently visible (for example, can be seen in action)

65.4

19.7

14.8

My SES manager communicates effectively

65.7

21.9

12.5

My SES manager engages with staff on how to respond to future challenges

61.9

25.1

13.0

My SES manager gives their time to identify and develop talented people

47.7

36.2

16.4

My SES manager ensures that work effort contributes to the strategic direction of the agency and the APS

66.8

25.6

7.6

My SES manager effectively leads and manages change

59.6

27.9

12.5

My SES manager encourages innovation and creativity

61.8

29.1

9.1

My SES manager actively supports people of diverse backgrounds

68.1

28.0

3.9

My SES manager actively supports opportunities for women to access leadership roles

63.8

31.8

4.5

My SES manager actively supports the use of flexible work arrangements by all staff, regardless of gender

62.9

29.9

7.2

My SES manager clearly articulates the direction and priorities for our area

64.8

24.3

10.9

My SES manager regularly engages with staff about decisions and priorities of the workgroup

60.2

25.8

14.0

Source: 2019 APS employee census

Table A4.38: APS employee perceptions of agency SES leadership

Question

Agree (%)

Neither agree nor disagree (%)

Disagree (%)

In my agency, the SES are sufficiently visible (for example, can be seen in action)

55.2

23.8

21.0

In my agency, communication between the SES and other employees is effective

48.9

29.6

21.6

In my agency, the SES actively contribute to the work of our agency

63.9

25.9

10.2

In my agency, the SES are of a high quality

56.2

31.2

12.6

In my agency, the SES supports and provides opportunities for new ways of working in a digital environment

54.1

32.4

13.5

In my agency, the SES work as a team

45.9

38.3

15.7

In my agency, the SES clearly articulate the direction and priorities for our agency

57.5

28.6

14.3

Source: 2019 APS employee census

Table A4.39: APS employee perceptions of immediate supervisors

Question

Agree (%)

Neither agree nor disagree (%)

Disagree (%)

My supervisor actively supports people from diverse backgrounds

85.6

11.8

2.6

My supervisor treats people with respect

87.8

7.2

4.9

My supervisor communicates effectively

79.1

11.0

9.9

My supervisor encourages me to contribute ideas

83.7

10.0

6.3

My supervisor invites a range of views, including those different to their own

79.8

12.3

7.9

My supervisor displays resilience when faced with difficulties or failures

80.1

13.2

6.8

My supervisor maintains composure under pressure

80.2

12.6

7.2

I have a good immediate supervisor

82.3

10.7

7.0

My supervisor gives me responsibility and holds me to account for what I deliver

85.9

9.7

4.5

My supervisor challenges me to consider new ways of doing things

74.9

16.9

8.2

My supervisor actively supports the use of flexible work arrangements by all staff, regardless of gender

82.9

11.0

6.1

Source: 2019 APS employee census

Chapter 7: Assessing and developing capability

Degree of APS mobility

Table A4.40 presents 2019 APS employee census results for questions relating to employee mobility.

Table A4.40: Agency support for APS employee mobility

Question

Agree (%)

Neither agree nor disagree (%)

Disagree (%)

My agency provides opportunities for mobility within my agency (for example, temporary transfers)

54.8

29.7

15.5

My agency provides opportunities for mobility outside my agency (for example, secondments and temporary transfers)

28.7

45.5

25.7

My immediate supervisor actively supports opportunities for mobility

47.4

40.4

12.1

Source: 2019 APS employee census

Table A4.41 presents the transfers of ongoing APS employees between types of APS agencies during 2018–19.

Table A4.41: Mobility by agency type
 

Agency type moved to

Agency type moved from

Regulatory (%)

Larger operational (%)

Smaller operational (%)

Specialist (%)

Policy (%)

Regulatory

22.6

26.5

2.2

10.6

38.1

Larger operational

8.6

37.7

5.1

7.7

41.0

Smaller operational

7.3

36.4

6.1

10.3

40.0

Specialist

9.7

29.4

3.9

14.1

42.9

Policy

5.4

27.6

2.9

8.8

55.2

Proportion of total employee movement

8.2

32.2

4.0

9.0

46.6

Source: APSED

Table A4.42 presents the number of ongoing APS employees who moved between locations during 2018–19.

Table A4.42: Mobility by location
 

Location moved to

 

Location moved from

ACT

NSW

VIC

QLD

SA

WA

TAS

NT

Overseas

Total

Australian Capital Territory

.

625

629

361

215

103

52

45

459

2489

New South Wales

580

.

153

146

45

44

10

6

20

1004

Victoria

455

145

.

96

74

58

26

11

36

901

Queensland

286

117

102

.

17

43

16

32

12

625

South Australia

150

37

81

44

.

18

5

2

16

353

Western Australia

104

34

64

41

22

.

5

13

5

288

Tasmania

41

3

31

13

6

9

.

2

.

105

Northern Territory

66

10

20

45

11

14

2

.

1

169

Overseas

457

15

26

19

18

5

.

3

.

543

Total

2139

986

1106

765

408

294

116

114

549

6477

Source: APSED