"More than any other factor, the quality of the people in the APS will determine how well [it] meets the challenges of the future".
Sandra McPhee AM, author, Unlocking Potential
In 2015, Sandra McPhee AM, with the support of the Australian Public Service Commission, conducted a review of APS workforce management practices. The report from the review is titled Unlocking Potential.
Unlocking Potential provides a rich set of ideas to accelerate the modernisation of the APS workforce. It is framed around four key areas for change:
- optimising talent and driving high performance
- attracting and recruiting
- increasing flexibility, and
- redesigning HR.
Unlocking Potential was launched in April 2016 by Senator the Hon. Michaelia Cash, Minister for Employment, Minister for Women and Minister Assisting the Prime Minister for the Public Service.
List of proposed actions
| Optimising talent and driving high performance | |
|---|---|
| i | Ensure Secretaries are visibly accountable for talent management and succession |
| ii | Introduce formal talent management for SES Band 3s and 2s, to be led by the Secretary of the Department of the Prime Minister and Cabinet and the Australian Public Service Commissioner |
| iii | Introduce a centrally designed approach to talent identification |
| iv | Roll out APS-wide talent councils to make decisions about developing and deploying critical talent |
| v | Centrally develop design principles for a positive high performance culture |
| vi | Introduce a centrally designed induction module that can be adapted by agencies |
| Attracting and recruiting | |
|---|---|
| vii | Renew APS jobs |
| viii | Examine the legislative description of merit, with a view to simplifying |
| ix | Allow a modified approach to merit for promotions in defined circumstances |
| x | Apply merit through simple and appropriate recruitment processes |
| xi | Review the APS classification system |
| xii | Centralise transactional recruitment activity for some cohorts |
| xiii | Review the system of appeal for management decisions, including promotion decisions |
| Increasing flexibility | |
|---|---|
| xiv | Consider the legislative provisions on specified period employment arrangements |
| xv | Increased use of specified period employment arrangements for SES |
| xvi | Implement an APS capability interchange |
| xvii | Develop a central secondment brokerage service |
| xviii | Consider the legislative provisions for separations. Allow greater flexibility for no-blame separations. |
| xix | Support a culture where separation is not punitive and is an accepted part of workforce renewal |
| xx | Reinforce use of the probation period to confirm fit |
| Redesigning HR | |
|---|---|
| xxi | Agencies to ensure HR has an equal seat at their executive table |
| xxii | Assess agency HR delivery models to align them with the needs of the business |
| xxiii | Transition to alternate delivery models for all non-strategic tasks |
| xxiv | Invest in people - conduct a HR skills audit and get the right capability mix |
| xxv | Invest in technology - improve workforce data and enhance the experience of HR customers |
| xxvi | Review the model for APS L&D |
| xxvii | Clarify the role of the APSC |