Centrelink annual report 1999 – 2000 Contact officer
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- Improving Access to People Management Information and Advice
- Workforce Planning
- Information and Technology Graduate recruitment and Talent Bank
- Career transition programs
Other AchievementsImproving Pay ProcessingInfolink HR (Centrelink’s Human Resource Management System) has been operational since June 1999. Infolink HR has enabled Centrelink to simplify and streamline the processing of employee pay and entitlements, resulting in significant savings. It is estimated that these savings will be in the order of $4 million per year and are directly related to the reduction in the number of employees required to support pay processing. During the year Centrelink moved from a network of nine ‘transitional’ pay centres to a National Pay Centre at Burnie, a National Compensation Service Centre in Adelaide, a Transfer Service Centre at Box Hill and a Remote Allowances Service Centre in Townsville. The InfoPay Call Centre at Melbourne provides streamlined assistance for employees for pay and pay processing matters. The National Pay Centre network is supported by the Infolink HR project team. Consistent with the objective of achieving best practice in the delivery of People Management products and services, the team is undertaking enhancements to the current version of Infolink HR, particularly in the area of management reporting.
People Handbook A comprehensive People Handbook was launched on the People Management home page in January 2000 and has been very well received. It uses a ‘worklife events’ model similar to the ‘life events’ model used for our external customers. Information on People Management policies and processes can be accessed through the following seven ‘worklife events’: selecting good people; working; learning; leading and managing; changing jobs; well-being at work; and leaving Centrelink. Navigation through topics is enhanced by links to related Centrelink and external agency sites. The handbook’s contents and structure is continually under review, with updates being posted as required. Sharing ideas and linking best practice information We have also used CentreNet to provide our people with the opportunity to contribute and share ideas. The ‘Ideas that Work’ site in the People Handbook is regularly updated with innovative ideas that have been successfully put into practice in Centrelink and other organisations. People can also contribute their suggestions for improving people processes and procedures in Centrelink via an ‘Ideas Bank’. Suggestions are electronically forwarded to the People Management team for consideration and response. A suggestion received through the Ideas Bank prompted the establishment of the ‘Rumour Mill’during 1999. The Rumour Mill is a question-and-answer based forum where employees can anonymously lodge rumours about what is happening in Centrelink. It provides a way for our people to have issues of concern addressed promptly by those who know the correct answers. Over 680 rumours have been received and answered to date (see also Chapter 8, Our Innovative Organisation, page 107)
Integrating workforce planning with business planningIn order to remain competitive, Centrelink needs to ensure that it has the workforce capability to deliver the outcomes sought by Government and client agencies, especially when tendering for new business. In 1999–2000 People Management and Strategic Services teams commenced a workforce planning project, in recognition of the importance of this planning activity for Centrelink. The ANAO, in its report on Employee Reductions in the Australian Public Service, recommended that agencies monitor their employee skills and workforce demographics to ensure the ongoing management of agencies’ human capital, corporate knowledge, workforce core skills, diversity profiles and succession planning. To date, a methodology for workforce planning has been developed and work has been undertaken to assess the people implications of Centrelink’s Business Plan 2000–01. The key outcome of the workforce planning project is that, by June 2001, workforce planning will be fully integrated with business planning processes at all levels in Centrelink.
(See also Chapter 8, Our Innovative Organisation, page 107.) Career transition programsWe have developed career transition programs for employees whose functions are being or may be outsourced. The programs deliver a range of products including information kits covering issues related to redundancy, information sessions on HR aspects of redundancy, access to career management services and access to transition training. Delivery of the career management program has been provided by DBM Australia to employees in most capital cities. Employees have had access to a range of programs designed to assist individuals make career and lifestyle decisions. In addition, employees have had access to $3000 transition training in order to develop new skills and qualifications. The functions of 40 printing services employees were outsourced in late 1999. Nine employees elected to seek redeployment options within Centrelink and a number of strategies including trial placements, job swaps and referral to external agencies were used to place excess employees. Seven employees have been permanently redeployed, one employee remains on retention and another employee retired during the retention period. The program has also been available to in-scope employees in our IT Infrastructure team. We have tailored our strategies and initiatives to the needs of employees, targeting specific programs at key points of the process. A high level of support is required to retain employees through the process and to prepare them for a career transition in the event that outsourcing of IT Infrastructure functions occurs. Regular newsletters are published advising employees of scheduled programs and events and providing updates on the market testing process. If a decision to outsource IT Infrastructure functions is made we will be able to provide individualised assistance through on-site Career Transition Resource Centres. Directory: sites -> default -> files -> documents documents -> North Mankato Taylor Library documents -> In the Red and Brown Water documents -> - documents -> Cbp and Trade Automated Interface Requirements Appendix: pga december 22, 2015 documents -> Ace abi catair customs and Trade Automated Interface Requirements documents -> Ace abi catair customs and Trade Automated Interface Requirements documents -> Mobile audio/video recording systems documents -> The south australian government gazette documents -> All public acts appearing in this gazette are to be considered official, and obeyed as such documents -> Union interparlementaire inter-parliamentary union Download 0.83 Mb. Share with your friends:
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