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Document management



Version history

Version Date Author Description

Version

Date

Author

Description

1

December 2011

Australian Public Service Commission

First Version

2

April 2017

Australian Public Service Commission

Update of job families, functions and roles based on agency consultation

2.1

August 2017

Australian Public Service Commission

Update of guidance documentation and addition of governance structures

Background


In May 2011, the Australian Public Service Commission (APSC) held a symposium to discuss workforce planning, in particular the barriers faced by workforce planning practitioners and what the Commission could do to assist agencies implement or improve workforce planning.

The symposium delegates articulated that forecasting workforce supply and demand is difficult without an established system for clearly understanding occupational groupings or skill areas in the workforce. Standard groupings of this sort are at the foundation for understanding workforce shortages, flows, development, and potential risks to business delivery. The 2009-10 State of the Service Agency Survey found that only 29% of APS agencies had a formal skill-based system for classifying occupations. This finding highlights significant deficiencies of an essential component of workforce planning.

Agencies indicated that to progress workforce planning across the APS, the APSC could assist by developing a common APS Job Family Model — a means of describing and analysing the workforce with linkages to the broader labour market, with view to identifying high-risk capability areas.

The main reference point for the majority of the functions and roles defined within this model is the Australian and New Zealand Standard Classification of Occupations (ANZSCO). This is to enable the use of labour market information, published by the Australian Bureau of Statistics and the Department of Education and Training, to assess workforce risks. The model supports workforce planning and policy within an organisation and more broadly across the APS through a clear, consistent language for articulating the role and skills requirements for the sector and business intelligence on current and emerging functional needs.

In 2015 the APSC engaged with a range of agencies to review and revise the model and add additional roles. An excel™ listing of the new model was made available in April 2017 and then updated in line with the publication of this guidance. The new model also includes enhanced governance arrangements including the facility to submit applications for new roles and annual review of the framework in consultation with key agencies.

The APS job family document was originally released for agencies to adopt or adapt to their needs but is not mandated for use across the APS. Take-up by agencies has progressed steadily since 2011 and at December 2016 the APSC had job family data for around 90,000 staff, or 60% of the total public service. Based on consultation with agencies who have, or are planning to, adopt the model this is expected to grow in coming years. Broad coverage across the sector will enable detailed intelligence on the roles performed across the APS as more agencies use HRM systems to monitor job family information and include it with APS Employee Database (APSED) reporting. 

Introduction


The APS job family model provides a basis for identifying, articulating, analysing and managing the functional and capability requirements of a workforce including associated risks these pose to business deliverables. This is a key enabler for internal workforce planning and to inform HR policy development. Agencies that have adopted the model have also used this as the basis for other HR priorities such as learning and development, business reform, talent management and mobility. Key features of the model include:

Icon for grouping of functions

Groups functionally similar positions with related skills, tasks and knowledge to generate intelligence on roles performed across the APS Job family data from participating agencies is held in the APS Employee Database (APSED) and provides sector intelligence on the skills and capability requirements of agencies now and into the future

Establishing a common language across the APS and providing a foundation for workforce intelligence and management

Aligns with ANZSCO iconAPS governance and maintenance icon

Aligns with Australia and New Zealand standard for Classification of Occupations (ANZSCO)
APS job families is based on and fully mapped against ANZSCO role titles to optimise data compatibility and align with statistical reporting provided by the Australian Bureau of Statistics.

Enabling cross sector insights and comparisons with Australian business




APS governance and maintenance

APS job families is governed by the Australian Public Service Commission (APSC) in collaboration with participating agencies. This includes annual review of the framework, regular consultation with key stakeholders and the facility for agencies to submit new roles for inclusion.

To ensure currency and accommodate public sector requirements

Guiding principles




The APS job family model aims to:

  • Effectively articulate specific roles for practical application to workforce planning and management;

  • Generate intelligence and insight into the skill and capability requirements of organisations;

  • Be inclusive rather than exclusive and seek to incorporate the full range of roles performed in the APS;

  • Be flexible and agile to enable the identification and incorporation of new skills and roles as they emerge;

  • Align with other job segmentation models to allow easy mapping and cross agency/sector comparisons.
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