Our people

A capable, inclusive workforce

Treasury is committed to building a workforce and workplaces that better reflect Queensland’s communities. This includes providing the safe, inclusive workplaces, based on a culture of respect and zero tolerance for violence, that Queenslanders deserve. By attracting, recruiting and retaining such a workforce, Treasury is better able to support the government in advancing its priorities.

Diversity, inclusion and reconciliation

Queensland Treasury is committed to whole-of-government 2022 diversity targets for equal employment opportunity (EEO) groups, including:

  • women (employed in senior executive and senior officer positions)
  • Aboriginal and Torres Strait Islander peoples
  • people with disability
  • people from a non-English speaking background.

Treasury is also fully committed to the Queensland Government’s wider framework for diversity and inclusion, which requires agencies to commit to specific action plans for:

  • inclusion and diversity
  • women
  • people with disability
  • reconciliation
  • multicultural
  • LGBTIQ+ identity.

Whole-of-government plans for these areas are available from www.qld.gov.au, and Treasury-specific plans are available at www.treasury.qld.gov.au.

A Diversity and Inclusion Steering Committee chaired by the Under Treasurer has been formed to provide a governance framework and decision-making body for Treasury’s diversity and inclusion priorities.

Treasury is on a journey towards reconciliation in pursuit of meaningful relationships between Aboriginal and Torres Strait Islander peoples and non Indigenous Australians. For this reason, the initial priority for the committee is Aboriginal and Torres Strait Islander employment, culturally safe career pathways, and lifting organisational and employee cultural capability.

In 2019–20, Treasury will implement strategies to improve its capability in diversity and inclusion, including:

  • to increase employment of Aboriginal and Torres Strait Islander peoples, and develop Treasury relationships with Aboriginal and Torres Strait Islander communities
  • review and improve recruitment processes and continue to lift organisational and employee cultural capability, which is relevant to all EEO target groups.

Diversity and inclusion activities and events continue to assist in building and sustaining a workforce and culture that values the skills and insights of employees irrespective of gender identity, ethnicity, age, sexual orientation, disability and personal factors. In 2018–19, Treasury did this by:

  • seeking new membership for the Diversity and Inclusion Employee Network with an agenda directly led by the Under Treasurer
  • promoting and participating in a wide range of activities for National Reconciliation Week and NAIDOC Week, including staff engagement in Banaam Cultural Capability Training
  • senior leadership advocacy and representation at key events including the Queensland Indigenous Youth Leadership Program at Parliament House, and the Leveraging Executive Female Talent Executive Forum
  • celebrating Wear It Purple Day with employees continuing to display the rainbow lanyard
  • participating in the Public Service Commission (PSC) Graduate Connect Mentor pilot program, in which several former Treasury graduates mentored talented young refugee clients from Multicultural Development Australia
  • signing a 12-month agreement with JobAccess to deliver Disability Awareness Training to staff and review recruitment practices
  • using Treasury’s Disability Action Week promotions to employees to support the launch of the PSC’s ‘Empowered and confident: disabling the barriers approach’ campaign.

Treasury is committed to ensuring women and men enjoy the same opportunities to shape and influence their own lives and careers. Its efforts in this space include senior leadership advocacy of, and representation at, key events including the Leveraging Executive Female Talent Executive Forum mentioned previously.

 

Ending domestic and family violence

As a central agency, Treasury continues to show leadership by delivering on the Queensland Government’s Domestic and Family Violence Prevention Strategy 2016–26 and associated action plans. Treasury employees know that their organisation does not tolerate violence, and will support them if they are affected by it.

Treasury’s workplace-related domestic and family violence prevention actions also contribute to outcomes for cultural transformation and wellbeing under the Queensland Government’s 10 year human capital outlook and three-year strategic roadmap.

White Ribbon Australia Workplace Accreditation is a sign of Treasury’s commitment to educate employees about respectful relationships and behaviours, promote gender equity, and support its employees. In 2018–19, Treasury did this by:

  • continuing to provide specialist training to Treasury people leaders on how to recognise, respond and refer issues of domestic and family violence
  • piloting a Cultural Change Workshop from Griffith University’s MATE Bystander program
  • joining forces for a third year with Department of Premier and Cabinet and Public Service Commission for the Darkness to Daylight run, collectively raising more than $2,000
  • entering into a workplace partnership with a women’s refuge to continue support for Queenslanders affected by domestic and family violence
  • hosting a personal safety presentation by Queensland Police Service  partnering with a number of government agencies to recognise White Ribbon Day.

In 2019–20, Treasury will contribute as a member of the domestic and family violence multi-agency group. This group will implement recommendations from an independent evaluation of the Queensland Government’s workplace response to domestic and family violence.

Workforce planning and performance

Treasury’s employee performance management frameworks – iPerform and achievement and development planning – include development strategies for employees and case management strategies, to better support proactive identification and resolution of systemic issues, and improve processes for performance and conduct management.

During the year, Treasury began reviewing these systems, to ensure they align with the Public Service Commission’s capability framework, and that they continue to improve employees’ performance and achievement.

Industrial relations

Treasury supports the Queensland Government’s encouragement of union membership. The Treasury Consultative Committee is the department’s forum for regular engagement with the Together Union. Meetings about organisational change, policy review and individual employment matters are held at least quarterly.

Leadership development and people management

Treasury is responding to opportunities identified through the Treasury Capability Blueprint and to the 2018 Working for Queensland Survey results to equip its employees with contemporary leadership skills. By reviewing its leadership development offerings, Treasury will have access to a ‘pipeline’ of leaders which will allow for succession and business continuity planning across the organisation.

Great Leaders Program

Treasury, in partnership with Queensland University of Technology, is in its fifth year of offering the Great Leaders Program (GLP) to emerging leaders. Treasury celebrated the graduation of 12 participants from 2018 and introduced 12 new participants to the 2019 program. Since GLP began, 43 employees have completed the program. The Capability Blueprint identified an opportunity to evaluate GLP, which will be conducted in 2019.

Managers’ Development Program

During the year, Treasury introduced the Managers’ Development Program (MDP), which will commence in 2019–20. MDP will provide current and potential managers with practical and fundamental frontline management skills which are essential to delivering Treasury’s objectives. The program will be supported by online modules and specialist sessions developed by inhouse corporate subject matter experts.

Building a healthy, safe and resilient workforce

Treasury is committed to the health, safety and wellbeing of its employees. With more than 95 per cent of staff completing the annual whole-of-government employee satisfaction survey, it is able to analyse potential psychosocial and other risk factors and offer supportive health and wellbeing programs and activities for employees, such as:

  • the ‘Be healthy, be safe, be well’ strategy and the Keep Queenslanders Healthy priority of the government’s Our Future State – Advancing Queensland’s Priorities plan
  • mental health training for people leaders. Interactive workshops help managers and supervisors develop effective skills to deal with mental health matters such as depression and anxiety in the workplace. This training provides valuable insights for employees and managers on the best approaches and likely outcomes – building confidence, skills, strategies and tools to ensure staff are supported, safe and productive at work.
  • a whole-of-department resilience program, to create a more productive workforce and one that can better respond to challenges both at work and at home. The program has 10 separate dimensions including relationships, problem-solving and physical health
  • workplace support services have been expanded and promoted to include personal counselling, manager hotline services, and lifestyle (physical health and wellbeing) coaching.
  • a workplace ergonomics program, which together with an increasing adoption of flexible work arrangements, minimises the potential for injury and illness at the workplace. The department’s Workers Compensation claims remain low compared to similar organisations.
  • end-of-trip facilities for cyclists, runners and walkers at Treasury’s 1 William Street workplace. Many employees actively engage in walking and running groups and Treasury encourages team participation at community events such as the Darkness to Daylight run.

Flexible options for work/life balance

The Public Service Commission’s three-year Human Capital strategic roadmap established agile and flexible working as a strategic imperative for the Queensland public sector. These qualities are key to creating an innovative and diverse workforce, capable of responsive service delivery. Flexible work practices help support employees’ wellbeing, and improve overall productivity and performance. Treasury embraced the Commission’s Flexible by Design framework, and has employees accessing a range of flexible work arrangements, such as:

  • adjusting hours of work with flexible start and finish times
  • working compressed hours
  • job sharing and working part-time
  • accessing family and breastfeeding rooms in the workplace
  • changing their place of work
  • taking leave at half pay.

Employees use these arrangements to help manage their life circumstances including parenting and other caring responsibilities, and transitioning to retirement. Treasury actively promotes the ways flexible work practices are being used through employee communication channels. Managers and employees are encouraged to discuss flexible work options, and develop a team culture where working flexibly is the norm.

Early retirement, redundancy and retrenchment

During the period, one employee received a redundancy package at a cost of $141,000.

Ethics and values

Treasury has incorporated the Queensland public service values into its business model:

  • customers first
  • ideas into action
  • unleash potential
  • be courageous
  • empower people.

These values are at the heart of Treasury’s identity as a workforce, and employees’ ability to deliver the government’s commitment to backing jobs for Queenslanders.

Treasury is guided by the Code of Conduct for the Queensland Public Service in its work as a public sector agency. The code is based on the four principles outlined in the Public Sector Ethics Act 1994:

  • integrity and impartiality
  • promoting the public good
  • commitment to the system of government
  • accountability and transparency.

During induction, all new starters receive training in the principles, as set out in the code.

When required, messaging and training about elements of the code are reinforced with existing employees. Instruction around the code and ethical behaviour will be part of the Managers’ Development Program.

In 2018, Treasury participated in the review of the code, and an updated version is expected to be available in the second half of 2019.

Employees have access to a range of resources (policies, procedures, guidelines and factsheets) so they can model appropriate behaviour inside and outside work. In 2019, Treasury will review its policy framework to ensure it aligns with contemporary public sector and community expectations and acknowledges the Human Rights Act 2019.

Treasury also has a focus on managing and addressing conflicts of interest, the receipt of gifts and benefits and fraudulent behaviour and is planning training for all employees around the code and ethics.

Our workforce at a glance

At the end of the year, Treasury’s workforce comprised:

workforce at a glance

  1. Includes Treasury employees outsourced to Motor Accident Insurance Commission and Nominal Defendant. Represents employees active and paid at 30 June 2019.

Workforce composition

Workforce composition

Total staff by gender classification

Total staff by gender classification

Last updated: 1 October 2019