Annual Report
2013–14 Defence Housing Australia
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DHA staff

Overview

DHA is committed to fostering a collaborative working environment and employment conditions that are flexible, motivating and have a positive influence on the recruitment and retention of staff. In addition, embracing a good workplace culture, with a focus on governance, customer and client satisfaction, stakeholder engagement and team work are high priorities. These priorities are assisted by the development of robust systems and strong staff capability.

Programs conducted in 2013–14 responded to these priorities and were undertaken to:

  • support both retention and flexibility of staff during major workforce changes
  • enhance leadership, managerial and personal effectiveness with a focus on performance development
  • reduce incidents and costs associated with workforce safety and risk
  • provide strategic and operational Human Resources (HR) support that is both people focused and responsive to business needs and
  • provide HR, Learning and Development (L&D) and WHS systems to support the efficient provision and operation of HR services across the business.

During 2013–14, programs to support staff and the business focused on the development of organisational capability, productivity, engagement and performance. This was coupled with the growing of individual talent, resilience and flexibility.

Staffing profile

Substantial changes to the staffing profile occurred in 2013–14 as a result of streamlining the housing allocation business. The changes were designed to enhance the consistency of customer service and to provide more comprehensive management of housing services.

To help them in their new roles and working structures, staff were given personalised assistance, including change advisory services, individual career support, administration of recruitment and restructuring activities and comprehensive training. This has led to significant improvements in workforce productivity and the retention of the key ATM contract with associated savings for Defence.

The implementation of TechnologyOne, a new financial system, and the establishment of Corporate Shared Services (CSS) were other changes to the staff profile. The HR team worked collectively to support these initiatives.

Figure 4: Ongoing staff by length of service and classification as at 30 June 2014

Figure four shows the number of ongoing staff by length of service and classification as at 30 June 2014. There were 40 DHA level two to four ongoing staff, 11 DHA level five to six ongoing staff and 10 Executive level to Senior executive service ongoing staff that had given two years or less of service. There were 51 DHA level two to four ongoing staff, 33 DHA level five to six ongoing staff and 23 Executive level to Senior executive service ongoing staff that had given two to five years of service. There were 86 DHA level two to four ongoing staff, 64 DHA level five to six ongoing staff and 68 Executive level to Senior executive service ongoing staff that had given six to 10 years of service. There were 58 DHA level two to four ongoing staff, 54 DHA level five to six ongoing staff and 24 Executive level to Senior executive service ongoing staff that had given 11years or more of service.

Length of Service
DHA level 2–4
DHA level 5–6
Executive Level 1–SES
< 2 years
40
11
10
2–5 years
51
33
23
6–10 years
86
64
68
>11 years
58
54
24
Total
235
162
125

Figure 5: Staff by classification and gender as at 30 June 2014

Figure five shows the number of staff by classification and gender as at 30 June 2014. There was one male DHA level two staff member; 166 female and 27 male DHA level three staff members; 101 female and 21 male DHA level four staff members; 66 female and 28 male DHA level five staff members; 63 female and 46 male DHA level six staff members; 46 female and 39 male Executive level one staff members; 25 female and 33 male Executive level two staff members; one female and five male Senior executive service one staff members; two female and four male Senior executive service two staff members; and one male Managing Director.

Classification
Female
Male
DHA level 2
1
DHA level 3
166
27
DHA level 4
101
21
DHA level 5
66
28
DHA level 6
63
46
Executive level 1
46
39
Executive level 2
25
33
SES 1
1
5
SES 2
2
4
Managing Director
1
Total
470
205

Engaging with staff

HR has several successful means of communicating with staff. As in previous years, the HR network has proved to be a key communication platform for the delivery of information to middle and senior managers. The staff consultation forum has also proved successful in 2013–14 when engaging with staff.

Throughout the year, HR sought to work more closely with business units by involving staff in day-to-day meetings and strategic projects. In support of organisational changes, HR worked extensively with project teams while delivering the information, support and advice staff needed to make the best possible decisions.

People and performance management

In 2013–14, a strong focus remained on people and performance management. With early intervention and proactive performance management, these initiatives continued to strengthen performance culture.

Staff performance was high in 2013–14, with 93% of staff achieving a performance rating that exceeded their agreed targets.

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