This information was first published at this website as early as 2006. *Some projects were undertaken by the former Office of the State Service Commissioner (OSSC) but as a result of legislative amendments to the State Service Act, some functions previously undertaken by OSSC were transferred to the State Service Management Office. Please report any issues or broken links to firstname.lastname@example.org
Recruitment of People with Disability into the State Service (PDF, 4.62 MB)
Recruitment of People with Disability into the State Service at a glance (MS Powerpoint 11.6MB)
*A major finding of the report was that the decisions, attitudes, perceptions and practices of State Service hiring managers lie at the very heart of recruitment and are the key to the recruitment of people with disability. The report also exposed a weakness in the supply and demand for the recruitment of people with disability through specific recruitment programs, and details how a large number of current recruitment and employment practices can negatively impact on job seekers with disability.
Recruitment in the State Service (2010) (PDF, 1.32 MB)
*The key objective of this evaluation was to review individual agency recruitment practices to identify issues restricting the ability of State Service agencies to achieve efficient and effective recruitment outcomes. The methodology included the analysis of a large sample of employee selection files; an examination of agency selection guidelines (procedures) and the gathering of feedback from human resource managers. Report outcomes include: the statistical findings, issues identified, and associated opportunities for improvement.
Agency Workplace Diversity Programs (2008)(PDF, 712 KB)
*The primary objective of this evaluation was to assess the extent to which agency workplace diversity programs comply with the Act and, in particular, with the minimum standards of Commissioner's Direction No. 3 - Workplace Diversity, now known as Employment Direction No 3. The evaluation methodology was essentially built around a 'compliance audit' of the performance of agencies against CD No. 3. Report outcomes include: compliance statistics, the findings and the presentation of opportunities for improvement.
Agency Internal Grievance Resolution Systems (2007)(PDF, 852 KB)
*The key objectives of this evaluation were to confirm that all agencies had an internal grievance resolution system that complied with the minimum requirements of the State Service Act. The evaluation was limited to an examination of the key internal grievance resolution system documentation supplied by agencies and did not take account of performance data. The report outcomes include: compliance statistics, system features and some 'best practice' information to assist agencies in system redevelopments.
Agency Performance Management Systems (2006)(PDF, 1.54 MB)
*The primary objective of this evaluation was to assess the extent to which agency performance management systems comply with the minimum requirements of the State Service Act. Report outcomes include: compliance statistics, the findings and the presentation of opportunities for improvement.
|2006||Guide to phased-in retirement |
Phased-in retirement (PIR) is a strategy that assists mature age employees in making the significant transition from employment to retirement while also assisting Agencies to better manage knowledge and skill transfers through succession planning, mentoring and workforce renewal. It can also contribute to improved retention of mature aged employees with key skills and knowledge over a longer term. To find out more about PIR, download a guide to phased-in retirement (PDF, 218KB), which includes templates to assist with starting the PIR process.