Practical resources and tools

Good leadership and people management help create respectful, safe and high-performing workplaces.

Here you will find guidance, resources and practical tools to support managers and leaders in their day-to-day responsibilities, including managing people, supporting wellbeing, building capability and creating positive workplace cultures. Additional resources, guidance and tools will continue to be added.

Consultation

Consultation is an important part of managing workplace change in the State Service. It must be done in accordance with relevant legislation and awards.

Employees and relevant unions should have the opportunity to understand proposed changes, provide feedback and raise alternatives before decisions are made.

Communication and consultation

Communication and consultation are both essential during workplace change, but they serve different purposes.

Communication involves sharing information and keeping employees informed throughout the change process. This may include:

  • explaining what is changing
  • outlining why the change is happening
  • providing updates on decisions and timeframes
  • checking that employees understand the information provided.

Consultation is about seeking employee feedback and considering ideas, concerns or alternative approaches before decisions are made. This may include asking employees:

  • How proposed changes may affect their work.
  • What risks or issues should be considered.
  • Whether there are alternative ways to implement change.
  • What support may be needed.

Consultation provides employees with a genuine opportunity to contribute to workplace change.

Why consultation matters

Effective consultation can:

  • improve decision-making
  • identify risks and practical issues early
  • support cooperation and collaboration
  • increase employee understanding of change
  • support safer and more positive workplaces
  • improve implementation and outcomes.
Legislative and industrial requirements

Consultation requirements are outlined in:

  • relevant awards
  • the State Service Act
  • the Work Health and Safety Act.

The State Service Act states: "the State Service establishes workplace practices that encourage communication, consultation, cooperation and input from employees on matters that affect their work and workplace".

Where workplace change may affect health and safety, agencies must also follow relevant work health and safety consultation processes.

Four stages of consultation

Consultation processes may vary depending on the size, complexity and impact of the proposed change. Stages may overlap or occur at the same time.

Stage 1: Formulating ideas or proposals

Early policy ideas are explored and policy positions developed. There is no obligation to consult at this stage.

Stage 2 : Consultation on a proposal or implementation of government direction

A policy proposal has been developed. The head of agency consults with employees on the feasibility of the proposal as it affects employees. This may include how the proposal will be implemented.

Relevant unions should be contacted at this stage and the level of their involvement agreed. A contact officer representing employees should also be identified.

Stage 3: Considering responses and providing feedback

Feedback gathered through consultation is collated, reviewed and considered. Employees should be informed about how their feedback has been considered in the decision‑making process.

Stage 4: Decision and implementation

A final decision is made and implemented. Implementation and outcomes should be monitored and evaluated where appropriate.

Principles of workplace consultation and change

The following principles support effective consultation and workplace change processes:

Proportionality

Consultation should reflect the scale and perceived impact of the proposed change.

Transparency and focus

Consultation process should be open and transparent, and records of consultation are made and are available to employees.

Inclusivity, accessibility and diversity

Employees should have a fair and reasonable opportunity to be included in some way and encouraged to participate.

Provision of information

Employees should receive clear and relevant information so that they understand the issues. The information should be clear and succinct, with enough background information to ensure employees have the details they require.

Timing

The consultation process allows sufficient time for the feedback to be considered in the decision-making process.

Responsiveness and feedback

The consultation process is transparent, and it is clear how employee input will be considered in the decision-making process. Feedback to employees is timely and is available to at least all employees who participated in the consultation process.

Evaluation

Consultation process should be reviewed before final decision-making to ensure they adequate and appropriate.

Resources

Adequate support and resources are provided to support employees to participate in the consultation process.

Confidentiality

Appropriate level of information is provided to employees in the consultation process, without disclosing personal, confidential or commercial-in-confidence information.

Senior Executive Service

Progressive, innovative and collaborative leadership is essential to the success of the Tasmanian State Service. Senior Executive Service officers play a critical role in supporting effective public administration and delivering services to the Tasmanian community.

Senior Executive Service officers are responsible for:

  • Providing frank, impartial and timely advice to government.
  • Delivering collaborative, innovative and high-quality services.
  • Achieving agency and government priorities and goals.
  • Demonstrating leadership across the State Service.
  • Applying broad knowledge, skills and experience in complex environments.
  • Displaying high-level leadership and personal attributes that shape strategic thinking and achieve results across the system.

They are also expected to demonstrate leadership capabilities and behaviours that support strategic thinking, collaboration and results across agencies and government.

Leadership capability framework

The Senior Executive Leadership Capability Framework provides a consistent, whole-of-service approach to leadership capability development. It establishes a common language for leadership capabilities and behaviours and supports a range of State Service initiatives.

Recruitment

Senior Executive Service roles are offered as fixed-term instrument of appointments for up to five years. They have similar conditions (such as leave provisions) as non-executive level appointments.

Recruitment is based on a statement of duties, which outlines the duties to be performed, the selection criteria, the levels of responsibility and any essential requirements for the role.

Performance management

Senior Executive Service officers are required to participate in performance management and development processes in line with Employment Direction Number 17.

Resources and templates

Leadership capability framework resources
Information for officers
Information for applicants

See also Employment Direction Number 17: Senior Executive Service and Equivalent Specialist Officers Administrative Arrangements and Conditions of Service.

Information for agencies
Managing conflicts of interest in recruitment

Strategic workforce planning

As Tasmania’s largest employer, effective workforce planning is essential for the State Service to deliver the wide range of services the community relies on. We provide tools and processes to help agencies complete their strategic workforce planning consistently and with confidence.

About workforce planning

Workforce planning is the process of understanding the internal and external factors that shape workforce supply and demand. These can be workforce characteristics, capacity and how services are delivered. Organisations can make informed decisions to close gaps between their current and future workforce.

These core concepts apply across all types of workforce planning. However, because there are four common types, it is important to understand how they differ, particularly in their planning timeframes.

Types of workforce planning

  • Situational: Responds to immediate, unexpected workforce needs. It is reactive and focuses on stabilising the workforce quickly during sudden shortages, urgent skill gaps, or operational pressures.
  • Tactical: Covers day‑to‑day and month‑to‑month workforce management, including rostering, scheduling, workload allocation and managing leave or turnover to ensure teams remain adequately staffed.
  • Operational: Looks one to two years ahead. It turns broader workforce strategies into practical actions such as recruitment, training, succession planning, and workforce adjustments aligned to business priorities.
  • Strategic: Takes a long‑term view (three or more years). It aligns workforce capability and structure with future service needs, organisational strategy, and environmental changes, using scenario modelling and long‑range capability development.

Contact

ssmo@dpac.tas.gov.au

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