Profile of the Commission

The Commission finalised its permanent structure in late 2011, and progressed with the recruitment required to undertake the new role of the Commission. In addition, the corporate executive endorsed a workforce and diversity plan to develop and retain current staff while attracting new staff to achieve its priorities.

Staff profile

At 30 June 2012, the Commission comprised 187 employees (headcount) which equals 144 full-time equivalents (FTE). The Commission’s FTE ceiling is set at 151.

The increase in headcount from the previous year was partially attributed to additional staff engaged to assist with the St Andrew’s Hostel inquiry.

The Commission supports flexible working arrangements where possible, including providing opportunities for 26 officers working part time and limited working from home arrangements.

Employment status (by headcount)















Employment status (permanent/fixed-term)



Full time



Part time



Full-time equivalents (and ceiling)

144 (151)

136 (153)

Gender (by headcount)









Workforce and diversity plan

The Commission’s Workforce and diversity plan 2012-2014 was developed, outlining initiatives to attract and retain a capable, efficient and effective workforce with the capacity to deliver high quality services and meet the needs of the sector, Government and the community.

The plan is supported by the Commission’s Strategic Plan 2011-2014 and builds on the achievements and experience of the previous Workforce Plan 2010-2012.

Reflecting the importance of diversity in its workforce, the Commission has also integrated diversity strategies and initiatives into the plan, in line with the Public Sector Commissioner’s Circular 2011-02 - Workforce planning and diversity in the public sector and in consideration of section 145 of the EO Act.

The workforce strategies and corresponding initiatives directly align with the Strategic directions for the public sector workforce 2009-2014, with consideration of a range of cross-government documents, strategies and legislation.

The Commission’s diversity profile as at 30 June 2012 is:



Women in tier 2 and 3 combined


Indigenous Australians


People from culturally diverse backgrounds


People with disabilities




Substantive equality

Substantive equality seeks to eliminate systemic direct and indirect discrimination in the delivery of public sector services to ethnic and Aboriginal communities, and to promote understanding and sensitivity to the needs of these client groups. The Commission is committed to substantive equality and this commitment is reflected in our service delivery to client groups.

Employee assistance program

The Commission recognises the central role and importance of its officers in the overall achievement of the Commission’s goals and objectives. It is essential for Commission staff to be motivated and satisfied at work, which at times may be impacted by work-related concerns and personal problems.

The ‘Employee assistance program’ is available to help officers identify, explore and resolve work or personal problems including stress, depression, relationship worries, parenting concerns, conflict with others, confidence issues and communication breakdowns. The Commission ensures confidential counselling is readily available to staff through a number of providers.

Graduate program

Two university graduates joined the Commission in January 2012 to undertake a 12-month placement. Through rotations in each area of the Commission, the graduates were exposed to a range of different experiences while working on strategic projects. The graduates were also given professional development opportunities and encouraged to network with their counterparts from other agencies.


The Commission values the contribution trainees make in the workplace and provides opportunities for both full-time and part-time trainees across the organisation. This includes, wherever possible, the prospects to transition into permanent positions either during or after their recognised training program (Certificate I, II and III in Government).

In addition, as part of the Aboriginal employment strategy 2011-2015, the Commission facilitated the recruitment and secondment of 30 Aboriginal full-time trainees (for more information, see the ‘Workforce and diversity planning’ section).


In 2011/12, the Commission engaged one intern from Murdoch University, who worked on a project relating to apprenticeships, traineeships, cadets and graduates within the public sector.

Personal and professional development

Continuous personal and professional development is a priority for the Commission. Staff are encouraged to participate in relevant development courses and attend seminars. This includes participation in the range of workshops and accredited programs provided by the Commission for the sector.

In addition to those courses arranged between employees and managers, the Commission organised the following internal courses for staff in the 2011/12 reporting period:

  • Accountability and Ethical Decision Making training
  • Mental Health First Aid
  • First Aid

Occupational safety, health and injury management

The Commission is committed to ensuring the health, safety and welfare of its employees and any other people who may be affected by its operations. The Occupational Safety and Health (OSH) Committee provided oversight of the implementation of a range of safety and health management practices, including education, training, reporting, discussion and accountability.

The committee meets quarterly, or as required, and comprises elected representatives from each division, who are accessible to employees and management to discuss safety and health matters in the workplace. As at 30 June 2012, 71% of managers within the Commission were trained in their OSH and injury management roles and responsibilities.

In addition, the Commission introduced its first wellness program to encourage workplace and personal well-being. The program included health checks, mole scans, mental health first aid, lunch-time walking classes and flu vaccinations. The Commission recognises the continuing importance of workplace well-being for its staff.

The Commission takes a proactive approach to injury management, and has established workers’ compensation, injury management and return to work policies, procedures and documentation in accordance with the Workers’ Compensation and Injury Management Act 1981. All occupational safety and health-related policies and procedures are available to staff on the intranet.

The Commission has continued to ensure its occupational safety and health management systems meet WorkSafe’s criteria as set out in the WorkSafe Plan. The Commission also maintains its silver certificate of achievement, awarded in 2011, for its OSH management systems.


Actual results for 2011/12 are based on calculations of 144 FTE and one lost time injury. This injury resulted in lost time being less than 60 days and the worker returned to work within 13 weeks.





Number of fatalities





Lost time injury/disease incidence rate



Zero or 10% improvement on the previous three years

The Commission had one lost time injury for the year which increased the incidence rate slightly above target.

Percentage of injured workers returned to work within 26 weeks

100% within 13 weeks


Greater than or equal to 80% return to work within 26 weeks

The Commission’s one lost time claim resulted in the injured worker returning to work within 13 weeks.

100% within 26 weeks


Greater than or equal to 80% return to work within 26 weeks


Percentage of managers trained in occupational safety, health and injury management responsibilities



Greater than or equal to 80%

The Commission has rolled out an online OSH training course to educate managers in their OSH responsibilities. It is expected the Commission will reach the 80% target in the coming months.

Page last updated 11 September 2014