Labour Relations
Operational divisions continued implementation of the initiatives provided for in the five current enterprise agreements. Pay rates for operational work groups, in particular railcar drivers, were “disaggregated” from July 2006, ensuring greater equity through linking individual employee wages directly to actual time worked. Disaggregation means that shift and weekend penalties are not averaged across the entire group but, instead, the full penalties and loadings are paid to the individuals who actually work the shifts. Disaggregation in other areas will occur after further consultation with affected employees.
From January 2007, Transperth Train Operations division implemented a new system for deployment of security and customer service personnel on the urban rail system. Known as the X Plan, the system provides Transit Officers particularly with a more team-based approach. The officers now work predominantly on a single train line rather than across all lines, giving greater “line ownership”. X Plan rosters provide better work-life balance while simultaneously significantly improving operational efficiency and effectiveness. The implementation of initiatives in the enterprise agreements and the X Plan together led to a reduction in the level of industrial disputation with relevant unions.
Transit Guards adopted the titles “Transit Officers” and “Senior Transit Officers” in March 2007 to more accurately reflect their responsibilities and authority. This change of title reflected a renewed focus on their primary function, which is to maintain safety and security on trains and stations, particularly at night, requiring these officers on occasion to seize, search, arrest, detain and prosecute offenders.
A new group of employee, Passenger Ticketing Assistant (PTA), was introduced into the urban rail system in January 2007. The role of the PTAs is to assist commuters at stations, mainly during daylight hours, by providing advice on timetables, train schedules and train tickets. The PTAs also serve a revenue protection function by checking tickets and issuing fare evasion infringements at fare gates.
Recruitment
During the financial year 2006/07 there was
significant recruitment activity in the Transperth
Train Operations Division (TTO) aimed at
staffing
the Southern Suburbs Railway system and
increasing TTO staff numbers from around 700 to
over 900. Some of the key recruitment processes
included:
- three Transit Officer pooled recruitment processes (One involving a major marketing campaign which launched a Transit Officer recruitment website)
- two Railcar Driver pooled recruitment process
- Transit Supervisors pool
- A Passenger Ticketing Assistant pooled recruitment process
- A Customer Service Assistant pooled recruitment process
- Operations Depot Managers for Mandurah and Nowergup
- Depot Masters for Claisebrook, Nowergup and Mandurah
- Administration staff for Claisebrook Depot
- Driver Coordinators
- Customer Service Supervisor
- Passenger Service Managers
An extensive press campaign ran from Saturday 12 May 2007 to 2 June 2007 inclusive promoting the theme “As a Transit Officer, you’ll get serious training” in the West Australian and local community newspapers targeting the southern and south-east metropolitan area.
The PTA conducted a total of 191 recruitment processes and reviewed 14 Breach of Standards Claims in 2006/07. Six breach claims were resolved by the PTA without referral to Office of Public Sector Standards Commission (OPSSC). One breach claim was still undergoing an investigation with the OPSSC at year’s end. Of the remaining 7 claims, the OPSSC found that there was no Breach of Standards and all selection panel decisions were upheld.
Compliance with Human Resource Management Standards
Specific reference is made to the standards in relevant human resource policies and information for candidates applying for positions with the PTA, such as Application Kits and at Recruitment Information Sessions. Employees are also made aware of their rights in all recruitment, selection, appointment and grievance management processes and at inductions for all new employees. A review of the Recruitment, Selection and Appointment policy for the PTA was undertaken during the year, and several changes being made to improve compliance in this area.
Monitoring of PTA’s compliance with the Standards included the use of checklists and audits by recruitment staff as well as analysis of matters raised through formal or informal claims of a Breach of Standards.