PTA People

The People and Organisational Development (POD) division provides labour relations, human resource (recruitment and payroll), organisational development and competency-based training services to support the PTA and its employees.

There are more than 400 diverse job roles and career paths at the PTA, including operational areas and front-line customer service, infrastructure delivery and maintenance, security and corporate support roles including contract management, finance and corporate communications. As at 30 June 2008, the PTA had 1351 employees, an increase of 26 (1.9 per cent) on the previous year.

Strategic people management

During the year, a detailed and systematic approach to building and maintaining organisational capability through workforce planning was continued, by furthering the strategies and programs outlined in the Building Capability Workforce Planning Strategy Report. Workforce planning remains a key focus to ensure the operation of an efficient and effective public transport system, particularly during a period of economic prosperity in Western Australia.

Various cross-divisional groups and committees ensured a consultative process to represent staff from across the organisation, particularly where key people strategies are involved. An Equity Advisory Group was established to raise the profile of diversity issues to ensure an inclusive workplace.

With the current workforce competition for staff, developing our own people remains a priority. Strong leadership and staff capability is critical for the future positioning of the PTA.

Seven graduates View image were recruited in 2007/08 with an intake of 13 planned for 2008/09. The program is available to students from a broad range of disciplines and is widely advertised at career expos and university career fairs.

Equal opportunity and work-life balance

The diversity of the PTA workforce continues to grow as the objectives of the PTA Equity and Diversity Management Plan 2007-2009 are implemented. The accommodation of flexible workplace strategies is highlighted as part of workforce planning for staff. These strategies include flexible start and finish times, part-time and job-share work, a wide range of paid leave arrangements, free travel entitlements, family room and breastfeeding facilities, peer support and various other programs.

A greater proportion of women remains a priority as does the representation objectives for Indigenous people and those with disabilities. An increased focus has been placed on improving youth representation to meet future capability requirements. The key equal employment initiatives implemented for these groups in 2007/08 were:

OBJECTIVE ACTION OUTCOME

Harassment-free work environment.

Reviewed and updated policies on grievance resolution, equity and workplace bullying.

Improved awareness and understanding of relevant legislation and internal procedures.

Attraction and retention of staff to ensure diversity.

Analysis of exit questionnaire feedback, particularly from Equal Employment Opportunity group members.

Data analysis has identified opportunities to enhance retention rates and attraction opportunities.

Improved outcomes for youth.

A formal review of both the graduate and traineeship programs resulted in recommended improvements to the structure of both programs.

Increase in number of graduates and trainees participating in the PTA programs.

Improved outcomes for Indigenous Australians.

Identification of formal and informal Indigenous networks to promote and communicate job

opportunities available at the PTA.

Greater community networking and an increase in the number of Indigenous applicants.

 

Workforce planning

In 2007/08 the PTA continued to actively implement strategies to attract, retain and expand the capability of its workforce in a highly-competitive labour market. The organisation widened its approach to workforce planning by participating in the Australasian Railway Association’s Human Capital Strategy project to develop initiatives and actions to attract, develop and retain a capable rail workforce. The third iteration of the internal workforce planning process will begin in the latter half of 2008.

Performance and development plans

The Performance and Development Plan (PDP) process ensures a link between the strategic and operational plans, and the key tasks and projects being carried out by individuals. The PTA monitored PDP completion rates throughout 2007/08 and continued to provide managers and supervisors self-paced, online performance management training.

Building future capability

The fifth intake of supervisors and managers commenced Front Line Management training in 2007/08. The training includes work-based projects relating to operational issues. Upon completion of the course, participants receive a Certificate IV in Business (Front Line Management), View image ensuring that PTA managers hold nationally-recognised qualifications.

The successful Accelerated Leadership Development Program (ALDP) pool has increased in size to include 80 potential successors for future management roles. The program includes a 360 degree feedback process based on the State Government’s leadership capability profile. Participants were also provided with a workplace mentor to facilitate the sharing of skills, knowledge and experience. The ALDP is complemented by the PTA mentoring program, job shadowing, inhouse Myer Briggs-type indicator training, and active participation and support from the PTA executive.

During the year, the PTA continued to coordinate employee access to a wide range of professional development courses, and continued its study assistance policy. This policy provides significant support with fees and paid leave for employees to pursue both undergraduate and postgraduate qualifications. The policy includes provision for a Chief Executive Scholarship fund of $20,000 per year.

A suite of development courses is available in-house as part of the corporate training calendar, including computer skills, time management and internal auditor training.

Healthy living

The PTA's health and lifestyle program Travelling Well continued to be a popular staff benefit in providing free, professionally-delivered health and lifestyle advice and gymnasium facilities to employees. This program is complemented with online health promotion information, weekly motivational emails and activity programs such as gym circuits and pilates classes. On-site health consultations and assessments are available each week at work sites.

The Cycling 100 program continued in 2007/08, and was extended to the new Mandurah Depot. The program is designed to establish healthy behavioural patterns through a commitment to a minimum of six months of cycling. It has been a resounding success for both the participants and the PTA. The participants have travelled more than 150,000km and have shown an average 12.5 per cent improvement in cardiovascular fitness.

Staff community engagement is demonstrated by encouraging PTA people to participate in charity-related activities on behalf of the organisation. During the year, approximately 250 staff participated in activities/events such as Jeans for Genes Day, City to Surf, Salvation Army Christmas Appeal, Asthma Foundation Bike Hike, Radio Lollipop View image and the Red Cross Blood Donations Winter Appeal.

Competency-based training

As a Registered Training Organisation (RTO) the PTA provides quality training and assessment services in compliance with the Australian Quality Training Framework (AQTF2007) and established best practice guidelines.

The PTA RTO is scoped to issue Certificates II, III and IV in Transport and Logistics (Rail Operations) from the TLI 07 Transport and Logistics Training Package. A number of initiatives were undertaken by the RTO in 2007/08 including:

In 2007/08, the RTO team coordinated, developed, delivered and reviewed competency-based and enterprise-specific training and assessment programs for the following:

Labour relations

With the expiry of the five enterprise agreements in December 2007, the PTA, with union consent, deferred bargaining for replacement agreements because of uncertainty about the impact on the State framework, of proposed changes to the Federal industrial legislation. TTO railcar drivers could not agree on terms for the deferral and opted to return to the award. This took place progressively from February 2008. A dispute developed over the wording of some award clauses and in May the Industrial Relations Commission heard an application by the PTA to vary the award to rectify the anomalies. A decision was still to be handed down at balance date.

In the second half of the year under review, the PTA experienced a significant loss of railcar drivers to the private sector, reflecting an unprecedented increase in rail construction and transport associated with mining activities in the State’s north-west. To counter this, a major recruitment drive was launched.

During the year, the PTA ensured that appropriate dispute resolution procedures were in place. Joint Consultative Committees provide a process by which management and employees can jointly examine and discuss issues of mutual concern and develop solutions to problems.

There was no time lost through industrial action.

Recruitment

There was significant recruitment in 2007/08. In conjunction with a review to fast-track recruitment processes, the PTA enhanced its employer branding and range of marketing campaigns. The organisation took part in an international careers expo to recruit and encourage awareness and interest in the PTA. As a result, several people were appointed to transit officer positions. The PTA also engaged the services of Rail Personnel and successfully recruited several international employees to trainee signal technician positions.

In early 2008, a recruitment strategies working group was formed to review existing recruitment, selection and appointment procedures. It will also identify attraction and retention issues and make recommendations to improve recruitment.

A campaign to actively recruit for a variety of training and development roles including graduates, trainees, apprentices and vacation students was continued during the year.

More than 110 appointments were made in 2007/08 as a direct result of pool recruitment processes. TTO will continue to use pool recruitment for positions such as transit officers, railcar drivers and passenger ticketing assistants.

One of the key issues coming from the 2007 transit officer processes was the increased interest from applicants from a non-English speaking background. Recognising this, the PTA, in partnership with Central TAFE, created a transit officer preparatory course.

Staff profiles

  2006/07 2007/08

Full-time permanent

1134

 1187

Full-time contract

122

 104

Part-time measured on FTE

63 (headcount) 34.42 (FTE)

 53 (headcount) 28.82 (FTE)

On secondment

6

 7
Total 1325 1351

 

Workers compensation

The number and value of workers compensation claims during the 2007/08 financial year are disclosed below. The pre-1997 claims relate to insurance periods before RiskCover was PTA’s insurer.

  2008 2007

 

Number of claims

$000

Number of claims

$000

Pre 1997

7

623

10

1,232
After 1997

99

855

104

1,287
 

106

1,478

114

2,519

 

Compliance with Human Resource Management Standards

The PTA conducted 203 recruitment processes and reviewed four breach-of-standards claims in 2007/08. Two breach claims were resolved by the PTA without referral to Office of the Public Sector Standards Commissioner (OPSSC). The OPSSC found that there was no breach of the recruitment, selection and appointment standard for the other two claims and the selection panels’ decisions were upheld.

A comprehensive review of the recruitment, selection and appointment policy began during the year. This is expected to generate innovative recruitment strategies to help the PTA meet resource requirements and contribute towards effective attraction and retention initiatives. It is also expected to enhance compliance in these areas.

Monitoring the PTA’s standards compliance included the use of checklists, quality assurance checks undertaken on all recruitment, selection and appointment processes by recruitment staff, and analysis of issues raised through breach of standards claims.