Broader Horizons: Agile Global Diverse
Attorney-General’s Department Strategic
Workforce Plan 2017-2020
Contents
Message from the Secretary ............................................................................................................ 3
Broader Horizons model .................................................................................................................. 4
About this document ....................................................................................................................... 5
Guidance for users ....................................................................................................................... 5
Embedding Broader Horizons ...................................................................................................... 6
Our influences .................................................................................................................................. 7
Our priorities ................................................................................................................................ 7
Changing external environment .................................................................................................. 9
Where we are heading................................................................................................................... 12
Our people ................................................................................................................................. 12
Agile Global Diverse ................................................................................................................... 13
Performance expectations we meet.......................................................................................... 13
Skills we have and maintain ....................................................................................................... 14
Experience and knowledge we have and expand ...................................................................... 14
New approaches we develop and pursue ................................................................................. 14
Role of the Workforce Planning Committee ................................................................................. 15
Achieving our future workforce ..................................................................................................... 16
Message from the Secretary
The department operates in a diverse and complex environment to address challenging and
diverse issues. Our highly skilled and engaged workforce is central to achieving our future
objectives.
We continue to need specialists and practitioners in government law, national security, civil and
criminal justice, and emergency management and an experienced body of policy, program and
administrative employees.
Our current people strategies and programs, including our performance expectations, diversity
strategy, recruitment and recognition programs, aim to attract, develop and retain a workforce
that addresses our current priorities.
Our future success is dependent on a workforce that is also agile, outward looking, engaging
more effectively with risk and responding flexibly to our changing environment.
Broader Horizons: Agile Global Diverse, AGD’s Workforce Plan 2017-2020 responds to the
challenges we are facing by articulating the workforce we need for the future. It outlines the
attributes and skills we need and value. These include:
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external ideas and perspectives
working cooperatively with other organisations on cross-sectoral problems
experience across different parts of the organisation
exploring new ideas and trialling new ways of delivery
This workforce plan for AGD is equally relevant to our executive, leaders and managers, and
individual employees in the department. Other components of Broader Horizons include tools
and guides for managers, teams and individuals.
I encourage everyone to consider these workforce challenges and response strategies, and play
an active part in implementing local solutions to deliver our future workforce.
Chris Moraitis PSM
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Broader Horizons: Agile Global Diverse
AGD Strategic Workforce Plan 2017-20
Broader Horizons model
We will achieve our future workforce through four areas of focus. Everyone has a part to play in building our future workforce and each circle
outlines the accountabilities for individuals, managers, and the SES. The circles on the left represent our current workforce moving towards the
future workforce as we build on our strong foundation with new skills and approaches.
We will develop Broader Horizons tools and guides that link with the department’s key people strategies, including diversity, learning and
development, performance management, and reward and recognition. An action plan, tools and guides will help to embed Broader Horizons within
the department.
4
About this document
Broader Horizons positions the department to deliver its objectives by focusing on the
workforce capability needed today and into the future. In this way, Broader Horizons:
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anticipates future workforce needs and capabilities based on the changing external
environment and the objectives of the department
identifies the changes needed to transition from the current to the anticipated future
workforce
identifies response strategies needed to shape and maintain the desired future
workforce.
The responses shaping our future workforce to achieve Broader Horizons encompass:
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performance expectations we meet
skills we have and maintain
experience and knowledge we apply and expand
new approaches we develop and pursue
A more formal approach to workforce planning will ensure:
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workforce responses align with the department’s strategic priorities and business
objectives
actions taken today by leaders and managers on workforce matters contribute to the
workforce of the future
we have a practical vehicle for achieving other workforce and people priorities including:
o the Australian Public Service Commission management structures, job families
frameworks
o diversity and inclusion, flexible working, learning and development
o responding to forward year budget impacts on staffing levels development.
Guidance for users
Executives, managers and leaders, and individuals have a role to play in achieving our future
workforce. Broader Horizons provides a practical point of reference for executives, managers
and leaders when:
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developing annual division, branch and team business plans
focusing performance agreements and discussions on our future workforce needs
supporting targeted learning and development opportunities in core and professional
skills
assessing opportunities for movement across sections, branches and divisions
coaching their people for high team performance
guiding staff selection to achieve the appropriate focus on current and future workforce
needs
identifying on-the-job development opportunities with their people
responding to priorities and new initiatives when forming or reshaping teams, and
changing or creating roles.
5
Broader Horizons provides individuals with a practical point of reference when:
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seeking clarity about performance expectations, and the core and professional skills
needed for current and future roles
gaining insight into performance outcomes or capability gaps
identifying the opportunity for career development through mobility
responding to development needs including through on-the-job tasks, learning programs,
different roles, and/or new work experiences.
Embedding Broader Horizons
To embed Broader Horizons within the department:
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The Workforce Planning Committee will adopt a modified role.
HR Branch will develop and implement a communication plan to raise awareness of the
roles of individuals, managers and SES.
HR Branch will realign key people strategies to ensure they support the future workforce
outcomes.
HR Branch will develop tools and guides that link with the department’s key people
strategies including diversity, learning and development, performance management,
reward and recognition.
Individuals, managers and executives will need to actively embrace the workforce
outcomes of Broader Horizons within their day to day activities.
HR Branch will engage with divisions and branches to help them define targeted actions
and integrate them with their business planning.
To assist the above, HR Branch will develop an action plan that identifies key implementation
activities, responsibilities and timing.
6
Our influences
Our priorities
Our strategic priorities for 2016-201 are:
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Support the Attorney-General as First Law Officer by providing high-quality legal services
to the Commonwealth.
Protect Australia by delivering effective national security policies, legislation and
programmes.
Maintain an efficient and effective Commonwealth justice system.
Pursue national responses to serious and organised crime and improve community safety
Enable a free society with balanced rights, freedoms and responsibilities.
Provide national leadership in emergency management.
These strategic priorities are informed2 by:
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government national and international policy priorities in law, justice, security and
emergencies
national and global social and political environments
our resources and capabilities
the needs and capabilities of our partners
the need to manage risk appropriately
While these priorities and their context remain familiar, other factors will have a profound
impact on our ability to maintain and refresh a highly professional and skilled workforce. In
particular, a workforce that can respond to an operating environment increasingly
characterised by:
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strong government appetite for legislative responses to complex matters
the need to provide high quality legal services and advice on complex legal matters
the need to establish and resource Royal Commissions, taskforces and inquiries
a focus on innovative responses to national security issues and related incidents
the need to respond to natural disasters that, based on trends and forecasts, will occur
more frequently and with greater intensity
the need to harness technology opportunities.
1
Attorney-General’s Department Corporate Plan, pp6, Australian Government, Canberra, 2016
2 ibid
7
In addition, understanding what attracts people to and what keeps them in the public sector is
important.
The Australian Public Service (APS) competes for skilled people. As such, it is
important to understand what attracts people to working in the public sector
and what factors cause people to leave. Since 2013, the Commission has
managed entry and exit surveys to assist agencies to obtain information
about engagement, retention and staff movements.
The most common reason for joining the APS during 2015–16 was the type of
work available. Long-term career progression and development opportunities
also featured highly in reasons for joining or remaining in the APS. Most
employees taking up ongoing positions expected to stay with their new
agencies for at least two years.
The exit surveys show that it is imperative to provide attractive and flexible
work environments.3
This also reflects the department’s experience.
Consistent with this feedback, to achieve the desired workforce shift while also responding to
the needs of current employees, we will implement a range of response strategies.
Broader Horizons positions us to foster a responsive and agile workforce that meets our current
and emerging objectives.
3
State of the Service 2015-16, Australian Public Service Commission, Australian Government, Canberra,
2016
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Broader Horizons: Agile Global Diverse
AGD Strategic Workforce Plan 2017-20
Changing external environment
Global megatrends4 – changes affecting governments, societies and economies over a long period – are affecting our operating environment. We
need to understand how these megatrends will influence our work, and respond proactively by taking steps today to shape our future workforce.
Platform
Economics
Impact of technology
Description
Rapid technology change is enabling radical changes to business
models and approaches. Exponential growth in technology including
device, connectivity, data volumes, computing speed as well as rapid
advances in automated systems and artificial intelligence, means that
robotic devices can perform many tasks more quickly, safely and
efficiently than humans.
This change is transforming supply chains, reshaping the workforce
and redefining jobs.
The peer-to-peer economy is expanding, and freelancing is a large
(and growing) employment model in other countries.
Companies may opt for staffing models that include a smaller
number of core people, with many other roles provided by the
freelancer or portfolio worker community.
Implications for AGD
Given our role in areas such as cyber security, national security and
emergency management, our people capabilities must keep pace
with this fast changing digital environment.
We also need to take advantage of opportunities to reshape jobs
arising from automation of our work.
Platform economics reflects an expectation for greater workplace
autonomy and employment flexibility.
Our working environment needs to respond to this expectation.
4
Hajkowicz SA, Reeson A, Rudd L, Bratanova A, Hodgers L, Mason C, Boughen N, Tomorrow’s Digitally Enabled Workforce: Megatrends and scenarios for jobs and
employment in Australia over the coming twenty years, CSIRO, Brisbane, 2016
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Broader Horizons: Agile Global Diverse
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Changing Demographics
Diversity
Entrepreneurism
Description
5
Implications for AGD
There is an increasing trend of individuals creating their own job. This
may be because:
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the ‘ideal’ job in a large organisation is no longer there
digital technology enables lean innovation (the fast/fail
approach) to establishing new enterprises
people are seeking greater flexibility than that offered by
traditional organisations
The need to address increasingly complex and cross-jurisdictional
challenges will continue. Emphasis on innovative responses will
increase. Organisations will foster innovation by increasing workforce
diversity to inject different perspectives into problem solving and to
achieve market competiveness.
Australia’s population is ageing and life expectancies are growing.
Retirement ages will continue to increase because of several factors
including financial market impacts, and improved health outcomes
that allow people to continue productive work. However, nearly one
in five Australians is expected to be over 65 years old in 2035,
compared with one-sixth of the population today5.
Younger people entering the workforce are connected,
technologically advanced, creative and entrepreneurial. They have
new perspectives on desirable work environments, ethical issues and
communication styles.
Our success in attracting and retaining people is dependent on our
ability to implement responsive flexible working arrangements.
We need to achieve the workforce outcomes of our diversity agenda.
We also need to change how we work by engaging with others who
have diverse perspectives and increase their involvement in our
work.
These changing demographics will generate increasingly diverse
needs within our workforce. Our leaders and managers need to be
adept at responding to these diverse needs.
2015 Intergenerational Report, Australia in 2055, The Treasury, Australian Government, Canberra, 2015
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Broader Horizons: Agile Global Diverse
AGD Strategic Workforce Plan 2017-20
Growth in
Services Sector
Automation
Description
Increasing automation of systems is raising the complexity of tasks
and requiring higher skill levels for entry-level positions. Income
growth in Asia is associated with increased educational and skills
levels, as well as growing competition for Australia’s labour force.
Implications for AGD
This may result in raising the skills and education bar for entry into
professions and occupations. Our challenge is to ensure we manage
any tendency to ‘over qualify’ roles.
Many low-skilled jobs will move offshore or be automated.
Employment growth in services sectors, particularly education and
healthcare, is driving job creation. This is expected to continue as
Australia moves to a knowledge economy.
Service sector jobs requiring social interaction skills and emotional
intelligence will become increasingly important.
This growth in services may increase the workforce competition we
face if we are unable to provide the level of social interaction people
in our workplace are seeking.
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Broader Horizons: Agile Global Diverse
AGD Strategic Workforce Plan 2017-20
Where we are heading
Our people
Today, we are recognised for our high quality and professional people. We are a highly capable
workforce that continues to respond to shifting priorities, structural changes and a challenging
environment.
To continue to meet current needs and respond to the future, our people need to:
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value external ideas and perspectives
work cooperatively with other organisations on cross sectoral problems
have experience in different parts of the organisation
be comfortable operating within multidisciplinary networks, partnerships and clusters
have diverse backgrounds and experiences
be willing to explore new ideas and trial new ways of delivery
make decisions and exercise good judgement.
In achieving this shift, we need to understand our current workforce. Our ‘typical’ female
employee is 28, and an APS6, working in a legal or policy role and has been with the
department 1-3 years. Our ‘typical’ male employee is 30, an APS6, working in a policy role and
has been with the department for 1-3 years.
The required shift in our workforce is the extent to which the current and future workforces
differ.
To achieve the desired workforce we need to:
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participate in agile team arrangements such as scrums and task groups
broaden the experience of individuals at level
facilitate professional development and career planning for individuals
continue to provide an attractive and flexible working environment
foster leadership, responsibility and empowerment at all levels.
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Broader Horizons: Agile Global Diverse
AGD Strategic Workforce Plan 2017-20
Agile Global Diverse
To achieve our Agile Global Diverse workforce, we need people with a combination of the
following capabilities:
Values breadth of knowledge
Leverages business and commercial acumen
Agile
Captures and transfers knowledge
Adopts different ways of working
Sustains a global view and is outwards looking
Global
Leverages technology to do business differently
Fosters a respectful and positive workforce culture
Diverse
Values innovation
Embraces diversity
The department’s response to achieving our future workforce has four areas of focus:
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performance expectations we meet
skills we have and maintain
experience and knowledge we apply and expand
new approaches we develop and pursue.
Performance expectations we meet
The AGD Performance Expectations are a key component of Broader Horizons. The AGD
Performance Expectations outline the capability needs of our people and guide consistent
performance at each classification level:
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creates solutions
demonstrates agility
communicates effectively
leads with commitment
collaborates with purpose
accountable for quality outcomes
We will continue to value and foster the AGD Performance Expectations.
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Broader Horizons: Agile Global Diverse
AGD Strategic Workforce Plan 2017-20
Skills we have and maintain
To achieve the Broader Horizons outcomes, we will continue to value people who demonstrate
all the following skills:
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leads at all levels
manages people, resources and tasks
solves problems
nurtures productive working relationships
engages with stakeholders
mitigates risks
utilises technology effectively
operates efficiently
Experience and knowledge we have and expand
We will recognise and nurture experience and knowledge in:
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accounting and finance
administration
commerce and economics
ICT literacy
international partnerships
law and legal expertise
people management
policy
program management.
New approaches we develop and pursue
We will also develop, attract and retain those who display the following approaches to their
work:
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fosters industry and community engagement and knowledge
mobilises data and makes evidence-based decisions
deploys innovative visual communication strategies
keeps the end-user in mind
embraces possibility.
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Broader Horizons: Agile Global Diverse
AGD Strategic Workforce Plan 2017-20
Role of the Workforce Planning
Committee
The Workforce Planning Committee (WPC) will adopt a strategic and forward-looking role by
overseeing implementation of our workforce plan and facilitating our progress to the future
state workforce.
In particular, the WPC will:
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focus on identifying and developing internal talent
foster a positive and agile workforce culture including by being the focal point for flexible
working policies
forecast workplace pressures on capability and capacity, and provide guidance on
required people capabilities and resourcing priorities
act as custodians of the principles that underpin recruitment decisions for SES across the
department
shape investment in our workforce including through workplace conditions, work design,
and our leadership capability and capacity
oversee the implementation of our workforce plan
evaluate our people and workforce outcomes and strategies.
WPC will continue to have a hybrid role determining both department-wide operational and
strategic decisions. The WPC will take a whole-of-department approach to workforce
affordability and average salary level (ASL), providing leaders a framework within which to
operate.
The WPC will have shared accountability for decisions that affect the structure and resourcing
of the department including management profiles, span of control, and appropriate
roles/functions/classifications. In this way, the department can move towards a model whereby
the WPC considers recruitment decisions on an exception basis rather than by rule, and makes
decisions from a consistent, transparent, and well-understood foundation.
The WPC will also consider the role of the mobility register in better facilitating and recognising
those with a breadth of experience, as well as enhancing the diversity of perspectives in our
teams.
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Broader Horizons: Agile Global Diverse
AGD Strategic Workforce Plan 2017-20
Achieving our future workforce
The workforce capability needed to meet Broader Horizons is articulated below, along with the strategies, accountabilities and responsibilities that
foster the workforce capability we need. We will implement these strategies to supplement our focus on performance expectations, skills,
experience and knowledge, and new approaches.
Individuals
We value employees
with breadth of
experience and
knowledge
Encourage reciprocal secondments with
agencies consistent with Broader Horizons
outcomes
Engage more with the private sector to
identify skill sets not easily found in public
sector
Agile
Identify and foster talent at all levels
Values breadth and depth
of knowledge
We recognise career
development can be
horizontal
Managers
&
Leaders
SES
Agile Global Diverse
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Experience &
knowledge
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New approaches
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Experience &
knowledge
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Experience &
knowledge
Facilitate transfers within the department and
portfolio to enhance both breadth and depth
of experience and knowledge
Provide opportunities for short term
placements for example into innovation
scrums
Ensure responsiveness to government
priorities through a broader understanding of
the department and partner roles
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Skills
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Experience &
knowledge
Value and recognise those who are ‘masters at
level’
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Experience &
knowledge
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Broader Horizons: Agile Global Diverse
Values breadth and depth
of knowledge
We facilitate people
moves to support
Royal Commissions,
taskforces, reciprocal
interagency
secondments based
on knowledge of skills
and capabilities
AGD Strategic Workforce Plan 2017-20
Individuals
Managers
&
Leaders
SES
Agile Global Diverse
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Skills
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Performance
Expectations
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Experience &
knowledge
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Experience &
knowledge
Foster industry and community engagement
and knowledge
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Experience &
knowledge
Apply multi-disciplinary knowledge to achieve
organisational outcomes
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Experience &
knowledge
Understand our knowledge sources, both
internal and external
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Experience &
knowledge
Utilise knowledge and experience to
implement continuous improvement
measures
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Experience &
knowledge
Make decisions based on thorough evaluation
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Experience &
knowledge
Work effectively within and outside AGD to
share knowledge including across the APS,
industry and community sectors
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Experience &
knowledge
Understand where to seek out subject matter
expertise
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Experience &
knowledge
Share knowledge to add value to consultations
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Experience &
knowledge
Know the skills and capabilities of our people
Ensure a transparent approach to selecting
people for priority opportunities
Foster development in business and
commerce
Agile
Leverages business and
commercial acumen
We value business and
commercial
experience
We use knowledge
effectively
Captures and transfers
knowledge
We learn from our
experience
Knowledge is shared
effectively
Seek out expertise in business and commerce
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Broader Horizons: Agile Global Diverse
AGD Strategic Workforce Plan 2017-20
Individuals
Facilitate moves and transfers by effective
sharing of information and knowledge
We embrace change
and recognise the
need for agility
Managers
&
Leaders
SES
Agile Global Diverse
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Experience &
knowledge
Respond to dynamic government priorities
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Performance
Expectations
Encourage willingness to undertake different
tasks
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Performance
Expectations
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Skills
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Performance
Expectations
Support people and manager wellbeing
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Performance
Expectations
Recognise teams and people who achieve
outcomes in changing circumstances
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Performance
Expectations
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Recognise managers who encourage their
people to work on priority tasks
Global
We effectively
respond to and
manage the
unexpected
Adopts different ways of
working
We optimise people in
an unpredictable
environment
We work differently
We are mindful of the
pace of work
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Encourage innovative responses
Prioritise workloads of individuals and teams
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Foster surge/scrum/project based work
environments
Allocate teams and people to ‘outcomes to
manage’ and move away from traditional ‘task
completion’
Ensure job design allocates workload and
responsibilities fairly to achieve optimal results
Skills
Skills
Skills
Seek to avoid and manage fatigue and burnout
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Encourage teams to celebrate success
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Performance
Expectations
Foster active learning from lessons of the past
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New approaches
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Skills
Skills
Broader Horizons: Agile Global Diverse
We engage creatively
with our diverse
stakeholders
AGD Strategic Workforce Plan 2017-20
Individuals
Managers
&
Leaders
SES
Agile Global Diverse
Deploy innovative marketing and visual
communication strategies
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New approaches
Communicate with the end-user in mind
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New approaches
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Performance
Expectations
Establish them effectively and efficiently
Royal Commissions
and taskforces are an
ongoing part of how
we do our work
Global
Adopts different ways of
working
We are global thinkers
Sustains a global view and
is outward looking
Manage them well
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Performance
Expectations
Ensure opportunities are shared
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New approaches
Disband them in a planned and deliberate
manner
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Skills
Actively communicate with people at
transition points in the team lifecycle e.g. on
commencement, during the engagement,
during wind down, and on re-joining line areas
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Skills
Maintain current and relevant public policy
knowledge
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New approaches
Develop people to have diverse experiences
within current roles
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New approaches
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New approaches
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New approaches
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New approaches
Recruit for diverse experience
We apply strategic
and critical thinking in
a global context
Develop people in understanding the global
context
Develop our people to assist us in where we
are moving
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Broader Horizons: Agile Global Diverse
AGD Strategic Workforce Plan 2017-20
Managers
&
Leaders
SES
Agile Global Diverse
Encourage engagement with industry and
community
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New approaches
Foster whole of government knowledge and
experience
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Experience &
knowledge
Reward people who are outward focused
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Performance
Expectations
Encourage and support opportunities to
extend our thinking
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Experience &
knowledge
Place equal emphasis on what is achieved and
how it is achieved
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Performance
Expectations
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New approaches
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New approaches
Individuals
Our people have the
Broader Horizons skills
Diverse
Sustains a global view and
is outward looking
Our people have the
Broader Horizons skills
We have strong data
analytics and
predictive analysis
expertise
Leverages technology to
do business differently
Fosters a respectful and
collaborative culture
We enhance our
productivity and
efficiency by
automating routine
tasks and roles
Our people have a
varied and positive
experience in the
department
Encourage our people to develop skills to
improve our understanding of global markets,
competition and customers
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Define future workforce sourcing options to
meet data analytics and analysis needs
Make evidence-based decisions using research
and data
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New approaches
Identify and pursue workforce automation
opportunities
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Skills
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Skills
Link technology improvements to workforce
productivity outcomes
Identify technology opportunities that drive
decentralised decision making and different
business models
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Skills
Ensure people who leave have a good story to
tell
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Performance
Expectations
Welcome back people who have expanded
their experience
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Performance
Expectations
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Broader Horizons: Agile Global Diverse
AGD Strategic Workforce Plan 2017-20
Individuals
Foster understanding of our value through
outward communication and marketing
Managers
&
Leaders
SES
Agile Global Diverse


Skills

Experience &
knowledge
Establish a department alumni
We meet the
workforce needs of
people and managers
Fosters a respectful and
collaborative culture
We learn from people
moves
Set clear workforce and people capability
priorities for our teams and our people

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Skills
Develop our people for career opportunities

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New approaches
Support managers in resourcing our teams

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Skills
Understand why people leave
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Performance
Expectations

New approaches

Performance
Expectations

Skills
Foster a respectful culture and provide
opportunities that reinforce our employee
value proposition

Embed a culture of staying longer

Diverse
Adopt a greater range of short and longer
term engagement options including ongoing,
non-ongoing, contract and service providers
We recognise the link
between a diverse
workforce and
innovative outcomes
Values innovation
We are comfortable
working without
defined parameters
Value people with diverse backgrounds and
experiences



Experience &
knowledge
Inject diverse perspectives into our work



Performance
Expectations
Embrace ‘trial and error’



New approaches


Experience &
knowledge


New approaches
Reward local innovation
Trial and learn from using different team
21

Broader Horizons: Agile Global Diverse
AGD Strategic Workforce Plan 2017-20
Individuals
Managers
&
Leaders
SES
Agile Global Diverse



Performance
Expectations
Encourage autonomy


Performance
Expectations
Develop our leaders to have both broad
understanding as well as deep knowledge


Experience &
knowledge

New approaches
arrangements
We value personal
attributes and cultural
fit as much as
technical skill
We create ‘social
communities’ that
empower members to
be innovative
Values innovation
We access skills both
internally and
externally
Diverse
We understand our
people are seeking
continuous
development and
career opportunities
Embraces diversity
We encourage flexible
working
We provide career
and development
Value emotional intelligence and foster
flexible attitudes
Establish communities of expertise
Encourage multidisciplinary teams


Experience &
knowledge
Foster partnerships with external
organisations


New approaches
Foster targeted secondments into the
department


Experience &
knowledge
Provide responsive feedback on performance
and potential


Skills
Develop our people through the work they are
undertaking


Skills
Actively support flexible working
arrangements including role sharing, part
time, different locations


Skills
Provide greater choice in where and how our
work is performed


Skills
Respond to new ways of working


Skills


Experience &
knowledge
Value those who have horizontal careers
22

Broader Horizons: Agile Global Diverse
opportunities
AGD Strategic Workforce Plan 2017-20
Improve understanding of peoples’
performance in the context of their level and
team
Individuals
Managers
&
Leaders
SES
Agile Global Diverse



Skills


Skills


New approaches


Skills


Skills


Skills
Provide helpful career guidance
We offer diverse
experiences
We encourage
‘experience junkies’

Facilitate opportunities to diversify
Encourage and recognise multidisciplinary
teams

Value diverse experience at level
Create opportunity for our people to be
exposed to different experiences
23