A workforce that:

  • is capable and flexible
  • is inclusive and diverse
  • is digitally enabled and customer focused
  • embodies public sector values.

Promoting inclusive and healthy workplaces

The Commission uses the annual People matter survey to better inform efforts to promote inclusive and healthy workplaces that embody public sector values. The survey measures workforce culture, employee engagement and wellbeing. It also tracks progress on diversity and inclusion and provides the sector with intelligence on where to focus efforts to best support the public sector workforce.

In 2021-22, informed by the data, the Commission continued to deliver key programs and initiatives as part of Barring Djinang, the public sector’s 5-year Aboriginal employment strategy.

Participation in the Barring Djinang career development program remained steady when compared to previous years, with 24 participants taking part. In addition, 30 participants completed the leadership program.

The Barring Djinang internship program was offered again in 2021-22 and 30 interns successfully completed placements as part of the program.

Delivery of the ‘Building Aboriginal cultural capability in the workplace’ program occurred throughout the year. As part of the 12-month pilot program, the Commission assessed workplace cultural capability in 5 public sector organisations and helped co-designed priority workplans in line with the Victorian Government’s Self-Determination Reform Framework.

In late-2021, we commissioned an independent evaluation of Barring Djinang. The evaluation recommended that all programs and initiatives continue to be delivered.

The Commission has committed to a further 12 months of funding to continue Barring Djinang’s program of work, while designing a business case for phase 2 of the Barring Djinang strategy.

Throughout the year, the Commission continued to implement the Getting to work disability employment action plan.

Developed in collaboration with the Victorian Public Sector Enablers Network, the Victorian Public Service (VPS) mentoring program for employees with disability was launched in March. The program provides professional development and networking opportunities for employees with disability. Over 130 employees applied to participate in the program.

In December, we launched the first Victorian Government disability awareness eLearning module. The module was made available to all departments and Victoria Police on 3 December 2021, coinciding with the International Day of People with Disability.

A new Neurodiversity Support Panel came into effect in January 2022. The Commission appointed 5 service providers for an initial period of 3 years, via an open tender process. The providers may be drawn upon by departments and Victoria Police to support autistic and neurodiverse employees, their managers and teams, through the provision of counselling services, training and awareness raising programs.

Supporting employment and career pathways

In 2021-22, the Commission recruited 113 graduates across 6 professional streams as part of the Victorian Government graduate program. Out of the 113 graduates, 5 were employed through the Aboriginal and Torres Strait Islander pathway and 18 through the disability pathway.

We also supported the recruitment of 59 graduates into the Department of Jobs, Precincts and Regions graduate program.

Offered for the first time in 2021-22, the refugee and asylum seeker internship program provides university students who are refugees or asylum seekers with 12-weeks of paid work experience within the VPS. Established in collaboration with CareerSeekers, 28 interns were placed in the VPS in the 2021 summer pilot program with 14 interns returning for an optional winter placement. The program will return in 2022-23.

Significant upgrades to the Jobs and Skills Exchange (JSE) were implemented during the period, providing greater flexibility, better accessibility and functionality for users. In 2021-22, the JSE portal reported 6.3 million page views, posted 21,080 jobs and processed 74,963 applications. This is an increase of 38 per cent in applications to the previous 12-month period.

In 2021-22, CareersVic reported 12 million page views, posted 29,339 jobs and processed 387,541 applications.

In August 2021, the JSE launched trial programs of TAFE-accredited short courses and micro-credentials, targeting core public sector skills in policy, procurement, and regulatory services among others.

In developing these courses, we worked closely with the Department of Education and Training and the Community and Public Sector Union to align course content to the VPS capability framework, ensuring support for internal workforce capability in fundamental public sector skills.

As at 30 June 2022, 181 employees have completed a TAFE short course with Victorian TAFE providers Box Hill Institute or Melbourne Polytechnic, with an additional 357 enrolled. Over 2,400 VPS employees are participating in the micro-credentials trial, run in collaboration with RMIT Online, with each participant enrolling in 3 micro-credentials on average.

In addition, as part of the Digital Academy launch, the Commission partnered with the Academy and RMIT to develop a foundational digital literacy micro-credential, specific to government and suitable for everyone in the VPS.

Developing leading practice to support whole-of-government people initiatives

In 2021-22, work commenced on developing a professions model pilot, designed to connect Victorian Government employees with people and practice that aligns with their job function and career path.

Focusing on 4 pilot professions (digital and technology, regulatory, legal, and accounting and finance), the model aims to establish and consolidate professional networks, build the profile and digital presence of each profession, promote professional standards and advocate for capability and development needs within a specific profession.

As part of the development of the pilot, the Commission conducted extensive research and analysis to better understand trends in each profession and priorities of its members. We also established a working group comprised of leaders in the pilot professions to better inform the project’s development.

Through the Jobs and Skills Exchange, we continued to help fill surge roles across government. We implemented improvements for surge role recruitment to get employees where they are needed, faster. We did this by developing a new operating model for more efficient decision-making and a streamlined application and screening processes.

A new process for recruiting redeployees into growth and high-demand areas was also implemented, resulting in increased visibility of potential candidates to government recruiters.