Employees

In 2008–09, after three years of rapid expansion and development, IBA focused on consolidating its human resources systems, policies and processes.

In September 2008, a staff conference brought employees from across Australia together to hear directly from their leaders, and each other, about IBA’s values, plans and expectations. After the conference, program areas discussed how to streamline service delivery to clients and build skills to improve quality and timeliness.

Cairns office staff (L-R): Rose Sergeant, Trevor Brook, Paul Hynes, Erik Oates and Michelle Cochrane

Attracting and retaining staff

A major activity in 2008–09 was the development of a new Collective Agreement to replace Australian Workplace Agreements and update salaries and conditions.The labour market has remained tight, particularly in Canberra, and it was important for the new Collective Agreement to include conditions that would be attractive to potential employees and retain skilled and experienced employees, including those approaching retirement and women during child-rearing years.

At the same time, IBA’s employment conditions and staff management practices must continue to reflect its commercial business focus, and the new Collective Agreement strengthens IBA’s performance culture by making all future pay rises and advancement dependent on fully effective performance and continuing skills development.

Learning and development opportunities for employees included programs to build business skills and enhanced management and leadership activities. Online tools supported by coaching were used intensively to build business and financial analysis skills. Leadership and management skills were the focus of a series of Leadership Lunches, together with leadership capability profiling, and creation of learning teams. Extended performance management training was provided to managers from across IBA. Team building workshops were conducted in many regional offices during 2008.

Indigenous Employment Strategy

IBA’s Indigenous Employment Strategy, which was approved in June 2008, includes increased funding for special Indigenous recruitment initiatives. Three new cadets and two graduates were engaged under the strategy in 2008–09, and total Indigenous employment increased to 24 per cent of employees. IBA is also hosting two Indigenous trainees in Canberra and hopes to boost these initiatives in 2009–10.

As outlined in IBA’s 2007–09 Reconciliation Action Plan, IBA provides new and existing employees with cultural awareness training to strengthen their understanding of the social, historical and environmental factors that affect its employees, clients and partners.

Staff profile

IBA staff numbers grew by 8 per cent in 2008–09, and at 30 June 2009, it employed 242 staff across Australia (Table 21). The rate of growth was significantly lower than in previous years.

IBA employees are located in all states and territories, with almost 56 per cent employed in the national office in Canberra. An increasing number of senior positions are located in Sydney, Brisbane and Perth, as new members of the acquisitions team seek business opportunities across Australia.