A positive workplace culture has many benefits. The organisation is seen as a good place to work and can therefore attract the best candidates. Good staff remain with the organisation, become its best ambassadors and work together effectively to achieve the organisation’s objectives.
One of the foundations of a positive workplace culture is the organisation’s written employment policies. These define the relationship between the employer and employees. They cover all aspects of the employee life cycle from attraction to separation. They ensure that employees are treated fairly and consistently.
In Victoria, public sector employers must have employment processes that are consistent with the public sector employment principles. The Victorian Public Sector Commission has issued standards to help guide employers when they are reviewing or developing their employment processes.
The principles underpin employment processes within the Victorian public sector. Section 8 of the Public Administration Act 2004 (the Act) requires Victorian public sector employers to establish employment processes that will ensure that:
The standards guide the development of employment processes. Section 62 of the Act requires the Victorian Public Sector Commission to issue binding standards concerning application of the public sector employment principles.
The standards identify the essential concepts that must be incorporated in an organisation’s employment processes to ensure that the principles apply at work.
The principles and standards are to be considered in conjunction with any integrity regulations, award, enterprise agreement or national employment standard that also applies to the Victorian public sector organisation. Additionally any privacy or occupational health and safety legislation will also apply.
Public sector employers must ensure:
Employees are treated fairly and reasonably when:
Employment decisions are based on merit when:
Equal employment opportunity (EEO) is provided when:
Human rights as set out in the Victorian Charter of Human Rights and Responsibilities are upheld when:
Employees have a reasonable avenue of redress against unfair or unreasonable treatment when:
In public service bodies, the development of a career public service is fostered when:
This chart gives examples of how the principles apply throughout the employee life cycle from attraction to separation. Managers will generally need to consider the application of each principle, and when they compete, decide which takes precedence. For example the aim of attracting a competitive field of candidates may be balanced against the aim of advancing a disadvantaged group. In this situation, applications might only be sought from the disadvantaged group, if that aim took precedence. These examples are not exhaustive.
Applying the principles to specific employment processes. View a text version of this image.
In many cases, the principles complement one another. For example when a selection panel focuses only on factors that are relevant to a person’s ability to perform a job, they avoid unlawful discrimination and can more readily select the best candidate. These examples are not exhaustive.
The principles are inter-related. View a text version of this image
The standards and principles use terms that are in common usage: (Source: Oxford Dictionary)
Career: An occupation undertaken for a significant period of a person’s life and with opportunities for progress
Equal: Having the same status, rights, or opportunities
Fair: Treating people equally without favouritism or discrimination
Human rights: A right which is believed to belong to every person (Human rights are defined in the Charter of Human Rights and Responsibilities Act 2006)
Merit: The quality of being particularly good or worthy, especially so as to deserve praise or reward
Reasonable: Having sound judgement; fair and sensible
Redress: Remedy or set right (an undesirable or unfair situation)
Public Administration Act 2004
Section 62
Standards Issued by the
Victorian Public Sector Commissioner
I, Belinda Clark, Victorian Public Sector Commissioner, under section 62 of the Public Administration Act 2004 (“the Act”), issue the Standards for Application of the Public Sector Employment Principles 2017 (“2017 Standards”) as attached, in substitution of the Standards previously issued on 31 August 2006.
I determine that the 2017 Standards apply to and are binding on all public sector bodies and the persons they employ unless excluded by a specific declaration issued by the Victorian Public Sector Commissioner.
The 2017 Standards take effect on 1 February 2017.
Belinda Clark QSO
Victorian Public Sector Commissioner
Date: 11 January 2017
The image is a chart representing the relationship between the employment principles and the way in the principle applies to the specific employee life cycle stage, from attraction to separation.
If the principle is Fair and Reasonable Treament, the employment process of
Attract = Any limits on advertising are justified
Select = Candidates are rated against clear criteria in a written selection report
Induct = Employees are provided with relevant information and resources
Manage = Workload is manageable and consistent with classification
Develop = Employees have an opportunity to develop their skills in formal or on-the-job training
Reward = Rewards are applied consistently and fairly
Separate = Decisions to terminate employment are based on operational needs
If the principle is Merit in Employment, the employment process of
Attract = Advertisements attract a competitive field of candidates
Select = The best available candidate is selected
Induct = Induction reinforces that all employment decisions are based on merit
Manage = Work is assigned based on interests and capability
Develop = Development opportunities are fairly contested
Reward = Good performance is recognised
Separate = Surplus employees are redeployed to jobs that match their skills where possible
If the principle is Equal Employment Opportunity, the employment process of
Attract = Advertisements are inclusive and based on inherent requirements
Select = Reasonable adjustments are made to the selection process when necessary
Induct = Reasonable adjustments are made to the workplace when necessary
Manage = Requests for flexible work arrangements are accommodated whenever possible
Develop = Age, gender and other protected attributes are no barrier to development or advancement
Reward = No example provided
Separate = Particular groups are not targeted in efforts to reduce the workforce
If the principle is Human Rights, the employment process of
Attract = Measures may be taken to advance disadvantaged groups
Select = Selection processes do not unnecessarily interfere with candidates’ right to privacy
Induct = Employees have the right to practice their religious customs at work
Manage = Employee views are sought on matters that affect them
Develop = No example provided
Reward = No example provided
Separate = Employees are protected from discrimination
If the principle is Avenues of Redress, the employment process of
Attract = Candidates may seek feedback on their application
Select = Unsuccessful candidates may appeal an unfair selection process
Induct = Induction encourages employees to raise concerns at any time
Manage = Employees may appeal a decision that adversely affects them
Develop = No example provided
Reward = Employees may appeal an unfair performance management decision
Separate = Employees may appeal an unfair dismissal
If the principle is Career Public Service, the employment process of
Attract = Advertisements promote the advantages of a career in the public service
Select = Successful candidate is committed to a public service career
Induct = Induction covers the Westminster system of government, the public service and local arrangements
Manage = Mobility within the broader public service is encouraged
Develop = Life-long learning and development are encouraged
Reward = Rewards include interesting assignments, career progression and development
Separate = Separation interviews provide data to improve the workplace
The chart displays the relationship between the employment principles, demonstrating an example of the way in which they complement each other and interact.
Fair and Reasonable Treament and Merit in Employment = Decisions to select someone can be justified
Fair and Reasonable Treament and Equal Employment Opportunity = The workplace is free of discrimination
Fair and Reasonable Treament and Human Rights = Decisions are compatible with human rights
Fair and Reasonable Treament and Avenues of Redress = Unfair situations are remedied
Fair and Reasonable Treament and Career Public Service = Working conditions are fair
Equal Employment Opportunity and Merit in Employment = Irrelevant factors are ignored
Equal Employment Opportunity and Human Rights = Employees are equal before the law
Equal Employment Opportunity and Avenues of Redress = Employees can complain about discrimination
Equal Employment Opportunity and Career Public Serfvice = The workforce is diverse
Human Rights and Merit in Employment = Processes do not interfere arbitrarily with candidates' privacy or reputation
Human Rights and Avenues of Redress = Employees have a right to a fair hearing
Human Rights and Career Public Service = Employees are free to join a union or other group
Avenues of Redress and Merit in Employment = Employees can complain about a flawed selection process
Avenues of Redress and Career Public Service = Employees can raise any workplace concerns
Career Public Service and Merit in Employment = Employees have opportunities to progress in their career