Work environment and culture
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Integrity and ethics
The Public Sector Ethics Act 1994 provides principles fundamental to good public administration, and to which public servants are expected to adhere:
- integrity and impartiality
- promoting the public good
- commitment to the system of government
- accountability and transparency.
The Code of conduct for the Queensland public service sets out the standards of conduct expected from employees of Queensland Government agencies.
Our people understand their obligations as public servants and the importance of ethics
- 92% state they understand what ethical behaviour is.
- 86% state they know how to report unethical behaviour.
While these results are good, there is opportunity for improvement
- 60% agree discussions about appropriate and ethical behaviour are commonplace.
- 60% feel confident that reported instances of inappropriate behaviour would be appropriately managed.
Source: Working for Queensland 2023.
While legislation, codes and policy are critical in ensuring workplaces operate with high standards of ethics, integrity and honesty, these behaviours must also be role modelled by leadership. Perceptions of leadership integrity varies, with most employees responding more positively about honesty and integrity amongst their direct manager or supervisors. Perceptions become less positive as the level of seniority increases and people are being asked to assess the behaviour of people they don’t directly report to or have little contact with.
- 81% believe their manager or supervisor demonstrates honesty and integrity.
- 58% believe that senior managers demonstrate honesty and integrity.
- 49% believe that executive group acts with a high level of integrity.
Source: Working for Queensland 2023.
When senior leaders are asked about their perceptions of the executive group, results were more positive.
- 86% agree their manager or supervisor demonstrates honestly and integrity.
- 70% agree senior managers demonstrate honesty and integrity.
- 57% agree the executive group demonstrate honesty and integrity.
It is particularly important to understand the perceptions and behaviours of senior leaders, as it guides integrity practice across sector organisations.
Source: Working for Queensland 2023.
Data on conduct and performance matters shows that only a small proportion of the workforce was reported for the most serious breach of conduct.
Between 2019 and 2023, this proportion only fluctuated between 0.09% to 0.15% of the workforce.
Non-compliance with COVID-19 vaccination requirements has had an impact on the total number of conduct and performance matters in 2021–2022 and 2022–2023.
Matters are assigned a category under the conduct and performance excellence (CaPE) case categorisation framework.
| Year | 2019–20 | 2020–21 | 2021–22 | 2022–23 |
|---|---|---|---|---|
| Total | 3,796 | 3,973 | 10,915* | 5,464^ |
Source: Queensland public sector conduct and performance data 2019–2023.
* Non-compliance with COVID-19 vaccination requirements accounts for 7371 of the total 10,915 matters in 2021–22.
^ Non-compliance with COVID-19 vaccination requirements accounts for 1491 of the total 5464 matters in 2022–23.
The most common outcomes of reported matters in:
- 2019–2020 and 2020–2021 was ‘management action’ followed by ‘no further action’
- 2021–2022 was ‘no further action’ followed by ‘discipline’
- 2022–2023 was ‘discipline’ followed by ‘management action’.
Employment security
| 2022 (% favourable) | 2023 (% favourable) | |
|---|---|---|
| Promotion decisions are based on clear criteria | 43% | 44% |
| The process for backfilling roles is transparent | 40% | 43% |
| Performance is assessed fairly | 52% | 53% |
| I understand the process to manage poor performance in my workgroup | 57% | 58% |
| Recruitment strategies and/or processes are fair and transparent | 46% | 48% |
Source: Working for Queensland 2022 and 2023.
Fair and equitable treatment is particularly important in recruitment, selection and performance management processes.
Employee perceptions of fair and equitable treatment in recruitment, selection and performance management improved by 2% between 2022 and 2023.
58% strongly agreed or agreed that people are treated fairly and equitably in their workplace.
Source: Working for Queensland 2023.
Keeping our people well
Wellbeing is multi-faceted. The Queensland Government’s Be healthy, be safe, be well framework (the framework) creates a holistic approach to employee wellbeing and encompasses physical, psychological, social, financial and work aspects.
Our employee wellbeing is supported across all these dimensions with different services and programs that include:
- physical – health assessments, check-ups, health coaching, active lifestyle, healthy eating
- psychological – healthy minds initiative, support for medical conditions, support for domestic and family violence, counselling
- financial – QSuper financial wellbeing support and resources
- social – ready reserve, Queensland corporate games and volunteering
- work – flexible working, performance review and development, workload management, getting back to work after illness or injury.
There are several factors used to measure our sector organisations’ health, safety and wellbeing maturity.
The annual Working for Queensland survey is built around a job-demand resources model – based on the theory of using positive aspects of a work environment to minimise the impact of work demands on employees. It measures aspects such as good job design, proactive discussions of health and wellbeing, positive leadership, respectful relationships and flexible work.
The survey measures employee confidence in health, safety and wellbeing obligations, as well as the level of comfort discussing such matters with managers.
- 88% agree they are confident in their understanding of their health and safety obligations.
- 69% are confident discussing wellbeing with their manager or supervisor.
- 62% are confident discussing their mental wellbeing with their manager or supervisor.
Source: Working for Queensland 2023.
The normalisation of discussions of safety and wellbeing at the workgroup level requires focus and presents opportunity for change.
- 37% agreed that they proactively discussed workplace safety.
- 39% agreed that they discuss ways to promote wellbeing.
- 36% agreed that they discuss ways to promote mental health.
Source: Working for Queensland 2023.
While the number of employees that agreed with statements regarding proactive discussions of safety, wellbeing and mental health are relatively low, the proportion that was neutral is high. These neutral responses indicate a high level of uncertainty and an opportunity for managers and supervisors to have more regular and more explicit, proactive discussions.
Employees felt more positive about how discussions are being held about wellbeing and mental health, with small increases between 2022 and 2023. The results for this measure are still low, indicating more work needs to be done in this area.
| % agree and strongly agree: 2022 | % agree and strongly agree: 2023 | % neutral: 2023 | % disagree and strongly disagree: 2023 | |
|---|---|---|---|---|
| In my workgroup, we proactively discuss workplace safety. | 37% | 37% | 48% | 14% |
| In my workgroup, we discuss ways to promote wellbeing. | 37% | 39% | 45% | 16% |
| In my workgroup, we discuss ways to promote mental health. | 33% | 36% | 44% | 20% |
Source: Working for Queensland 2022 and 2023.
The role of leaders and leadership commitment in improving the health, safety and wellbeing of the sector is important to success.
The Leadership Board, senior executives and managers are all accountable for ensuring the health, safety and wellbeing of their workforce and are required to:
- build and provide leadership at the agency and sector levels on issues related to health, safety and wellbeing
- champion health, safety and wellbeing as a business priority
- ensure health, safety and wellbeing is considered in operations and improvements in processes, systems and outcomes
- drive implementation of the framework.
Given the role that the leadership plays in this context, data on employees’ perceptions of the leaders in their agency and their attitude to health, safety and wellbeing is important.
| % positive 2022 | % positive 2023 | |
|---|---|---|
| My manager or supervisor proactively encourages people to speak up if they feel something could be a risk to their health, safety or wellbeing. | 69% | 70% |
| In my workplace senior management acts quickly to correct problems or issues that affect employees’ health, safety and wellbeing. | 54% | 55% |
| I feel that my organisation considers the wellbeing of employees to be important. | 58% | 60% |
Source: Working for Queensland 2022 and 2023.
Employees are more likely to make health, safety and wellbeing a priority at work when leaders in their agency place high importance on workplace health, safety and wellbeing. This way health, safety and wellbeing becomes part of everyday work and embedded in the work culture.
Psychological safety
The American Psychological Association defines psychological safety in the workplace as being something that develops over time, but when it exists members of a team can be themselves and they share the belief that they can take appropriate risks. Members of teams share the believe that they can and should:
- admit and discuss mistakes
- openly address problems and discuss tough issues
- seek help and feedback
- trust that they are a valued member of the team.
Psychological safety can be measured through a range of themes with a number of important elements being included in the Working for Queensland survey.
A positive workplace culture exists when employees feel safe and respected, they are listened to and able to work in harmony with their colleagues. There are a range of preventative measures to build environments that encourage a culture of respect and do not tolerate bullying and harassment.
Supportive leadership, positive relationships and professional and respectful interactions can help to minimise a range of psychosocial hazards.
Data on work group dynamics shows improvement in psychological safety measures between 2022 and 2023.
| % positive 2022 | % positive 2023 | |
|---|---|---|
| In my workgroup, we treat each other respectfully. | 82% | 83% |
| In my workgroup, I am comfortable speaking up to share a different view to my colleagues. | 78% | 79% |
| In my workgroup, we welcome diverse ideas and thoughts. | 75% | 77% |
Source: Working for Queensland 2022 and 2023.
Significant improvements in themes of psychological safety are also seen in interactions with managers and supervisors.
| % positive 2022 | % positive 2023 | |
|---|---|---|
| My manager or supervisor treats people in our work environment respectfully. | 82% | 84% |
| My manager or supervisor listens to what I have to say. | 78% | 79% |
| I feel comfortable discussing my work challenges with my manager or supervisor. | 75% | 76% |
| I can rely on my manager or supervisor to help me work through work challenges. | 72% | 74% |
Source: Working for Queensland 2022 and 2023.
Flexible work
Flexible work is one factor that can assist in minimising the impact of job demands on employees.
Flexibility can be achieved through many different mechanisms including part-time work, job sharing, roster design, remote work and flexible start and finish times.
The most successful flexible working is where the needs of individuals, teams, customers, leaders, and organisations are balanced and flexible enough to create a happy medium between the needs of all stakeholders.
Under the Flex-connect framework, six principles guide flexible working in the Queensland public sector:
- Equity – flexible work supports equity and inclusion
- Teamwork – teams design approaches that suit all
- Happy medium – approaches are considered in the context of individual circumstances, such as obligations to culture, community and family, along with the needs of the team, customers and leaders, and organisational priorities
- Wellbeing – integrated, proactive approaches to health, safety and wellbeing
- Performance – employees work together to build a future-focused, high-performing public sector that delivers
- Leadership by example – senior leaders role model flexible work and embed access across the organisation.
- 77% of respondents indicate they use some form of flexible work arrangements.
- Remote work and flexible work hours are the most common form of flexible work arrangements.
- Only 10% of respondents have not requested a flexible work arrangement but would have liked to adjust their work arrangements at the time of the survey.
- 83% of flexible work arrangements were fully granted.
- Only 2% were declined without a reason.
Source: Working for Queensland 2023.
| 2023 % | |
|---|---|
| Yes, I requested one or more flexible work arrangements | 46% |
| No, I have not requested a flexible work arrangement but I am content with my current arrangements | 44% |
| No, I have not requested a flexible work arrangement and I would like to adjust my current arrangements | 10% |
Source: Working for Queensland 2023.
| 2023 % | |
|---|---|
| Fully granted | 83% |
| Partially granted | 9% |
| Declined – no reason given | 2% |
| Declined – reason provided | 3% |
| I have not received a reply as yet | 3% |
Source: Working for Queensland 2023.
The Queensland Government is committed to implementing flexible work arrangements by focusing on four key areas that enable work agility and flexibility:
- culture – trust and support
- capabilities – information sharing and digital literacy
- systems – workplace design and technology
- guidelines – employment framework and workforce planning.
Only 7% indicated that due to the nature of their job, flexible working arrangements would not be possible.
Source: Working for Queensland 2023.
Forty four percent of respondents indicated that a range of flexible work options are available to them in their job and flexible work is considered the norm in their workplaces and that they are able to adapt their flexible work arrangement to suit their work and personal needs.
| 2023 % | |
|---|---|
| A range of flexible work options are available to me in my job. Flexible work is the norm. I am able to adapt my flexible work arrangement to suit my work and personal needs | 44% |
| A range of flexible options are available to me in my job. I am able to agree formal flexible arrangements with my manager/supervisor. I feel OK about asking for ad hoc flexibility, although changing arrangements (e.g. work patterns) is discouraged | 19% |
| Flexibility is closely managed and only through formal agreements. Ad hoc arrangements are by exception, and I don't like to ask. I feel flexibility is seen as an inconvenience in my workplace | 10% |
| Flexibility is available but options are limited to the exception. Flexibility is possible under certain circumstances e.g. If I need to care for a sick child or family member or if I have an appointment that must be scheduled during work hours. I would only ask if I had no other option | 9% |
| There is some flexibility e.g. I can request specific shifts or swap shifts, there is some flexibility in start and finish times | 9% |
| The only flexible work options are limited to full time vs part time | 3% |
| No, given the nature of my work, flexible arrangements are not possible | 7% |
Source: Working for Queensland 2023.
Among those who have the option for flexible work:
- 75% have the flexibility that they need to balance between their work and non-work interests.
- only 11% believe it is difficult for them to adopt a flexible working arrangement because of a lack of support from their manager or supervisor.
Source: Working for Queensland 2023.
Flexible work arrangements are particularly important for people with caring responsibilities
- 35% of Working for Queensland respondents have carer responsibilities.
- 65% of those with carer responsibility, are women.
- Those with carer responsibility are more likely to have requested a flexible work arrangement in the last 12 months (55%), than those without such responsibilities (42%).
Source: Working for Queensland 2023.
Regardless of whether an employee does, or does not, have carer responsibilities, many believe they have the flexibility they need.
- 75% of carers feel they have the flexibility they need to manage their work and non-work interests.
- 76% without carer responsibilities feel they have the flexibility they need to manage their work and non-work interests.
Source: Working for Queensland 2023.