Workforce planning

Workforce mobility

Workforce mobility can be used as a strategic workforce planning approach that benefits employees, and their home and host entities, contributing to a more agile, capable, and connected public sector.

The Workforce mobility directive provides the framework that public sector entities must consider when considering and supporting workforce mobility.

Workforce mobility refers to the temporary movement of people across roles, teams, or entities within and outside the public sector to address organisational needs, support professional development, and foster collaboration.

Secondment

Secondments are limited to the public service. They apply when public service officers temporarily move roles within or between public service entities.

They can be at the same, lower, or higher classification level. If it is at a lower classification level, it must be with the employee’s consent.

See the Workforce mobility options flow chart (PDF, 193.5 KB) , Workforce mobility directive, and section 160 of the Public Sector Act 2022 (the Act) for more.

Mobility arrangement

Mobility arrangements apply to the public sector. They occur when public sector employees temporarily perform work for or within, or duties in, another part of their public sector entity or another entity (which includes an entity outside the public sector).

They may or may not include the employee temporarily moving roles, can be at the employee’s same classification level or a higher level, and must be with the employee’s consent.

Mobility arrangements can also be used for a person employed in an entity outside the public sector to temporarily perform work for or within, or duties in a public sector entity.

See the Workforce mobility options flow chart (PDF, 193.5 KB) , Workforce mobility directive and section 82 of the Act for more.

For an employee

  • Personal and professional development.
  • Opportunity to strengthen knowledge and skills, including specialist, leadership and interpersonal skills.
  • Exposure to different perspectives and working environments, enhancing adaptability and resilience.
  • Opportunity to contribute to key government initiatives or priorities.
  • Development of professional networks.
  • Opportunity to develop an understanding of the complex intersections between government priorities and different entities.

Home entity

  • Personal and professional development of employees, including opportunities which may not be available in the home entity.
  • A tool to retain talent and enhance employment engagement by providing professional development opportunities.
  • Share knowledge, business practices and processes, promoting business improvement and innovation.
  • Build understanding of and relationships with other entities.
  • Foster cooperation and collaboration between public sector entities and stakeholders.
  • Contribute towards building the capability and capacity of the public sector.
  • Support the public sector to respond quickly to deliver outcomes for the State.

Host entity

  • Assist in the management of workload surges and priorities.
  • Respond to temporary resourcing needs.
  • Obtain expertise to assist with complex problems and deliver key initiatives or priorities for the entity or the State.
  • Establish and strengthen networks with other public sector entities and stakeholders.
  • Learn new perspectives and ideas to promote business improvement and innovation.
  • Contribute towards building the capability and capacity of the public sector.

Workforce mobility may be initiated by either an employee or an employer.

Some opportunities may be advertised internally within a public sector entity (e.g. an expression of interest), or externally on the Smart jobs and careers website (see Jobs for Government employees).

Workforce mobility may also be initiated through conversations between an employee and their manager, between teams or entities.

Understand the details of the proposed arrangement including:

  • the reason for the opportunity
  • the background of the host entity (e.g. stakeholders, key organisational functions and current priorities)
  • the details of the arrangement, such as:
    • role and work unit
    • mechanism (e.g. secondment or mobility arrangement)
    • changes to work location, remuneration or payroll arrangement
    • role responsibilities and key deliverables
    • timeframes
    • terms and conditions
  • whether your flexible work arrangements or workplace adjustments can be adopted by the host entity, or if there are alternative flexible work arrangements or workplace adjustments available or appropriate for the mobility arrangement
  • any conflicts of interest you may need to declare and how they may be managed
  • potential impacts to your entitlements including leave, accrued time, TOIL, salary packaging arrangements and superannuation (this may need to be clarified following discussion between the home and host entity).

Understand the benefits of the opportunity including:

  • if the opportunity aligns with your development goals in your performance and development agreement
  • what skills and learnings you will bring back to the organisation
  • what the benefits are to the host entity (e.g. does the arrangement contribute to government priorities and to the State?).

Present a case to your manager on why they should support this opportunity. Prepare and outline:

  • the details of the arrangement
  • the benefits to you and the organisation
  • how the opportunity aligns to your performance and development goals
  • solutions to overcome challenges that may prevent approval of your request
  • contact details for the host entity representative
  • the timeframe that a decision must be made by
  • a copy of the Workforce mobility directive and any relevant supporting resources.

If your request is not supported:

  • seek to understand the reasons for the decision
  • discuss whether there may be opportunity for workforce mobility in the future (e.g. is there a time of the year that may be more appropriate due to organisational priorities)
  • discuss alternative actions you can take in the interim (e.g. alternative opportunities to gain the professional development you are seeking, updating your performance and development agreement).

Workforce mobility is encouraged in the Queensland public sector. Decisions about workforce mobility should be considered with a collaborative, whole of sector mindset as outlined in the Workforce mobility directive.

Workforce mobility is not limited to within the Queensland public sector. Refer to the Workforce mobility options flow chart (PDF, 193.5 KB) for guidance on the types of arrangements available.

Reasonable and genuine consideration should be given when making decisions about workforce mobility requests. Consider:

  • the benefits to the employee (does the opportunity align with the employee’s development goals?)
  • the benefits to the home entity (what skills and learnings will the employee bring back to the organisation?)
  • the benefits to the host entity (does the arrangement contribute to government priorities and to the State?)
  • the impact to the team, organisational priorities and service delivery
  • the risks of denying the employee the opportunity (is there a risk they may permanently leave the team? will there be alternative development opportunities in the future?)
  • the industrial implications of the arrangement (e.g. impact to the employee’s pay and conditions)
  • potential solutions to overcome challenges preventing approval of the request (e.g. resourcing challenges it may pose for the home entity).

If a workforce mobility request cannot be supported:

  • provide the reasons for the decision to the employee
  • discuss with the host entity if there is an alternative arrangement that would be more suitable (e.g. adjusted timeframes)
  • discuss with the employee whether there may be opportunity for workforce mobility in the future (e.g. is there a time of the year that may be more appropriate due to organisational priorities)
  • discuss alternative actions the employee can take in the interim (e.g. alternative opportunities to gain the professional development they are seeking, updating the employee’s performance and development agreement).

Executives, managers and employees are encouraged to work together to identify solutions to overcome challenges that may prevent workforce mobility.

Managing service delivery requirements

  • Consider whether workforce mobility opportunities can be adjusted to suit organisational needs. For example, delayed commencement, shorter timeframe or part-time arrangements where an employee shares time between the home and host entity.
  • Consider whether deliverables can be delayed or reprioritised, or if you can reallocate resources within the organisation.
  • Consider appropriate options to backfill released employees in a shorter timeframe than advertising. For example, workforce mobility arrangements at level or for 6 months or less do not require advertising under the Recruitment and selection directive.
  • Discuss workforce mobility during performance and development conversations so the organisation can plan for mobility and employee development, and set realistic employee expectations including types of mobility and periods when mobility is most likely to be supported.
  • Consider tracking mobility requests, approvals and refusals to understand whether workforce planning or cultural change is required in the organisation.

Managing the risk that high performing employees may not return

  • Ensure that employee career and professional development is supported and promoted within the organisation and discussed during performance and development conversations.
  • Seek feedback from employees to understand organisational satisfaction and ways to improve organisational culture, and take action to address this where appropriate.
  • Seek to understand the reasons for employee turnover and address the causes where appropriate.
  • Keep in regular contact with employees released for workforce mobility so that they feel connected to the team and organisation.
  • Provide employees who have returned from workforce mobility with opportunities to share and utilise their new skills.

Managing employee reluctance to request mobility opportunities

  • Entities to promote a culture of encouraging workforce mobility to support government priorities and employee development.
  • Encourage executives, managers and employees to share their mobility successes, learnings and the benefits for their organisations and careers.
  • Ensure that employee career and professional development is supported and promoted within the organisation and discussed during performance and development conversations.

Home and host entities need to consider the following key actions before, during and after workforce mobility arrangements.

Prior to commencement

  • Consider the requirements of the Workforce mobility directive.
  • Ensure the correct documentation has been completed, approved and sent to payroll (where applicable).
  • Arrange for leave to be transferred to the host entity (if applicable).
  • Consider any suitability for employment checks required.
  • Ensure the employee has declared any conflicts of interest and consideration has been given to how any identified conflicts of interest will be managed.
  • Ensure the employee understands the role requirements and performance expectations.
  • Discuss flexible work arrangements or workplace adjustments.
  • Prepare handover and induction documentation.
  • Discuss arrangements for the employee and home entity to stay connected.
  • Discuss opportunities for the employee to apply or share learnings upon return.
  • Clarify which entity’s electronic devices the employee will use and what will happen with the home entity devices during the arrangement.

During workforce mobility

  • Ensure the employee is fully onboarded, including any mandatory training and policies which apply to the employee during the arrangement.
  • Discuss the responsibilities and performance expectations of the role and how the employee will be supported during the arrangement.
  • Clarify the process for timesheets and leave approvals.
  • Implement agreed flexible work arrangements or workplace adjustments.
  • Ensure the home entity and employee stay connected.
  • Requests for extensions or changes to the terms of the arrangement should be discussed as early as possible.
  • Discuss any concerns that arise during the arrangement with the employee, the home and host entity, and escalate in accordance with the relevant complaints management framework or grievance procedures if required.

Prior to return

  • Support the employee to use any remaining accrued time balances if they cannot be transferred to the home entity.
  • Consider whether the employee wishes to take any leave before finishing with the host entity and recommencing in the home entity.
  • Notify payroll and transfer and reconcile leave balances (if applicable).
  • Arrange for the employee to handback any electronic devices (if applicable).
  • Arrange for the host entity manager to provide feedback to employee and host manager about the employee’s performance and experience.
  • Ensure the home entity manager discusses with the employee what work they will focus on upon return, as well as any organisational changes or important information to be aware of.
  • Consider the skills and experience gained by the employee and how these learnings can be shared and integrated into the home entity.

Decisions about workforce mobility arrangements for senior executive level roles must be made and documented in accordance with the Senior Executive Service employment arrangements guideline.

The Workforce mobility directive supporting resources includes an example of a completed mobility arrangement using the template (PDF, 295.8 KB) for a senior executive service employee.

Further information and resources to supplement the Workplace mobility directive include:

Last updated:
1 August 2025