Recommendation 30: Removing structural barriers and embedding flexibility into immediate and long-term workforce planning and the employment lifecycle
Ambulance Victoria should:
- together with Ambulance Employees Australia Victoria, Professionals Australia and the Victorian Ambulance Union Incorporated, evaluate the impacts (positive and negative) of the rolled-in rate, including the degree to which all impacts are experienced equally by all staff, and the impact of the rolled-in rate on implementing new approaches to enhance workplace flexibility
- reconsider the use of the shift-weighting calculator in determining flexible work application process so that individual needs and other relevant factors are given equal consideration to fair distribution of shifts
- embed workplace flexibility into the future design of all shifts and rosters by:
- assuming that a significant percentage of the workforce will require flexibility (to be drawn from consultation with staff and unions about current and future needs) and that this will increase incrementally
- establishing a community of practice across the health sector to learn of innovative local approaches to shift and roster design
- diversifying roster design and shift length to ensure demand for emergency health services continues to be met, while enabling workforce participation by employees who require the most flexibility, rather than employees who require limited or no flexibility
- exploring options to give managers more input into roster design to ensure flexible work and local solutions are implemented
- consider flexibility as a default position when designing all roles and actively increase the cohort of part-time workers to attract a more diverse workforce, formally allowing for transition to future, full-time work, and ensuring equal access to professional development and career advancement opportunities.
What we are doing
- Evaluate the impacts of the rolled-in rate and identify options for future approach
- Reconsider the use of the shift-weighting calculator in determining flexible work applications
- Develop a flexible operating model that applies across the 24/7 service, including by building flexibility into role design by default, rostering Director-level positions overnight and uplifting Area Manager capability
- Conduct an end-to-end review of return-to-work processes to enable part-time options
- Implement the first stage of People Based Rostering in Metropolitan Melbourne and commence design work for Rural Victoria and MICA.
- Consider opportunities to deliver on-road paramedic learning model more flexibly, including developing a part-time pathway
- Create easier and more accessible pathways to transition from part-time to full-time work
- Enable team managers to have greater oversight of Fair Work Agreements and empowering their oversight of these agreements by freeing up their time (R38) and supporting them through Senior People Partners (R31)
Where we are up to
- AV will start work to remove structural barriers and embed flexibility into immediate and long-term workforce planning and the employment lifecycle once key staff are recruited.
- In July 2022, the Victorian Government agreed to fund the first stage of People Based Rostering, enabling work on implementation to progress.
To be confirmed