- Title page
- Commissioner's Foreword
- A Public Service for the Future
- Executive Summary
- Staff Numbers
- People Costs
- Leadership in the State Services
- Capability and Diversity
- Appendix 1: FTE employees by department
- Appendix 2: Department diversity information
- Appendix 3: Tenure, annual leave, and sick leave by department
- Appendix 4: Occupations in the HR customised occupation groups
- Appendix 5: Definitions
A Public Service for the Future
The vision of trusted, engaged and high performing State services that improve the lives of New Zealanders can only be realised if we have the right numbers and mix of capable people who can be deployed when and where they are most needed. With greater collaboration across agencies, the knowledge and skills of State servants will increasingly become a system-wide resource as well as an agency resource.
The New Zealand Public Service has a strong tradition of professionalism and expertise. In a fast changing world, we will need to use that strong foundation to build new and different capabilities. To deliver more agile public services we will need stronger capabilities in building relationships and working with our customers and partners. Our workforce will be much more diverse to better reflect and respond to the changing face of New Zealand communities. We will also need skills for the digital age including harnessing large-scale data and information sources.
The State Services Commission is working with Public Service agencies in our stewardship role to ensure that the system has the knowledge and skills needed now and for the future.
Identifying and growing leaders is a critical ingredient of successful change. We already have a system-wide programme in place to develop our current and future leaders. Over the next four years we will build a robust leadership pipeline. Our goal is to develop talented leaders at all levels of the Public Service and to ensure that leaders can be deployed to where they are most needed. Providing opportunities for talented people who are early in their careers to develop leadership capability is an important part of this picture.
We are also prioritising effective workforce strategy and planning to ensure the Public Service is able to respond to the needs of all New Zealanders. Four-year Plans are a central tool, enabling agencies to align their people capability requirements to business intentions.
Four-year Plans, based on sound workforce analysis and accurate information, provide a platform for identifying and responding to capability gaps and pressures system-wide. We will continue to support agencies as they actively build an effective workforce in a dynamic and challenging environment. A recent cross-agency initiative to develop an environment scan as a resource for all agencies highlights the value that can be achieved by working collectively to improve workforce planning.
Human resource professionals have a lead role as experts and business partners in a sector where people are critical to success. Over the next two years and beyond we will be working with HR leaders to build the capability and resilience of people functions system-wide.
Importantly the Human Resource Capability survey is a product of the collective effort of all Public Service agencies. As such, it models the value of information and shared endeavours to provide a resource that supports agency and system-wide work towards more evidence-based people strategies.
Government Chief Talent Officer