Annual Report 2006: Part three - Key strategies
Key people statistics
The following charts provide details of the number of full-time equivalent (FTEs) employees by business group. The majority of people continue to be engaged in customer-focused roles in our Service Delivery business unit.
Figure 22 -
Employee distribution by business unit (5,358 FTES)
The qualifications profile of our people illustrates a continued increase in the number of employees with tertiary qualifications. This reflects both a greater uptake and successful completion of tertiary study by our people and increasing recruitment of individuals with qualifications.
Figure 23 –
Qualifications
Turnover and length of service
Although turnover of our people as at 30 June 2006 was 11.9%, up from the previous year's 10.2%, our turnover rate continues to be lower than the state sector average. This increase is not unusual, given New Zealand's current unemployment levels. However, we have identified that turnover is higher for people with shorter lengths of service and we are using the engagement survey results to better understand reasons for this.
Figure 24 -
Staff turnover
Figure 25 -
Length of service
Equal employment opportunities (EEO) statistics
During the year we continued to work on initiatives that contribute to diversity and EEO outcomes. For example we:
- progressed our Positive Ageing Strategy initiatives that support our older employees
- continued to implement our Maori Language Strategy and were joint winner (central government section) of the Maori Language Week awards, supported by Te Taura Whiri i te Reo Maori
- committed to the Pay and Employment Equity Review and a refresh of our Valuing Diversity Strategy.
Figure 26 -
EEO statistics by ethnicity
|
Percentage of staff |
2004-05 | 2005-06 |
|---|---|---|
| Women |
64% |
66% |
| Men |
36% |
34% |
| People with disabilities |
3% |
3% |
| Percentage of team leaders and managers | 2004-05 | 2005-06 |
|---|---|---|
| Women team leaders |
65% |
66% |
| Women managers |
38% |
38% |
Other pages in: Part three - Key strategies
- Promoting compliance
- Providing information and support
- Maintaining compliance with the law
- Tackling the harder end of compliance
- Gaining organisational efficiency
- Reducing compliance costs
- Developing the capability of our people and providing the tools they need
- Becoming an employer of choice
- Excellent state servants
- Developing our tools
Date published: 06 Nov 2006
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