The Agency survey shows that 79% of government agencies
have incorporated the core values into their performance
management systems, with 15% having done so to a
high level of development. Most agencies (80%) had also
incorporated the values into their culture change, learning
and development, and recruitment and selection activities.
Fewer agencies (62%) have incorporated the values into their
The survey results show that agencies also used their own
values to inform workforce practices, rather than only using
the public sector core values (see Table 7).
The survey also found that agencies encouraged alignment
with public sector core values in a range of ways. Most
(80%) documented the values in agency objectives and
management policies, and regularly communicated them
through managers. This aligns with the view that effective
communication plays an important role in facilitating the
alignment of values throughout the sector.
A comparison of the Agency and Employee surveys shows
that the agencies that referred to values in their performance
management systems were more likely to have employees
report fewer conflicts of interest in their workplace,
more satisfaction with career development opportunities,
more awareness of relevant legislation and policies, and
performance assessments against clear criteria.
Table 7: Agency integration of values into workforce practices
Imp = implemented at basic, developed and highly developed levels; HD = highly developed level
Snapshot – Culture change
Sydney Water's My Ripple Effect program is one of a number of initiatives being adopted to target culture change. The program focuses on individuals' contribution to culture change, which is in line with research that shows the fastest way to make changes to organisational culture is to work at the individual level. The internally designed and delivered program is initially targeting 150 middle managers with additional cohorts planned. Using workshops and internal coaching, managers explore their 'ripple effect' across their team, organisation and customers, which they then use to develop a constructive working culture. The program helps individuals to make changes to thinking, attitude and behaviour that will support culture change.
The potential outcomes of the program are multidimensional, including improved career satisfaction, better relationships at the individual level, better engagement and better performance within teams. The expected flow on to our organisation is improvements in customer responsiveness and our ability to evolve as changes in the external environment occur.
"Culture starts with me and comes alive within and between our teams, to make our company thrive and enable the lives of our customers."