HUMAN RESOURCE MANAGEMENT KIT FOR IT OUTSOURCING.docx

HUMAN RESOURCE MANAGEMENT KIT FOR IT OUTSOURCING.docx

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HUMANRESOURCEMANAGEMENTKITFORITOUTSOURCING

HUMANRESOURCEMANAGEMENTKITFORITOUTSOURCING

TheHumanResourceManagementKitforITOutsourcingisacompilationofdocumentstoassistAPSAgencieswiththeHumanResourceManagement（HRM）aspectsofIToutsourcing.

ThepurposeoftheKitistodevelopandexpandontheemploymenttransitionframeworkandtoprovideanoverviewforAgenciesonthemanagementofstaffaffectedbyIToutsourcing.TheKitisnotintendedtoreplacelegalordetailedadviceonindividualsituationsastheyarise,butprovidesaworkableframeworkwithinwhichAgenciescanmanagehumanresourceswhenoutsourcing.

ThisversionoftheKitupdatesthematerialoriginallydevelopedbytheformerOfficeofAssetSalesandCommercialSupport（OASACS）andthePublicServiceandMeritProtectionCommission（PSMPC）drawingoninformationprovidedbytheAustralianTaxOffice（ATO）,theDepartmentofEmployment,WorkplaceRelations（DEWR）andtheDepartmentofFinanceandAdministration（Finance）.

ThePSMPChasalsopreparedmoredetailedadviceonthehumanresourceaspectsofoutsourcing-Outsourcing-HumanResourceManagementPrinciples,Guidelines,GoodPractice（Secondedition,July1998）andEmploymentFrameworkforInformationTechnologyOutsourcing（July1998）,bothofwhichareavailableonthePSMPC'swebsite.ThePSMPCiscurrentlyupdatingandconsolidatingthesepublicationsintoasinglebookletthatwillbeissuedaspartoftheWorkingTogetherseries.

ThereferencematerialprovidedintheKitmaychangeaslegislationandPublicServiceproceduresareamended.ThePSMPCaimstoprovidelinkstoupdateddocumentationthroughitsinternetsiteatwww.psmpc.gov.au.

TableofContents

Introduction

ImportanceofHumanResourceManagementissues

Ethicalmanagementofoutsourcing

Restrictionsonkeydecisionmakers

Staffsupportstrategies

EmploymentframeworkforIToutsourcing

Phasedapproach

CleanBreakapproach

Advantagesanddisadvantagesofeachapproach

Workplacerelationsissues

Superannuationarrangements

Staffentitlements

Attachments

1.FREQUENTLYASKEDQUESTIONSBYMANAGEMENT

2.FREQUENTLYASKEDQUESTIONSBYSTAFF

3.PROJECTOUTLINEOFHRSTEPSTOBETAKENUNDERTHEPHASEDAPPROACH

4.PROJECTOUTLINEOFHRSTEPSTOBETAKENUNDERTHECLEANBREAKAPPROACH

5.PROTOCOLSFORAGENCYEMPLOYEESANDCONSULTANTS

6.SAMPLECLAUSESFORINCLUSIONINREQUESTSFORTENDERANDSERVICESAGREEMENTS

7.TRANSMISSIONOFBUSINESS-SAMPLECLAUSESFORINCLUSIONINREQUESTSFORTENDERANDSERVICESAGREEMENTS

Introduction

InMay1997,theGovernmentagreedinprincipletooutsourceitsInformationTechnology（IT）infrastructureservicessubjecttocompetitivetenderingprocesses.ThisdecisionappliestoallbudgetfundedAgenciesandrelatesspecificallytotheirmainframe,midrangeanddesktopplatformsandincludeswideareaandlocalareanetworks.

AwholeofgovernmentapproachtooutsourcingITinfrastructureservices,involvingAgenciessubjecttotheFinancialManagementandAccountabilityAct1997（FMAAct）andAgenciessubjecttotheCommonwealthAuthoritiesandCompaniesAct1997（CACAct）beingarrangedintogroupswasagreedbecauseofthesignificantbenefitstoberealisedthroughconsolidationprinciplesintheformof:

∙economiesofscale;

∙commonITplatformsacrossAgencies;

∙reducedcontractadministrationcosts;

∙lessduplicationindevelopingsolutions,procurementandsupportservices;and

∙leverageinnegotiationswithnewserviceproviders.

Atthetime,theMinisterforFinanceandtheMinisterAssistingthePrimeMinisterforthePublicServicewerechargedwithdevelopinganemploymenttransitionframeworktoassistparticipatingAgenciestomanagethehumanresourcedimensionsoftheITInfrastructureInitiative.TheOfficeofGovernmentInformationTechnologyadvisedAgenciesofthekeyelementsofthatframeworkinAugust1997.

FollowingtheReviewoftheImplementationoftheWholeOfGovernmentInformationTechnologyOutsourcingInitiative（theHumphryReview）inDecember2000,theGovernmentwillcontinuetosettheoveralldirectionforIToutsourcingwithresponsibilityforimplementationdevolvedtoAPSAgencyHeads.AgenciescannowdeterminetheappropriateoutsourcingmodeltoadoptwithintheboundsoftheInitiative.TheoutcomesofimplementingthepolicywillbeincludedintheperformanceassessmentsofAgencyHeadsandthePublicServiceCommissionerwillreportonprogressoftheInitiativeannuallyintheStateoftheServiceReport.

Allbudget-fundedAgenciesarerequiredtotakepartintheInitiative,regardlessofwhethertheyareAustralianPublicService（APS）Agencies,FMAActAgencies,orCACActbodies.NotallAgenciestakingpartintheInitiativewillbeAPSemployers（i.e.AgencieswhichemploystaffunderthePublicServiceAct1999（thePSAct））.WhereAgenciesareAPSemployers,theemploymenttransitionframeworkdevelopedin1997willcontinuetoapply.WhereAgenciesarenotAPSemployers,theymayconsiderthisKitasaguidetogoodHRMpracticenoting,however,thattheemploymenttransitionframeworkisintendedtoapplytoallAgenciestakingpartintheInitiative.

ImportanceofHumanResourceManagementissues

CarefulattentiontoHRMissuesiscrucialtofairandequitableoutcomesforstaffaffectedbyoutsourcingandtoachievingpositiveoutcomesfortheCommonwealth,newserviceproviders,andclients.

Acarefullyplanned,structured,andexecutedHRMstrategyisbuiltaroundseveralkeyprinciples,namely:

∙ensuringthatallstaffaffectedbyoutsourcingdecisionsaretreatedfairlyandequitably;

∙providingadegreeofcertaintyaboutthestaffingapproachtobeadopted;

∙seekingtomaximiseaharmoniousindustrialenvironmentandtominimisethepotentialforindustrialdisputationpriorto,andduring,thechangeovertothenewserviceprovider;

∙maintainingtheviabilityofthefunctionandcontinuityofbusinessduringtheoutsourcingprocess;

∙ensuringthatrelatedprocessesarefocusedonachievingbestvalueformoney;and

∙ensuringthatstaffareawareofwhatconstitutesethicalstandardsandbehaveethicallyinrelationtotheoutsourcingofanactivity.

TwopublicationsissuedbythePSMPC,Outsourcing:

HumanResourceManagementPrinciples,Guidelines,GoodPractice（Secondedition,July1998）andEmploymentFrameworkforInformationTechnologyOutsourcing（July1998）emphasisetheimportanceofdevelopingaspecificHRMplan,linkedtotheoverallcorporatestrategy.ThedevelopmentofanHRMplanwillassistinensuringthatattentionisgiventothebroaderaspectsofanoutsourcingdecision.ThePSMPCiscurrentlyupdatingandconsolidatingthesepublicationsintoasinglebooklet.

ThePSMPC’spublicationsstresstheimportanceofinvolvinganAgency’shumanresourcesandworkplacerelationsspecialistsearlyintheoutsourcingprocess.ThedevelopmentofaneffectiveHRMplanandcommunicationsstrategywillresultinstaffandtheirrepresentativeshavingagreaterunderstandingoftheprocessesinvolvedintheoutsourcingprocess.Asaresult,staffwillbebetterinformedtomakedecisionsabouttheirfutureandbetterabletocontributeinapositivesensetotheoutsourcingprocess.

Ethicalmanagementofoutsourcing

TheAPSValuesandCodeofConductareincludedinthePSActandapplytoallAPSstaff.TheAPSValuesdescribethestandardsandoutcomesthatarenecessarytomaintainpublicconfidenceintheintegrityofthepublicserviceandtheprofessionalismofpublicservants.TheCodeofConductprovidesaclearstatementtothosewithintheAPS,andthepublic,oftheconductandbehaviourthatisexpectedofAPSemployees.APSemployeesarerequiredtobehaveatalltimesinawaythatupholdstheAPSValuesandtheintegrityandgoodreputationoftheAPS.

CertainprovisionsoftheValuesandtheCodeofConductarerelevanttooutsourcingexercisesandtothehandlingoftheHRMaspectsofoutsourcing.Forexample,theAPSvaluesincludestatementsabouttheethicalstandardsandaccountabilityrequirementsoftheAPSwhiletheCodeofConductrequiresAPSemployeestobehavehonestly,todisclose,andtakereasonablestepstoavoid,realorapparentconflictsofinterestandprohibitstheimproperuseofinsideinformationtogainabenefitforanemployeeoranyotherperson.

Inoutsourcinganactivity,anAgencyshouldensurethat:

∙staffperformtheirfunctionsinaprofessionalmanner;

∙servicesaredeliveredtotheAustralianpublicinafairandimpartialway;

∙decisionsaremadeintheinterestsoftheCommonwealth;and

∙staffobservethehighestethicalstandardsandthatallstaffareawareofandunderstandtheAPSValuesandAPSCodeofConduct.

AsetofprobityprotocolsforAgencyemployeesandconsultantswhichAgenciesmayusetoensurethatproperethicalstandardsaremaintainedisatAttachment5.

Someofthemeasuresthatmightbeadoptedtoassistinensuringtheprobityoftheoutsourcingprocessinclude:

∙allsignificantdecisionsandrecommendationsaresubjecttoreviewbypeersandseniormanagement;

∙comprehensiveevaluationandnegotiationprocessesareestablishedtoinformdecisionmakersabouttherespectivemeritsofeachtender;

∙acomprehensiveprobityplanisestablishedandexternalindependentprobityadvisersareusedtoadviseonallprobityaspectsofthetenderprocessincludingtheevaluationanddecision-makingprocesses;

∙in-scopestaffaregenerallyexcludedfromtheevaluationandnegotiationprocessestherebylimitingtheprospectofanyrealorapparentconflictofinterest,orpotentialconflictofinterest;

thisdoesnotpreventin-scopestafffromparticipatinginevaluationprocesseswheretheyhavespecialistknowledg