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Our people

​Workplace profile

As at 30 June 2018:

  • 91,129 employees, made up of approximately 72,341.17 full-time equivalent (FTE)
  • approximately 94 per cent of our workforce is based in a school
  • 1,895.60 FTEs (2.6 per cent of the total workforce) providing corporate services to the department
  • 0.3 per cent are Senior Executive Service (SES) Officers, miscellaneous workers and trainees
  • permanent staff retention rate of 95.1 per cent
  • annual permanent separation rate of 4.9 per cent.

During the 2017-18 financial year, one employee received a redundancy package at a cost of $169,171.14. Employees who did not accept an offer of redundancy were offered case management for a set period of time, during which reasonable attempts were made to find alternative employment placements.

At the conclusion of this period, and where it is deemed that continued attempts of ongoing placement were no longer appropriate, under exceptional circumstances (as defined in Directive 04/18 Early Retirement, Redundancy and Retrenchment) employees yet to be placed were terminated and paid a retrenchment package.

No retrenchment packages were paid during the period.

The department's staff numbers are based on Quarter 2, 2017 Minimum Obligatory Human Resource Information point-in-time data.

Figure 6: Workforce by type of employment

Figure 6: Workforce by type of employment

  • Permanent = 77.8%
  • Casual or contract = 3.9%
  • Temporary = 18.3%
  • Total = 100%

Figure 7: Main occupational groups

Figure 7: Main occupational groups

  • Teachers = 64.0%
  • Teacher Aides = 14.8%
  • School office = 1.8%
  • Cleaners= 5.8%
  • Public Servants = 13.1%
  • Others = 0.5%
  • Total = 100%

In 2017-18, we continued supporting our staff by:

Providing opportunities for personal and professional growth of all employees through performance and leadership development

The department supports the personal and professional growth of all employees through performance and leadership development frameworks across all levels of the organisation.

We delivered a range of leadership capability development programs and initiatives for AO2 to senior officer employees, including:

  • Leading Where You Are (statewide) - 493 participants
  • People Matters - 83 participants
  • Emerging Leaders - 96 participants
  • Senior Officer Leadership Development Initiative - 46 participants

Supported School Business Managers through:

  • a OnePortal website
  • over 206 grants to undertake a Diploma of Leadership and Management or a Diploma of Business
  • delivery of 26 human resources roadshows to 886 school administration officers and business managers.

In 2018, we launched the newly developed Mandatory All Staff Training program designed to improve the quality, consistency and effectiveness of compliance training for new employees.

As at 30 June 2018, 68,217 employees have completed the training with an average satisfaction rating of 8 out of 10.

The department has:

  • conducted principal information and regional HR session presentations to 224 secondary and P-12 schools across Queensland to build capability and inform workforce planning in schools and regions
  • delivered the Restart Teaching program to 158 participants
  • supported more than 423 teacher mentors across Queensland to complete the Mentoring Beginning Teachers Program so every new teacher has access to a trained mentor.

We provided 120 newly appointed substantive principals with induction to the role of principal via the Principal Induction conference and supported beginning teachers with induction to the department at the Beginning Teachers conference, attended by 530 staff.

We encouraged 35 aspiring Aboriginal and Torres Strait Islander leaders into higher-level leadership positions through participation in the Aspiring Aboriginal and Torres Strait Islander Leaders program and supported 56 staff towards higher-level leadership positions in the special education sector through the Aspiring Special Education Leaders program.

We supported 40 women to participate in the Women in School Leadership program, aimed at building leadership skills and increasing representation of women in school leadership positions.

We committed to and promoted a Graduate Program for commencement in 2019, consulted with 112 Schools Officers to support their attainment of a Certificate III in government through the Recognition of Prior Learning process and supported the personal and professional growth of all employees through the pre-qualified panel of professional development providers. The panel currently has 56 providers under contract, with seven joining the panel in the 2017-18 financial year.

We provided 451 teachers with access to professional development and upskilling across priority science, technology, engineering and mathematics (STEM) and languages curriculum areas.

Raising awareness of domestic and family violence

Preventing domestic and family violence (DFV) in our community is everybody's responsibility. It can impact anyone regardless of age, wealth, location, cultural background, sexual identity or gender. To make sure we are contributing to the government's vision to eliminate domestic and family violence, we:

  • developed new resources and commenced rollout of a statewide domestic family violence (DFV) training program to increase employee capability
  • participated in the corporate White Ribbon Workplace Accreditation program to influence organisational culture change in relation to DFV
  • partnered with Our Watch and the Luke Batty Foundation to implement the Creating a Violence-free future: developing a whole-school approach to Respectful Relationships Education in Primary Schools pilot in 10 primary schools; and
  • ensured alignment with the Queensland Procurement Policy by taking into account workplace policies and practices aimed at ending domestic and family violence as part of supplier evaluation and selection.

Managers are more confident they can effectively communicate with employees affected by domestic and family violence:

      2016-2017 = 78%
      2017-2018 = 85%

Staff awareness of policies to support employees affected by domestic and family violence has increased to 82% up from 54% in 2016:

      2016-2017 = 54%
      2017-2018 = 82%

Embedding the Wellbeing Framework

As one of Queensland's largest employers, we know the importance of focusing on staff wellbeing. A systemic approach, using evidence-based processes and tools, will increase the effectiveness of individual wellbeing initiatives and maximise the sustainability of staff wellbeing programs within our schools and workplaces.

Our Staff Wellbeing Framework provides a model for wellbeing that includes five interdependent wellbeing dimensions supporting a holistic approach to wellbeing at the individual, school/workplace and organisational level. The 5 wellbeing dimensions include: physical, psychological, financial, occupational, and social and community engagement. The Framework outlines the rationale for addressing staff wellbeing and recognises the relationship between teacher wellbeing and student learning and that 'a healthier workforce will positively influence student engagement leading to better learning outcomes'.

The implementation of the Staff Wellbeing Framework across the department is underpinned by two overarching goals and six objectives describing how the goals will be achieved.

In 2018, the department continued to strengthen its commitment to providing safe, healthy and inclusive workplaces by the following initiatives:

  • Embedding and reinforcing health safety and wellbeing as a departmental value.
  • Launching the new Staff Wellbeing Learning and Resources Portal which houses four psychological wellbeing online courses and has plans for expansion. The new portal joins our existing OnePortal Intranet site which offers a comprehensive planning guide, staff wellbeing policy, and a range of supporting resources including case studies, vignettes, ideas, activities and low or no-cost providers across all five wellbeing dimensions.
  • Expanding the Wellbeing Champions initiative to showcase staff excellence in positively influencing wellbeing across our schools and workplaces and help drive cultural change within the department. The department now has 15 Wellbeing Champions across the state.
  • Introducing new initiatives for principals and deputy principals to access additional coaching and support, training to assist managing stress and access to an online health and wellbeing program to address health behaviours such as sleep and physical activity.

Knowing the value in being diverse, inclusive and flexible

The department continues to build a diverse and inclusive workplace to reflect the children, young people and community accessing education and training services.

We are committed to fostering a supportive workplace culture where employees are encouraged and assisted to balance work, family and other aspects of personal life.

In 2018, the department's draft diversity and inclusion framework was released for consultation. The framework is expected to be finalised and published in July 2018. The framework outlines several foundation and focus areas for strategic development which have already commenced, including:

  • Flexible by Design - a cultural change piece designed to improve the uptake of flexible work arrangements across the agency, including the development of a new flexible work agreement to be launched in August 2018.
  • Dignity and Respect - launched in June 2018, the Dignity and Respect toolkit allows managers and principals to set the tone in relation to respectful workplace behaviours.
  • Proud at Work Strategy and partnership with Pride in Diversity partnership has commenced to build understanding and capability in relation to LGBTIQ+ workforce inclusion.
  • From 1 July 2018, the department will enter into a partnership with Job Access to support the development of our workforce disability strategy, Able — Valuing the talent in all abilities.

The department continues to support staff by offering a range of flexible work options including:

  • part-time work, part-year work/annualised hours, job sharing, compressed work hours, flexible work hours/shifts and term-time work arrangements; and
  • telecommuting, hot desks, purchased leave/extended leave/deferred salary schemes and leave at half pay.
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Last updated
02 November 2018