LEX/FOi 84090 - Page 1 of 42
PROBLEM/ BENEFITS/ REALISATION STATEMENT- Enterprise Architect Recruitment P.roject
CURRENT STATE
FUTURE STATE
REALISED STATE
Project Objectives
KEY CHARACTERISTICS
PROBLEM STATEMENT
KEY CHARACTERISTICS
BENEFIT STATEMENT
KEY CHARACTERISTICS
REALISATION STATEMENT
Understanding of the
Competition for technical roles
Unless we have a good
We know where to find
Business can more effectively
We leveraged knowledge of
Talent is available outside of
Enterprise Architect
is tight across the public and
understanding of the Enterprise
Enterprise Architects, what
target the talent they need.
talent locations, and career
major hubs, and the agency can
labour market.
private sector recruitment
Architect labour market, we risk
their career pathways look like,
pathways to build the job ad.
attract talent from across the
market.
misaligning our job pitches,
what are competitive
There were limitations in some
APS and private sector.
locations, remuneration or
remuneration packages, and
locations, the remuneration,
Candidate survey (not
talent availability.
candidate availability.
package, and a strong
completed) would have
statement on flexible work.
provided further insights.
s22-out of scope
Education is desirable, not essential
LEX/FOI 84090 - Page 6 of 42
While universities provide potential feeder pools, including education requirements as part of recruitment can
drastically narrow the available supply of talent for a position, and there is often a disconnect between education
requirements and the actual skil s needed for a role.
When hiring, organisations should ask:
• Are there similar or adjacent skil s we could search for instead – particularly skills that make it easier to learn the most
important skil s for the role?
• What skil s would someone in the role need to be effective immediately? Are there any skil s they wouldn’t need
immediately that we could develop over time?
• What level of education do we real y need for this role?
By relying less on candidates current knowledge and more on their potential, organisations can acquire talent that
can be developed in-house for greater value.
Sources:
Most Competitive Roles Report: Computer System Engineers and Architects (gartner.com)
Sourcing and Retaining EA Talent: Benchmark Data (gartner.com)
SERVICES AUSTRALIA | LABOUR MARKET RESEARCH | ENTERPRISE ARCHITECT
5
Attraction and Retention
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The scope of ‘in demand’ talent is broad, and organisations can’t afford to match significant compensation
increases for all employees they want to retain.
Organisations need to make bold, systemic change that dramatically shift the value created for employees.
Value does not necessarily mean money. Leaders can boost value by giving employees more time and more
opportunity. For example:
• Guaranteeing a maximum workload, offering compressed hours, or flexibility to reduce workload for adjusted pay
• Looking for ‘non-obvious’ cross business and cross function moves to stretch employees
• Moving people from low demand to high demand roles
• Focusing on potential by reducing or eliminating mandatory qualifications/requirements
• Recruiting high potential architects, such as high performing IT staff with an interest in an Enterprise Architecture career path, and
developing them through an apprenticeship program focused on behaviours key to being a successful architect. (See Case in Point:
Lil y’s Architecture Apprentice Program).
Source: Innovative Strategies to Attract, Retain and Thrive in the New Talent Landscape (gartner.com)
SERVICES AUSTRALIA | LABOUR MARKET RESEARCH | ENTERPRISE ARCHITECT
7
Attraction and Retention
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General attraction mechanisms (col ected via various external job advertisements):
• Work from Anywhere
• Flexible working arrangements • Employee Referral Program
• Wellness Programs
• Salary packaging benefits
which rewards $5000
• Volunteer Leave
• Novated lease options
• Hybrid home/office work
• Purchased Leave
• Annual Flu Vaccine
• Professional training
• Corporate Discounts
• Employee Assistance Program
• Free parking
• Studies assistance/bonuses
(EAP)
• Interstate remote work up to 6
• Allowance for books/training
• Up to 20% performance-based
weeks every year
material
bonus
• Family First Environment
• Pay for performance culture
• Rotation Programs
• Staff club
• Casual Dress Days
• Free travel insurance
• 16 weeks paid parental leave
• Career development and mobility
Source: SEEK
SERVICES AUSTRALIA | LABOUR MARKET RESEARCH | ENTERPRISE ARCHITECT
8
Attraction and Retention
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Gauge employee sentiment, rely less on gut instinct, and more on data:
• Exit interviews – maintain relationships with people who leave the agency, sometimes the grass isn’t always
greener – “the best pool of talented employees are the competent ex-employees who want to return”.
• Stay interviews – intervene early, is there an opportunity to move someone into another team to re-energise
them and avoid regrettable loss?
• Read employer review websites (e.g. Glass Door) to understand how our employer brand is being viewed
outside the organisation.
Ask existing high performing employees to use their network, they wil only put forward the best person that
would fit the organisation.
Source: Insights from the ‘Getting Ahead of the Great Resignation’ ELMO webinar.
SERVICES AUSTRALIA | LABOUR MARKET RESEARCH | ENTERPRISE ARCHITECT
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LEX/FOI 84090 - Page 11 of 42
Other links
What is Enterprise Architecture (EA) and why is it important? EA concepts explained in a simple way. – YouTube
Tool: Competency Model for Enterprise Architecture Talent Management (gartner.com)
SERVICES AUSTRALIA | LABOUR MARKET RESEARCH | ENTERPRISE ARCHITECT
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LEX/FOI 84090 - Page 15 of 42
Observations
Understanding
Candidates
Attracting Candidates
Recruitment Process
Panel Management
•
Analytics can inform where
•
Flexibility, location, salary
•
Candidate care should be
• Processes should take 8-10
labour market supplies are
and the type of work are
the primary focus.
weeks maximum.
based, salary rates,
key attraction levers.
university feeder pools and
•
A clear timeline should be
• Panels should clear their
career pathways (internal
•
In addition to the agency
developed and committed
schedules to meet the
and external).
EVP, role specific EVPs
to.
timeframes.
help position the context of
•
Internal candidates provide
the work in the broader
•
Different assessment
• The panel should be
insight to what attracts
agency.
techniques should be
engaged prior to
them to the role, what
explored, depending on the
shortlisting.
keeps them here, and why
•
Social media platforms
skil s and experience
they might consider
have extensive reach to
required.
• Access to the Acendre
leaving.
both active and passive
recruitment system should
candidates.
•
As much pre-planning
be done prior to shortlisting.
•
Ex-employees provide
should be done as
insight to the push/pull
•
In a tight labour market, a
possible, e.g. drafting
factors that led to their
balance may need to be
candidate
departure.
struck between ‘best
communications.
candidate’ and ‘potential
for growth’.
ENTERPRISE ARCHITECT RECRUITMENT PROJECT
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Process Improvement
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Sustain
Improve Comments
Project Management
X
Sourcing key talent to form MDT’s
X
Use of Microsoft Teams functionality to manage communication, file sharing and monitor project progress
X
Use of project planning to schedule time and deliverable commitments for MDT members
X
Meeting cadences / stand ups as a way of connecting project team members
X
Project guidance on establishing, running and closing out HR Projects, including templates and artefacts
Governance
X
Clearly defined ‘authority to action’, / SES sponsorship of project and deliverables
X
Approvals – clarity on role of approvers and what they are approving
X
Approval timeframes – gain agreement on approval timeframes in line with project deliverables
X
Seek opportunities to engage SES with artefacts prior to approval, to reduce editing, changes, or removal of key research and
approaches
Deliverables
X
Evidence based sources to inform strategies and solutions
X
Allow opportunities to test deliverables and findings with key stakeholder groups (e.g. employees, SMEs)
Recruitment
X
Use of social media and marketing/communication tactics to promote recruitment of critical roles
X
Scalable solutions for supporting business in recruitment, e.g, support from recruitment, HRBP role, comms tactics
X
Build CX (employee) focus into future recruitment to define job related EVPs for critical roles
X
Leverage SES networks to promote career opportunities in future recruitment activities
ENTERPRISE ARCHITECT RECRUITMENT PROJECT
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LEX/FOI 84090 - Page 19 of 42
From:
Nelson, Michael
To:
s22
Cc:
s47E(d) ; Charles, Lisa; Geary, Patrick; s22
; s22
Subject:
RE: For Endorsement: Enterprise Architect Project Scope [SEC=OFFICIAL]
Date:
Saturday, 16 April 2022 3:45:25 PM
Attachments:
Enterprise Architect Project - approach 220414 MN.pptx
Thanks s22 – this is framed up really well. It is essentially a two deliverable project:
· A bunch on Enterprise Architects (gained through a customised and targeted new way to
approach the market, assess and onboard them) and
· A process that can be applied to target other occupational groups that allows for
customisation (but using the same inputs and steps). I may need to explain that bit.
Thanks
M
From: s22
Sent: Thursday, 14 April 2022 12:38 PM
To: Nelson, Michael
Cc: s47E(d)
; Charles, Lisa ; Geary, Patrick ;s22
; s22
Subject: For Endorsement: Enterprise Architect Project Scope [SEC=OFFICIAL]
Good afternoon Michael
Please find attached for your endorsement the project approach proposed for the Enterprise
Architect recruitment. The project will adopt a small ‘a’ agile approach, mobilising key HR talent
from the People Division and business area to develop a fast and simplified recruitment solution.
I will work with your EA to find a time for you to have a quick check in with Lisa, Patrick and
s22
All going according to plan, I would like to commence drawing the project team together next
week.
Looking forward to hearing your views. Hope you all have a relaxing and enjoyable Easter break.
Regards
s22
s22
CPHR
Phone s22
Director, HR Business Partner - Strategy & Performance
People Support Branch (Non-Service Delivery)
PEOPLE DIVISION
s22
I acknowledge the Traditional Custodians of the lands we live on. I pay my respects to all Elders,
past and present, of all Aboriginal and Torres Strait Islander nations
LEX/FOI 84090 - Page 20 of 42
Project – Streamlined Attraction and
Recruitment Pilot (Enterprise Architects)
14 April 2022
Next steps
LEX/FOI 84090 - Page 24 of 42
by 19 April
GM People agreement
Communications to senior business stakeholders
Communications to business areas to identify and release project
team members
by 20 April
Communications to project team members
by 22 April
Commence Project Team Establishment Feature
