The following interactive tables show key demographic measures by department and occupational group.
The following visualisation displays data by department and workforce metrics over time.
The following visualisation provide the views and experiences of Public Service staff by subject and demographic groups (captured via questions and agreement scales asked in Te Taunaki | Public Service Census).
The following visualisation shows the diversity of Public Service staff by department (as captured in questions asked in Te Taunaki | Public Service Census).
Core Crown is a reporting term used in the Financial Statement of the Government of New Zealand (The Treasury) consisting of departments, Offices of Parliament, the New Zealand Super Fund and the Reserve Bank of New Zealand. Total Crown includes the core Crown (defined above) plus Crown entities and State-owned Enterprises.
Ethnic pay gaps are defined as the difference between the average salary for an ethnic group and the average salary of those not in that ethnic group, and are expressed as a percentage of the average salary of those not in the ethnic group.
These metrics cover the number of employees who identify themselves as having a certain ethnicity. They are calculated by taking the number of people who identify themselves as being in the ethnic group divided by the number of people who have provided an ethnicity. A person may identify with up to three ethnicities in the Workforce Data collection.
For the full-time equivalent metric, an employee is assigned an FTE value between 0 and 1 depending on the proportion of full-time hours (however defined by each department) worked. For example, an employee working full-time equals 1 FTE while an employee working 60% of full-time hours equals 0.6 of an FTE. The FTE values of all employees are added up to give the total number of FTE employees in an organisation. For the headcount metric, each employee is counted as one.
The gender pay gap used in the Public Service Workforce Data (PSWD) information is defined as the difference between the average salary for women and the average salary for men, and is expressed as a percentage of the average salary for men. Gender pay gap may also be calculated using median salaries. Agencies with small numbers of employees have not had their gender pay gaps reported due to the impact this may have on confidentiality or data quality. This follows guidance from Stats NZ on measuring organisational gender pay gaps. More information on analysing the gender pap gap within organisations can be found on the Ministry for Women website, including how it manages its own pay gap as a small agency.
Occupational groups used in the Workforce Data have been defined from detailed occupational ANZSCO codes (Australian and New Zealand Standard Classification of Occupations) supplied for each employee by departments. They have been designed to reflect key occupational groups for the Public Service.
The total number of staff whose employment ended owing to 'restructuring/severance' or 'redundancy' reason within the last 12 months.
A Senior Leader is defined as an employee who is either a tier one, two or three manager in their department.
The average number of days sick and domestic leave taken per employee metric includes permanent staff (i.e. excludes fixed term staff), and only includes staff that are eligible for sick leave.
Sickness absence includes absence for:
Sickness absence excludes long-term sick leave where staff have been moved from sick leave onto another arrangement such as Leave without Pay, and also excludes maternity/paternity leave.
The Workforce Data definition of sick leave was expanded in 2013 to align with Benchmarking Administration and Support Services (BASS) definitions. This had the effect of slightly increasing the Sick and Domestic leave balance.
The average length of time that an employee has worked in a single department (years). The metric includes permanent staff only.
Turnover rates for the Public Service are derived from the exits of staff from departments. As a result, turnover includes movements between departments and so the actual level of ‘loss' to the Public Service is below the figures reported in this report. Two turnover measures are used:
Core unplanned turnover – primarily due to resignations of permanent (open-term) employees, but also includes retirements, dismissals and deaths. Core turnover rate is calculated as follows:
Core turnover = (terminated permanent staff, who left due to resignation, retirement, dismissal, death or unknown reasons) / [(current year's permanent headcount + previous year's permanent headcount) / 2] x 100, (excludes fixed-term employees).
Gross turnover – includes both core unplanned and planned turnover. Planned turnover includes cessations of staff on fixed-term employment agreements and cessations due to restructuring. Gross turnover rate is calculated as follows:
Gross turnover = (terminated staff on permanent and fixed-term contracts who left for any reason)/ [(current year's headcount + previous year's headcount) / 2] x 100.
The workplace injuries section has two indicators that have been calculated using administrative data sourced from ACC:
The year of the survey. The Workforce Data collection is a snapshot of information as at 30 June of each year.