Redesigning and rebalancing the workforce

The ATO has continued to implement workforce efficiencies as part of its organisational realignment program, which was largely completed by the end of 2015.

This program has reshaped our workforce and contributed to the following outcomes:

  • rebalancing the workforce to ensure it reflects our business needs and the right skills and jobs to deliver a better client experience
  • removing unnecessary layers of management to reduce red tape, empower staff and better reflect the accountabilities of leadership positions
  • greater workforce flexibility through job design and the best use of available skill sets – for example, skilling customer-facing staff to perform a wider range of service roles to streamline the client experience and deliver efficiencies
  • identifying and securing the talent and capabilities needed for the future, including high-profile work in large business and international tax administration.

In the past three years, as an outcome of the organisational realignment program, the ATO has seen a 17% reduction in its ongoing, non-ongoing and casual workforce and a 29% reduction in executive level and SES staff.

During 2015–16, we continued to make adjustments to ensure ATO structures meet new and emerging needs and deliver efficient and productive outcomes. As a result of this work, we have seen an increase in the average span of control (the number of staff reporting to a manager) from 5.8 to 6.8 staff in the past year.

With the organisational realignment program now closed, new arrangements are in place to ensure the outcomes are embedded, including enhanced workforce planning and reporting processes.