4 September 2013

Report
Heads of Corporate Forum
4 September 2013
1
Progressing Core Skills in the APS
Liz Quinn
Group Manager
Strategic Centre for Leadership, Learning and Development
02 6202 3760
[email protected]
2
In this presentation
• Background
• Approach – pilot projects
• Results of pilot tests
• Next steps and future priorities
3
APS Leadership and Core Skills Strategy 2012-13:
priorities framework
People &
organisational
development
• Coaching &
developing others
• Building & leading
high performing
teams
• Workforce
planning
• Business planning
Leadership dimensions
Professional
public service
skills
• Policy
development &
implementation
• Delivery
management
• Regulatory
frameworks &
practices
Core public service skills
APS - EL
Applying ethical & legal
frameworks
• APS ethics and values
• APS frameworks
• APS decision making
• Procurement
essentials
• Contract management
Understanding
government
• The role of the APS
• Understanding
parliamentary
processes
• Understanding
legislative processes
• Responding to the
Minister’s office
Working within
& across teams
• APS people
management
• Performance
management
• Cross-agency
working
• Dealing with change
• Working in teams
• Getting the most
out of diversity
Professional
public service
skills
• Policy
Political
• Scanning the political,
cultural & social
environment
• Diagnosing situations /
systems / challenges
• Analysing stakeholders,
issues, concerns,
perspectives
• Thinking & acting
politically
Strategic
• Generating options &
possibilities
• Gathering evidence
• Weighing up alternatives
• Balancing competing
interests & values
• Developing &
implementing plans for
strategic action
Change
• Working collaboratively
& facilitating interaction
• Engaging in dialogue
• Buildings alliances &
partnerships
• Brokering solutions &
commitment to action
People
• Creating a culture in
which people thrive
• Working with others to
create a vision
• Mobilising the capacity,
strengths and leadership
of others
• Delivery
• Regulation
Foundation skills
• Structuring work
• Building relationships & engagement
• Compelling communication
• Analytical thinking
•
•
•
•
•
Being a leader: the self in context
Ways of understanding self and others in the world
Emotional intelligence
Positive psychological capital
Learning agility & change ability
Complexity of mind: socialised, self-authoring, selftransforming
Leaders at all levels
Working with
Government
• Briefing &
responding to
APS decision
makers, ministers
& parliament
• Working with
the minister
• Developing
Cab subs
• Appearing before
Parliamentary
committees
Knowing & Doing
Decision making
& judgement
• Public sector
accountability
• Creating public
value
• Financial mgt &
budgeting
• Project, program
& risk mgt in a
complex environment
• Procurement
essentials
• Developing a business
case
Being
EL-SES
Management Skills
Where to begin?
We took four bites:
1. Structuring Work
2. APS Ethics and Values
3. Performance
Management
4. Coaching and
Developing Others
APS Leadership and Core Skills Strategy 2012-13:
priorities framework
People &
organisational
development
• Coaching &
developing others
• Building & leading
high performing
teams
• Workforce
planning
• Business planning
Leadership dimensions
Professional
public service
skills
• Policy
development &
implementation
• Delivery
management
• Regulatory
frameworks &
practices
Core public service skills
APS - EL
Applying ethical & legal
frameworks
• APS ethics and values
• APS frameworks
• APS decision making
• Procurement
essentials
• Contract management
Understanding
government
• The role of the APS
• Understanding
parliamentary
processes
• Understanding
legislative processes
• Responding to the
Minister’s office
Working within
& across teams
• APS people
management
• Performance
management
• Cross-agency
working
• Dealing with change
• Working in teams
• Getting the most
out of diversity
Professional
public service
skills
• Policy
Political
• Scanning the political,
cultural & social
environment
• Diagnosing situations /
systems / challenges
• Analysing stakeholders,
issues, concerns,
perspectives
• Thinking & acting
politically
Strategic
• Generating options &
possibilities
• Gathering evidence
• Weighing up alternatives
• Balancing competing
interests & values
• Developing &
implementing plans for
strategic action
Change
• Working collaboratively
& facilitating interaction
• Engaging in dialogue
• Buildings alliances &
partnerships
• Brokering solutions &
commitment to action
People
• Creating a culture in
which people thrive
• Working with others to
create a vision
• Mobilising the capacity,
strengths and leadership
of others
• Delivery
• Regulation
Foundation skills
• Structuring work
• Building relationships & engagement
• Compelling communication
• Analytical thinking
•
•
•
•
•
Being a leader: the self in context
Ways of understanding self and others in the world
Emotional intelligence
Positive psychological capital
Learning agility & change ability
Complexity of mind: socialised, self-authoring, selftransforming
Leaders at all levels
Working with
Government
• Briefing &
responding to
APS decision
makers, ministers
& parliament
• Working with
the minister
• Developing
Cab subs
• Appearing before
Parliamentary
committees
Knowing & Doing
Decision making
& judgement
• Public sector
accountability
• Creating public
value
• Financial mgt &
budgeting
• Project, program
& risk mgt in a
complex environment
• Procurement
essentials
• Developing a business
case
Being
EL-SES
Management Skills
…and we tested an approach
“All life is an experiment. The more
experiments you make the better.”
Ralph Waldo Emerson
8
Testing an approach
Analyse
business need &
research better
practice
Evaluate results –
use to continuously
improve approach
Deliver learning
program (agency
and central
delivery)
Design: Build APS
learning design
standard
Develop: QA existing
learning programs for
agency/APS use or
develop new program
Agency Reference Group: ABS, AGD, ATO, AusAID, Austrade, Clean Energy Regulator, DAFF, DEEWR, Defence, DHS,
DIAC, DOHA, DVA, FAHCSIA, Finance, Regional, RET, and Treasury.
Learning Design
Standards…
what are they?
Learning Design Standard APS context/business need The issue
for the skill
Optimal application of the skill
for high performance
Target audience
Levels/roles
Capabilities that need to
be developed
Knowledge/Skills/Attributes
Link to competency framework
if applicable
Recommended learning
approaches
Formal and on-the-job
methods for developing the
capabilities
Design specification for an Learning objectives
integrated program
Key Content/Topic areas
Program design (70:20:10)
Quality assurance checklist Content/topics
Learning process/methods
Assessment of learning
Evaluation
“Design is not just what it looks like and feels like.
Design is how it works.” Steve Jobs
The tests…………
The process for developing a learning
design standard
Application in procuring and
developing a new APS learning
program
Usefulness for quality assuring
an existing program
The value of a centrally developed
program for agencies to deliver inhouse or access through the APSC
Endorsement of an agency
program for whole-of-APS use
(including IP issues)
Results so far…….
“Results! Why, man, I have gotten a lot of
results. I know several thousand things
that won't work.” Thomas. A. Edison
Foundation skills
Foundation skills: Structuring work
Progress: Learning design standard developed > new APS learning program developed > Pilot
delivery > Evaluation
Preparation:
Skills
assessment,
manager
discussion &
project
identification
Key content:
Scoping
Planning
Implementing
Monitoring
Finalising
2-day
workshop:
Theory and
practice
On the job
implementation:
Application to work–
based project +
manager coaching
½ day Recall
session:
Consolidate
and reflect
Results and learning:
• 92% of participants who completed the program
believed their work would be more productive as a
result of the learning
• Some tightening in the structure and content of the
learning materials - addressed in a subsequent
refinement.
Management and core skills
Management and core skills: Performance management
Progress: Learning design standard developed > new APS learning program developed > Pilot
delivery > Evaluation
Preparation:
Reading
Reflection questions
Research on agency business
priorities and performance
management tools
3-day workshop:
Theory and practice
On the job
implementation:
Personal action plan
Manager and peer
coaching
Results and learning
Key content:
• Framework and principles
• Developing effective agreements
• Performance management
conversations & feedback
• Getting the best out of your
team – a high performing team
• 100% agreed they now have the
appropriate performance management and
organisational tools to assist with the
performance management process, with
64% strongly agreeing
• Some participants would like even more
practice activities
Core skills
Core skills: APS ethics and values
Progress: Learning design standard developed > QA and refinement of an existing APS
learning program > Pilot delivery> Evaluation
½ day
workshop:
Preparation:
Manager
discussion, self
assessment, preworkshop reading
Knowledge and
skills
development
Key content:
• APS Values and Employment
Principles
• Code of Conduct
• Non-compliance
• Role of PS Commissioner, Agency
Heads and SES
On the job
implementation
Results and learning:
• 5 pilot programs delivered
• 89% - 100% agreed that the program
equipped them with the knowledge and
skills needed to perform their role more
effectively.
Management skills
Management skills: Coaching and developing others
Progress: Learning design standard developed > QA of existing APS learning programs >
Planned pilot delivery of an agency program for possible APS use
E-learning module
(40 mins)
DIAC developed
Key content:
• Business case for manager as
coach
• Framework and models for
manager as coach
• Building your coaching skills
• Expanding your repertoire
2-day workshop
Defence
developed
On-the-job
implementation
Learnings to date:
• Six agencies volunteered their coaching
programs to QA against the standard:
AGD, ATO, DHS, DIAC, DVA, and Defence.
• The Strategic Centre is partnering with
Defence & DIAC to pilot whole-of-APS
program on 30-31 October 2013.
Testing the approach
Testing the approach - Assessment at this stage
Learning design standard:
• Built a shared understanding of the common APS need and a quality
approach for learning
• Proved to be an effective way of procuring/developing a purpose-built
APS learning program
• A solid basis for quality assurance but further testing of the process
required and refinement of the tool
Collectively developed APS learning program
• Indications of the potential for significant benefits (efficiency and
effectiveness)
• Important that design provides for customisation for individual &
agency context
Endorsement of an agency program for whole-of-APS use
• Highly likely – further testing underway
Next steps and future priorities
Pilot projects
• The Strategic Centre will continue to test the approach in
collaboration with agencies
• Reporting to Advisory Board in September and
Secretaries’ Board in December
• Release programs and products to agencies
Test
• Oct – Nov 2013
Evaluate &
refine
• Oct – Dec 2013
• Report to
Secretaries’ Board
Release to
Agencies
• Jan 2014
Future priorities
Design &
develop
• Aug – Dec
2013
Test
Evaluate &
refine
• Jan – Mar
2014
• Apr – Jun
2014
• Report to
Secretaries’
Board
Release to
Agencies
• July 2014
Cluster 1: Relationships
Cluster 2: Working with Government
•
•
•
•
•
•
•
•
Building relationships and engagement
Working in and across teams
Diversity and cultural competence
Building and leading high performance
teams
Compelling communications
Understanding government
Working with government
Writing for government
Get involved
• Encourage your L&D representatives to join the Reference
Group
 review the APS Learning Design Standards and
products – Govdex
 Contribute to the new Learning Design Standards
• Nominate subject-matter expertise
• Participate in program testing:
 Coaching & Developing Others pilot
30-31 October 2013
• Agency in-house pilot testing for programs
22
Discussion
Analyse
business need
& research
better practice
• Any comments/suggestions on
the approach so far?
• Delivery considerations:
 What delivery options do
agencies have for core skills
programs?
 How can we value-add in
delivery? (e.g. QA providers,
in-house delivery, QA
programs, provide products,
central delivery )
Evaluate results –
use to
continuously
improve approach
Deliver learning
program
(agency and
central delivery)
Design: Build
APS learning
design standard
Develop: QA existing
learning programs for
agency/APS use or
develop new
program
Contact
Karen Dahlstrom
Director – Learning Design, Core Skills
Strategic Centre for Leadership, Learning and Development
02 6202 3943
[email protected]
Heads of Corporate Forum
4 September 2013
25
RecruitAbility: an As One initiative
The context
A steady decline in representation
• 1999 – 5% disclosing disability, 17% unknown
• 2012 – 2.9% disclosing disability, 30% unknown
• Workforce growth approx. 50k while actual number of people disclosing
disability reduced by 593
• Obvious challenges with recruitment and retention
• Confidential employee census 6.9% of workforce disclose disability
• ABS approx 15% of working age population have a disability
As One Overview
Aims
• strengthening the APS as a progressive and sustainable employer of people with
disability, and
• improving the experience of people with disability in APS employment.
Themes
19 initiatives under the integrating themes of:
• fostering inclusive cultures;
• improving leadership across the APS;
• increasing agency demand for candidates with disability; and
• improving recruitment processes to enable more candidates with disability to enter
the APS.
RecruitAbility
Primary aims
• Develop the capability and confidence of the candidate pool
through increased exposure to the recruitment process
• Increase awareness and build skills and confidence in
hiring managers to assess the merits of candidates with
disability
• Improve employment outcomes for PWD
How it works
• Opt in scheme
• Meeting ‘minimum requirements’ in application =
progression to next phase of assessment
• No displacement
• Ensure ‘level playing field’ – reasonable adjustment
• Selection based on merit
Pilot
•
•
•
•
•
•
•
15 Agencies participating
Commenced June 2013
Agencies choose scope
Policy framework, guidance material
Flexibility - Adaptation for business context
Evaluation over 12 months
Next steps – Grad recruitment
The guide

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