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Heads of Corporate Forum. 4 September 2013. Progressing Core Skills in the APS. Liz Quinn Group Manager Strategic Centre for Leadership, Learning and Development 02 6202 3760 Liz.Quinn@apsc.gov.au. In this presentation. Background Approach – pilot projects Results of pilot tests

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heads of corporate forum

Heads of Corporate Forum

4 September 2013

progressing core skills in the aps

Progressing Core Skills in the APS

Liz Quinn

Group Manager

Strategic Centre for Leadership, Learning and Development

02 6202 3760

Liz.Quinn@apsc.gov.au

in this presentation
In this presentation
  • Background
  • Approach – pilot projects
  • Results of pilot tests
  • Next steps and future priorities
aps leadership and core skills strategy 2012 13 priorities framework

Management Skills

Leadership dimensions

  • 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
  • Working with Government
  • Briefing & responding to APS decision makers, ministers & parliament
  • Working with the minister
  • Developing Cab subs
  • Appearing beforeParliamentary committees
  • People & organisational development
  • Coaching & developing others
  • Building & leading high performing teams
  • Workforce planning
  • Business planning
  • Professional public service skills
  • Policy development & implementation
  • Delivery management
  • Regulatory frameworks & practices
  • Political
  • Scanning the political, cultural & social environment
  • Diagnosing situations / systems / challenges
  • Analysing stakeholders, issues, concerns, perspectives
  • Thinking & acting politically
APS Leadership and Core Skills Strategy 2012-13: priorities framework
  • Strategic
  • Generating options & possibilities
  • Gathering evidence
  • Weighing up alternatives
  • Balancing competing interests & values
  • Developing & implementing plans for strategic action

EL-SES

Knowing & Doing

Leaders at all levels

  • 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

Core public service skills

  • 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
  • Delivery
  • Regulation

APS - EL

  • 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, self-transforming

Being

Foundation skills

  • Building relationships & engagement
  • Analytical thinking
  • Structuring work
  • Compelling communication
we took four bites
We took four bites:

Structuring Work

APS Ethics and Values

Performance Management

Coaching and Developing Others

aps leadership and core skills strategy 2012 13 priorities framework1

Management Skills

Leadership dimensions

  • 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
  • Working with Government
  • Briefing & responding to APS decision makers, ministers & parliament
  • Working with the minister
  • Developing Cab subs
  • Appearing beforeParliamentary committees
  • People & organisational development
  • Coaching & developing others
  • Building & leading high performing teams
  • Workforce planning
  • Business planning
  • Professional public service skills
  • Policy development & implementation
  • Delivery management
  • Regulatory frameworks & practices
  • Political
  • Scanning the political, cultural & social environment
  • Diagnosing situations / systems / challenges
  • Analysing stakeholders, issues, concerns, perspectives
  • Thinking & acting politically
APS Leadership and Core Skills Strategy 2012-13: priorities framework
  • Strategic
  • Generating options & possibilities
  • Gathering evidence
  • Weighing up alternatives
  • Balancing competing interests & values
  • Developing & implementing plans for strategic action

EL-SES

Knowing & Doing

Leaders at all levels

  • 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

Core public service skills

  • 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
  • Delivery
  • Regulation

APS - EL

  • 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, self-transforming

Being

Foundation skills

  • Building relationships & engagement
  • Analytical thinking
  • Structuring work
  • Compelling communication
and we tested an approach
…and we tested an approach

“All life is an experiment. The more experiments you make the better.”

Ralph Waldo Emerson

testing an approach
Testing an approach

Agency Reference Group: ABS, AGD, ATO, AusAID, Austrade, Clean Energy Regulator, DAFF, DEEWR, Defence, DHS, DIAC, DOHA, DVA, FAHCSIA, Finance, Regional, RET, and Treasury.

the tests

“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 in-house or access through the APSC

Endorsement of an agency program for whole-of-APS use (including IP issues)

results so far
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
Foundation skills
  • 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.
  • Key content:
  • Scoping
  • Planning
  • Implementing
  • Monitoring
  • Finalising
management and core skills

Management and core skills: Performance management

  • Progress: Learning design standard developed > new APS learning program developed > Pilot delivery > Evaluation
Management and core skills
  • Results and learning
  • 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
  • Key content:
  • Framework and principles
  • Developing effective agreements
  • Performance management conversations & feedback
  • Getting the best out of your team – a high performing team
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
Core skills
  • Key content:
  • APS Values and Employment Principles
  • Code of Conduct
  • Non-compliance
  • Role of PS Commissioner, Agency Heads and SES
  • 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
Management skills
  • Key content:
  • Business case for manager as coach
  • Framework and models for manager as coach
  • Building your coaching skills
  • Expanding your repertoire
  • 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.
pilot projects
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
get involved
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
discussion
Discussion
  • 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 )
contact
Contact

Karen Dahlstrom

Director – Learning Design, Core Skills

Strategic Centre for Leadership, Learning and Development

02 6202 3943

Karen.dahlstrom@apsc.gov.au

heads of corporate forum1

Heads of Corporate Forum

4 September 2013

the context
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
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
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
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
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