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4 September 2013
Heads of Corporate Forum
Progressing Core Skills in the APS
Liz QuinnGroup Manager
Strategic Centre for Leadership, Learning and Development
02 6202 3760
2
In this presentation• Background• Approach – pilot projects• Results of pilot tests• Next steps and future priorities
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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
Bein
g
People• Creating a culture in
which people thrive• Working with others to
create a vision• Mobilising the capacity,
strengths and leadership of others
Change• Working collaboratively &
facilitating interaction• Engaging in dialogue• Buildings alliances &
partnerships• Brokering solutions &
commitment to action
Strategic• Generating options &
possibilities• Gathering evidence• Weighing up alternatives• Balancing competing
interests & values• Developing &
implementing plans for strategic action
Political• Scanning the political,
cultural & social environment
• Diagnosing situations / systems / challenges
• Analysing stakeholders, issues, concerns, perspectives
• Thinking & acting politically
Leadership dimensions
Know
ing
& D
oing
Lead
ers
at a
ll le
vels
• Building relationships & engagement
• Analytical thinking
• Structuring work
• Compelling communication
Foundation skills
Professional public service skills• Policy• Delivery• Regulation
Working within & across teams• APS people
management• Performance
management• Cross-agency
working• Dealing with change• Working in teams• Getting the most
out of diversity
Understanding government• The role of the APS• Understanding
parliamentary processes
• Understanding legislative processes
• Responding to the Minister’s office
Applying ethical & legal frameworks• APS ethics and values• APS frameworks• APS decision making• Procurement
essentials• Contract management
Core public service skills
APS
- EL
Professional public service skills• Policy
development & implementation
• Delivery management
• Regulatory frameworks & practices
People & organisational development• Coaching &
developing others• Building & leading
high performing teams
• Workforce planning
• Business planning
Working with Government• Briefing &
responding to APS decision makers, ministers & parliament
• Working with the minister
• Developing Cab subs
• Appearing beforeParliamentary committees
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
Management Skills
EL-S
ESAPS Leadership and Core Skills Strategy 2012-13: priorities framework
Where to begin?
1. Structuring Work2. APS Ethics and Values3. Performance
Management4. Coaching and
Developing Others
We took four bites:
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
Bein
g
People• Creating a culture in
which people thrive• Working with others to
create a vision• Mobilising the capacity,
strengths and leadership of others
Change• Working collaboratively &
facilitating interaction• Engaging in dialogue• Buildings alliances &
partnerships• Brokering solutions &
commitment to action
Strategic• Generating options &
possibilities• Gathering evidence• Weighing up alternatives• Balancing competing
interests & values• Developing &
implementing plans for strategic action
Political• Scanning the political,
cultural & social environment
• Diagnosing situations / systems / challenges
• Analysing stakeholders, issues, concerns, perspectives
• Thinking & acting politically
Leadership dimensions
Know
ing
& D
oing
Lead
ers
at a
ll le
vels
• Building relationships & engagement
• Analytical thinking
• Structuring work
• Compelling communication
Foundation skills
Professional public service skills• Policy• Delivery• Regulation
Working within & across teams• APS people
management• Performance
management• Cross-agency
working• Dealing with change• Working in teams• Getting the most
out of diversity
Understanding government• The role of the APS• Understanding
parliamentary processes
• Understanding legislative processes
• Responding to the Minister’s office
Applying ethical & legal frameworks• APS ethics and values• APS frameworks• APS decision making• Procurement
essentials• Contract management
Core public service skills
APS
- EL
Professional public service skills• Policy
development & implementation
• Delivery management
• Regulatory frameworks & practices
People & organisational development• Coaching &
developing others• Building & leading
high performing teams
• Workforce planning
• Business planning
Working with Government• Briefing &
responding to APS decision makers, ministers & parliament
• Working with the minister
• Developing Cab subs
• Appearing beforeParliamentary committees
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
Management Skills
EL-S
ESAPS Leadership and Core Skills Strategy 2012-13: priorities framework
…and we tested an approach
“All life is an experiment. The more experiments you make the better.” Ralph Waldo Emerson
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Agency Reference Group: ABS, AGD, ATO, AusAID, Austrade, Clean Energy Regulator, DAFF, DEEWR, Defence, DHS, DIAC, DOHA, DVA, FAHCSIA, Finance, Regional, RET, and Treasury.
Analyse business need & research better
practice
Design: Build APS learning design
standard
Develop: QA existing learning programs for
agency/APS use or develop new program
Deliver learning program (agency
and central delivery)
Evaluate results – use to continuously improve approach
Testing an approach
Learning Design Standards…what are they?
APS context/business need for the skill
The issueOptimal application of the skill for high performance
Target audience Levels/roles
Capabilities that need to be developed
Knowledge/Skills/AttributesLink to competency framework if applicable
Recommended learning approaches
Formal and on-the-job methods for developing the capabilities
Design specification for an integrated program
Learning objectivesKey Content/Topic areasProgram design (70:20:10)
Quality assurance checklist Content/topicsLearning process/methodsAssessment of learningEvaluation
Learning Design Standard
“Design is not just what it looks like and feels like. Design is how it works.” Steve Jobs
Endorsement of an agency program for whole-of-APS use (including IP issues)
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
Application in procuring and developing a new APS learning program
The process for developing a learning design standard
The tests…………
“Results! Why, man, I have gotten a lot of results. I know several thousand things that won't work.” Thomas. A. Edison
Results so far…….
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: ScopingPlanning Implementing Monitoring Finalising
Preparation:Skills assessment, manager discussion & project identification
2-day workshop: Theory and
practice
On the job implementation:
Application to work–based project +
manager coaching
½ day Recall session:
Consolidate and reflect
Progress: Learning design standard developed > new APS learning program developed > Pilot delivery > Evaluation
Foundation skills: Structuring workFoundation 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
Preparation:ReadingReflection 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
Progress: Learning design standard developed > new APS learning program developed > Pilot delivery > Evaluation
Management and core skills: Performance management
Management and core skills
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.
Key content:• APS Values and Employment
Principles• Code of Conduct• Non-compliance• Role of PS Commissioner, Agency
Heads and SES
Preparation:Manager discussion, self assessment, pre-workshop reading
½ day workshop:
Knowledge and skills
development
On the job implementation
Progress: Learning design standard developed > QA and refinement of an existing APS learning program > Pilot delivery> Evaluation
Core skills: APS ethics and values
Core skills
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.
Key content:• Business case for manager as
coach• Framework and models for
manager as coach• Building your coaching skills• Expanding your repertoire
E-learning module (40 mins)
DIAC developed
2-day workshopDefence
developed
On-the-job implementation
Progress: Learning design standard developed > QA of existing APS learning programs > Planned pilot delivery of an agency program for possible APS use
Management skills: Coaching and developing others
Management skills
Testing the approach - Assessment at this stageLearning 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 contextEndorsement of an agency program for whole-of-APS use• Highly likely – further testing underway
Testing the approach
Next steps and future priorities
Test
• Oct – Nov 2013
Evaluate & refine
• Oct – Dec 2013• Report to
Secretaries’ Board
Release to Agencies
• Jan 2014
• 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
Pilot projects
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
Design & develop
• Aug – Dec 2013
Test
• Jan – Mar 2014
Evaluate & refine
• Apr – Jun 2014
• Report to Secretaries’ Board
Release to Agencies
• July 2014
Future priorities
• 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
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Get involved
Analyse business need
& research better practice
Design: Build APS learning
design standard
Develop: QA existing learning programs for
agency/APS use or develop new
program
Deliver learning program
(agency and central delivery)
Evaluate results – use to
continuously improve approach
• 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 )
Discussion
Karen DahlstromDirector – Learning Design, Core SkillsStrategic Centre for Leadership, Learning and Development
02 6202 3943
Contact
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4 September 2013
Heads of Corporate Forum
RecruitAbility: an As One initiative
The contextA 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.
Themes19 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.
RecruitAbilityPrimary 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
