Treasury's Current Approach to Learning and DevelopmentOngoing learning and development is essential for the health and sustainability of any organisation. At Treasury we are committed to developing our people and offering a wide range of opportunities for them to build on existing technical, management and leadership skills for further growth.
Learning and development initiatives align with and support our values framework and are an essential component of being a values-based organisation. Through these initiatives Treasury aims to assist staff in reaching their full potential, to improve the quality of our outputs, to create opportunities for staff and for the organisation, and to increase levels of staff retention through further enhancing the work experience.
By offering both formal and informal learning and development programs, staff have access to a range of professional development opportunities. Formal elements comprise learning and development programs administered by Treasury’s Human Resources Branch that include:
These programs involve a combination of on the job training and formal courses run as part of the Corporate Training Program, or offered by external providers.
Informal initiatives include on the job training, mentoring and coaching.
Advertising fixed term positions by internal expression of interest provides further development opportunities for short-term job experiences within Treasury. Job rotation is another example of a development opportunity that may be identified through the Performance Management Interview. Mobility, and exposure to different types of work, is important to many staff. In such cases, Supervisors and Branch Heads will investigate opportunities within the Department to organize a staff exchange.
Induction
New staff undergo an induction program that assesses their immediate training needs and provides initial introductory training in relevant computer programs and Departmental processes, procedures, structures and culture.
An overview of Treasury policies and OHS requirements is provided by an officer from the Human Resources Branch. In addition, new staff are matched with a Branch Buddy whose role is to provide induction for that staff member into the branch. The new staff member’s supervisor also has formal responsibilities for overseeing the induction program for the new staff member into Treasury.
The induction program aims to encompass basic on the job training and it is anticipated that ongoing coaching and mentoring relationships may result from this approach. All new staff are offered introductory training in Lotus Notes, plus any other of the Departmental standard packages they may require, i.e. Windows, Word, Excel and PowerPoint. A TresNet publishing course is also offered periodically.
Staff new to the public service should attend a series of public sector information workshops.
Identifying training and development needs
Treasury’s six monthly performance management process includes a training needs analysis whereby staff and their supervisors are asked to identify required training. This information is forwarded to the Human Resources Branch where the information is collated into Branch groups to assist Branch Managers in monitoring the attainment of these skills.
Training needs may also be identified as part of probation or when a staff member moves to a new role.
Corporate Training
Training needs that are common to many staff are addressed on a Departmental basis, coordinated through the Learning and Development area within the Human Resources Branch. This training activity is usually funded corporately, and ranges from general interest sessions through to Executive development. Training courses that are consistently identified at Performance Management Interviews (PMIs) are regularly offered (eg. project management, writing with impact, effective communication, time management, etc.) together with those courses that have been identified as a Departmental need (eg selection panel training, defensive driver training, diversity management, fire warden training, cultural awareness, and occupational health and safety topics).
Where there is sufficient demand, Human Resources Branch arranges for many of these courses to be run in house.
Courses are generally accessed through the Training Consortium, which provides a valuable service to the State Service and its other members to coordinate training activities. This enables staff to participate in courses that may not be viable to run on an individual agency basis. An annual membership fee provides Treasury with representation on the Shareholders Group and enables participation in the strategic direction of the Consortium, access to its services and a discounted rate for training.
Corporately funded training is also provided when a new software package (eg. a Lotus Notes upgrade) is introduced.
Management development
Management development has been identified as a priority area for Treasury. Management capability building is provided through a range of options tailored to individual and organisational needs and identified through the performance management process. There are three primary components of the management development program:
- First Time Manager/Supervisor Series – a series of workshops provided internally and externally, for employees new to management and supervisory responsibilities;
- Experienced Manager Series – a range of in-house and external workshops for managers who wish to further their capability on one or more specific areas ; and
- Formal Management Training – a range of external formal courses endorsed by the Department, with applications being called annually in January. Opportunities range from funding units of MBA programs to management courses at institutes such as Mt Eliza Business School and the Australian Graduate School of Management (AGSM).
Leadership development
Treasury recognises the importance of good leaders. Leaders and potential leaders need to be given opportunities to actively learn new ides, keep skills fresh and explore new concepts. Through Treasury’s Leadership Program, we aim to build individual leadership capability that is aligned with our values; establish a consistently open and participative leadership style; and increase the levels of trust and commitment that Treasury staff have in their leaders.
The program consists of three streams:
- Communication skills –aimed at all staff to further improve the ways in which they relate to each other and to ensure that, as an organisation, we are aligning our overall style of communication with our values and behaviours;
- Leadership Pipeline – aimed at identifying, encouraging and developing a new generation of Treasury leaders as well as enhancing leadership skills to assist with existing responsibilities. This is a nine month program incorporating a mix of workshops and action-learning;
- Leadership Extensions – aimed at those already in senior management roles who are often engaged in tactical challenges. The program consists of a group of workshops, scenarios/case studies, personal diagnostics and executive coaching.
Technical training
Technical skills development needs varies from Branch to Branch, and are therefore generally the responsibility of individual Branches to address and fund – through a range of approaches including formal training, in-house seminars, knowledge sharing, on the job learning, conferences and workshops. Technical training needs are identified through the Performance Management process during the compilation of Branch operating plans as well as through project proposal processes.
In-house training
The Department has also introduced Hot Topic and In-house training sessions. Hot Topics are general interest sessions, providing information on areas ranging from activities of Treasury and the Government through to information on health and fitness, superannuation, etc. In-house training utilises the knowledge of senior departmental staff to provide short training sessions on a topic within their field of expertise, eg. policy development, project management, the operation of the public account etc.
Study Assistance
Study assistance allows time off to study and reimburses students up to 50% of their compulsory course costs, with the exception of HECS, for those undertaking an approved course of study. These are predominantly TAFE or University programs that are considered relevant to work at Treasury, although the study need not be related to the staff member’s current duties. Study assistance may also be provided for post-graduate studies such as a relevant honours degree and study required for membership for a professional body.
Cadetship program
The Treasury cadetship program offers individuals who have recently completed Year 12 or the first year of University the opportunity to work and gain experience in a central government agency whilst studying part-time for an appropriate tertiary degree, ie. accounting and financial management, economics or public policy. Cadetships provide for the payment of University fees, and time off to attend lectures, tutorials and examinations. During the Cadetship, Cadets will rotate, usually on a 12 monthly basis, through various Branches in Treasury. Accordingly the program offers a combination of on the job and off the job training.
Finance graduate program
This program was developed to address the accounting and finance skills shortage within Treasury and recruits graduates who have recently completed a suitable degree and are intending to undertake professional accountancy qualifications. The Finance Graduates are expected to undertake studies to complete the Certified Practising Accountant or the Institute of Chartered Accountants in Australia postgraduate program. Whilst participating in the program, graduates will usually be rotated through the Government Finance and Accounting Branch, Budget Management Branch and the Finance and Administration Branch for periods of up to 12 months, over a three-year period.
Learning and Development Committee
The Learning and Development Committee was established in 2004 to oversee the planning and implementation of staff development strategies and initiatives. The aim of the Committee is to promote Treasury as a learning organisation where:
- Individuals are encouraged and provided with opportunities to learn, develop and apply their skills;
- Professional development is a key part of managing individual performance, where individuals are encouraged to take responsibility for their learning as part of their career planning; and
- Organisational learning is aligned with Treasury’s strategic direction.
Role of the Committee
- Encourage a learning and development culture in Treasury.
- Make recommendations to the Corporate Management Group (CMG) and implement broad policy direction in relation to the delivery of learning and development programs.
- Promote Treasury's strategic goals in relation to learning and development and ensure that all learning and development activities are consistent with Treasury's strategic direction.
- Identify common learning and development needs and consider appropriate strategies that are aligned to the Department’s core competencies to address these needs.
- Identify and assess Branch and Division learning and development initiatives for broader promotion across the Department.
- Identify appropriate training activities for corporate funding, and monitor the expenditure of the corporate training budget.
- Monitor, evaluate and report to CMG on Departmental learning and development policy and the quality of practices throughout Treasury via the review of reports on staff development activities in Branches and Divisions, with particular emphasis on ensuring that appropriate staff development activities are delivered in an effective, efficient and equitable manner.
- Report to CMG on achievements and deficiencies in the area of staff development.
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