Department of Treasury and Finance - People Development Framework
Treasury's people development framework sets out our approach to learning and development in order to deliver the right people with the right skills at the right time. It aims to support our Corporate Directions and align with our values-based culture. At Treasury, we are committed to developing our people and offering a wide range of opportunities for individuals to build on existing technical, management and leadership skills for continued growth.
Our strategic approach is to grow the collective capability of our people to ensure that they are suitably skilled to support successful business outcomes. The strategic themes that underpin our people and organisational development strategy are to:
We broadly subscribe to the 70:20:10 learning model (McCall, Lombardo and Eichinger, 1996), that categorises learning and development into three types of activities - work based/experiential learning which occurs in the flow of normal work; collaborative learning which involves learning from others; and formal structured learning opportunities. Our approach to learning is highlighted on the model, shown below.
While the exact ratio can be debated, the important message of the 70:20:10 model is that significant amounts of development occur outside of a formal learning event.
Treasury's Cadet and Graduate programs are well aligned with the model, providing an automated series of job rotations to provide experiential exposure and associated learnings. It is important for all Treasury staff to continue to focus on opportunities for learning outside of the formal course attendance mindset.
Everyone in Treasury has a responsibility for supporting learning and development activities and opportunities.
Our employees are encouraged to pursue their own learning, and seek opportunities to develop and expand their skills, knowledge and experience. Treasury's Performance Management Interview (PMI) process provides a systematic and strategic opportunity for staff to focus on their individual development needs and to work towards future goals. The PMI system is the basis for a process of continual self-assessment, reflection and future planning.
The 70:20:10 model emphasises the importance of managers and supervisors in the active and ongoing development of their staff as an integral part of their role. Managers and team leaders are responsible for leading and modelling appropriate behaviours that support this approach.
Our managers have a supportive mentoring role, and are responsible for facilitating development opportunities that help to improve the overall capacity and sustainability of Treasury staff for the future. They play a critical role in employee adoption of skills and behaviours through offering feedback, help and support during the learning process. Mentoring and coaching skills for managers are an essential platform to help facilitate a blended approach.
Our aim is to establish a corporate culture that proactively establishes learning initiatives aligned with corporate and business objectives. One where managers and team leaders recognise the value of investing time in learning and development through a variety of blended strategies, and understand that they are central to generating opportunities for on the job learning experiences for their staff.
Strategies to Maximise Experiential Learning
Learning opportunities at Treasury can be maximised through:
Corporate blended learning
Our learning and development program adopts a multi-faceted approach utilising a range of methodologies. This includes experiential learning, on-line learning, action learning activities, as well as classroom-based workshops. This flexible approach means that we can tailor the mode of delivery to the nature of the development and the outcomes that are sought for a more effective and efficient program overall.
In 2013, we established an on-line learning management platform that has enabled us to provide an online induction for all new staff and deliver a range of compliance-based training modules. On-line learning allows our people to work at their own pace, making sure they fully understand information before proceeding to the next level of learning, and compliments other forms of learning delivery.
Our corporate learning program provides employees with the opportunity to develop skills through a range of formal programs and activities.
Treasury's Corporate Learning Program
Our corporate program offers the following development avenues:
Treasury has a Learning and Development Committee that aims to actively engage Divisions in the design, delivery and evaluation of Treasury's learning and development program. The role of the Committee is to:
- encourage a learning and development culture;
- provide input to broad policy direction in relation to the design and delivery of programs to ensure alignment with strategic goals and business needs;
- identify emerging needs and consider appropriate strategies to address them;
- advise on potential experiential learning opportunities from Divisions that may have broader application; and
- monitor training activities and budget expenditure; and to oversee the quality of learning and development activities that are provided.
The Committee is chaired by the Manager, Human Resources and consists of two representatives from each Division within Treasury. It is ultimately accountable to the Executive Committee.
Our Development Framework - Growing our Organisational Capability 2016-9
Treasury's Learning and Development Strategy 2016-19 is a document that outlines our strategic learning and development priorities for the coming years. It is designed to support the achievement of Treasury's organisational goals outlined in our Corporate Directions statement, and reflects our responsibilities under the employment policy framework.
The strategy has three main focus areas which include; supporting our corporate priorities, building our organisational capability, and meeting our legislative requirements. The strategy has been developed within the context of a rapidly evolving and resource restricted environment, and is reviewed annually, or as agreed by the Learning and Development Committee and the Executive Committee. The strategy is supplemented by a Learning and Development Action Plan 2016-19, which reflects the annual priorities and corporate actions for each financial year.