People development

​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.


Strategic Approach

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 70:20:10 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. Check-in @Treasury is our managing performance model for employees. Check-ins are regular conversations between managers and employees and the Check-in approach includes a focus on providing real-time feedback and coaching. During Check-ins, employees discuss their individual​​​​ development needs and relevant opportunities in the context of performance and development goals. These are then provided to HR to inform ​the Corporate Learning Program.  

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:

This diagram illustrates Treasury's Corporate Learning Program.

Our Development Framework - Growing our Organisational Capability 2020-23

Treasury's People Development Strategy 2020-2023​​ focuses on two areas: building capabilities for the future and providing our staff with high quality knowledge and capability development opportunities. The strategy has been developed following the successful implementation of the Check-in @Treasury approach to performance management. 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. 


Human Resources Branch
Department of Treasury and Finance
21 Murray Street

Phone: 03 6145 5716

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