Independent auditor’s report Appendices Appendix 1 Workforce data People and culture strategy launch of a revised culture framework; review and launch of an updated reward and In 201415, the Department focused its people and recognition program; culture efforts in four key areas in order to help the launch of DTF’s Aboriginal Inclusion Plan and organisation meet business objectives and be in a commencement of activities; and position to respond to emerging challenges. review of outsourced human resources functions so Some notable achievements against these key areas are that service levels are appropriately captured and to detailed below: ensure value for money. Leadership development: People development expansion and enhancement of the VPS6 ‘Leading for the Future’ program; A focus in the Department has been leadership rollout of a Manager Essentials program for DTF’s development and developing writing skills. In 201516, a leaders; and number of brief writing and speaking notes workshops were run throughout the Department. development and implementation of a ‘manager once removed process’ for EO feedback in line with The leadership approach is designed to ensure offerings the end of 201415 performance cycle. are aligned with development needs at varying levels of management including emerging leaders, middle Streamlined resourcing: managers and executives. implementation of a job transfer program to The Leading for the Future program, which aims to encourage flexible resourcing between groups. develop the leadership skills of VPS6 emerging leaders, How we work: commenced with its second cohort in February 2015.
Independent auditor’s report Appendices Appendix 1 Workforce data People and culture strategy In 201415, the Department focused its people and culture efforts in four key areas in order to help the organisation meet business objectives and be in a position to respond to emerging challenges. Some notable achievements against these key areas are detailed below: Leadership development: expansion and enhancement of the VPS6 ‘Leading for the Future’ program; rollout of a Manager Essentials program for DTF’s leaders; and development and implementation of a ‘manager once removed process’ for EO feedback in line with the end of 201415 performance cycle. Streamlined resourcing: implementation of a job transfer program to encourage flexible resourcing between groups. How we work: launch of a revised culture framework; review and launch of an updated reward and recognition program; launch of DTF’s Aboriginal Inclusion Plan and commencement of activities; and review of outsourced human resources functions so that service levels are appropriately captured and to ensure value for money. People development A focus in the Department has been leadership development and developing writing skills. In 201516, a number of brief writing and speaking notes workshops were run throughout the Department. The leadership approach is designed to ensure offerings are aligned with development needs at varying levels of management including emerging leaders, middle managers and executives. The Leading for the Future program, which aims to develop the leadership skills of VPS6 emerging leaders, commenced with its second cohort in February 2015.