Today’s approach to capability development and career planning is not building the workforce the APS increasingly needs or providing employees with opportunities they seek. A systematic, service-wide approach to lifting people capability and making the most use of skills and experience will improve overall performance of the APS for today and the future.
What we think is needed
- Formal, focussed professionalisation of all APS roles delivered through a new ‘professions model’, drawing on international best practice. It should encompass delivery, regulation and policy, as well as key enabling functions including HR, procurement and data analysis.
- Constituent professions should reflect the core, long-term capability needs, and encompass both generalists and specialists. All professions will be of equal status, and people will be encouraged to move between them where it makes sense to do so.
- A Head of Professions – the APS Commissioner – to steward development and implementation; and nurture the next generation of leaders from across the APS.
- Senior officers appointed to head each constituent profession, supported by the APSC, to develop competencies, standards and career pathways, and to guide recruitment priorities and approaches. Their responsibilities and accountabilities will be distinct from those of agency heads.
- A dedicated, sustainably resourced, APS Academy to source, design, deliver and/or leverage relevant capability-building initiatives to support the model. This should draw on best practice in each profession, as well as public, private, domestic and international experience.
What is shaping our thinking
- Lack of career development and progression being the primary stated reason people leave the APS.
- The experience of other jurisdictions (for example, the UK and Singapore) and leading private sector organisations in developing specialist professional development tracks.
- Lessons from other jurisdictions that have established dedicated specialist learning academies (for example, Canada’s School of Public Service) and portfolio-specific initiatives such as DFAT’s Diplomatic Academy.
- Concerns that the APS’s capability has diminished over time, that there is too much unused potential, that specific skills gaps have emerged (for example, data capabilities), and that the APS’s bench strength is not what it once was.
What we are still exploring
- How best to empower heads of each profession with appropriate authority and influence without confusing accountabilities or disrupting agencies’ management of their workforce.
- How best to define professions and prioritise skills and roles most in need of capability uplift.
- Opportunities to partner with existing institutions, for example ANZSOG, in developing an APS Academy proposal.
Comments
Thu, 02 May 2019
The concept of ‘a senior officer appointed to head’ the HR and other professions (see page 38 of Priorities for Change) is important and the Australian HR Institute (AHRI) is ready to partner with the appointee and the Australian Public Service Commission (APSC). AHRI brings to that partnership a globally benchmarked HR competency model and a professional standards framework enforced through HR certification, to build and maintain HR capability and career pathways. AHRI is already assisting leadership teams within APS agencies ‘to define and prioritise skills and roles in most need of capability uplift’ and the benefits of investing in their HR capability are already being seen. In addition, AHRI is able to leverage its experience with private sector firms that have recognised the need at executive level to build their HR capability, and are now prioritising the investment in it. AHRI would also be open to leverage its close connections with its counterparts in Britain and Singapore, each of which has developed rigorous HR capability models. AHRI supports a proposed APS Academy which should build on exemplars that already exist within some leading APS agencies.
Thu, 02 May 2019
What does this even mean? Given such a large percentage of our workforce are contract staff this, and some of the other points, become mute. Program work requires skill and understanding of the whole process, yet programs have to be filled with contractors because there aren't enough ongoing positions allowed. Staff today only expect to stay in roles for 18 months.
Wed, 01 May 2019
Until you put in more flexibility regarding how the APS can pay specialised professionals such as IT workers, Data workers etc, you will be consistently relying on contractors because even those who wish to work within the APS cannot justify taking a $100 dollar per hour pay cut to do the same work from within the organisation as opposed to as a contractor.
This means that very little capability is built over time because a) contractors have no incentive to train someone to take their job when they can instead milk the APS for more money b) they have no long-term stability even if they wanted to stay, so they are forced to take other offers where it benefits them personally, because they know that the APS doesn't have their backs as an ongoing employer. I personally know several highly-paid IT contractors who would prefer to work from within, but simply cannot be paid anywhere near close enough within the APS salary structure to make it worth staying, even after accounting for the extra salary required to cover sick/rec leave.
Wed, 01 May 2019
Just make sure people have the ability and training and confidence to do their job.
Tue, 23 Apr 2019
Recent moves in APS agencies such as DHS in providing Section 50 confirmation for many staff who have acted in higher duties for a long or very long time is a great move to ensure existing skills and experiences is not lost but rather fostered is a great move.
Tue, 23 Apr 2019
Pay facilitators what they are truly worth. In DHS our very best facilitators are not given the opportunity or reward for the work they do - and, as APS5s, are often looked down upon. However a highly capable facilitator can manage a session or situation for the best outcome for all - if given the opportunity. Use of contractors in this 'space' presently suggests our internal capability is better than that externally available. Internal staff are also more likely to have the tenure to develop networked relationships with the business that a short term contractor will not.
Thu, 18 Apr 2019
Staff are not trained these days as in the past. They are expected to read Operational Blueprint and action work. Many issues are complex and need in depth and ongoing training. This isn't delivered as it was in the past when in house trainers who were expert in specific areas had the identified role of training new recruits and ongoing training for staff to support changes in policy and legislation.
Thu, 18 Apr 2019
I think developing specialist streams is a very good idea, however, you need to be rewarding and recognising skills that benefit the overall public service. I come from a data analytics background. There are many analysts that have much stronger technical skills than me, but they are not able to be proactive in dealing with the policy and program areas. In fact, sometimes I wonder if they know anything about our policy area whatsoever. As such, I believe the professional development for data analyst should include rotations in policy development, program management etc. There should also be a strong focus on writing reports and input that can be used by policy and program areas.
Wed, 17 Apr 2019
Just do it
Wed, 17 Apr 2019
I truly believe the vast majority of APS staff are anything but what you are striving for - professional, accountable and extraordinarily hard working. What is missing is the public recognition of this. The APS code of conduct does not allow us to defend ourselves whenever there is a sensationalist media article or even a politically motivated swipe on a department in parliament (usually related to promoting a policy line or change in legislation). And as we adjust the sails to increasing workloads and constant conflicting priorities our work is offloaded to private enterprise which just entrenches ideology that private companies are more specialised or more capable than public servants.
Wed, 17 Apr 2019
The APS lead for each ‘profession’ should work or partner with relevant peak national bodies to achieve this professionalisation. Often each peak or professional body has a professionalisation scheme that can be leveraged. Some bodies and Departments have selectively engaged with each other already to instigate such programs. The Defence Centre of Excellence model, for example, has engaged with peak bodies, incoporated mentoring, education, industry accreditation/certification and has also developed career frameworks.
Tue, 16 Apr 2019
The use of Information Technology (IT) is fundamental to all service delivery. The risks involved from ALL directions (external AND internal) are enormous. Risks such as attacks from external and internal actors are obvious, but the risks from unprofessional and/or incompetent employees is even greater. You could do what should have been done years ago, and mandate professional-grade membership of the Australian Computer Society (ACS) for ALL IT positions. This includes all business and systems analysts, as well as architects, developers and other specialists.
Mon, 15 Apr 2019
Document Statement: On page 36 "... concerns that the APS capability has diminished over time.."
Response: The APS capability has reduced as the use of external consultants has increased along with diminishing APS accountability for the quality of outcomes. Both capability and accountability need to be enhanced
Document Statement: On page 38 "A dedicated resourced APS Academy" is needed
Response:
Agree … a high quality university level/accredited academy with targeted courses would add value and focus to the APS before entry and during employment. We also comment elsewhere on the proposed Centre for Procurement Excellence which we suggest should be renamed the Centre for Project Development Excellence …. where at the higher value end, "procurement" is a subset of the many activities which comprise project development
Fri, 12 Apr 2019
I see time and time again, learning opportunities for APS6 and above; allow lower APS levels the same access to leadership courses if they want to progress. The cost is also very high and the agency we work form may not think its worthwhile - reduce the cost and visiting regional NSW/Victoria as the leaders of the future do live in the country as well as the cities.
Fri, 12 Apr 2019
The Australian Government Legal Network would seem to provide a model for coordination and support of professionalism in relation to legal services. The Office of Legal Services Coordination in the Attorney General's Department acts as secretariat for this Network. The recent Secretary's Review of Legal Services also addresses this issue.
Wed, 10 Apr 2019
We need to ensure that when we are lifting the capability of our workforce, we are not leaving behind people who identify as having a disability. We are resting on our laurels for having done good work to employ people disability and leaving them alone to do their job. We need to invest their capability also to capitalise on their unique skill-set and dedication to work.
Wed, 10 Apr 2019
I have worked in and around Australia's science agencies for the last 10 years and the one consistency in staffing is that the APS work-level standards are not a focus (and in some cases cannot be) in the promotion of staff. Rather promotions tend to be offered to those with scientific excellence or those who have been in the agency a long time and built up a strong network of collaborators inside and outside the APS.
The EA pay-structures are part of the problem, because they tell staff that there is only one way to increase your income and that is by jumping up a work-level. But there is very little conversation about what that work level entails in terms of managerial, strategic, visionary, collaboration, networking skills.
What the APSC might consider is the benefit of splitting out the expectations associated with a generalist work-level standard stream (as we have currently) from a specialist work-level stream. This would provide a very clear pathway for promotion in subject expertise and concurrently be really clear about the different expectations of broader skills.
I would also emphasise that, even though this is an acute problem in science agencies, it is also a problem in program and policy areas, where subject experts are critical to excellent policy/program delivery but do not, in and of themselves, translate to a capability that a generalist is expected to have as an EL1 or an EL2.
Finally I do not believe that anyone in the SES should have a purely subject matter expertise skillset. The APSC should be very clear about this: if a person is interested in furthering their career in the APS then subject expertise alone should never get them there.
Tue, 09 Apr 2019
I think this is a great idea. Not only because it will create opportunities to develop specific skill-sets, but also because it will provide formal definition and recognition of those functions (and presumably the benefits they provide). Many of the newer specialist roles in the APS, such as UX and Service Designers, User Researchers, Facilitators, Innovators, etc spend a lot of their time having to justify the importance of the work they do to executives. This is a significant waste of time and effort.
Tue, 09 Apr 2019
People will actively seek to develop skills in areas that interest them the most. Organisations need staff to keep their skills honed, relevant and current to the strategic directions towards government agendas and policies and mandate. Match both of these needs will led to better outcomes as people are motivated to learn and excel in their interest areas. Cross divergence of thinkers by gender, race and culture that reflect the wider society will achieve better drives for public policy and social reform.
If schools can not even plan or know what the jobs of the future will be to train students, how can Government plan for future needs? People driven services with rapid technological advancement and disruption, along with innovative creative collaboration and cross discipline shared learnings can not come from thin air! Make schools and universities places of social innovation and future driven needs, creative problem solving and design along with collaboration across community, states, and countries. Bring in and support new blood, freshen and flush old blood and mentor new areas to innovate. We need people to think inside the box, and outside the box and to create the spaces that do not yet exist!
If we only employ from the same cookie cutter there will not be room for socially adaptive & neurodiversity to create a system that is forward thinking yet flexible enough to reflect and adjust to significant social and economic change. Government is too slow to regulate and respond. Need diverse panels to have robust debates about pros and cons of the ethical, moral, social, legal, health & wellbeing, educational, economic, safety, security and defence impacts to inform governments about significance of new technologies, policy, products/serv, commoditie
Tue, 09 Apr 2019
The merit selection process is deeply problematic when studies show that 'like employ like'. My personal experience (whilst anecdotal) is that men can be promoted to senior ranks with little or no qualifications after having been in the same or similar roles in the same agency for decades. The lack of exposure to different workplaces and content areas results in a narrow experience base. They are uncomfortable about people with different views (readily seen as a challenge to authority) and have outdated management practices ie very hierarchical. Whilst I have mostly seen this in the regions, I expect it is a more widespread issue. Q How do we get managers with a wide skillbase and broad experience and great people skills? A: Correct the entrenched favouritism and bias that results from a so-called merit application.
Tue, 09 Apr 2019
I agree that this is a good idea, but am unsure of what 'international best practice' actually is. Currently this gap exists for newer professions, but some of the older ones do have their own streams. For example, agency lawyers do tend to be paid more than their policy colleagues who are hierarchically equivalent (a good thing too!). The same is not true for more modern professions like enterprise architects. As I understand it, the vast majority of EAs in Government are contract staff, because that's the only way agencies can employ someone who isn't SES and for whom the market demands over $200k/a.
However, it seems likely that the career pathways become convoluted or challenging. At some point in every hierarchy there is someone who has to be a leader and a manager. How do our professional streams jump across to the management streams without going backwards in pay despite getting more work?
Please have a detailed look at CSIRO for an example of how to get this wrong. CSIRO has many senior staff (within business units - I believe less so in Corporate) appointed because of their scientific excellence. In my experience (2007-2016), this led to many 'managers' who hadn't the least idea how to manage a team, let alone lead them to success.
Tue, 09 Apr 2019
Current public sector roles are created with public sector-career-people in mind i.e. ongoing and full-time roles for people that have always dreamed of working in government. The public sector needs to open new opportunities for people that don't consider themselves public servants -or would like to- to join the public service for shorter periods of time that are demand-based, flexible, delivery focused and specialised expertise. For example, digital tech teams that come into government to build new digital services for 3 years in their career, under-represented groups that serve as advisors to test policy or products for their accessibility and bias towards (insert minority group here).
Thu, 04 Apr 2019
In previous years, the ATO introduced a “professional streams” approach to complement the existing use of our Job Family Architecture. This approach, similar to the UK's Professional Stream model, broadened the agency's organisational view of capability, highlighted the importance of each discrete profession, the depth and breadth of capability required and acted as a means to drive people system approaches for given streams such as current and future job design, recruitment, workforce planning, technology requirements, location strategy, career pathways and learning and professional development. Professional stream leads/owners provided strategic input into capability needs and created a holistic approach to workforce development to assure expertise across the spectrum of professions. Consideration by the APS for exploring something similar is a great step.
Thu, 04 Apr 2019
The APS needs a new refreshed approach and model for articulating the capabilities needed to deliver for the community into the future. As we look to the future, we know the APS workforce will look different to the workforce of today. Advancements in digital delivery, automation and artificial intelligence will significantly change the nature of some current work. There will be smaller numbers doing more complex work with increased whole of government and whole of client approaches. This will necessitate a critical need to better match skills and capabilities with the changing work and labour market and consider wider skill-portability across agencies.The skills and capabilities needed for the future of work, necessitate a robust capability framework that constantly evolves to address needs. Current APS-wide capability approaches rely on the outdated Integrated Leadership System (ILS) and each agency independently determining and managing their own specific requirements beyond the ILS. Large elements of the ILS or other agency’s core and specialist skills frameworks are no longer contemporary or as future-focused as they need to be. Contemporary omissions include digital and data literacy, innovation, dealing with change, analytic and critical thinking, problem solving, collaboration and so on. Large agencies are already embarking on significant capability refresh pieces to better position themselves for the future. However, these disparate approaches need to more connected, linked and united – possibly through increased APSC stewardship, leadership and governance to deliver greater APS-wide integration/innovation. The progression of a new future-oriented skills (capability) framework for the APS is an essential early priority to reshape the APS.
Wed, 03 Apr 2019
I think we need to decouple the recognition of deep professional/technical capability from the APS classification structure which recognises management and leadership capability. We will never get deep professionalisation when the only way up from EL1 level is the managerial/leadership roles at EL2 and SES level.
Mon, 01 Apr 2019
The public service is now becoming heavy with contractors, contractors with no delegation, no skin in the game and always looking for their next contract opportunity. It takes 12 months to train someone so we can see a return, 6 month rotations of contractors is setting the APS back and making the permanent staff so heavily involved in the administration side of tasks that we are not thinking strategically, we are not expanding our reach, we are merely undertaking administration tasks. We wonder why the innovation has stopped, because the majority of staff are not empowered to be. Contractors should be retained in either positions of required expertise for short term periods or administration based tasks. If you are wanting to grow your APS into a well thought out, innovative with expert knowledge then you must put the incentives there. Look at the amount of pay for an APS6 contractor versus their responsibilities, you can see why the APS does not appreciate contractor staff and what they bring to the table. We have all seen the situation where in a period of 12 months you have 3+ contractors fill a role... 12 months of waste with very little benefit, like hiring a temp for a role you know is long term, it makes no business sense yet is pushed upon Departments.
Mon, 01 Apr 2019
I'm encouraged to see discussion regarding regulatory capability as a theme with the review. Along with other areas such as policy development and data analytics, I believe this is a core skill for the APS to develop, maintain and sustain. Quite a number of APS agencies have regulatory functions which have big impacts on the society and community that we serve. Any reform that increases professionalism, capability and cross APS collaboration on regulatory compliance theory and practice would be beneficial.
Thu, 28 Mar 2019
TWO things:
- CONFIDENCE & CARE - this is what is missing in the people of the APS. This has been bashed out of public servants through 25 years of continual cuts and uncertainty, and ultimately, have people scrambling for survival in either fight or flight mode.- they either push or bully or they hide.
PROPER GROWN UP CONFIDENCE & CARE is what is needed - giving encouragement, support, training and appropriate recognition, achieved through a sense of follow-through and commitment to action and accountability that leads to people being proud of their work and their workplaces. - JOB FAMILIES + 3 STREAMS for promotion and careers. JOB FAMILIES are much more effective as a base for job similarity and identify transferable skills across departments and across the service.
- STREAMS for promotion- technical / consultant stream + admin/ management/stream + middle stream which is a combination of both. This provides options that can be applied flexibly and people can make changes to their preferences along the way.
All these options were developed in 1996 in the Department of Finance, ready for use until they were destroyed by the incoming government.
Thu, 28 Mar 2019
Need to consider that professionalisation should involve on-going development and regular capability development. Look at the points type approach used by other professional associations to recognise annual PD. Whilst an academy might have a role would be concerned about how much time, resources and effort that goes into setting up the academy, developing programs and building capabilities rather than an putting resources into on-going continuous development approach. Need to look at what capabilities we curently have and what development will rapidly upskill staff rather than lengthy capability development. Bring in outside expertise or share expertise across agencies and organisations to work with and develop the expertise internally. Recognise that recent grads have capabilities and knowledge and let them impact immediately rather than go through the establish themselves in an agency approach we generally take. Also need to be aware that the world is changing rapidly and what is current today won't be in a few years time, hence the need for continuous development
Wed, 27 Mar 2019
A policy career needs to be considered like other professions such as law and accounting. New people coming through should have mandatory degrees and older staff should receive on the job training. All policy staff should be accredited with ongoing modules required to stay current. Policy people should be considered as generalists with options to specialise into areas such as analysis, engagement etc.
Wed, 27 Mar 2019
The Publice Service pays 'lip service' to education and skills wthin a particular Department. The are many Public Servants at lower levels who have professional skills and education which would enhance the capability of a Department, however through for the want of a better word, distain are overlooked because of their level. This is endemic right across the Public Service and makes for a weaker Public Service who have to fill the gaps by Contractors to do what a qualified experienced Public Servant can do. Many Departments have education and skills registers, however mostly these go unexplored because of the prevailing attitude of those in charge. To enhance the professional capabilities of the Public Service as a whole, I recommend that a education and skills register be made available across the Public Service accessible to HR sections looking to either recruit or second officers with a particular skill set on particular projects or full time as required. I believe this will enhance capabilities and make for an efficient and effective Public Service and will as a result save on Contractor fees.
Tue, 26 Mar 2019
I did a search on the word 'consultants' in your report. It was mentioned once. Large consultancies have worked out a business model for the public service whereby they are engaged, can get away with poor quality work on projects that can be done in-house, and charge like lawyers. This model has obviously been accepted and supported at the most senior levels of the public service. Why are we hosing this money up the wall on work a professional public service can do? Isn't this the elephant that the report doesn't see because we have established an elephant farm?
Mon, 25 Mar 2019
The development of minimum acceptable standards of Computer/IT literacy should be built into all APS levels, bridging the knowledge gap within use of office technology. In today's office environment IT is no longer an option for Staff but a fact of their day to day work life - even so there's a significant number of long-term employed APS staff that struggle with the basics, a few limited examples that I can share include: proper use of mouse (double click) and keyboard (typing), word processing and formatting documents for presentation or submission , managing files; what the date stamp means, what the size of the file is, who last saved a file, importance of folder structures and naming conventions, Excel and use of formulas and functions to display or calculate information, Outlook meetings and voting buttons and calendar sharing. To create a future-proof and efficient workforce there should be an APS wide IT literacy assessment (perhaps even an annual assessment to make sure we’re on-top of current technology) with targeted training and support for those struggling with basic IT issues. This will hopefully also broaden their trouble shooting and problem-solving skills in general. I believe it is important that the most basic level of computer literacy should be extended to all APS levels including EL levels with increased requirement levels of sophistication and understanding based on primary functions and or professional role. There is a lot of discussions in many agencies about using data and data literacy to drive better decisions and strategy – which makes absolute sense; but without a workforce that is fully competent at a basic level of IT literacy a lot of front line staff will struggle to understand why something is done let along how it is done.
Mon, 25 Mar 2019
A key motivator for my employment in the APS is a focus on delivery of services for the public good, rather than a company’s bottom line or shareholders dividends. I will unlikely ever work for a private organisation for this reason. I have become increasingly disenfranchised with the APS’s reliance on industry for tasks and expertise previously held and delivered in-house. This has not been helped by the preference to engage consultants and contractors in lieu of skilled APS. The majority of my time is now spent arguing about clauses in poorly written long-term contracts rather than engaging with stakeholders or the people we are meant to be serving. The APS is becoming ‘dumb’ often trusting industry partners who’s goals are not aligned with ours, to provide services that we are increasingly finding ourselves unable to assess due to lack of knowledge and skillset. How is it okay to enforce an average staffing limit or FTE cap and then go and engage contractors and consultants at exorbitant cost?
Fri, 22 Mar 2019
Re-establish an opportunity for professional advancement outside of the EL band, and it has to paid be advancement - cheap titles and 'network' websites aren't fooling anyone anymore. Reinstate the concept of technical specialists that used to be included in enterprise agreements. I know the last few rounds of workplace bargaining have been busily weeding out recognition of public servants who hold professional qualifications, but that was a really dumb thing to do and it needs to be unwound.
Without a real channel for professional advancement, careers end at APS 6 - and skilled people will simply leave the public service, or change agencies in order to move into the EL band for financial reasons, regardless of whether they have any interest, talent or aptitude for management work. This is wasteful and damaging to the public service.
Fri, 22 Mar 2019
Concerns with solely collaborating with ANZSOG on any academy development considering long-standing concerns with their quality assurance processes and limited international relationships. What consideration has the review given to Crawford and Melbourne Schools?
Wed, 20 Mar 2019
Excellent to focus on professionalization - please make this functionally based and not just "public service". Too often good people are not hired as they come from other industries - the culture developed needs to be inclusive and value skills beyond government experience only.
Wed, 20 Mar 2019
I work in a Government department with very little support to develop capbility in its people (Well my section the marine unit anyway). Very little financial support is offered and well below the level of support found in large private organisations. Young Professional engineers will not stay around. The section I'm in has zero succession planning and is let down heavily in career management. The salary for engineers is not classified as professional, this is a major drawback. Building capability in assets need capble engineers not lawyers.
Wed, 20 Mar 2019
In respectful terms, it would be beneficial to more explicitly call out the capability of the SES in this section. There has been a tendency in the APS to equate level with knowledge and capability and this is particularly the case for the SES.
There is no MBA-like body of knowledge to build SES capability as managers of business, in terms of financial management, risk management, HR management, strategy development...etc. Therefore it is very hit and miss - good SES that are too few and far between have sought this knowledge themselves, but this is too hit and miss for a high capability service.
to put this in context, our current SES hold the levers already to solve most if not all the issues identified by this review, and yet they have either lacked the will or capability to pull those levers to make improvements.
SES capability development should therefore be a priority and is critical to the success in implementing the Review recommendations as a whole.
The AFP is a good place to look - certainly while I was there, their senior-most managers were all qualified with the Australian Institute of Company DIrectors and the difference in terms of measurement, governance, strategy,...etc when compared with other agencies was significant.
Tue, 19 Mar 2019
I'm genuinely encouraged that you have identified capability building as one of the priority areas in your review. I joined the APS about a year ago and was genuinely surprised that so much responsibility was placed on employees to identify development needs and source suitable training/development. There weren't development pathways or frameworks to at as a guide. I would add a word of caution that in the effort to improve capability across the APS, we don't lose the deep expertise required in particular departments and agencies and become too vanilla. I was surprised in my own orientation at how much of the material was APS related rather than agency related.