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Background/Context/Known Facts

ABS Leadership and Management Charter & the Senior Executive Program UNECE HRMT Conference Budapest 5 – 7 September 2012. Background/Context/Known Facts. The ABS People Plan is the key strategic document that promotes a people oriented culture in the ABS

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Background/Context/Known Facts

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  1. ABS Leadership and Management Charter & the Senior Executive ProgramUNECEHRMT ConferenceBudapest 5 – 7 September 2012

  2. Background/Context/Known Facts • The ABS People Plan is the key strategic document that promotes a people oriented culture in the ABS • The purpose of the People Plan is to support organisational performance and sustainability • The ABS Leadership and Management Charter is one component of the People Plan • This Charter states the ABS commitment to support our people to become better leaders and managers of people

  3. ABS Leadership and Management Charter • Over the last few years the ABS has put increasing focus on developing leadership and management capability. The ABS expects their leaders to have capability in both technical and people management, providing tailored development opportunities to selected employees to support future organisational sustainability • The ABS Leadership and Management Charter is a document available to all staff. The charter clearly articulates the organisational strategy in relation to leadership and management development • The ABS Leadership Attributes are a central component of the charter. These attributes guide leadership and management development initiatives

  4. ABS Leadership and Management Charter cont. • The charter details the leadership pathway for staff at all levels; incorporating on the job development as a focus, informal development, self-learning and formal development opportunities • Building leadership and management capability is part of the development conversation with all staff in relation to the formal performance management scheme in the ABS • Our training curriculum is guided by the 70/20/10 principle; • On the Job training – 70% • Informal training – 20% • Formal training – 10%

  5. Senior Executive Program • The Senior Executive Program (SEP), available to all Director level staff (one level below SES) was developed to fill a skills development gap for Directors. Critical skills required were: • thinking strategically and being innovative; • achieving results with and through others; • building capability in others; • Influencing upwards; and • engaging appropriately with stakeholders and clients. • SEP also addressed one of the ABS’ People Plan’s key priorities in building and sustaining executive leadership • The aim of the program is to enable participants to: • think differently • act differently • deliver results

  6. Governance • ABS Executive Leadership Group (Australian Statistician and four Deputies) have a strong role in managing the Director talent of the ABS • The Executive Leadership Group (ELG) program sponsor is a Deputy Australian Statistician • An SES mentor who attends the full 5 day program • The Human Resource Assistant Statistician meets with the sponsor and mentor and with the program providers prior to, during and after the program

  7. Governance Cont. • There is a strong role for managers of the participants along the following lines: • discussion before the course about the manager role and the expectations of them in supporting the participant; • discussion between participant and manager before the program about what the participant hopes to achieve through participation; • discussion after the program about main learnings and the creation of a development action plan; and • incorporation of key actions into Development and Performance Agreement.

  8. Key Takeaways • Critical that Leadership is seen as a holistic thing - not just Technical or People but both • The current leaders need to visibly own and champion future leadership development - in all ways • Our leaders need to aspire to be the best they can be - world best practice

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