Centrelink annual report 2003 – 04 Contact officer
ENHANCE LEADERSHIP CAPABILITIES AND SUCCESSION PLANNING
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- Developing leaders to take our business forward
- LEADERSHIP DEVELOPMENT—A LIFE-CHANGING EXPERIENCE
- Support and development for Customer Service Team Leaders
- Job specifications
- Homepage
- National development program
ENHANCE LEADERSHIP CAPABILITIES AND SUCCESSION PLANNINGEffective leadership and management are essential for the ongoing success of Centrelink and the wellbeing and satisfaction of its people. This section outlines activities aimed at developing leaders to take the business into the future, and supporting managers and team leaders in maximising the commitment and contribution of Centrelink’s people. Developing leaders to take our business forwardCentrelink Leadership Development FrameworkThe Guiding Coalition endorsed the Centrelink Leadership Framework in August 2002. The framework’s objective is to build and maintain leadership capability across all areas of Centrelink business at the organisational, team and individual levels. Important framework components are Leadership Development programs. Throughout 2003–04, programs were delivered to many Business Managers and Senior Executives (see Table 35). A separate program was designed and implemented for Customer Service Team Leaders. The Leadership Development programs were designed after wide consultation. They form the basis of a ‘leadership pathways’ approach adopted for integrated leadership development in Centrelink. The components include capability appraisal and feedback; executive coaching; a residential intensive workshop; peer partnering; and an optional project component leading to accreditation. Further initiatives are planned for implementation in 2004–05. Centrelink’s Leadership programs have resulted in a heightened awareness of and interest in coaching and mentoring. These concepts are integral to the evolution of a broader Leadership Development Framework. A number of Areas across Centrelink are currently implementing mentoring and coaching programs as significant techniques to develop leadership. In the coming year, the focus will be on developing a Centrelinkwide flexible model that aligns with better practice across public and private sector organisations. TABLE 35: LEADERSHIP PROGRAM PARTICIPATION
The Centrelink Virtual College has also implemented a comprehensive and innovative evaluation strategy to provide insights into the impact of the leadership development strategy on organisational outcomes. Setting performance targets for leadership that are measured through the Balanced Scorecard also promotes the organisation’s leadership development priority. LEADERSHIP DEVELOPMENT—A LIFE-CHANGING EXPERIENCESenior Executive Leadership Program participant, Rilka Macainsh, described her time at the Bowral pilot as a ‘life changing experience’. ‘The program gave grounding in the fundamental principles of leadership and what this could mean in a Centrelink framework. I learnt about the theory of leadership and gained invaluable insights—both at personal and team levels—that have helped me to apply the principles in practice. And, I had great fun along the way,’ Rilka said. Rilka went on to bigger and better things with a secondment to the Department of Prime Minister and Cabinet, where she says she gained a greater strategic appreciation and understanding of the complexities in which the public service has to operate. As well, Rilka was chosen as a delegate to the Commonwealth Study Conference held in New Zealand in October 2003. Selected after a rigorous application and interview process, she was appointed as a conference study tour leader. This meant taking responsibility for coordinating a conference report, on behalf of the 15 people in her group who represented seven countries. Rilka has since been promoted to the Centrelink Senior Executive Service— congratulations Rilka!
The Centrelink Development Agreement 2003–2005 calls for a move to ‘More clearly define for Customer Service Team Leaders their role in terms of leadership in the management of people, business and strategic change’. Centrelink is developing the capability of Customer Service Team Leaders to improve Centrelink business outcomes, the quality of service to customers, and government program outcomes. In 2003–04, the focus was on developing Customer Service Team Leaders’ capabilities by:
Job specificationsJob specifications for Customer Service Team Leaders were endorsed. Drawing on Centrelink’s ‘leadership capabilities’ and Centrelink’s business goals, the job specifications clarify the responsibilities, skills, knowledge and outcomes required. Widely promoted throughout the organisation, the job specifications have also clearly defined the role of Customer Service Team Leaders. As well, they have provided guidance for recruitment and succession planning, and paved the way for defining and supporting other job roles in Centrelink. HomepageDuring 2003–04, a Customer Service Team Leader homepage was developed as the forerunner to future portal technology. It supports well-informed, accurate business decisions by providing easy access to information, tools, products and development opportunities. The homepage supports better understanding of Team Leaders’ roles and what is expected of them. As a direct communication link to every Team Leader, it supports change management and includes information specifically tailored to the target audience. National development programDuring the year, Centrelink Area Offices started to implement a national Customer Service Team Leader Development Program. Based on the principles of the Leadership Development Program for Senior Executives and Managers, it covers the areas of fundamental business skills and operational knowledge. Designed to meet the development needs of Customer Service Team Leaders at all stages of their career progression, this flexible program culminates in a Diploma of Business (Frontline Management) for Customer Service Team Leaders or, for Team Leaders in compliance areas, a Diploma of Government (Fraud Control Investigation). First introduced in April 2004, the program was trialled in Area West and Area East Coast in New South Wales. Providing a consistent approach to Team Leader development, the program consists of three interconnected components:
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