| Graduate Program Research |
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As part of our ongoing involvement in the design and management of graduate programs Interdependent has interviewed several organisations on the aspects of program design and management that contribute towards the success of their graduate programs. Interestingly this question led to a consideration about what ’success’ means. |
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In the quantitative research across 16 organisations conducted last year, we found the clarity on program expectations and success criteria was varied. In many organisations graduate programs were a glorified targeted recruitment rather than a talent management program. |
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This year we have conversed with organisations about program design and management to identify how measures of success were developed and used. We gained information from Government Departments in road, rail and energy, from financial organisations, ICT, manufacturing and engineering companies. A list of the design factors used by organisations are available on our website. |
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Discussion on measurement of success frequently came back to the retention measure. This is an easy metric to capture but does it really inform us about the quality of the program? Is it more beneficial for the organisation to lose graduates early in the program rather than have 100% retention during the program and then a 50% exit in two years? Other metrics to guide decision making are required to point to how well the program design has been met. As the time frame for many of these criteria extends past the 2- 3 years of most programs, longer term retention will be a contributing metric. Other lead measures to consider in evaluating the success of graduate programs include: |
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Achievement of Performance Indicators |
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Quantity /Quality of innovative initiatives from graduates |
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Professional engagement external to the organisation (eg. conference presentations, partnership projects, collaboration examples) |
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Incidents that demonstrate management’s promotion of graduate’s contributions |
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Increase in ratings for current management/mentor behaviour in areas such as collaboration, feedback coaching. |
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Skills shortages, the need to develop a breadth of competence across areas and the desire for socially competent and presentable employees has led to an increased focus on structured cadetships and traineeships. In one food manufacturing company the graduate intake was seven people and the cadetship about forty people. The benefits that the organisation gains include a relatively malleable group of employees that can be trained across areas and perform within a short period of time. The integration of national vocational qualifications provide a clear structure and process of development which has enabled organisations to name career paths and encourage development. Closer industry/school links are also developing as the shortage of quality skilled people increases. |
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Rosemary Bishop from Interdependent spoke at the Australian Association of Graduate Employers Ltd (AAGE) Conference. |
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| Interdependent Collaboration |
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Interdependent has had the opportunity to further develop our collaboration with Art of Multimedia through working together to develop an Induction package for Dairy Farmers. Adrienne Roydhouse and Phillipa O’Connell from Interdependent researched the content and developed the script for the DVD. Art of Multimedia filmed and created the DVD with the close involvement of Dairy Farmers staff. Workbooks to assist in coaching new staff, also developed by Interdependent, were an integral part of the service. (www.artofmultimedia.com.au) |
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We are also developing a collaborative relationship with blueVisions. blueVisions is a thought and service leader in the delivery of program and project management services to businesses pro actively pursuing growth and change. We will be assisting blueVisions to provide accredited Project Management qualifications at Certificate IV, Diploma and Advanced Diploma through our RTO capacity. The Evidence based assessment approach that we will be taking is similar to the one we use for the Frontline Management Qualification. Our expertise in coaching and assessment will add to blueVisions sound expertise and track record in project management. ((www.bluevisions.com.au) |
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| Preventing Bullying and Harassment |
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Our policy and training work in the community sector recently focused on the prevention of bullying and harassment in the workplace. One of our clients provides support to people in their own homes or in residential groups. These carers face the challenge of team dynamics within the privacy of a domestic setting where structured supervision rarely occurs. The interaction of team members has a significant impact on the care the client receives and the well being of the team. There were many issues raised about what constitutes harassment not only from other team members and supervisors but also from clients. The lack of clarity often arose because the team leader or manager had received little management development and was not clearly delegating or providing feedback. The isolation and dispersion of workers requires stronger systems to ensure that standards and values are understood and appropriate behavior rewarded. Responding to unreasonable requests and seeking clear directions are two key behaviors that we identified as being essential skills for carers to develop. Managers required the support of a simple performance management system so that they had a mandate to formally discuss performance and development at regular intervals. |
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| Western Sydney IT Cluster |
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Interdependent has been actively involved in developing the Western Sydney IT Cluster. We have sponsored the development of the cluster over the last few years and involved graduates from the University of Western Sydney in the development of the Cluster’s web site. Our involvement has provided us with some great opportunities to tender for projects and we’ve learnt a lot about establishing collaborative communities within an industry sector. The partnership we have developed with Art of Multimedia has been a direct outcome of the cluster activities. |
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Western Sydney’s InformationTechnology industry with its 1500 firms and an annual business turnover of more than $3.5 billion represents the largest cluster of small and medium sized IT firms in Australia. |
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The Western Sydney IT Cluster is a sophisticated high technology industry development strategy focused on innovation, R&D, internationalisation, management and marketing capability of IT firms; expanding local and global markets; networking and knowledge and technology diffusion initiatives; and links with international clusters. |
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To drive business growth, innovation and entrepreneurship, the Western Sydney IT Cluster (WSITC) combines the resources of the New South Wales, Commonwealth government plus the private sector, to offer an integrated business package for cluster members. |
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The Western Sydney IT Cluster aims to promote the capabilities of Western Sydney’s ICT businesses by expanding local and global markets and providing knowledge and technology diffusion opportunities. The cluster provides opportunities for small and medium enterprises to network and collaborate with each other. It encourages interaction with professional and specialist service providers. It finds business opportunities and gains access to funding and business support programs from leading government agencies. This all helps cluster members retain their competitive edge. |
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More than 200 companies are registered with the Western Sydney IT Cluster. It is Australia’s largest gathering of IT small and medium enterprises and boasts strong ties with industry associations, government agencies, research and educational institutions and private organisations that provide professional and specialist services. It also works closely with trade organisations, major ICT user groups and leading international clusters. |
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(www.wsitc.com.au) |
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| Leading Performance at the Department of Community Services |
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Over the last 12 months we have been working with the Department of Community Services (DoCS) NSW to design and deliver middle and frontline management programs. Dr Neil Shepherd, Director General, is ensuring that managers and staff in DoCS participate in a sound performance management system supported by leadership and coaching. All staff have been trained in the performance development system and DoCS staff will audit how well the system is implemented. One of the key areas that the audit will focus on is the way that the manager has sought and gained feedback from staff on their performance as a manager. |
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To develop skills in seeking feedback and in developing performance, Case Managers are participating in an interactive program that requires them to lead action learning with the teams that they manage. Client Service Managers also carried out action learning projects focusing on organisational and service delivery improvement. Participants have said that they have gained most from these action learning projects and from modelling the micro skills for communication and coaching. |
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The strength based paradigm that DoCs applies when working with families translates into the manager's coaching role. The work that DoCS does with families aims to focus on what they are doing well and then builds on that strength for improvement. The challenge for participants has been in developing and practising the micro skills for strength-based coaching. We have modelled specific coaching behaviours in small group work and then ensured that the practise of each micro skill occurs. This has not been carried out in the typical group of three where the quality of practise is often not soundly monitored but in small groups of about seven with active modelling and challenging by the facilitator. |
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Skills transfer from training to work will be evident through the auditing of the performance development system. This audit will review the way that the managers seek and provide feedback and then support development. |
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We can see a real difference that the investment in skills and support for mangers has created in DoCS since the middle of last year. Staff are far more positive. One Case Manager summed up the change of heart when she said “I used to not tell anyone where I worked because there was always something negative about us in the media. Now I just tell then straight - that we are here to protect children and help to build strong families and communities.” |
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Revisiting Performance Development
- Energy Australia |
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Why is it that everyone knows that formal performance planning and review is important yet so few people do it well? EnergyAustralia has responded to feedback from their Employee Opinion Survey which indicated that most people thought that the process could be more effectively carried out. |
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Dimity Hodge, Manager Organisational Strategy and Development, said she had been aware of this concern. "I’ve found that some managers seem to struggle with setting meaningful and measurable objectives and at times the manager does not get team input". |
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In response to this feedback Dimity introduced a number of innovative approaches to ensure that all staff have the skills and the desire to participate fully in performance planning and review. |
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An online support tool has been developed with examples of completed Scorecards, case studies showing how to give and receive feedback and tips about making the planning process an integrated part of team and personal development. |
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The Organisational Strategy and Development team also designed a 90 minute session of interactive activities to review the process of planning and feedback. Activities included an audit of current practice, a group 'beat the buzzer' quiz, a jigsaw of the planning and review process and practice in giving and receiving feedback. These sessions were followed up with facilitation support for managers to assist them in developing a team plan. Dimity and her team will be auditing the quality of the planning and review process. Dimity commented, “the training has certainly increased the focus on how to plan well. We’ve received feedback that the facilitated planning sessions have involved the team. Once this ownership is well established people will be far more motivated by the plan.” |
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As Interdependent has been working with EnergyAustralia we are keen to see if this motivation results in the management and measurement of meaningful objectives with development plans that are aligned to future workforce needs. |
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| Zero Tolerance on Drugs and Alcohol |
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Implementing new work policies can be hard at the best of times. Imagine when it involves a lot of angry, upset and afraid workers. Then ask them to provide a urine sample and let them know that the consequences of having any trace of drugs or alcohol could be severe. Then try and get on with the job. |
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Interdependent Solutions has been working with RailCorp to face the challenge of implementing a Zero Tolerance Drug and Alcohol Policy by designing and delivering interactive workshops. The three-hour sessions provided scenarios, hypothetical activities and decision making tasks that offered employees a chance to understand the policy and to reflect on what changes they may need to make to their lives. Participants discussed many sensitive issues related to drug and alcohol use such as the safe use of prescription drugs and the need for behavioural change if drugs or alcohol were being abused. |
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The method of testing, prescribed by the Rail Safety Act, requires a urine sample to be given, which will be tested according to the Australian Standard (ASNZ4308) to detect the presence of any drugs. Test results will take up to 48 hours and people will continue working until they receive their test results unless of course their behaviour indicates impairment. The saliva swab could be a possible means of testing in the future, however at the moment the results are too unreliable. |
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A zero tolerance approach rather than an impairment approach sends a clear message that no amount of drugs or alcohol are acceptable. |
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There is a detailed article on the issues to consider in developing policy and procedures to support drug and alcohol free workplaces on our website. |
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| Coaching for Career Development |
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Does your own career plan inspire you? |
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Can you confidently support others as they develop their career options? |
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Are you able to guide performance now while supporting future career development? |
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Do you want both stability and flexibility in your workgroups? |
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We are once again offering this focused 2 day workshop tailored for people who lead careers coaching to improve present performance and future capability. |
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The program is designed for Managers, Mentors, Team Leaders and Human Resource Specialists. The course is supported by pre and post online support and consultant follow up. |
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Due to program demand sessions will be held in June, July and August. |
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Creating Community
- Value, respect and reward |
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How do you engage newcomers to your work community? Does your orientation and induction process provide clear guidance on who to know and how to get information? |
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We have found some very simple practices that performing organisations are using to build their community: |
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Let new starters know that it's important to make eye contact and greet their colleagues |
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Remind current staff that meeting and greeting each other is expected of all staff |
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Provide a photo link for key support people |
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Arrange guest speakers for lunch time conversation |
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Provide and promote ways to link in with professional and local communities, eg pro-bono work, volunteering, study tours |
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Coach for a career not just current performance |
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Simply put - value, respect and reward |
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People in one of the organisations that we visited recently felt valued and rewarded because they were given interesting and challenging work. The challenge of the work itself connected them to their colleagues and mutual respect was evident |
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Our work with the National Office of the Information Economy to develop a 'Working in NOIE' web site has provided a great access point to meet immediate needs for information and create connections. |
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The site also guides the conversation with the manager as coach so that a learning agreement is developed for the induction period and all compliance issues are covered. The manager can review the evidence that the inductee builds as they find out more about their new role. |
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Career Management Online
- Your career is in your hands |
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CSIRO has recently implemented the Careers Management Online system that we developed with them. CSIRO had conducted a benchmarking exercise by looking at 13 organisations, focusing on those that had a strong research and development function. The list included Microsoft, 3M and Proctor & Gamble. Many of these organisations had developed online systems to provide career support to their staff. CSIRO wanted a system that supported career coaching and that allowed a clear definition between private and public space so that trust in the process developed. |
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The system that Interdependent built for CSIRO provides simple tools to support self -reflection and support so that the employee can develop a career plan with their manager/coach. The coaching tools guide the coach to reflect upon the way that the employee shares knowledge and works with others as well as how they perform. It provides a series of unique questions to the coach, matched to the employee needs, to support a structured conversation about career development. The Careers Management Online System is can be customised and is available on the Internet or Intranet for organisational or individual access. |
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| One Stop Career Support System |
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Interdependent will shortly be launching the Career Support Site which is customised to meet enterprise needs and links participants to their career coach or most appropriate career workshop. It provides support for individuals seeking to develop their career and for managers/coaches seeking to support others in their careers. |
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This site is a simple low cost option for organisations seeking to enhance their career support services quickly and efficiently |
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| Graduate Development Online for the Roads and Traffic Authority |
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Interdependent has recently completed developing an online system for graduate development at the Roads and Traffic Authority of NSW. This system allows graduates to effectively manage their placement rotation, develop learning contracts and review their performance. Their manager has easy access to information on the graduates' development and the online performance management process supports the face to face placement review. |
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A few years ago Sydney Water implemented an Interdependent Online Graduate Development System and they have found that it has significantly assisted in the management and development of graduates. |
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