The aim of the Centre for Public Sector Excellence is to build the skill, behaviour and expertise for a capable, future-focused and sustainable public sector workforce. Essential to this is the development of a high performance culture across the sector supported by a viable approach to individual and organisational learning and development.
The Centre embraces its role to partner with the sector to achieve this aim—it’s all about adaptive, collaborative and innovative learning. The Centre pursues excellence in its practice and applies the following guiding principles:
- To explore and act upon opportunities to encourage collaboration across the sector by making connections and accessing relevant networks and affiliations.
- To participate in and contribute to sector-wide formal, action and relationship based learning.
- To assist the sharing of knowledge, contemporary expertise and resources.
- To enable learning and development initiatives that are underpinned by principles of effectiveness and efficiency and support the vision and strategic directions of the sector and the ensuring public value for the wider community.
- To enhance integrity, effectiveness and efficiency of the public sector.
We recognise learning is a continuous and reflective practice. It is a process for facilitating and inspiring individual, group and organisational learning and development. We emphasise and encourage an approach that blends experiential, collaborative and formal elements of learning.
This is informed by the 70:20:10 framework that describes how learning occurs:
from real life and on-the-job experiences, tasks and problem solving. This is where some of the richest and most effective learning and development takes place. We call this action learning – in the flow of work
from feedback, mentoring, coaching, networks and from observing and working with role models. We call this relationship learning – learning from others
from formal learning and structured programs
We believe learning is contextual and the balance between these three will be different for each learning and development context and situation.
Learning will be maximised through these initiatives by:
- collaborating with stakeholders
- ensuring connection to context and meaning for participants
- stretching people through challenging work/assignments
- facilitating the sharing of knowledge and resources
- providing opportunities to test ideas and practice skills
- creating communities of learning
- exploiting opportunities to apply learning in the ‘flow of work’.
Initiatives will be formed in partnership with agency leaders, focused on whole of sector capability building, developed in collaboration with recognised practitioners and delivered by experienced professionals from across the sector and external experts where appropriate.
Blended learning strategies
Opportunities to learn and develop through experience include:
- acting positions
- vertical and horizontal moves
- exposure to other departments and roles
- stretch assignments
- challenging projects
- increasing span of control
- opportunities to take up positions on whole of government committees
- new work within your current role
- community activities.
Opportunities to learn and develop through others include:
- formal and informal feedback
- coaching and mentoring
- job shadowing
- action learning
- peer learning
- joining professional associations.
Actions to deliver results
Agencies can support the work place learning process by:
- providing time for self-directed learning in the workplace
- creating useful peer-related FAQs and knowledge bases
- providing places for workers to congregate and share experiences
- supplementing self-directed learning with mentors and experienced professionals
- building networks, blogs, wikis and knowledge bases to facilitate discovery
- using technology to make it easier to collaborate and network
- encouraging cross-functional gatherings and sharing.
Agencies can assist staff improve their learning skills by:
- explicitly teaching workers how to learn effectively
- sharing ways others have learned topics, subject areas and specific tasks
- enlisting learning coaches to assist and encourage reflection.
Agencies can create a supportive organisational culture by:
- establishing a budget for workplace and social learning
- supporting innovation and learning through trial and error
- incorporating the ‘70’ and ‘20’ aspects of the learning
- positioning learning as a growth experience and not something that staff need others ‘to do to them’
- adding learning and teaching objectives and goals to job descriptions
- encouraging learning relationships and professional communities.
Page last updated 11 May 2016