Forging a path for talent management in the public sector

(aka: How a town planner convinced correctional officers to do performance and

development)

Today

• The Journey• Our approaches to delivering change

• Performance Management• Learning

• The importance of Influencers• What did we learn along the way?

The Journey

The Department of Justice

Corrective ServicesGrowth & efficiency8000+

OthersVeterans AffairsJoined 201722

Courts and Tribunal Services

Geography, technology2000+

Justice InfrastructureNumerous sites

NSW Trustee and GuardianTransformation

500+

Juvenile JusticeLow levels of detainees1000+

Births Deaths and Marriages

Self funded180

Department of Justice

The Pace of Change

Time needed to reach 50 million users (in years)

Chart1

Airlines

Automobiles

Telephones

Electricity

Credit Cards

Television

ATMs

Computers

Mobile Phones

Internet

Facebook

WeChat

Pokemon Go

Series 1

64

62

50

46

28

22

18

14

12

7

3.5

1

0

Sheet1

Series 1

Airlines64

Automobiles62

Telephones50

Electricity46

Credit Cards28

Television22

ATMs18

Computers14

Mobile Phones12

Internet7

Facebook3.5

WeChat1

Pokemon Go0

The Why

6

The Why – The Bigger Picture

Career

1

2

3

45

6

Benefits of the change

Identify & leverage talent within the

organisation

Improve employee engagement

& performance and business outcomes

Better align Staff capabilities &

strategic Goals

Reduce recruitment costs through retention

Better managetraining investment

Support employee development

See development areas & identify top

talent

Track employeeperformance &

progress

Better engage new employees

Understand their current capabilities

Monitor their progress

Map their learning & development

path

Be clear on their goals

Performance Management Senior Executives

9

Performance – leader led approach to change

• Sponsorship network.

• Engagement of executives and managers first.

• Business planning.

• A mixed learning approach.

• Change take-up monitored

Our approach to change

4 weeks 8 weeks Ongoing

Awareness Desire Knowledge Ability Reinforcement

• Sponsor led change

• Awareness comms so people understand the benefits of the change and want to be involved

• Engage managers first to lead their people through the change

• Monitor enrolments in face-to-face briefings

• Face-to-face briefings

• Managers first, then staff

• Monitor participation in briefing sessions

• Catch-all sessions (AVL/VR)

• Targeted coaching to uplift capability

• Monitor the input of plans into online system

• Agree on 12 month change plan and monitor change up-take

• Assess the quality of performance plans and continue to improve

How do we apply change to such a complex organisation?

Dashboard:

myPerformance online 12

Performance Development Plans (PDP)

Department of Justice

Goal Setting: Employee to review and finalise goals and submit to Manager for endorsement.Goal Endorsement: Manager to review and endorse employee goals.Mid-Year Review: Employees and managers to complete mid-year review

Learning DevelopmentCo-designing a service

13

The future vision

Links with other SuccessFactors modules to support a holistic development approach

Learning and developing

Performing and being recognised

Joining the team and making a

good start

Design for the user in mind

Ways of working aligns across

divisions

Courses consolidated and

improved

Better reporting tools and visibility

ONE best in class LMS

Users can view their own learning records

Reports can be generated automatically

Self-service puts the user in control

Single system for all learning & development

needs

Peers can recommend training courses to each

other

What we are setting out to achieve

Learner Persona Profiles in Justice

Operational training Leadership & management training

All learning

LearnerThe Learner is anybody who uses the system to learn or develop.

This persona includes the following job types and job roles:

• Employees• Managers• Executive• Office staff• Community staff• Custodial staff• BSC

ManagerA Manager is an end-user with manager-level access (the ability to view teams & assign learning etc.).

This persona includes the following job types and job roles:

• Managers• Executive• Directors• ERP

RegionsThe Regions are a major conduit for learning activities into the Learning COE. They use the system the same as Learners or Managers, but their roles differ:

• REOs• Regional Directors• TDOs• SPOs

Learning COEThe Learning Centre of Excellence coordinates & produces all learning:

• Operation Training Unit• Superusers• Administrators• Trainers• Facilitators• myCareer Team

SHRStrategic HR establishes the LMS, coordinates policy-level requirements, & oversees Department-wide learning & management training needs.

This persona includes:

• Talent & Workforce Management

• Ethics, Safety & Industrial Relations

• Human Capital Management

Leadership

The Leadership persona provides high-level guidance on learning requirements, including policy & regulatory direction.

The NSW Public Service Commission (PSC) feeds into the Leadership persona.

This persona includes:

• Director Operations• Other Executive• Secretary• Attorney General• Ministers• Public Service

Commission

ProviderThe Provider persona is made up of external learning vendors & suppliers who are involved in the design, scheduling, & delivery of learning programs.

This persona includes:

• External learning vendors

• External learning suppliers

• Other external inputs into delivering learning at the Department

What do we need to have in place to enable this

experience?

What do we want them to think, feel and do in the

future?

EMPLOYEE

LEARNING, GROWING AND PROGRESSING| Learning and development

MEASURE

OUTCOME

Avg. training hours per FTE

Training cost per FTE Training ROI

% of staff with

development plans

# of roles with ready candidates

% of roles filled

internally

# of succession

plans

# of identified

high performers

Learning and development

Relocation spend

# of secondments

# of secondments

completed

Capable and responsive employees Retain the best talent to ensure critical roles are always filled

A workforce that is agile, capable and willing to meet business needs

What is the current experience??

Influencers

18

Influencers

Manager of Security Custodial Operations

Change Driver

Advocate

“Using SuccessFactors has allowed us to create development opportunities that were never previously used in Corrective Services. This has benefited the agency and created highly engaged employees”.

Matt Jones

What did we learn along the way?

Keep things in perspective Agile / fail fast / continuous improvement approach Understand the needs of the stakeholdersTaking a customer-oriented approachProtect your brand – data Pilots are importantWorking with Partners Delivery does not finish at tech build

Forging a path for talent management in the public sector�� (aka: How a town planner convinced correctional officers to do performance and development)�Today The Journey The Department of Justice The Pace of ChangeThe Why The Why – The Bigger Picture� Benefits of the change�Performance Management Senior Executives� Performance – leader led approach to change� Our approach to change��Dashboard: Learning Development� The future visionSlide Number 16Slide Number 17Influencers Influencers��Slide Number 20 What did we learn along the way?�