The Institute for Public Administration Australia (IPAA) has released its National Strategic Plan 2021-2025. Developed by IPAA’s National Council in consultation with IPAA’s eight Divisions, and designed by IPAA SA’s very own Marketing and Membership Coordinator, Kathryn Oosthuizen. The plan provides a framework to re-focus IPAA’s vision of:
This strategic plan provides a foundation to celebrate, reach out and work with others on excellence in public administration and public policy across Australia. It outlines four key objectives with relevant actions associated to them to ensure this plan is delivered effectively. These objectives include:
These objectives are underpinned by nine actions that the Chief Executive Officers and Executive Directors of the eight Divisions, and the National Executive Director have been tasked to implement. A key to the success of this plan is developing strategic partnerships which help support the signature events and new initiatives which will be implemented.
Monitoring, evaluation and reporting mechanisms have also been included in the strategy to measure ongoing successes and allow opportunity for refinement as required.
For more information about the plan, contact the IPAA National Office at firstname.lastname@example.org. See the original IPAA National News article here.
The PwC Skilled Service Hub is Australia’s national onshore delivery centre based in Adelaide, it supports clients across Australia to solve their most important problems. Having already hired over 100 new staff since July, the Skilled Service Hub team is continuing to grow and they now have more job opportunities available. The Skilled Service Hub is already in operation across Cybersecurity and Cloud capabilities to help drive economic growth for the South Australian and national economy across a wide range of industries.
PwC is currently hiring 150+ roles through the PwC Australia Skilled Service Hub in the following teams:
Whether you are an intern / recent graduate, Associate, Senior Associate, Manager or Senior Manager there are a range of jobs currently available to grow and develop in the sector. If you know someone interested in a role in the above disciplines, then click the link to find out more information.
You can also read about the PwC Australia Skilled Service Hub launch in May 2021 here >
Grow your understanding and awareness of the Indigenous Community in South Australia. You will build a depth of understanding for the spiritual relationship Indigenous Peoples hold to their land and how you can work empathetically and effectively with these groups. Cultural awareness is vital for all SA public sector employees and this training presents a valuable opportunity to learn from an experienced facilitator with first-hand knowledge.
Neuroleadership draws its name from the idea of applying neuroscience principles to the field of leadership. Neuroscience is a multidisciplinary field that links psychology and neurochemistry to understand the intrinsic links between biological processes occurring in the nervous system to behavior and cognitive function.
As a leader, you will have long puzzled with questions of “Why does my team act the way they do?”, “What is preventing me from being able to get my team on board with X, Y or Z?” or “What can be causing dysfunction in my team?” Neuroleadership sheds light on these kinds of questions, to explain behaviour and, in turn, suggest principles that will help us understand and positively modify the behaviour of ourselves and others.
Neuroleadership in particular lends itself to 4 areas of leadership which include: decision–making and problem–solving, emotional intelligence and regulation, collaboration and communication and leading others through change.
One of the core principles of neuroleadership is linked to the primitive structures of our brain chemistry for pleasure, reward and avoiding threats. This idea highlights that we all innately act in ways that minimise threat and maximise reward.
So, why does understanding these neuroleadership principles make you a better leader? In short, neuroleadership comes into its own at the organisational and team level – where our approach to management becomes more in-tune with the ‘human needs of staff’ to optimise engagement, performance, satisfaction and productivity. The core concept mentioned above flags an essential point of humanisiation for leaders and organisations – in the approach taken to change the way we perceive a stimulus in the environment. This means taking the stimulus which is producing a ‘threat’ response, and prompting us to disengage, and turning it into a ‘reward’ response, which engages us to perform at our best.
To get yourself and your team performing at their best, it’s vital to create an environment that puts your brain into the ‘reward state’ – where we are at our prime to make decisions and judgments, be innovative and be proactive with change. A ‘rewarding’ environment is one that recognises the ‘threats’ present in its culture and workplace. Workplaces that are constantly shifting goals and expectations, have poor communication or where people fear punishment for mistakes, creates a ‘threat state’ in our minds that cause us to disengage – with this presenting as impaired decision–making, poor mental recall and mental capability – to the extent that even routine tasks are impaired.
You can use neuroleadership tools to help shape your team and workplace into a rewarding environment by understanding and managing the neural processes that are leading to behaviours. This is where some expert advice will be essential – most leaders seek coaching and training on the area of neuroleadership to deepen this understanding and gain practical tools that can be deployed in the workplace.
If you want to start implementing neuroleadership principles to improve your own and your team’s performance, we hope to see you at our upcoming ‘Neuroleadership’ intensive half day course. During this course, you will work with an experienced psychologist and walk away with ways you can get the best from your team.
IPAA SA Neuroleadership Course Book, 2021.
A new research report has found that the working from home experience of Australian Public Service (APS) employees, compelled by the COVID019 pandemic, has been overwhelmingly positive, realising benefits and dispelling some long-held concerns.
The recently published ‘Working during the Pandemic: From resistance to revolution?‘ report, written by Associate Professor Linda Colley, CQUniversity, and Dr Sue Williamson, UNSW Canberra, was prepared by UNSW Canberra Public Service Research Group and CQUniversity.
Over 6,000 APS respondents participated in a survey which was run in late June 2020. It aimed to capture the experiences of those working from home, as well as the attitudes, perceptions and experience of those not working from home.
The authors worked with the Community and Public Sector Union (CPSU) to develop the survey instrument, and the CPSU distributed the survey to their mailing list on the authors’ behalf. The sample was broadly representative of the APS workforce in terms of ethnicity, indigeneity, and ongoing tenure. It included about 20% non-union members and approximately 25% managers, across a broad range of occupations and agencies.
The researchers found that managers were highly supportive of working from home and that over 90% believed that their teams’ productivity was the same or even higher when working from home.
They found that nearly two-thirds of employees felt that they got more work done than when at the office. Nearly two-thirds felt that they had more autonomy, and employees also enjoyed the personal benefits, including less commuting time, more time with family and for caring responsibilities.
In the future, over two-thirds wanted to continue working from home on a regular basis for some of their hours. The key reasons for this included the ability to manage work and caring responsibilities, and the time for themselves and family.
From a managerial perspective, nearly two-thirds of managers indicated they would be more supportive of working from home in the future but interestingly, while managers are supportive, organisational culture may be lagging.
A limitation to the survey was a selection bias towards those working from home, resulting in an under-representation of those who did not work from home. While this reduced the number of responses to the authors’ questions about reasons people did not work from home, it did not diminish the responses from those who did.
A copy of the full report is available on the UNSW Canberra website.
Text and images courtesy of IPAA National
The Australian and New Zealand School of Government (ANZSOG) will be presenting a three-part webinar series on ‘Leading People Through Disruption’, beginning on 25 August 2020.
The series will be presented by Dr Jo Cribb — one of the youngest people ever appointed as a chief executive in the New Zealand public service in 2012. Her work has focused on advancing the cause of vulnerable in society, spearheading some of the most difficult issues of our time, including child abuse, child poverty, family violence and vulnerable women.
The webinar series will give participants insights into how to make decisions during a time of crisis and maintain an inclusive and positive style of leadership.
Dr Cribb said that effective leaders created change in a values-based way, and the best were able to empower their staff and admit the limits of their own knowledge and ability.
‘Leadership is about mobilisation, bringing people together and making things better than they were before. You can have that influence at every level and everyone can be part of the leadership team’.
Dr Cribb also said that organisations were too complex and the problems that they had to deal with were too difficult for one person to have all the answers. Leaders needed to be honest and admit they don’t know everything —something particular true in the context of the COVID-19 crisis.
‘It is really important for authorities to be honest about what they don’t know when they communicate with the public.
This has been the experience in New Zealand and it has actually strengthened trust in government. We have been able to communicate really complex judgement-based policies and do so effectively.’
The first webinar will focus on leading people through disruption (25 August 2020).
The second webinar will explore what it means to be an inclusive leader under pressure (3 September 2020).
And the third webinar will look at ways to build an inclusive culture during crises (17 September 2020).
Those interested in participating in this series can register on the ANZSOG website.
Author: Frank Exon, Executive Director, IPAA National