Artwork by Gabriel Stengle (Kaurna, Ngarrindjeri, Narungga)
‘Journey’
This Artwork represents all Aboriginal Communities coming together, standing strong and having a voice individually but are all together on the same journey of empowerment.
The waterholes represent the different Communities who are joined together with journey lines that show individual journeys but also the greater connection through culture.
The kangaroo prints represent the Aboriginal communities as they are moving forward as one on their Journey. The vibrant colours are used to show that the Aboriginal people and communities will be seen and heard to raise issues in a display of community led solutions and ultimately their Journey to empowerment.
In today’s workplace, it is crucial for employees not only to be able to communicate effectively with their peers and subordinates but also to persuade their superiors. Persuading up is a critical skill that enables individuals to influence your senior leaders’ decisions and get their buy-in for ideas, projects, and proposals.
Departments are often under-resourced with Risk/Internal Audit teams being smaller but having a huge responsibility across changing and emerging risks. This session introduces key risk management topics and aligns the teaching with specific risk thoughts within your Department. The session is designed to complement the current risk management practices of the state government and promotes the current risk management team.
In what other space do you have the ability to work across so many diverse areas? This helped bring Tanya Di Lorenzo into the public sector and, in turn, is part of what has kept her there for almost twenty years of service.
Tanya began her career with a double degree in Arts and Law. Reflecting on this, she names herself one of those people who undertook a Law Degree with no intention of ever becoming a lawyer. Many of us find ourselves in this situation, fresh out of high school and driven to immediately start pursuing higher studies – even perhaps with no clear direction. For Tanya, though, this decision led her to the public sector graduate program, where she encountered the area of industrial relations.
Eighteen years on, Tanya has led a diverse, continuously challenging and rewarding career across the people space, where she has had the opportunity to be involved with projects that she would never have imagined she could impact.
A snapshot of Tanya’s current and previous roles:
What initially attracted you to the public sector?
Tanya reflects that what brought her to the sector all those years ago is still what keeps her here today, and it comes down to two factors:
When Tanya started at the ASO2 graduate level, she was equipped with her degree but felt untested in the workplace. She found herself trying to navigate the intricacies of Cabinet Ministers and complex stakeholder relationships. Being thrown “into the deep end” was an exciting and challenging time from Tanya’s perspective and promised an exciting future career path.
Being involved in industrial relations for many years in the sector, she eventually came to a crossroads in her career where she realised that she wanted to extend herself into operational human resources. Making a career pivot is never easy, but as Tanya shared, the sector’s diversity was invaluable in making a change that kept her passionate and engaged with her work.
Did you find it challenging to move into the Education Sector without a background in teaching?
A pivotal moment in Tanya’s career occurred after her move to an industrial relations role within the Department for Education. When the opportunity came up to become a Human Resource Business Partner for what at the time was over 160 schools and pre-schools, she found herself as the first person in the team not to have a teaching background. As Tanya noted, this was undoubtedly a challenge, and she told us, “I knew that I had to do a lot to win over the field and show that, YES, I could understand schools and their operations without being a teacher.” Historically she found that “the thinking had been that you needed to have been [a teacher] to provide advice on staffing and HR matters in schools.” Tanya grew in this role to feel she had a tangible impact across her team in changing this thinking. Now, several years on, they are far more blended in terms of their diversity of backgrounds and experiences, with a more profound sense of the value of the HR profession in the education space.
The move of Year 7 to high school was a significant milestone for SA that you were involved with. What are your reflections on how you managed this considerable change?
“We were the only state in the country that didn’t have high school for Year 7s” It was a big deliverable for the Government of the day and a truly massive project- in which Tanya shared she was privileged to be involved. “The workforce component was enormous, and they needed a separate stream” to manage this. In response, Tanya applied for the role of Assistant Director of Workforce, Year 7 to High School. Tanya noted that this is probably the most challenging thing she has undertaken in the sector and her proudest. Her task in this role was “to ensure that a primary teacher could be supported to transition into a secondary school setting and teach secondary school students, noting that they’re extremely different environments, and the change management required was enormous.”
One of the other challenges in this project was changing the existing ideas and processes around recruitment. Tanya and her team immediately found that they needed to approach this differently. Compounding on an already challenging project, it was at this time that COVID-19 reared its head, adding increasing complexity. Tanya noted that this challenged her to think differently, especially in recruitment. In response to COVID-19, video introductions were introduced as part of the application process, which greatly improved the quality of candidates being interviewed. In this way, COVID-19 had an unforeseen silver lining, fast-tracking this development and providing the opportunity to think differently.
What’s your advice to others trying to manage change?
Reflecting on these challenges, Tanya shared that they have reaffirmed the importance of your team and the people you surround yourself with. She found it was necessary to remember to inject fun into the work environment. When dealing with high-pressure projects, falling back to group dynamics that support resilience and well-being helped her team meet the challenges they faced along the way.
Tanya also explained that as a leader, it’s essential to set clear goals so that your team knows where they are, where they are going, and why. Having clarity around your goals will help you be more responsive and agile when situations change – as Tanya and her team found when COVID-19 arrived.
For stakeholders, being clear about the “why” and “how” were also key elements. Tanya noted that “in year 7 to High School, while many key stakeholders didn’t like the change, there was no ambiguity about what was happening and how it would happen – stakeholder engagement and clear communication really did ensure our success”.
What has kept your passion alive for working in the public sector?
Tanya shares the importance of connecting to the core vision and purpose of your work, and being open to new opportunities that will reignite your passion.
“After working with schools for so many years, I thought I’d be challenged to connect with purpose in infrastructure and transport, but in actual fact, it’s been even easier. Service SA, public transport, major roads projects and builds impact every single South Australian every single day – and that’s something I’m incredibly proud to be a part of”.
Having that sense of connection with purpose is vital in Tanya’s view, and is what continues to draw her to work in the public sector.
What are your thoughts on creating positive culture across departments and agencies as an HR practitioner?
Tanya is passionate about “demonstrating that HR is an enabler” instead of another organisational hurdle. She shares that positive change begins from the top down. In her latest role in Infrastructure and Transport, her team was responsible for leading, developing, and delivering the whole of Department and first (in a very long time) annual awards ceremony in March 2023. This event celebrated and recognised excellence in service, innovation, and stakeholder engagement, amongst other things. In Tanya’s view, it was an opportunity for HR to take a leading role in creating a culture that celebrated success and its valuable people.
On behalf of the IPAA SA Divisional Council, we thank Tanya for sharing her insights with the IPAA SA Community and for her many positive contributions and commitment to making a difference. If you want to be involved in a future IPAA SA Insight Article, you can nominate or suggest a topic here.
“I haven’t met a public servant who doesn’t work hard and get up in the morning to really make a difference”
Ruth Ambler FIPAA, an IPAA SA Member for over 20 years, has been on a career journey across the public sector that has spanned departments and has enabled her to leave her mark on the State.
Ruth’s career in public service began in the Housing Policy space, where at the time, she had been employed in the non-government sector. Being tapped on the shoulder for this new role in the Department of Human Services, she was excited to have the chance to make a more significant impact. While she had been working with organisations that were linked to policy advocacy around housing issues, she saw this as her chance to jump in at the ground level and make a difference from the inside. This step into public service was, of course, only the beginning.
After an election, the Department of Human Services, which at the time included health services, was split into two departments, and this led Ruth into the area of health policy. Here she began a review of the Dental Act and regulations for dentistry in South Australia as General Manager, State Wide Dental Services. In her most recent role, she has returned to the Department of Human Services as Executive Director, Community Investment and Support.
Ruth’s other roles have included:
With experience spanning so many varied roles and departments, we were fascinated with Ruth’s advice and insights. So, let’s get into the questions that Ruth shared her answers to…
What has made you stay in the public sector?
For Ruth, it’s about two things – the astounding variety of the work and the great people she has the opportunity to work with. In her experience, she has yet to meet a public servant who isn’t working hard at what they do and trying to do the right thing for the community. This sense of common purpose and value is a strong point of the sector that is unique, given the scale and scope of the work involved. As Ruth explained, she has been part of many reforms and can see her work’s tangible positive effects.
Ruth highlights that it’s a “pretty good feeling when you can go home at night and feel like you’ve improved an outcome for your citizens”. In the South Australian public service, we are particularly privileged as a smaller state, with a so-called “two degrees of separation”, that chances are the work you do in the sector today will impact somebody you know in the future.
What are some of the biggest challenges you have faced?
Working in a political environment, Ruth shared that there are, of course, challenges that come with that. In her view, the media plays a huge role in managing community perception. In today’s world of modern media and vocal interest groups, it can create a challenging and noisy environment for public servants. However, going back to the purpose of the sector, Ruth highlights that we are there to serve the government of the day and that regardless of the priorities or personality of a government, that is what we need to commit ourselves to.
How can we navigate issues of integrity and accountability?
According to Ruth, accountability and transparency are two of the most necessary features of trustworthy public service, and we wholeheartedly agree. Ruth shares that, at times it’s easy to feel bogged down in red tape and procedure, but she reminds us that patience and following those processes is key to maintaining not only personal integrity but also the integrity of the sector – which every public servant plays a part in.
Ruth shares some essential advice to anyone who is grappling with an issue of ethics or integrity, “if something doesn’t seem to you quite right, it’s probably not quite right, and you should seek some advice and always think about how you would feel if it was on the front page of the paper”.
As Ruth notes, these issues are not something to take lightly they REALLY matter, “your reputation is probably your most important possession, and once you’ve lost it, you’ve lost it. So I would just say be incredibly cautious about those sorts of matters”.
What is your advice on navigating a change of government or direction?
Ruth noted that it’s easy to be caught up in the change cycle, but we can help find our footing when we remember that our mission is to serve the government of the day. From Ruth’s experience, she has found that as a leader during those times of change, it’s vital to communicate and bring staff along on that change of direction. Having gone through many changes in government herself, Ruth highlighted that focusing on the opportunities, rather than the challenges or negatives is essential in maintaining a resilient outlook. She noted that, yes, sometimes programs will change or cease, but others will be brought in – she understands that this process can be complex, particularly if you are invested in those – but to always come back to the great opportunities that are out there. As Ruth said previously, we are there to support the government. She shares that it can be “incredibly empowering to think about being part of delivering on an agenda of a new government and all that sort of energy and excitement that comes with that”.
If you would like more advice on dealing with a change in government, you can also watch the video resource here.
What do you love or value most about being in the public sector?
Ruth reflects that the real value and passion she has for her work is in the vast opportunity to find sensible solutions to some of the thorniest problems. Looking to our ‘On the Couch’ interview with Damien Walker, Chief Executive, Department of the Premier and Cabinet, he also shared a similar sentiment – that we are dealing with some of the most difficult problems out there – and in what other space do you get to work with problems and solutions with that kind of scale and impact?
What is your advice to people who are feeling burnt out in their work?
Exploring this question with Ruth, she expressed that there can be high pressure in the public sector that comes along with the complex problems we are dealing with. Ruth encourages us, though, to always come back to that sense of purpose whenever we feel discouraged.
She also urges people to care for their mental well-being by improving their resilience. Personally, Ruth does this through exercise, sleeping well and ensuring that she takes time away from the office occasionally. Throughout her long career, she has found that taking the time for a hard reset, with a holiday or just a break from the normal day-to-day, can provide the time to reset your resilience and be ready to face those challenges and opportunities anew.
What is your advice to those who are new to the public sector?
Ruth highlights that government is complicated and that a wealth of insider knowledge isn’t necessarily written down. Joining the policy network, which is run through the Cabinet Office, is a significant first step for anyone in the sector, particularly those working in policy areas. It will provide vital information on how government works and point you in the right direction to answer your questions.
She also suggests finding a mentor whom you can build an excellent ongoing relationship with. They will be someone you can go to for those questions you may not want to put to your direct line manager.
As her final advice to newcomers in the sector, Ruth also highlights that taking the time to get to know your colleagues is invaluable. For her, this means connecting with others, not just in her department but across the sector. As a long-time member of IPAA SA and a frequent delegate and occasional speaker at IPAA events, Ruth suggests events like those offered by IPAA as a great place to start connecting with others – who knows, and you may even run into Ruth there.
On behalf of the IPAA SA Divisional Council, we would like to thank Ruth for sharing her insights with the IPAA SA Community and for her many positive contributions and commitment to making a difference. If you would like to be involved in a future IPAA SA Insight Article, you can nominate or suggest a topic here.
