Article submitted by Services Australia
Strengthening the Senior Executive Service (SES) performance framework will be key to delivering priorities three and four of the APS Reform - becoming a model employer and an APS that has the capability to do its job well. Effective leadership doesn’t only involve the outcome or delivery but the behaviours that they exhibit.
We sat down with Service Australia’s People Division to learn how they developed and implemented their SES Performance Framework strategy.
Objectives
In 2022, Services Australia commenced reviewing its approach to SES development with the goal of
- implementing a modern and adaptable investment strategy
- aligning with the agency master plan’s priorities of empowering strong leaders
- providing pathways for professional growth.
The agency aimed to identify SES learning priorities, establish a dynamic leadership development framework, and provide clear development pathways for senior executives.
Research and Development
The People Division within Services Australia spearheaded research and development of their crucial strategy, understanding that the APS confronts increasingly intricate public policy challenges requiring senior executives to navigate a complex business landscape. This strategy supports the agency in not only further building capability but also attracting, retaining, and engaging senior executives in a competitive job market to deliver outcomes that benefit the nation.
After months of research into leadership development through various sources such as Gartner, KPMG, and academic journals, the team aligned their findings with recommendations from the Thodey Report and the APS Workforce Strategy. The team collaborated with the APS and private industry, sharing and gaining valuable insights into best practice to embed into the agency’s new strategy. Focusing on futureproofing and aligning with the future state of the APS, the priorities, pathways and framework were recently endorsed by the agency’s Executive Committee.
“Learning is a continual cycle,” said Assistant Director of Talent Programs, Leissa Smith. “These clear employee-centric pathways will help us achieve our vision. With clear learning priorities for SES backed by research, a versatile framework, and governance structures in place the agency will see tangible outcomes that align with our strategic priorities.”
Outcomes
“We have developed a clear, cyclical SES development framework that is agile and responsive to changing priorities,” said Frank Bregianis, Director of Talent Programs. “With clear learning priorities backed by up-to-date research we can partner with our SES and tailor learning to vital areas.”
Tracey Sheather, National Manager of People Capability, added, “We’re working in a state of complexity and uncertainty and where we see a constant shift in priorities. This continual investment in our SES will build capability, engagement and help retain our senior executives into the future.”
For further guidance on developing an SES Performance Framework, email Executive.Leadership.Programs@servicesaustralia.gov.au.