Presented with an opportunity to influence and implement initiatives supporting APS Reform, Susan Horvath couldn’t say no. Susan’s current focus is on building psychological safety across the APS.
We met with Susan to learn how changes implemented by the Taskforce will impact the APS workforce, the important role psychological safety plays on a pro-integrity culture, and the special function HR professionals have driving change.
How did you get involved in the Capability and Workforce Committee Taskforce and what outcomes are you most excited to achieve?
When I saw that the Australian Public Service Commission (APSC) Capability and Workforce Committee Taskforce (formerly known as the Future of Work Taskforce) was looking to second people from Australian Public Service (APS) agencies to work on projects, I was very keen. Learning about future of work trends, what they mean for our workforce and how we help people navigate change has always been something that interested me. The “future of work” is a term that’s used a lot and I have often pondered what it means – it’s sometimes said that the future of work is here now, it’s just not widespread!
Having worked in HR for many years, I believe that you can always enrich your skills and add to your HR kitbag. Secondments are a great way to get involved in different projects and expand your network. Taking on a project that supports the whole APS has taken stakeholder engagement and HR strategy design to another level for me.
I am excited about the Taskforce projects because they are future focused and have the potential to impact the working lives of people across all of the APS. I have been reflecting on the role of the APSC when delivering projects like these – how to be relevant, flexible, and tailorable to meet the needs of such a diverse APS workforce. It’s so important to work with HR professionals across agencies if we are to make a difference.
Could you provide an insight into the work being undertaken by the taskforce?
The Taskforce delivers on initiatives determined by the Secretaries Board Capability and Workforce Committee. All of the initiatives support the APS reform agenda – that is, what would help position the APS as a model employer and ensure we have the capability needed to do our jobs well.
The projects led by the Taskforce are varied but generally relate to how the changing world of work is impacting the APS. Examples include an employee value proposition for the APS, a location framework, and the Strategic Commissioning framework.
The project I am working on is about building psychological safety. Projects like these are important for the public service not only to keep up with the pace of change but get ahead of it by harnessing new ways of working and leveraging our collective talent.
Katy Gallagher, Minister for the Public Service, emphasised being “future-fit” as the “APS’s next big challenge” how does your work support APS reform?
I like the term ‘future fit’ because it implies it’s something you can influence – we can all work on our fitness! My project is focused on building a pro-integrity culture by fostering psychological safety in teams - which speaks to the first APS reform priority of being an APS that embodies integrity.
Psychological safety sometimes gets confused with other related concepts, but Amy Edmondson described it well as ‘the belief that you will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes.’ This is so important if we want people to make ethical decisions, give frank and fearless advice, and speak up about concerns. I think of psychological safety as a superpower – it underpins so many things HR professionals are dedicated to achieving for the APS workforce whether that be integrity, high performing teams, innovation, diversity, or wellbeing. In this way, it underpins all four of the APS reform priorities.
How will psychological safety have a tangible impact on APS employees and the wider Australian community?
I am really motivated by improving people’s working lives. I have worked in teams where I felt comfortable to raise issues, give feedback, learn and challenge. It’s very inclusive and energising. I would like all of us to experience this type of authentic relationships, engagement, and collaboration.
In today’s complex world, you need to work with others to make good decisions. When teams have psychological safety, people are comfortable to harness different views, raise opportunities to improve our ways of working and share new ideas. When we are making the best decisions and policies, we are delivering the best services to the Australian community.
What can agencies and HR professionals do to support staff for the future of work?
While everyone has a role to play in building a psychologically safe workplace, HR professionals and leaders have a special role in driving change. I think it’s important that we role model psychologically safe behaviours in our own teams and how we respond to colleagues.
The updated AHRI HR Capability framework calls out psychological safety as a core capability for HR professionals and distinguishes it from psychosocial safety. It’s important for HR professionals to understand the difference and relationship between the two concepts so that we can help our clients.
We can help managers by encouraging them to prioritise team conversations and checking in on staff. HR professionals can assist by considering how to embed psychological safety ways of working when we are designing and implementing HR initiatives. I'm excited about the guidance materials currently in development to build psychologically safe mindset, skillset, and practices within teams.
Keep an eye out for more information about the psychological safety in the APS project, which will be continually updated with practical resources to assist.