3.4 Strengthening leadership capability
The APS Academy offers leadership and talent programs for APS leaders, deepening shared APS capabilities, mindsets and culture. This supports leaders to embrace the values and behaviours required of public servants, emphasising respect, integrity and empowerment. Through the APS Academy, leaders also engage with thought leaders and other APS practitioners, and build connections and networks with colleagues representing the full breadth of APS agencies. This whole-of-system approach ensures that APS Academy leadership programs are distinct from, and complement, opportunities offered within agencies themselves.
The APS Academy has an established yet dynamic offering including SES orientation and Band 1, 2 and 3 leadership development and women in leadership programs. In 2021–22, the APS Academy provided formal leadership and management development programs for over 900 participants from more than 90 agencies.
To enable the cultural shift needed to foster a more responsive, collaborative and entrepreneurial workforce the APS Academy launched the Senior Executive Stewardship Program for Band 3 deputy secretary and equivalent agency heads. The program is part of a holistic approach to development in response to the Band 3 capability and development review commissioned by the Secretaries Talent Council.
In 2022, a new initiative to honour exemplary leadership was established in honour of APS Academy Faculty Convenor, Dr Margot McCarthy. In partnership with the Secretaries Talent Council, the APS Academy established the scholarship in recognition of Dr McCarthy’s contribution to the APS, her role in establishing the Academy and her approach to leadership. Each year the scholarship will recognise a high-performing Band 2 leader who has made a significant contribution to public policy and has a track record of inclusive leadership, including coaching and mentoring others. The scholarship offers the chosen leader international development and a secondment opportunity to extend their leadership practice. Upon completion, the recipient will give back to the APS by contributing to practitioner-led APS Academy learning experiences.
| Connecting development for the most senior APS leaders | ||
|---|---|---|
| APS senior leadership roles are some of the largest and most complex in any sector in Australia. Senior leaders are collectively responsible for inspiring and engaging tens of thousands of staff to deliver policies and programs on behalf of the Government. The decisions they make, and the programs they lead, impact on every member of the Australian community. | ||
| In 2021–22, the Secretaries Talent Council – in partnership with the APS Academy – designed a continuous learning approach for SES Band 3s. This enables Band 3s to refresh and renew their capability across their careers. It also positions them to build the connections needed to progress multifaceted and complex policy issues. | ||
| The learning approach comprises regular assessment, feedback and coaching to inform development. More targeted support can be provided for new and less experienced Band 3s. This includes providing more detailed induction, assisting with building networks and supporting participation in the new Senior Leadership Stewardship program. This program focuses on systems leadership and the Secretaries Charter of Leadership Behaviours. | ||
| By establishing this integrated approach at the most senior levels, the Secretaries Talent Council signals the importance of creating a feedback, learning and performance culture across the APS. | ||
Feedback on SES leaders
The annual APS Employee Census gives employees the opportunity to offer confidential thoughts and feedback about what they think is working in the public service. This employee voice provides valuable and realistic indicators of how leadership across the APS is being received.
Support for SES leaders by APS employees continued to grow during these challenging times. Results of the 2022 APS Employee Census indicate that employees are viewing their SES leaders with greater positivity across all measures of SES performance. These increases were most pronounced in the important areas of strategic direction, communication, and enabling others to deliver outcomes.
APS leaders provide purpose and direction to empower the APS workforce to get the job done. In 2022, three-quarters of respondents (74%) agreed their SES manager ensured their work efforts contributed toward the strategic direction of the Agency and the APS, up from 73% in 2021 (Figure 3.2).
Clear and effective communication is a key factor underlying the ability to empower others to perform in their roles. While the APS continues to strive for further gains, it is positive to see that perceptions of communication effectiveness between SES leaders and other APS employees experienced a three-percentage point gain in 2022 (54%, up from 51% in 2021 – Figure 3.2).
Figure 3.2: Employee perceptions of SES leaders (2021 to 2022)
Source: APS Employee Census
Agreement that SES leaders promote cooperation within and between agencies grew in 2022 (67%, up from 66% in 2021). Positive perceptions that SES managers create
environments that enable others to deliver their best also grew (64%, up from 62% in 2021).
Leadership behaviours are embodied at all levels within the APS. The same upward trend in positive perceptions is evident across multiple APS Employee Census immediate supervisor measures. This indicates that employees are also viewing their immediate supervisors with greater positivity.
Supervisors connect teams through work purpose and by building environments of supportive relationships that value individuals for their unique perspectives and contributions. In 2022, APS Employee Census respondents overwhelmingly agreed their supervisors invited a range of views, including those different from their own (82%). Most respondents agreed that their immediate supervisor ensured their workgroup delivered on their responsibilities (87%).