Follow these steps to be an advocate for learning and support the growth of your staff:
- Think about how to incorporate learning into your agency’s performance management processes through performance discussions and assessments. Link learning to your staff’s role objectives and development plans.
- Provide regular, productive feedback and guidance to help your staff identify their strengths and areas for improvement. Building Leadership Impact and its supporting resources can help you do this.
- Observe daily work and consider performance measures to recognise where development is needed; or where skills are strong and can become ever better.
- Guide your staff in selecting courses that support their identified goals and the skills needed for their role.
- Help your staff navigate The Skills Academy, access relevant courses and understand new processes. Make sure they know about the resources available such as quick reference guides, instructional videos and Service Centre support.
- Support your staff to ensure they enrol in and complete courses, giving them the time and space to do the learning activities required in each course.
- Hold a discussion with your staff at the end of each course to identify how to embed learning in their everyday work. Create opportunities for this to take place.
- Recognise and reward growth! Acknowledge new skills and improvement, not just output. Track progress to measure the impact of learning and the capabilities developed by your team.
Do I need to approve enrolments of my staff?
Show morePractically speaking, staff can enrol in fully digital courses directly through The Skills Academy and start the courses without any system approval. For blended courses, which combine digital and workshop components, enrolments are managed by your agency’s learning manager.
As a manager you are responsible for ensuring your staff have the skills they need to perform at their best and for helping them put their training into practice every day. This means you should be approving every learning opportunity in some way so it is aligned with identified capability needs and performance expectations.
Print this page
