Using the Workforce Capability Framework for Aboriginal Community Controlled Organisations

Using the Workforce Capability Framework for Aboriginal Community Controlled Organisations

Aboriginal Community Controlled Organisations

Session 1

• Introduction

• Overview of the Workforce Capability Framework for Aboriginal Community Controlled Organisations

• Using the Workforce Capability Framework for Aboriginal Community Controlled Organisations for Recruitment and Selection

BREAK

Agenda

Session 2

• Using the Workforce Capability Framework for Aboriginal Community Controlled Organisations for Performance Management and Workforce Development

• Using the Capability Framework for Learning and Development and Career Planning

• How can we use the Workforce Capability Framework for Aboriginal Community Controlled Organisations?

Agenda

• Understand the Workforce Capability Framework for Aboriginal Community Controlled Organisations – development

– content

– possible uses

– taking the Framework to your own organisations

• Implement the Capability Framework– use tools developed

– adapt to meet requirements of own organisation

Purpose of sessionPurpose of session Purpose of Session

• Emergency exits

• Mobile phones off or silent

• Break times

• Facilities

Housekeeping

ACTIVITY: Discussion of Workforce successes and challenges for Aboriginal Community Controlled Organisations

• What successes can we celebrate in Aboriginal community organisations?

• What are the main challenges we face?

• What are the skills we need to further develop?

• Describes the skills and behaviours that people will demonstrate if they are doing high quality work

• Covers a range of job roles and/or work contexts

• Used to assist with:– job design

– recruitment and selection

– self assessment

– performance appraisal

– learning and development

– other HR functions

What is a Capability Framework?

• Complexity of client needs and contexts

• Problems finding people with right skills for the work

• Problems with retaining skilled staff

• Career progression / pathways

• Lack of recognition of skills and their transferability

• Multiple qualifications, awards and pay levels

• Smaller organisations without dedicated HR practitioners or infrastructure resourcing

• ...but lots of examples of brilliant and innovative work, commitment and optimism

Why is a Capability Framework important?

• Developed with help of NFP peak bodies, community organisations and individuals within sector – 2010

• The OCS and Aboriginal Affairs Victoria (AAV) funded a pilot project to trial the framework in two Aboriginal Community Controlled Organisations – 2011

• Framework reviewed, recommendations made to reflect specific cultural competencies

• Toolkit for Aboriginal Community Controlled Organisations produced

Background to the Workforce Capability Framework for Aboriginal Community Controlled Organisations

• 4 levels or groupings of the workforce– Capabilities that describe behaviours for that level

• 9 streams for capabilities– Descriptors to explain the streams

• 14 personal attributes (no levels)

• Option to provide further detail and change wording to suit needs of organisation

Capability Framework structure

Levels

Level

4 CEO and Executive(e.g. CEO, Regional Manager, Area Manager, Director of Client Services)

3 Manager, Supervisor and Lead Practitioner(e.g. Manager clinical services, Program coordinator, Manager community arts)

2 Advanced Practitioner(e.g. Social worker, Psychologist, Family counsellor, Volunteer coordinator, Drug and alcohol counsellor, Case manager)

1 Practitioner(e.g. Disability support worker, Personal care attendant, Residential care assistant, Community arts assistant)

Streams

1 Community and inter-agency relations

2 Professionalism

3 Communication

4 Leadership and teamwork

5 Resources, assets and sustainability

6 Service delivery

7 Program management and policy development

8 Change and responsiveness

9 Governance and compliance

• Each stream has 5 descriptors

• Show indicativebehaviours at eachlevel

Descriptors

• Describe qualities expected of people in this sector

• Emphasis on particular qualities will vary depending on organisational focus and the job role

• Relevant to organisation; or relevant to job role

• No levels

• Can be modified or added to

Personal attributesPersonal attributes Personal Attributes

What personal attributes do these people represent?

ACTIVITY: Personal Attributes– famous faces

At your tables, discuss and choose a role that one of your organisations is recruiting for, then:•Use the Capability Cards and choose approximately 6 – 9 Capabilities which are critical to the role, including the stream, descriptor and level•Use the Personal Attributes Cards and choose 4 – 5 critical Personal Attributes•If necessary, look at how you would change the wording of the Capabilities and the Personal Attributes to best suit the organisation’s needs

Complete the Position Description worksheet

ACTIVITY: Using the Workforce Capability Framework for recruitment and selection

Individually, review the framework and:•choose 3 capabilities that are real strengths for you •choose 3 capabilities that you would like to further develop•choose 3 capabilities that are real strengths in your organisation•choose 3 capabilities that you feel are priorities for development in the whole organisation

Pair up and discuss what you have highlighted and why.

ACTIVITY: Performance management andworkforce development

Learning styles

Felder and Solomon’s theoryActive Reflective

Sensing Intuitive

Visual Verbal

Sequential Global

Learning styles (2)

Memletics learning styles inventory

VisualLogicalAuralSocialVerbalSolitaryPhysical

•Individually, review the framework and:– choose 3 capabilities from previous activity that you feel need

some development– identify ways to develop these capabilities– complete the My Capabilities Worksheet

•Career planning:– look at Capability Cards– think of a position you may like to work in, in the future– identify capabilities to be developed and methods to develop

those capabilities– complete the Career Planning Worksheet

ACTIVITY: Learning and Development andCareer Planning

• Not mandatory• Guide to use and adapt to suit your organisation• Covers a broad workforce and many different

occupations and organisations of different sizes and missions

• Generic• Language can be changed to suit the terminology

used in your own organisation• Useful to smaller organisations that do not have a

dedicated human resource team

Summary of the Workforce Capability Framework for Aboriginal Community Controlled Organisations

• Align staff capability to strategic needs of organisation

• Assist with range of HR functions:– Recruitment and selection– Learning and development– Performance management– Retention, succession planning and career paths

• Any other uses?

Uses of the Capability Framework – leaders

• Identify capabilities required by their people• Identify capabilities required of themselves as

managers• Develop selection criteria• Staff development and performance appraisal• Support individual career planning• Training program design • Any other uses?

Uses of the Capability Framework – managers

• Understand capabilities required at their level• Understand capabilities required to progress• Identify opportunities for professional development• Identify gaps • Career planning guide• Framework for volunteers to understand the

capabilities required of a role• Recognition of prior learning for course entry• Any other uses?

Uses of the Capability Framework – people in Aboriginal Community ControlledOrganisations

Questions?