Home' Defence Magazine : Issue 5 2011 Contents DEFENCE SuPPORt
32 DEFENCE MAGAZINE
Developing leaders of the
future is a primary focus
of Defence Support Group’s
Infrastructure Division, which
has set out to empower existing
staff and attract and retain
highly skilled personnel.
The Leadership Development
Program – part of the division’s efforts
to compete in a competitive recruitment
environment – is providing opportunities
for APS 5 to EL 2 employees to build
their management and leadership skills
Linked to the ‘People in Defence’
vision and to the Defence Leadership
Core Capability Framework, the program
is helping personnel reach their potential
and is, therefore, viewed as an investment
in the division’s future.
Infrastructure Division head John
Owens says the Leadership Development
Program is providing significant training
for the division’s key senior management
group and its up-and-coming managers.
He encourages more staff to get involved.
“I strongly encourage all managers
to participate in this program for
Infrastructure Division’s future and for
their own career development,” Mr
The 2011/12 Leadership Development
Program is focusing on strategic
leadership, with training in strategic
thinking and ethical leadership.
Previous workshops have covered
topics including leadership style, building
high-performance teams, conducting
critical conversations, effective
negotiation skills, successfully managing
people and effective communication.
The leadership program is one of many
being delivered as par t of the Professional
Development Program, which aims to build
on and retain personnel capacity.
Other programs include: Understanding
Our Business; Business Skilling; Mentoring;
and Executive Level Mobility.
“In order to compete in the increasingly
competitive recruitment environment,
maintain corporate knowledge through
retention of staff and suppor t and
champion organisational development,
a robust Professional Development
Program that is aligned to a future view
has been provided for the interest and
benefit of staff at every level across the
division,” Mr Owens says.
Understanding Our Business focuses
on developing understanding of
Infrastructure Division’s business and,
more broadly, Defence’s business.
This is achieved through a speaker series
and branch briefings, in which senior
executives discuss branch objectives and
responsibilities, issues of interest, working
relationships and linkages to other branches.
Under the Business Skilling Program,
workshops were introduced specifically
to develop the core skills required of the
division’s employees to meet objectives.
More than 100 employees have
participated in the business program
during the past 18 months, learning
about complex procurement, financial
management, project management and
ministerial writing skills.
The Mentoring Program, launched two
years ago, offers division employees the
chance to enter into valuable mentoring
relationships with divisional leaders and
“Our strategy is to hire the right people
and invest in their personal and professional
development using the Professional
Development Program and other
corporate training. Mentoring is a very
impor tant par t of this,” Mr Owens says.
Nominations are open to the 2011 intake
of the division’s Executive Level Mobility
Scheme, which provides opportunities
for executive level employees to transfer
laterally to another position.
These reassignments enable individuals
to broaden their work experience, build
skills and knowledge and enhance their
chances for future promotion.
In 2010 the scheme resulted in the
successful transfer of one director and
two assistant directors.
For more information about
Infrastructure Division’s Professional
Development Program, contact human
resources manager Melinda Varley.
Future focus on
“Our strategy is to hire the right people and invest
in their personal and professional development
using the Professional Development Program
and other corporate training. Mentoring is a very
important part of this.”
Head of Infrastructure Division
The Leadership Development
Program aims to:
attract highly skilled employees
to the Division
support, engage, develop and
empower our current employees
invest in the Division’s future
by providing opportunities and
support to individuals to realise
their potential, and
build a values-based leadership
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