Dr John Viljoen and Julie Cooke recently presented at the Developing Public Sector Workforce Capability conference in Canberra. The presentation showed a number of customer capability frameworks enabled in their tool.

To view that video presentation, please select the link below.

Conferences 

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iedex Strategic HR Solutions has been invited to deliver an address on workforce capability development at the “Developing Public Sector Workforce Capability” conference in Canberra 11-12 October, 2010. In an era of continuous policy reform and with pressure to deliver outcomes using use of taxpayer money efficiently, workforce capability is a critical strategic issue for the public sector.

The critical question is “are public sector managers truly focused on the development of staff capabilities and do their HR / OD departments provide enough support for this role?”

It is difficult to quantify the cost benefits of coaching as much of it is individualised and customised. But those organisations which have attempted to measure and evaluate the benefits of coaching report that following a six month period of coaching across the organisation there was significant:

• Increased productivity
• Improved workplace relationships
• Improved teamwork
• Improved job satisfaction
• Increased quality of work
• Improved organisational strength and cohesion
• Increased understanding of organisational culture and values
• Significant improvements in customer service
• Reduced customer complaints.

We all know that 360 feedback is one of the best ways of measuring and managing improvement in leadership capabilities. It bases assessments of leadership strengths and weaknesses on data, not anecdotes, and it allows measurements to be taken over an extended time period.

If this is so obvious, why is it that so many businesses fail to assess their transformational leadership capability as a formal risk factor in strategy implementation?

The productivity of high performing staff is as much as 50% greater than the average and is many multiples greater than low performers. Appropriate incentives, talent management and succession strategy all support potential high performers. Underperforming staff incur business costs of up to three times their annual salary through negative impact on other people, unsatisfied customers, disrupted workflows and so on.

These costs are often hidden, but are nonetheless real. The question is “Why are underperfomers managed so inadequately – what does this say about the professionalism of their manager?”

Do you ever wonder what value was achieved from your last staff survey? Was all the cost and effort worth it? Did it leave you with more questions than answers and a trail of focus groups? Does your Executive latch onto the results of the staff survey with as much commitment as they do the latest financials? Does your survey provide executives with convincing strategic insights that can be acted on confidently?

These are the issues the business community told us frustrated them the most about staff surveys.