CAPABILITY SPECIALIST BRANCH/UNIT TEAM LOCATION CLASSIFICATION/GRADE/BAND POSITION NO. People and Safety Organisational Development and Talent Management Optional TWL9 TBA ANZSCO CODE 223111 PCAT CODE TBA TAFE Website www.tafensw.edu.au 1. ORGANISATIONAL ENVIRONMENT TAFE NSW s purpose is to skill the workforce of the future. It is Australia's leading provider of vocational education and training with over 500,000 annual enrolments and a proud history for setting the benchmark for quality service. As the NSW public provider, it supports the NSW Government's priority to grow skills for the economy and jobs of tomorrow. Critically, TAFE NSW plays a vital role in providing vocational education in rural and regional NSW, and job training pathways for the most vulnerable in the community. TAFE NSW offers the best of campus-based delivery as well as flexible, online and work-based learning. The TAFE NSW values of Customer First, Collaboration, Integrity and Excellence guide our team in strengthening communities, delivering world-class training for our students and producing job ready graduates for employers. The operating environment for TAFE NSW is dynamic as we leverage our scale, expertise, passion and reputation to meet the rapidly changing VET landscape. TAFE NSW is committed to its students and customers and the role it plays in changing lives and opening up opportunities through learning. 2. POSITION PURPOSE The Capability Specialist is responsible for supporting the Manager Capability Development to design, plan, manage, implement and evaluate the Leadership and Management Capability Development Strategy and associated programs aligned to the People and Safety Strategy, and the TAFE NSW Strategic Plan. Last Updated: May 2017 Version 1 Page 1 of 6
3. KEY ACCOUNTABILITIES 1. Support the Manager Capability Development to implement the Leadership and Management Capability Development Strategy/Model, by capturing and articulating the needs for various leadership levels consistently across TAFE NSW. 2. Contribute to the development of best practice leadership models and talent building programs and products for TAFE NSW, in house and externally provided, using innovative teaching and learning strategies and approaches. 3. Deliver targeted leadership and management training and coaching, group and one on one, to ensure the program becomes a source of leadership modelling to develop more productive and inspiring leaders. 4. Analyse and evaluate leadership development effectiveness programs against customer focused metrics; and contribute to continuous improvement of business systems Human Capital Management Systems to maintain accurate records of leadership capability development activities and make evidence-based recommendations to achieve specified targets and goals. 5. Engage with stakeholders to provide input, coaching and advice on the TAFE NSW Workforce Capability Framework and Teaching and Learning Quality Standards to enable each division to effectively leverage the frameworks and apply in day-to-day work performed. 6. Support the Manager Capability Development to manage the tender process for external training providers through management of contracts, program budgets and effectiveness. 7. Undertake the development and execution of programs utilising a robust project management approach to support appropriate project resource allocation; budget management: and achievement of specified learning outcomes. 8. Promote the 70:20:10 model of capability development. 9. Reflect TAFE NSW s values in the way you work and abide by policies and procedures to ensure a safe, healthy and inclusive work environment. 10. Place the customer at the centre of all decision making. 11. Work with the Line Manager to develop and review meaningful performance management and development plans. 4. KEY CHALLENGES Supporting a collaborative link between geographically dispersed teams and leaders, HR business partners and the broader People and Safety Branch to ensure learning initiatives receive a high qualitative and measurable uptake. Building a measurable and specific metrics and reporting framework to track and evaluate leadership and management learning events and participants' learning and application in the workplace. 5. KEY RELATIONSHIPS WHO WHY Internal Manager Capability Development Receive leadership, advice and support. Capability Development, Culture and Engagement Teams Collaborate to provide a cohesive and innovative set of deliverables and processes that prove seamless in use to stakeholders and staff. Last Updated: May 2017 Version 1 Page 2 of 6
Manager, Performance Culture and Engagement/Human Resources Business Partners Work closely to be able to develop and implement deliverables and to manage information flow, assess progress and outcomes of leadership and management development through performance and engagement initiatives. TAFE NSW Regional and Corporate leaders To consult and liaise to develop and implement Leadership and Management programmes/ plans. Marketing and Communications teams Develop and deliver communication plans and deliverables. External Training Providers and external Leadership Program Designers To guide learning suppliers to develop and manage deliverables according to TAFE NSW requirements. 6. POSITION DIMENSIONS Reporting Line: Manager Capability Development Direct Reports: Nil Indirect Reports: Nil Financial Delegation: TBA Budget/Expenditure: TBA Decision Making: Makes decisions on complex and sensitive issues that are based on professional judgment, evaluating risks and in the context of a complex and changing environment. Matters requiring a higher level of approval are referred to the Reporting Line Manager. 7. ESSENTIAL REQUIREMENTS 1. Degree qualification in related field or equivalent industry experience and Certificate IV in Training and Assessment/progress in achieving the Certificate IV in Training and Assessment, or another relevant educational qualification and knowledge of competency based training. 2. Proven experience in supporting the development and implementation of leadership and management development programs. 3. Proven experience in applying adult learning principles, instructional design methodologies, pedagogic strategies and technologies that achieve specified learning outcomes. 4. Ability to address and meet focus capabilities as stated in the Position Description. Last Updated: May 2017 Version 1 Page 3 of 6
8. CAPABILITIES NSW Public Sector Capability Framework Below is the full list of capabilities and the level required for this role as per the NSW Public Sector Capability Framework. The capabilities in bold are the focus capabilities for this role. Refer to the next section for further information about the focus capabilities. Capability levels are as follows and reflect a progressive increase in complexity and skill: Foundational > > > Advanced > Highly Advanced CAPABILITY GROUP NAME LEVEL Display Resilience & Courage Act with Integrity Manage Self Value Diversity Communicate Effectively Commit to Customer Service Work Collaboratively Influence and Negotiate Deliver Results Plan And Prioritise Think and Solve Problems Demonstrate Accountability Finance Technology Procurement and Contract Management Project Management OCCUPATION/PROFESSION SPECIFIC CAPABILITIES FOR THE POSITION CAPABILITY DEFINITION LEVEL Workforce Strategy Talent Management Contribute to defining business objectives, create evidence based workforce strategies to achieve outcomes and guide the organisation through the required change. Develop approaches to proactively manage the supply of diverse leaders, talent and capabilities across the organisation. Level 2 Level 2 FOCUS CAPABILITIES Last Updated: May 2017 Version 1 Page 4 of 6
The focus capabilities for the Capability Specialist are the capabilities in which occupants must demonstrate immediate competence. The behavioural indicators provide examples of the types of behaviours that would be expected at that level and should be reviewed in conjunction with the position s key accountabilities. NSW Public Sector Focus Capabilities NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Personal Attributes Display Resilience and Courage Personal Attributes Value Diversity Relationships Communicate Effectively Relationships Work Collaboratively Results Deliver Results Business Enablers Project Management Be flexible and adaptable and respond quickly when situations change. Offer own opinion and raise challenging issues. Listen when ideas are challenged and respond in a reasonable way. Work through challenges. Stay calm and focused in the face of challenging situations. Be responsive to diverse experiences, perspectives, values and beliefs and listen to others' individual viewpoints. Seek input from others who may have different perspectives and needs. Adapt well in diverse environments. Tailor communication to the audience. Clearly explain complex concepts and arguments to individuals and groups. Monitor own and others' non-verbal cues and adapt where necessary. Create opportunities for others to be heard. Actively listen to others and clarify own understanding. Write fluently in a range of styles and formats. Encourage a culture of recognising the value of collaboration. Build co-operation and overcome barriers to information sharing and communication across teams/units. Share lessons learned across teams/units. Identify opportunities to work collaboratively with other teams/units to solve issues and develop better processes and approaches to work. Take responsibility for delivering on intended outcomes. Make sure team/unit staff understand expected goals and acknowledge success. Identify resource needs and ensure goals are achieved within budget and deadlines. Identify changed priorities and ensure allocation of resources meets new business needs. Ensure financial implications of changed priorities are explicit and budgeted for. Use own expertise and seek others' expertise to achieve work outcomes. Prepare clear project proposals and define scope and goals in measurable terms. Last Updated: May 2017 Version 1 Page 5 of 6
NSW Public Sector Capability Framework Group and Capability Level Behavioural Indicators Establish performance outcomes and measures for key project goals, and define monitoring, reporting and communication requirements. Prepare accurate estimates of costs and resources required for more complex projects. Communicate the project strategy and its expected benefits to others. Monitor the completion of project milestones against goals and initiate amendments where necessary. Evaluate progress and identify improvements to inform future projects. Last Updated: May 2017 Version 1 Page 6 of 6