1. Using the Workforce Capability Framework for Aboriginal Community Controlled Organisations Aboriginal Community Controlled Organisations

2. 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

3. 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

4. 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 session Purpose of Session

5. Emergency exits Mobile phones off or silent Break times Facilities Housekeeping

6. 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?

7. 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?

8. 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?

9. 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

10. 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

11. Levels Level 4CEO and Executive (e.g. CEO, Regional Manager, Area Manager, Director of Client Services) 3Manager, Supervisor and Lead Practitioner (e.g. Manager clinical services, Program coordinator, Manager community arts) 2Advanced Practitioner (e.g. Social worker, Psychologist, Family counsellor, Volunteer coordinator, Drug and alcohol counsellor, Case manager) 1Practitioner (e.g. Disability support worker, Personal care attendant, Residential care assistant, Community arts assistant)

12. Streams 1Community and inter-agency relations 2Professionalism 3Communication 4Leadership and teamwork 5Resources, assets and sustainability 6Service delivery 7Program management and policy development 8Change and responsiveness 9Governance and compliance

13. Each stream has 5 descriptors Show indicative behaviours at each level Descriptors

14. 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 attributes Personal Attributes

15. What personal attributes do these people represent? ACTIVITY: Personal Attributes – famous faces

16. At your tables, d iscuss 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 organisations needs Complete the Position Description worksheet ACTIVITY: Using the Workforce Capability Framework for recruitment and selection

17. 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 and workforce development

18. Learning styles Felder and Solomons theory ActiveReflective SensingIntuitive VisualVerbal SequentialGlobal

19. Learning styles (2) Memletics learning styles inventory Visual Logical Aural Social Verbal Solitary Physical

20. 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 and Career Planning

21. 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

22. 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

23. 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

24. 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 Controlled Organisations

25. Questions?