Centrelink Congratulates Itself.

[Banjo]

CentreLink strengthens its leadership team with SHL

Centrelink is a dynamic public sector organisation. 24,000 employees across more than 1,000 service points deliver a wide range of services to our community -distributing over $53 billion in payments to 6.4 million customers annually.

Challenge
With a large number of leaders approaching retirement and little knowledge of their leadership pipeline, there was a need for Centrelink to strengthen its leadership capability to ensure its strategic direction and pace of change would be supported.
Centrelink sought to develop an integrated Leadership Framework to counteract the critical challenges they were facing.

Solution
Firstly, seven key capabilities were determined that underpin the effective performance of leaders in Centrelink.
A series of programs were then designed to facilitate skill development. Leadership programs for customer service team leaders, business managers and senior executives were implemented to ensure that succession management occurs at all levels. A key component of each program is helping individuals assess their current level of capability.

SHL partnered with Centrelink to develop a 360º feedback questionnaire to identify relative strengths and development needs against their Leadership Framework.
The Occupational Personality Questionnaire (OPQ32) is also used to help participants understand their preferred behavioural style.

Results
Centrelink commissioned an external consultant to undertake a full evaluation of the program to analyse the return on investment and value for money. Results indicated that the program contributed so well to Centrelink’s expected outcomes they can now be confident that continued investment in the model will assist in meeting business objectives. The study also provides extensive proof of a range of benefits that qualifies the program as an investment, not an expense.

Centrelink’s ongoing commitment to the development of their people will ensure they are well placed to meet the leadership challenges of the future.

“ Feedback from individuals has been excellent. Participant have reflected that this process provides them with an understanding of themselves as leaders – an aspect that has been crucial to the success of our leadership and succession management strategy.”

Sherryn Bellis,Business Manager,
Centrelink’s LeadershipTeam

CentreLink strengthens its leadership team with SHL


www.shl.com/images/uploads/cs_Centrelink.pdf

Has that fixed it for you Banjo? I have also put it on our web site under Centrelink News.
www.australianpensioner.org/centrelinknews.html

[Banjo]

Wonder how much that baby cost the taxpayer?

[latindancer]

Aug 18, 2011 15:58:37 GMT 7 Banjo said:

CentreLink strengthens its leadership team with SHL
Leadership programs for customer service team leaders, business managers and senior executives were implemented to ensure that succession management occurs at all levels. A key component of each program is helping individuals assess their current level of capability.

I suspect there is actually a lot of truth in the Peter Principle, particularly in government departments.

"The Peter Principle states that "in a hierarchy every employee tends to rise to his level of incompetence", meaning that employees tend to be promoted until they reach a position at which they cannot work competently. It was formulated by Dr. Laurence J. Peter and Raymond Hull in their 1969 book The Peter Principle, a humorous treatise.
The principle holds that in a hierarchy, members are promoted so long as they work competently. Eventually they are promoted to a position at which they are no longer competent (their "level of incompetence"), and there they remain, being unable to earn further promotions. Peter's Corollary states that "in time, every post tends to be occupied by an employee who is incompetent to carry out their duties" and adds that "work is accomplished by those employees who have not yet reached their level of incompetence". "Managing upward" is the concept of a subordinate finding ways to subtly "manage" superiors in order to limit the damage that they end up doing.
This principle can be modelled and has theoretical validity for simulations. However, all of the real-world evidence for it is anecdotal (and often intended to be humorous in nature)."

[spaceyone]

I think they should just exorcise them all, en masse, and see how many can refind their souls.

;D

[Banjo]

See this made the only Centrelink "alert" on Google Alerts today.