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Our people

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Overview

Corporate knowledge, an essential element of a successful organisation, is often difficult and costly to replace. The department understands the importance of knowledge sharing, and works to facilitate this by:

  • continuing to enhance staff and departmental capabilities by:
    • identifying and accessing training for staff in new skills sets that enhance both the team's and department's capacity to meet goals and KPIs
    • encouraging staff to translate tacit knowledge into explicit knowledge, and ensuring that they document it and make it available for use within the department
  • fostering a culture of lifelong learning across teams and the department by:
    • encouraging individual staff to be responsible for their own learning both on the job, through internal staff development programs, and through external programs
    • encouraging staff to share their learning experiences and insights through professional development programs with their team, so that everyone benefits from their knowledge
  • ensuring that the department's vision is communicated to and shared by staff across the department. This occurs through:
    • induction and mentoring programs
    • department-wide broadcast communications from the Director-General
    • encouragement to staff to incorporate the department's vision and goals into their daily activities, as both an individual and a team
  • continually seeking innovative ways to further the department's objectives and priorities through:
    • research into new technologies and developments within education
    • new and expansive ways of thinking through formal and informal forums, such as online and face to face
  • building capability and organisational agility through:
    • special projects
    • interdepartmental staff mobility schemes that enable staff cross-skilling
  • improving the department's capacity for creativity by:
    • sourcing ideas from across the world via the internet, cross-cultural exchanges and field trips
    • developing a culture of inclusiveness, and drawing on the diverse workforce's various cultural and life perspectives
  • fostering a strong sense of openness across the department by:
    • sharing subject and course-specific resources that have been developed in-house, across schools and across institutes
    • creating online staff discussion boards to allow cross-team work discussions and encourage networking.

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Strategic opportunities

A female teacher standing in the foreground of a classroom being taught by a male teacher.

People's talents and ideas can create a dynamic and innovative organisation that focuses on delivering quality outcomes. In light of this, the department focuses on:

  • creating the right jobs and finding the appropriate people
  • developing individual performance
  • looking after and valuing our people
  • improving governance and information systems to drive quality people management processes.

During 2008-09, the department continued to:

  • explore ways to increase autonomy and flexibility at the local level. The department ensures that principals - especially those in challenging communities with complex student cohorts - can use their professional judgment to determine appropriate ways to deliver quality educational outcomes in their schools
  • increase its people's capacity, capability and skills through targeted professional development and meaningful career structures
  • retain high quality staff by promoting safe and healthy work environments, diversity and knowledge sharing.

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