Chapter 9: Building APS capability

Conclusions

It is not possible to make a detailed, overall assessment of the current capability of the APS. There is, however, evidence of concerted effort to improve capability and to address the demographic challenge of the impending ‘changing of the guard’.

One area where agencies appear to be making progress is in relation to managing people for business outcomes. In particular, there is evidence of better integration and more attention directed at workforce planning, although these improvements have come from a relatively low base.

There is also improvement in the area of performance management, with all agencies having performance management frameworks in place and employees generally positive about performance management. However, agencies still face serious challenges, particularly in the areas of rewarding performance and handling underperformance.

In the area of learning and development, there is a move to a more structured approach, with some agencies demonstrating very significant advances. Nevertheless, there is still substantial room for improvement, particularly in terms of the collection of information on learning and development expenditure, and in the use of a more serious and evidence-based approach to evaluation.

Leadership development is one area of capability development that has received increased attention in recent years. Despite a high level of activity in this area, more concerted effort is needed, particularly in response to succession management pressures. The APS would also benefit from greater support for Service-wide programs.

Whole of government capability issues are receiving increasing prominence, and the focus of MAC on whole of government is to be welcomed. When MAC’s report is released it should provide a much greater level of guidance on good practice on whole of government issues, including on building the capability of the APS as a whole in this area.