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what you can do when youwork with the best.

http://info.anu.edu.au/hr/

Career Development GuiDefor Hr practitioners at anU

Human resources division

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today’s career Landscapecontemporary workplaces require individuals to be responsible for their own employability and career management. the australian national University (anU) supports its staff in multiple ways to be proactive in their own development, by providing opportunities to enhance skill development, to gain confidence and capability and to develop their careers in meaningful ways.

career development is a life-long and dynamic process, unique to each individual and incorporates both paid and unpaid roles and life experiences. Most individuals now change careers several times throughout their life, may work in various combinations of paid employment and usually commit to lifelong learning. even in tough economic times, new work emerges and good career managers are well-positioned to take advantage of these opportunities.

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deveLoping yoUr career ManageMent skiLLsthis guide has been designed to assist you to develop your career management skills, focusing on:

• appreciating the importance of career management and taking ownership of your own career development

• identifying career goals and possible pathways

• identifying appropriate professional development

• creating a career development plan

• improving your understanding of how to conduct, and participate in, successful career conversations.

We hope this guide will assist you to become a confident career navigator.

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career patHways for Hr practitioners at anUwithin the Human resource (Hr) community a great diversity of work is performed, and this provides a range of opportunities to develop your career within Hr. the table below shows some of the Hr roles at anU.

appointments and promotions occupational Health and Safety

• appointments officer • appointments and promotions officer • casual pool officer• consultants

• rehabilitation case Manager• occupational therapist• occupational Hygienist• project officer• oH& s consultant• oH&s trainer• administrative officer

Business management/Financial management policy Development

Business Manager appointments officer

Business Solutions and Systems remuneration and Benefits

• Business analyst• training officer• web officer• systems support officer

• remuneration and Benefits consultant• remuneration and Benefits officer

Change management Staff Development

• Hr advisory and change Manager• Hr advisory consultant

• training administrator• trainer and facilitator• career consultant• staff development consultant

Hr Generalists Workforce planning

• college/division Hr officer• college/division Hr consultant

• workforce planning consultant• workforce planning analyst

Hr management Workplace Diversity and inclusion

• team Manager• assistant team Manager• college/division Hr Manager• associate director• Hr director

• indigenous employment consultant• equity consultant

if you are interested in finding out more about any of these jobs, the best way to do this is to contact someone who occupies that role, and arrange to talk to them about it.

other Hr opportunitiesyou might also like to explore the range of Hr career pathways outside the University.

the aHri publication ‘careers for Human resource graduates’ describes a range of opportunities and what’s involved in particular types of Hr-related work.

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Using tHis gUide• review the information about career Management skills, outlined on the following pages.

you might like to complete the Healthy career checklist to start your reflection about your own career.

• consider the range of Hr career pathways at anU and externally – a range of Hr-related careers can be found at: www.hrcareers.com.au/resources/careers-in-hr.cfm what Hr roles interest you?

• review the anU Hr capabilities Model. this shows the key areas of capability for Hr practitioners at anU. reflect on your skills against the capabilities required at your level.

• consider appropriate Hr development options - also listed in this guide. of course, as part of your professional development there are many other areas of expertise you will need to develop and each individual should identify their own specific development needs.

• plan to meet with your supervisor/Manager for a career conversation. you might also like to establish a mentoring relationship – you can have valuable career conversations with a mentor.

• action your career development plans. this might mean reading, study, training, networking, getting a mentor, being a mentor, work projects or rotations, and more.

• reflect upon your career situation on a regular basis to see how you’re tracking, and adjust your career development plan accordingly.

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career ManageMent skiLLs courtesy of carole Brown, fcdaa, national president – career development association of australiaManager – staff development Branch anU

in order to become more confident about managing your career, the following are three key components of career management.

Discover your values, skills and preferences

Connect to the employment landscape, trends, opportunities for new learning and work and your networks

Grow to realise your career goals and aspirations

Discover…gaining insight into your values, interests, skills, knowledge and abilities allows you to better describe who you are, what you can do and where you are heading.

values are core principles that give meaning to your life. it is important for both workplaces and individuals to achieve alignment of workplace culture, work activities, environment and relationships.

some common values expressed about work are:

Challenge independence people contact Flexibility

Belonging recognition Security Status

Sense of contribution problem solving power and authority Helping others

skills what are you good at? what skills do you enjoy using most and which ones do you want to develop?

it can be useful to audit your skills: specialist, transferable and self-management skills.

• specialist skills include: skills relating to a particular work/industry area (examples are: finance, technology, legal, Hr, scientific, medical etc).

• transferable skills can be applied across a variety of work contexts or a variety of tasks. examples are communication – written and verbal, leadership, negotiation, conflict resolution and teamwork.

• self-management skills and personal attributes encompass career management skills such as self-reliance, confidence, ability to cope with change, drive and goal direction, ability to explore, ability to create opportunities, ability to self-promote, openness to new ideas, initiative, optimism, pro-activity, enthusiasm and energy, sense of responsibility (to yourself and others).

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review your current job fittake a minute to think about your current role. what are its most and least rewarding aspects? consider the experiences you have had in the role and what you have learned from them as well as what you are offering your team and area.

assess the development opportunities your current role has offered as well as potential for the future. think about how you can now market your work and achievements based on personal achievements and examine what you might do differently. How congruent is your current position with your values, interests and skills?

Your professional imageas well as becoming clearer about your own perception of your current career situation, consider the views and perceptions of those who work in your team and area, and across your broader networks through the University.

• How would you like people to feel after they interact with you?

• think about positive exchanges you’ve had at work recently, what did you do that had a direct impact on these exchanges?

• if you could be a fly on the wall at work, and you overhead a conversation about you, what would you like people to be saying about you?

• do you think people view you as you would like to be viewed? are there areas you might like to work on? How might you do this?

Connect…there are multiple ways to identify work opportunities such as contacts and networks, on-line job boards, professional associations, recruitment agencies, directories, journals and newspapers. contacts and networks are highly important to career success in identifying industry trends and positions – this is especially true as most jobs are not advertised.

…the most dependable and up-to-date information on jobs and careers is found by talking to people…if you want to find out if this new job, career or organisation fits you, you must go talk to people actually doing the work that interests you. Bolles, 1979

networking is about connecting and engaging with people. it can be done formally or informally and is vital for effective career management. it is an excellent way to gain information, which will enable you to identify appropriate opportunities, and to target positions and organisations where you will be able to grow professionally. also, some of your network contacts can, at times, act as a mentor to you in an informal (or formal) mentor relationship.

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networking enables you to:

• gather information related to your career goals

• explore the ‘hidden’ job market

• create opportunities by approaching people who need the skills you have to offer

• position yourself well within your current position or organisation, so as to be able to avail yourself of opportunities as they arise

• build larger networks of people to give you a better understanding of the current market and future possibilities

• prepare better for job interviews

• enhance your communication skills

• increase your circle of influence, as well as your confidence.

one way to investigate possibilities is through information interviews – this might involve calling up someone who works in an area which interests you and asking for some time with them.

in this type of interview you might ask:

• what do they do in a typical day, week, month, and year?

• How did they get into the role?

• what is positive about the job and what is negative?

• what would they suggest is a good way to prepare for such a role?

• who else would they suggest you speak to, to get another perspective on this type of work?

• could you use them as a referral with that other person?

Being proactive in your own development and broadening your experience allows you to develop in your job, prepare for new roles and improve your productivity and build your contact base. the best and most immediate opportunities for developing are often in your existing role.

as well as formal education and training, learning and development opportunities exist in many different ways for anU staff. (refer to page 18 and 19 of this guide for development options for Hr practitioners.)

you should research and prioritise ideas for further development and include them in your career conversation with your supervisor.

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Grow…Career Vision...is the ability to see beyond our present reality, to create, to invent what does not yet exist, to become what we are not yet. It gives us the capacity to live out of our imagination, instead of our memory…More than any other thing vision affects the choices we make and the way we spend our time.covey et al, 1994

imagine a work-life that provides meaning, purpose and satisfaction for you. what are its key elements and how will you live it? it is important to spend some time on your career vision, to re-visit it regularly and to identify the steps and factors that will bring it to life.

career goals provide frameworks for researching possibilities…

in three to five years, where do you want to be in terms of functional role, industry knowledge, organisational culture, skill acquisition, relationships with significant others, work/life balance, geographical location, community involvement?

taking into account what you know about yourself and your preferences, your skills and capabilities and your interests, what steps and actions can you take to develop your career?

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tHe HeaLtHy career cHeckListthe following activity is intended to help you start to reflect upon your current career situation.

on a scale of one to five, one being ‘needs attention’ and five being ‘very satisfactory ’, indicate how ‘healthy’ you think these elements of your career are. tick the appropriate boxes below.

Later in this guide there are opportunities to identify career development options, however, you might like to note some comments for later reference.

needs attention

very

satisfactorycomments

1 2 3 4 5

work in a job that aligns with your values and interests

Build and sustain your networks

Have regular career conversations with your supervisor/staff

Maintain a comfortable work-life balance

Update your resume regularly

Have a mentor/s

Manage your workload effectively

focus on improvement and innovation

approach job interviews with confidence

foster good relationships with co-workers

commit to ongoing skills development

identify alternate employment opportunities

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Hr capaBiLity ModeLdeveloped by the anU Hr capability working group, 2008

in 2008, a working group was formed to identify the capabilities required for Hr practitioners at anU. they developed a framework that indicates the various levels of Hr and the capabilities required at those different levels. so what is capability?

A capability is an underlying characteristic of a person which results in effective or superior performance on-the-job. Capabilities can encompass physical, mental and emotional, knowledge, aptitudes and behaviours. department of defence intelligence, 2005

the following model shows the key areas of capability for Hr staff at anU. they have been grouped in this model for ease of reference.

Connecting Hr with anu

actively aligning Hr policy, practices and systems

Understanding the University context and priorities

preparing people for change

Delivery of High Quality Service

delivering services to achieve anU goals

Measuring and evaluating outcomes

seeking solutions and making improvements

relationships

creating and maintaining partnerships

seeking to understand the needs of others

coaching, developing and mentoring others

thinking Broadly

exploring options

identifying trends and opportunities

Undertaking research and benchmarking

Knowledge and Credibility

applying Hr technical expertise

demonstrating professionalism

influencing stakeholders

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the following three-tier model is part of our Hr capability framework. it identifies three broad levels of capability that relate specifically to levels and roles within Hr at anU.

depending on which ‘tier’ your current role sits within, the level of expertise and the capabilities required of you, differ.

tier/Classification Staff Key responsibilities

tier 1: entry/administrative

anU classifications 3/4/5

‘the engine room – those who get things done on a daily basis’

• department administration officers

• Hr officers

• implements Hr policies and procedures

• carries out day-to-day Hr operations

• Utilises Hr systems

tier 2: Consulting/managers

anU classifications 6/7/8

‘those who work with others to help them achieve their outcomes’

• Hr consultants• senior Hr consultants• Managers of Hr functions• Hr Managers in small centres or

schools

• puts Hr policies and strategies in place

• provides Hr technical and subject matter or managerial expertise

tier 3: managers/Directors

anU classifications sM1 and sM2 (and above)

‘those who work on complex Hr solutions and develop future policy and practice’

• Hr associate directors• Hr Managers• general Managers (college)

• contributes to Hr and organisational direction, boundaries, policies and strategies

• develops and implements Hr policies, procedures, products, processes and systems

identifying your capabilitiesthe following pages provide a more comprehensive view of the capabilities required at each tier.

it might be helpful to review the capabilities for your tier and indicate your current skills and strengths, and areas for development.

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capabilities at Tiers 1, 2 & 3review the capabilities for your tier and indicate your current skills and strengths, and areas for development

tier 1: entry/administrative - anu Classifications 3/4/5

The engine room – those who get things done on a daily basis

Current Skills

requires Development

thinking Broadly• identifying processes that inhibit or slow down effective service delivery• researching potential ways of improving processes, and developing and

implementing solutions• Understanding the University’s broader tertiary environment

influencing Stakeholders• Understanding who makes decisions about how work is done• developing an understanding of different decision-making styles• communicating professionally for positive outcomes• planning and tailoring my communication for different audiences• contributing constructively to decision-making

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utilising technical Hr expertise• Building my Hr knowledge through education and on-the-job training• keeping up to date with new practices and processes through reading,

researching and attending appropriate events• seeking and utilising a mentor or coach

aligning policy, practices and systems to anu priorities• identifying processes, practices or elements of systems that inhibit my

effectiveness at work• proposing practical improvements – ways to improve work processes• reading and interpreting policies and procedures, and seeking appropriate

advice when required

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actively delivering our services and enabling the achievement of the university’s goals• Understanding what is required of me in my role, my team and the college/

division i work in • organising my work so that i can meet agreed deadlines/quality measures• responding to interruptions or unplanned activities in a professional manner

Facilitating cultural change• delivering customer-focused, high quality and timely services• developing an understanding of the culture within which i work

Working in partnerships• seeking to understand the needs of others and demonstrating patience in my

interactions• delivering services in a consistently professional manner to build good

relationships• Understanding my team dynamics and contributing to positive team spirit• Building professional relationships with my team members to ensure we

collectively achieve what we are accountable for

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tier 2: Consulting/managers - anu Classifications 6/7/8Those who work with others to help them achieve their outcomes

Current Skills

requires Development

thinking Broadly• solving problems, assessing the impact of actions and applying appropriate risk

management strategies• Understanding the functional operating context and key priorities for my area• Questioning how work is currently done in immediate surrounds and across

functions to propose new and innovative ways to improve service delivery• Undertaking research, benchmarking and investigation to develop practical

strategies to ensure the anU meets its objectives

influencing stakeholders• Understanding the key stakeholders in my broader functional area and the

relationships they have with others (including decision makers)• Using the output of my research activities to develop practical and realistic

options for stakeholder consideration and further development• communicating in a persuasive manner without being emotional or aggressive

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utilising technical Hr expertise• Making the time to reflect on my technical expertise and creating opportunities

to further build and enhance my knowledge and skills• expanding my professional networks to access higher level expertise from

within the Hr community

aligning policy, practices and systems to anu priorities • Understanding the higher-level priorities within the University• effectively implementing approaches most appropriate to my functional or

college/facility area(s) of responsibility

actively delivering our services and enabling the achievement of the university’s goals• Understanding what is required of me in my broader functional context and

what i need to be focusing on in the short and medium term• developing a planned approach to my contribution and implementing that plan• Understanding of common areas of interest and or/services being provided by

various areas within the Hr community – using this understanding to create synergies and avoid duplication

Facilitating cultural change• Understanding the cultural gaps that need to be closed• Understanding the more desirable cultural elements and ensuring these are

demonstrated at every opportunity• ensuring that practices, processes and systems within my functional area are

encouraging and enabling the more desirable culture

Working in partnerships• Having a clear planned approach for developing and maintaining partnerships

so that their needs are identified and outcomes achieved• developing my coaching capability to develop team members and other staff,

sharing my expertise

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Hr leadership (for those in supervision/ management roles)• connecting staff to the goals and objectives of the organisation and the

college/division, assisting them to understand their role through developing clear performance expectations and conducting assessments in accordance with relevant policy

• ensuring that mentoring, career development and succession planning occurs, as well as participating in effective career conversations with staff

• Modeling professional conduct, including understanding and observing my equal employment opportunity and oHs responsibilities

tier 2: Consulting/managers - anu Classifications 6/7/8Those who work with others to help them achieve their outcomes

Current Skills

requires Development

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tier 3: managers/Directors - anu Classifications Sm1 & Sm2 Those who work on complex HR solutions and develop future policy and practice

Current Skills

requires Development

thinking Broadly• Understanding the high-level priorities and objectives for anU and the broader

education and research environment, and communicating those to team/staff• identifying and articulating trends and opportunities available and then

influence key stakeholders to implement more effective programs/ approaches

influencing stakeholders• Understanding the key stakeholders across anU, their particular priorities

and needs• Understanding stakeholders’ personal styles for how information

is communicated• developing sound and persuasive evidence-based arguments for new or

improved approaches to people management• identifying influential allies who can assist in influencing, educating and

priming others and managing the relationships with these allies

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utilising technical Hr expertise• consistently assessing my own level of technical expertise and creating

opportunities to further build and enhance my knowledge and skills• identifying and assessing technical Hr expertise within my areas

of responsibility• developing formal and informal approaches to build, maintain and

enhance capability• actively engaging in networks and forums so that external expertise can be

readily identified and sourced when necessary

aligning policy, practices and systems to anu priorities • developing policy, practices and systems that enable the achievement of the

University’s goals and objectives• ensuring effective understanding and integration across people management

practices at anU• sharing information with the Hr community and colleges/faculties, providing

information about progress and ‘selling’ your successes

actively delivering our services and enabling the achievement of the university’s goals• Understanding higher level goals of anU and ensuring that the required services

are being delivered effectively• actively driving interventions where necessary – measuring, evaluating and

being accountable for the functional outcomes• Marketing and communicating progress and success within the broader anU

community, through external networks and forums

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Facilitating cultural change• facilitating the identification of the desired culture• developing change management frameworks and implementing those

frameworks to empower people to think and act differently• Understanding the more desirable cultural elements and ensuring i demonstrate

them at every opportunity• ensuring that practices, processes and systems are contributing to the more

desirable culture across the anU people management function

Working in partnerships• establishing and maintaining high-quality long-term partnerships with senior

staff in the University• developing my coaching capability to develop team members and other staff,

sharing your expertise• provide mentoring to less-experienced staff within the Hr community – or

within the broader anU community• setting a strong professional example for others to follow in their working style

Hr leadership (for those in supervision/ management roles)• connecting staff to the goals and objectives of the organisation and the

college/division, assisting them to understand their role through developing clear performance expectations and conducting assessments in accordance with relevant policy

• ensuring that mentoring, career development and succession planning occurs, as well as participating in effective career conversations with staff

• communicating key information and changes to the work area in a timely and effective manner

• Modeling professional conduct, including understanding and observing my equal employment opportunity and oHs responsibilities

tier 3: managers/Directors - anu Classifications Sm1 & Sm2 Those who work on complex HR solutions and develop future policy and practice

Current Skills

requires Development

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development options

at each stage in your career, particular skills, knowledge and experience should be developed in relation to your current role. of course, this should be combined with development opportunities that align with your career goals and ambitions. Here are some of the suggested areas of development at tier 1, 2, and 3. it is strongly encouraged that all Hr staff at anU work towards a formal qualification. (More information on qualifications – see appendix 2)

Development– individual level

Development– team level

Development– management & leadership level

tier 1

anU 3/4/5

developing Hr foundation knowledge and skills

Understanding team’s context, purpose and direction

Building professional relationships with team and clientsManaging self for successful outcomes

tier 2

anU 6/7/8

developing specialist/technical Hr knowledge

Linking with others and building relationships for successful outcomes

developing supervisory skills and building partnerships with colleagues and clients.

tier 3

anU sM1 & sM2

enhancing specialist/technical knowledge

setting strategic directions, communicating context and direction to others

developing leadership expertise, building relationships across the organisation, and developing and mentoring others

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Formal Study/learning Work-Based learning other Development activities

tier 1

anU 3/4/5

aHri foundations or diploma program certificate iv – Human resources (tafe)Undergraduate studyprofessional short courses

• Mentoring• shadowing• coaching• role extension• Job rotation• participating in team

meetings• networking with Hr and

other colleagues

• attend Hr related events – conferences, seminars, and lectures

• Join professional association (aHri)

• reading and researching• online learning

tier 2

anU 6/7/8

aHri diploma programUndergraduate studies associate degree, Bachelor in Hr/Business with specialist area graduate studies grad cert, grad dip, Mastersand/or specialist Hr subject development.anU scholarshipsprofessional short courses

• Mentoring • coaching• role extension• Job rotation• networking• committee representation• project work

• attend Hr related events• Join and participate in

professional association/s (aHri and other specialist

• attend conferences, seminars, public lectures and events

• external forums and representation

• reading and researching• online learning

tier 3

anU sM1 & sM2

graduate studiesgrad dip, Masters, phd post graduate scholarships at anU professional short courses

• providing mentoring • providing coaching• providing access to and

support for development of team members.

• attendance/representation at Hr events

• attendance/representation at external forums

• attendance/presentation at conferences, lectures, seminars and external forums, reading and research

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Planning for your career development

Having now reviewed … career management skills, the Hr capabilities model, and some development options; and reflecting on your current situation ….what are the new skills, knowledge and experiences you would like to acquire?what are your existing skills and strengths you would like to build upon?

ideas for my short term development

ideas for my longer term development

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career conversations

career conversations are a vital part of actively managing your career.

preparing for a career conversation can help you to get more out of these discussions. once you’ve reflected on your current career situation, your goals and ambitions, and development options, let your supervisor know that you’d like to talk with them. if you are a supervisor, you have a key role to play in providing opportunities for career conversations for your staff, and actively supporting career development.

whilst this discussion may take place during a formal performance meeting, these conversations have a very different focus from an appraisal/review of performance, and as such they should be approached differently. successful career conversations work best with an ‘appreciative inquiry’ approach. this means looking at what is working and building upon that - focusing on positives, strengths, motivation and enthusiasm (rather than just focusing on faults and weakness) - giving a person a chance to bring real success to their work (avery, 2009).

note: career conversations can and should occur informally, you don’t need to wait for a formal performance review.

managers/supervisorsin order to assist you to have productive career conversations with your staff, we have included some questions that should help you in your discussion.

you might also like to think about your responses to these questions, if asked them by your supervisor. the questions are listed on the following page.

career conversations with mentorsMentoring is an extremely positive way to receive guidance and support with regard to your career. if you already have a mentor, you may already have career conversations. if you do not have a mentor, perhaps you could consider this option as part of your career development. additionally, you might like to consider becoming a mentor to support a colleague in their career journey.

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career conversation starters

Here are some suggested questions to help you have a productive career conversation with your staff.

if you are preparing for a conversation with your supervisor, you might like to review these questions and consider how you would respond.

identifying personal choices and preferences

• tell me about what you enjoy most in your current role.• what is most important to you in your work?• tell me about the achievements that mean the most to you.• why did you choose this area of work?• what is the next major challenge you would like to take up?

Skills and knowledge

• what do you think you have done really well over the past few months/year?• what skills have you developed and what new knowledge attained over this period?• what do you see as your strongest areas of capability?• How would you describe your strengths as a project/team member or manager?• what additional skills and knowledge would assist you to meet the expectations of your role?• what strategies do you implement to manage the competing priorities of your role?• How flexible, open and receptive to new ideas, approaches and changing priorities are you?

influencing others

• in what ways do you build working relationships to share knowledge, solve problems and support others?

• Have you had any feedback from others on the things you do well or could do better?• How do you let others know about what you are achieving?• How do you promote your need for resources?• How do you find out about relationships that anU has that may assist you?

Career goals

• which areas would you like to develop in and why?• what goals do you have for your future?• what are you doing now or need to do in order to achieve these goals?• How can i help you?

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a final message…now that now you’ve reflected on your career and development, we hope you are ready to act, to think creatively, to get the development, opportunities and support that will allow you to thrive.

we encourage you to participate in a career conversation with your supervisor/manager (and your mentor), about your work, career goals and development needs.

whatever it is you need to do for yourself, we encourage you to take charge and confidently navigate your career in the direction you desire!

Twenty years from now you will be more disappointed by the things that you didn’t do than by the ones you did.

So throw off the bowlines. Sail away from the safe harbor.

Catch the trade winds in your sails.

Explore. Dream. Discover.Mark twain

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appendix 1: Mentoring

Mentoring can play an important role in an individual’s career development through the sharing of experience and expertise.

there are many types of mentoring relationships and their success depends upon the ability to recognise and respect each other’s strengths and differences, clarify expectations and roles, establish clear goals and manage the mentoring process to ensure effective meetings take place.

the benefits of mentoringMentoring offers a range of benefits for anU and its employees including:

• development of a broader professional network

• support and guidance from an experienced colleague

• feeling more connected within the organisation

• better integration into the anU community when new to the organisation

• improved communication across the organisation and building a greater sense of community

• support for succession planning

• retention of talent and the development of future anU leaders

• enhanced career development and acquisition of knowledge and skills

• fostering a diverse workplace.

types of mentoringthere are a range of types of mentoring including:

• informal - conversations that happen by chance or by arrangement

• formal - relationships in a structured program

• peer mentoring - two colleagues mentoring each other

• group mentoring - one mentor meets with several mentees

• Mentoring round-tables - peers interact in a group mentoring conversation.

getting started - finding a mentor at anU while anU offers formal mentoring programs, many mentoring relationships are initiated on an individual basis. identifying and approaching an appropriate mentor can be daunting - the following tips will help to get you started

1. Begin by identifying what your development needs are and your objectives for a mentoring relationship. what are you seeking to learn? what skills do you need to develop? what contacts and networks will assist you?

2. consider also the qualities you are looking for in a mentor - in broad terms that person will need to be able to offer you time, probably share a common value system, and have specific knowledge or skills that you want to learn. Many people find that a mentor that is outside of their immediate discipline or work area to be desirable as they introduce different ways of looking at problems and offer new perspectives and contacts. age and/or experience may also be a factor.

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3. take into account the people you know at anU, seek advice and suggestions from colleagues and search the anU web for potential mentors. is there a particular individual who you admire and respect? someone who has always impressed you with their insight and perceptiveness? it may be someone in your own college or division or outside of it, someone with specialised knowledge or someone who has an extensive amount of experience.

4. approach that individual and ask if they would consider being your mentor. depending on the individual, and your current relationship, your proposal will vary in the amount of detail and how it is delivered. at the very least, let them know what why you selected them and what you hope to learn from the association. if appropriate for the specific individual, you can also discuss amounts of time to be committed and what you will contribute.

5. don’t put it off. what can you lose? even if they decline to be your mentor, they will be flattered that you asked.

6. remember that mentors have particular knowledge base and skills sets and that it is may be desirable to have several mentors over a period of time to bounce ideas off and to learn from

this information, and further guidelines for Mentors and Mentees, is available online at: http://info.anu.edu.au/hr/training_and_development/mentoring-at-anu

the australian Human resource institute Mentoring programthe australian Human resource institute (aHri) offers a Mentoring program specifically for individuals in Hr roles, or with an Hr qualification.

you can find information about this program at the aHri website (www.ahri.com.au) under the area called ‘centre of excellence’.

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appendix 2: forMaL QUaLifications

By way of information for Hr staff considering formal study, the following information is sourced from: the australian Qualifications framework website: www.aqf.edu.au

the australian Qualifications framework (commonly known as the aQf) is a unified system of national qualifications in schools, vocational education and training (tafes and private providers) and the higher education sector (mainly universities).

Qualifications certify the knowledge and skills a person has achieved through study, training, ‘work and life experience’. they are a measure of our ‘intellectual capital’ and increasingly important in a society where unskilled jobs have disappeared and continuous upskilling is required in all forms of work and in day-to-day life. australian Qualifications in this framework are:

• senior secondary certificate of education

• certificate i, certificate ii, certificate iii and certificate iv

• diploma, advanced diploma

• associate degree

• Bachelor degree

• vocational graduate certificate

• vocational graduate diploma

• graduate certificate

• graduate diploma

• Masters degree

• doctoral degree

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the following table displays the various qualifications, and the sector responsible for their accreditation (australian Qualifications framework council).

aQF Qualification by Sector of accreditation

Schools Sector accreditation

vocational education and training Sector accreditation

Higher education Sector accreditation

Senior Secondary Certificate of education

vocational graduate diploma

vocational graduate certificate

advanced diploma

diploma

certificate iv

certificate iii

certificate ii

certificate i

doctoral degree

Masters degree

graduate diploma

graduate certificate

Bachelor degree

associate degree, advanced diploma

diploma

scholarships at anUanU offers both undergraduate and postgraduate scholarships to staff. for more information, go to: www.anu.edu.au/sas/admission/sds/index.php

staff development policy & study leave the anU staff development policy states that: ‘the australian national University (anU) is committed to providing support to staff in acquiring and enhancing skills and knowledge to enable them to contribute towards the fulfilment of the University’s mission and strategic goals. this includes support for development to meet mandatory programs to achieve accreditation when required. in order to undertake study, staff may apply for study leave.

further information is detailed in the staff development policy and the study Leave procedure. http://policies.anu.edu.au/policies/staff_development/policy http://policies.anu.edu.au/procedures/study_leave_for_general_staff/procedure

staff may also be interested in the career development Leave scheme – details available online at: http://policies.anu.edu.au/procedures/career_development_leave_program/procedure

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appendix 3: deveLopMent resoUrces

a vast range of development options are available at anU and externally. some of these are listed below for your reference. for more tailored assistance and advice, please contact the staff development Branch: staffdev@anu.edu.au

Websites www.ahri.com.au www.hrdaily.com.au www.hrleadershipcouncil.com www.aim.com.au

professional networks – see appendix 4

training programs at anuthere are a range of training providers across campus. for a comprehensive list, go to:http://training.anu.edu.au/providers.asp

online learning pulse is the University’s online Learning system. all staff and students have access.http://info.anu.edu.au/hr/training_and_development/pulse-online-learning-system

external training programs• aHri offer a range of professional short courses across a variety of Hr and related topics.

www.ahri.com.au

• aiM offers a range of professional courses across a variety of management and Hr topics. www.aim.com.au

• australian public service commission – Hr capability development programs (foundation and extension). www.apsc.gov.au/Hrcdp/

• the LH Martin institute for Higher education Leadership and Management www.mihelm.unimelb.edu.au

mentoring• at anU see http://info.anu.edu.au/hr/training_and_development/mentoring-at-anu

• aHri Mentoring program for Hr practitioners see www.ahri.com.au

Hr information sharinga series of professional information sharing and networking for Hr practitioners at anU. session dates are listed on the staff development calendar. http://info.anu.edu.au/hr/training_and_development

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appendix 4: professionaL associationsas part of your career development plan, you may consider joining a professional association or network. Many of these groups offer a range of professional education and development, networking, conferences and other activities that may assist your personal and professional development. Listed below are some of the associations that may be of interest to Hr and oHs practitioners.

the australian Human resources institute is the peak professional body for Hr practitioners in australia. anU is a corporate member and discounted rates apply. (please refer to aine dowling x52385 for details about the University’s membership).

www.ahri.com.au

the purpose of the australian institute of management (aim) is the advancement of education and learning in the field of management and leadership for commerce, industry and government. aiM has offices throughout australia and in canberra.

www.aim.com.au

the australian tertiary education managers association is the professional body in australasia for tertiary education administrators and managers.

www.atem.org.au

other associations

australian association of occupational therapists www.otnsw.com.au/index.php

australian institute of environmental Health www.aieh.org.au

australian institute of risk Management www.rmia.org.au

australian institute of occupational Hygienists www.aioh.org.au

australian institute of training and development www.aitd.com.au

career development association of australia www.cdaa.org.au

ergonomics society of australia www.ergonomics.org.au

institute of public administration australia www.nsw.ipaa.org.au

recruitment and consulting services association www.rcsa.com.au

safety institute of australia www.sia.org.au

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references

the australian national University Hr capability working group, 2008. HR Capability Framework and Model. anU, canberra, australia.

australian public service commission, 2003. Human Resources Capability Model. commonwealth of australia. [online], available at: www.apsc.gov.au/publications01/hrmodel.htm [accessed July 2009].

avery, kaye., 2008. Having Career Conversations. [online], available at: www.career-coach.co.nz/articles/career_conversations.pdf [accessed July 2009].

Bolles, richard. n., 1979. What Colour is Your Parachute, ten speed press, Berkeley, california.

Brown, carole., 2009. Focus on your Career: Career Management Guide for staff at ANU. anU, canberra.

covey, stephen. r., Merrill, roger. a., and Merrill, rebecca. r., 1994. First Things First: to live, to love, to learn, to leave a legacy. first edition, free press, new york.

department of defence intelligence, 2005. People Capability Framework. defence signals directorate, commonwealth of australia.

noteS

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Human resources division

Building 10a, chancelry the australian national University

act 0200 australia

t: 02 6125 3346

http://info.anu.edu.au/hr

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