In 2005 the OPSC's Organisational Maturity Matrix survey was used to provide baseline data on the effectiveness of systems by which learning is managed, the alignment of learning and development to business objectives, and the organisational culture and how it values and provides leadership around learning. Senior staff from the former departments of Communities and Disability Services Queensland answered the survey to provide a baseline assessment of learing and organisational development prior to the implementation of the Portfolio Learning and Organisational Development Strategy 2006-2011.
There are four main sectors that assess the current maturity level for learing and organisational development;
This survey provides a mechanism to document and reflect on the department's approach to learning and development. The survey uses the term ‘maturity’ which is an indicator of the degree to which learning and development is fully integrated within the planning and strategies of the organisation.
PROVIDE AND CULTIVATE LEADERSHIP
Elements of providing and cultivating leadership include:Integrate learning and development as a component of organisational expenditure and link to workforce planning. Provide funding and resources for sustainable learning and development strategies. Promote an active commitment to learning and development. Build a sense of agency purpose and direction. Develop a culture of service that will build community and government respect for the integrity and capability of the state and staff. Provide strategic direction to the development of learning and development policies and procedures that will ensure organisational capacity for service delivery.Against each question please provide an assessment of the level of 'maturity' you believe currently exists by clicking on a radio button. PROVIDE AND CULTIVATE LEADERSHIP Level Ad hoc Practice is or inconsistently or has an uncertain level of acceptance Level Managed Practice is performed and managed with some skill for compliance reasons Level Defined Practice is defined, familiar, shared and skilfully performed Level Optimised Practice is continuously improved and leveraged for organisational outcomes The Chief Executive's commitment to the importance and relevance of learning and development is known and communicated to all staff The importance and relevance of learning and development is articulated in all relevant organisational literature such as corporate plans, business plans and annual reports The agency has a learning and development strategy in place Learning and development processes are linked and integrated with other HR processes and systems e.g. workforce planning, recruitment and selection, performance management, succession planning and career development Learning and development requirements are planned for in budget cycles and included in new budget initiatives Managers are supported to develop the abilities of their staff effectively through training, coaching, mentoring and other tools and resources The organisation sees learning as a legitimate part of work The organisation sees itself as a 'learning organisation'.
Integrate learning and development as a component of organisational expenditure and link to workforce planning. Provide funding and resources for sustainable learning and development strategies. Promote an active commitment to learning and development. Build a sense of agency purpose and direction. Develop a culture of service that will build community and government respect for the integrity and capability of the state and staff. Provide strategic direction to the development of learning and development policies and procedures that will ensure organisational capacity for service delivery.
Against each question please provide an assessment of the level of 'maturity' you believe currently exists by clicking on a radio button.
Level
Ad hoc
Practice is or inconsistently or has an uncertain level of acceptance
Managed
Practice is performed and managed with some skill for compliance reasons
Defined
Practice is defined, familiar, shared and skilfully performed
Optimised
Practice is continuously improved and leveraged for organisational outcomes
SUPPORT INNOVATION
Elements of supporting innovation include:Encourage sharing of knowledge and the building of networks. Foster innovation and the generation of new knowledge. Develop and promote a culture that nurtures potential, talent and the power of creative professional relationships. Create and promote opportunities for multi agency, private sector and community partnerships.
Encourage sharing of knowledge and the building of networks. Foster innovation and the generation of new knowledge. Develop and promote a culture that nurtures potential, talent and the power of creative professional relationships. Create and promote opportunities for multi agency, private sector and community partnerships.
Practice is , continuously improved and leveraged for organisational outcomes
DEVELOP CAPABILITY
Elements of developing capability include:Ensure whole of Government learning and development needs are met. Ensure organisational core business related learning and development needs are met. Provide equitable and accessible learning and development opportunities. Maximise learning options and match individual learning styles through appropriate learning pathways. Ensure systems and processes support learning and development strategies effectively.
Ensure whole of Government learning and development needs are met. Ensure organisational core business related learning and development needs are met. Provide equitable and accessible learning and development opportunities. Maximise learning options and match individual learning styles through appropriate learning pathways. Ensure systems and processes support learning and development strategies effectively.
FOSTER CONTINUOUS IMPROVEMENT
Elements of fostering continuous improvement include:Evaluate relevance and alignment of learning and development strategies to Government priorities and agency business directions. Report on implementation of the agency learning and development strategy. Ensure high quality learning and development opportunities, pathways and systems through monitoring, evaluation and improvement.
Evaluate relevance and alignment of learning and development strategies to Government priorities and agency business directions. Report on implementation of the agency learning and development strategy. Ensure high quality learning and development opportunities, pathways and systems through monitoring, evaluation and improvement.
INFORMATION FOR COMPARING RESULTS
The information provided in this section will be used to assist in drawing more meaningful conclusions from the survey results. Your responses will remain strictly confidential and results will only be reported at a collective level so that individual responses cannot be identified.
Which service stream do you work in?
What type of work are you involved in?
How long have you worked for the Department continuously?
How long have you been in your current role continuously?
General Comments
Acknowledgements: Development of this survey is informed by similar work undertaken by the Government of the Australian Capital Territory and the Australian Public Service.
--------------------------------------------------------------------------------