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Leadership talent management strategy

The Leadership talent management strategy (LTMS) is an integrated approach to building our leadership at the individual and organisational levels.

The strategy has 4 key areas:

The LTMS ensures that we have a depth of leadership talent to lead current and future workforce challenges, and that leaders are supported to develop throughout their career.

LTMS outcomes are measured through:

  • leaders' satisfaction with learning programs
  • diversity of leaders' experience
  • workforce perceptions of leadership.

Delivered in partnership with key stakeholders, the LTMS supports and complements agency and discipline led development strategies.

Download the Leadership talent management strategy (PDF, 820 KB)

Workforce life cycle

Consistent expectations through integrated human resource practices provides leaders with consistent and integrated expectations throughout their career by:

Human capital planning

  • Workforce strategic plans with a focus on future leadership capability and capacity
  • Monitoring employee perceptions of workforce climate through the Working for Queensland survey to shape workforce interventions and build constructive workplaces

Attraction, recruitment, and retention

  • Diversity among the workforce that better reflects the community we serve, fosters innovation and supports high performance
  • Compelling employee value proposition that attracts quality candidates
  • Recruiting quality graduates supports a strong pipeline of leadership talent
  • Innovative recruitment strategies for best fit

Performance and development

  • Onboarding leaders to accelerate their development
  • Constructive performance and development conversations aligned to the government priorities 

Initiatives

Lifelong learning

Shared commitment to development encourages leaders to prioritise learning and reflection by:

Learning through doing – 70%

  • Regular on-the-job constructive feedback
  • Leader Connect—intensive, practical experience through placements and exposure to other organisations

Learning through others – 20%

  • 360° feedback processes
  • Engagement forums and networks across the sector that support thought leadership
  • Leadership development through peer learning and coaching
  • Leader-led development

Learning through knowing – 10%

  • Thought leadership offerings challenge thinking and support leaders to connect across the sector
  • Providing access to expertise and advise through the Conduct and Performance Excellence (CaPE) service to build skills and manage conduct and performance

Initiatives

Intentional leadership development

Provide a clear roadmap to guide leaders to build leadership capability at the individual, agency and sector levels through:

Individual roadmaps

  • Highly capable leaders have a breadth of experience to draw on, are self-aware and have the conceptual knowledge to support their leadership
  • The leadership roadmap provides a pathway to leadership development, from individual contributor to executive, to build enhanced leadership agility and perspective

Agency talent profiling

Sector perspective

  • Deep learning through quality development programs that build the knowledge of leadership practice
  • Contracting providers to deliver high-quality sector-wide and agency leadership development programs for team leaders, program managers and executives

Initiatives

Building self-awareness

Foster the behaviours we value which support leaders to engage in meaningful development to enhance their leadership capability by:

Queensland public sector values

We have 5 public sector values which are the building blocks for our workplace culture.

Competencies and behaviours

The Workforce Capability Success Profile (PDF, 464 KB) communicates leadership expectations:

  • provides a shared language to describe leadership behaviours expected of all public sector employees
  • outlines how leadership expectations evolve and progress in different leadership roles.

Self-awareness

ECAD and LCAD initiatives:

  • provide executives, program managers, and team leaders with an independent, valid, and reliable assessment of their leadership capability and preferences, and readiness for greater leadership challenges
  • support a foundation for constructive dialogue between supervisors and staff about performance and development

Initiatives