HUMAN RESOURCES DIVISION

CAREER DEVELOPMENT GUIdE

FOR HR PRACTITIONERS AT ANU

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

TODAYS CAREER LANDSCAPE

Contemporary 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 condence 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.

DEVElOPING YOuR CAREER MANAGEmENT SKIllS

This 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 condent career navigator.

CAREER PAThWAYS FOR HR PRACTITIONERS AT ANU

Within 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
Appointments Ofcer Appointments and Promotions Ofcer Casual Pool Ofcer Consultants

Occupational Health and Safety

Rehabilitation Case Manager Occupational Therapist Occupational Hygienist Project Ofcer OH& S Consultant OH&S Trainer Administrative Ofcer

Business Management/Financial Management

Business Manager

Policy Development
Appointments Ofcer

Business Solutions and Systems

Business Analyst Training Ofcer Web Ofcer Systems Support Ofcer

Remuneration and Benets

Remuneration and Benets Consultant Remuneration and Benets Ofcer

Change Management
HR Advisory and Change Manager HR Advisory Consultant

Staff Development
Training Administrator Trainer and Facilitator Career Consultant Staff Development Consultant

HR Generalists
College/Division HR Ofcer College/Division HR Consultant

Workforce Planning
Workforce Planning Consultant Workforce Planning Analyst

HR Management
Team Manager Assistant Team Manager College/Division HR Manager Associate Director HR Director

Workplace Diversity and Inclusion

Indigenous Employment Consultant Equity Consultant

If you are interested in nding 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 Opportunities
You 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 whats involved in particular types of HR-related work.

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 reection 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. Reect 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 specic 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. Reect upon your career situation on a regular basis to see how youre tracking, and adjust your career development plan accordingly.

CAREER MANAGEmENT SKIllS

Courtesy of Carole Brown, FCDAA, National President Career Development Association of Australia Manager Staff Development Branch ANU

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

Discover Connect Grow

your values, skills and preferences to the employment landscape, trends, opportunities for new learning and work and your networks 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 Belonging Sense of contribution Independence Recognition Problem solving People contact Security Power and authority Flexibility Status 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: nance, technology, legal, HR, scientic, 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, conict resolution and teamwork. Self-management skills and personal attributes encompass career management skills such as self-reliance, condence, 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).

Review your current job t

Take 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 image

As 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 youve had at work recently, what did you do that had a direct impact on these exchanges? If you could be a y 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 peopleif you want to nd out if this new job, career or organisation ts 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.

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 inuence, as well as your condence.

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.

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 memoryMore 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 revisit 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 ve years, where do you want to be in terms of functional role, industry knowledge, organisational culture, skill acquisition, relationships with signicant 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?

THE HEALTHY CAREER ChECKlIST

The following activity is intended to help you start to reect upon your current career situation. On a scale of one to ve, one being needs attention and ve 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 satisfactory

Comments

1 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 condence

Foster good relationships with co-workers

Commit to ongoing skills development

Identify alternate employment opportunities

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HR CAPAbIlITY MODEl
Developed 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

Knowledge and Credibility

Applying HR technical expertise Demonstrating professionalism Inuencing stakeholders

Thinking Broadly
Exploring options Identifying trends and opportunities Undertaking research and benchmarking

Relationships
Creating and maintaining partnerships Seeking to understand the needs of others Coaching, developing and mentoring others

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The following three-tier model is part of our HR Capability Framework. It identies three broad levels of capability that relate specically 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/Classication
Tier 1: Entry/Administrative ANU Classications 3/4/5 The engine room those who get things done on a daily basis Tier 2: Consulting/Managers ANU Classications 6/7/8 Those who work with others to help them achieve their outcomes Tier 3: Managers/Directors ANU Classications SM1 and SM2 (and above) Those who work on complex HR solutions and develop future policy and practice

Staff
Department Administration Ofcers HR Ofcers

Key Responsibilities
Implements HR policies and procedures Carries out day-to-day HR operations Utilises HR systems

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

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 capabilities

The 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 & 3

Review the capabilities for your tier and indicate your current skills and strengths, and areas for development

Tier 1: Entry/Administrative - ANU Classications 3/4/5

The engine room those who get things done on a daily basis 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 Universitys broader tertiary environment

Current Skills

Requires Development

Inuencing 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

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

Actively delivering our services and enabling the achievement of the Universitys 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 Classications 6/7/8

Those 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

Inuencing 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

Utilising technical HR expertise

Making the time to reect 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 Universitys 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 identied and outcomes achieved Developing my coaching capability to develop team members and other staff, sharing my expertise

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Tier 2: Consulting/Managers - ANU Classications 6/7/8

Those who work with others to help them achieve their outcomes

Current Skills

Requires Development

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

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Tier 3: Managers/Directors - ANU Classications 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 inuence key stakeholders to implement more effective programs/ approaches

Inuencing stakeholders
Understanding the key stakeholders across ANU, their particular priorities andneeds Understanding stakeholders personal styles for how information iscommunicated Developing sound and persuasive evidence-based arguments for new or improved approaches to people management Identifying inuential allies who can assist in inuencing, educating and priming others and managing the relationships with these allies

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 ofresponsibility Developing formal and informal approaches to build, maintain and enhancecapability Actively engaging in networks and forums so that external expertise can be readily identied and sourced when necessary

Aligning policy, practices and systems to ANU priorities

Developing policy, practices and systems that enable the achievement of the Universitys 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 Universitys 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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Tier 3: Managers/Directors - ANU Classications SM1 & SM2

Those who work on complex HR solutions and develop future policy and practice

Current Skills

Requires Development

Facilitating cultural change

Facilitating the identication 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

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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 qualication. (More information on qualications see Appendix 2)
Development Management & Leadership Level
Building professional relationships with team and clients Managing self for successful outcomes Developing supervisory skills and building partnerships with colleagues and clients.

Development Individual Level

Tier 1 ANU 3/4/5 Developing HR Foundation knowledge and skills

Development Team Level

Understanding teams context, purpose and direction

Tier 2 ANU 6/7/8

Developing Specialist/Technical HR knowledge

Linking with others and building relationships for successful outcomes

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
Tier 1 ANU 3/4/5 AHRI Foundations or Diploma Program Certicate IV Human Resources (TAFE) Undergraduate Study Professional short courses

Work-Based learning
Mentoring Shadowing Coaching Role extension Job rotation Participating in team meetings Networking with HR and other colleagues

Other Development Activities

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 Program Undergraduate studies Associate Degree, Bachelor in HR/Business with specialist area Graduate studies Grad Cert, Grad Dip, Masters And/Or Specialist HR subject development. ANU Scholarships Professional short courses Graduate Studies Grad Dip, Masters, PhD Post Graduate Scholarships at ANU Professional shortcourses

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 Attendance/ Representation at HR events Attendance/ representation at external forums Attendance/presentation at conferences, lectures, seminars and external forums, reading and research

Tier 3 ANU SM1 & SM2

Providing mentoring Providing coaching Providing access to and support for development of team members.

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Planning for your career development

Having now reviewed career management skills, the HR Capabilities model, and some development options; and reecting 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 youve reected on your current career situation, your goals and ambitions, and development options, let your supervisor know that youd 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 dont need to wait for a formal performance review.

Managers/supervisors
In 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 mentors

Mentoring 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 exible, open and receptive to new ideas, approaches and changing priorities are you? Inuencing 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 nd 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 nal message
Now that now youve reected 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 condently navigate your career in the direction you desire! Twenty years from now you will be more disappointed by the things that you didnt 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 individuals 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 others strengths and differences, clarify expectations and roles, establish clear goals and manage the mentoring process to ensure effective meetings take place.

The benets of mentoring

Mentoring offers a range of benets 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 mentoring
There 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 - nding 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 specic knowledge or skills that you want to learn. Many people nd 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 specic individual, you can also discuss amounts of time to be committed and what you will contribute. 5. Dont put it off. What can you lose? Even if they decline to be your mentor, they will be attered 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 Program

The Australian Human Resource Institute (AHRI) offers a Mentoring Program specically for individuals in HR roles, or with an HR qualication. You can nd 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 Qualications Framework website: www.aqf.edu.au The Australian Qualications Framework (commonly known as the AQF) is a unied system of national qualications in schools, vocational education and training (TAFEs and private providers) and the higher education sector (mainly universities). Qualications 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 Qualications in this framework are: Senior Secondary Certicate of Education Certicate I, Certicate II, Certicate III and Certicate IV Diploma, Advanced Diploma Associate Degree Bachelor Degree

Vocational Graduate Certicate Vocational Graduate Diploma Graduate Certicate Graduate Diploma Masters Degree

Doctoral Degree

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The following table displays the various qualications, and the sector responsible for their accreditation (Australian Qualications Framework Council).

AQF Qualication by Sector of Accreditation

Schools Sector Accreditation Vocational Education and Training Sector Accreditation Higher Education Sector Accreditation Doctoral Degree Masters Degree Vocational Graduate Diploma Vocational Graduate Certicate Advanced Diploma Diploma Senior Secondary Certicate of Education Certicate IV Certicate III Certicate II Certicate I Graduate Diploma Graduate Certicate Bachelor Degree Associate Degree, Advanced Diploma Diploma

Scholarships at ANU
ANU 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 fullment of the Universitys 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 ANU

There 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 Universitys 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 sharing
A 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 ASSOCIATIONS

As 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 Universitys membership). www.ahri.com.au The purpose of the Australian Institute of Management (AIM) is the advancement of education and learning in the eld of management and leadership for commerce, industry and government. AIM has ofces 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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