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I'm Tara Neufeld and I'm the director of organizational development and learning
here at FACS and I'm part of the People Directorate. Our role is to how do we make
FACS a great place to work and what do we need to do to build the organizational
and people's capability to be able to do that.
So my professional goals that FACS
are, it's a bit like when I started with FACS, is about what other projects and the
programs that I work on and how I can support my team to help people do their
best in their roles, so be the best caseworker they can be the best client
service officer they can be. I think of it in a way is how can I explain it to
somebody that actually doesn't know anything about the business so how can I
take my work that can feel quite nebulous at times and structure it in a
way that's quite specific that actually has some tangible things that in a
year's time I can measure and say, yes that has happened or it hasn't happened
and this has been the outcome and have some key dates or milestones around it
as well. So the first thing I would say is really make sure there's a plan in
the system so make sure you've had that conversation around what do you want to
achieve in this year and that's been documented so you can reflect on it
again in 12 months time to see what's changed, how are we working.
So it's a really great opportunity before the two of you meet, have a think about
what was said in that plan, what might have changed, what achievements there
might have been against that plan and maybe where are the areas that you want
to focus on in the six months to come for the second part of the year.
At the
meeting I really love to start my meetings with a question to the person
that I'm meeting with about how is it going what do you think you've achieved
what what would you like to do differently in the next six months and
really open it up in a questioning way, so that the person if they're
reflected has a chance to contribute to identify what's going on for them.
It's important in any conversation and not just a mid-year review conversation take
stock of your successes that have happened you know in their 6 months
leading up to it and thinking about those successes what did it mean not
just for that person but for the people that they're delivering services to, so
when you did a great job on writing that letter out to our client actually that
client would have felt heard or they felt respected. Measuring impacts is a
really important way to think about how important our contributions are. For me it's
really around having the expectations clear about what I should be
working on how I should be working and also getting a chance for me
to articulate my development needs so actually I can do this and I need this
support or I need this particular capability build in how I do something
Having a PDP can sometimes be a daunting thing, articulating what you
are doing in a plan on a computer screen can feel really unfamiliar and quite
distant from the work you do every day but for me personally and professionally
I've seen it as well it really actually is a way to take stock of your
achievements that sometimes you don't always notice as you're busy doing the
work that you need to do to support the people of New South Wales.
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