2.5 Development and Pathways
Driver: 2.5
Dimension: Capability
Supporting aspiration: Development is targeted; careers are visible and possible.
Why it matters
Skills development and internal mobility future-proof capability and support retention.
What great looks like
Role skill profiles, development plans, secondments, stretch opportunities and succession plans are visible and linked to service outcomes.
Employee Survey alignment
| Item | Survey question |
|---|---|
| Q1 | I receive the training I require to enable me to perform well in my current role |
| Q2 | Council supports my development goals |
| Q3 | I can see a future career path for myself at Council if I want one |
How to interpret a weak result
A weak result for this driver should prompt a practical diagnosis, not an immediate solution. Ask:
- Is the issue whole-of-council, concentrated in particular work areas or linked to specific employee groups?
- Which question-level result is driving the pattern?
- Do comments or leader perspectives explain the issue?
- Is this mainly a system/process issue, a leadership issue, a resourcing issue or a communication issue?
- What would employees reasonably expect Council to do next?
Possible actions and interventions
- Create learning pathways by role family
- Use development plans in regular performance conversations
- Identify critical roles and succession risks
- Promote internal mobility and stretch opportunities
Evidence to review alongside the survey
- Employee Survey question-level results and comments
- Relevant people metrics such as turnover, absenteeism, vacancy, overtime, grievances, safety or EAP themes
- Leadership and SME perspectives
- Relevant workforce, service, budget or risk data