Performance Needs Analysis of Army Cadet Staff
The Situation
- Over 1100 volunteer Army Cadet Staff (ACS) need to provide safe and engaging personal development for 16,000 Australian Army Cadets (AAC) aged between 13 and 20 years
- A Royal Commission into institutionalised child abuse resulted in significant legislative and policy changes that have ramifications for organisations
- The ACS training program was out-of-date
- The PGPA Act 2013 Section 5 requires Defence to ensure the appropriate governance
The Requirement
Identify training options to satisfy the requirement and recommend the best training solution
The Challenge
- Non-disclosure of information during an investigation inhibits continuous improvement
- Volunteers have few hours and any training liability needs to be appropriate to their role
- Distributed workforce across over 250 organisations
- The program is designed for youth developing other youth under adult supervision
Benefits realised (for client organisation and individuals)
- Analysis of existing individual deficiencies identified the moral hazard and need for change
- Identification of integrated skills requirement by stream, level, and priority
- A skills development continuum over 10 levels and four streams.
- Recognition of volunteer skills and prior learning to fill vacancies to reduce the training liability and ensure appropriate governance
- Development of job task profiles for each role and level
- Development of the gap analysis with preliminary Learning and Development solutions
- First draft of the report was endorsed and approved.
Methodology (why DTD)
- Identify the resistance to change and the arguments required for specific groups
- Develop requirements through analysis of legislation, policy and benchmarking
- Iteratively develop the resource requirements and resource base to create a workable implementation program
- Use of workshops to initiate the change program of awareness and desire
- Report to be used to provide knowledge and ability to change
- Mentoring and coaching of key stakeholders to align intellectual and emotional understanding to make effective decisions
Key People
- Doug Mitchell
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