Capability development. 13.1 The Employer confirms a commitment to capability development for TAFE Managers. TAFE Managers recognise their obligation to maintain and update their professional skills for the benefit of TAFE students and staff.
13.2 The Employer will continue to participate in initiatives to identify competencies for TAFE Managers in consultation with relevant industry parties.
13.3 The Employer is committed to providing access to and support for capability and leadership / management development.
13.4 Where the Employer requires professional development, the Employer will meet the compulsory fees involved. Where the capability development opportunity is voluntary the Employer may, at its discretion, refund all or part of the compulsory fees incurred by the TAFE Managers approved to undertake approved training and professional development programs.
13.5 Consistent with the above commitments, while there is no minimum time per annum to be allocated to capability development, Institute Directors should ensure that all TAFE Managers undertake training and capability development related to their current and medium term development needs as identified in their performance agreement. This does not preclude access to other development opportunities provided by the employer.
Capability development. 68.1 Capability development includes work-related learning, career development and non- work related learning.
68.2 You have the primary responsibility for your own capability development, and XXXX wants to assist you with it. Keeping a focus on development helps you to think ahead and plan your future so that you are best placed to progress and also to respond to any organisational changes that could arise.
Capability development. Defence materiel and industrial co-operation including joint procurements, maintenance and life cycle management.
Capability development. 93.1 a) The ATO is committed to ensuring all employees have access to and are provided with a range of appropriate and tailored opportunities for their specific learning and development so they have the capabilities they need for their current job and for their future ATO career; b) Employees and their manager will work together to identify their capability development needs and how to address them; c) Employees and the ATO acknowledge a mutual responsibility for learning and development; d) the ATO will ensure that employees have the time and opportunity to meet their agreed needs as identified in their learning and development plan; e) the ATO will where practicable, provide access to learning and development activities prior to new work being undertaken.
Capability development. Exercise Support
Capability development. 17.1. The Employer confirms a commitment to capability development for TAFE Managers. TAFE Managers recognise their obligation to maintain and update their professional skills for the benefit of TAFE NSW students and Employees.
17.2. The Employer will continue to participate in initiatives to identify competencies for TAFE Managers in consultation with relevant industry parties.
17.3. The Employer is committed to providing access to and support for capability and leadership / management development.
17.4. Where the Employee requires professional development, the Employer will meet the compulsory fees involved. Where the capability development opportunity is voluntary the Employer may, at its discretion, refund all or part of the compulsory fees incurred by the TAFE Managers approved to undertake approved training and professional development programs.
17.5. Consistent with the above commitments Directors should ensure that all TAFE Managers undertake at least two days per year of training and capability development related to their current and medium term development needs as identified in their performance development review plan. A discussion should occur between the Employer and the Employee to arrange for the training and capability development to occur at a suitable time that takes into account workload and TAFE NSW’s requirements. This does not preclude access to other development opportunities provided by the Employer.
Capability development. All of the above calls for a review of our capability plan, establishing “Customer Business Units” for our strategic partners. In addition, we intend to capture more than our fair share of growth in rapidly growing emerging channels with important revenue opportunities in At Work (expansion of vending machines) and Horeca. At the core of our evolved RTM model is the strategic intention to:
Capability development. Austrade’s capability development strategy aims to continuously improve organisational capability through the development of a skilled and confident workforce, ready and able to deliver on current and future Austrade needs. Austrade’s capability development strategy includes a comprehensive induction process and, through the Austrade Institute, a wide range of corporate programs that target employees’ career development and business needs.
Capability development a) The ATO is committed to ensuring all employees have access to and are provided with a range of appropriate and tailored opportunities for their specific learning and development so they have the capabilities they need for their current job and for their future ATO career;
b) Employees and their manager will work together to identify their capability development needs and how to address them;
c) Employees and the ATO acknowledge a mutual responsibility for learning and development;
d) the ATO will ensure that employees have the time and opportunity to meet their agreed needs as identified in their learning and development plan;
e) the ATO will where practicable, provide access to learning and development activities prior to new work being undertaken.
93.2 Employees will undertake identified learning and development activities, keep the capabilities for their current job up to date; and support and contribute to the learning and development of other employees.
93.3 The ATO will make available to employees information about the required capabilities for individual jobs.
93.4 Neither formal nor informal capability assessments will be used for an underperformance process for the purposes of clauses 91 and 92; or disciplinary, redundancy or pay review processes.
93.5 Where an employee has been unable to successfully complete a formal assessment process (e.g. obtaining accreditation, or completion of a development program) or is not making reasonable progress towards meeting identified learning or development needs as part of the particular program, the employee (and where requested their representative) and their manager will discuss the most appropriate course of action.
93.6 An employee may be seconded to another organisation for a fixed term to enable the employee to obtain relevant capabilities. Any secondment arrangement will be on terms and conditions agreed between the employee, the delegate and the organisation where the employee is to be placed.
Capability development. Employees and their managers are jointly responsible for identifying capability needs and opportunities that meet the personal development needs of the individual and the operational/business needs of PM&C.
