Supporting Material

Doing your job better

There are a number of tools available be to assist with reviewing how you do your job. Some of these can undertake on your own, others will require the consent and sometimes cooperation of your workplace.

These include:

  • Self-assessment
  • Shadowing
  • Coaching
  • Mentoring
  • Action learning

Self-Assessment

The process of Self-assessment allows you to assess yourself against the competencies required for your job within your workplace. In most instances for disability work this will be competencies from the Community Services Training Package (CSTP) using competency job profiles. There are different profiles for different jobs, but some jobs will have some competencies in common. For example the competencies in the job profile for an Accommodation Worker and a Case Manager have some competencies in common and some unique to each position.

Further information including a list of competency job profiles can be found in the competency job profile section on this website.

Shadowing

When a new worker starts a job they often commence work with shadow or buddy shifts. Shadowing or buddying means you are employed for your first shifts as an extra person, and work along side a more experienced person doing the same job you are employed to do.

This is a good way to introduce a new person to their position without the expectation of performing full duties as a regular staff member. When buddying you have the opportunity to practice skills and ensure you have the basic knowledge to commence in this position. When shadowing you also get the opportunity to observe the attitudes of other staff and take time to reflect on what attitudes you hold.

Coaching

When starting a new position you will more than likely commence employment with an induction /or orientation to your new organisation and position. This time is also an opportunity to identify gaps in your skills and knowledge and therefore ways to develop the appropriate skills/knowledge. One way to do this is through coaching.

Coaching is generally used in a specific area of skill or personal development and requires a good relationship between the coach and the staff member involved. Coaching is a useful tool when developing one identifiable skill or when providing an opportunity for a staff member to extend skills for promotion. An example of this is a supervisor coaching a staff member to complete necessary administrative tasks to complete these activities when the supervisor is on leave. This also provides an important opportunity for the staff member to demonstrate that they are competent in this area strengthening any application for a supervisor position and therefore career development.

Mentoring

Mentoring involves the matching of an employee with an experienced staff member who demonstrates excellence in their area of work. Mentoring differs from coaching in that it can cover a range of skills or knowledge that need to be developed, and the mentor does not have to work at the same worksite or workplace as the person they are mentoring.

Mentoring can take place via regular meetings or through e-mail or phone contact. Mentoring can be a very structured experience with certain skill or knowledge discussed or it may include more of a “troubleshooting” role discussing issues as they occur.

Action Learning

Action Learning is a problem solving approach that is used to deal with real issues that occur in the work place. The issue is defined, researched and strategies are developed and trialled by the person or team of staff dealing with the issue.

Action Learning is an excellent way to develop skills as well as promote and develop teamwork.

Case Study

Case study icon Action Learning  (will open in a new window)


Friday, October 16, 2009