The importance of developing capabilities is widely accepted (Huselid, Becker & Beatty, 2005; Kuchinke, 2014; Nieves & Haller, 2014), with the argument that the capacity of an organization to innovate, change and prosper... [ view full abstract ]
The importance of developing capabilities is widely accepted (Huselid, Becker & Beatty, 2005; Kuchinke, 2014; Nieves & Haller, 2014), with the argument that the capacity of an organization to innovate, change and prosper depends on the skills and abilities held and demonstrated by employees (Huselid et al., 2005; Teece, Pisano & Shuen, 1997). In terms of the Australian Public Service (APS) the Secretary of the Australian Department of Prime Minister and Cabinet called for improved capability in policy implementation, arguing that it is as, if not more, important as policy development skill (Parkinson, 2016), with others suggesting there is a need for more capability development and a need for skills in collaboration, co-production and commercial know-how to ensure the success of the government of the future (Dickinson and Sullivan, Banks 2016). The questions become where is the capability gap and is it general or specific?
In this paper we raise questions about potential implementation capability gaps in the Australian Public Service. Using data from a qualitative research project, we explored capability levels of middle managers and sought to identify the skill gaps that need addressing. The argument is that policy implementation and collaboration reflect managerial skills and so assessing the skills enables a mapping of potential gaps. Data from over 150 managers was surprisingly scarce of references to the importance of capability in policy implementation, collaboration or commercial know-how. Data also showed little trust in the leadership of senior managers to support capability development. Top leaders are calling for change, but what is happening amongst the managers and leaders who must respond to the call for capability development?
In this paper we first identify the need to consider the creation of policy implementation skills separately from general capability development, and then explore the apparent extent of the capability gap in the Australian public service. We outline potential challenges and possible pathways for building effective implementation capability skills to take the Australian government successfully into the next decade.
References:
Banks, G. (2016) Beyond the Boardroom series: http://www.theaustralian.com.au/business
Dickinson, H. & Sullivan, H. 2014. Creating the 21st century public servant: emerging from identity crisis: http://www.themandarin.com.au/573-creating-21st-century-public-servant-emerging-identity-crisis/).
Huselid, M.A., Becker, B.E. & Beatty, R.W. 2005. The Workforce Scorecard: Managing Human Capital To Execute Strategy. Boston, MS: Harvard Business School Press.
Kuchinke, K.P. 2014. Perspectives on the Concept of Development for HRD. In N. E. Chalofsky, T. S. Rocco and M. L. Morris (Eds.) Handbook of Human Resource Development. Hoboken, NJ: John Wiley & Sons, Inc.
Nieves, J. & Haller, S. 2014. Building dynamic capabilities through knowledge resources. Tourism Management, 40: 224-232.
Parkinson, M. 2016. Parkinson: implementation is harder than policy, don’t undervalue. The Mandarin: http://www.themandarin.com.au/71254-martin-parkinson-never-lose-sight-implementation-150-times-harder-policy/.
Teece, D., Pisano, G. & Shuen, A. 1997. Dynamic capabilities and strategic management. Strategic Management Journal, 18: 509-533.
