Ea Shannon

Shaping our workforce: a Tasmanian development program.

The Tasmanian Department of Health and Human Services management and leadership development program consists of a foundation program for frontline and aspiring managers, with additional program streams for graduate trainees, senior nurses and allied health professionals, clinical leaders and senior executive management teams. An academic pathway has also been developed in partnership with the University of Tasmania. Some elements of the management and leadership program were developed with a great deal of specificity and structure, while others have been left free to respond to expressed need as it arises. This case study describes the development and delivery, challenges and achievements of the program, focusing on the more structured elements: the foundation, graduate trainee and academic streams. In particular, it illustrates the strengths and weakness of a program that depends upon the goodwill and commitment of organisational partners and middle and senior managers, during a time of fiscal constraint. This article will be of interest to other jurisdictions and sectors seeking to strengthen staff management and leadership skills.

Who benefits? What benefits? Part-time postgraduate study in health and human services

Abstract Part-time postgraduate students make up a significant proportion of the student population, yet their experience remains poorly understood. In this article, a multi-phase, explanatory mixed-method study conducted within Tasmanian health and human services provides some answers. Students reported improved job performance, self-esteem and increased motivation to learn as primary outcomes. Other benefits of significance included an increased ability to manage change and increased job satisfaction. At the other end of the scale, fewer than half of all respondents agreed that part-time postgraduate study led to increased pay or remuneration, and only one-quarter of respondents believed their study led to improvements in personal relationships. There were significant associations between organisational placement and perceptions of benefit. The managers of those who were studying were less likely to perceive either increased job satisfaction or improved job performance in their subordinates. Amongst postgraduate, mature-age, part-time student respondents, their prior experience in higher education, professional background, seniority in the organisation, age and gender were also associated with differing perceptions of the benefits of higher education. These results add to the body of knowledge around the human, social and identity capital benefits associated with lifelong learning, and this study provides guidance for students, employers and universities.