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CPA : CPA Sustainability Report 2009
CPA Australia Sustainability Report 2009 | 17 Training and education LA11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings Developing our leaders CPA Australia recognises that strong leadership capability across all levels of our business is essential if we are to realise our vision and achieve our strategic goals. In 2009, CPA Australia has sought to focus on developing our leaders through workforce and succession planning, leadership training and 360 degree feedback tools. Nurturing talent As part of its annual workforce planning process, CPA Australia identifies and develops people with leadership potential. Leadership bench: 19 high performing individuals in the organisation have been identified as succession candidates for senior leadership roles. In 2009, 63% of people on the leadership bench were female. Critical roles: CPA Australia has identified a number of critical roles within the organisation and action plans are in place to ensure succession planning exists for these roles. Training our leaders Highly capable leadership is critical to the successful achievement of our business goals. CPA Australia offers comprehensive leadership training at several levels: Leadership Edge Middle Management group - 10 participants (five women and five men) Leadership Matters (2 intakes) - 14 participants (eight women and six men) Our Leadership Matters program aims to assist new leaders in their development of fundamental leadership skills, through seven one-day workshops offered over a period of four months. Our Leadership Advantage program is a more extended, ongoing program which is tailored to the needs of the senior leaders of the organisation and ensures they are held accountable for their leadership performance. The 40 participants in the program - 22 women and 18 men - were either senior leaders who report to a member of the Executive Management Group or managers on our leadership bench. The program consisted of four modules - personal leadership, business leadership, influential leadership and change leadership. Each comprised 2-3 day workshops and achieved satisfaction rates of 75-84% from the participants. Other measurements of the program's success are: + Retention rate of leaders on the program + Promotions and filling of critical roles by participants + PRD - leadership ratings + Exit interview data To further support CPA Australia's leaders, change management coaches were selected from employees and trained in change management techniques so that they could work alongside leaders providing guidance during the change process. Change management guidelines were also made available online to all staff to use as required during their day to day work. 360 degree feedback Managers are provided with a clear view of their leadership effectiveness at work through 360 degree feedback. An assessment is made in terms of their functional and behavioural performances via a collation of views from the manager being assessed, staff, peers and superiors. In 2009, we completed 32 of these feedback reports for our Executive General Managers and General Managers. Female:male salary ratios 2008 and 2009 Nature of employment Female:male salary ratio 2008 Female:male salary ratio 2009 Administrator and Support Employees 0.98:1 0.95:1 Supervisor, Base Level Professional and Technical Specialist 0.87:1 0.88:1 Professional Specialist, Manager 0.94:1 0.92:1 Executive (two highest levels) 0.90:1 0.92:1 Gross average salary by employment type and gender Administrator and support Supervisor, base professional and specials Professional manage Executive (two highest levels) 250,000 200,000 150,000 100,000 50,000 SALARY CLASSIFICATION Female Male