Use of development centre methodology to focus workforce learning strategies - case study: NSW Department of Community Services

Oct 15, 2026

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This paper examines how development centre methodology can measure capability gaps in fieldwork staff within a social welfare organisation. It describes building a capability framework, using work-based simulations and observer rating manuals, and applying a 360-degree instrument to compare high-performing staff with randomly selected participants across organisational levels. Results are analysed alongside organisation development options, showing how targeted interventions can be selected using evidence-based capability themes.

LanguageEnglish

CategoryResearch & Report

FormatPDF

Pages9

Reading Time23 min

AccessFree to download

Introduction

Establishment of context

Creation of capability model

Australian Journal of Adult Learning Use of development centre methodology to focus workforce learning strategies 337 Volume 48, Number 2, July 2008 Use of development centre methodology to focus workforce learning strategies – case study: NSW Department of Community Services Sean O’Toole NSW Department of Community Services and Natalie Ferres Bendelta Pty. Ltd., Sydney This paper examines the use of development centre methodology to measure the gap in performance for fieldwork staff in a social welfare organisation. The process follows the construction of a capability framework, a set of work-based simulations for participants and the use of a 360-degree instrument. These processes are combined to measure and compare capabilities of both high level performers and a random selection of staff at various levels within the organisation. The results are analysed in the context of a range of organisation development options. Introduction The NSW Department of Community Services (DoCS) is a mid-sized government agency with more than 4,000 staff, principally involved in promoting the safety and well-being of children and young people and to build stronger families and communities. DoCS field staff number over 2,000 and are structured in a basic four-level hierarchy. In embarking on a professional development strategy for these staff, it was decided that an assessment needed to be made of both current and desired future workforce capabilities. Ultimately DoCS elected to utilise the development centre approach to inform the strategy. During 2007, development centres were constructed for each of the four levels with sample groups balanced by urban and regional work locations; male and female; length of service and other distinguishing criteria. In assessing workforce capabilities, DoCS chose the development centre approach as it has several advantages over other methods including: • participant performance can be objectively assessed (by independent observers), • use of realistic simulations of on-the-job scenarios and measuring performance against a capability framework, and • it is behaviourally-based, which makes taking developmental action much easier and more practical since there is clear guidance on what the person should do (not on who they need to be) . It is superior to alternative methodologies (for example, surveys) in that it is an illuminative research approach that provides data based on observations from simulations designed to challenge and stretch participants. Using a cross-section of staff at a given level will demonstrate the differences between high, medium and low level performers, with reference to a capability framework. It is difficult to gain this type of meaningful data using other methods. 338 Sean O’Toole and Natalie Ferres Use of development centre methodology to focus workforce learning strategies 339 What constitutes sufficient, good or bad employee performance can be highly subjective. The development centre process endeavours to reduce subjectivity through the use of multiple simulations, rater/ observer moderation and validation through 360-degree feedback. Revealing the gap between current performance and desired performance as articulated by a capability framework allows for specifically targeted interventions (for example, training, coaching, research, action learning, immersion experiences) . It also provides guidance as to which themes and messages should be utilised through existing professional development vehicles. This work could be undertaken within the organisation, however, in this case we partnered with an external consultancy, Bendelta, to gain advice to enhance our internal view. Establishment of context The starting points for this process were: • a robust capability model with behavioural anchors based on multi-modal methods • a 360-degree questionnaire based on the above model • a series of behavioural simulations (including participant bri

FAQs

What is the main purpose of the paper’s development centre approach?

To measure the gap between current performance and desired future workforce capabilities for fieldwork staff in a social welfare organisation using capability-based evidence.

Which assessment components does the approach use?

It uses a capability framework, work-based simulations with observer rating, and a 360-degree instrument to reduce subjectivity and enable comparisons across staff levels.

How are development needs translated into workforce learning actions?

The revealed performance gaps and capability themes guide specifically targeted interventions such as training, coaching, and other learning activities, informed through existing professional development vehicles.

Oct 15, 2026

Uploaded by Aldword