Table of Contents Table of Contents
Previous Page  9 / 76 Next Page
Show Menu
Previous Page 9 / 76 Next Page
Page Background

Alignment to people development

agendas drives organisational value

Organisations that align Jawun to people and

talent development strategies are better able to

evaluate and leverage capability growth, career

progression and leadership opportunities for

secondees. An internal application process that

incorporates performance criteria drives effective

candidate selection. Pitching the program as a

valuable professional development experience

helps the secondee to understand organisational

expectations, maximise the immersion opportunity

and apply their learnings back in the workplace.

Increased intercultural competency

fosters more inclusive behaviours

Secondees return to work with improved

intercultural competency and are better able

to demonstrate inclusive leadership behaviours

and thereby influence organisational culture. The

process of changing or altering perceptions that

occurs on secondment, bolstered by growth in

emotional intelligence, increases an individual’s

understanding of what it means to behave

inclusively and how to work more effectively with

others to achieve outcomes—better enabling an

organisation to tap the proven value available

through leveraging diversity in the workforce.

Individuals who have had a Jawun

experience are part of a growing

ripple effect

What begins as a personal and individual

experience often sparks a process of change—

first attitudinal, then behavioural, then taking

action—the effects of which flow into family,

professional and broader social circles. The

opportunities for individuals facilitated by Jawun

result in an increasing pool of informed, engaged

and interculturally competent people who

go on to engage with Indigenous Australia

in constructive ways that may have a positive

impact on society, industry or government.

Barriers to value creation

Partial, siloed or limited leveraging of the

Jawun partnership

The Jawun partnership can be leveraged in a

number of ways to benefit secondment partner

organisations. The key barrier to value creation

is when organisations do not leverage those

channels to full effect. Indicators of partial,

siloed or limited leverage are:

• Lack of advocacy at senior leadership level:

Executive advocacy is necessary to engage

employees in the organisational importance

of the program, position managers to support

people in their teams to go on secondment,

and recognise value-adding outcomes.

• Siloed approach to partnership:

When the

partnership sits within a siloed or disconnected

business unit, opportunities to reach more

employees and create value in the broader

organisation are limited.

• Lack of internal processes to support secondees:

Sound internal processes are necessary to

manage secondments effectively from end to

end and deliver value back to the business.




Photo: Nick Eakin