ROB GOFFEE LEADERSHIP DEVELOPMENT AWARD
The Rob Goffee Leadership Development Award recognises outstanding leadership development initiatives, programs and strategies, implemented within the organisation in order to develop and encourage current and future leaders.
Award Criteria
Download printable award criteria
Specific
| CRITERION | DEFINED AS | SUGGESTED EVIDENCE |
|---|---|---|
| Engagement and Productivity | The initiative has led to increased engagement and productivity in the workplace. | Demonstrated increase in productivity/engagement that can be linked to the initiative. |
| Senior Leadership Support | The initiative or strategy is driven and/or supported from the top, and senior management is involved in the setting of priorities for development initiatives and activities. | Evidence includes statements from the CEO, Board or senior management supporting the initiative, evidence of their involvement as sponsors, teachers, mentors, participants etc. |
| Culture | The initiative contributes to the cultural evolution and development of the organisation and has the potential to contribute to leadership development at different levels in the organisation. | Examples of cultural change programs, relating to the initiative i.e. how the organisation has introduced the initiative so that they are embraced by staff and become a way of life. |
| Integration | The initiative or strategy forms part of a focused, branded and organised framework of development opportunities which aligns with other talent management activities such as succession planning, performance appraisal and promotion | Evidence might include an overall talent strategy, succession plans incorporating reference to the various talent development initiatives, internal capability frameworks along with development plans etc. |
Generic
| CRITERION | DEFINED AS | SUGGESTED EVIDENCE |
|---|---|---|
| Innovation | The initiative is based on/incorporates a new approach to addressing the specific challenge the organisation is facing. | Details of how initiative came about – strategy sessions minutes/ surveys/research etc, i.e. planning minutes, analysis conducted, research carried out, early versions of initiative tabled. |
Sustainability | The program or initiative and its impacts or outcomes are sustainable and replicable for the organisation. | Evidence of how the program or initiative will be repeated within the organisation i.e. planned roll out to other divisions, sites, ongoing scheduled activity, commitment within organisational strategy/budgets etc. |
| Strategic Business Alignment | The program or initiative is aligned with organisational purpose and addresses strategic or business goals of the organisation. | Evidence of how program is aligned to strategic/ business goals/ organisational purpose i.e. organisational strategy, specific business goals, meeting minutes. |
| Measurement, Impact and Outcomes | The program or initiative has addressed the challenge, achieved the desired outcomes and/or positively impacted on the business. | Evidence of improvements and outcomes identifiable as resulting from the program/initiative. Stakeholder surveys conducted pre/post initiative being introduced i.e. climate survey results, engagement survey results, survey specifically relating to initiative. Budget implications of initiative i.e. cost savings/increased revenue as a result of initiative. Reporting on initiative results to employees/board etc. i.e. board paper, newsletter. |
