Twelve key people capabilities represent the mix of skills, experience, knowledge and attitudes that we need to better serve our customers. Technical skills and knowledge are critical to delivering our services. Rapid changes in customer demand, technology and the future of work mean transferable skills and behaviours are equally important.
Our capability-based approach is integrated into role design, recruitment, development, and talent management.
This year saw a majority of our people move into capability-based roles as a result of changes in our corporate and enabling services groups.
Capability uplift at Inland Revenue is underpinned by Whanake, which is our performance approach, and means ‘learn and grow’. It’s centred around regular coaching conversations between our people and their leaders. This recognises and values the unique capabilities and diverse perspectives that everyone brings to their roles. Our people have tailored development plans combining a mix of formal training, learning on the job and social learning.
We’ve continued to build people’s capabilities by broadening their skills and knowledge in teams that work flexibly on priorities, and by empowering front-line staff to make decisions. For example, we upskilled 146 people this year to work across child support and Working for Families activities to help improve the experience of our customers.
Inland Revenue’s 12 people capabilities
- Business Acumen and Partnering
- Change Management
- Complex Compliance Management
- Customer Advisory
- Data, Analytics and Insights
- Design and Integration
- Digital Literacy
- Information and Knowledge Management
- Leadership
- Policy Quality and Agility
- Quality Decision Making
- Workforce Management
The Skills Pledge
In May 2019, Inland Revenue signed up to the public sector Skills Pledge. The pledge is a commitment to significantly increase investment in upskilling our people to prepare for the rapidly changing future of work. Inland Revenue pledged to continue investment in training to build the capability of all our people.
This year, we spent $4.9 million on business-as-usual upskilling. We spent $1.5 million on upskilling through our transformation programme, noting the majority of training related to business transformation was completed in previous years. This covers all costs relating to upskilling, including procurement and administrative costs and our people’s time.