Key changes to the staff experience

• ATO Team member
• ATO Team leader
• ATO Specialist
• ATO Senior leader

The future staff experience helps our staff to develop the capabilities and expertise required to succeed and to focus on delivering a contemporary client experience. Staff will be empowered to make decisions, have the right tools and resources to help them do their job and be valued for their contribution. Irritants and blockers are quickly identified and addressed.

ATO team member

‘I know what is expected of me. I am empowered to act and accountable for my performance.’

This outlines the major areas of change for ATO team members to contribute to improving the experience of the tax and super systems for the community.

Feel trusted

I feel empowered to work and challenge obstacles.

This means staff:

• are trusted to work in dynamic environments
• value open and honest communication and their voice is heard
• exercise judgment and initiative to provide excellent client service and get the right outcomes. They are supported and learn when they make mistakes
• are encouraged and have the confidence to
  • challenge risk aversion
  • challenge red tape
  • challenge silo mentality
  • suggest improvements.
   
• are encouraged to demonstrate leadership qualities at all levels
• see leaders and know they are open, accessible and empower and engage with staff.

Embrace growth

I am flexible and know my skills and capabilities will be matched to changing work in the ATO. I contribute to innovation and continuous improvement and am supported to develop in line with organisational priorities.

This means:

• Career pathways are visible and clearly defined and staff are supported by high quality learning and development.
• Informal learning opportunities, secondments and rotations are valued, encouraged and actively supported.
• Leaders dedicate time to coaching, mentoring, guiding and developing staff.
• Innovation and continuous improvement are valued and promoted.
• Recruitment processes are streamlined and efficient, and ensures the right mix of skills and capabilities to support organisational outcomes.
• Induction is timely and tailored, recognising employment history and experience.

Achieve excellence

I contribute towards better outcomes for the community. I work collaboratively and take a client focus to perform.

This means staff:

• Embrace the ATO’s culture and values, and understand what is expected of them.
• Are accountable for their behaviour, performance, managing risk and addressing issues impacting on their work.
• Work to outcomes within commercially sensitive timeframes.
• Know the expectations of their role and contribute towards quality and timely outcomes aligned with ATO strategic goals and broader community expectations.
• Take a holistic view of the tax and super systems and other government services to understand the perspective, environment and behaviours of clients.
• Work in dynamic environments and collaborate to foster productive relationships, drive improvements and share information and insights.

Supported to perform

I access the information, resources and contemporary tools I need to do my work and deliver excellent service.

This means staff:

• Are supported through flexible and contemporary tools, environments and arrangements that are relevant to their work and needs.
• Access and contribute to tailored information, networks and specialist expertise relevant to them.
• Know how to use the tools necessary to do their work.
• Can connect anytime, anywhere with any device.
• Collaborate and communicate through contemporary channels based on preference.
• Are supported through contemporary approaches to
  • career development and mobility
  • performance systems
  • staff communication.
   

ATO team leader

The experience for ATO team leader builds on the interactions outlined in: ATO team member

‘I empower my team and drive performance through coaching, mentoring and providing the right development opportunities.’

This outlines the major areas of change for ATO team leaders to contribute to improving the experience of the tax and super systems for the community.

Build trust

I empower, trust and listen to my team and support them to identify and challenge obstacles.

This means leaders:

• Are open, accessible, and empower and engage with staff.
• Trust staff to work in dynamic environments.
• Promote honest and open communication, listen to staff and demonstrate commitment to action.
• Empower and trust their teams to exercise judgment and initiative within a sensible risk framework, and support staff when they make mistakes.
• Support and encourage staff to challenge risk aversion, red tape and silo mentality.
• Foster an environment of innovation and continuous improvement.
• Encourage staff to demonstrate leadership qualities.
• Seek and foster networks with relevant specialists and business partners.

Encourage growth

I support the development of my team in line with organisational needs. I foster innovation and continuous improvement.

This means leaders:

• Are sponsors for staff development, and promote and support career pathways.
• Foster and maintain team capability by
  • identifying talent
  • dedicating time to actively coach, mentor and guide staff
  • actively supporting staff rotation and secondment opportunities
  • sharing insights, information and expertise.
   
• Are supported to promote and foster staff development that aligns with business needs.
• Are supported to enhance leadership skills through structured development programs.
• Foster productive relationships and networks, and value specialist expertise.
• Are aware of drivers for change, keep informed and are responsive.

Drive excellence

I drive better outcomes for the community. I promote collaboration and client focus as a performance measure.

This means leaders:

• Set and communicate clear performance expectations, and recognise and promote good performance.
• Are accountable and have the confidence; to make decisions; address issues, conflict and underperformance.
• Drive teams to deliver quality outcomes within commercially sensitive timeframes by
  • communicating the contributions of the team against strategic goals
  • promoting a holistic approach to understanding the client experience and delivering excellent service
  • fostering collaboration and sharing of insights, information and expertise
  • fostering continuous improvement.
   
• Recognise and draw on relevant expertise, and are not expected to know and do everything.

Supported to lead

I access the information, resources and contemporary tools I need to lead my team.

This means leaders:

• Manage virtual teams and support staff through flexible and contemporary tools, environments and arrangements.
• Access tailored information, networks and specialist expertise relevant to them and their team.
• Promote, and are supported by contemporary approaches to
  • career development and mobility.
  • performance systems
  • staff communication
  • knowledge management
  • support and decision making tools for complex work.
   

ATO specialist

The experience for ATO specialist builds on the interactions outlined in: ATO team member

‘I am recognised for my specialist skills that actively shape, enhance and deliver ATO outcomes.’

This outlines the major areas of change for ATO specialists to contribute to improving the experience of the tax and super systems for the community.

Trusted source

I know that as a specialist, I am a leader in the ATO. I know the ATO recognises and values my specialist expertise. I use my expertise to better position the organisation for the future.

This means specialists:

• Know what is expected of them as a leader, and acknowledge their role may also be that of managing staff.
• Communicate effectively, so that ATO staff know who to go to, to access specialist skills/capabilities.
• Are recruited for their unique skill set, industry reputation and knowledge of contemporary commercial practices.
• Empower and trust staff and colleagues to exercise judgement and contribute to achieving outcomes.
• Are supported in ongoing professional accreditation, to maintain the value and reputation of their specialist expertise.
• Contribute to the strategic direction of the ATO by sharing intelligence on how to best position the organisation.

Create growth

I share my specialist expertise to build the professional capability of the ATO. I am supported to enhance my skills and maintain my reputation as a specialist.

This means specialists:

• Have expertise that is recognised and enhanced through mobility opportunities.
• Are supported to expand and enhance their professional and peer networks to broaden their knowledge and build the capability of the ATO.
• Build organisational capability through sharing skills and expertise.

Drive excellence

I work collaboratively and take a client focus to perform. I know I may have been engaged by the ATO for a specific time and/or to achieve an outcome and to utilise my expertise to build capability.

This means specialists:

• Know what is expected from them
  • accountability for behaviour, performance and delivering outcomes in commercially sensitive timeframes
  • contributing to ATO leadership by being a leader in their field, building relationships and developing/guiding staff
  • developing organisational capability by using professional knowledge and relationships to benefit the ATO
  • embracing the ATO’s culture.
   
• Are recruited based on specialist skills and outcomes.
• May be recruited for short/task based engagements.
• Know employment conditions, establish clear expectations and performance obligations.
• Identify, engage and collaborate with relevant expertise to achieve outcomes.

Supported to perform

I access the information, resources and contemporary tools I need to perform my specialist role.

This means specialists:

• Use knowledge transfer processes and tools to share their expertise, experiences and contribute towards innovation and capability building.
• Access contemporary tools, resources and environments, enabling them to perform, grow and collaborate with peers and other specialists.

ATO senior leader

The experience for ATO senior leader builds on the interactions outlined in these additional experiences: ATO team member | ATO team leader

‘I make decisions to achieve results. I recognise and celebrate our success and address bad behaviour and remove barriers.’

This outlines the major areas of change for ATO senior leaders to contribute to improving the experience of the tax and super systems for the community.

Champion trust

I champion empowerment. I foster an open environment where leaders and staff trust and support each other.

This means senior leaders:

• Are open, visible and champion staff empowerment and engagement.
• Empower staff to work in dynamic environments.
• Are not risk averse and empower staff to take the right risks within a sensible risk framework.
• Drive honest and open communication, listen to staff and demonstrate commitment to action.
• Drive innovation, challenge the norm, remove barriers and foster transformation.
• Embody strong and effective leadership. They make decisions, are accountable and act transparently.
• Represent the ATO to
  • enhance the reputation of the organisation in the community
  • build and foster productive and mutually beneficial relationships with clients and external business partners.
   

Drive growth

I drive capability development to meet organisational needs. I champion innovation and continuous improvement.

This means senior leaders:

• Champion staff and organisational development by actively supporting
  • talent identification
  • dedication of time to actively coach, mentor and guide staff
  • staff rotation and secondment opportunities
  • sharing of insights, information and expertise.
   
• Are supported to enhance leadership skills through structured development programs and peer networks.
• Are self-aware, anticipate areas of growth and build organisational capability at the same time.
• Are accountable for organisational workforce planning to:
  • identify outcomes and deliverables
  • identify capability gaps
  • enhance agility and responsiveness.
   

Define excellence

I champion better outcomes for the community. I foster an environment where collaboration and client focus are valued and recognised.

This means senior leaders:

• Recognise and reward good performance.
• Drive excellence and empower staff to; make decisions; address issues, conflict, underperformance and barriers to performance.
• Set direction, inspire staff to add value and deliver quality outcomes, sensitive to commercial timeframes by
  • communicating the importance of strategic goals
  • promoting the value of understanding the client experience
  • fostering an environment where continuous improvement and purposeful innovation thrive.
   
• Recognise staff limitations, and support and value specialist expertise and collaborative approaches to working.
• Inspire staff to add value and build the ATO reputation.

Lead change

I understand the context of the tax and super systems within the broader environment and guide the ATO for the future.

This means senior leaders:

• Are committed to shaping the strategic direction of the ATO, positioning the organisation to be flexible and meet future challenges.
• Are responsible for setting organisational priorities.
• Are responsive to changing internal/external environments, including trends, issues and best practice.
• Anticipate the needs of government and external scrutineers.
• Understand the context of ATO performance, their contributions and respond accordingly.
• Have a custodial role of the tax and super systems, and act as a steward of the organisation.