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#9 of 12 in Policy International Relations
We have a few internal training programmes that have helped me to develop my skills. Most of the skills that I have developed or picked up have come from the work that I have been doing, with guidance from my supervisors and other colleagues. My supervisors give me regular feedback on my work and I am able to use that to continue developing my skills. In regard to my legal skills development my main supervisor has been my mentor in guiding me and continuing to help me develop my skills.
The program has a training/education component embedded, which meant we did day-long workshops at UTS every month or two. Some were useful, however, some did not reflect the standard expected of us to get into the program in the first place. I found the best part of these to be connecting with the rest of the cohort. The program is also geared towards development, however your development opportunities within your role depend largely on your manager (creating varied outcomes). Every 6-month rotation requires a 'Performance and Development Plan' created by you and your manager, where your manager provides feedback and an overall score on how you are meeting the expectations of your role. The program also connects you with a mentor, but unfortunately my mentor was not present at events we were meant to attend together and so we never met or kept in touch. Luckily, finding good managers can still allow you to have great mentors.