Career Planning

Resources under the ‘Career Planning’ skill set can assist staff in planning their careers and development at Deakin. You can access a range of resources, attend face-to-face or on-demand courses and find out more about other opportunities.


There are various types of interviews from one-on-one to panel interviews. Each different interview style comes with its own nuances and it’s important you’re able to adapt to each specific platform if you want to get the role.Click here Opens in a new window to access this article on

Find out Opens in a new window everything about searching and applying for a role, as well as what to expect from our interview process.

Identify your interests, build your career profile and explore occupations: My Future Opens in a new window

Check your self-awareness when it comes to your motivation and career direction via  My Intelligent Career Opens in a new window

The My Big Tomorrow Opens in a new window resource provides information on the pros and cons of various careers and guidance to gain the skills and qualifications required.

A collection of TED Talks Opens in a new window (and more) on the topic of goal-setting.

A collection of TED Talks Opens in a new window (and more) on the topic of interviews.

The COMMON TRANSFERABLE SKILLS document provides a list of skills which can be transferred across most roles and careers.

Programs and Initiatives

Academic staff can apply to participate in the Academic Study Program Opens in a new windowAcademic Study Program. This program allows Academic staff to dedicate time to undertake dedicated research, collaborate with industries partners and more.

DEEP Opens in a new window is for our HEW 6 and 7 Professional staff. One stream is designed for staff looking to prepare for a supervisory role in the future, another stream is available for current supervisors.

DMAP Opens in a new window is designed for our HEW 8, 9 and 10+ managers with aspirations to progress their career at Deakin.

Deakin’s Mentoring Partnership Program Opens in a new windowMentoring Partnership Program is available to Academic and Professional Staff.

Professional staff may be eligible for Study Support Opens in a new window in the form of fee support and/or paid leave.

Professional staff can apply to undertake a Vice-Chancellor's Professional Development Award Opens in a new window. The award can be used to attend a conference, participate in a course, undertake a secondment nationally or overseas and more.

Other Opportunities

Action learning projects are usually performed in teams. The objective is to work on a significant, existing problem or issue with real consequences, that needs urgent attention and resolution. It is based on the principal that the team is learning as they are acting and as they act they continuously acquire and modify skills as they go. It is an effective exercise to manage leadership development. It can last from several weeks to several months. Individuals take on this responsibility in addition to their day-to-day work, and teams are lead and supported by a senior manager who provides direction and monitors results. These projects aim to set some of the organisation’s most talented people to work on tasks of real importance to the University, developing skills and competencies along the way. It builds high performing teams, with different perspectives who have a shared purpose – to learn. The team starts by focusing on: • Asking the right questions rather than finding the answers • Spending time reflecting • Acknowledge that great reflection results in learning • Acknowledge that great learning leads to action, action strategies and ultimately solving the problem Action Learning Projects will guarantee learning and professional growth. Examples of competencies include listening, communicating and leadership skills.

‘Shadowing’ someone for a day (or more) is regularly used during on-boarding or for career exploration. It is an opportunity to observe and learn. Identify a person who holds a position or performs tasks and activities of interest. You will see, firsthand, what the role entails rather than resorting to a position description or online resources for information. This is also an effective way to confirm if you genuinely want a similar position and the responsibilities involved. Speak with your manager/supervisor, making sure they support and approve of the arrangement. Their consent is important to ensure the activity and people involved are an appropriate mix and that timing is right. To ensure the experience is worthwhile be prepared and clear on your objectives for the day. Communicate this before starting so all parties are aware of what you want to achieve from the exercise. Use shadowing as a networking opportunity and make a point of keeping in touch with those involved.

StaffShadow provides general staff with the opportunity to collaborate, exchange knowledge and ideas through flexible Shadow sessions. The key objective of the program is the exchange of knowledge and concepts of workplace practice and to initiate the potential for future partnerships, in the pursuit of excellence through diversity and innovation. Get involved today at

Networking is evident in many development tools and activities – stretch projects, action learning projects, mentoring and shadowing but can also extend beyond your immediate team or workplace. It creates a community of people who help each other. They may be people outside the University, from the same industry who can share ideas, services, products and innovations in their field. Networking is not just about building relationships with people who may help you find a new job. It could involve helping other people find candidates for their vacancies or sharing resources to save money. It is important to maximise opportunities to network and mix both work and social connections. Consider work, external training courses, functions, alumni groups, parties, sporting groups and relevant associations or clubs that could offer networking opportunities.

Secondments, transfers and job rotations Opens in a new window provide staff with an opportunity to expand their skill set, learn, undertake new challenges and learn more about another area of the University.

Stretch Projects involve trying new things and are an effective way to accelerate progress and skill development. Volunteer for challenging projects and assignments by saying yes more often to new tasks that will force you out of your comfort zone and stretch your skills. Exposure to new things could help you identify, and demonstrate to others your hidden potential. Involvement in new projects can help build new relationships with colleagues, improve your profile and network, as well as provide insight into other areas of the business. Examples of stretch projects: • Help launch a new business initiative • Volunteer to participate in a focus group or task force • Represent your team at a business meeting • Help develop a new service or product • Train and induct new staff to the team • Offer to manage project budgets • Review cost cutting options for your department or team • Identify an organisational problem or process which needs improving and offer a solution • Spend time with key clients or customers, improving knowledge on what they do and how you can provide better service. Report your findings to the team and make recommendations.


Courses and programsDelivery modeTarget audienceLinked resourcesAccess/ enrolment
Career paths at Deakin - Part 1
Half-day course. This workshop has been designed for professional staff at Deakin who are interested in reflecting on their career to date, and in enhancing, expanding and/or changing their career at Deakin. It will include a panel discussion with Deakin staff who have interesting career stories and strategies to share.
Face-to-faceProfessional staffN/AFor dates and to enrol: DeakinPeople
Career paths at Deakin - part 2
Half-day course. This workshop has been designed for professional staff at Deakin who are interested in applying for jobs and preparing for interviews at Deakin. It will include practical advice and information about preparing your Cover Letter and CV, and will include a panel discussion with Deakin staff who are experienced selection panel members and who are willing to share their tips on interviewing well at Deakin.
Face-to-faceProfessional staffN/AFor dates and to enrol: DeakinPeople
My DeakinAchieve conversations (for professional staff)
three hour course in February-March. This interactive, face-to-face module will equip staff (professional) with the practical knowledge and skills to have high quality DeakinAchieve planning conversations with their manager.
Face-to-faceAll probationary, fixed-term and continuing professional staff who do not have a direct report who will be completing their own DeakinAchieve plan.
Supervisors and managers please see leading DeakinAchieve conversations training.
N/AQueries: DeakinAchieve
Leading yourself
Before you can effectively lead others, you need to lead yourself. In this course, learn how to manage your mindset, behaviours, and workplace relationships to help you stand out in your organisation and in your industry as a leader. Whether you're on the management track or you're an individual contributor, authors and leadership experts Lisa Earle McLeod and Elizabeth McLeod can help you take charge of your own learning. They explain when and where you need to be leading yourself, as well as how to track your goals, take charge of your own development, and even give yourself a performance review. Plus, learn tips for motivating yourself, leading your peers, and managing your boss.
Topics include:
- Managing your mindset.
- Assessing your leadership needs.
- Motivating yourself.
- Leading yourself in tough times.
- Managing your behaviour.
- Setting goals.
- Giving yourself an honest performance review.
- Managing your boss.
- Peer to peer leadership.
On demandAll staffN/AAvailable on demand via
Transitioning from individual contributor to manager
Before you start your first management role, it's important to prepare yourself for a shift in mindset and priorities. In this course, leadership coach, best-selling author and consultant Roberta Matuson explains how to step into your new management role on the right foot. Roberta shares strategies to help you make the shift from focusing on your own performance as an individual contributor to focusing on the success of your team as a manager. She helps you address common hurdles such as how to manage your former peers, engage and assess your team, and prepare for your evolution as a leader.
Topics include:
- The first 90 days.
- Building productive relationships.
- Why engage your employees?
- Influencing employee commitment.
- Managing your former peers.
- How to go from friend to boss.
- Developing the skills needed to be an effective manager.
- Becoming a magnetic leader.

On demandAll staffN/AAvailable on demand via


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