Developing talent and capability

In order to successfully deliver our Group level strategy and navigate future business challenges, we recognise we must invest in developing the talent and, capabilities and creativity of our people.

We strive to create an environment where we adopt a growth mindset, remain curious and adapt quickly to change. 

Personal development plans are built collaboratively by team members and people leaders and are used to identify career development goals and learning opportunities to help team members achieve their objectives.  Regular development conversations occur between team members and people leaders during the year to ensure our people are on track to achieve the objectives documented in their development plans.

Our people are encouraged to drive their own development.  Our 70-20-10 learning model promotes a mix of formal and informal learning through practice, people and programs.  In addition, we also offer a range of internal and external learning and development initiatives which include face-to-face and online learning, mentoring and coaching programs. 

In FY20 we continued our highly successful Graduate Program.  Our Graduate Program focuses on delivering accelerated and tailored learning opportunities, as well as asset tours and additional mentoring to upskill our graduates. We currently have 10 graduates in our program from streams including Marketing, Legal, Development, IT, Shopping Centre Operations and Finance.



Additionally, we welcomed 12 summer interns into Vicinity for a structured 8 week, paid work placement in FY20.  The Intern Program consisted of four weeks learning about Vicinity and the world of work and four weeks on a placement in the Vicinity business.  This group will provide an important talent pool for the Vicinity graduate program in the future.


of appointments made from internal candidates in FY20

Leadership Development

Vicinity is committed to building the leadership capability of all people leaders.

The COVID-19 pandemic provided an opportunity for us to better upskill our leaders in managing their teams through change and uncertainty, with specific skill building in this space being provided to people leaders as they were actively managing change.  Additionally, through the pandemic, we ensured that our people leaders were equipped to proactively help their team members manage new remote working conditions, as well as their wellbeing.

In FY20 we also continued our dedicated focus on developing the capability of our Senior Leader group.  A highly specialised Senior Leader development program was delivered which included Executive Coaching as well as a range of other learning options through Melbourne Business School, INSEAD and the Australian Institute of Company Directors.

Performance and Reward

We recognise the link between exceptional performance and reward outcomes.

As part of our shift towards a high performance culture, we ensure that our permanent team members invest time in setting quality goals and objectives at the start of the performance year.  Progress against delivery of these goals occurs regularly through dedicated 1:1s and formal performance conversations which occur twice per year. 

At the end of the performance year, Vicinity team members are evaluated against their goals and objectives, as well as their core role responsibilities and demonstration of Vicinity’s values and behaviours.  This evaluation then informs reward payments.


How we measure our success

To inform future learning and development offerings, we continuously monitor the effectiveness of our programs through:

  • Feedback surveys after every program;
  • Employee Engagement survey questions relating to learning and development; and
  • Feedback from management.