queensland public service capability and leadership framework (clf) 1

Queensland Public Service Capability and Leadership Framework (CLF)

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Overview

• What is the CLF?

• Who does the CLF apply to?

• Possible uses for the CLF

• Strategic alignment

• Developing Performance Framework and the CLF

• Understanding the CLF

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What is the CLF?

The CLF is a tool that:

• demonstrates the capabilities required of public service employees (except teachers, school leaders, senior executive service and the chief executive who each have their own capability frameworks)

• provides a common language about capability for individuals and Queensland government agencies

• describes behaviours expected of people working in the Queensland public service at all classification levels.

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Who does the CLF apply to?

All public service employees and officers employed under the Public Services Act 2008

Some exceptions are:

Cohort Relevant capability framework

Chief Executive Executive Performance & Development Framework

Senior Executives andSenior Officers

Teachers Australian Professional Standards for Teachers

Principals/School Leaders Principals/Deputy Principal/Heads of Program/Capability and Leadership Frameworks

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CLFcore

capabilities

Workforce planning

Career planning

Performance feedback

Developing performance

Training needs analysis

Recruitment

Succession planning

Development programs

Retention

Coaching and mentoring

Possible uses of the CLF

DET outcomes

help us deliver

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Performance and development - strategic drivers

• Independent Commission of Audit Final Report April 2013 A Plan – Better Services for Queenslanders

• Great Teachers = Great Results Action 1

• Code of Conduct for the QPS

• DETE Strategic Plan 2014-2018

• State Schools Strategy 2014-2018

• Cascading nature of planning from Government initiatives to individual developing performance plans ensures a clear line of sight between our work and strategic priorities.

• This is achieved through cascading performance objectives from the director-general’s performance agreement deputy directors-general senior executives directors/principals all public servants through:

– the Developing Performance Framework

Strategic alignment

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Performance and development in DET

Framework Employee cohort ProcessCapability

Development Framework

Executive Performance and Development Framework

DG and executive leaders including senior officers, regional directors and assistant regional directors

Developing Performance Framework

Corporate, regional, school public servants (AO2-AO8 & equivalents), principals, deputy principals, heads of programs

Annual Teacher Performance Review Process

Teachers  

QPS CLF Principals

DPs, HoPs

What is involved for public servants (AO1-AO8)

Process

Capability framework http://www.psc.qld.gov.au/publications/subject-specific-publications/capability-leadership-framework.aspx

Developing Performance Frameworkhttp://education.qld.gov.au/staff/development/performance/resources/developing-performance-framework.pdf

Key resources

QPS Capability and leadership

framework

= + + Web resources

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Performance and Development process

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Resources

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http://www.psc.qld.gov.au/publications/subject-specific-publications/capability-leadership-framework.aspx

http://education.qld.gov.au/staff/development/performance/pdfs/dp-implementation-guide-public-servants.pdf

The CLF is built on five core capabilities:

1. Supports/shapes strategic direction/thinking

2. Achieves results

3. Supports/cultivates productive working relationships

4. Displays/exemplifies personal drive and integrity

5. Communicates with influence

QPS Capability and Leadership Framework

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A capability consists of …

components descriptions that highlight major behaviours

descriptions an explanation of each major behaviour

behavioural indicators

a guide to the range of behaviours expected at that level 

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Each capability consists of 3 to 5 components:

CLF 4

1. Supports strategic direction

1.1 Supports shared purpose and direction

1.2 Thinks strategically

1.3 Harnesses information and opportunities

1.4 Shows judgement, intelligence and common sense

An example

Classification

Capability

Components

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Each component has 4 to 8 behaviour indicators

CLF 4

1. Supports strategic direction

1. 1 Supports shared purpose and direction

a. Follows direction provided by supervisorb. Understands the relationship between business priorities

and specific tasksc. Understands and supports the organisation’s vision,

mission and business objectivesd. Understands the reasons for decisions and

recommendations and is able to explain how they are relevant to their work.

QPS Capability and Leadership Framework

Classification

Capability

Component

Behavioural indicators

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Behavioural indicators

QPS Capability and Leadership Framework

Description

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Components

Capability

Alignment of CLF levelswith classifications

AO PO TO OO

CLF 1 11

1

CLF 2 2 1 2,3

CLF 3 3 2 4,5

CLF 4 4 2 3 6

CLF 5 5 3 4 7

CLF 6 6 4 5

CLF 7 7 5 6

CLF 8 8 6

AO Administration Officer

PO Professional Officer

TO Technical Officer

OO Operational Officer e.g. teacher aides, cleaners, schools officers

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Increasing complexity

• Shaded components are critical transition points where there is significant development of skills from the previous level

• New behaviours are shown by italics

Sees tasks through to completion. Works with agreed priorities, and works independently…

CLF p12

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Individual profile summary

An individual profile provides a level overview with capabilities, components and behaviours.

The summary page if followed by 5 detailed pages – 1 for each column.

Individual Profiles Section 3, pp. 33 – 106 (p 52)19

Individual profile – core capability 3

Individual capability pages tease out which behaviours and components are critical to the role

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Section 2 pp. 11 – 31

Looking at taking the next step in your career? Use the comparative profile to reflect on what your current skills are and to plan development

Comparative profiles

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Phase 1: Clarifying expectations and work focus

Developing Performance conversation & plan template

Key resource

http://education.qld.gov.au/staff/development/performance/toolkit/template.html

The CLF guides the identification of strengths and areas for development

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Identifying strengths and areas for development

Go to the QPS Capability and Leadership Framework (CLF) site and choose either or both of the following approaches:

Approach 1. Tools and templates – Self-assessment proformas for your CLF level

Approach 2. Individual CLF Profile for your level.

• In addition to these approaches you need to also reflect on your own work performance, feedback you have received, and the work responsibilities you have for the next agreement (usually 12 months).

Approach 1: Using the self-assessment proforma for your CLF level

• Go to the CLF Tools and templates and choose the self-assessment proforma for your level

• Also refer to the detail for each of the 5 capabilities in the individual profile for your level

• Complete the Capabilities required for role, and Current level of capability columns

• Review and select major strengths and areas for development to discuss with your supervisor/team leader at your performance and development conversation

• Areas for development will also align

with the work for your school/unit/team.

1. Shapes strategic thinking

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1.1 Supports shared purpose and direction SelectUnderstands and supports the organisation's vision, mission and business objectives. Identifies the relationship between organisational goals and operational tasks. Communicates with others regarding the purpose of their work. Understands and communicat1.2 Thinks strategically Select

Understands the work environment and contributes to the development of plans, strategies and team goals. Identifies broader influences that may impact on the team's work objectives. Demonstrates an awareness of the implications of issues for own work and1.3 Harnesses information and opportunities SelectDraws on information form diverse sources and uses experience to analyse what information is important and how it should be used. Maintains an awareness of the organisation and keeps self and others well informed on issues that may affect work progress.1.4 Shows judgement, intelligence and commonsense SelectUndertakes objective, systematic analysis and draws accurate conclusions based on evidence. Identifies problems and works to resolve them. Thinks laterally, identifies and implements improved work practices.

Self Assessment Proforma CLF 6

Capabilities required for role Current level of capability

Conf

ident

Approach 2: Individual CLF Profile for your level

• Examine all 6 pages of the CLF Profile for your level

• Using the summary page of your profile, highlight key areas (either components e.g. 2.2, 3.1,3.4 or specific parts of the description which you believe are strengths for you). Also consider some work examples for these.

• Using another coloured highlighter, identify components or specific parts of the description which you believe are potential areas for development which will also align with your work over the next year.

• You and your team leader/supervisor will now discuss these views and come to an agreement on your key strengths and areas for development.

Phase 2: Reaching an agreement

Developing Performance conversation & plan template

Key resource

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Phase 3: Performing and ongoing support, including coaching and feedback – (actioning the plan)

Phase 4: Reviewing progress and recognising achievement

Developing Performance conversation & plan template

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Key resource

Where to from here?

1. Use your CLF individual profile and self-assessment proforma to reflect on your role and your capabilities

2. Identify your strengths and priorities for development

3. Compare your perceptions with your team leader’s, during your performance and development conversations.

– Your different perspectives will generate topics to launch your performance and development conversations

– The Developing Performance Framework invites you to take more control of your career with the support of your team leader and colleagues.

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As a team leader the CLF can help you …

• lead and motivate your team• tap into the knowledge and expertise of your

people• tailor recruitment and selection to attract the

right people• conduct performance and development

conversations • identify training and development needs with

your team.

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The CLF will help DETE by …

• supporting development of a highly capable, future-ready workforce

• guiding development of capability and leadership for employees at all levels

• providing a shared language to describe the core work of employees across the Queensland public service

• providing increased career mobility across the sector.

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ResourcesResources available through the Public Service Commission website:•CLF document in full and in sections •Self-assessment tools•Comparative profiles•Information on applying the CLF to role descriptions

http://www.psc.qld.gov.au/publications/subject-specific-publications/capability-leadership-framework.aspx

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Understanding the DPF

Go to the DPF Information Session PowerPoints for a full explanation of

the Developing

Performance process

http://education.qld.gov.au/staff/development/performance/toolkit/presentations.html

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Developing Performance implementation guide for public servants• This resource contains information to support employees in understanding and

implementing the Developing Performance process.

Developing Performance – conversation and plan template• The template supports team leaders and team members in preparing for,

participating in, and facilitating Developing Performance conversations.

Developing Performance – a step-by-step guide to the Developing Performance conversation and plan template• The guide clarifies each step in the template and the corresponding process that

occurs between team leaders and team members.

Developing Performance website• http://education.qld.gov.au/staff/development/performance/index.html

Mentoring Handbook• This handbook provides an overview of mentoring, provides guidance on how to

establish an informal or formal mentoring program and how to work with a partner in a mentoring relationship.

Developing Performance – Key Resources

Denise BakerSenior Project Officer, Leadership & PerformanceWorkforce Capability and PerformanceDenise.Baker@dete.qld.gov.auPh. 351 36532

www.education.qld.gov.au/staff/development/performance

Contact

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