leadership capability profiles

8/2/2019 Leadership Capability Profiles

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ContentsIntroduction .............. ................ ............... ............... ............... ................ ......2

1 Leadership Development Imperative..........................................................3

2 Leadership Capability Profile......................................................................4

3 Individual and Comparative Profiles...........................................................6

3.1 Individual Profiles...............................................................................7

3.2 Comparative Profiles ........................................................................37

4 Where to from here?..................................................................................42


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IntroductionThe new Leadership Capability Profile has been developed in

response to the many leadership challenges which the public

sector will face in coming years. It is based on the Integrated

Leadership System (ILS) developed by the Australian Public

Service Commission for senior executives in the Commonwealth

sector. Our adaptation of the ILS recognises the leadership

challenges and complexities we share with our Commonwealth

counterparts, and indeed, with public sector leaders everywhere.

A significant innovation is the inclusion of capability profiles for

the feeder group to the Senior Executive Service (SES). This

recognises the increasing necessity for us to grow our own leaders

within the public sector. Leadership development is a top priority

for the Government, and these new capabilities will underpin the

leadership development options offered to existing and aspiring

public sector leaders by the Public Sector Management Division

of the Department of the Premier and Cabinet.

Many public sector agencies run their own leadership

development programs. This new profile can also be applied

to agency-based programs, helping to ensure that the core

leadership skills and values of the public sector are understood

and applied by leaders in all agencies.

The profile is also the basis for revised selection criteria for

Senior Executive Service positions.

I encourage all existing and aspiring public sector leaders to

familiarise themselves with the Profile, and to take advantage of

the development options which have been developed to support it.

The ability of the public sector to continue to deliver quality

services to the people of Western Australia will depend on the

quality of its leadership. This initiative is helping to ensure that

we have that leadership capacity.

Alan Carpenter

PREMIER AND MINISTER FOR PUBLIC SECTOR MANAGEMENT


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In 2003, the results of a 1study on the public sector workforce

found that the public sector faced potentially critical staff and skills

shortages over the next twenty years as large numbers of baby

boomer generation employees retire.

Nowhere is this problem more acute than in the area of leadership.

Already more than 80% of the existing SES cohort will reach

retirement age within the next ten years. Around half are eligible to

retire now. To compound the problem, the traditional feeder group

to the SES, the Level 7-8 cohort, has a similar age profile.

Developing the public sector leaders of tomorrow has become an

urgent priority. Because the entire labour market is expected to

tighten, competition to attract quality employees to the public

sector will be intense. We cannot expect to solve our leadership

problems simply by recruiting leaders from outside the sector. In

any case, it is important that public sector leaders understand theunique nature of public administration, embrace the core values of

public service and share the service ethos which underpins the

work of everyone in the public sector. These qualities cannot be

bought in the market place. They must be nurtured and developed

from within.

This Leadership Capability Profile (LCP) embodies those qualities,

as well as the unique skills required by public sector leaders

operating in a complex and constantly changing environment.

1 2003 Population Ageing and the Western Australian Public Sector Workforce, Centre for Labour Market Research

Already more than 80%

of the existing SES

cohort will reachretirement age within

the next ten years.

Around half are

eligible to retire now.

1 LEADERSHIP DEVELOPMENT IMPERATIVE


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The LCP provides a common language to support consistent

whole-of-government leadership development, and is designed to

help ensure that the public sector has the leadership skills and

values to meet future challenges.

The LCP assists agencies and individuals to build and sustain

leadership skills by giving a clear understanding of the leadership

requirements from Level 7 to the top of the SES.

The LCP creates a common understanding of the leadership skills

required for high performance in the WA Public Sector. It is built

around five core competencies:

Shapes and manages strategy

Achieves results

Builds productive relationships

Exemplifies personal integrity

and self-awareness

Communicates and

influences effectively.

The Leadership

Capability Profile is

embedded into theculture of the WA

Public Sector by

describing a distinctive

developmental focus for each

senior executive level and the

SES feeder group.

strengthening the capacity of

the sector to appropriately

identify and develop managers

with potential for appointment

to leadership roles in

Government.

Leadership Capability Profile

A Profile exists for each level from Level 7 to Class 4. The Profiles

describe the skills and behaviours expected at a particular level,

and complement agency specific skills and individual job

requirements.

The LCP does not contain any mandatory requirements but is a

tool to assist individuals to identify development needs and

options.

The LCP is a cumulative model, with behaviours identified at one

level becoming the floor level for the levels above. There are

complex, subtle differences across the levels. The most significant

changes in skills across the levels are found in:


Achieves results

Builds productive relationships.

Shapes and

manages strategy

Achieves

resultsBuilds productive

relationships

Communicates and

influences effectively

Organisation

Individual

Relationships ResultsExemplifies personal

integrity and self-awareness

2 LEADERSHIP CAPABILITY PROFILE


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The Leadership Capability Profile (LCP) identifies and describes

leadership skills and behaviours for each level from Level 7 to

Class 4. It reflects the complex environment of the public sector

and identifies the skills and behaviours for potential leaders at

each stage of their career path.

The LCP:

Supports a whole of government perspective

Provides a foundation for development activities

Clarifies the skills and behaviours that are expected from Level

7 to Class 4

Guides development for individuals aspiring to leadership

positions and those in transition to the next level or new role.

Assists Human Resource practitioners to coordinate leadership

development opportunities, undertake workforce planning,

develop succession management strategies and supportindividuals in career planning.

It is important to recognise that each agency is unique with

particular structures, roles and contexts that may offer opportunity

to exercise leadership skills at levels other than these. The LCP

descriptions and behaviours are level specific rather than job

specific. It may be applied differently by agencies depending on

size and location. It is a cumulative model, with behaviours

identified at one level becoming the floor level for the levels

above.


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Individual profiles

A profile is defined for each level from Level 7 to Class 3/4. They

provide a complete view of skills expected at each level and

complement agency-specific and individual job requirements.

Leaders and HR specialists can use the profiles as guides to

identify strengths and areas for development.

Comparative view

The comparative view scans across all levels from Level 7 to Class

3/4 and identifies where essential skills begin to change. This

snapshot view provides an clear picture of newbehaviours as well

as behaviours with increased complexity.

Both the Individual and Comparative profiles are tools to assist

with the identification of development needs and options.

This section deals

specifically with the

leadership skills andbehaviours required for

contemporary Public

Sector leaders as they

progress in their

careers. It is a

cumulative model

meaning success at one

level becomes the

foundation, or starting

point, of the next level.

3 INDIVIDUAL AND COMPARATIVE PROFILES


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Level 7 profile

Inspires a sense of purpose and direction

Provides direction to others regarding thepurpose and importance of their work.Illustrates the relationship betweenoperational tasks and organisational goals.Sets work tasks that align with the strategicobjectives and communicates expectedoutcomes.

Focuses strategically

Understands the organisations objectivesand aligns operational activities accordingly.Considers the ramifications of issues andlonger-term impact of own work and workarea.

Harnesses information and opportunities

Gathers and investigates information from avariety of sources, and explores new ideasand different viewpoints. Probes informationand identifies any critical public sectorissues. Maintains an awareness of theorganisation, monitors the context in whichthe organisation operates and finds outabout best practice approaches.

Shows judgment, intelligence and commonsense

Undertakes objective, systematic analysisand draws accurate conclusions based onevidence. Recognises the links betweeninterconnected issues. Breaks throughproblems and weighs up the options toidentify solutions. Explores possibilities andinnovative alternatives.

Builds organisational skill andresponsiveness

Reviews project performance and focuseson identifying opportunities for continuousimprovement. Identifies key talent to supportperformance. Remains flexible andresponsive to changes in requirements.

Marshals professional expertise

Values specialist expertise and capitalises onthe expert knowledge and skills of others.Contributes own expertise to achieveoutcomes for the business unit.

Steers and implements change and dealswith uncertainty

Establishes clear plans and timeframes for

project implementation and outlines specificactivities. Responds in a positive and flexiblemanner to change and uncertainty. Sharesinformation with others and assists them toadapt.

Delivers intended results

Sees projects through to completion.Monitors project progress and adjusts plansas required. Commits to achieving qualityoutcomes and ensures documentedprocedures are maintained. Seeks feedbackfrom stakeholders to gauge satisfaction.

Nurtures internal and externalrelationships

Builds and sustains relationships with anetwork of key people internally andexternally. Proactively offers assistance for amutually beneficial relationship. Anticipatesand is responsive to internal and externalclient needs.

Facilitates cooperation and partnerships

Involves people, encourages them andrecognises their contribution. Consults andshares information and ensures others arekept informed of issues. Workscollaboratively and operates as an effectiveteam member.

Values individual differences and diversity

Recognises the positive benefits that can begained from diversity and encourages theexploration of diverse views. Harnessesunderstanding of differences to enhanceinteractions. Recognises the differentworking styles of individuals, and tries tosee things from different perspectives.

Guides, coaches and develops people

Identifies learning opportunities for othersand empowers them by delegating tasks.Agrees clear performance standards andgives timely praise and recognition. Makestime for people and offers full support whenrequired. Delivers constructive, objectivefeedback in a manner that gains acceptanceand achieves resolution. Deals with under-performance promptly.

Demonstrates public serviceprofessionalism and probity

Adopts a principled approach and adheres topublic sector values and Code of Conduct.Acts professionally and impartially at alltimes and operates within the boundaries oforganisational processes and legal andpublic policy constraints. Operates as aneffective representative of the organisation inpublic and internal forums.

Engages with risk and shows personalcourage

Provides impartial and forthright advice.Challenges important issues constructively,and stands by own position whenchallenged. Acknowledges mistakes andlearns from them, and seeks guidance andadvice when required.

Commits to action

Takes personal responsibility for meetingobjectives and progressing work. Showsinitiative and proactively steps in and doeswhat is required. Commits energy and driveto see that goals are achieved.

Displays resilience

Persists and focuses on achieving objectiveseven in difficult circumstances. Remainspositive and responds to pressure in acontrolled manner. Continues to moveforward despite criticism or setbacks.

Demonstrates self awareness and acommitment to personal development

Self-evaluates performance and seeksfeedback from others. Communicates andacts on strengths and development needs.Reflects on own behaviour and recognisesthe impact on others. Shows strongcommitment to learning and self-development, and accepts challenging newopportunities.

Communicates clearly

Confidently presents messages in a clear,concise and articulate manner. Focuses onkey points and uses appropriate,unambiguous language. Selects the mostappropriate medium for conveyinginformation and structures written and oralcommunication to ensure clarity.

Listens, understands and adapts toaudience

Seeks to understand the audience and tailorscommunication style and messageaccordingly. Listens carefully to others andchecks to ensure their views have beenunderstood. Checks own understanding ofothers comments and does not allowmisunderstandings to linger.

Negotiates persuasively

Approaches negotiations with a strong graspof the key issues, having prepared inadvance. Understands the desired objectivesand associated strengths and weaknesses.Anticipates the position of the other party,and frames arguments accordingly.Encourages the support of relevantstakeholders. Strives to achieve an outcomethat delivers benefits for both parties.

Shapes and manages strategy Achieves results Builds productive relationships Exemplifies personal integrity andself-awareness

Communicates and influenceseffectively

3.1 INDIVIDUAL PROFILES

LEVEL

PROFILE7


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Skill descriptions and behavioural indicators

Behaviouralindicators


Inspires a sense of purpose and direction Focuses strategically Harnesses information and opportunities Shows judgement, inte lligence and commonsense

Description

skill

Provides direction to others regarding the purposeand importance of their work. Illustrates therelationship between operational tasks andorganisational goals. Sets work tasks that align withthe strategic objectives and communicates expectedoutcomes.

Understands the organisations objectives and alignsoperational activities accordingly. Considers theramifications of issues and longer-term impact of ownwork and work area.

Gathers and investigates information from a variety ofsources, and explores new ideas and di fferentviewpoints. Probes information and identifies anycritical public sector. Maintains an awareness of theorganisation, monitors the context in which theorganisation operates and finds out about bestpractice approaches.

Undertakes objective, systematic analysis and drawsaccurate conclusions based on evidence. Recognisesthe links between interconnected issues. Breaksthrough problems and weighs up the options toidentify solutions. Explores possibilities and innovativealternatives.

Communicates with others regarding the purpose oftheir work and the relationship between operationalactivities and organisational goals.

Translates high-level goals and outcomes intoappropriate tasks for others.

Conveys expectations regarding outcomes and thetimely achievement of objectives.

Demonstrates an awareness of the implications ofissues for own work and work area.

Thinks about the future and considers the longer-term implications of own work.

Understands the strategic objectives of theorganisation and develops work plans accordingly.

Identifies critical information public sector and asksa range of questions to uncover valuableinformation.

Sources information on best practice approachesadopted in both the public and private sectors.

Scans the organisational environment; monitors thecorporate priorities, business context andorganisational culture.

Gathers and investigates information and alternateviewpoints from a variety of sources through formaland informal means; explores new ideas with anopen mind.

Systematically analyses information to identifyrelationships between factors.

Identifies problems and assesses their significance;takes appropriate action to resolve them.

Checks and clarifies information and avoidsunwarranted assumptions; draws accurateconclusions and presents logical arguments.

Explores various possibilities and generates

innovative alternatives. Selects the best option from a range of potential

solutions; demonstrates how recommendationssolve the key problems identified.

L7


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Behav

iouralindicators

Achieves results


Marshals professional expertise Steers and implements change and dealswith uncertainty


Description

skill

Reviews project performance and focuses on

identifying opportunities for continuous improvement.Identifies key talent to support performance. Remainsflexible and responsive to changes in requirements.

Values specialist expertise and capitalises on the

expert knowledge and skills of others. Contributesown expertise to achieve outcomes for the businessunit.

Establishes clear plans and timeframes for project

implementation and outlines specific activities.Responds in a positive and flexible manner to changeand uncertainty. Shares information with others andassists them to adapt.

Sees projects through to completion. Monitors project

progress and adjusts plans as required. Commits toachieving quality outcomes and ensuresdocumentation procedures are maintained. Seeksfeedback from stakeholders to gauge satisfaction.

L7

Identifies and utilises key individuals who willcontribute to deliver the best results.

Evaluates projects to understand critical factors forsuccess, and engages in activities to achievecontinuous improvement.

Responds flexibly to changing demands whilstmaintaining sight of the end goal.

Consults internal and external experts; public sectorinto their technical and professional knowledge andexperience to improve work outcomes.

Contributes own expertise for the benefit of thebusiness unit; encourages others to draw upon thisknowledge.

Constructs project plans that have clear andappropriate goals, timeframes and budgets;anticipates change and builds contingencies intoplans.

Deals positively with uncertainty and copeseffectively in an environment characterised bychange; determines a course of action despite lackof clarity.

Shares appropriate information with staff andcolleagues during times of change; helps others

adapt to ensure a smooth transition.

Regularly seeks feedback from stakeholders togauge their satisfaction; ensures work is deliveredto a high standard.

Maintains focus on quality to achieve key outcomes;adheres to documentation procedures and seestasks through to completion.

Monitors projects against plans; manages prioritiesand agrees adjustments to milestones as required.


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Nurtures internal and external relationships Facilitates cooperation and partnerships Values individual differences and diversity Guides, coaches and develops people

Description

skill

Builds and sustains relationships with a network of

key people internally and externally. Proactively offersassistance for a mutually beneficial relationship.Anticipates and is responsive to internal and externalclient needs.

Involves people, encourages them and recognises

their contribution. Consults and shares i nformationand ensures others are kept informed of issues.Works collaboratively and operates as an effectiveteam member.

Recognises the positive benefits that can be gained

from diversity and encourages the exploration ofdiverse views. Harnesses understanding of differencesto enhance interactions. Recognises the differentworking styles of individuals, and tries to see thingsfrom different perspectives.

Identifies learning opportunities for others and

empowers them by delegating tasks. Agrees clearperformance standards and gives timely praise andrecognition. Makes time for people and offers fullsupport when required. Delivers constructive,objective feedback in a manner that gains acceptanceand achieves resolution. Deals with under-performance promptly.

L7

Develops and maintains a network with othersinternally and externally.

Builds and sustains relationships; liaises with arange of stakeholders including other teams, peersand colleagues across the organisation, and in otherorganisations.

Offers reciprocal assistance in achieving mutuallybeneficial outcomes.

Anticipates the needs of clients and providescourteous, prompt and professional service to them.

Operates as an effective member of the team; workscollaboratively and cooperatively; draws on teamstrengths.

Involves others and encourages their input;recognises the contributions made by other people.

Consults and shares information with own team and

upwards; ensures people are kept informed ofprogress and issues.

Discerns the differing and preferred working stylesof individuals and factors this into the managementof people and tasks.

Recognises that others have different views andexperience; explores their contributions andcapitalises on the differing perspectives.

Tries to see things from the other personsperspective.

Maintains an awareness of the personalities,motivations and other diverse qualities of people,and uses this to enhance interactions.

Makes time for people despite competing priorities;provides guidance and offers full support whenrequired.

Encourages staff to engage in developmentopportunities; identifies knowledge public sectorand works with them to determine appropriate

development activities. Delegates tasks effectively; provides clear direction

and articulates parameters. Congratulates people on achievements and gives

timely recognition for good performance. Provides clear, constructive and timely feedback

(both positive and negative) in a manner thatencourages learning and achieves any requiredresolution.

Agrees on performance standards and conductsregular reviews; addresses under-performancepromptly, identifies causes and agrees onimprovement targets.


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Exemplifies personal integrity and self-awareness

Description

skill

L7


Engages with risk and showspersonal courage

Commits to action Displays resilience Demonstrates self awareness and acommitment to personaldevelopment

Adopts a principled approach and adheresto the Public Sector Values and Code ofConduct. Acts professionally andimpartially at all times and operates withinthe boundaries of organisational processesand legal and public policy constraints.Operates as an effective representative ofthe organisation in public and internalforums.

Provides impartial and forthright advice.Challenges important issuesconstructively, and stands by own positionwhen challenged. Acknowledges mistakesand learns from them, and seeks guidanceand advice when required.

Takes personal responsibility for meetingobjectives and progressing work. Showsinitiative and proactively steps in and doeswhat is required. Commits energy anddrive to see that goals are achieved.

Persists and focuses on achievingobjectives even in difficult circumstances.Remains positive and responds topressure in a controlled manner. Continuesto move forward despite criticism orsetbacks.

Self-evaluates performance and seeksfeedback from others. Communicates andacts on strengths and development needs.Reflects on own behaviour and recognisesthe impact on others. Shows strongcommitment to learning and self-development, and accepts challenging newopportunities.

Adheres to public sector values andCode of Conduct and consistentlybehaves in an honest, ethical andprofessional way.

Treats people fairly and equitably and istransparent in dealings with them.

Makes decisions for the corporate goodwithout favouritism or bias; places theaims of the organisation above personalambitions.

Understands and operates within legaland public policy constraints andlimitations.

Operates in a professional manner whenrepresenting the organisation in publicand internal forums.

Listens when own ideas are challenged;stands ground and defends own viewswhen appropriate.

Challenges issues and raises objectionsconstructively; discusses alternatives tofind a way forward.

Provides impartial and forthright advice. Takes responsibility for mistakes and

learns from them; acknowledges whenin the wrong.

Seeks advice and assistance fromcolleagues and senior managers whenuncertain.

Takes the initiative; progresses work,and engages in additional tasks asrequired.

Gets on with the job at hand and appliesself with energy and drive; commits tomeeting the objectives.

Recognises and seeks to resolve issuesimpacting on the achievement of desiredoutcomes.

Maintains effective performance levels inhighly charged or high-pressuresituations.

Demonstrates persistence and workshard to achieve objectives.

Maintains an optimistic outlook and

focuses on the positives in difficultsituations.

Stays controlled when under pressure;does not react personally to criticism.

Reflects on own behaviours and workstyle and considers how they impact onothers and on job performance.

Demonstrates commitment to self-development and capitalises onopportunities to extend skills and

knowledge; accepts challenging newopportunities.

Communicates areas of strength, andacknowledges development needs.

Seeks feedback on behaviour and workperformance and is responsive toguidance.

Spends time critically analysing ownperformance and identifies strengths aswell as development needs.


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Communicates and influences effectively

Description

skill

Communicates clearly Listens, understands and adapts to audience Negotiates persuasively

Confidently presents messages in a clear, concise and articulate manner.Focuses on key points and uses appropriate, unambiguous language.Selects the most appropriate medium for conveying information andstructures written and oral communication to ensure clarity.

Seeks to understand the audience and tailors communication style andmessage accordingly. Listens carefully to others and checks to ensuretheir views have been understood. Checks own understanding of otherscomments and does not allow misunderstandings to linger.

Approaches negotiations with a strong grasp of the key issues, havingprepared in advance. Understands the desired objectives and associatedstrengths and weaknesses. Anticipates the position of the other party,and frames arguments accordingly. Encourages the support of relevantstakeholders. Strives to achieve an outcome that delivers benefits forboth parties.

Focuses on clearly communicating key points. Limits the use of jargon and abbreviations; explains complex

information using language appropriate for the audience. Presents messages confidently and selects the appropriate medium for

maximum effect. Structures messages clearly and succinctly, both orally and in writing.

Adjusts presentation style on the basis of subtle non-verbal cues. Maximises personal communication strengths and takes into account

shortcomings. Focuses on gaining a clear understanding of others comments by

listening, asking clarifying questions and reflecting back. Understands and addresses the key concerns of the audience. Tailors communication style and language according to the audiences

level of knowledge, skill and experience.

Presents persuasive counter-arguments. Puts forward a case firmly, without getting personal or aggressive. Encourages relevant stakeholders in supporting the position. Anticipates the stance of other parties in advance and positions own

case accordingly. Commences negotiations with a clear understanding of the

organisations objectives and desired outcomes.

L7

LEVEL

8


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Level 8 profile


Translates the strategy into operational goals

and creates a shared sense of purpose withinthe business unit. Engages others in thestrategic direction of the work area,encourages their contribution andcommunicates expected outcomes.


Understands the organisations objectives andlinks between the business unit, organisationand the whole of government agenda.Considers the ramifications of a wide range ofissues, anticipates priorities and developslong-term plans for own work area.


Gathers and investigates information from avariety of sources, and explores new ideasand different viewpoints. Probes informationand identifies any critical public sector issues.Maintains an awareness of the organisation,looks for recent developments that mayimpact on own business area and finds outabout best practice approaches.


Undertakes objective, critical analysis anddistils the core issues. Presents logicalarguments and draws accurate conclusions.Anticipates and seeks to minimise risks.Breaks through problems and weighs up theoptions to identify solutions. Explorespossibilities and creative alternatives.


Evaluates ongoing project performance andidentifies critical success factors. Instigatescontinuous improvement activities. Respondsflexibly to changing demands. Builds teamswith complementary skills and allocatesresources in a manner that delivers results.


Values specialist expertise and capitalises onthe knowledge within the organisation as wellas consulting externally as appropriate.Manages contracts judiciously. Contributesown expertise to achieve outcomes for thebusiness unit.


Establishes clear plans and timeframes forproject implementation and outlines specificactivities. Responds in a positive and flexiblemanner to change and uncertainty. Sharesinformation with others and assists them toadapt.


Strives to achieve and encourages others todo the same. Monitors progress andidentifies risks that may impact on outcomes.Adjusts plans as required. Commits toachieving quality outcomes and ensuresdocumented procedures are maintained.Seeks feedback from stakeholders to gaugesatisfaction.


Builds and sustains relationships with anetwork of key people internally andexternally. Recognises shared agendas andworks toward mutually beneficial outcomes.Anticipates and is responsive to internal andexternal client needs.


Brings people together and encourages inputfrom key stakeholders. Finds opportunities toshare information and ensures that others arekept informed of issues. Fosters teamworkand rewards cooperative and collaborativebehaviour. Resolves conflict using appropriatestrategies.


Recognises the positive benefits that can begained from diversity and encourages theexploration of diverse views. Harnessesunderstanding of differences to anticipatereactions and enhance interactions.Recognises the different working styles ofindividuals, and tries to see things fromdifferent perspectives.


Encourages and motivates people to engagein continuous learning, and empowers themby delegating tasks. Agrees clearperformance standards and gives timelypraise and recognition. Makes time for peopleand offers full support when required.Delivers constructive feedback in a manner

that gains acceptance and achievesresolution. Deals with under-performancepromptly.


Adopts a principled approach and adheres tothe public sector values and Code of Conduct.Acts professionally and impartially at all timesand operates within the boundaries oforganisational processes and legal and publicpolicy constraints. Operates as an effectiverepresentative of the organisation in publicand internal forums.


Provides impartial and forthright advice.Challenges important issues constructively,stands by own position and supports otherswhen required. Acknowledges mistakes andlearns from them, and seeks guidance andadvice when required.

Commits to action

Takes personal responsibility for meetingobjectives and progressing work. Showsinitiative and proactively steps in and doeswhat is required. Commits energy and driveto see that goals are achieved.

Displays resilience

Persists and focuses on achieving objectiveseven in difficult circumstances. Remainspositive and responds to pressure in acontrolled manner. Maintains momentum andsustains effort despite criticism or setbacks.


Critically analyses own performance andseeks feedback from others. Confidentlycommunicates strengths and acknowledgesdevelopment needs. Acts on negativefeedback to improve performance. Reflectson own behaviour and recognises the impacton others. Shows strong commitment tolearning and self-development, and embraceschallenging new opportunities.


Confidently presents messages in a clear,

concise and articulate manner. Translatesinformation for others, focusing on key pointsand using appropriate, unambiguouslanguage. Selects the most appropriatemedium for conveying information andstructures written and oral communication toensure clarity.


Seeks to understand the audience and tailorscommunication style and messageaccordingly. Listens carefully to others andchecks to ensure their views have beenunderstood. Anticipates reactions and isprepared to respond. Checks ownunderstanding of others comments and does

not allow misunderstandings to linger.


Approaches negotiations with a strong graspof the key issues, having prepared well inadvance. Understands the desired objectivesand associated strengths and weaknesses.Anticipates the position of the other party,and adapts approach accordingly. Encouragesthe support of relevant stakeholders.Encourages debate and identifies commonground to facilitate agreement and acceptanceof mutually beneficial solutions.



Note: Shaded areas represent critical transition points.

LEVEL

PROFILE8


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Description

skill

Translates the strategy into operational goals and

creates a shared sense of purpose within the businessunit. Engages others in the strategic direction of thework area, encourages their contribution andcommunicates expected outcomes.

Understands the organisations objectives and links

between the business unit, organisation and the wholeof government agenda. Considers the ramifications ofa wide range of issues, anticipates priorities anddevelops long-term plans for own work area.

Gathers and investigates information from a variety of

sources, and explores new ideas and differentviewpoints. Probes information and identifies anycritical public sector. Maintains an awareness of theorganisation, looks for recent developments that mayimpact on own business area and finds out about bestpractice approaches.

Undertakes objective, critical analysis and distils the

core issues. Presents logical arguments and drawsaccurate conclusions. Anticipates and seeks tominimise risks. Breaks through problems and weighsup the options to identify solutions. Explorespossibilities and creative alternatives.

L8

Encourages others to provide input and commenton the strategic direction of the business unit.

Communicates with others regarding the purpose oftheir work and the relationship between work unitobjectives and organisational goals.

Builds a shared sense of purpose and direction;translates the vision into shorter-term goals andobjectives.

Frames objectives in a meaningful way andcommunicates expectations of their achievement.

Considers a wide range of issues and theirimplications for the business unit.

Thinks about the future; develops long-term plansand anticipates likely priorities.

Understands the organisations direction and howthe work of own business area fits into theorganisation, wider community and whole ofgovernment agenda.

Identifies critical information public sector and asksa range of questions to uncover valuableinformation.

Sources information on best practice approachesadopted in both the public and private sectors.

Scans the internal and external environment for newtrends and recent developments that are likely toaffect own business area.

Gathers and investigates information and alternateviewpoints from a variety of sources through formaland informal means; explores new ideas with anopen mind.

Distils the core issues from complex informationand identifies relationships between factors.

Anticipates problems and takes steps to minimise orprevent them; identifies and articulates potentialrisks.

Draws accurate conclusions and presents logicalarguments that address key issues.

Explores various possibilities and generates

innovative alternatives. Selects the best option from a range of potential

solutions; demonstrates how recommendationssolve the key problems identified.


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Achieves results




Description

skill

Evaluates ongoing project performance and i dentifies

critical success factors. Instigates continuousimprovement activities. Responds flexibly to changingdemands. Builds teams with complementary skills andallocates resources in a manner that delivers results.

Values specialist expertise and capitalises on the

knowledge within the organisation as well asconsulting externally as appropriate. Managescontracts judiciously. Contributes own expertise toachieve outcomes for the business unit.

Establishes clear plans and timeframes for project

implementation and outlines specific activities.Responds in a positive and flexible manner to changeand uncertainty. Shares information with others andassists them to adapt.

Strives to achieve and encourages others to do the

same. Monitors progress and identifies risks that mayimpact on outcomes. Adjusts plans as required.Commits to achieving quality outcomes and ensuresdocumentation procedures are maintained. Seeksfeedback from stakeholders to gauge satisfaction.

L8

Builds effective teams with complementary skills. Allocates resources in a flexible manner across work

area to deliver the best results for the organisation. Evaluates projects and business processes to

understand critical factors for success; engages in,and encourages others to contribute to, continuousimprovement.

Responds flexibly to changing demands whilstmaintaining sight of the end goals.

Supplements internal knowledge with technicalexpertise from external providers and othergovernment organisations. Manages contractsjudiciously.

Consults internal and external experts; uses theirtechnical and professional knowledge andexperience to improve work outcomes.

Contributes own expertise for the benefit of thebusiness unit; encourages others to draw upon this

knowledge.

Constructs project plans that have clear andappropriate goals, timeframes and budgets;anticipates change and builds contingencies intoplans.

Deals positively with uncertainty and copeseffectively in an environment characterised bychange; determines a course of action despite lackof clarity.

Shares appropriate information with staff and

colleagues during times of change; helps othersadapt to ensure a smooth transition.

Commits to targets and strives to achieve results;encourages others to do the same.

Identifies and addresses risks that may impede workcompletion; proactively escalates issues that havenot been controlled to ensure work remains ontrack.

Regularly seeks feedback from stakeholders togauge their satisfaction; acts to ensure work isdelivered to a high standard.

Maintains focus on quality to achieve key outcomes;adheres to documentation procedures and seestasks through to completion.

Monitors projects against plans; manages prioritiesand agrees on adjustments to milestones asrequired.


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B

ehaviouralindicators




Commits to action Displays resilience

Description

skill

Demonstrates self- awareness and acommitment to personaldevelopment

Adopts a principled approach and adheres

to public sector values and Code ofConduct. Acts professionally andimpartially at all times and operates withinthe boundaries of organisational processesand legal and public policy constraints.Operates as an effective representative ofthe organisation in public and internalforums.

Provides impartial and forthright advice.

Challenges important issuesconstructively, stands by own position andsupports others when required.Acknowledges mistakes and learns fromthem, and seeks guidance and advicewhen required.

Takes personal responsibility for meeting

objectives and progressing work. Showsinitiative and proactively steps in and doeswhat is required. Commits energy anddrive to see that goals are achieved.

Persists and focuses on achieving

objectives even in difficult circumstances.Remains positive and responds topressure in a controlled manner. Maintainsmomentum and sustains effort despitecriticism or setbacks.

Critically analyses own performance and

seeks feedback from others. Confidentlycommunicates strengths andacknowledges development needs. Acts onnegative feedback to improveperformance. Reflects on own behaviourand recognises the impact on others.Shows strong commitment to learning andself-development, and embraceschallenging new opportunities.

Adheres to public sector values andCode of Conduct and consistentlybehaves in an honest, ethical andprofessional way.

Treats people fairly and equitably and is

transparent in dealings with them. Makes decisions for the corporate good

without favouritism or bias; places theaims of the organisation above personalambitions.


Operates in a professional manner whenrepresenting the organisation in publicand internal forums.

Listens when own ideas are challenged,stands own ground and supports otherswhen appropriate.

Challenges issues and raises objectionsconstructively; discusses alternatives to

find a way forward. Provides impartial and forthright advice. Takes responsibility for mistakes and

learns from them; acknowledges whenin the wrong.

Seeks advice and assistance fromcolleagues and managers whenuncertain.

Takes the initiative; progresses work,and engages in additional tasks asrequired.

Works to get results; shows energy anddrive; commits to meeting objectives.

Recognises and seeks to resolve issuesimpacting on the achievement of desiredoutcomes.

Sustains high levels of effort and energyfollowing a setback; maintainsmomentum and continues to moveforward.

Demonstrates persistence, adapts

approach when required and works hardto achieve objectives.

Maintains an optimistic outlook andfocuses on the positives in difficultsituations.

Withstands criticism from stakeholdersand maintains composure when underpressure.

Reflects on own behaviours and workstyle and considers how they i mpactothers and performance on the job.

Demonstrates commitment to self-development, steps out of own comfort

zone and embraces challengingopportunities for growth.

Confidently communicates areas ofstrength and acknowledges developmentneeds.

Seeks feedback regarding performance;acts on feedback to achieve continualimprovement.

Spends time critically analysing ownperformance and identifies strengths aswell as development needs.

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LEVEL

9


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Level 9 profile


Develops the strategic direction for the

business unit and creates a shared sense ofpurpose by demonstrating how elements ofthe strategy fit together and contribute tohigher-level goals. Encourages others inputand communicates required actions andexpected outcomes.


Understands the organisations direction androle within government and societyincluding the whole of government agenda.Considers multiple perspectives whenassessing the ramifications of issues.Develops plans that address both currentand likely future requirements. Seeks toalign business unit activities with strategic

priorities.


Draws on information and alternativeviewpoints and monitors informationchannels to understand new issues ofimportance to the government. Monitorschange in the environment. Seizesopportunities and adjusts approach torespond to threats. Addresses any criticalinformation public sector issues. Usesknowledge of the organisation to provide acontext for others.


Applies intellect and knowledge to weigh upcomplex information and identify criticalfactors and issues. Works effectively whenall of the information is not available.Explores the options in full and makessound decisions under pressure. Considersopportunities and anticipates risk. Applieslateral thinking and identifies innovativesolutions.


Investigates ways to improve effectivenessby harnessing technology and implementingcontinuous improvement activities. Buildsteams with complementary skills andengages in succession planning. Respondsflexibly to changing circumstances, deploysresources astutely and identifies optimumresourcing combinations. Creates a flexibleenvironment that enables others to meetchanging demands.


Integrates professional expertise into theorganisation to improve overall performanceand delivery of business unit outcomes.Manages contracts judiciously. Actively

ensures relevant professional input fromothers is obtained and shares ownexperience.


Adopts a planned approach to themanagement of programs. Defines high-level objectives and supports translation intoimplementation strategies. Operateseffectively in an environment of ongoingchange and uncertainty and maintainsflexibility. Actively ensures stakeholders arekept informed during times of change.


Drives a culture of achievement. Ensuresideas and intended actions become realityand that planned projects result in expectedoutputs. Strives for quality, and ensurescompliance with regulatory requirements.Puts systems in place to establish andmeasure accountabilities. Manages risks thatmay impede on project outcomes andensures that key stakeholders are across allrelevant issues.


Builds and sustains relationships within theorganisation, with the Ministers office,across the public sector and with a diverserange of external stakeholders. Looks forshared agendas and uses these to bringpeople together. Shows a commitment toclient service through own actions and thoseof the business unit.


Brings people together and encouragesinput from key stakeholders. Facilitatescooperation within and betweenorganisations. Promotes the reciprocalsharing of information to build knowledge.Fosters teamwork and rewards cooperative

and collaborative behaviour. Resolvesconflict and manages the sensitivitiesinvolved.


Recognises the positive benefits that can begained from diversity and capitalises onthese for the benefit of the business unit.Harnesses understanding of differences toanticipate reactions and enhanceinteractions. Recognises the differentworking styles of individuals, and tries tosee things from different perspectives.


Encourages and motivates people to engage

in continuous learning, and empowers themby delegating responsibility for work. Setsclear performance standards and givestimely praise and recognition. Makes timefor people and offers full support whenrequired. Delivers constructive feedback andmanages under-performance. Offers supportin time of high pressure and engages inactivities to maintain morale.


Adheres to and promotes the public sectorvalues and Code of Conduct and acts withutmost integrity and professionalism.Encourages these standards in others. Operatesprofessionally and within the boundaries oforganisational processes and legal and publicpolicy constraints. Represents the organisationeffectively in public and internal forums, andadvocates the corporate agenda.


Provides impartial and forthright advice. Isprepared to make tough corporate decisionsto achieve desired outcomes. Challenges andencourages debate on difficult or controversial

issues. Stands by own position and supportsothers when required. Takes responsibilityfor mistakes and learns from them. Seeksguidance and advice when required.

Commits to action

Commits to achieving key outcomes for theorganisation. Demonstrates personal drive,focus and energy. Galvanises others to act.Acts decisively and initiates urgent action toovercome difficult problems.

Displays resilience

Persists with, and focuses on achieving,organisational objectives even in difficultcircumstances. Monitors own emotional

reactions and responds to pressure in acontrolled manner. Displays a positive outlookand maintains momentum in difficult situations.


Examines own performance and regularlyseeks feedback from others. Confidentlypromotes areas of strength, acknowledgesdevelopment needs and proactively identifiesrelated learning opportunities to extendskills and experience. Reflects on ownbehaviour and recognises the impact on others.



concise and articulate manner. Focuses onkey points for the audience and usesappropriate, unambiguous language, andexplains the implications and ensures theconclusion is clearly conveyed. Selects themost appropriate medium for conveyinginformation and structures written and oralcommunication to ensure clarity.


Seeks to understand the audience and tailorscommunication style and messageaccordingly. Listens carefully to others andchecks to ensure their views have beenunderstood. Anticipates reactions and

prepares a response to address theaudiences concerns. Checks ownunderstanding of others comments anddoes not allow misunderstandings to l inger.


Approaches negotiations with a strong graspof the key issues. Presents a convincing andbalanced rationale. Anticipates the positionof the other party, and is aware of the extentof potential for compromise. Acknowledgesand addresses disagreements to facilitatemutually beneficial solutions. Encouragesthe support of relevant stakeholders.Focuses on the desired objectives andensures negotiations remain on track.




LEVEL

PROFILE9


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21



Achieves results




Description

skill

Investigates ways to improve effectiveness by

harnessing technology and implementing continuousimprovement activities. Builds teams withcomplementary skills and engages in successionplanning. Responds flexibly to changingcircumstances, deploys resources astutely andidentifies optimum resourcing combinations. Creates aflexible environment that enables others to meetchanging demands.

Integrates professional expertise into the organisation

to improve overall performance and delivery ofbusiness unit outcomes. Manages contractsjudiciously. Actively ensures relevant professionalinput from others is obtained and shares ownexperience.

Adopts a planned approach to the management of

programs. Defines high-level objectives and supportstranslation into implementation strategies. Operateseffectively in an environment of ongoing change anduncertainty and maintains flexibility. Actively ensuresstakeholders are kept informed during times ofchange.

Drives a culture of achievement. Ensures ideas and

intended actions become reality and that plannedprojects result in expected outputs. Strives for quality,and ensures compliance with regulatory requirements.Puts systems in place to establish and measureaccountabilities. Manages risks that may impede onproject outcomes and ensures that key stakeholdersare across all relevant issues.

* Creates a flexible environment within the businessunit that enables people to move between projectsto meet changing demands.

* Builds effective teams with complementary skills;attracts and recruits talent and engages insuccession planning.

* Deploys resources astutely; considers resourcerequirements, resource public sector and the skill ofindividuals to ensure the best result.

* Challenges the status quo by looking for ways toimprove effectiveness; harnesses the potential oftechnology and implements continuousimprovement activities.

* Responds flexibly and manages resources to meetchanging demands in the environment.

* Strikes a balance between using external expertiseand internal knowledge and experience.

* Supplements internal knowledge with technicalexpertise from external providers and othergovernment organisations. Manages contractsjudiciously.

* Consults internal experts; public sector into theirtechnical and professional knowledge andexperience to improve organisational outcomes.

* Contributes own expertise for the benefit of theorganisation; encourages others to draw upon thisknowledge.

* Adopts a planned approach to the management ofprograms; develops high-level plans that definerequired outcomes.

* Operates effectively in an environment of ongoingchange; maintains a flexible approach to achieveobjectives.

* Shares appropriate information with stakeholdersduring times of change; anticipates likely objectionsand addresses them in a timely manner.

* Commits to targets and strives to achieve results;encourages others to do the same.

* Identifies and addresses risks that may impedeproject completion; proactively escalates issues thathave not been controlled to ensure work remains ontrack.

* Reports achievements to key stakeholders, engagesthem in program outcomes and seeks feedback;acts to ensure work is delivered to a high standard.

* Strives for high-quality outputs throughout thebusiness unit and accepts accountability forachieving agreed outcomes.

* Establishes systems to monitor progress againstobjectives and ensures that projects comply withregulatory requirements.

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Description

skill

Builds and sustains relationships within the

organisation, with the Ministers office, across thepublic sector and with a diverse range of externalstakeholders. Looks for shared agendas and usesthese to bring people together. Shows a commitmentto client service through own actions and those of thebusiness unit.

Brings people together and encourages input from key

stakeholders. Facilitates cooperation within andbetween organisations. Promotes the reciprocalsharing of information to build knowledge. Fostersteamwork and rewards cooperative and collaborativebehaviour. Resolves conflict and manages thesensitivities involved.

Recognises the positive benefits that can be gained

from diversity and capitalises on these for the benefitof the business unit. Harnesses understanding ofdifferences to anticipate reactions and enhanceinteractions. Recognises the different working stylesof individuals, and tries to see things from differentperspectives.

Encourages and motivates people to engage in

continuous learning, and empowers them bydelegating responsibility for work. Sets clearperformance standards and gives timely praise andrecognition. Makes time for people and offers fullsupport when required. Delivers constructive feedbackand manages under-performance. Offers support intime of high pressure and engages in activities tomaintain morale.

Invests time to sustain and broaden networks;follows up and maintains regular contact.

Builds a diverse range of relationships with keypeople in other organisations, such as the Ministersoffice, the private sector, industry groups and otherrelevant stakeholder groups.

Finds shared agendas and uses these to bringpeople together to develop mutually beneficialoutcomes.

Takes steps to ensure the provision of prompt,efficient and responsive client service personally,and through the activities of the business unit.

Facilitates cooperation between organisations bysharing information; maintains a cross- governmentfocus.

Resolves conflict using appropriate strategies; findssolutions that manage the sensitivities involved.

Fosters teamwork by working collaboratively and

cooperatively; encourages and rewards thosebehaviours in others.

Brings people together and ensures the keystakeholders are involved in discussions; seeksinput and facilitates joint ownership.

Consults and promotes open discussion; sharesinformation with key stakeholders internally andexternally; facilitates reciprocal sharing ofinformation to build knowledge.

Discerns the differing and preferred working stylesof individuals and uses this information to enhancethe operation of the business unit.

Recognises that others have different views andexperience; encourages input, listens and takesaction to harness the varied input for the benefit of

the business unit. Tries to see things from the other persons

perspective, anticipates their reactions and adoptsstrategies to address them.

Maintains an awareness of the personalities,motivations and other diverse qualities of people,and uses this to enhance interactions.

Engages in activities to maintain optimism andenthusiasm; implements formal and informal team-building activities.

Assists people in managing their time and emotionalresponse when under high levels of pressure.

Makes time for people despite competing priorities,

particularly when people are challenged or duringdifficult times.

Acts as a coach and works with people to facilitatecontinuous learning; sets stretching developmenttasks linked to individual performance and potential.

Delegates responsibility for work to others withbroad parameters; motivates others to takeownership.

Congratulates people on achievements and givestimely recognition for good performance.

Provides clear, constructive and timely feedback(both positive and negative) in a manner thatencourages learning and achieves any requiredresolution.

Sets performance standards and conducts regularreviews; identifies and constructively addresses

under-performance.

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Description

skill

Adheres to and promotes the Public

Sector Values and Code of Conduct andacts with utmost integrity andprofessionalism. Encourages thesestandards in others. Operatesprofessionally and within the boundariesof organisational processes and legal andpublic policy constraints. Represents theorganisation effectively in public andinternal forums, and advocates thecorporate agenda.

Provides impartial and forthright advice. Is

prepared to make tough corporatedecisions to achieve desired outcomes.Challenges and encourages debate ondifficult or controversial issues. Stands byown position and supports others whenrequired. Takes responsibility for mistakesand learns from them. Seeks guidance andadvice when required.

Commits to achieving key outcomes for

the organisation. Demonstrates personaldrive, focus and energy. Galvanises othersto act. Acts decisively and initiates urgentaction to overcome difficult problems.

Persists and focuses on achieving

organisational objectives even in difficultcircumstances. Monitors own emotionalreactions and responds to pressure in acontrolled manner. Displays a positiveoutlook and maintains momentum indifficult situations.

Examines own performance and regularly

seeks feedback from others. Confidentlypromotes areas of strength, acknowledgesdevelopment needs and proactivelyidentifies related learning opportunities toextend skills and experience. Reflects onown behaviour and recognises the impacton others.



Commits to action Displays resilience Demonstrates self-awareness and acommitment to personaldevelopment

L9

Leads by example and maintains highstandards of professionalism andimpartiality; expects and encouragesteam and colleagues to apply the same

high standards. Adheres to public sector values and

Code of Conduct and consistentlybehaves in an honest, ethical andprofessional way.

Treats people fairly and equitably and istransparent in dealings with them.

Makes decisions for the corporate goodwithout favouritism or bias; places theaims of the organisation above personalambitions.


Represents the organisation in publicforums; appropriately supports and

promotes the organisations agenda. Presents a united leadership voice;supports other leaders.

Makes tough corporate decisions thatare in the best interests of thegovernment (even when these may notbe popular).

Encourages and contributes to debate onown ideas and the ideas of others;stands own ground and supports otherswhen appropriate.

Confronts difficult or controversialissues directly; is willing to make anunpopular stand and clearly voice ownposition.

Provides forthright and impartial advicein a constructive manner that facilitatesthe achievement of governmentoutcomes.

Takes ownership for decisions andaccepts responsibility when things gowrong; learns from mistakes.

Seeks advice and guidance; admits to

not always knowing the answer to aquestion.

Takes the initiative and acts decisively tomove things forward.

Shows drive, energy and initiative; getsinvolved and galvanises others to act to

deliver key results for the organisation. Initiates urgent action and is responsive

when there are issues impacting on theachievement of outcomes.

Sustains high levels of effort and energyfollowing a setback, maintainsmomentum and continues to moveforward.

Demonstrates tenacity and persists withinitiatives that are of benefit to theorganisation and/or government.

Maintains an optimistic outlook andfocuses on the positives in difficultsituations.

Monitors own emotional reactions,remains calm and maintains focus whenfaced with criticism or pressure.

Regularly examines own behaviour andthe impact on others; identifies learningopportunities.

Demonstrates commitment to self-

development, proactively identifiesdevelopment opportunities and seeks toextend skills and experience.

Confidently promotes areas of strengthand acknowledges development needs.

Regularly seeks feedback onperformance; translates negativefeedback into actions for improvement.

Examines own behaviour with referenceto performance; identifies areas ofstrength and limitation.


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Description

skill

Negotiates persuasivelyListens, understands and adapts to audienceCommunicates clearly

Approaches negotiations with a strong grasp of the key issues. Presents

a convincing and balanced rationale. Anticipates the position of the otherparty, and is aware of the extent of potential for compromise.Acknowledges and addresses disagreements to facilitate mutuallybeneficial solutions. Engages the support of credible others. Focuses onthe desired objectives and ensures negotiations remain on track.

Seeks to understand the audience and tailors communication style and

message accordingly. Listens carefully to others and checks to ensuretheir views have been understood. Anticipates reactions and prepares aresponse to address the audiences concerns. Checks own understandingof others comments and does not allow misunderstandings to linger.

Confidently presents messages in a clear, concise and articulate manner.

Focuses on key points for the audience and uses appropriate,unambiguous language, and explains the implications and ensures theconclusion is clearly conveyed. Selects the most appropriate medium forconveying information and structures written and oral communication toensure clarity.

Ensures that negotiations remain focused on the important issues. Acknowledges differences of opinion and addresses disagreements

objectively. Offers a convincing rationale and makes a strong case, without getting

personal or aggressive. Engages credible others in supporting the position. Anticipates other peoples likely expectations and concerns; determines

the extent of potential compromise for all parties. Positions case in a balanced manner, avoids overselling by

acknowledging risks and potential disadvantages.

Adjusts presentation style on the basis of subtle non-verbal cues. Maximises personal communication strengths and takes into account

shortcomings. Focuses on gaining a clear understanding of others comments by

listening, asking clarifying questions and reflecting back. Anticipates the audiences response and is prepared to address their

concerns and objections. Tailors communication style and language according to the audiences

level of knowledge, skill and experience.

* Presents key information effectively, outlines the implications andensures key conclusions are conveyed.

* Limits the use of jargon and abbreviations; explains complexinformation using language appropriate for the audience.

Presents messages confidently and selects the appropriate medium formaximum effect.

Structures messages clearly and succinctly, both orally and in writing.

L9

CLASS

1/2


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Class 1/2 profile


Champions the organisations vision and

goals and promotes a shared commitment tothe strategic direction. Helps createorganisational strategies that are aligned withgovernment objectives and likely futurerequirements. Encourages others input andcommunicates expected outcomes fromorganisational strategies.


Understands the organisations role withinsociety and considers multiple perspectiveswhen assessing the ramifications of keyissues on the organisation and community.Provides advice to government that reflectsanalysis of a broad range of issues and thewhole of government agenda. Considersemerging trends, identifies long-term

opportunities and aligns organisationaloperations with strategic priorities.


Draws on information and alternativeviewpoints and monitors informationchannels to understand new issues ofimportance to the government. Monitorschange in the environment. Positions theorganisation to seize opportunities andminimise threats. Addresses any criticalinformation public sector issues. Usesknowledge of the organisation to tailorapproaches to different issues.


Applies intellect and knowledge to weigh upinformation and identify critical factors andissues. Demonstrates effective judgement toweigh up options and develop realisticsolutions. Anticipates risks, addresses themquickly and helps others to recognise them.Capitalises on innovative alternatives toresolve complex problems.


Focuses on activities that supportorganisational sustainability. Nurtures talentand engages in succession planning.Facilitates information accessibility andsharing. Looks for ways to improveeffectiveness by harnessing technology andimplementing continuous improvementactivities. Monitors and manages resourcingpressures for optimum outcomes. Creates aflexible environment that enables others tomeet changing demands.


Integrates professional expertise into theorganisation to improve overall performanceand delivery of organisational outcomes.Manages contracts judiciously. Actively

ensures relevant professional input fromothers is obtained and shares ownexperience.


Oversees the implementation of multiplechange initiatives with a focus on the desiredoutcomes. Defines high-level objectives andensures translation into practicalimplementation strategies. Operateseffectively in an environment of ongoingchange and uncertainty and maintainsflexibility. Actively ensures stakeholders arekept informed during times of change.


Drives a culture of achievement, and fosters aquality focus in the organisation. Ensuresideas and intended actions become realityand that planned projects result in expectedoutputs. Enables the achievement ofoutcomes by identifying and removingpotential barriers to success. Keepsstakeholders informed of progress and anyissues that arise.

Nurtures internal and external relationships


organisation, with the Ministers office, acrossthe public sector and with a diverse range ofexternal stakeholders. Encouragesstakeholders to work together, andestablishes cross- agency approaches toaddress issues. Shows a commitment toclient service through own actions and thoseof the organisation.


Consults broadly to obtain buy-in. Draws onthe knowledge of key stakeholders within andoutside the organisation and facilitatescooperation by sharing information.Promotes information exchange bymaintaining open communication channels.Personally manifests strong interpersonal

relations and rewards cooperative andcollaborative behaviour. Anticipates andresolves conflict.


Capitalises on the positive benefits that canbe gained from diversity and harnessesdifferent viewpoints. Uses understanding ofdifferences to anticipate reactions andenhance the operation of the organisation.Recognises the different working styles ofindividuals, anticipates reactions and tries tosee things from different perspectives.


Identifies and develops talent. Encouragesand motivates people to engage in continuous

learning, and empowers them by delegatingresponsibility for work. Sets clearperformance standards and gives timelypraise and recognition. Makes time for peopleand offers full support when required.Delivers constructive feedback and managesunder-performance. Offers support in timesof high pressure. Celebrates success andengages in activities to maintain morale.


Adheres to and promotes the public sectorvalues and Code of Conduct and alignsbusiness processes accordingly. Addressesbreaches of protocol and probity. Operatesprofessionally and within the boundaries oforganisational processes and legal and publicpolicy constraints. Represents theorganisation effectively in public and internalforums, and advocates the corporate agenda.


Provides impartial and forthright advice. Isprepared to make tough corporate decisionsto achieve desired outcomes. Clearly voicesown opinion and challenges difficult orcontroversial issues. Stands by own position

and supports others when required. Takesresponsibility for mistakes and learns fromthem. Seeks guidance and advice whenrequired.

Commits to action

Commits to achieving key outcomes for theorganisation and uses personal drive, focusand energy to enthuse others. Galvanisesothers to act. Acts decisively and initiatesurgent action to overcome difficult problems.

Displays resilience

Persists and focuses on achievingorganisational objectives even in difficultcircumstances. Monitors own emotionalreactions and responds to pressure in a

controlled manner. Overcomes obstacles andrapidly recovers from setbacks. Displays apositive outlook in difficult situations.


Has a high level of self-awareness andacknowledges areas of both strength andlimitation. Confidently promotes areas ofstrength and proactively identifies learningopportunities to extend skills and experience.Reflects on the impact of own behaviour onothers and is responsive in adjustingbehaviour.



concise and articulate manner. Focuses onkey points for the audience and states thefacts. Structures message for brevity andpresents message with precision andconfidence, harnessing the most appropriatemethods of communication. Creates meaningfor the audience by using analogies andstories to illustrate key points.


Seeks to understand the audience and adaptscommunication style and message to meettheir needs. Listens carefully to others andensures their views have been understood.Anticipates reactions and prepares a responseto address the audiences concerns. Checks

own understanding of others comments anddoes not allow misunderstandings to linger.


Approaches negotiations with a strong graspof the key issues. Presents a convincing andbalanced rationale. Focuses on the way inwhich the message is delivered, and usestechniques to illustrate the argumentpersuasively. Anticipates the position of theother party, and is aware of the extent ofpotential for compromise. Acknowledges andaddresses disagreements to facilitatemutually beneficial solutions. Identifies keystakeholders and engages their support.Focuses on the desired objectives andensures negotiations remain on track.




CLASS

PROFILE1/2


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Description

skill

Champions the organisations vision and goals and

promotes a shared commitment to the strategicdirection. Helps create organisational strategies thatare aligned with government objectives and likelyfuture requirements. Encourages others input andcommunicates expected outcomes fromorganisational strategies.

Understands the organisations role within society and

considers multiple perspectives when assessing theramifications of key issues on the organisation andcommunity. Provides advice to government thatreflects analysis of a broad range of issues and thewhole of government agenda. Considers emergingtrends, identifies long-term opportunities and alignsorganisational operations with strategic priorities.

Draws on information and alternative viewpoints and

monitors information channels to understand newissues of importance to the government. Monitorschange in the environment. Positions the organisationto seize opportunities and minimise threats.Addresses any critical information public sector. Usesknowledge of the organisation to tailor approaches todifferent issues.

Applies intellect and knowledge to weigh up

information and identify critical factors and issues.Demonstrates effective judgement to weigh up optionsand develop realistic solutions. Anticipates risks,addresses them quickly and helps others to recognisethem. Capitalises on innovative alternatives to resolvecomplex problems.

C1/2

Champions the vision and communicates the wayforward; encourages others input to strategic plans.

Contributes to the development of organisationalstrategies that are linked with governmentobjectives and are focused on the future; shares thisvision with others.

Builds a shared sense of purpose and direction by

explaining the vision-why it has been developed andhow elements of the strategy fit together.

Steers the vision through the organisation;communicates the parameters and expectationssurrounding the strategy.

Positions advice to government in a broad context,with reference to stakeholder interests and thewhole of government agenda.

Focuses on the future and aligns businessoperations with corporate strategies and priorities.

Considers multiple perspectives whencontemplating the impact key issues may have on

the organisation and wider community. Thinks conceptually about long-term opportunities

and contemplates a wide range of strategic optionsin conjunction with emerging trends.

Conceptualises the role of the organisation insociety and considers community expectations.

Understands the cultural, social, historical andpolitical factors affecting the organisation; uses thisknowledge to tailor different approaches to issues.

Identifies critical information public sector andensures required information is obtained.

Investigates and applies contemporary best practiceapproaches in both public and private organisations,

nationally and internationally. Recognises and is sensitive to changes in the

internal and external environments; uses resultinginformation to position the organisation to capitaliseon emerging opportunities and minimise threats.

Draws on information and alternative viewpointsfrom a variety of sources; monitors informationchannels such as the media, the Internet andHansard to understand new issues of importance tothe government. Explores new ideas with an openmind.

Quickly identifies relationships between issues,synthesises complex information and discerns thekey implications for the organisation in the contextof government priorities.

Anticipates problems and addresses them quickly;develops strategies and thinks throughcontingencies to manage risk.

Weighs up options and applies sound judgement todevelop realistic solutions for the organisation.

Generates and capitalises on innovative solutions toeffectively resolve complex problems.

Works effectively in situations of ambiguity and withissues that cannot be immediately resolved.


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Description

skill


organisation, with the Ministers office, across thepublic sector and with a diverse range of externalstakeholders. Encourages stakeholders to worktogether, and establishes cross-agency approaches toaddress issues. Shows a commitment to client servicethrough own actions and those of the organisation.

Consults broadly to obtain buy-in. Draws on the

knowledge of key stakeholders within and outside theorganisation and facilitates cooperation by sharinginformation. Promotes information exchange bymaintaining open communication channels. Personallymanifests strong interpersonal relations and rewardscooperative and collaborative behaviour. Anticipatesand resolves conflict.

Capitalises on the positive benefits that can be gained

from diversity and harnesses different viewpoints.Uses understanding of differences to anticipatereactions and enhance the operation of theorganisation. Recognises the different working stylesof individuals, anticipates reactions and tries to seethings from different perspectives.

Identifies and develops talent. Encourages and

motivates people to engage in continuous learning,and empowers them by delegating responsibility forwork. Sets clear performance standards and givestimely praise and recognition. Makes time for peopleand offers full support when required. Deliversconstructive feedback and manages under-performance. Offers support in times of highpressure. Celebrates success and engages in activitiesto maintain morale.

Proactively builds cross-agency relationships;establishes cross- agency approaches to addressissues.

Invests time to sustain and broaden networks;engages the support and allegiance of informal

networks in formal situations. Builds and sustains a diverse range of relationshipswith key people in other organisations such as theMinisters office, the private sector, industry groupsand other relevant stakeholder groups.

Encourages key stakeholders to work together;recognises, and capitalises on, opportunities formutual benefit.

Takes steps to ensure the provision of prompt,efficient and responsive client service personally,and through the activities of the organisation.

Facilitates cooperation between organisations bysharing information; maintains a cross- governmentfocus.

Anticipates conflict and uses appropriate strategiesto resolve conflict when it arises.

Models effective team working behaviours; workscollaboratively and cooperatively and rewards thosebehaviours in others.

Draws on the knowledge of key stakeholders w

leadership capability profiles

Documents