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The Integrated Leadership System

For more information contact the APS Commission on 02 6271 6560 Or email ILS@apsc.gov.au or go to our website—www.apsc.gov.au/ils © Commonwealth of Australia 2004 This work is copyright. You may display, print and reproduce this material in unaltered form only (retaining this notice) for your personal, non-commercial use. Apart from any use as permitted under the Copyright Act 1968 all other rights are reserved. Requests for further authorisation should be directed to Commonwealth Copyright Administration, Attorney-General's Department. You are not permitted to distribute or commercialise the information or material without seeking prior written approval from the Commonwealth. ISBN 0 975105 4 4

Contents
Introduction .................................................................................................................................... 2 1 2 Leadership development imperative............................................................................................... 3 The Integrated Leadership System ................................................................................................ 4 2.1 Capability development partnerships ....................................................................................... 5 2.2 SELC Framework and the Integrated Leadership System ....................................................... 6 2.3 Finding the balance .................................................................................................................. 7 2.4 A values-based APS .............................................................................................................. 10 3 The Leadership Pathway.............................................................................................................. 11 3.1 Comparative view of the Pathway: Overview ......................................................................... 13 3.2 Individual profiles: Overview................................................................................................... 18 4 Support Tools ............................................................................................................................... 23 4.1 4.2 4.3 4.4 4.5 4.6 4.7 5 6 Comparative view of the Pathway: Detailed information.................................................... 24 Layers of complexity .......................................................................................................... 45 Critical transition points ..................................................................................................... 47 Individual profiles of the Pathway ...................................................................................... 48 Self-assessment tools ....................................................................................................... 79 Development options ......................................................................................................... 95 Mapping for individuals .................................................................................................... 100

Where to from here? .................................................................................................................. 102 Appendices ................................................................................................................................ 103 A B C D Embedding the Values: Framework................................................................................. 104 Further Reading............................................................................................................... 108 Glossary of terms… ......................................................................................................... 110 Profile of the APS ............................................................................................................ 111

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This system is the result of extensive research. It takes us further down the leadership development path we started some time ago. It provides practical guidance to agencies and individuals on APS leadership development. In 1999 the SELC Framework pulled together for the first time a set of capability descriptions for Senior Executive Service (SES) employees. by providing capability descriptions and desired behaviours for Executive Level 1 through to SES Band 3. and therefore provides a common language to better deliver whole of government outcomes. the adoption of a system such as the one in the following pages is not mandatory.Introduction The Integrated Leadership System is the latest initiative to be released by the Australian Public Service Commission. trust. In our devolved APS environment. as well as tools for both agencies and individuals to use in their leadership development. as with the SELC Framework. also use the SELC Framework to develop high performing Executive Level 2 staff in preparation for potential SES selection. and use it appropriately for their circumstances. These findings are not new. and expands on the Senior Executive Leadership Capability (SELC) Framework to give a broader framework for executive and senior executive development. It also noted that capabilities (of APS people) are critical to effective whole of government work—both in terms of leadership and the range of technical and implementation skills called for to address complex policy and service delivery issues. however the MAC report has perhaps brought the development of our people into sharper focus. However. utilise the SELC Framework for the selection and development of their SES. Earlier this year. AS Podger Public Service Commissioner 16 July 2004 Page 2 . highlighted a need for the wider APS to develop skills and behaviour such as collaboration. The Career Development Assessment Centres. the Management Advisory Committee report No. and the ability to mobilise teams and work well in groups. run by the Commission. I am confident that agencies and individuals will see the benefit of the System. Departments and agencies in the main. 4—Connecting Government. It certainly provides a system that supports whole of APS leadership capabilities. and collaboration with many APS agencies.

Page 3 . Since 1999 the SELC Framework has become ‘the standard’ for SES selection and development. A report for the Australian Public Service Commission. The PS Act introduced specific obligations for the Public Service Commissioner to foster leadership. It also introduced specific responsibilities in these areas for Agency Heads and members of the Senior Executive Service (SES). It defined the leadership capabilities required to secure the long-term future of the APS. In the same year the Senior Executive Leadership Capability ‘Agencies need to ensure that sufficient “bench strength” is available to replace key people in middle and senior management and specialist positions likely to leave in the near future.’ (Public Service Leadership Emerging Issues. Nearly two years ago the Commission put in place a strategy to do just that—expand the SELC Framework. particularly for promotion and/or selection into the SES at the first level—SES Band 1. It became clear to the APS Commission that it would be useful to expand the SELC Framework to support a wider range of executive and senior executive development. and promote the APS Values and Code of Conduct. described in the following pages. Professional sporting teams always have a highly qualified person waiting on the bench capable of filling each of their critical positions and replacing players. especially for key positions and that does not simply mean the top executives. 2004) Framework (SELC Framework) was launched and formed the selection criteria for the SES. Each position should have bench strength. The result of that strategy has been the development of the Integrated Leadership System (the System). Bench strength planning is different from succession planning. coordinate APS-wide training and career development.1 Leadership development imperative The introduction of the Public Service Act 1999 (the PS Act) defined a new operating environment for the APS by formalising the devolution of powers to Agency Heads and the move from a prescriptive rules-based to a values-based environment. The public sector is no different.

It applies specifically to two sections of the PS Act relating to the Commissioner’s functions: s 41 (1)(i) ‘to co-ordinate and support APS-wide training and career development opportunities in the APS’ s 41 (1)(j) ‘to contribute to and foster leadership in the APS’. State of the Service Report 2002–2003. In particular … agencies need to ensure that: a sufficient pool of people with the right capabilities is available to replace key people in middle and senior management and specialist positions’ (APS Commission. management and technical skills in public service careers—it is not a traditional leadership model. It gives a clearer understanding of the leadership capability requirements at executive and senior executive levels. Through the System the Commission collaborates with agencies to develop leaders capable of meeting the current and future challenges faced by the APS. The System assists agencies and individuals to build and sustain leadership capability by further establishing the SELC Framework in the APS culture. Key elements of the System are: identified the next five years as crucial to the APS in the development of a sufficient cohort of potential leaders to meet the environmental and demographic changes that are expected. to support the needs of agencies and the broader APS. The System is designed to ensure the APS has the leadership capabilities and behaviours to meet the challenges of the future. 2003) understanding the capabilities required of APS leaders developing a systemic approach to capability development common descriptions of how executive and senior executive roles change in response to increasing complexity behavioural indicators for the increase in role complexity capability development partnerships. The System reflects the Commission’s statutory functions and clarifies the respective roles of agencies and the Commission. career planning and agency bench strength or succession management including: links to the Senior Executive Leadership Capability Framework APS Leadership Model the Leadership Pathway layers of complexity critical transition points self-assessment tools development methods and options. Page 4 . It recognises the Agency Heads’ responsibilities as employers and their accountability for delivering business results. It balances the relationship between leadership. The System provides a common language to support consistent whole of APS capability development.2 ‘MAC has The Integrated Leadership System The Integrated Leadership System is designed to link all aspects of leadership that impact on the APS. The System has guides and tools to support professional development. The System provides a basis for collaboration between the Commission and individual agencies.

which is an important ingredient in building whole of government capacity in the APS.1 During 2004.1 Capability development partnerships ‘In a devolved management environment. Economies of scale may make the Commission particularly helpful for smaller agencies and in the regions. then assisting their transition to a new level. Therefore the Commission’s role may change depending on an agency’s context. Agency Heads are responsible for the development of the capabilities required to achieve their agency’s business objectives. This relationship is reflected in Figure 1. 2003) Individual agencies are best placed to undertake capability development in the context of their own organisational issues. However. national consultations with agencies supported the unique roles of both agencies and the Commission. Collaboration can range from joint APS-wide activities such as the Career Development Assessment Centres to services and products tailored to an agency’s needs. 2003.’ (APS Commission. the Commission’s role in their development increases—helping prepare candidates for the next level. or a new role. State of the Service Report 2002–2003. These consultations reinforced the importance of collaboration between the Commission and agencies. This is a generic partnership model—agencies and individuals may interpret this model to suit their own needs. APS EL SES Agency role in capability development Collaboration between APS Commission and agency APS Commission role in capability development Individual commitment to development Figure 1 Capability development partnerships 1 APS Commission. and the feeder group for the SES. Page 5 . including participation in broader whole of government objectives. State of the Service Report 2002–2003. As a person increases in seniority and their APS focus widens.2. the APS Commission is in a unique position to promote interaction amongst the SES.

Figure 2 SELC Framework Page 6 . The APS Commission has now expanded the SELC Framework and identified descriptions and behaviours for each capability of the SELC Framework for executive and senior executive levels.2. The SELC Framework remains the selection criteria for entry to the SES. The SELC Framework is built around five core capability clusters: Shapes strategic thinking Achieves results Cultivates productive working relationships Exemplifies personal drive and integrity Communicates with influence. In 2001 the SELC Framework was confirmed by Agency Heads as the most suitable tool for SES selection and development. This is the Leadership Pathway (the Pathway) and is a major component of the Integrated Leadership System. The Pathway supports the development of executive and senior executive levels at different career points.2 SELC Framework and the Integrated Leadership System The Pathway embeds the SELC Framework in the APS culture by describing a distinctive developmental focus for each level of the executive and senior executive levels strengthening the capacity of the APS to appropriately identify and develop members of the SES feeder group The introduction of the SELC Framework in 1999 represented the first step to creating a common understanding of the leadership capabilities required for high performance in the APS.

a policy advisor requires subject matter expertise. APS leaders require a mixture of technical and management expertise as well as leadership capabilities as shown in Figure 3. and the level and/or role of the person. ‘Capabilities are critical to effective whole of government work— both in terms of leadership and the range of technical and implementation skills called for to address complex policy and service delivery issues’ (Connecting Government: Whole of government responses to Australia’s priority challenges. communication and relationships to ensure the advice takes account of stakeholders and can be implemented in practice. The precise balance will depend on the level of seniority of the individual. The particular mix of capabilities will vary depending on agency.2. Management Advisory Committee Report. The following pages give some examples of leadership. People in service delivery agencies need technical expertise as well as management and leadership capabilities in dealing with clients and stakeholders. 2004) APS EL SES Leadership Management Technical Increased complexity of role Figure 3 APS Leadership Model Page 7 .3 Finding the balance The System assists agencies and individuals to address their particular requirements for leadership. For example. managerial and technical components taken from the Leadership Pathway tool in Section 3. management and technical expertise. skills in administration.

At all levels. mentors and develops people Figure 4 Leadership component—examples from the Pathway The technical component Technical expertise and knowledge are fundamental requirements of every job in the workplace. intelligence and commonsense Achieves results Marshals professional expertise Contributes individual expertise to the organisation. It is the agency’s responsibility to identify specific technical expertise and knowledge requirements. as can be seen in the examples below. and encouraging others to draw upon the knowledge that is held Figure 5 Technical component—examples from the Pathway Page 8 . However. there is a strong focus in Shapes strategic thinking. however there are examples in the Pathway as can be seen below. including the whole of government agenda Achieves Results Ensures closure & delivers on intended results Cultivates Productive Working Relationships Values individual differences and diversity Capitalises on the positive benefits that can be gained from diversity and harnesses different viewpoints Offers support in times of high pressure and engages in activities to maintain morale Strives to achieve. The requirement for technical knowledge shifts with increasing seniority. and encourage others to do the same Guides. Capability Shapes strategic thinking Harnesses information and opportunities Technical component Identifies and sources relevant information. Achieves results and Cultivates productive working relationships. identifies information gaps and recognises opportunities Analyses and evaluates information to draw conclusions Shows judgement. from a requirement for depth of knowledge to one of breadth of knowledge. Capability Shapes strategic thinking Inspires a sense of purpose and direction Focuses strategically Leadership component Demonstrates and develops a vision and strategic direction for the branch/organisation Understands the organisations role within government and society.The leadership component The leadership component requires capabilities from all five capability clusters. technical knowledge and capability continue to be linked to effective performance and credibility.

as can be seen in the examples below. Risk management Achieves results Builds organisational capability and responsiveness Evaluates ongoing project performance and identifies critical success factors. Project management. Negotiation management and relationship management Communicates clearly Confidently presents messages in a clear. unambiguous language. Knowledge management and talent management Steers and implements change and deals with uncertainty Adopts a planned approach to the management of programs. Presents logical arguments and draws accurate conclusions.The managerial component As with the leadership component. Relevant ‘management fundamentals’ have been indicated in each component to demonstrate the firm link that exists between the System and the fundamentals of good management practice. risk management. Stakeholder management and relationship management Figure 6 Managerial component—examples from the Pathway Page 9 . and resource management Ensures closure and delivers on intended results Monitors project progress and identifies risks that may impact on outcomes. Change management. and resource management Communicates with influence Negotiates persuasively Approaches negotiations with a strong grasp of the key issues. critical analysis and distils the core issues. Project management and risk management Marshals professional expertise Manages contracts judiciously. intelligence and commonsense Managerial component Undertakes objective. Capability Shapes strategic thinking Shows judgement. Responds flexibly to changing demands. Operates effectively in an environment of ongoing change and uncertainty. project management. Actively ensures relevant professional input is obtained from others. However. Adjusts plans as required. the managerial component requires capabilities from all five capability clusters. Presents a convincing and balanced argument. for this component there is a strong focus in the Achieves results capability clusters. Focuses on key points for the audience and uses appropriate. concise and articulate manner.

The Values apply across regions. The Commission’s publication Embedding the APS Values (2003) (Appendix A) offers practical advice for Agency Heads and senior executives on how to achieve integration between values and actions. By linking innovation with agency business outcomes and sustainability with a whole of government and agency perspective. as its fundamental components. policies’ (SES Band 2. Page 10 . and underpin the cultural fabric of Australian government agencies. There is an emphasis on the shared role of the APS Commission and the senior managers of the APS in developing and modelling leadership. decision making. 2003) The APS Values (the Values) give management the flexibility to address change and to manage ambiguity.2. the model provides for leadership at both the operational and a whole of government level. APS leaders play a vital role in modelling the Values and ensuring they are embedded in the APS. SUSTAINABILITY INTEGRITY APS VALUES APS Commission APS Leadership Group Whole of government and Agency/APSC collaboration Figure 7 A Values base for Leadership The above model identifies the principles of innovation. coupled with core APS Values. sustainability and integrity. organisational structures and activities.4 A values-based APS ‘Values need to be explicitly linked to systematic processes—planning.

The components of the System have been designed for flexible application. State of the Service Report 2002– 2003. It illustrates the levels of complexity in which the APS operates and identifies new behavioural elements for potential leaders at each stage of their career path. and to promote cultural and behavioural change. The Pathway specifically relates to behaviours that describe leadership at executive and senior executive levels. each agency is unique with particular structures. adjusting as required to meet their particular context. Agencies are at different points in the development of their leaders. Page 11 . Human Resource practitioners will use the Pathway to: coordinate leadership development opportunities workforce plan understand bench strength support individuals in career planning. roles and contexts that may offer opportunity to exercise leadership capabilities at levels other than EL and SES. Agencies will select those aspects of the Leadership Pathway that suit their requirements. 2003) executive levels those in transition to the next level or a new role those who want to be more effective at their current level.’ (APS Commission. The Pathway is designed for use by current and future leaders of the APS and people who are responsible for leadership development. The Pathway is useful in guiding leadership capability development for: those aspiring to leadership positions at executive and senior ‘Steps need to be taken at all … levels to increase the capability of the APS to deliver whole of government outcomes … such capability requires effort to improve Service-wide leadership. However. The Pathway: supports a whole of government perspective provides a foundation for development activities clarifies capabilities and behaviours that are expected at executive and senior executive level builds on and links to the SELC Framework.3 The Leadership Pathway The Leadership Pathway identifies and describes leadership capabilities that stem from the SELC Framework. In the devolved APS environment this is inevitable.

An overview of the capability descriptions is included in this section. The Pathway may be applied differently by agencies depending on size and location. State of the Service Report 2002–2003. with behaviours identified at one level becoming the ‘floor level’ for the levels above. The Pathway The Pathway is presented in two ways: comparative view of EL1–SES B3 levels individual profiles. More detailed information on the behaviours that illustrate these capabilities is included in Section 4. Comparative view of the Pathway The comparative view in Section 3. Page 12 .1 scans across the levels from EL1 to SES B3 to identify the changes in capability at each level. 2003) The Pathway’s descriptions and behaviours are level specific rather than job specific. a critical challenge is… ensuring there is a strong pool available to take on leadership roles into the future.4. and its external environment.‘In the context of change within the APS. The profiles complement agency specific capabilities and individual job requirements. Individual profiles In Section 3. More detailed information on the behaviours that illustrate these capabilities is included in Section 4. while increased complexity is shown in italics.1. both in the short to medium term and through capability building for the longer term’ (APS Commission.2 the Pathway defines a profile for each level from EL1 to SES B3. The Pathway is a cumulative model. There are complex. subtle differences across the levels. The most significant changes in capabilities across the levels are found in: Shapes strategic thinking Achieves results Cultivates productive working relationships. Those capabilities where new behaviours have been introduced are shown in bold. An overview of the capability descriptions is included in this section. Individuals may use the profile as a guide to identify areas of strength and areas for development. The profiles enable a complete view of the capabilities that would be expected at a particular level. The profiles do not contain any mandatory requirements but are a tool to assist individuals to identify development needs and options.

systematic analysis and draws accurate conclusions based on evidence. Shows judgment. Demonstrates effective judgement to weigh up options and develop realistic solutions. encourages their contribution and communicates expected outcomes. Considers the ramifications of a wide range of issues. addresses them quickly and helps others to recognise them. Sets work tasks that align with the strategic objectives and communicates expected outcomes. critical analysis and distils the core issues. Monitors change in the environment. Anticipates long-term and strategic risks. Uses knowledge of the organisation to tailor approaches to different issues. Recognises the links between interconnected issues. Addresses any critical information gaps. Seeks to align business unit activities with strategic priorities. Draws on information and alternate viewpoints and monitors information channels to understand new issues of importance to the government. Provides advice to government that reflects analysis of a broad range of issues and the whole of government agenda. Applies lateral thinking and identifies innovative solutions. Breaks through problems and weighs up the options to identify solutions. Breaks through problems and weighs up the options to identify solutions. Note: Bold reflects new behaviour and italics reflects more complex behaviour Page 13 . Harnesses information and opportunities Gathers and investigates information from a variety of sources. Anticipates risks. Addresses any critical information gaps. Uses knowledge of the organisation to provide a context for others. Maintains an awareness of the organisation. Positions the organisation to seize opportunities and minimise threats. and explores new ideas and different viewpoints. Anticipates and seeks to minimise risks. SES B3 Champions the organisation's vision and goals and unifies business units with the strategic direction. Illustrates the relationship between operational tasks and organisational goals. Develops plans that address both current and likely future requirements. Maintains an awareness of the organisation. Encourages others’ input and communicates expected outcomes from organisational strategies. Applies intellect and knowledge to weigh up complex information and identify critical factors and issues. Identifies the implications for the organisation and applies effective judgement to develop solutions. Understands the organisation's current and potential future role within society.3. Undertakes objective. SES B2 Champions the organisation's vision and goals and promotes a shared commitment to the strategic direction. Encourages others’ input and communicates expected outcomes from organisational strategies. Probes information and identifies any critical gaps. Probes information and identifies any critical gaps. Considers the ramifications of issues and longer-term impact of own work and work area. Presents logical arguments and draws accurate conclusions. Engages others in the strategic direction of the work area. SES B1 Develops the strategic direction for the business unit and creates a shared sense of purpose by demonstrating how elements of the strategy fit together and contribute to higher-level goals. Understands the organisation's role within society and considers multiple perspectives when assessing the ramifications of key issues on the organisation and community. intelligence and commonsense Undertakes objective. Works effectively when all of the information is not available. Applies intellect and knowledge to weigh up information and identify critical factors and issues. Draws on information and alternate viewpoints and monitors information channels to understand new issues of importance to the government. Monitors change in the environment. Understands the organisation's objectives and links between the business unit. Explores possibilities and innovative alternatives. Capitalises on innovative alternatives to resolve complex problems. Helps create organisational strategies that are aligned with government objectives and likely future requirements. Encourages others’ input and communicates required actions and expected outcomes. identifies long-term opportunities and aligns organisational operations with strategic priorities. Gathers and investigates information from a variety of sources. Addresses any critical information gaps. EL2 Translates the strategy into operational goals and creates a shared sense of purpose within the business unit. anticipates priorities and develops long-term plans for own work area. organisation and whole of government agenda. looks for recent developments that may impact on own business area and finds out about best practice approaches. and explores new ideas and different viewpoints. Explores the options in full and makes sound decisions under pressure. Uses knowledge of the organisation to tailor approaches to different issues. Recognises the opportunities offered through whole of government approaches and seeks to realise them. Focuses strategically Understands the organisation's objectives and aligns operational activities accordingly.1 Comparative view of the Pathway Shapes strategic thinking EL1 Inspires a sense of purpose and direction Provides direction to others regarding the purpose and importance of their work. addresses them quickly and helps others to recognise them. Considers emerging trends. Considers multiple perspectives when assessing the ramifications of key issues and develops solutions with long-term viability for the organisation and society. Considers multiple perspectives when assessing the ramifications of issues. Engages in high-level critical thinking to identify links and discern the critical issues. Explores possibilities and creative alternatives. Considers opportunities and anticipates risk. Considers emerging trends. Monitors change in the environment. Draws on information and alternate viewpoints and monitors information channels to understand new issues of importance to the government. Understands the organisation's direction and role within government and society including the whole of government agenda. Seizes opportunities and adjusts approach to respond to threats. Capitalises on innovative alternatives to resolve complex problems. monitors the context in which the organisation operates and finds out about best practice approaches. Positions the organisation to seize opportunities and minimise threats. Provides advice to government that reflects analysis of a broad range of issues. identifies long-term opportunities and balances organisational requirements with desired whole of government outcomes. Helps create organisational strategies that are aligned with government objectives and likely future requirements.

Note: Bold reflects new behaviour and italics reflects more complex behaviour Page 14 . Ensures that ideas and intended actions become reality and that planned projects result in expected outputs. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. Manages contracts judiciously. Identifies key talent to support performance. Actively ensures stakeholders are kept informed during times of change. Shares information with others and assists them to adapt. Ensures closure and delivers on intended results Sees projects through to completion. and ensures compliance with regulatory requirements. Responds in a positive and flexible manner to change and uncertainty. defines high-level objectives and ensures translation into practical implementation strategies. Nurtures talent and engages in succession planning. EL2 Evaluates ongoing project performance and identifies critical success factors. Facilitates information accessibility and sharing. Responds in a positive and flexible manner to change and uncertainty. Seeks feedback from stakeholders to gauge satisfaction. Drives a culture of achievement. Creates a flexible environment that enables others to meet changing demands. Engages in flexible resource management and looks beyond the organisation’s boundaries to achieve the optimum resourcing combination. Commits to achieving quality outcomes and ensures documentation procedures are maintained. Facilitates information accessibility and sharing. Contributes own expertise to achieve outcomes for the business unit. Defines high-level objectives and supports translation into implementation strategies. Manages contracts judiciously. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. Commits to achieving quality outcomes and ensures documentation procedures are maintained. Seeks operational efficiency. Builds teams with complementary skills and allocates resources in a manner that delivers results. Strives for quality. SES B3 Focuses on activities that support organisational sustainability. Contributes own expertise to achieve outcomes for the business unit. Integrates professional expertise into the organisation to improve overall performance and delivery of business unit outcomes. Secures stakeholder commitment to change and maintains open communication channels during the change process. and fosters a quality focus in the organisation. Manages contracts judiciously. Actively ensures relevant professional input from others is obtained and shares own experience. Shares information with others and assists them to adapt. Establishes clear plans and timeframes for project implementation and outlines specific activities.Achieves results EL1 Builds organisational capability and responsiveness Reviews project performance and focuses on identifying opportunities for continuous improvement. Ensures that ideas and intended actions become reality and that planned projects result in expected outputs. Drives the change agenda. Enables the achievement of outcomes by identifying and removing potential barriers to success. Responds flexibly to changing circumstances. Recognises the constant nature of change and maintains flexibility. Creates a flexible environment that enables others to meet changing demands. Integrates professional expertise into the organisation to improve overall performance and delivery of organisational outcomes. Drives a culture of achievement. streamlines and adapts processes. and fosters a quality focus in the organisation. Instigates continuous improvement activities. Monitors and manages resourcing pressures for optimum outcomes. Nurtures talent and engages in succession planning. Keeps stakeholders informed of progress and any issues that arise. Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. SES B1 Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. Integrates professional expertise into the organisation to improve overall performance and delivery of organisational outcomes. Monitors progress and identifies risks that may impact on outcomes. Actively ensures relevant professional input from others is obtained and shares own experience. Adopts a planned approach to the management of programs. Enables the achievement of outcomes by identifying and removing potential barriers to success. Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. SES B2 Focuses on activities that support organisational sustainability. Values specialist expertise and capitalises on the knowledge within the organisation as well as consulting externally as appropriate. Strives to achieve and encourages others to do the same. Actively ensures stakeholders are kept informed during times of change. Coordinates projects across multiple agencies. Actively ensures relevant professional input from others is obtained and shares own experience. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. deploys resources astutely and identifies optimum resourcing combinations. Responds flexibly to changing demands. Seeks feedback from stakeholders to gauge satisfaction. Puts systems in place to establish and measure accountabilities. Monitors project progress and adjusts plans as required. Manages risks that may impede on project outcomes and ensures that key stakeholders are across all relevant issues. Defines high-level objectives and ensures translation into practical implementation strategies. Steers and implements change and deals with uncertainty Establishes clear plans and timeframes for project implementation and outlines specific activities. Drives a culture of achievement. Marshals professional expertise Values specialist expertise and capitalises on the expert knowledge and skills of others. Remains flexible and responsive to changes in requirements. Manages contracts judiciously. Keeps stakeholders informed of progress and any issues that arise. Adjusts plans as required. Oversees the implementation of multiple change initiatives with a focus on the desired outcomes. Builds teams with complementary skills and engages in succession planning.

Personally manifests strong interpersonal relations and rewards cooperative and collaborative behaviour. Fosters teamwork and rewards cooperative and collaborative behaviour. Shows a commitment to client service through own actions and those of the organisation. Anticipates and is responsive to internal and external client needs. Brings people together and encourages input from key stakeholders. anticipates reactions and tries to see things from different perspectives. Harnesses understanding of differences to anticipate reactions and enhance interactions. and tries to see things from different perspectives. Overcomes organisational silos by facilitating cooperation between organisations. encourages them and recognises their contribution. Delivers constructive feedback in a manner that gains acceptance and achieves resolution. SES B3 Builds and sustains relationships that provide a rich intelligence network. Promotes the reciprocal sharing of information to build knowledge.Cultivates productive working relationships EL1 Nurtures internal and external relationships Builds and sustains relationships with a network of key people internally and externally. Capitalises on the positive benefits that can be gained from diversity and harnesses different viewpoints. Draws on the knowledge of key stakeholders within and outside the organisation and facilitates cooperation by sharing information. and tries to see things from different perspectives. Brings people together and encourages input from key stakeholders. Celebrates success and engages in activities to maintain morale. EL2 Builds and sustains relationships with a network of key people internally and externally. Shows a commitment to client service through own actions and those of the organisation. Agrees clear performance standards and gives timely praise and recognition. Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. Capitalises on the positive benefits that can be gained from diversity and harnesses different viewpoints. Makes time for people and offers full support when required. Promotes information exchange by maintaining open communication channels. Engages the Minister’s Office on key issues. Facilitates cooperation and partnerships Involves people. Makes time for people and offers full support when required. Fosters teamwork and rewards cooperative and collaborative behaviour. and establishes cross agency approaches to address issues. Deals with under-performance promptly. Finds opportunities to share information and ensures that others are kept informed of issues. Sets clear performance standards and gives timely praise and recognition. Establishes an effective working relationship with the Minister. Offers support in times of high pressure and engages in activities to maintain morale. Anticipates and is responsive to internal and external client needs. Recognises the positive benefits that can be gained from diversity and capitalises on these for the benefit of the business unit. SES B1 Builds and sustains relationships within the organisation. Recognises the different working styles of individuals. and empowers them by delegating responsibility for work. Anticipates and resolves conflict. SES B2 Builds and sustains relationships within the organisation. Celebrates success and engages in activities to maintain morale. Harnesses understanding of differences to anticipate reactions and enhance interactions. Makes time for people and offers full support when required. Delivers constructive feedback and manages underperformance. Recognises the different working styles of individuals. across the APS and with a diverse range of external stakeholders. Encourages and motivates people to engage in continuous learning. Agrees clear performance standards and gives timely praise and recognition. Consults broadly to obtain buy-in. Identifies and develops talent. Uses understanding of differences to anticipate reactions and enhance the operation of the organisation. Recognises the different working styles of individuals. and empowers them by delegating responsibility for work. with the Minister's office. Encourages and motivates people to engage in continuous learning. Delivers constructive. objective feedback in a manner that gains acceptance and achieves resolution. Guides. Delivers constructive feedback and manages underperformance. Delivers constructive feedback and manages underperformance. Sets clear performance standards and gives timely praise and recognition. Harnesses understanding of differences to enhance interactions. Resolves conflict and manages the sensitivities involved. Works collaboratively and operates as an effective team member. Resolves conflict using appropriate strategies. Encourages and motivates people to engage in continuous learning. Note: Bold reflects new behaviour and italics reflects more complex behaviour Page 15 . Shows a commitment to client service through own actions and those of the business unit. Offers support in times of high pressure. Recognises the different working styles of individuals and tries to see things from different perspectives. Values individual differences and diversity Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. Identifies and develops talent. Makes time for people and offers full support when required. Uses understanding of differences to anticipate reactions and enhance the operation of the organisation. mentors and develops people Identifies learning opportunities for others and empowers them by delegating tasks. and empowers them by delegating tasks. and establishes cross. Consults broadly to obtain buy-in and recognises when input is required. Encourages stakeholders to work together. Looks for shared agendas and uses these to bring people together. Communicates the importance of consultation with stakeholders to others. Offers support in times of high pressure. Facilitates cooperation within and between organisations. and empowers them by delegating responsibility for work. Recognises shared agendas and works toward mutually beneficial outcomes. Deals with underperformance promptly. Proactively offers assistance for a mutually beneficial relationship. Encourages and motivates people to engage in continuous learning. with the Minister's office. Sets clear performance standards and gives timely praise and recognition. Anticipates and resolves conflict. anticipates reactions and tries to see things from different perspectives. Communicates the value of harnessing diversity for the organisation. Personally manifests strong interpersonal relations and rewards cooperative and collaborative behaviour. Makes time for people and offers full support when required.agency approaches to address issues. Recognises the different working styles of individuals. across the APS and with a diverse range of external stakeholders. Encourages stakeholders to work together. Consults and shares information and ensures others are kept informed of issues.

Displays a positive outlook in difficult situations. Clearly voices own opinion and challenges difficult or controversial issues. Remains positive and responds to pressure in a controlled manner. Acts decisively and initiates urgent action to overcome difficult problems. Displays resilience Persists and focuses on achieving objectives even in difficult circumstances. Galvanises others to act. Provides impartial and forthright advice. Represents the organisation effectively in public and internal forums. Commits energy and drive to see that goals are achieved. and embraces challenging new opportunities. Is prepared to make tough corporate decisions to achieve desired outcomes. Persists and focuses on achieving objectives even in difficult circumstances. Represents the organisation effectively in public and internal forums. Acts decisively to ensure strategies are implemented and issues are addressed. Stands by own position and supports others when required. Examines own performance and regularly seeks feedback from others. Stands by own position and supports others when required. Acknowledges mistakes and learns from them. SES B2 Adheres to and promotes the APS Values. Reflects on own behaviour and recognises the impact on others. Demonstrates personal drive. and advocates the corporate agenda. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. Seeks guidance and advice when required. Operates as an effective representative of the organisation in public and internal forums. stands by own position and supports others when required. SES B1 Adheres to and promotes the APS Values and Code of Conduct and acts with utmost integrity and professionalism. Addresses breaches of protocol and probity. Commits to action Takes personal responsibility for meeting objectives and progressing work. Rapidly recovers from setbacks. Commits to achieving key outcomes for the organisation and uses personal drive. Reflects on the impact of own behaviour on others and is responsive in adjusting behaviour. and stands by own position when challenged. Operates as an effective representative of the organisation in public and internal forums. Confidently promotes areas of strength. Is prepared to make tough corporate decisions to achieve desired outcomes. Takes responsibility for mistakes and learns from them. Continues to move forward despite criticism or setbacks. Provides impartial and forthright advice. Displays a positive outlook and maintains momentum in difficult situations. Is prepared to make tough corporate decisions to achieve desired outcomes.Exemplifies personal drive and integrity EL1 Demonstrates public service professionalism and probity Adopts a principled approach and adheres to the APS Values and Code of Conduct. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. Shows initiative and proactively steps in and does what is required. Acknowledges mistakes and learns from them. Maintains momentum and sustains effort despite criticism or setbacks. Monitors own emotional reactions and responds to pressure in a controlled manner. Demonstrates personal drive. Takes personal responsibility for meeting objectives and progressing work. Challenges important issues constructively. SES B3 Adheres to and promotes the APS Values. Uses self-insight to identify areas in which own capabilities complement other people’s. Galvanises others to act. Shows strong commitment to learning and self-development. Critically analyses own performance and seeks feedback from others. Remains positive and responds to pressure in a controlled manner. Persists and focuses on achieving organisational objectives throughout periods of extreme pressure. Commits energy and drive to see that goals are achieved. Persists and focuses on achieving organisational objectives even in difficult circumstances. Reflects on own behaviour and recognises the impact on others. Displays a positive outlook in difficult situations. Monitors own emotional reactions and responds to pressure in a controlled manner. Addresses breaches of protocol and probity. and advocates the corporate agenda. Note: Bold reflects new behaviour and italics reflects more complex behaviour Page 16 . Communicates and acts on strengths and development needs. Retains focus on the end goal and overcomes significant barriers and obstacles. Maintains control and initiates urgent action to resolve issues when required. EL2 Adopts a principled approach and adheres to the APS Values and Code of Conduct. Strives for continual learning. and accepts challenging new opportunities. Acts as a role model for leadership courage by consistently raising critical and difficult issues. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. Encourages these standards in others. Reflects on own behaviour and recognises the impact on others. and advocates the corporate agenda. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. Represents the organisation effectively in public and internal forums. Acts decisively and initiates urgent action to overcome difficult problems. Seeks guidance and advice when required. focus and energy. Persists and focuses on achieving organisational objectives even in difficult circumstances. Demonstrates a high level of self-awareness and acknowledges areas of both strength and limitation. and seeks guidance and advice when required. the Code of Conduct and aligns business processes accordingly. Seeks guidance and advice when required. Takes responsibility for mistakes and learns from them. Challenges and encourages debate on difficult or controversial issues. Is open to feedback and is responsive in adjusting behaviour. focus and energy. and seeks guidance and advice when required. Confidently promotes areas of strength and proactively identifies learning opportunities to extend skills and experience. Monitors own emotional reactions and responds to pressure in a controlled manner. Accepts accountability for mistakes made in the organisation and ensures corrective action is taken. Challenges important issues constructively. acknowledges development needs and proactively identifies related learning opportunities to extend skills and experience. Shows initiative and proactively steps in and does what is required. Galvanises others to act. Confidently communicates strengths and acknowledges development needs. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. Commits to getting the job done. Overcomes obstacles and rapidly recovers from setbacks. the Code of Conduct and aligns business processes accordingly. Acts on negative feedback to improve performance. Demonstrates self awareness and a commitment to personal development Self-evaluates performance and seeks feedback from others. Engages with risk and shows personal courage Provides impartial and forthright advice. Provides impartial and forthright advice. focus and energy to enthuse others. Shows strong commitment to learning and self-development. Commits to achieving key outcomes for the organisation. Demonstrates a high level of self-awareness and acts as a role model by openly communicating strengths and development needs. Provides impartial and forthright advice.

Focuses on key points for the audience and uses appropriate. having prepared in advance. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. Negotiates persuasively Approaches negotiations with a strong grasp of the key issues. Focuses on key points and uses appropriate. Seeks to understand the audience and reads their non-verbal cues. Focuses on the way in which the message is delivered. Encourages the support of relevant stakeholders. EL2 Confidently presents messages in a clear. Anticipates reactions and is prepared to respond. Focuses on the desired objectives and ensures negotiations remain on track. Anticipates the position of the other party. Adapts communication style and message to meet their needs. Listens carefully to others and checks to ensure their views have been understood. Identifies key stakeholders and engages their support. Focuses on the way in which the message is delivered. Creates meaning for the audience by using analogies and stories to illustrate key points. and frames arguments accordingly. Translates information for others. Checks own understanding of others’ comments and does not allow misunderstandings to linger. having prepared well in advance. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Listens carefully to others and ensures their views have been understood. Presents a convincing and balanced rationale. concise and articulate manner. and adapts approach accordingly. harnessing the most appropriate methods of communication. Seeks to understand the audience and reads their non-verbal cues. and uses techniques to illustrate the argument persuasively. and is aware of the extent of potential for compromise.Communicates with influence EL1 Communicates clearly Confidently presents messages in a clear. SES B3 Confidently presents messages in a clear and articulate manner. Focuses on key points for the audience and selects the most appropriate medium for conveying information. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Listens carefully to others and checks to ensure their views have been understood. Approaches negotiations with a strong grasp of the key issues. Structures message for brevity and presents message with precision and confidence. SES B1 Confidently presents messages in a clear. Anticipates reactions and prepares a response to address the audience’s concerns. Focuses on the desired objectives and ensures negotiations remain on track. and uses techniques to illustrate the argument persuasively. concise and articulate manner. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Seeks to understand the audience and tailors communication style and message accordingly. Focuses on key points for the audience and states the facts. Focuses on the desired objectives and ensures negotiations remain on track. focusing on key points and using appropriate. Anticipates reactions and prepares a response to address the audience’s concerns. Encourages debate and identifies common ground to facilitate agreement and acceptance of mutually beneficial solutions. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. concise and articulate manner. concise and articulate manner. Listens carefully to others and ensures their views have been understood. Seeks to understand the audience and tailors communication style and message accordingly. SES B2 Confidently presents messages in a clear. Strives to achieve an outcome that delivers benefits for both parties. Creates meaning for the audience by using analogies and stories to illustrate key points. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. Anticipates reaction and prepares a response to address the audience’s’ concerns. States the facts and uses straightforward language to aid transparency. Anticipates the position of the other party. understands and adapts to audience Seeks to understand the audience and tailors communication style and message accordingly. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. Adapts communication style and message to meet their needs. unambiguous language. Approaches negotiations with a strong grasp of the key issues. unambiguous language. Approaches negotiations with a strong grasp of the key issues. and explains the implications and ensures the conclusion is clearly conveyed. Understands the desired objectives and associated strengths and weaknesses. Anticipates the position of the other party. Presents a convincing and balanced rationale. Encourages the support of relevant stakeholders. Approaches negotiations with a strong grasp of the key issues. Identifies key stakeholders and engages their support. Listens. Presents a convincing and balanced rationale. Encourages the support of relevant stakeholders. unambiguous language. Anticipates the position of the other party. and is aware of the extent of potential for compromise. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. Note: Bold reflects new behaviour and italics reflects more complex behaviour Page 17 . Understands the desired objectives and associated strengths and weaknesses. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. and is aware of the extent of potential for compromise. Anticipates the position of the other party. Listens carefully to others and checks to ensure their views have been understood.

Identifies key talent to support performance. Focuses on key points and uses appropriate. Shows initiative and proactively steps in and does what is required. Harnesses information and opportunities Gathers and investigates information from a variety of sources. Listens. Strives to achieve an outcome that delivers benefits for both parties. Proactively offers assistance for a mutually beneficial relationship. and seeks guidance and advice when required. Shows judgment. Listens carefully to others and checks to ensure their views have been understood. unambiguous language. Continues to move forward despite criticism or setbacks. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Remains flexible and responsive to changes in requirements. intelligence and commonsense Undertakes objective. Agrees clear performance standards and gives timely praise and recognition. Engages with risk and shows personal courage Provides impartial and forthright advice. Facilitates cooperation and partnerships Involves people.3. Seeks feedback from stakeholders to gauge satisfaction. mentors and develops people Identifies learning opportunities for others and empowers them by delegating tasks. Reflects on own behaviour and recognises the impact on others. Shares information with others and assists them to adapt. concise and articulate manner. understands and adapts to audience Seeks to understand the audience and tailors communication style and message accordingly. Focuses strategically Understands the organisation's objectives and aligns operational activities accordingly. Marshals professional expertise Values specialist expertise and capitalises on the expert knowledge and skills of others.2 Individual profiles Executive Level 1 profile Shapes strategic thinking Inspires a sense of purpose and direction Provides direction to others regarding the purpose and importance of their work. Deals with underperformance promptly. Encourages the support of relevant stakeholders. Contributes own expertise to achieve outcomes for the business unit. Harnesses understanding of differences to enhance interactions. Commits energy and drive to see that goals are achieved. Breaks through problems and weighs up the options to identify solutions. Achieves results Builds organisational capability and responsiveness Reviews project performance and focuses on identifying opportunities for continuous improvement. Page 18 . Negotiates persuasively Approaches negotiations with a strong grasp of the key issues. Responds in a positive and flexible manner to change and uncertainty. Ensures closure and delivers on intended results Sees projects through to completion. Consults and shares information and ensures others are kept informed of issues. and accepts challenging new opportunities. Makes time for people and offers full support when required. Remains positive and responds to pressure in a controlled manner. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. Considers the ramifications of issues and longer-term impact of own work and work area. Challenges important issues constructively. Displays resilience Persists and focuses on achieving objectives even in difficult circumstances. Demonstrates self awareness and a commitment to personal development Self-evaluates performance and seeks feedback from others. Communicates with influence Communicates clearly Confidently presents messages in a clear. Works collaboratively and operates as an effective team member. Operates as an effective representative of the organisation in public and internal forums. encourages them and recognises their contribution. and tries to see things from different perspectives. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. Guides. having prepared in advance. Steers and implements change and deals with uncertainty Establishes clear plans and timeframes for project implementation and outlines specific activities. systematic analysis and draws accurate conclusions based on evidence. Shows strong commitment to learning and selfdevelopment. objective feedback in a manner that gains acceptance and achieves resolution. Recognises the different working styles of individuals. Sets work tasks that align with the strategic objectives and communicates expected outcomes. Maintains an awareness of the organisation. and frames arguments accordingly. Delivers constructive. Understands the desired objectives and associated strengths and weaknesses. Illustrates the relationship between operational tasks and organisational goals. Probes information and identifies any critical gaps. Anticipates the position of the other party. Commits to action Takes personal responsibility for meeting objectives and progressing work. Acknowledges mistakes and learns from them. Values individual differences and diversity Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. Anticipates and is responsive to internal and external client needs. and stands by own position when challenged. Recognises the links between interconnected issues. Communicates and acts on strengths and development needs. Monitors project progress and adjusts plans as required. Cultivates productive working relationships Nurtures internal and external relationships Builds and sustains relationships with a network of key people internally and externally. Explores possibilities and innovative alternatives. and explores new ideas and different viewpoints. monitors the context in which the organisation operates and finds out about best practice approaches. Commits to achieving quality outcomes and ensures documentation procedures are maintained. Exemplifies personal drive and integrity Demonstrates public service professionalism and probity Adopts a principled approach and adheres to the APS Values and Code of Conduct.

and empowers them by delegating tasks. Values individual differences and diversity Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. Shows strong commitment to learning and selfdevelopment. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. Negotiates persuasively Approaches negotiations with a strong grasp of the key issues. Anticipates and is responsive to internal and external client needs. Marshals professional expertise Values specialist expertise and capitalises on the knowledge within the organisation as well as consulting externally as appropriate. focusing on key points and using appropriate. Recognises shared agendas and works toward mutually beneficial outcomes. Listens. Seeks feedback from stakeholders to gauge satisfaction. intelligence and commonsense Undertakes objective. anticipates priorities and develops long-term plans for own work area. Explores possibilities and creative alternatives. Responds in a positive and flexible manner to change and uncertainty. Communicates with influence Communicates clearly Confidently presents messages in a clear. Exemplifies personal drive and integrity Demonstrates public service professionalism and probity Adopts a principled approach and adheres to the APS Values and Code of Conduct. Ensures closure and delivers on intended results Strives to achieve and encourages others to do the same. looks for recent developments that may impact on own business area and finds out about best practice approaches. Deals with under-performance promptly. and tries to see things from different perspectives. unambiguous language. Operates as an effective representative of the organisation in public and internal forums. Acts on negative feedback to improve performance. Makes time for people and offers full support when required. Anticipates the position of the other party. Adjusts plans as required. Monitors progress and identifies risks that may impact on outcomes. mentors and develops people Encourages and motivates people to engage in continuous learning. Finds opportunities to share information and ensures that others are kept informed of issues. Fosters teamwork and rewards cooperative and collaborative behaviour. Engages with risk and shows personal courage Provides impartial and forthright advice. Facilitates cooperation and partnerships Brings people together and encourages input from key stakeholders. Translates information for others. Agrees clear performance standards and gives timely praise and recognition. Commits to achieving quality outcomes and ensures documentation procedures are maintained. Achieves results Builds organisational capability and responsiveness Evaluates ongoing project performance and identifies critical success factors. Reflects on own behaviour and recognises the impact on others. Remains positive and responds to pressure in a controlled manner. Delivers constructive feedback in a manner that gains acceptance and achieves resolution. Maintains momentum and sustains effort despite criticism or setbacks. Encourages the support of relevant stakeholders. Acknowledges mistakes and learns from them. Encourages debate and identifies common ground to facilitate agreement and acceptance of mutually beneficial solutions. Focuses strategically Understands the organisation's objectives and links between the business unit. Commits to action Takes personal responsibility for meeting objectives and progressing work. Shows judgment. Cultivates productive working relationships Nurtures internal and external relationships Builds and sustains relationships with a network of key people internally and externally. Guides. stands by own position and supports others when required. Page 19 . Probes information and identifies any critical gaps. and embraces challenging new opportunities. concise and articulate manner. Listens carefully to others and checks to ensure their views have been understood. Maintains an awareness of the organisation. Presents logical arguments and draws accurate conclusions. Understands the desired objectives and associated strengths and weaknesses. Considers the ramifications of a wide range of issues. Harnesses information and opportunities Gathers and investigates information from a variety of sources. Breaks through problems and weighs up the options to identify solutions. Manages contracts judiciously. Instigates continuous improvement activities. Engages others in the strategic direction of the work area. understands and adapts to audience Seeks to understand the audience and tailors communication style and message accordingly. Resolves conflict using appropriate strategies. critical analysis and distils the core issues. Shows initiative and proactively steps in and does what is required. Anticipates reactions and is prepared to respond. Displays resilience Persists and focuses on achieving objectives even in difficult circumstances. Builds teams with complementary skills and allocates resources in a manner that delivers results. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. encourages their contribution and communicates expected outcomes. Harnesses understanding of differences to anticipate reactions and enhance interactions. and adapts approach accordingly. Checks own understanding of others’ comments and does not allow misunderstandings to linger.Executive Level 2 profile Shapes strategic thinking Inspires a sense of purpose and direction Translates the strategy into operational goals and creates a shared sense of purpose within the business unit. Shares information with others and assists them to adapt. Challenges important issues constructively. Responds flexibly to changing demands. Contributes own expertise to achieve outcomes for the business unit. Steers and implements change and deals with uncertainty Establishes clear plans and timeframes for project implementation and outlines specific activities. Anticipates and seeks to minimise risks. and explores new ideas and different viewpoints. organisation and the whole of government agenda. Commits energy and drive to see that goals are achieved. Demonstrates self awareness and a commitment to personal development Critically analyses own performance and seeks feedback from others. Confidently communicates strengths and acknowledges development needs. Recognises the different working styles of individuals. having prepared well in advance. and seeks guidance and advice when required.

Monitors own emotional reactions and responds to pressure in a controlled manner. and ensures compliance with regulatory requirements. Seizes opportunities and adjusts approach to respond to threats. focus and energy. Explores the options in full and makes sound decisions under pressure. Anticipates the position of the other party. Creates a flexible environment that enables others to meet changing demands. Guides. Actively ensures stakeholders are kept informed during times of change. Develops plans that address both current and likely future requirements. Displays a positive outlook and maintains momentum in difficult situations. Resolves conflict and manages the sensitivities involved. Demonstrates personal drive. Considers opportunities and anticipates risk. Listens. understands and adapts to audience Seeks to understand the audience and tailors communication style and message accordingly. and is aware of the extent of potential for compromise. Exemplifies personal drive and integrity Demonstrates public service professionalism and probity Adheres to and promotes the APS Values and Code of Conduct and acts with utmost integrity and professionalism. Builds teams with complementary skills and engages in succession planning. Negotiates persuasively Approaches negotiations with a strong grasp of the key issues. Values individual differences and diversity Recognises the positive benefits that can be gained from diversity and capitalises on these for the benefit of the business unit. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints.SES Band 1 profile Shapes strategic thinking Inspires a sense of purpose and direction Develops the strategic direction for the business unit and creates a shared sense of purpose by demonstrating how elements of the strategy fit together and contribute to higher-level goals. concise and articulate manner. and explains the implications and ensures the conclusion is clearly conveyed. and focuses on achieving. Represents the organisation effectively in public and internal forums. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. Addresses any critical information gaps. Facilitates cooperation within and between organisations. acknowledges development needs and proactively identifies related learning opportunities to extend skills and experience. Stands by own position and supports others when required. organisational objectives even in difficult circumstances. Defines high-level objectives and supports translation into implementation strategies. and empowers them by delegating responsibility for work. Considers multiple perspectives when assessing the ramifications of issues. Encourages these standards in others. Marshals professional expertise Integrates professional expertise into the organisation to improve overall performance and delivery of business unit outcomes. Cultivates productive working relationships Nurtures internal and external relationships Builds and sustains relationships within the organisation. Uses knowledge of the organisation to provide a context for others. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. Shows a commitment to client service through own actions and those of the business unit. Facilitates cooperation and partnerships Brings people together and encourages input from key stakeholders. with the Minister's office. Manages contracts judiciously. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Focuses on key points for the audience and uses appropriate. unambiguous language. Listens carefully to others and checks to ensure their views have been understood. Harnesses information and opportunities Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. Is prepared to make tough corporate decisions to achieve desired outcomes. across the APS and with a diverse range of external stakeholders. Focuses on the desired objectives and ensures negotiations remain on track. Responds flexibly to changing circumstances. Applies lateral thinking and identifies innovative solutions. Shows judgment. Encourages others’ input and communicates required actions and expected outcomes. Reflects on own behaviour and recognises the impact on others. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. Fosters teamwork and rewards cooperative and collaborative behaviour. Ensures closure and delivers on intended results Drives a culture of achievement. Displays resilience Persists with. Steers and implements change and deals with uncertainty Adopts a planned approach to the management of programs. Puts systems in place to establish and measure accountabilities. intelligence and commonsense Applies intellect and knowledge to weigh up complex information and identify critical factors and issues. Encourages the support of relevant stakeholders. Monitors change in the environment. Makes time for people and offers full support when required. Challenges and encourages debate on difficult or controversial issues. Offers support in time of high pressure and engages in activities to maintain morale. Delivers constructive feedback and manages under-performance. mentors and develops people Encourages and motivates people to engage in continuous learning. Anticipates reactions and prepares a response to address the audience’s concerns. Seeks to align business unit activities with strategic priorities. Focuses strategically Understands the organisation's direction and role within government and society including the whole of government agenda. Seeks guidance and advice when required. Harnesses understanding of differences to anticipate reactions and enhance interactions. Communicates with influence Communicates clearly Confidently presents messages in a clear. Galvanises others to act. Takes responsibility for mistakes and learns from them. deploys resources astutely and identifies optimum resourcing combinations. Strives for quality. Engages with risk and shows personal courage Provides impartial and forthright advice. Page 20 . Looks for shared agendas and uses these to bring people together. Recognises the different working styles of individuals. Acts decisively and initiates urgent action to overcome difficult problems. Promotes the reciprocal sharing of information to build knowledge. Manages risks that may impede on project outcomes and ensures that key stakeholders are across all relevant issues. Works effectively when all of the information is not available. Demonstrates self awareness and a commitment to personal development Examines own performance and regularly seeks feedback from others. Confidently promotes areas of strength. and tries to see things from different perspectives. Sets clear performance standards and gives timely praise and recognition. Presents a convincing and balanced rationale. and advocates the corporate agenda. Actively ensures relevant professional input from others is obtained and shares own experience. Commits to action Commits to achieving key outcomes for the organisation. Achieves results Builds organisational capability and responsiveness Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities.

Facilitates cooperation and partnerships Consults broadly to obtain buy-in. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. and fosters a quality focus in the organisation. Values individual differences and diversity Capitalises on the positive benefits that can be gained from diversity and harnesses different viewpoints. Nurtures talent and engages in succession planning. Shows a commitment to client service through own actions and those of the organisation. Actively ensures relevant professional input from others is obtained and shares own experience. Acts decisively and initiates urgent action to overcome difficult problems. Identifies key stakeholders and engages their support. Personally manifests strong interpersonal relations and rewards cooperative and collaborative behaviour. Creates a flexible environment that enables others to meet changing demands. Monitors own emotional reactions and responds to pressure in a controlled manner. Draws on the knowledge of key stakeholders within and outside the organisation and facilitates cooperation by sharing information.SES Band 2 profile Shapes strategic thinking Inspires a sense of purpose and direction Champions the organisation's vision and goals and promotes a shared commitment to the strategic direction. Displays a positive outlook in difficult situations. Presents a convincing and balanced rationale. Defines high-level objectives and ensures translation into practical implementation strategies. Harnesses information and opportunities Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. focus and energy to enthuse others. Structures message for brevity and presents message with precision and confidence. Steers and implements change and deals with uncertainty Oversees the implementation of multiple change initiatives with a focus on the desired outcomes. Provides advice to government that reflects analysis of a broad range of issues and the whole of government agenda. Marshals professional expertise Integrates professional expertise into the organisation to improve overall performance and delivery of organisational outcomes. Facilitates information accessibility and sharing. Capitalises on innovative alternatives to resolve complex problems. Communicates with influence Communicates clearly Confidently presents messages in a clear. Makes time for people and offers full support when required. across the APS and with a diverse range of external stakeholders. Engages with risk and shows personal courage Provides impartial and forthright advice. Focuses on the way in which the message is delivered. Anticipates reactions and prepares a response to address the audience’s concerns. Displays resilience Persists and focuses on achieving organisational objectives even in difficult circumstances. understands and adapts to audience Seeks to understand the audience and adapts communication style and message to meet their needs. Offers support in times of high pressure. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. Anticipates the position of the other party. mentors and develops people Identifies and develops talent. Delivers constructive feedback and manages under-performance. identifies longterm opportunities and aligns organisational operations with strategic priorities. Uses understanding of differences to anticipate reactions and enhance the operation of the organisation. Stands by own position and supports others when required. Cultivates productive working relationships Nurtures internal and external relationships Builds and sustains relationships within the organisation. Guides. Achieves results Builds organisational capability and responsiveness Focuses on activities that support organisational sustainability. Helps create organisational strategies that are aligned with government objectives and likely future requirements. Addresses breaches of protocol and probity. Uses knowledge of the organisation to tailor approaches to different issues. harnessing the most appropriate methods of communication. Anticipates and resolves conflict. and is aware of the extent of potential for compromise. Clearly voices own opinion and challenges difficult or controversial issues. Focuses strategically Understands the organisation's role within society and considers multiple perspectives when assessing the ramifications of key issues on the organisation and community. and establishes crossagency approaches to address issues. Promotes information exchange by maintaining open communication channels. Demonstrates effective judgement to weigh up options and develop realistic solutions. Shows judgment. Sets clear performance standards and gives timely praise and recognition. Focuses on the desired objectives and ensures negotiations remain on track. Manages contracts judiciously. Page 21 . Encourages stakeholders to work together. Monitors and manages resourcing pressures for optimum outcomes. Seeks guidance and advice when required. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Focuses on key points for the audience and states the facts. intelligence and commonsense Applies intellect and knowledge to weigh up information and identify critical factors and issues. Represents the organisation effectively in public and internal forums. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. Exemplifies personal drive and integrity Demonstrates public service professionalism and probity Adheres to and promotes the APS Values and Code of Conduct and aligns business processes accordingly. Listens. and uses techniques to illustrate the argument persuasively. Actively ensures stakeholders are kept informed during times of change. Celebrates success and engages in activities to maintain morale. Ensures closure and delivers on intended results Drives a culture of achievement. and advocates the corporate agenda. Creates meaning for the audience by using analogies and stories to illustrate key points. Overcomes obstacles and rapidly recovers from setbacks. Encourages and motivates people to engage in continuous learning. Demonstrates self awareness and a commitment to personal development Has a high level of selfawareness and acknowledges areas of both strength and limitation. with the Minister's office. Takes responsibility for mistakes and learns from them. Enables the achievement of outcomes by identifying and removing potential barriers to success. Looks for ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. and empowers them by delegating responsibility for work. Is prepared to make tough corporate decisions to achieve desired outcomes. Reflects on the impact of own behaviour on others and is responsive in adjusting behaviour. Recognises the different working styles of individuals. addresses them quickly and helps others to recognise them. Anticipates risks. Keeps stakeholders informed of progress and any issues that arise. Considers emerging trends. concise and articulate manner. Listens carefully to others and ensures their views have been understood. Addresses any critical information gaps. Galvanises others to act. Negotiates persuasively Approaches negotiations with a strong grasp of the key issues. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. anticipates reactions and tries to see things from different perspectives. Monitors change in the environment. Confidently promotes areas of strength and proactively identifies learning opportunities to extend skills and experience. Positions the organisation to seize opportunities and minimise threats. Encourages others’ input and communicates expected outcomes from organisational strategies. Commits to action Commits to achieving key outcomes for the organisation and uses personal drive.

and uses techniques to illustrate the argument persuasively. Guides. Offers support in time of high pressure. Shows judgment. Capitalises on innovative alternatives to resolve complex problems. Focuses on key points for the audience and selects the most appropriate medium for conveying information. Actively ensures relevant professional input from others is obtained and shares own experience. addresses them quickly and helps others to recognise them. Exemplifies personal drive and integrity Demonstrates public service professionalism and probity Adheres to and promotes the APS Values and Code of Conduct and aligns business processes accordingly. Shows a commitment to client service through own actions and those of the organisation. Considers emerging trends. and establishes cross-agency approaches to address issues. Cultivates productive working relationships Nurtures internal and external relationships Builds and sustains relationships that provide a rich intelligence network. Values individual differences and diversity Communicates the value of harnessing diversity for the organisation. mentors and develops people Identifies and develops talent. Adapts communication style and message to meet their needs. Seeks operational efficiency and streamlines and adapts processes. Considers multiple perspectives when assessing the ramifications of key issues and develops solutions with long-term viability for the organisation and society. Communicates with influence Communicates clearly Confidently presents messages in a clear and articulate manner. Rapidly recovers from setbacks. Uses knowledge of the organisation to tailor approaches to different issues. Enables the achievement of outcomes by identifying and removing potential barriers to success. Demonstrates self awareness and a commitment to personal development Demonstrates a high level of selfawareness and acts as a role model by openly communicating strengths and development needs. Listens. Ensures closure and delivers on intended results Drives a culture of achievement. Negotiates persuasively Approaches negotiations with a strong grasp of the key issues. Creates meaning for the audience by using analogies and stories to illustrate key points. Recognises the different working styles of individuals. Is prepared to make tough corporate decisions to achieve desired outcomes. Anticipates and resolves conflict. recognises when input is required. Helps create organisational strategies that are aligned with government objectives and likely future requirements. Engages in flexible resource management and looks beyond the organisation’s boundaries to achieve the optimum resourcing combination. Uses understanding of differences to anticipate reactions and enhance the operation of the organisation. Galvanises others to act. identifies long-term opportunities and balances organisational requirements with desired whole of government outcomes. and empowers them by delegating responsibility for work. Provides advice to government that reflects analysis of a broad range of issues. Manages contracts judiciously. Seeks guidance and advice when required. Celebrates success and engages in activities to maintain morale. focus and energy. Encourages others’ input and communicates expected outcomes from organisational strategies. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. Communicates the importance of consultation with stakeholders to others. Addresses breaches of protocol and probity. Delivers constructive feedback and manages under-performance. Retains focus on the end goal and overcomes significant barriers and obstacles. Capitalises on the positive benefits that can be gained from diversity and harnesses different viewpoints. understands and adapts to audience Seeks to understand the audience and reads their nonverbal cues. and is aware of the extent of potential for compromise. and advocates the corporate agenda. Demonstrates personal drive. Focuses strategically Understands the organisation's current and potential future role within society. Facilitates information accessibility and sharing. intelligence and commonsense Engages in high-level critical thinking to identify links and discern the critical issues. and fosters a quality focus in the organisation. Focuses on the desired objectives and ensures negotiations remain on track. Positions the organisation to seize opportunities and minimise threats. Recognises the constant nature of change and maintains flexibility. Keeps stakeholders informed of progress and any issues that arise. anticipates reactions and tries to see things from different perspectives. Addresses any critical information gaps. Coordinates projects across multiple agencies. Represents the organisation effectively in public and internal forums. States the facts and uses straightforward language to aid transparency. Establishes an effective working relationship with the Minister. Harnesses information and opportunities Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. Accepts accountability for mistakes made in the organisation and ensures corrective action is taken. Page 22 . Facilitates cooperation and partnerships Consults broadly to obtain buy-in. Uses self-insight to identify areas in which own capabilities complement other people’s. Monitors change in the environment. Makes time for people and offers full support when required. Encourages stakeholders to work together. Personally manifests strong interpersonal relations and rewards cooperative and collaborative behaviour. Commits to getting the job done. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. Anticipates the position of the other party. Nurtures talent and engages in succession planning. Focuses on the way in which the message is delivered. Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. Displays a positive outlook in difficult situations. Identifies key stakeholders and engages their support. Maintains control and initiates urgent action to resolve issues when required. Recognises the opportunities offered through whole of government approaches and seeks to realise them. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Provides impartial and forthright advice. Anticipates long-term and strategic risks. Presents a convincing and balanced rationale. defines high-level objectives and ensures translation into practical implementation strategies. Secures stakeholder commitment to change and maintains open communication channels during the change process. Anticipates reactions and prepares a response to address the audience’s concerns. Engages the Minister’s office on key issues. Strives for continual learning. Identifies the implications for the organisation and applies effective judgement to develop solutions. Marshals professional expertise Integrates professional expertise into the organisation to improve overall performance and delivery of organisational outcomes. Achieves results Builds organisational capability and responsiveness Focuses on activities that support organisational sustainability. Monitors own emotional reactions and responds to pressure in a controlled manner. Encourages and motivates people to engage in continuous learning. Engages with risk and shows personal courage Acts as a role model for leadership courage by consistently raising critical and difficult issues. Is open to feedback and is responsive in adjusting behaviour. Commits to action Acts decisively to ensure strategies are implemented and issues are addressed. Overcomes organisational silos by facilitating cooperation between organisations. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. Steers and implements change and deals with uncertainty Drives the change agenda. Sets clear performance standards and gives timely praise and recognition. Displays resilience Persists and focuses on achieving organisational objectives throughout periods of extreme pressure.SES Band 3 profile Shapes strategic thinking Inspires a sense of purpose and direction Champions the organisation's vision and goals and unifies business units with the strategic direction. Listens carefully to others and ensures their views have been understood.

2004) Page 23 . All components of the System have been designed for flexible application. The tools form another significant component of the System.5 4. Agencies and individuals will select those tools that suit their requirements.3 4.7 comparative view of the Leadership Pathway layers of complexity critical transition points individual profiles of the Leadership Pathway self assessment tools development methods and options mapping for individuals. 4. leaders and HR practitioners to apply the descriptions and behaviours described in the Leadership Pathway.2 4. Management Advisory Committee Report. ‘Culture and capability can be “make or break” factors for effective whole of government work’ (Connecting Government: Whole of government responses to Australia’s priority challenges.4 Support tools We have developed a number of tools to assist individuals.4 4.6 4. The tools are listed below and each is discussed in detail in the following pages. adjusting as required to meet their particular contexts.1 4.

and the changes in capability at each level. or to a new role those who want to be more effective at their current level HR practitioners will use this tool to: coordinate leadership development opportunities workforce plan understand bench strength support individuals in career planning. This tool is highly versatile for individuals and is particularly useful in guiding leadership capability development for: those who are aspiring to leadership positions at executive and senior executive levels those transitioning to the next level. 2001) The comparative view of the Leadership Pathway scans across the levels from EL1 to SES B3 and describes the behaviours. Page 24 . The most significant changes in capabilities across the levels are found in: Shapes strategic thinking Achieves results Cultivates productive working relationships.4. while a more complex application of the behaviour is shown in italics.1 Comparative view of the Pathway: Detailed information ‘Leadership capability frameworks are an integral part of the leadership development process in both the public and private sectors’ (Corporate Leadership Council: Development and application of leadership capability frameworks. Those capabilities where new behaviours have been introduced are shown in bold.

encourages others’ input to strategic plans. * Builds a shared sense of purpose and direction by demonstrating how elements of the strategy fit together. communicates the parameters and expectations surrounding the strategy. * Establishes the strategic goals for the business unit. Sets work tasks that align with the strategic objectives and communicates expected outcomes. Encourages others’ input and communicates expected outcomes from organisational strategies. Description Behavioural indicators * Communicates with others regarding the purpose of their work and the relationship between operational activities and organisational goals. * Builds a sense of shared purpose and direction by actively promoting the vision and creating alignment between organisational units and strategy. communicates the parameters and expectations surrounding the strategy. Develops the strategic direction for the business unit and creates a shared sense of purpose by demonstrating how elements of the strategy fit together and contribute to higher-level goals. * Communicates with others regarding the purpose of their work and the relationship between work unit objectives and organisational goals. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 25 . Illustrates the relationship between operational tasks and organisational goals. * Contributes to the development of organisational strategies that are linked with government objectives and are focused on the future. Provides direction to others regarding the purpose and importance of their work.Shapes strategic thinking Inspires a sense of purpose and direction EL1 EL2 SES B1 SES B2 Champions the organisation's vision and goals and promotes a shared commitment to the strategic direction. * Promotes the vision and strategy by communicating expectations and describing likely outcomes and benefits. organisational goals and the work of the unit. encourages their contribution and communicates expected outcomes. * Engages others in the organisation's vision and encourages comment. Encourages others’ input and communicates required actions and expected outcomes. translates the vision into shorter-term goals and objectives. Translates the strategy into operational goals and creates a shared sense of purpose within the business unit. * Translates high-level goals and outcomes into appropriate tasks for others. * Champions the vision and communicates the way forward. Engages others in the strategic direction of the work area. * Champions the vision and communicates the way forward. articulates the need for action. SES B3 Champions the organisation's vision and goals and unifies business units with the strategic direction. Helps create organisational strategies that are aligned with government objectives and likely future requirements. * Builds a shared sense of purpose and direction. encourages others’ input to strategic plans. * Steers the vision through the organisation. * Encourages others to provide input and comment on the strategic direction of the business unit. cascades this vision through the organisation. * Contributes to the development of organisational strategies that are linked with government objectives and are focused on the future. * Conveys expectations regarding outcomes and the timely achievement of objectives. * Steers the vision through the organisation. Encourages others’ input and communicates expected outcomes from organisational strategies. communicates links between government policy. shares this vision with others. * Builds a shared sense of purpose and direction by explaining the vision—why it has been developed and how elements of the strategy fit together. Helps create organisational strategies that are aligned with government objectives and likely future requirements. * Frames objectives in a meaningful way and communicates expectations of their achievement.

* Understands the organisation’s direction and how the work of own business area fits into the organisation. * Understands the strategic objectives of the organisation and develops work plans accordingly. * Thinks about the future. * Focuses on the future and pursues strategic alignment of actions within the business unit. Considers emerging trends. * Focuses on the future and seeks to improve the organisation’s ongoing capacity to deliver outcomes for society. * Thinks conceptually about long-term opportunities and contemplates a wide range of strategic options in conjunction with emerging trends. Understands the organisation's direction and role within government and society including the whole of government agenda. SES B3 Understands the organisation's current and potential future role within society. * Conceptualises the role of the organisation in society and considers community expectations. develops plans that balance potential future needs with immediate requirements. * Focuses on the future and aligns business operations with corporate strategies and priorities. Considers the ramifications of issues and longer-term impact of own work and work area. Behavioural indicators * Demonstrates an awareness of the implications of issues for own work and work area. Description * Positions advice to government in a broad context. Develops plans that address both current and likely future requirements. Considers multiple perspectives when assessing the ramifications of key issues and develops solutions with long-term viability for the organisation and society. with reference to stakeholder interests and the whole of government agenda. * Understands the organisation’s direction and how the work of own business area fits into the organisation. Provides advice to government that reflects analysis of a broad range of issues. Considers emerging trends. wider community and whole of government agenda. Understands the organisation's objectives and aligns operational activities accordingly. * Considers multiple perspectives when contemplating the impact of key issues and develops solutions with consideration of their long-term viability for the organisation and community. Considers multiple perspectives when assessing the ramifications of issues.Shapes strategic thinking Focuses strategically EL1 EL2 SES B1 SES B2 Understands the organisation's role within society and considers multiple perspectives when assessing the ramifications of key issues on the organisation and community. * Thinks about the future. identifies long-term opportunities and balances organisational requirements with desired whole of government outcomes. * Considers multiple perspectives when contemplating the impact key issues may have on the organisation and wider community. * Considers a wide range of issues and their implications for the business unit. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 26 . Provides advice to government that reflects analysis of a broad range of issues and the whole of government agenda. * Positions advice to government in a broad context. * Thinks conceptually about long-term opportunities and contemplates a wide range of strategic options in conjunction with emerging trends. develops long-term plans and anticipates likely priorities. * Conceptualises the role of the organisation in society and considers community expectations. organisation and the whole of government agenda. Seeks to align business unit activities with strategic priorities. * Thinks about the future and considers the longerterm implications of own work. Considers the ramifications of a wide range of issues. wider community and whole of government agenda. Understands the organisation's objectives and links between the business unit. identifies longterm opportunities and aligns organisational operations with strategic priorities. * Applies a broad view that balances organisational requirements with desired whole of government outcomes. anticipates priorities and develops long-term plans for own work area. with reference to stakeholder interests and the whole of government agenda. * Considers multiple perspectives when contemplating the impact key issues may have on the business unit.

historical and political factors affecting the organisation. explores new ideas with an open mind. Monitors change in the environment. Uses knowledge of the organisation to tailor approaches to different issues. uses resulting information to adjust approach. Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. social. Probes information and identifies any critical gaps. historical and political factors affecting the organisation. * Scans the internal and external environments. identify threats and seize emerging opportunities for the organisation. * Draws on information and alternative viewpoints from a variety of sources. business context and organisational culture. social. and ensures required information is obtained. and explores new ideas and different viewpoints. Explores new ideas with an open mind. changes in the internal and external environments. * Identifies critical information gaps. nationally and internationally. the Internet and Hansard to understand new issues of importance to the government. Maintains an awareness of the organisation. Monitors change in the environment. social. monitors information channels such as the media. * Understands the cultural. changes in the internal and external environments. monitors the context in which the organisation operates and finds out about best practice approaches. Positions the organisation to seize opportunities and minimise threats. Addresses any critical information gaps. * Investigates and applies contemporary best practice approaches in both public and private organisations. * Recognises. Addresses any critical information gaps. and is sensitive to. * Gathers and investigates information and alternate viewpoints from a variety of sources through formal and informal means. uses this information to provide a context for other people. * Scans the internal and external environment for new trends and recent developments that are likely to affect own business area. explores new ideas with an open mind. uses this knowledge to tailor different approaches to issues. Gathers and investigates information from a variety of sources. * Identifies critical information gaps and asks a range of questions to uncover valuable information. looks for recent developments that may impact on own business area and finds out about best practice approaches. * Sources information on best practice approaches adopted in both the public and private sectors. Description * Sources information on best practice approaches adopted in both the public and private sectors. nationally and internationally. and ensures required information is obtained. Uses knowledge of the organisation to provide a context for others. monitors information channels such as the media. * Draws on information and alternative viewpoints from a variety of sources. and is sensitive to. * Gathers and investigates information and alternate viewpoints from a variety of sources through formal and informal means. * Understands the cultural. Probes information and identifies any critical gaps. * Identifies critical information gaps. Gathers and investigates information from a variety of sources. Uses knowledge of the organisation to tailor approaches to different issues. * Scans the organisational environment. monitors information channels such as the media. Recognises the opportunities offered through whole of government approaches and seeks to realise them. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 27 . Addresses any critical information gaps. historical and political factors affecting the organisation. * Recognises the opportunities available through whole of government and seeks to realise them. Maintains an awareness of the organisation. Positions the organisation to seize opportunities and minimise threats. the Internet and Hansard to understand new issues of importance to the government. Monitors change in the environment. Explores new ideas with an open mind. Seizes opportunities and adjusts approach to respond to threats. uses resulting information to position the organisation to capitalise on emerging opportunities and minimise threats. * Investigates and applies contemporary best practice approaches from both public and private organisations. * Investigates and applies contemporary best practice approaches in both public and private organisations. nationally and internationally. and ensures required information is obtained. and explores new ideas and different viewpoints. Behavioural indicators * Identifies critical information gaps and asks a range of questions to uncover valuable information. * Identifies critical information gaps. uses resulting information to position the organisation to capitalise on emerging opportunities and minimise threats.Shapes strategic thinking Harnesses information and opportunities EL1 EL2 SES B1 SES B2 SES B3 Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. * Recognises. * Draws on information and alternative viewpoints from a variety of sources. Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. monitors the corporate priorities. Explores new ideas with an open mind. the Internet and Hansard to understand new issues of importance to the government. * Understands the cultural. uses this knowledge to tailor different approaches to issues.

* Weighs up options and applies sound judgement to develop realistic solutions for the organisation. * Generates and capitalises on innovative solutions to effectively resolve complex problems. intelligence and commonsense EL1 EL2 SES B1 Applies intellect and knowledge to weigh up complex information and identify critical factors and issues. * Anticipates problems and addresses them quickly. develops strategies and thinks through contingencies to manage risk. synthesises complex information and discerns the key implications for the organisation in the context of government priorities. Explores the options in full and makes sound decisions under pressure. demonstrates how recommendations solve the key problems identified. * Draws accurate conclusions and presents logical arguments that address key issues. identifies and articulates potential risks. * Selects the best option from a range of potential solutions. balances intuition and intellect to form effective judgements. * Engages in high-level critical thinking to identify the links and connections between complex issues. * Works effectively in situations of ambiguity and with issues that cannot be immediately resolved. critical analysis and distils the core issues. * Weighs up options and applies sound judgement to develop realistic solutions for the organisation. addresses them quickly and helps others to recognise them. Explores possibilities and innovative alternatives. takes appropriate action to resolve them. Undertakes objective. Considers opportunities and anticipates risk. * Selects the best option from a range of potential solutions. Breaks through problems and weighs up the options to identify solutions. discerns the key implications for the organisation. SES B3 Engages in high-level critical thinking to identify links and discern the critical issues. addresses them quickly and helps others to recognise them. Description * Systematically analyses information to identify relationships between factors. * Applies lateral and creative thinking to generate ideas and solutions. * Quickly identifies relationships between issues. Applies lateral thinking and identifies innovative solutions. Explores possibilities and creative alternatives. * Anticipates problems and takes steps to minimise or prevent them. * Generates innovative solutions to effectively resolve complex problems that may not have been experienced previously. Presents logical arguments and draws accurate conclusions. Recognises the links between interconnected issues. Anticipates risks. wellreasoned and timely decisions. systematic analysis and draws accurate conclusions based on evidence. Anticipates and seeks to minimise risks. * Quickly identifies relationships between issues. * Distils the core issues from complex information and identifies relationships between factors. draws accurate conclusions and presents logical arguments. Works effectively when all of the information is not available. * Makes clear.Shapes strategic thinking Shows judgement. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 28 . Identifies the implications for the organisation and applies effective judgement to develop solutions. * Works effectively in situations of ambiguity and with issues that cannot be immediately resolved. Capitalises on innovative alternatives to resolve complex problems. * Checks and clarifies information and avoids unwarranted assumptions. develops strategies and thinks through contingencies to manage long-term and strategic risks. synthesises complex information and discerns the key implications for the organisation in the context of government priorities. * Anticipates problems and addresses them quickly. Anticipates long-term and strategic risks. * Explores various possibilities and generates innovative alternatives. Capitalises on innovative alternatives to resolve complex problems. * Works effectively in situations of ambiguity and with issues that cannot be immediately resolved. SES B2 Applies intellect and knowledge to weigh up information and identify critical factors and issues. * Explores various possibilities and generates innovative alternatives. Behavioural indicators * Identifies problems and assesses their significance. Demonstrates effective judgement to weigh up options and develop realistic solutions. * Anticipates problems and takes steps to minimise or prevent them. Undertakes objective. demonstrates how recommendations solve the key problems identified. Breaks through problems and weighs up the options to identify solutions. identifies and manages risk.

Facilitates information accessibility and sharing. Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. Remains flexible and responsive to changes in requirements. Engages in flexible resource management and looks beyond the organisation’s boundaries to achieve the optimum resourcing combination. Responds flexibly to changing circumstances. integrates and streamlines processes to maximise effectiveness. * Responds flexibly and manages resources to meet changing demands in the environment. Builds teams with complementary skills and engages in succession planning. * Allocates resources in a flexible manner across work area to deliver the best results for the organisation. * Builds effective teams with complementary skills. SES B3 Focuses on activities that support organisational sustainability. Nurtures talent and engages in succession planning. * Facilitates information accessibility and sharing to create knowledge management strategies. resource gaps and the capability of individuals to ensure the best result. Seeks operational efficiency. * Challenges the status quo by looking for ways to improve effectiveness. * Attracts and recruits talent. deploys resources astutely and identifies optimum resourcing combinations. * Creates a flexible organisational environment that enables people to move between projects to meet changing demands. Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. * Monitors resourcing pressures and implements strategies to ensure the best results are obtained for the organisation. Reviews project performance and focuses on identifying opportunities for continuous improvement. Identifies key talent to support performance. harnesses the potential of technology and implements continuous improvement activities. * Facilitates information accessibility and sharing to create knowledge management strategies. engages in and encourages others to contribute to continuous improvement. * Attracts and recruits talent. * Deploys resources astutely. and engages in activities to achieve continuous improvement. and streamlines and adapts processes. * Evaluates projects to understand critical factors for success. engages in succession planning to nurture talent and contribute to organisational sustainability. considers resource requirements. Evaluates ongoing project performance and identifies critical success factors. * Evaluates projects and business processes to understand critical factors for success. * Implements strategies to achieve operational efficiencies. * Engages in flexible resource management. Description Behavioural indicators * Builds effective teams with complementary skills. * Responds flexibly to changing demands whilst maintaining sight of the end goal.Achieves results Builds organisational capability and responsiveness EL1 EL2 SES B1 SES B2 Focuses on activities that support organisational sustainability. attracts and recruits talent and engages in succession planning. Nurtures talent and engages in succession planning. Facilitates information accessibility and sharing. * Challenges the status quo by looking for ways to improve effectiveness. Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. Builds teams with complementary skills and allocates resources in a manner that delivers results. Responds flexibly to changing demands. looks beyond the organisation's boundaries to identify optimum resourcing combinations. Monitors and manages resourcing pressures for optimum outcomes. * Responds flexibly to changing demands whilst maintaining sight of the end goal. Creates a flexible environment that enables others to meet changing demands. * Identifies and utilises key individuals who will contribute to deliver the best results. harnesses the potential of technology and implements continuous improvement activities. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 29 . harnesses the potential of technology and implements continuous improvement activities. engages in succession planning to nurture talent and contribute to organisational sustainability. * Challenges the status quo by looking for ways to improve effectiveness. Creates a flexible environment that enables others to meet changing demands. * Creates a flexible environment within the business unit that enables people to move between projects to meet changing demands. Instigates continuous improvement activities.

* Consults internal and external experts. * Supplements internal knowledge with technical expertise from external providers and other government organisations. Manages contracts judiciously. Actively ensures relevant professional input from others is obtained and shares own experience. taps into their technical and professional knowledge and experience to improve organisational outcomes. Manages contracts judiciously. * Contributes own expertise for the benefit of the organisation. taps into their technical and professional knowledge and experience to improve organisational outcomes. Manages contracts judiciously. Actively ensures relevant professional input from others is obtained and shares own experience. * Consults internal and external experts. * Strikes a balance between using external expertise and internal knowledge and experience. * Strikes a balance between using external expertise and internal knowledge and experience. Description Values specialist expertise and capitalises on the expert knowledge and skills of others. Manages contracts judiciously. Manages contracts judiciously. * Contributes own expertise for the benefit of the business unit. * Contributes own expertise for the benefit of the organisation. encourages others to draw upon this knowledge. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 30 . SES B2 Integrates professional expertise into the organisation to improve overall performance and delivery of organisational outcomes. taps into their technical and professional knowledge and experience to improve organisational outcomes. SES B3 Integrates professional expertise into the organisation to improve overall performance and delivery of organisational outcomes.Achieves results Marshals professional expertise EL1 EL2 Values specialist expertise and capitalises on the knowledge within the organisation as well as consulting externally as appropriate. * Contributes own expertise for the benefit of the organisation. * Supplements internal knowledge with technical expertise from external providers and other government organisations. Contributes own expertise to achieve outcomes for the business unit. taps into their technical and professional knowledge and experience to improve work outcomes. encourages others to draw upon this knowledge. * Consults internal and external experts. encourages others to draw upon this knowledge. * Consults internal and external experts. encourages others to draw upon this knowledge. Actively ensures relevant professional input from others is obtained and shares own experience. * Consults internal and external experts. Contributes own expertise to achieve outcomes for the business unit. encourages others to draw upon this knowledge. * Contributes own expertise for the benefit of the business unit. * Supplements internal knowledge with technical expertise from external providers and other government organisations. Manages contracts judiciously. SES B1 Integrates professional expertise into the organisation to improve overall performance and delivery of business unit outcomes. * Strikes a balance between using external expertise and internal knowledge and experience. taps into their technical and professional knowledge and experience to improve work outcomes. Manages contracts judiciously. Behavioural indicators * Supplements internal knowledge with technical expertise from external providers and other government organisations. Manages contracts judiciously.

* Operates effectively in an environment of ongoing change. * Shares appropriate information with staff and colleagues during times of change. * Shares appropriate information with stakeholders during times of change. Defines highlevel objectives and supports translation into implementation strategies. * Identifies key stakeholders and seeks their commitment to change. anticipates likely objections and addresses them in a timely manner. Secures stakeholder commitment to change and maintains open communication channels during the change process. Actively ensures stakeholders are kept informed during times of change. * Deals positively with uncertainty and copes effectively in an environment characterised by change. * Constructs project plans that have clear and appropriate goals. Description * Drives multiple change initiatives. Coordinates projects across multiple agencies. Shares information with others and assists them to adapt. * Shares appropriate information with staff and colleagues during times of change. anticipates likely objections and addresses them in a timely manner. develops organisational plans that define required outcomes.Achieves results Steers and implements change and deals with uncertainty EL1 EL2 SES B1 SES B2 Oversees the implementation of multiple change initiatives with a focus on the desired outcomes. anticipates change and builds contingencies into plans. Behavioural indicators * Constructs project plans that have clear and appropriate goals. maintains a flexible approach to achieve organisational objectives. helps others adapt to ensure a smooth transition. develops high-level plans that define required outcomes. * Deals positively with uncertainty and copes effectively in an environment characterised by change. determines a course of action despite lack of clarity. determines a course of action despite lack of clarity. Defines highlevel objectives and ensures translation into practical implementation strategies. Responds in a positive and flexible manner to change and uncertainty. anticipates change and builds contingencies into plans. Recognises the constant nature of change and maintains flexibility. * Drives the change agenda and creates an organisation that can shift focus quickly. * Coordinates projects across multiple organisations. maintains a flexible approach to achieve objectives. timeframes and budgets. Actively ensures stakeholders are kept informed during times of change. develops organisational plans that define required outcomes. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 31 . SES B3 Establishes clear plans and timeframes for project implementation and outlines specific activities. * Shares appropriate information with stakeholders during times of change. Drives the change agenda. Adopts a planned approach to the management of programs. defines high-level objectives and ensures translation into practical implementation strategies. * Adopts a planned approach to the management of programs. Shares information with others and assists them to adapt. shares relevant information to facilitate an effective change process. * Adopts a planned approach to the management of programs. helps others adapt to ensure a smooth transition. * Operates effectively in an environment of ongoing change. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. Establishes clear plans and timeframes for project implementation and outlines specific activities. * Adopts a planned approach to the management of programs. maintains a flexible approach to achieve organisational objectives. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. oversees implementation and ensures that focus on end goals is maintained. * Accepts and embraces the ongoing nature of change. timeframes and budgets. Responds in a positive and flexible manner to change and uncertainty.

* Reviews the progress of key programs and stays focused on achieving outcomes. Ensures that ideas and intended actions become reality and that planned projects result in expected outputs. * Reports achievements to key stakeholders. * Commits to targets and strives to achieve results. and ensures compliance with regulatory requirements. engages them in program outcomes and seeks feedback. Seeks feedback from stakeholders to gauge satisfaction. Monitors project progress and adjusts plans as required. * Monitors projects against plans. Drives a culture of achievement. Ensures that ideas and intended actions become reality and that planned projects result in expected outputs. Keeps stakeholders informed of progress and any issues that arise. Commits to achieving quality outcomes and ensures documentation procedures are maintained. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 32 . adheres to documentation procedures and sees tasks through to completion. Ensures that ideas and intended actions become reality and that planned projects result in expected outputs. Monitors progress and identifies risks that may impact on outcomes. Adjusts plans as required. Seeks feedback from stakeholders to gauge satisfaction. * Fosters a quality focus across the organisation and accepts accountability for achieving agreed outcomes. Enables the achievement of outcomes by identifying and removing potential barriers to success.Achieves results Ensures closure and delivers on intended results EL1 EL2 SES B1 Drives a culture of achievement. * Adopts a 'no surprises' policy. * Maintains focus on quality to achieve key outcomes. * Identifies and seeks to remove barriers to achieving desired organisational outcomes. * Strives for high-quality outputs throughout the business unit and accepts accountability for achieving agreed outcomes. * Monitors projects against plans. * Reviews the progress of key programs and stays focused on achieving outcomes. proactively escalates issues that have not been controlled to ensure work remains on track. * Establishes systems to monitor progress against objectives and ensures that projects comply with regulatory requirements. Puts systems in place to establish and measure accountabilities. Drives a culture of achievement and fosters a quality focus in the organisation. adheres to documentation procedures and sees tasks through to completion. Strives to achieve and encourages others to do the same. encourages others to do the same. * Identifies and addresses risks that may impede work completion. * Adopts a 'no surprises' policy. encourages others to do the same. ensures work is delivered to a high standard. * Regularly seeks feedback from stakeholders to gauge their satisfaction. * Commits to targets and strives to achieve results. manages priorities and agrees adjustments to milestones as required. Keeps stakeholders informed of progress and any issues that arise. encourages others to do the same. and fosters a quality focus in the organisation. acts to ensure work is delivered to a high standard. ensures that key stakeholders are kept appropriately informed of progress. Enables the achievement of outcomes by identifying and removing potential barriers to success. * Commits to targets and strives to achieve results. Manages risks that may impede on project outcomes and ensures that key stakeholders are across all relevant issues. Commits to achieving quality outcomes and ensures documentation procedures are maintained. Description Behavioural indicators * Identifies and seeks to remove barriers to achieving desired organisational outcomes. SES B2 SES B3 Sees projects through to completion. proactively escalates issues that have not been controlled to ensure work remains on track. Strives for quality. encourages others to do the same. manages priorities and agrees on adjustments to milestones as required. * Identifies and addresses risks that may impede project completion. ensures that key stakeholders are kept appropriately informed of progress. * Maintains focus on quality to achieve key outcomes. * Commits to targets and strives to achieve results. * Regularly seeks feedback from stakeholders to gauge their satisfaction. * Fosters a quality focus across the organisation and accepts accountability for achieving agreed outcomes. acts to ensure work is delivered to a high standard.

the Minister's office. * Establishes and sustains relationships that deliver an intelligence network. Establishes an effective working relationship with the Minister. recognises. and establishes cross-agency approaches to address issues. establishes cross-agency approaches to address issues. efficient and responsive client service personally. Encourages stakeholders to work together. Encourages stakeholders to work together. Recognises shared agendas and works toward mutually beneficial outcomes. such as the Minister's office. opportunities for mutual benefit. liaises with a range of stakeholders including other teams. Anticipates and is responsive to internal and external client needs. * Takes steps to ensure the provision of prompt. with the Minister's office. prompt and professional service to them. and capitalises on. seeks to understand their needs and expectations. * Builds effective working relationships with Ministers. Description Builds and sustains relationships with a network of key people internally and externally. * Anticipates the needs of clients and provides courteous. efficient and responsive client service personally. * Takes steps to ensure the provision of prompt. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 33 . * Recognises shared agendas and works toward mutually beneficial outcomes. * Proactively builds crossagency relationships. opportunities for mutual benefit. * Takes steps to ensure the provision of prompt. Builds and sustains relationships with a network of key people internally and externally. and through the activities of the business unit. efficient and responsive client service personally. Behavioural indicators * Develops and maintains a network with others internally and externally. * Encourages key stakeholders to work together. * Builds a diverse range of relationships with key people in other organisations. Shows a commitment to client service through own actions and those of the organisation. Proactively offers assistance for a mutually beneficial relationship. across the APS and with a diverse range of external stakeholders. Shows a commitment to client service through own actions and those of the organisation. prompt and professional service to them. * Builds and sustains longterm relationships. industry groups and other relevant stakeholder groups. and through the activities of the organisation. and through the activities of the organisation. peers and colleagues across the organisation. and in other organisations. engages the support and allegiance of informal networks in formal situations. * Proactively builds crossagency relationships. and establishes cross-agency approaches to address issues. * Encourages key stakeholders to work together. * Anticipates the needs of clients and provides courteous. * Develops and maintains a network with others internally and externally. liaises with a range of stakeholders including other teams. * Invests time to sustain and broaden networks. SES B3 Builds and sustains relationships that provide a rich intelligence network. across the APS and with a diverse range of external stakeholders. * Invests time to sustain and broaden networks. the private sector.Cultivates productive working relationships Nurtures internal and external relationships EL1 EL2 SES B1 Builds and sustains relationships within the organisation. * Offers reciprocal assistance in achieving mutually beneficial outcomes. Shows a commitment to client service through own actions and those of the business unit. industry groups and other relevant stakeholder groups. * Builds and sustains relationships. * Finds shared agendas and uses these to bring people together to develop mutually beneficial outcomes. with the Minister's office. and capitalises on. SES B2 Builds and sustains relationships within the organisation. Anticipates and is responsive to internal and external client needs. recognises. follows up and maintains regular contact. and in other organisations. * Builds and sustains a diverse range of relationships with key people in other organisations such as. Looks for shared agendas and uses these to bring people together. establishes cross-agency approaches to address issues. peers and colleagues across the organisation. the private sector.

Brings people together and encourages input from key stakeholders. Anticipates and resolves conflict. recognises the contributions made by other people. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 34 . finds solutions that manage the sensitivities involved. facilitates reciprocal sharing of information to build knowledge. * Uses appropriate strategies to resolve conflicts and address concerns quickly. encourages them and recognises their contribution. Communicates the importance of consultation with stakeholders to others. Finds opportunities to share information and ensures that others are kept informed of issues. Involves people. * Communicates the importance of consulting with key stakeholders. * Draws on the knowledge of key stakeholders within and outside the organisation. * Consults broadly to obtain buy-in. recognises when input is required. Personally manifests strong interpersonal relations and rewards cooperative and collaborative behaviour. facilitates others’ relationships with the Minister. * Anticipates conflict and uses appropriate strategies to resolve conflict when it arises. facilitates cooperation between organisations by sharing information. * Brings people together and ensures the key stakeholders are involved in discussions. Overcomes organisational silos by facilitating cooperation between organisations. * Operates as an effective member of the team. * Engages the Minister’s Office on key issues. * Consults broadly to obtain buy-in. Draws on the knowledge of key stakeholders within and outside the organisation and facilitates cooperation by sharing information. bridges differences in understanding between key stakeholders. Anticipates and resolves conflict. encourages and rewards those behaviours in others. encourages people’s input and seeks contribution. Fosters teamwork and rewards cooperative and collaborative behaviour. works collaboratively and cooperatively and rewards those behaviours in others. draws on team strengths. Resolves conflict and manages the sensitivities involved. * Anticipates conflict and uses appropriate strategies to resolve conflict when it arises. works collaboratively and cooperatively. seeks input and facilitates joint ownership. Description * Facilitates cooperation between organisations by sharing information. * Models effective team working behaviours. Facilitates cooperation within and between organisations. shares information and facilitates the exchange of information by maintaining open communication channels. encourages and rewards those behaviours in others. Fosters teamwork and rewards cooperative and collaborative behaviour. shares information with key stakeholders internally and externally. Consults and shares information and ensures others are kept informed of issues. seeks input from the portfolio Secretary or CEO on contentious issues. * Overcomes organisational silos. Works collaboratively and operates as an effective team member. * Consults and promotes open discussion. shares information with key stakeholders internally and externally. * Consults and promotes open discussion. * Models effective team working behaviours. * Fosters teamwork by working collaboratively and cooperatively. * Consults and shares information with own team and upwards. Personally manifests strong interpersonal relations and rewards cooperative and collaborative behaviour. * Fosters teamwork by working collaboratively and cooperatively.Cultivates productive working relationships Facilitates cooperation and partnerships EL1 EL2 SES B1 SES B2 Consults broadly to obtain buy-in. recognises when input is required. * Brings people together and ensures the key stakeholders are involved in discussions. Promotes the reciprocal sharing of information to build knowledge. maintains a crossgovernment focus. SES B3 Consults broadly to obtain buy-in. ensures that people in own team and upwards are kept informed of progress and issues. Behavioural indicators * Facilitates cooperation between organisations by sharing information. Promotes information exchange by maintaining open communication channels. * Involves others and encourages their input. Engages the Minister’s office on key issues. Brings people together and encourages input from key stakeholders. shares information and facilitates the exchange of information by maintaining open communication channels. * Resolves conflict using appropriate strategies. maintains a crossgovernment focus. Resolves conflict using appropriate strategies. works collaboratively and cooperatively and rewards those behaviours in others. ensures people are kept informed of progress and issues.

motivations and other diverse qualities of people. * Tries to see things from the other person's perspective. harnesses different viewpoints. motivations and other diverse qualities of people. * Recognises that others have different views and experience. and uses this to enhance interactions. listens and takes action to harness the varied input for the benefit of the business unit. motivations and other diverse qualities of people. Capitalises on the positive benefits that can be gained from diversity and harnesses different viewpoints. * Tries to see things from the other person's perspective. and tries to see things from different perspectives. * Recognises that others have different views and experiences. Harnesses understanding of differences to anticipate reactions and enhance interactions. * Maintains an awareness of the personalities. and tries to see things from different perspectives. * Discerns the differing and preferred working styles of individuals and uses this information to enhance the operation of the organisation. anticipates reactions and tries to see things from different perspectives. and uses this to enhance interactions. encourages input. * Discerns the differing and preferred working styles of individuals and uses this information to enhance the operation of the organisation. * Maintains an awareness of the personalities. Behavioural indicators Description * Capitalises on the diversity present in the organisation. * Recognises that others have different views and experiences. * Discerns the differing and preferred working styles of individuals and factors this into the management of people and tasks. adopts strategies to address these. Recognises the positive benefits that can be gained from diversity and capitalises on these for the benefit of the business unit. Capitalises on the positive benefits that can be gained from diversity and harnesses different viewpoints. anticipates their reactions and adopts strategies to address them. Recognises the different working styles of individuals. * Discerns the differing and preferred working styles of individuals and uses this information to enhance the operation of the business unit. explores their contributions and capitalises on the differing perspectives. motivations and other diverse qualities of people. Harnesses understanding of differences to anticipate reactions and enhance interactions. * Anticipates when different stakeholders may clash due to differing views. motivations and other diverse qualities of people. Uses understanding of differences to anticipate reactions and enhance the operation of the organisation. * Acts as a positive role model by proactively communicating the value and importance of capitalising on diversity for the organisation. * Maintains an awareness of the personalities. adopts strategies to address these. and tries to see things from different perspectives. Uses understanding of differences to anticipate reactions and enhance the operation of the organisation. Harnesses understanding of differences to enhance interactions. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 35 . harnesses different viewpoints. * Anticipates when different stakeholders may clash due to differing views. cultural perspectives or drivers. Recognises the different working styles of individuals. and uses this to enhance interactions. Recognises the different working styles of individuals. Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. * Discerns the differing and preferred working styles of individuals and factors this into the management of people and tasks. Recognises the different working styles of individuals. explores their contributions and capitalises on the differing perspectives. and uses this to enhance interactions. cultural perspectives or drivers. Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. anticipates reactions and tries to see things from different perspectives. * Capitalises on the diversity present in the organisation. Recognises the different working styles of individuals. * Tries to see things from the other person's perspective. anticipates their reactions and adopts strategies to address them. * Maintains an awareness of the personalities. and uses this to enhance interactions.Cultivates productive working relationships Values individual differences and diversity EL1 EL2 SES B1 SES B2 SES B3 Communicates the value of harnessing diversity for the organisation. * Maintains an awareness of the personalities.

* Agrees on performance standards and conducts regular reviews. identifies development opportunities and encourages continuous learning. Offers support in times of high pressure. acknowledges and rewards achievements. * Provides clear. identifies and constructively addresses under-performance. * Celebrates success. * Sets performance standards and conducts regular reviews. addresses under-performance promptly. Identifies learning opportunities for others and empowers them by delegating tasks. addresses under-performance promptly. * Delegates responsibility for work to others with broad parameters. * Assists people in managing their time and emotional response when under high levels of pressure. Encourages and motivates people to engage in continuous learning. * Makes time for people despite competing priorities. * Provides clear. provides people with the opportunity to build their capability. * Delegates responsibility for work appropriately and provides people with opportunities to take ownership. Celebrates success and engages in activities to maintain morale. Agrees clear performance standards and gives timely praise and recognition. motivates others to take ownership. Encourages and motivates people to engage in continuous learning. constructive and timely feedback (both positive and negative) in a manner that encourages learning and achieves any required resolution. * Congratulates people on achievements and gives timely recognition for good performance. Makes time for people and offers full support when required. constructive and timely feedback (both positive and negative) in a manner that encourages learning and achieves any required resolution. provides guidance and offers full support when required. constructive and timely feedback (both positive and negative) in a manner that encourages learning and achieves any required resolution. * Makes time for people despite competing priorities. * Encourages staff to engage in development opportunities. Delivers constructive feedback and manages underperformance. SES B2 Identifies and develops talent. identifies and constructively addresses under-performance. * Assists people in managing their time and emotional response when under high levels of pressure. * Engages in activities to maintain optimism and enthusiasm. Deals with underperformance promptly. Behavioural indicators Description * Delegates tasks effectively. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 36 . * Provides clear. * Delegates tasks effectively. Offers support in times of high pressure and engages in activities to maintain morale. objective feedback in a manner that gains acceptance and achieves resolution. identifies causes and agrees on improvement targets. * Makes time for people despite competing priorities. Sets clear performance standards and gives timely praise and recognition. mentors and develops people EL1 EL2 SES B1 Encourages and motivates people to engage in continuous learning. * Agrees on performance standards and conducts regular reviews. particularly when people are challenged or during difficult times. * Congratulates people on achievements and gives timely recognition for good performance. implements formal and informal teambuilding activities. provides people with the opportunity to build their capability. provides talented people with access to targeted and stretching development opportunities. * Makes time for people despite competing priorities. * Delegates responsibility for work appropriately and provides people with opportunities to take ownership. identifies causes and agrees on improvement targets. provides clear direction and articulates parameters. identifies knowledge gaps and works with them to determine appropriate development activities. * Sets performance standards and conducts regular reviews. * Congratulates people on achievements and gives timely recognition for good performance.Cultivates productive working relationships Guides. Delivers constructive. and empowers them by delegating responsibility for work. * Celebrates success. * Assists people in managing their time and emotional response when under high levels of pressure. and empowers them by delegating responsibility for work. Makes time for people and offers full support when required. * Acts as a coach and works with people to facilitate continuous learning. identifies and constructively addresses under-performance. * Engages in activities to maintain optimism and enthusiasm. Delivers constructive feedback and manages underperformance. Celebrates success and engages in activities to maintain morale. Delivers constructive feedback and manages underperformance. Makes time for people and offers full support when required. and empowers them by delegating responsibility for work. particularly when people are challenged or during difficult times. * Provides clear. Sets clear performance standards and gives timely praise and recognition. implements formal and informal teambuilding activities. * Provides clear. implements formal and informal teambuilding activities. Encourages and motivates people to engage in continuous learning. provides guidance and offers full support when required. constructive and timely feedback (both positive and negative) in a manner that encourages learning and achieves any required resolution. and empowers them by delegating tasks. Deals with under-performance promptly. Sets clear performance standards and gives timely praise and recognition. Agrees on clear performance standards and gives timely praise and recognition. * Identifies and nurtures talent. * Identifies and nurtures talent. Makes time for people and offers full support when required. Offers support in times of high pressure. sets stretching development tasks linked to individual performance and potential. particularly when people are challenged or during difficult times. Delivers constructive feedback in a manner that gains acceptance and achieves resolution. provides clear direction and articulates parameters. constructive and timely feedback (both positive and negative) in a manner that encourages learning and achieves any required resolution. * Acts as a coach and works with people to facilitate their development. * Sets performance standards and conducts regular reviews. provides talented people with access to targeted and stretching development opportunities. acknowledges and rewards achievements. SES B3 Identifies and develops talent. * Engages in activities to maintain optimism and enthusiasm. Makes time for people and offers full support when required. * Makes time for people despite competing priorities.

legal and public policy constraints and limitations. * Makes decisions for the corporate good without favouritism or bias. * Professionally represents the organisation in public forums. * Understands. * Makes decisions for the corporate good without favouritism or bias. * Makes decisions for the corporate good without favouritism or bias. Description * Leads by example and maintains high standards of professionalism and impartiality. * Treats people fairly and equitably and is transparent in dealings with them. Operates as an effective representative of the organisation in public and internal forums. places the aims of the organisation above personal ambitions. ethical and professional way. supports other leaders. * Understands. Behavioural indicators * Adheres to the APS Values and Code of Conduct and consistently behaves in an honest. * Leads by example and maintains high standards of professionalism and impartiality. * Treats people fairly and equitably and is transparent in dealings with them. and operates within. * Professionally represents the organisation in public forums. appropriately supports and promotes the organisation's agenda. places the aims of the organisation above personal ambitions. * Makes decisions for the corporate good without favouritism or bias. Represents the organisation effectively in public and internal forums. Represents the organisation effectively in public and internal forums. * Professionally represents the organisation in public forums. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. and advocates the corporate agenda. * Presents a united leadership voice. addresses breaches of protocol and probity in an appropriate manner. *Treats people fairly and equitably and is transparent in dealings with them. * Leads by example and maintains high standards of professionalism and impartiality. and operates within. * Operates in a professional manner when representing the organisation in public and internal forums. legal and public policy constraints and limitations. expects and encourages team and colleagues to apply the same high standards. expects and encourages team and colleagues to apply the same high standards. places the aims of the organisation above personal ambitions. places the aims of the organisation above personal ambitions. SES B2 Adheres to and promotes the APS Values and Code of Conduct and aligns business processes accordingly. supports other leaders. SES B3 Adheres to and promotes the APS Values and Code of Conduct and aligns business processes accordingly. * Adheres to the APS Values and Code of Conduct and consistently behaves in an honest. * Aligns business processes with the APS Values. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. and operates within. addresses breaches of protocol and probity in an appropriate manner. ethical and professional way. ethical and professional way. * Understands. ethical and professional way. places the aims of the organisation above personal ambitions. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. and advocates the corporate agenda. legal and public policy constraints and limitations. * Makes decisions for the corporate good without favouritism or bias. Addresses breaches of protocol and probity. legal and public policy constraints and limitations. * Understands. Represents the organisation effectively in public and internal forums. Addresses breaches of protocol and probity. Operates as an effective representative of the organisation in public and internal forums. *Treats people fairly and equitably and is transparent in dealings with them. ethical and professional way. * Presents a united leadership voice. appropriately supports and promotes the organisation's agenda. * Adheres to the APS Values and Code of Conduct and consistently behaves in an honest. Encourages these standards in others. expects and encourages team and colleagues to apply the same high standards. * Operates in a professional manner when representing the organisation in public and internal forums. *Treats people fairly and equitably and is transparent in dealings with them. * Adheres to the APS Values and Code of Conduct and consistently behaves in an honest. EL2 Adopts a principled approach and adheres to the APS Values and Code of Conduct. and operates within. and operates within. * Presents a united leadership voice. * Understands. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. * Aligns business processes with the APS Values. SES B1 Adheres to and promotes the APS Values and Code of Conduct and acts with utmost integrity and professionalism. legal and public policy constraints and limitations. supports other leaders. * Adheres to the APS Values and Code of Conduct and consistently behaves in an honest. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 37 . appropriately supports and promotes the organisation's agenda.Exemplifies personal drive and integrity Demonstrates public service professionalism and probity EL1 Adopts a principled approach and adheres to the APS Values and Code of Conduct. and advocates the corporate agenda. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints.

* Encourages and contributes to debate on own ideas and the ideas of others. * Makes tough corporate decisions that are in the best interests of the government (even when these may not be popular). * Seeks advice and guidance. engages in constructive debate to address the issues. * Confronts difficult or controversial issues directly with others. * Takes ownership for decisions and accepts responsibility when things go wrong. stands by own position and supports others when required. Challenges important issues constructively. Seeks guidance and advice when required. Description Provides impartial and forthright advice. stands own ground and supports others when appropriate. discusses alternatives to find a way forward. Acknowledges mistakes and learns from them. * Provides forthright and impartial advice in a constructive manner that facilitates the achievement of government outcomes. * Encourages and contributes to debate on own ideas and the ideas of others. and seeks guidance and advice when required. is willing to make an unpopular stand and clearly voice own position. Behavioural indicators * Listens when own ideas are challenged. Acknowledges mistakes and learns from them. Seeks guidance and advice when required. SES B3 Acts as a role model for leadership courage by consistently raising critical and difficult issues. Challenges and encourages debate on difficult or controversial issues. * Encourages and contributes to debate on own ideas and the ideas of others. learns from mistakes. Provides impartial and forthright advice. stands own ground and supports others when appropriate. * Takes responsibility for mistakes and learns from them. * Seeks advice and assistance from colleagues and managers when uncertain. * Seeks advice and guidance. acknowledges when in the wrong. * Takes ownership for decisions and accepts responsibility when things go wrong. Is prepared to make tough corporate decisions to achieve desired outcomes. Challenges important issues constructively. * Challenges issues and raises objections constructively. * Seeks advice and assistance from colleagues and senior managers when uncertain. Stands by own position and supports others when required. Takes responsibility for mistakes and learns from them. Clearly voices own opinion and challenges difficult or controversial issues. SES B2 Provides impartial and forthright advice. stands own ground and supports others when appropriate. * Challenges issues and raises objections constructively. * Provides forthright and impartial advice in a constructive manner that facilitates the achievement of government outcomes. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 38 . stands own ground and supports others when appropriate. Is prepared to make tough corporate decisions to achieve desired outcomes. * Makes tough corporate decisions that are in the best interests of the government (even when these may not be popular). Takes responsibility for mistakes and learns from them. Provides impartial and forthright advice. * Takes responsibility for mistakes and learns from them. including the Minister when appropriate.Exemplifies personal drive and integrity Engages with risk and shows personal courage EL1 EL2 SES B1 Provides impartial and forthright advice. and stands by own position when challenged. learns from mistakes. Stands by own position and supports others when required. * Provides impartial and forthright advice. * Listens when own ideas are challenged. * Makes tough corporate decisions that are in the best interests of the government (even when these may not be popular). admits to not always knowing the answer to a question. and seeks guidance and advice when required. * Takes ownership for decisions and accepts responsibility when things go wrong. Is prepared to make tough corporate decisions to achieve desired outcomes. * Provides forthright and impartial advice in a constructive manner that facilitates the achievement of government outcomes. Accepts accountability for mistakes made in the organisation and ensures corrective action is taken. learns from mistakes. is willing to make an unpopular stand and clearly voice own position. * Provides impartial and forthright advice. * Seeks advice and guidance. admits to not always knowing the answer to a question. * Acts as a role model for leadership courage by adopting a principled stance on important issues. * Confronts difficult issues and challenges the position of others. discusses alternatives to find a way forward. admits to not always knowing the answer to a question. acknowledges when in the wrong. * Confronts difficult or controversial issues directly. Seeks guidance and advice when required. stands ground and defends own views when appropriate.

Exemplifies personal drive and integrity
Commits to action EL1 EL2 SES B1 SES B2 SES B3
Acts decisively to ensure strategies are implemented and issues are addressed. Demonstrates personal drive, focus and energy. Galvanises others to act. Commits to getting the job done. Maintains control and initiates urgent action to resolve issues when required. * Strives to achieve targets and maintains focus on long-term outcomes: does not give up and modifies approach to achieve targets for the organisation. Behavioural indicators * Takes the initiative, progresses work, and engages in additional tasks as required. * Gets on with the job at hand and applies self with energy and drive; commits to meeting the objectives. * Recognises and seeks to resolve issues impacting on the achievement of desired outcomes. * Takes the initiative, progresses work, and engages in additional tasks as required. * Works to get results; shows energy and drive; commits to meeting objectives. * Recognises and seeks to resolve issues impacting on the achievement of desired outcomes. * Is prepared to commit to a decision without all of the information; takes responsibility for issues that are escalated. * Shows drive, energy and initiative; gets involved and galvanises others to act to deliver key results for the organisation. * Maintains control and initiates urgent action and is responsive when there are significant issues to address.

Takes personal responsibility for meeting objectives and progressing work. Shows initiative and proactively steps in and does what is required. Commits energy and drive to see that goals are achieved.

Takes personal responsibility for meeting objectives and progressing work. Shows initiative and proactively steps in and does what is required. Commits energy and drive to see that goals are achieved.

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

Commits to achieving key outcomes for the organisation and uses personal drive, focus and energy to enthuse others. Galvanises others to act. Acts decisively and initiates urgent action to overcome difficult problems.

Description

* Takes the initiative and acts decisively to move things forward. * Shows drive, energy and initiative; gets involved and galvanises others to act to deliver key results for the organisation. * Initiates urgent action and is responsive when there are issues impacting on the achievement of outcomes.

* Takes the initiative and acts decisively to move things forward. * Shows drive, energy and initiative; gets involved and galvanises others to act to deliver key results for the organisation. * Initiates urgent action and is responsive when there are significant issues to address.

Note: Bold reflects new behaviour and italics reflect more complex behaviour

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Exemplifies personal drive and integrity
Displays resilience EL1 EL2 SES B1 SES B2 SES B3
Persists with, and focuses on achieving, organisational objectives throughout periods of extreme pressure. Monitors own emotional reactions and responds to pressure in a controlled manner. Retains focus on the end goal and overcomes significant barriers and obstacles. Rapidly recovers from setbacks. Displays a positive outlook in difficult situations. * Quickly recovers from setbacks and maintains momentum and sustains high levels of effort toward the achievement of outcomes. * Demonstrates tenacity and persists with initiatives, copes with extreme and changing demands from numerous stakeholders and maintains focus on objectives. * Maintains an optimistic outlook and focuses on the positives in difficult situations. * Stays in control of emotions and does not react negatively to stress or pressure, remains relaxed, composed and focused during a crisis.

Persists with, and focuses on achieving, objectives even in difficult circumstances. Remains positive and responds to pressure in a controlled manner. Continues to move forward despite criticism or setbacks.

Persists with, and focuses on achieving, objectives even in difficult circumstances. Remains positive and responds to pressure in a controlled manner. Maintains momentum and sustains effort despite criticism or setbacks. * Sustains high levels of effort and energy following a setback, maintains momentum and continues to move forward.

Persists with, and focuses on achieving, organisational objectives even in difficult circumstances. Monitors own emotional reactions and responds to pressure in a controlled manner. Displays a positive outlook and maintains momentum in difficult situations. * Sustains high levels of effort and energy following a setback, maintains momentum and continues to move forward.

Persists with, and focuses on achieving, organisational objectives even in difficult circumstances. Monitors own emotional reactions and responds to pressure in a controlled manner. Overcomes obstacles and rapidly recovers from setbacks. Displays a positive outlook in difficult situations. * Quickly recovers from setbacks and maintains momentum and sustains high levels of effort toward the achievement of outcomes.

Description Behavioural indicators

* Maintains effective performance levels in highly charged or highpressure situations.

* Demonstrates persistence and works hard to achieve objectives. * Maintains an optimistic outlook and focuses on the positives in difficult situations.

* Demonstrates persistence, adapts approach when required and works hard to achieve objectives. * Maintains an optimistic outlook and focuses on the positives in difficult situations.

* Demonstrates tenacity and persists with initiatives that are of benefit to the organisation and/or government. * Maintains an optimistic outlook and focuses on the positives in difficult situations. * Monitors own emotional reactions, remains calm and maintains focus when faced with criticism or pressure.

* Demonstrates tenacity and persists with initiatives that are of benefit to the organisation and/or government. * Maintains an optimistic outlook and focuses on the positives in difficult situations. * Monitors own emotional reactions, remains calm and maintains focus when faced with criticism or pressure.

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

* Withstands criticism from stakeholders and maintains composure when under pressure.

Note: Bold reflects new behaviour and italics reflect more complex behaviour

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Exemplifies personal drive and integrity
Demonstrates self awareness and a commitment to personal development EL1 EL2
Critically analyses own performance and seeks feedback from others. Confidently communicates strengths and acknowledges development needs. Acts on negative feedback to improve performance. Reflects on own behaviour and recognises the impact on others. Shows strong commitment to learning and self-development, and embraces challenging new opportunities.

SES B1

SES B2

SES B3

Self-evaluates performance and seeks feedback from others. Communicates and acts on strengths and development needs. Reflects on own behaviour and recognises the impact on others. Shows strong commitment to learning and self-development, and accepts challenging new opportunities.

Critically examines own performance and regularly seeks feedback from others. Confidently promotes areas of strength, acknowledges development needs and proactively identifies related learning opportunities to extend skills and experience. Reflects on own behaviour and recognises the impact on others.

Demonstrates a high level of self-awareness and acknowledges areas of both strength and limitation. Confidently promotes areas of strength and proactively identifies learning opportunities to extend skills and experience. Reflects on the impact of own behaviour on others and is responsive in adjusting behaviour.

Demonstrates a high level of self-awareness and acts as a role model by openly communicating strengths and development needs. Uses self-insight to identify areas in which own capabilities complement other people’s. Is open to feedback and is responsive in adjusting behaviour. Strives for continual learning. * Capitalises on the varying strengths of individuals; identifies areas in which own strengths/weaknesses complement those of colleagues, and adjusts behaviours to capitalise on these.

Description

* Reflects on own behaviours and work style and considers how they impact on others and on job performance. * Demonstrates commitment to selfdevelopment and capitalises on opportunities to extend skills and knowledge; accepts challenging new opportunities. * Communicates areas of strength, and acknowledges development needs. * Seeks feedback on behaviour and work performance and is responsive to guidance. * Spends time critically analysing own performance and identifies strengths as well as development needs.

* Reflects on own behaviours and work style and considers how they impact on others and on job performance.

* Regularly examines own behaviour and the impact on others; identifies learning opportunities. * Demonstrates commitment to selfdevelopment; proactively identifies development opportunities and seeks to extend skills and experience. * Confidently promotes areas of strength, and acknowledges development needs. * Regularly seeks feedback on performance; translates negative feedback into actions for improvement. * Examines own behaviour with reference to performance; identifies areas of strength and limitation.

* Regularly reflects on the impact of own behaviour on others to identify opportunities to increase effectiveness; adjusts behaviour accordingly.

Behavioural indicators

* Demonstrates commitment to selfdevelopment; steps out of own comfort zone and embraces challenging opportunities for growth. * Confidently communicates areas of strength, and acknowledges development needs. * Seeks feedback regarding performance; acts on feedback to achieve continual improvement. * Spends time critically analysing own performance and identifies strengths as well as development needs.

* Focuses on own development; identifies new challenges to extend experience. * Confidently promotes areas of strength, and acknowledges development needs. * Regularly seeks feedback on performance; translates negative feedback into actions for improvement. * Examines own behaviour and performance; identifies strengths and development needs.

* Strives for continual learning; identifies new challenges to extend experience. * Acts as a role model to create an environment where individuals openly discuss their strengths and development needs. * Regularly seeks feedback on performance; translates negative feedback into actions for improvement.

* Displays self-insight and is highly aware of own strengths and limitations.

Note: Bold reflects new behaviour and italics reflect more complex behaviour

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uses anecdotes and analogies to illustrate key points and bring messages to life. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 42 . Focuses on key points for the audience and states the facts. harnessing the most appropriate methods of communication. and explains the implications and ensures the conclusion is clearly conveyed. outlines the implications and ensures key conclusions are conveyed. * States the facts clearly. Creates meaning for the audience by using analogies and stories to illustrate key points. unambiguous language. concise and articulate manner. and structures written and oral communication to ensure clarity. Structures message for brevity and presents message with precision and confidence. * Presents messages with precision and confidence and selects the appropriate medium for maximum effect. * Limits the use of jargon and abbreviations. and structures written and oral communication to ensure clarity. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. * Structures messages clearly and succinctly. outlines the implications and ensures key conclusions are conveyed. concise and articulate manner. explains complex information using language appropriate for the audience. Focuses on key points for the audience and uses appropriate. * Presents key information effectively. * Presents messages with precision and confidence and selects the appropriate medium for maximum effect. Creates meaning for the audience by using analogies and stories to illustrate key points. unambiguous language. explains complex information using language appropriate for the audience. explains complex information using language appropriate for the audience. * Limits the use of jargon and abbreviations. SES B2 Confidently presents messages in a clear. focusing on key points and using appropriate. * Limits the use of jargon and abbreviations. * Structures messages clearly and succinctly. Focuses on key points and uses appropriate. Translates information for others. * Structures messages clearly and succinctly. Confidently presents messages in a clear and articulate manner. * Limits the use of jargon and abbreviations. * Structures messages clearly and succinctly. * Engages the audience. concise and articulate manner. both orally and in writing. Selects the most appropriate medium for conveying information. States the facts and uses straightforward language to aid transparency. explains complex information using language appropriate for the audience. Confidently presents messages in a clear. SES B3 Confidently presents messages in a clear. * Engages the audience. both orally and in writing. outlines the implications and ensures key conclusions are conveyed. uses anecdotes and analogies to illustrate key points and bring messages to life. concise and articulate manner. both orally and in writing. * Presents key information effectively.Communicates with influence Communicates clearly EL1 EL2 SES B1 Confidently presents messages in a clear. Focuses on key points for the audience and selects the most appropriate medium for conveying information. both orally and in writing. explains complex information using language appropriate for the audience. * Presents messages confidently and selects the appropriate medium for maximum effect. * Limits the use of jargon and abbreviations. * Presents messages confidently and selects the appropriate medium for maximum effect. * Translates information for others and focuses on clearly communicating key points. both orally and in writing. * Presents messages confidently and selects the appropriate medium for maximum effect. unambiguous language. Selects the most appropriate medium for conveying information. * Structures messages clearly and succinctly. Description Behavioural indicators * Focuses on clearly communicating key points.

Listens carefully to others and checks to ensure their views have been understood. * Adjusts presentation style on the basis of subtle nonverbal cues. skill and experience. Anticipates reactions and is prepared to respond. * Adjusts presentation style on the basis of subtle nonverbal cues. SES B2 Seeks to understand the audience and adapts communication style and message to meet their needs. Checks own understanding of others’ comments and does not allow misunderstandings to linger. * Focuses on gaining a clear understanding of others’ comments by listening. asking clarifying questions and reflecting back. Anticipates reactions and prepares a response to address the audience’s concerns. Seeks to understand the audience and tailors communication style and message accordingly. * Tailors communication style and language according to the audience’s level of knowledge. Listens carefully to others and checks to ensure their views have been understood. skill and experience. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Adapts communication style and message to meet their needs. * Anticipates the likely reaction of the audience to a message and adjusts approach to gain maximum impact. Anticipates reactions and prepares a response to address the audience’s concerns. * Understands and addresses the key concerns of the audience. * Maximises personal communication strengths and takes into account shortcomings. * Adjusts presentation style on the basis of subtle nonverbal cues.Communicates with influence Listens. Listens carefully to others and ensures their views have been understood. * Anticipates the likely reaction of the audience to a message and adjusts approach to gain maximum impact. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 43 . SES B3 Seeks to understand the audience and reads their non-verbal cues. Checks own understanding of others’ comments and does not allow misunderstandings to linger. * Maximises personal communication strengths and takes into account shortcomings. * Focuses on gaining a clear understanding of others’ comments by listening. Anticipates reactions and prepares a response to address the audience’s concerns. understands and adapts to audience EL1 EL2 SES B1 Seeks to understand the audience and tailors communication style and message accordingly. asking clarifying questions and reflecting back. Behavioural indicators Description * Focuses on gaining a clear understanding of others’ comments by listening. * Tailors communication style and language according to the audience’s level of knowledge. * Maximises personal communication strengths and takes into account shortcomings. asking clarifying questions and reflecting back. Listens carefully to others and ensures their views have been understood. * Anticipates the audience’s response and is prepared to address their concerns and objections. Checks own understanding of others’ comments and does not allow misunderstandings to linger. * Adjusts presentation style on the basis of subtle nonverbal cues. * Tailors communication style and language according to the audience’s level of knowledge. Seeks to understand the audience and tailors communication style and message accordingly. * Tailors communication style and language according to the audience’s level of knowledge. * Tailors communication style and language according to the audience’s level of knowledge. * Focuses on gaining a clear understanding of others’ comments by listening. * Maximises personal communication strengths and takes into account shortcomings. * Focuses on gaining a clear understanding of others’ comments by listening. * Maximises personal communication strengths and takes into account shortcomings. skill and experience. skill and experience. * Anticipates others’ reactions and is prepared to respond. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Listens carefully to others and checks to ensure their views have been understood. skill and experience. * Adjusts presentation style on the basis of subtle nonverbal cues. asking clarifying questions and reflecting back. asking clarifying questions and reflecting back.

Strives to achieve an outcome that delivers benefits for both parties. and adapts approach accordingly. * Develops a convincing argument. Approaches negotiations with a strong grasp of the key issues. * Encourages relevant stakeholders in supporting the position. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. Description Behavioural indicators * Presents persuasive counter-arguments. * Encourages debate and seeks to develop a clear understanding about conflicting issues. * Anticipates the stance of other parties in advance and positions own case accordingly. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. * Senses when negotiations are stalling. having prepared in advance. Encourages the support of relevant stakeholders. Anticipates the position of the other party. * Offers a convincing rationale and makes a strong case. having prepared well in advance. * Positions case in a balanced manner. avoids overselling by acknowledging risks and potential disadvantages. and uses techniques to illustrate the argument persuasively. and is aware of the extent of potential for compromise. * Ensures that negotiations remain focused on the important issues. determines the extent of potential compromise for all parties. Anticipates the position of the other party. Focuses on the desired objectives and ensures negotiations remain on track. * Acknowledges differences of opinion and addresses disagreements objectively. Presents a convincing and balanced rationale. identifies common ground. Anticipates the position of the other party. Understands the desired objectives and associated strengths and weaknesses. * Pitches messages in a way that facilitates the desired outcomes. * Offers a convincing rationale and makes a strong case. uses techniques to illustrate the argument persuasively. * Positions case by clearly highlighting its merit. uses techniques to illustrate the argument persuasively. without getting personal or aggressive. Encourages debate and identifies common ground to facilitate agreement and acceptance of mutually beneficial solutions. * Positions case by clearly highlighting its merit. determines the extent of potential compromise for all parties. * Puts forward a case firmly. Approaches negotiations with a strong grasp of the key issues. * Puts forward a case firmly. * Analyses other people’s agendas and identifies potential 'weak spots'. * Encourages relevant stakeholders in supporting the position. and takes proactive action to ensure effective resolution. * Identifies key stakeholders and seeks their support early in the negotiation. and presents the rationale with solid supporting evidence. * Ensures that negotiations remain focused on the important issues. Focuses on the way in which the message is delivered. and is aware of the extent of potential for compromise.Communicates with influence Negotiates persuasively EL1 EL2 SES B1 SES B2 Approaches negotiations with a strong grasp of the key issues. Presents a convincing and balanced rationale. and uses techniques to illustrate the argument persuasively. determines the extent of potential compromise for all parties. without getting personal or aggressive. * Analyses other people’s agendas and identifies potential 'weak spots'. without getting personal or aggressive. Focuses on the way in which the message is delivered. without getting personal or aggressive. * Acknowledges differences of opinion and addresses disagreements objectively. * Anticipates other people's likely expectations and concerns. Presents a convincing and balanced rationale. Encourages the support of relevant stakeholders. Focuses on the desired objectives and ensures negotiations remain on track. * Pitches messages in a way that facilitates the desired outcomes. Approaches negotiations with a strong grasp of the key issues. without getting personal or aggressive. and frames arguments accordingly. Encourages the support of relevant stakeholders. avoids overselling by acknowledging risks and potential disadvantages. Identifies key stakeholders and engages their support. SES B3 Approaches negotiations with a strong grasp of the key issues. and is aware of the extent of potential for compromise. * Commences negotiations with a clear understanding of the organisation's objectives and desired outcomes. * Acknowledges differences of opinion and addresses disagreements objectively. Focuses on the desired objectives and ensures negotiations remain on track. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. * Anticipates the stance of other parties in advance and positions own case accordingly. * Identifies key stakeholders and seeks their support early in the negotiation. Identifies key stakeholders and engages their support. Anticipates the position of the other party. Understands the desired objectives and associated strengths and weaknesses. Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 44 . Anticipates the position of the other party. * Offers a convincing rationale and makes a strong case. avoids overselling by acknowledging risks and potential disadvantages. * Encourages relevant stakeholders in supporting the position.

breadth of responsibility. coach and enable the achievement of their people are increasingly essential’ (‘The public sector of the future’. with the community or with outsourced providers … leaders who can establish a shared vision and sense of purpose. This is most evident in the Shapes strategic thinking and the Achieves results capabilities. or aspiring to. This is most evident in the Cultivates productive working relationships capability. This is most evident in the Achieves results capability. Breadth of responsibility—clear shift in responsibility that develops from a responsibility for achieving individual and team outcomes to a responsibility for achieving organisation wide outcomes.g. breadth of contact. Breadth on impact—shift occurs from an impact on one’s self and the team.4. 2003) Future focus—shifts from considering the longer-term implications of actions to developing a vision and direction for the future. and inspire. small agency or strong regional base. the whole organisation and then an impact on the whole of government. This is most evident in the Shapes strategic thinking capability. The following diagram expands the descriptions of these four aspects as they increase in complexity. to an impact on a business unit. Public Service Commissioner. It will help individuals identify the context that they are working in. and working across agencies. Breadth of contact—stakeholder interactions become more frequent and the range of stakeholders increases. Individuals can identify where different aspects of their role are more complex than others. Agencies will find these elements of complexity may affect levels other than executive and senior executive. Page 45 . The tool is also useful for managers to use as a basis for career planning discussions with staff. and breadth of impact. A speech by Andrew Podger. . As roles increase in seniority. ‘As the tasks of governments in a globalised society become more complex.2 Layers of complexity This tool describes the increasing layers of complexity as roles change. They are able to position themselves within the layers without perceiving their role to be at a higher level. depending on their particular context—e. the level of complexity increases in each of the four aspects—future focus.

however with a greater emphasis on defining and driving strategic direction of the group Impact shifts to the organisation A slight shift further towards organisation wide activity. ands is primarily directed towards tasks. with an emphasis on encouraging stakeholders to work together to achieve outcomes There is an additional element of building a relationship with Ministers. peers and colleagues Greater emphasis on bringing parties together to share information & knowledge with team. recognises emerging trends and aligns the business operation to capitalise on these Senior executive Engages the business unit in activities that facilitate the achievement of long-term strategic opportunities Focuses on the future with the specific aim of improving the organisation's capacity to deliver outcomes Emphasis on recognising long-term implications of own work & actions Develops plans & priorities based on consideration of long-term needs Breadth of contact Interactions are primarily with the team. with and emphasis on ensuring organisational sustainability Organisation wide responsibility is evident with a focus on removing barriers to success and looking outside the organisation for possible solutions to issues Figure 8 Increasing layers of complexity Page 46 . projects directly relevant in the job Responsibility shifts towards building business unit capacity & responsiveness Scope of responsibility moves beyond immediate priorities towards creating an environment that can flexibly respond to changing needs and circumstances Responsibility shifts towards the organisation. peers & colleagues Scope of interactions broaden and there is an increased emphasis on facilitating knowledge development and sharing Interactions reflect a cross agency focus. specifically with a remit to ensure the operational effectiveness of the unit Impact on the business unit.Executive Future focus Identifies opportunities that exist in the future. including an emphasis on unifying the organisation Breadth of responsibility Responsibility is relatively discrete. and communicating the importance of consultation throughout the organisation Breadth of impact Impact primarily on one's self and on the team Impact is on the business unit.

mentors and develops people Exemplifies personal drive and integrity Demonstrates public service professionalism and probity Engages with risk and shows personal courage Commits to action Displays resilience Demonstrates self awareness and a commitment to personal development Communicates with influence Communicates clearly Listens.3 Critical transition points Critical transition points have been identified for each capability across the various levels. The critical transition points are generalisations—agencies may expect some of these capabilities to be critical at levels other than those identified. intelligence and commonsense Achieves results Builds organisational capability and responsiveness Marshals professional expertise Steers and implements change and deals with uncertainty Ensures closure and delivers on intended results Cultivates productive working relationships Nurtures internal and external relationships Facilitates cooperation and partnerships Values individual differences and diversity Guides. the behaviours at the level below create the ‘floor level’ behaviours for the next levels.4. Capabilities Shapes strategic thinking Inspires a sense of purpose and direction Focuses strategically Harnesses information and opportunities Shows judgement. This tool is most useful in raising awareness of which capabilities will be undertaken in a different manner in a new role.1. It does not imply that only these capabilities change. understands and adapts to audience Negotiates persuasively Figure 9 Critical transition points EL1 EL2 SES B1 SES B2 SES B3 Page 47 . It is cumulative. These are points where new behaviours have been introduced and are indicated by bold text in the Comparative View of the Pathway at Section 4. This is a key characteristic to customising the Pathway and maintaining its flexibility.

and leading for commitment. The profiles describe the capabilities and behaviours expected at a particular level. or if they are in transition to the next level. or to a new role.4. Final doc v2 Page 48 . and complement agency specific capabilities and individual job requirements. A profile exists for each level from EL1 to SES B3. Leadership … is about inspiring and motivating. the relevant profile will be particularly useful in guiding their leadership capability development. The challenge is to develop individuals who can lead for high performance in this new environment’ (‘The public sector of the future’. not only to organisational outcomes but to the fundamental values and meaning of public service. Public Service Commissioner. The profiles do not contain any mandatory requirements but are tools to assist individuals to identify development needs and options. It is also useful for individuals aspiring to leadership positions at executive and senior executive levels. A speech by Andrew Podger. If an individual wants to become more effective in their current role. 2003) Another way to look at the capabilities and behaviours described in the Pathway is by individual profiles.4 Individual profiles of the Pathway ‘The devolved environment increases the complexity of the leadership task.

Probes information and identifies any critical gaps. Focuses strategically Understands the organisation's objectives and aligns operational activities accordingly. Challenges important issues constructively. Communicates and acts on strengths and development needs. and accepts challenging new opportunities. Achieves results Builds organisational capability and responsiveness Reviews project performance and focuses on identifying opportunities for continuous improvement. Commits energy and drive to see that goals are achieved. Delivers constructive. encourages them and recognises their contribution. Displays resilience Persists and focuses on achieving objectives even in difficult circumstances. objective feedback in a manner that gains acceptance and achieves resolution. Recognises the different working styles of individuals. Contributes own expertise to achieve outcomes for the business unit. Recognises the links between interconnected issues. Seeks feedback from stakeholders to gauge satisfaction. Ensures closure and delivers on intended results Sees projects through to completion. Operates as an effective representative of the organisation in public and internal forums. and stands by own position when challenged. Exemplifies personal drive and integrity Demonstrates public service professionalism and probity Adopts a principled approach and adheres to the APS Values and Code of Conduct. Illustrates the relationship between operational tasks and organisational goals. Remains positive and responds to pressure in a controlled manner. Breaks through problems and weighs up the options to identify solutions. Anticipates and is responsive to internal and external client needs. Commits to action Takes personal responsibility for meeting objectives and progressing work. understands and adapts to audience Seeks to understand the audience and tailors communication style and message accordingly. Listens. unambiguous language. concise and articulate manner. Negotiates persuasively Approaches negotiations with a strong grasp of the key issues.Executive Level 1 profile Shapes strategic thinking Inspires a sense of purpose and direction Provides direction to others regarding the purpose and importance of their work. Responds in a positive and flexible manner to change and uncertainty. Focuses on key points and uses appropriate. Commits to achieving quality outcomes and ensures documentation procedures are maintained. Facilitates cooperation and partnerships Involves people. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Understands the desired objectives and associated strengths and weaknesses. having prepared in advance. Cultivates productive working relationships Nurtures internal and external relationships Builds and sustains relationships with a network of key people internally and externally. Continues to move forward despite criticism or setbacks. Harnesses understanding of differences to enhance interactions. Shows strong commitment to learning and selfdevelopment. and seeks guidance and advice when required. Shows judgment. Consults and shares information and ensures others are kept informed of issues. Remains flexible and responsive to changes in requirements. Demonstrates self awareness and a commitment to personal development Self-evaluates performance and seeks feedback from others. intelligence and commonsense Undertakes objective. Makes time for people and offers full support when required. Maintains an awareness of the organisation. Steers and implements change and deals with uncertainty Establishes clear plans and timeframes for project implementation and outlines specific activities. mentors and develops people Identifies learning opportunities for others and empowers them by delegating tasks. Encourages the support of relevant stakeholders. Identifies key talent to support performance. Harnesses information and opportunities Gathers and investigates information from a variety of sources. Considers the ramifications of issues and longer-term impact of own work and work area. Reflects on own behaviour and recognises the impact on others. Strives to achieve an outcome that delivers benefits for both parties. Anticipates the position of the other party. Agrees clear performance standards and gives timely praise and recognition. Monitors project progress and adjusts plans as required. and frames arguments accordingly. Engages with risk and shows personal courage Provides impartial and forthright advice. Deals with underperformance promptly. Acknowledges mistakes and learns from them. Shares information with others and assists them to adapt. Works collaboratively and operates as an effective team member. Proactively offers assistance for a mutually beneficial relationship. Marshals professional expertise Values specialist expertise and capitalises on the expert knowledge and skills of others. Guides. Explores possibilities and innovative alternatives. monitors the context in which the organisation operates and finds out about best practice approaches. Sets work tasks that align with the strategic objectives and communicates expected outcomes. Page 49 . Communicates with influence Communicates clearly Confidently presents messages in a clear. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. and tries to see things from different perspectives. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. Listens carefully to others and checks to ensure their views have been understood. Values individual differences and diversity Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. Shows initiative and proactively steps in and does what is required. systematic analysis and draws accurate conclusions based on evidence. and explores new ideas and different viewpoints.

demonstrates how recommendations solve the key problems identified. * Selects the best option from a range of potential solutions. Undertakes objective. * Identifies problems and assesses their significance. * Understands the strategic objectives of the organisation and develops work plans accordingly. systematic analysis and draws accurate conclusions based on evidence. Explores possibilities and innovative alternatives. business context and organisational culture. * Identifies critical information gaps and asks a range of questions to uncover valuable information. Illustrates the relationship between operational tasks and organisational goals. * Explores various possibilities and generates innovative alternatives. * Thinks about the future and considers the longer-term implications of own work.Capability descriptions and behavioural indicators Shapes strategic thinking Capability EL1 Focuses strategically Harnesses information and opportunities Shows judgement. takes appropriate action to resolve them. explores new ideas with an open mind. Recognises the links between interconnected issues. * Gathers and investigates information and alternate viewpoints from a variety of sources through formal and informal means. * Systematically analyses information to identify relationships between factors. intelligence and commonsense Inspires a sense of purpose and direction Provides direction to others regarding the purpose and importance of their work. Considers the ramifications of issues and longer-term impact of own work and work area. Breaks through problems and weighs up the options to identify solutions. Page 50 . Behavioural indicators * Translates high-level goals and outcomes into appropriate tasks for others. Gathers and investigates information from a variety of sources. and explores new ideas and different viewpoints. monitors the context in which the organisation operates and finds out about best practice approaches. * Conveys expectations regarding outcomes and the timely achievement of objectives. * Demonstrates an awareness of the implications of issues for own work and work area. * Sources information on best practice approaches adopted in both the public and private sectors. Maintains an awareness of the organisation. * Checks and clarifies information and avoids unwarranted assumptions. Probes information and identifies any critical gaps. monitors the corporate priorities. * Communicates with others regarding the purpose of their work and the relationship between operational activities and organisational goals. Sets work tasks that align with the strategic objectives and communicates expected outcomes. Description Understands the organisation's objectives and aligns operational activities accordingly. draws accurate conclusions and presents logical arguments. * Scans the organisational environment.

adheres to documentation procedures and sees tasks through to completion. timeframes and budgets. * Deals positively with uncertainty and copes effectively in an environment characterised by change. Monitors project progress and adjusts plans as required. Page 51 . ensures work is delivered to a high standard. Behavioural indicators * Evaluates projects to understand critical factors for success. * Regularly seeks feedback from stakeholders to gauge their satisfaction. * Responds flexibly to changing demands whilst maintaining sight of the end goal. Contributes own expertise to achieve outcomes for the business unit. taps into their technical and professional knowledge and experience to improve work outcomes. encourages others to draw upon this knowledge. helps others adapt to ensure a smooth transition. * Consults internal and external experts. * Identifies and utilises key individuals who will contribute to deliver the best results. determines a course of action despite lack of clarity. * Constructs project plans that have clear and appropriate goals. * Monitors projects against plans. * Shares appropriate information with staff and colleagues during times of change. Remains flexible and responsive to changes in requirements. Commits to achieving quality outcomes and ensures documentation procedures are maintained. * Maintains focus on quality to achieve key outcomes. * Contributes own expertise for the benefit of the business unit. Sees projects through to completion. Shares information with others and assists them to adapt. Responds in a positive and flexible manner to change and uncertainty. Identifies key talent to support performance. Establishes clear plans and timeframes for project implementation and outlines specific activities. Description Values specialist expertise and capitalises on the expert knowledge and skills of others. anticipates change and builds contingencies into plans.Achieves results Capability EL1 Marshals professional expertise Steers and implements change and deals with uncertainty Ensures closure and delivers on intended results Builds organisational capability and responsiveness Reviews project performance and focuses on identifying opportunities for continuous improvement. and engages in activities to achieve continuous improvement. Seeks feedback from stakeholders to gauge satisfaction. manages priorities and agrees adjustments to milestones as required.

Proactively offers assistance for a mutually beneficial relationship. * Develops and maintains a network with others internally and externally. Deals with underperformance promptly. Anticipates and is responsive to internal and external client needs. identifies knowledge gaps and works with them to determine appropriate development activities. * Agrees on performance standards and conducts regular reviews. ensures people are kept informed of progress and issues. Consults and shares information and ensures others are kept informed of issues. * Delegates tasks effectively. Works collaboratively and operates as an effective team member. explores their contributions and capitalises on the differing perspectives. and tries to see things from different perspectives. * Makes time for people despite competing priorities. provides clear direction and articulates parameters. and in other organisations. works collaboratively and cooperatively. prompt and professional service to them. recognises the contributions made by other people. * Operates as an effective member of the team. * Maintains an awareness of the personalities. mentors and develops people Nurtures internal and external relationships Facilitates cooperation and partnerships Description Builds and sustains relationships with a network of key people internally and externally. constructive and timely feedback (both positive and negative) in a manner that encourages learning and achieves any required resolution. * Recognises that others have different views and experience. Behavioural indicators Page 52 . Involves people. Recognises the different working styles of individuals. Agrees clear performance standards and gives timely praise and recognition. Delivers constructive. identifies causes and agrees on improvement targets. encourages them and recognises their contribution. objective feedback in a manner that gains acceptance and achieves resolution. draws on team strengths.Cultivates productive working relationships Capability EL1 Values individual differences and diversity Guides. and uses this to enhance interactions. * Tries to see things from the other person's perspective. Makes time for people and offers full support when required. provides guidance and offers full support when required. * Offers reciprocal assistance in achieving mutually beneficial outcomes. * Encourages staff to engage in development opportunities. Identifies learning opportunities for others and empowers them by delegating tasks. liaises with a range of stakeholders including other teams. * Builds and sustains relationships. * Consults and shares information with own team and upwards. * Provides clear. addresses underperformance promptly. Harnesses understanding of differences to enhance interactions. * Discerns the differing and preferred working styles of individuals and factors this into the management of people and tasks. * Involves others and encourages their input. Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. peers and colleagues across the organisation. * Anticipates the needs of clients and provides courteous. motivations and other diverse qualities of people. * Congratulates people on achievements and gives timely recognition for good performance.

Operates as an effective representative of the organisation in public and internal forums. and acknowledges development needs. and seeks guidance and advice when required. * Takes the initiative. * Spends time critically analysing own performance and identifies strengths as well as development needs. places the aims of the organisation above personal ambitions. * Communicates areas of strength. * Makes decisions for the corporate good without favouritism or bias. * Treats people fairly and equitably and is transparent in dealings with them. * Challenges issues and raises objections constructively. and stands by own position when challenged. * Seeks advice and assistance from colleagues and senior managers when uncertain. accepts challenging new opportunities. * Recognises and seeks to resolve issues impacting on the achievement of desired outcomes. Description Takes personal responsibility for meeting objectives and progressing work. * Takes responsibility for mistakes and learns from them. * Demonstrates persistence and works hard to achieve objectives. * Listens when own ideas are challenged. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. and accepts challenging new opportunities. Persists and focuses on achieving objectives even in difficult circumstances. Acknowledges mistakes and learns from them. Commits energy and drive to see that goals are achieved. * Gets on with the job at hand and applies self with energy and drive. acknowledges when in the wrong. * Demonstrates commitment to selfdevelopment and capitalises on opportunities to extend skills and knowledge. discusses alternatives to find a way forward. Challenges important issues constructively. Shows initiative and proactively steps in and does what is required. and engages in additional tasks as required. * Maintains effective performance levels in highly charged or highpressure situations. * Maintains an optimistic outlook and focuses on the positives in difficult situations. * Understands and operates within legal and public policy constraints and limitations. * Seeks feedback on behaviour and work performance and is responsive to guidance.Exemplifies personal drive and integrity Capability EL1 Commits to action Displays resilience Demonstrates self awareness and a commitment to personal development Self-evaluates performance and seeks feedback from others. * Reflects on own behaviours and work style and considers how they impact on others and on job performance. * Stays controlled when under pressure. Reflects on own behaviour and recognises the impact on others. Continues to move forward despite criticism or setbacks. ethical and professional way. Remains positive and responds to pressure in a controlled manner. Demonstrates public service professionalism and probity Adopts a principled approach and adheres to the APS Values and Code of Conduct. * Provides impartial and forthright advice. Shows strong commitment to learning and selfdevelopment. * Operates in a professional manner when representing the organisation in public and internal forums. Behavioural indicators Page 53 . Engages with risk and shows personal courage Provides impartial and forthright advice. * Adheres to the APS Values and Code of Conduct and consistently behaves in an honest. progresses work. does not react personally to criticism. Communicates and acts on strengths and development needs. stands ground and defends own views when appropriate. commits to meeting the objectives.

Strives to achieve an outcome that delivers benefits for both parties. * Commences negotiations with a clear understanding of the organisation's objectives and desired outcomes. Approaches negotiations with a strong grasp of the key issues. * Understands and addresses the key concerns of the audience. skill and experience. * Puts forward a case firmly. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. and frames arguments accordingly. * Structures messages clearly and succinctly. concise and articulate manner. Encourages the support of relevant stakeholders. Behavioural indicators * Limits the use of jargon and abbreviations. * Maximises personal communication strengths and takes into account shortcomings. * Encourages relevant stakeholders in supporting the position. having prepared in advance. unambiguous language. * Focuses on gaining a clear understanding of others’ comments by listening. * Anticipates the stance of other parties in advance and positions own case accordingly. explains complex information using language appropriate for the audience. both orally and in writing. * Presents messages confidently and selects the appropriate medium for maximum effect. * Adjusts presentation style on the basis of subtle non-verbal cues. Anticipates the position of the other party. Checks own understanding of others’ comments and does not allow misunderstandings to linger. * Tailors communication style and language according to the audience’s level of knowledge. Understands the desired objectives and associated strengths and weaknesses. Page 54 .Communicates with influence Capability EL1 Listens. without getting personal or aggressive. understands and adapts to audience Negotiates persuasively Communicates clearly Confidently presents messages in a clear. * Presents persuasive counter-arguments. Listens carefully to others and checks to ensure their views have been understood. * Focuses on clearly communicating key points. asking clarifying questions and reflecting back. Description Seeks to understand the audience and tailors communication style and message accordingly. Focuses on key points and uses appropriate.

Listens. unambiguous language. Anticipates and seeks to minimise risks. Communicates with influence Communicates clearly Confidently presents messages in a clear. Demonstrates self awareness and a commitment to personal development Critically analyses own performance and seeks feedback from others. Shows initiative and proactively steps in and does what is required. Marshals professional expertise Values specialist expertise and capitalises on the knowledge within the organisation as well as consulting externally as appropriate. stands by own position and supports others when required. Presents logical arguments and draws accurate conclusions. Shows strong commitment to learning and selfdevelopment. Exemplifies personal drive and integrity Demonstrates public service professionalism and probity Adopts a principled approach and adheres to the APS Values and Code of Conduct. Displays resilience Persists and focuses on achieving objectives even in difficult circumstances. Considers the ramifications of a wide range of issues. Delivers constructive feedback in a manner that gains acceptance and achieves resolution. Resolves conflict using appropriate strategies. Recognises shared agendas and works toward mutually beneficial outcomes. Responds in a positive and flexible manner to change and uncertainty. Reflects on own behaviour and recognises the impact on others. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Commits to action Takes personal responsibility for meeting objectives and progressing work. focusing on key points and using appropriate. Harnesses information and opportunities Gathers and investigates information from a variety of sources. Acknowledges mistakes and learns from them. Harnesses understanding of differences to anticipate reactions and enhance interactions. understands and adapts to audience Seeks to understand the audience and tailors communication style and message accordingly. and explores new ideas and different viewpoints. Deals with under-performance promptly. Fosters teamwork and rewards cooperative and collaborative behaviour. Engages with risk and shows personal courage Provides impartial and forthright advice. looks for recent developments that may impact on own business area and finds out about best practice approaches. Probes information and identifies any critical gaps. Guides. Finds opportunities to share information and ensures that others are kept informed of issues. Manages contracts judiciously. Agrees clear performance standards and gives timely praise and recognition. having prepared well in advance. and embraces challenging new opportunities. Understands the desired objectives and associated strengths and weaknesses. Responds flexibly to changing demands. Note: shaded areas represent critical transition points. Steers and implements change and deals with uncertainty Establishes clear plans and timeframes for project implementation and outlines specific activities. Recognises the different working styles of individuals. and adapts approach accordingly. and tries to see things from different perspectives. and seeks guidance and advice when required. Achieves results Builds organisational capability and responsiveness Evaluates ongoing project performance and identifies critical success factors. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. Operates as an effective representative of the organisation in public and internal forums. Cultivates productive working relationships Nurtures internal and external relationships Builds and sustains relationships with a network of key people internally and externally. Ensures closure and delivers on intended results Strives to achieve and encourages others to do the same. Adjusts plans as required. Encourages debate and identifies common ground to facilitate agreement and acceptance of mutually beneficial solutions. Breaks through problems and weighs up the options to identify solutions. Challenges important issues constructively. Explores possibilities and creative alternatives. Acts on negative feedback to improve performance. Anticipates reactions and is prepared to respond. Seeks feedback from stakeholders to gauge satisfaction. Remains positive and responds to pressure in a controlled manner. concise and articulate manner. Commits energy and drive to see that goals are achieved. Anticipates the position of the other party. Contributes own expertise to achieve outcomes for the business unit. Facilitates cooperation and partnerships Brings people together and encourages input from key stakeholders. Shares information with others and assists them to adapt. Negotiates persuasively Approaches negotiations with a strong grasp of the key issues. Instigates continuous improvement activities. Translates information for others. Listens carefully to others and checks to ensure their views have been understood. Page 55 . Confidently communicates strengths and acknowledges development needs. organisation and the whole of government agenda. mentors and develops people Encourages and motivates people to engage in continuous learning. intelligence and commonsense Undertakes objective. Anticipates and is responsive to internal and external client needs. Makes time for people and offers full support when required. anticipates priorities and develops long-term plans for own work area. Focuses strategically Understands the organisation's objectives and links between the business unit. Monitors progress and identifies risks that may impact on outcomes. Encourages the support of relevant stakeholders. Values individual differences and diversity Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. critical analysis and distils the core issues.Executive Level 2 profile Shapes strategic thinking Inspires a sense of purpose and direction Translates the strategy into operational goals and creates a shared sense of purpose within the business unit. Commits to achieving quality outcomes and ensures documentation procedures are maintained. Maintains an awareness of the organisation. encourages their contribution and communicates expected outcomes. Builds teams with complementary skills and allocates resources in a manner that delivers results. Maintains momentum and sustains effort despite criticism or setbacks. Engages others in the strategic direction of the work area. Shows judgment. and empowers them by delegating tasks.

Gathers and investigates information from a variety of sources. Behavioural indicators * Communicates with others regarding the purpose of their work and the relationship between work unit objectives and organisational goals. * Understands the organisation’s direction and how the work of own business area fits into the organisation. Probes information and identifies any critical gaps. explores new ideas with an open mind. Engages others in the strategic direction of the work area. encourages their contribution and communicates expected outcomes. anticipates priorities and develops long-term plans for own work area. identifies and articulates potential risks. Presents logical arguments and draws accurate conclusions. and explores new ideas and different viewpoints. Undertakes objective. intelligence and commonsense Inspires a sense of purpose and direction Translates the strategy into operational goals and creates a shared sense of purpose within the business unit. Understands the organisation's objectives and links between the business unit. * Frames objectives in a meaningful way and communicates expectations of their achievement. * Distils the core issues from complex information and identifies relationships between factors. * Identifies critical information gaps and asks a range of questions to uncover valuable information. demonstrates how recommendations solve the key problems identified. organisation and the whole of government agenda. looks for recent developments that may impact on own business area and finds out about best practice approaches. Considers the ramifications of a wide range of issues. develops long-term plans and anticipates likely priorities. * Sources information on best practice approaches adopted in both the public and private sectors. Maintains an awareness of the organisation. Explores possibilities and creative alternatives. * Draws accurate conclusions and presents logical arguments that address key issues. * Gathers and investigates information and alternate viewpoints from a variety of sources through formal and informal means. * Thinks about the future. Description * Encourages others to provide input and comment on the strategic direction of the business unit. * Builds a shared sense of purpose and direction. * Anticipates problems and takes steps to minimise or prevent them. * Scans the internal and external environment for new trends and recent developments that are likely to affect own business area. * Considers a wide range of issues and their implications for the business unit. Breaks through problems and weighs up the options to identify solutions. translates the vision into shorter-term goals and objectives. critical analysis and distils the core issues. * Selects the best option from a range of potential solutions.Capability descriptions and behavioural indicators Shapes strategic thinking Capability EL2 Focuses strategically Harnesses information and opportunities Shows judgement. Anticipates and seeks to minimise risks. Page 56 . * Explores various possibilities and generates innovative alternatives. wider community and whole of government agenda.

proactively escalates issues that have not been controlled to ensure work remains on track. * Contributes own expertise for the benefit of the business unit. helps others adapt to ensure a smooth transition. Responds flexibly to changing demands. * Maintains focus on quality to achieve key outcomes. Responds in a positive and flexible manner to change and uncertainty. * Consults internal and external experts. determines a course of action despite lack of clarity. Manages contracts judiciously. * Identifies and addresses risks that may impede work completion. Adjusts plans as required. Contributes own expertise to achieve outcomes for the business unit. * Regularly seeks feedback from stakeholders to gauge their satisfaction. * Supplements internal knowledge with technical expertise from external providers and other government organisations. adheres to documentation procedures and sees tasks through to completion. * Evaluates projects and business processes to understand critical factors for success. continuous improvement. manages priorities and agrees on adjustments to milestones as required. * Deals positively with uncertainty and copes effectively in an environment characterised by change. timeframes and budgets. Monitors progress and identifies risks that may impact on outcomes.Achieves results Capability EL2 Marshals professional expertise Steers and implements change and deals with uncertainty Ensures closure and delivers on intended results Builds organisational capability and responsiveness Evaluates ongoing project performance and identifies critical success factors. * Shares appropriate information with staff and colleagues during times of change. taps into their technical and professional knowledge and experience to improve work outcomes. Seeks feedback from stakeholders to gauge satisfaction. encourages others to do the same. Manages contracts judiciously. Strives to achieve and encourages others to do the same. encourages others to draw upon this knowledge. Behavioural indicators Page 57 . Commits to achieving quality outcomes and ensures documentation procedures are maintained. acts to ensure work is delivered to a high standard. * Allocates resources in a flexible manner across work area to deliver the best results for the organisation. * Constructs project plans that have clear and appropriate goals. Shares information with others and assists them to adapt. Description * Builds effective teams with complementary skills. anticipates change and builds contingencies into plans. Establishes clear plans and timeframes for project implementation and outlines specific activities. engages in. Builds teams with complementary skills and allocates resources in a manner that delivers results. Instigates continuous improvement activities. * Monitors projects against plans. Values specialist expertise and capitalises on the knowledge within the organisation as well as consulting externally as appropriate. and encourages others to contribute to. * Commits to targets and strives to achieve results. * Responds flexibly to changing demands whilst maintaining sight of the end goals.

* Builds and sustains long-term relationships. identifies causes and agrees on improvement targets. liaises with a range of stakeholders including other teams. Delivers constructive feedback in a manner that gains acceptance and achieves resolution. provides clear direction and articulates parameters. Recognises shared agendas and works toward mutually beneficial outcomes. Anticipates and is responsive to internal and external client needs. and empowers them by delegating tasks. * Uses appropriate strategies to resolve conflicts and address concerns quickly. Behavioural indicators Page 58 . encourages people’s input and seeks contribution. explores their contributions and capitalises on the differing perspectives. and uses this to enhance interactions. * Acts as a coach and works with people to facilitate their development. * Recognises that others have different views and experience. * Recognises shared agendas and works toward mutually beneficial outcomes. * Provides clear. * Tries to see things from the other person's perspective. * Makes time for people despite competing priorities. prompt and professional service to them. provides guidance and offers full support when required. * Discerns the differing and preferred working styles of individuals and factors this into the management of people and tasks. shares information with key stakeholders internally and externally. Deals with under-performance promptly. Brings people together and encourages input from key stakeholders. Resolves conflict using appropriate strategies. * Consults. encourages and rewards those behaviours in others. mentors and develops people Nurtures internal and external relationships Facilitates cooperation and partnerships Description Builds and sustains relationships with a network of key people internally and externally. Finds opportunities to share information and ensures that others are kept informed of issues. motivations and other diverse qualities of people. * Agrees on performance standards and conducts regular reviews. and in other organisations. * Congratulates people on achievements and gives timely recognition for good performance. Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. Fosters teamwork and rewards cooperative and collaborative behaviour. promotes open discussion. * Delegates tasks effectively. identifies development opportunities and encourages continuous learning. and tries to see things from different perspectives. * Anticipates the needs of clients and provides courteous. Makes time for people and offers full support when required. addresses underperformance promptly. * Maintains an awareness of the personalities. * Brings people together and ensures the key stakeholders are involved in discussions. * Fosters teamwork by working collaboratively and cooperatively. Recognises the different working styles of individuals.Cultivates productive working relationships Capability EL2 Values individual differences and diversity Guides. anticipates their reactions and adopts strategies to address them. Agrees on clear performance standards and gives timely praise and recognition. ensures that people in own team and upwards are kept informed of progress and issues. Harnesses understanding of differences to anticipate reactions and enhance interactions. Encourages and motivates people to engage in continuous learning. peers and colleagues across the organisation. constructive and timely feedback (both positive and negative) in a manner that encourages learning and achieves any required resolution. * Develops and maintains a network with others internally and externally.

acts on feedback to achieve continual improvement. Commits energy and drive to see that goals are achieved. commits to meeting objectives. Acknowledges mistakes and learns from them. Acts on negative feedback to improve performance. maintains momentum and continues to move forward. * Demonstrates persistence. * Challenges issues and raises objections constructively. * Spends time critically analysing own performance and identifies strengths as well as development needs. * Maintains an optimistic outlook and focuses on the positives in difficult situations. Demonstrates public service professionalism and probity Adopts a principled approach and adheres to the APS Values and Code of Conduct. * Withstands criticism from stakeholders and maintains composure when under pressure. steps out of own comfort zone and embraces challenging opportunities for growth. discusses alternatives to find a way forward. and seeks guidance and advice when required. Confidently communicates strengths and acknowledges development needs. * Works to get results. stands by own position and supports others when required. Reflects on own behaviour and recognises the impact on others. * Takes responsibility for mistakes and learns from them. Remains positive and responds to pressure in a controlled manner. Challenges important issues constructively. * Demonstrates commitment to selfdevelopment. * Sustains high levels of effort and energy following a setback. * Listens when own ideas are challenged. Operates as an effective representative of the organisation in public and internal forums. * Provides impartial and forthright advice. * Seeks feedback regarding performance.Exemplifies personal drive and integrity Capability EL2 Commits to action Displays resilience Demonstrates selfawareness and a commitment to personal development Critically analyses own performance and seeks feedback from others. Maintains momentum and sustains effort despite criticism or setbacks. and embraces challenging new opportunities. * Confidently communicates areas of strength and acknowledges development needs. places the aims of the organisation above personal ambitions. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. * Takes the initiative. Behavioural indicators Page 59 . * Seeks advice and assistance from colleagues and managers when uncertain. Shows strong commitment to learning and self-development. shows energy and drive. and engages in additional tasks as required. * Understands and operates within legal and public policy constraints and limitations. * Makes decisions for the corporate good without favouritism or bias. * Adheres to the APS Values and Code of Conduct and consistently behaves in an honest. Engages with risk and shows personal courage Description Provides impartial and forthright advice. Persists and focuses on achieving objectives even in difficult circumstances. * Reflects on own behaviours and work style and considers how they impact others and performance on the job. Shows initiative and proactively steps in and does what is required. * Treats people fairly and equitably and is transparent in dealings with them. * Recognises and seeks to resolve issues impacting on the achievement of desired outcomes. adapts approach when required and works hard to achieve objectives. Takes personal responsibility for meeting objectives and progressing work. stands own ground and supports others when appropriate. ethical and professional way. progresses work. * Operates in a professional manner when representing the organisation in public and internal forums. acknowledges when in the wrong.

asking clarifying questions and reflecting back. * Develops a convincing argument and presents the rationale with solid supporting evidence. skill and experience. Listens carefully to others and checks to ensure their views have been understood. Page 60 . both orally and in writing. Behavioural indicators * Limits the use of jargon and abbreviations. without getting personal or aggressive. focusing on key points and using appropriate. Checks own understanding of others’ comments and does not allow misunderstandings to linger. identifies common ground. understands and adapts to audience Negotiates persuasively Communicates clearly Description Confidently presents messages in a clear. * Encourages debate and seeks to develop a clear understanding about conflicting issues. * Anticipates the stance of other parties in advance and positions own case accordingly. * Structures messages clearly and succinctly. Translates information for others. Anticipates the position of the other party. concise and articulate manner. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. * Adjusts presentation style on the basis of subtle non-verbal cues. Anticipates reactions and is prepared to respond. unambiguous language. Understands the desired objectives and associated strengths and weaknesses. * Maximises personal communication strengths and takes into account shortcomings. Encourages the support of relevant stakeholders. * Translates information for others and focuses on clearly communicating key points. * Focuses on gaining a clear understanding of others’ comments by listening. * Tailors communication style and language according to the audience’s level of knowledge. and adapts approach accordingly. * Puts forward a case firmly.Communicates with influence Capability EL2 Listens. * Anticipates others’ reactions and is prepared to respond. explains complex information using language appropriate for the audience. having prepared well in advance. * Encourages relevant stakeholders in supporting the position. Encourages debate and identifies common ground to facilitate agreement and acceptance of mutually beneficial solutions. Seeks to understand the audience and tailors communication style and message accordingly. Approaches negotiations with a strong grasp of the key issues. * Presents messages confidently and selects the appropriate medium for maximum effect.

deploys resources astutely and identifies optimum resourcing combinations. Listens carefully to others and checks to ensure their views have been understood. Explores the options in full and makes sound decisions under pressure. Offers support in time of high pressure and engages in activities to maintain morale. Harnesses information and opportunities Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. Focuses on key points for the audience and uses appropriate. Fosters teamwork and rewards cooperative and collaborative behaviour. Demonstrates personal drive. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. acknowledges development needs and proactively identifies related learning opportunities to extend skills and experience. Focuses strategically Understands the organisation's direction and role within government and society including the whole of government agenda. unambiguous language. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. Creates a flexible environment that enables others to meet changing demands. Resolves conflict and manages the sensitivities involved. Galvanises others to act. Makes time for people and offers full support when required. Engages with risk and shows personal courage Provides impartial and forthright advice. Defines high-level objectives and supports translation into implementation strategies. Facilitates cooperation and partnerships Brings people together and encourages input from key stakeholders. focus and energy. and is aware of the extent of potential for compromise. Takes responsibility for mistakes and learns from them. Monitors own emotional reactions and responds to pressure in a controlled manner. Demonstrates self awareness and a commitment to personal development Examines own performance and regularly seeks feedback from others. Reflects on own behaviour and recognises the impact on others. Page 61 . Commits to action Commits to achieving key outcomes for the organisation. Anticipates reactions and prepares a response to address the audience’s concerns. Facilitates cooperation within and between organisations. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. Guides. Actively ensures relevant professional input from others is obtained and shares own experience. Promotes the reciprocal sharing of information to build knowledge. Shows judgment. Displays a positive outlook and maintains momentum in difficult situations. Is prepared to make tough corporate decisions to achieve desired outcomes. across the APS and with a diverse range of external stakeholders. Shows a commitment to client service through own actions and those of the business unit. mentors and develops people Encourages and motivates people to engage in continuous learning. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Addresses any critical information gaps. Acts decisively and initiates urgent action to overcome difficult problems. Challenges and encourages debate on difficult or controversial issues. organisational objectives even in difficult circumstances. concise and articulate manner. Encourages others’ input and communicates required actions and expected outcomes. Actively ensures stakeholders are kept informed during times of change. Steers and implements change and deals with uncertainty Adopts a planned approach to the management of programs. Achieves results Builds organisational capability and responsiveness Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. Looks for shared agendas and uses these to bring people together. Anticipates the position of the other party. Puts systems in place to establish and measure accountabilities. Develops plans that address both current and likely future requirements. Communicates with influence Communicates clearly Confidently presents messages in a clear. and focuses on achieving. Recognises the different working styles of individuals. Negotiates persuasively Approaches negotiations with a strong grasp of the key issues. and empowers them by delegating responsibility for work. Focuses on the desired objectives and ensures negotiations remain on track. Cultivates productive working relationships Nurtures internal and external relationships Builds and sustains relationships within the organisation. Seeks to align business unit activities with strategic priorities. Values individual differences and diversity Recognises the positive benefits that can be gained from diversity and capitalises on these for the benefit of the business unit. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. Seizes opportunities and adjusts approach to respond to threats. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. Note: shaded areas represent critical transition points. Uses knowledge of the organisation to provide a context for others. Monitors change in the environment. Delivers constructive feedback and manages under-performance. Listens. Displays resilience Persists with. and ensures compliance with regulatory requirements. Considers opportunities and anticipates risk. Seeks guidance and advice when required. and advocates the corporate agenda. Encourages the support of relevant stakeholders. Encourages these standards in others. Harnesses understanding of differences to anticipate reactions and enhance interactions. Strives for quality.SES Band 1 profile Shapes strategic thinking Inspires a sense of purpose and direction Develops the strategic direction for the business unit and creates a shared sense of purpose by demonstrating how elements of the strategy fit together and contribute to higher-level goals. Sets clear performance standards and gives timely praise and recognition. understands and adapts to audience Seeks to understand the audience and tailors communication style and message accordingly. Exemplifies personal drive and integrity Demonstrates public service professionalism and probity Adheres to and promotes the APS Values and Code of Conduct and acts with utmost integrity and professionalism. Works effectively when all of the information is not available. Manages contracts judiciously. Manages risks that may impede on project outcomes and ensures that key stakeholders are across all relevant issues. Presents a convincing and balanced rationale. intelligence and commonsense Applies intellect and knowledge to weigh up complex information and identify critical factors and issues. with the Minister's office. Represents the organisation effectively in public and internal forums. Considers multiple perspectives when assessing the ramifications of issues. and tries to see things from different perspectives. and explains the implications and ensures the conclusion is clearly conveyed. Applies lateral thinking and identifies innovative solutions. Responds flexibly to changing circumstances. Confidently promotes areas of strength. Marshals professional expertise Integrates professional expertise into the organisation to improve overall performance and delivery of business unit outcomes. Stands by own position and supports others when required. Builds teams with complementary skills and engages in succession planning. Ensures closure and delivers on intended results Drives a culture of achievement.

well-reasoned and timely decisions. identify threats and seize emerging opportunities for the organisation. * Quickly identifies relationships between issues. Page 62 . * Draws on information and alternative viewpoints from a variety of sources. Considers multiple perspectives when assessing the ramifications of issues. the Internet and Hansard to understand new issues of importance to the government. Applies intellect and knowledge to weigh up complex information and identify critical factors and issues. Seeks to align business unit activities with strategic priorities. develops plans that balance potential future needs with immediate requirements. * Investigates and applies contemporary best practice approaches from both public and private organisations. Understands the organisation's direction and role within government and society including the whole of government agenda. Monitors change in the environment. * Promotes the vision and strategy by communicating expectations and describing likely outcomes and benefits. Uses knowledge of the organisation to provide a context for others. * Scans the internal and external environments. * Applies lateral and creative thinking to generate ideas and solutions. synthesises complex information and discerns the key implications for the organisation in the context of government priorities. * Anticipates problems and takes steps to minimise or prevent them. Works effectively when all of the information is not available. Develops plans that address both current and likely future requirements. Encourages others’ input and communicates required actions and expected outcomes. social. * Identifies critical information gaps. * Works effectively in situations of ambiguity and with issues that cannot be immediately resolved. * Focuses on the future and pursues strategic alignment of actions within the business unit. articulates the need for action. Explores the options in full and makes sound decisions under pressure. monitors information channels such as the media. uses resulting information to adjust approach. * Considers multiple perspectives when contemplating the impact key issues may have on the business unit. identifies and manages risk. Addresses any critical information gaps. * Makes clear. nationally and internationally. Behavioural indicators * Builds a shared sense of purpose and direction by demonstrating how elements of the strategy fit together. and ensures required information is obtained. * Thinks about the future. * Understands the cultural. Considers opportunities and anticipates risk. organisational goals and the work of the unit. Description * Engages others in the organisation's vision and encourages comment. * Establishes the strategic goals for the business unit.Capability descriptions and behavioural indicators Shapes strategic thinking Capability SES1 Focuses strategically Harnesses information and opportunities Shows judgement. wider community and whole of government agenda. uses this information to provide a context for other people. * Understands the organisation's direction and how the work of own business area fits onto the organisation. Seizes opportunities and adjusts approach to respond to threats. historical and political factors affecting the organisation. Applies lateral thinking and identifies innovative solutions. communicates links between government policy. Explores new ideas with an open mind. Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. intelligence and commonsense Inspires a sense of purpose and direction Develops the strategic direction for the business unit and creates a shared sense of purpose by demonstrating how elements of the strategy fit together and contribute to higher-level goals. balances intuition and intellect to form effective judgements.

acts to ensure work is delivered to a high standard. and ensures compliance with regulatory requirements. * Reports achievements to key stakeholders. resource gaps and the capability of individuals to ensure the best result. maintains a flexible approach to achieve objectives.Achieves results Capability SES1 Marshals professional expertise Steers and implements change and deals with uncertainty Ensures closure and delivers on intended results Builds organisational capability and responsiveness Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. * Establishes systems to monitor progress against objectives and ensures that projects comply with regulatory requirements. * Deploys resources astutely. Creates a flexible environment that enables others to meet changing demands. * Supplements internal knowledge with technical expertise from external providers and other government organisations. * Strives for high-quality outputs throughout the business unit and accepts accountability for achieving agreed outcomes. Adopts a planned approach to the management of programs. Manages risks that may impede on project outcomes and ensures that key stakeholders are across all relevant issues. proactively escalates issues that have not been controlled to ensure work remains on track. considers resource requirements. Behavioural indicators Page 63 . develops high-level plans that define required outcomes. * Consults internal experts. Drives a culture of achievement. harnesses the potential of technology and implements continuous improvement activities. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. Builds teams with complementary skills and engages in succession planning. * Operates effectively in an environment of ongoing change. * Adopts a planned approach to the management of programs. anticipates likely objections and addresses them in a timely manner. * Responds flexibly and manages resources to meet changing demands in the environment. encourages others to draw upon this knowledge. taps into their technical and professional knowledge and experience to improve organisational outcomes. Puts systems in place to establish and measure accountabilities. * Challenges the status quo by looking for ways to improve effectiveness. * Identifies and addresses risks that may impede project completion. Strives for quality. encourages others to do the same. Integrates professional expertise into the organisation to improve overall performance and delivery of business unit outcomes. engages them in program outcomes and seeks feedback. deploys resources astutely and identifies optimum resourcing combinations. * Creates a flexible environment within the business unit that enables people to move between projects to meet changing demands. attracts and recruits talent and engages in succession planning. Manages contracts judiciously. Defines high-level objectives and supports translation into implementation strategies. Actively ensures stakeholders are kept informed during times of change. Actively ensures relevant professional input from others is obtained and shares own experience. Description * Strikes a balance between using external expertise and internal knowledge and experience. Manages contracts judiciously. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. Responds flexibly to changing circumstances. * Shares appropriate information with stakeholders during times of change. * Commits to targets and strives to achieve results. * Contributes own expertise for the benefit of the organisation. * Builds effective teams with complementary skills.

Facilitates cooperation within and between organisations. * Resolves conflict using appropriate strategies. facilitates reciprocal sharing of information to build knowledge. * Provides clear. * Tries to see things from the other person's perspective. * Acts as a coach and works with people to facilitate continuous learning. * Engages in activities to maintain optimism and enthusiasm. encourages input. Shows a commitment to client service through own actions and those of the business unit. follows up and maintains regular contact. Brings people together and encourages input from key stakeholders. particularly when people are challenged or during difficult times. anticipates their reactions and adopts strategies to address them. * Delegates responsibility for work to others with broad parameters. shares information with key stakeholders internally and externally. Resolves conflict and manages the sensitivities involved. sets stretching development tasks linked to individual performance and potential. implements formal and informal team-building activities. Description * Invests time to sustain and broaden networks. * Makes time for people despite competing priorities. Recognises the different working styles of individuals. and uses this to enhance interactions. * Assists people in managing their time and emotional response when under high levels of pressure. Harnesses understanding of differences to anticipate reactions and enhance interactions. across the APS and with a diverse range of external stakeholders. Recognises the positive benefits that can be gained from diversity and capitalises on these for the benefit of the business unit. * Recognises that others have different views and experience. Makes time for people and offers full support when required. encourages and rewards those behaviours in others. finds solutions that manage the sensitivities involved. industry groups and other relevant stakeholder groups. Looks for shared agendas and uses these to bring people together. seeks input and facilitates joint ownership. efficient and responsive client service personally. and through the activities of the business unit. Delivers constructive feedback and manages under-performance. with the Minister's office. and empowers them by delegating responsibility for work. * Congratulates people on achievements and gives timely recognition for good performance. * Consults and promotes open discussion. motivates others to take ownership. Promotes the reciprocal sharing of information to build knowledge. * Facilitates cooperation between organisations by sharing information. * Finds shared agendas and uses these to bring people together to develop mutually beneficial outcomes. Behavioural indicators Page 64 . * Maintains an awareness of the personalities. * Takes steps to ensure the provision of prompt. Fosters teamwork and rewards cooperative and collaborative behaviour. identifies and constructively addresses under-performance. motivations and other diverse qualities of people. * Brings people together and ensures the key stakeholders are involved in discussions. maintains a crossgovernment focus. the private sector. Sets clear performance standards and gives timely praise and recognition. such as the Minister's office. constructive and timely feedback (both positive and negative) in a manner that encourages learning and achieves any required resolution. * Fosters teamwork by working collaboratively and cooperatively. * Builds a diverse range of relationships with key people in other organisations. Encourages and motivates people to engage in continuous learning.Cultivates productive working relationships Capability SES1 Values individual differences and diversity Guides. * Sets performance standards and conducts regular reviews. * Discerns the differing and preferred working styles of individuals and uses this information to enhance the operation of the business unit. listens and takes action to harness the varied input for the benefit of the business unit. Offers support in time of high pressure and engages in activities to maintain morale. mentors and develops people Nurtures internal and external relationships Facilitates cooperation and partnerships Builds and sustains relationships within the organisation. and tries to see things from different perspectives.

Galvanises others to act. gets involved and galvanises others to act to deliver key results for the organisation.Exemplifies personal drive and integrity Capability SES1 Commits to action Displays resilience Demonstrates selfawareness and a commitment to personal development Examines own performance and regularly seeks feedback from others. and advocates the corporate agenda. * Adheres to the APS Values and Code of Conduct and consistently behaves in an honest. Monitors own emotional reactions and responds to pressure in a controlled manner. Behavioural indicators * Treats people fairly and equitably and is transparent in dealings with them. Displays a positive outlook and maintains momentum in difficult situations. * Initiates urgent action and is responsive when there are issues impacting on the achievement of outcomes. Demonstrates personal drive. Acts decisively and initiates urgent action to overcome difficult problems. Description Commits to achieving key outcomes for the organisation. * Demonstrates commitment to selfdevelopment. * Makes decisions for the corporate good without favouritism or bias. supports other leaders. * Confidently promotes areas of strength and acknowledges development needs. Engages with risk and shows personal courage Provides impartial and forthright advice. * Seeks advice and guidance. Is prepared to make tough corporate decisions to achieve desired outcomes. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. admits to not always knowing the answer to a question. * Presents a united leadership voice. * Makes tough corporate decisions that are in the best interests of the government (even when these may not be popular). stands own ground and supports others when appropriate. Reflects on own behaviour and recognises the impact on others. appropriately supports and promotes the organisation's agenda. * Regularly seeks feedback on performance. * Confronts difficult or controversial issues directly. proactively identifies development opportunities and seeks to extend skills and experience. * Takes ownership for decisions and accepts responsibility when things go wrong. * Encourages and contributes to debate on own ideas and the ideas of others. is willing to make an unpopular stand and clearly voice own position. maintains momentum and continues to move forward. focus and energy. * Shows drive. Seeks guidance and advice when required. Takes responsibility for mistakes and learns from them. * Leads by example and maintains high standards of professionalism and impartiality. acknowledges development needs and proactively identifies related learning opportunities to extend skills and experience. expects and encourages team and colleagues to apply the same high standards. * Takes the initiative and acts decisively to move things forward. identifies areas of strength and limitation. remains calm and maintains focus when faced with criticism or pressure. * Maintains an optimistic outlook and focuses on the positives in difficult situations. * Represents the organisation in public forums. * Regularly examines own behaviour and the impact on others. Demonstrates public service professionalism and probity Adheres to and promotes the APS Values and Code of Conduct and acts with utmost integrity and professionalism. places the aims of the organisation above personal ambitions. * Demonstrates tenacity and persists with initiatives that are of benefit to the organisation and/or government. Encourages these standards in others. * Examines own behaviour with reference to performance. learns from mistakes. * Sustains high levels of effort and energy following a setback. identifies learning opportunities. * Monitors own emotional reactions. ethical and professional way. Persists and focuses on achieving organisational objectives even in difficult circumstances. energy and initiative. Page 65 . translates negative feedback into actions for improvement. Challenges and encourages debate on difficult or controversial issues. Represents the organisation effectively in public and internal forums. Confidently promotes areas of strength. * Understands and operates within legal and public policy constraints and limitations. Stands by own position and supports others when required. * Provides forthright and impartial advice in a constructive manner that facilitates the achievement of government outcomes.

Approaches negotiations with a strong grasp of the key issues. Listens carefully to others and checks to ensure their views have been understood. and is aware of the extent of potential for compromise. Behavioural indicators * Limits the use of jargon and abbreviations. * Focuses on gaining a clear understanding of others’ comments by listening. * Structures messages clearly and succinctly. determines the extent of potential compromise for all parties. Focuses on key points for the audience and uses appropriate. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. Checks own understanding of others’ comments and does not allow misunderstandings to linger. skill and experience. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. both orally and in writing. * Positions case in a balanced manner. asking clarifying questions and reflecting back. * Acknowledges differences of opinion and addresses disagreements objectively. and explains the implications and ensures the conclusion is clearly conveyed. avoids overselling by acknowledging risks and potential disadvantages. * Ensures that negotiations remain focused on the important issues. understands and adapts to audience Negotiates persuasively Communicates clearly Confidently presents messages in a clear. * Presents messages confidently and selects the appropriate medium for maximum effect. Anticipates reactions and prepares a response to address the audience’s concerns. Engages the support of credible others. * Tailors communication style and language according to the audience’s level of knowledge. Anticipates the position of the other party. Focuses on the desired objectives and ensures negotiations remain on track. Page 66 . unambiguous language. * Anticipates other people's likely expectations and concerns. concise and articulate manner.Communicates with influence Capability SES1 Listens. Description * Presents key information effectively. outlines the implications and ensures key conclusions are conveyed. * Maximises personal communication strengths and takes into account shortcomings. * Anticipates the audience’s response and is prepared to address their concerns and objections. * Offers a convincing rationale and makes a strong case. explains complex information using language appropriate for the audience. Seeks to understand the audience and tailors communication style and message accordingly. without getting personal or aggressive. * Engages credible others in supporting the position. Presents a convincing and balanced rationale. * Adjusts presentation style on the basis of subtle non-verbal cues.

Helps create organisational strategies that are aligned with government objectives and likely future requirements. and is aware of the extent of potential for compromise. Actively ensures stakeholders are kept informed during times of change. Facilitates cooperation and partnerships Consults broadly to obtain buy-in. Takes responsibility for mistakes and learns from them. Galvanises others to act. Guides. Celebrates success and engages in activities to maintain morale. Confidently promotes areas of strength and proactively identifies learning opportunities to extend skills and experience. identifies longterm opportunities and aligns organisational operations with strategic priorities. Focuses on key points for the audience and states the facts. Keeps stakeholders informed of progress and any issues that arise. Creates a flexible environment that enables others to meet changing demands. Page 67 . Monitors and manages resourcing pressures for optimum outcomes. Acts decisively and initiates urgent action to overcome difficult problems. Steers and implements change and deals with uncertainty Oversees the implementation of multiple change initiatives with a focus on the desired outcomes. Presents a convincing and balanced rationale. understands and adapts to audience Seeks to understand the audience and adapts communication style and message to meet their needs. Encourages and motivates people to engage in continuous learning. anticipates reactions and tries to see things from different perspectives. Draws on the knowledge of key stakeholders within and outside the organisation and facilitates cooperation by sharing information. and advocates the corporate agenda. mentors and develops people Identifies and develops talent. Capitalises on innovative alternatives to resolve complex problems. Communicates with influence Communicates clearly Confidently presents messages in a clear. Shows judgment. Addresses breaches of protocol and probity. Manages contracts judiciously. Reflects on the impact of own behaviour on others and is responsive in adjusting behaviour. Anticipates risks. Commits to action Commits to achieving key outcomes for the organisation and uses personal drive. Actively ensures relevant professional input from others is obtained and shares own experience. Anticipates the position of the other party. Personally manifests strong interpersonal relations and rewards cooperative and collaborative behaviour. Recognises the different working styles of individuals. Achieves results Builds organisational capability and responsiveness Focuses on activities that support organisational sustainability. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. Marshals professional expertise Integrates professional expertise into the organisation to improve overall performance and delivery of organisational outcomes.SES Band 2 profile Shapes strategic thinking Inspires a sense of purpose and direction Champions the organisation's vision and goals and promotes a shared commitment to the strategic direction. Positions the organisation to seize opportunities and minimise threats. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. Displays resilience Persists and focuses on achieving organisational objectives even in difficult circumstances. Identifies key stakeholders and engages their support. intelligence and commonsense Applies intellect and knowledge to weigh up information and identify critical factors and issues. concise and articulate manner. Monitors change in the environment. Harnesses information and opportunities Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. with the Minister's office. and fosters a quality focus in the organisation. Monitors own emotional reactions and responds to pressure in a controlled manner. Note: shaded areas represent critical transition points. Clearly voices own opinion and challenges difficult or controversial issues. and uses techniques to illustrate the argument persuasively. Promotes information exchange by maintaining open communication channels. and establishes crossagency approaches to address issues. Listens carefully to others and ensures their views have been understood. Listens. Shows a commitment to client service through own actions and those of the organisation. Overcomes obstacles and rapidly recovers from setbacks. Focuses on the way in which the message is delivered. Seeks guidance and advice when required. Structures message for brevity and presents message with precision and confidence. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. Looks for ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. Focuses strategically Understands the organisation's role within society and considers multiple perspectives when assessing the ramifications of key issues on the organisation and community. Anticipates and resolves conflict. Creates meaning for the audience by using analogies and stories to illustrate key points. Considers emerging trends. Displays a positive outlook in difficult situations. Cultivates productive working relationships Nurtures internal and external relationships Builds and sustains relationships within the organisation. Anticipates reactions and prepares a response to address the audience’s concerns. Delivers constructive feedback and manages under-performance. Stands by own position and supports others when required. Encourages stakeholders to work together. Focuses on the desired objectives and ensures negotiations remain on track. Sets clear performance standards and gives timely praise and recognition. Ensures closure and delivers on intended results Drives a culture of achievement. Nurtures talent and engages in succession planning. addresses them quickly and helps others to recognise them. Values individual differences and diversity Capitalises on the positive benefits that can be gained from diversity and harnesses different viewpoints. across the APS and with a diverse range of external stakeholders. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Is prepared to make tough corporate decisions to achieve desired outcomes. Demonstrates self awareness and a commitment to personal development Has a high level of selfawareness and acknowledges areas of both strength and limitation. focus and energy to enthuse others. Uses knowledge of the organisation to tailor approaches to different issues. Addresses any critical information gaps. Makes time for people and offers full support when required. Represents the organisation effectively in public and internal forums. Demonstrates effective judgement to weigh up options and develop realistic solutions. Offers support in times of high pressure. Defines high-level objectives and ensures translation into practical implementation strategies. Engages with risk and shows personal courage Provides impartial and forthright advice. Uses understanding of differences to anticipate reactions and enhance the operation of the organisation. harnessing the most appropriate methods of communication. and empowers them by delegating responsibility for work. Facilitates information accessibility and sharing. Encourages others’ input and communicates expected outcomes from organisational strategies. Negotiates persuasively Approaches negotiations with a strong grasp of the key issues. Enables the achievement of outcomes by identifying and removing potential barriers to success. Exemplifies personal drive and integrity Demonstrates public service professionalism and probity Adheres to and promotes the APS Values and Code of Conduct and aligns business processes accordingly. Provides advice to government that reflects analysis of a broad range of issues and the whole of government agenda.

* Works effectively in situations of ambiguity and with issues that cannot be immediately resolved. * Contributes to the development of organisational strategies that are linked with government objectives and are focused on the future. Page 68 . * Recognises and is sensitive to changes in the internal and external environments.Capability descriptions and behavioural indicators Shapes strategic thinking Capability SES2 Focuses strategically Harnesses information and opportunities Shows judgement. * Generates and capitalises on innovative solutions to effectively resolve complex problems. addresses them quickly and helps others to recognise them. uses this knowledge to tailor different approaches to issues. nationally and internationally. Behavioural indicators * Builds a shared sense of purpose and direction by explaining the vision—why it has been developed and how elements of the strategy fit together. * Investigates and applies contemporary best practice approaches in both public and private organisations. monitors information channels such as the media. historical and political factors affecting the organisation. * Anticipates problems and addresses them quickly. social. encourages others’ input to strategic plans. shares this vision with others. Helps create organisational strategies that are aligned with government objectives and likely future requirements. * Steers the vision through the organisation. * Positions advice to government in a broad context. Uses knowledge of the organisation to tailor approaches to different issues. develops strategies and thinks through contingencies to manage risk. * Understands the cultural. Encourages others’ input and communicates expected outcomes from organisational strategies. intelligence and commonsense Inspires a sense of purpose and direction Champions the organisation's vision and goals and promotes a shared commitment to the strategic direction. Monitors change in the environment. Provides advice to government that reflects analysis of a broad range of issues and the whole of government agenda. * Considers multiple perspectives when contemplating the impact key issues may have on the organisation and wider community. * Draws on information and alternative viewpoints from a variety of sources. synthesises complex information and discerns the key implications for the organisation in the context of government priorities. communicates the parameters and expectations surrounding the strategy. Demonstrates effective judgement to weigh up options and develop realistic solutions. Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. Capitalises on innovative alternatives to resolve complex problems. Considers emerging trends. uses resulting information to position the organisation to capitalise on emerging opportunities and minimise threats. Explores new ideas with an open mind. Description * Champions the vision and communicates the way forward. * Quickly identifies relationships between issues. the Internet and Hansard to understand new issues of importance to the government. * Weighs up options and applies sound judgement to develop realistic solutions for the organisation. Positions the organisation to seize opportunities and minimise threats. * Identifies critical information gaps and ensures required information is obtained. * Thinks conceptually about longterm opportunities and contemplates a wide range of strategic options in conjunction with emerging trends. Applies intellect and knowledge to weigh up information and identify critical factors and issues. Anticipates risks. with reference to stakeholder interests and the whole of government agenda. * Focuses on the future and aligns business operations with corporate strategies and priorities. Addresses any critical information gaps. * Conceptualises the role of the organisation in society and considers community expectations. Understands the organisation's role within society and considers multiple perspectives when assessing the ramifications of key issues on the organisation and community. identifies long-term opportunities and aligns organisational operations with strategic priorities.

oversees implementation and ensures that focus on end goals is maintained. Actively ensures stakeholders are kept informed during times of change. Nurtures talent and engages in succession planning. taps into their technical and professional knowledge and experience to improve organisational outcomes. * Operates effectively in an environment of ongoing change. Description Integrates professional expertise into the organisation to improve overall performance and delivery of organisational outcomes. Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. Defines high-level objectives and ensures translation into practical implementation strategies. develops organisational plans that define required outcomes. anticipates likely objections and addresses them in a timely manner. and seeks to remove. * Strikes a balance between using external expertise and internal knowledge and experience. * Attracts and recruits talent. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. encourages others to do the same. * Drives multiple change initiatives. Enables the achievement of outcomes by identifying and removing potential barriers to success. harnesses the potential of technology and implements continuous improvement activities. * Adopts a 'no surprises' policy. * Creates a flexible organisational environment that enables people to move between projects to meet changing demands. Creates a flexible environment that enables others to meet changing demands. * Shares appropriate information with stakeholders during times of change. * Identifies. * Consults internal experts. * Fosters a quality focus across the organisation and accepts accountability for achieving agreed outcomes. * Contributes own expertise for the benefit of the organisation. * Commits to targets and strives to achieve results. * Adopts a planned approach to the management of programs. Manages contracts judiciously. Manages contracts judiciously. maintains a flexible approach to achieve organisational objectives. * Monitors resourcing pressures and implements strategies to ensure the best results are obtained for the organisation. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. Keeps stakeholders informed of progress and any issues that arise. and fosters a quality focus in the organisation. engages in succession planning to nurture talent and contribute to organisational sustainability.Achieves results Capability SES2 Marshals professional expertise Steers and implements change and deals with uncertainty Ensures closure and delivers on intended results Builds organisational capability and responsiveness Focuses on activities that support organisational sustainability. * Reviews the progress of key programs and stays focused on achieving outcomes. encourages others to draw upon this knowledge. * Supplements internal knowledge with technical expertise from external providers and other government organisations. Facilitates information accessibility and sharing. Drives a culture of achievement. Monitors and manages resourcing pressures for optimum outcomes. * Challenges the status quo by looking for ways to improve effectiveness. barriers to achieving desired organisational outcomes. ensures that key stakeholders are kept appropriately informed of progress. * Facilitates information accessibility and sharing to create knowledge management strategies. Actively ensures relevant professional input from others is obtained and shares own experience. Behavioural indicators Page 69 . Oversees the implementation of multiple change initiatives with a focus on the desired outcomes.

and through the activities of the organisation. * Capitalises on the diversity present in the organisation. anticipates reactions and tries to see things from different perspectives. * Encourages key stakeholders to work together. * Identifies and nurtures talent. * Builds and sustains a diverse range of relationships with key people in other organisations such as the Minister's office. industry groups and other relevant stakeholder groups. * Delegates responsibility for work appropriately and provides people with opportunities to take ownership. * Sets performance standards and conducts regular reviews. Capitalises on the positive benefits that can be gained from diversity and harnesses different viewpoints. Shows a commitment to client service through own actions and those of the organisation. Description * Proactively builds cross-agency relationships. * Anticipates when different stakeholders may clash due to differing views. adopts strategies to address these. * Assists people in managing their time and emotional response when under high levels of pressure. * Maintains an awareness of the personalities. Delivers constructive feedback and manages under-performance. the private sector. identifies and constructively addresses under-performance. establishes crossagency approaches to address issues. Sets clear performance standards and gives timely praise and recognition. * Anticipates conflict and uses appropriate strategies to resolve conflict when it arises. Celebrates success and engages in activities to maintain morale. * Draws on the knowledge of key stakeholders within and outside the organisation. * Discerns the differing and preferred working styles of individuals and uses this information to enhance the operation of the organisation. recognises. and capitalises on. * Engages in activities to maintain optimism and enthusiasm. works collaboratively and cooperatively and rewards those behaviours in others. across the APS and with a diverse range of external stakeholders. and empowers them by delegating responsibility for work. Recognises the different working styles of individuals.Cultivates productive working relationships Capability SES2 Values individual differences and diversity Guides. Promotes information exchange by maintaining open communication channels. Behavioural indicators Page 70 . Encourages and motivates people to engage in continuous learning. * Models effective team working behaviours. * Makes time for people despite competing priorities. Anticipates and resolves conflict. seeks input from the portfolio Secretary or CEO on contentious issues. provides people with the opportunity to build their capability. Uses understanding of differences to anticipate reactions and enhance the operation of the organisation. with the Minister's office. * Facilitates cooperation between organisations by sharing information. motivations and other diverse qualities of people. acknowledges and rewards achievements. maintains a crossgovernment focus. engages the support and allegiance of informal networks in formal situations. implements formal and informal team-building activities. * Provides clear. cultural perspectives or drivers. mentors and develops people Nurtures internal and external relationships Facilitates cooperation and partnerships Builds and sustains relationships within the organisation. Offers support in times of high pressure. Makes time for people and offers full support when required. efficient and responsive client service personally. provides talented people with access to targeted and stretching development opportunities. Personally manifests strong interpersonal relations and rewards cooperative and collaborative behaviour. * Celebrates success. and uses this to enhance interactions. * Consults broadly to obtain buy-in. constructive and timely feedback (both positive and negative) in a manner that encourages learning and achieves any required resolution. particularly when people are challenged or during difficult times. Consults broadly to obtain buy-in. and establishes cross-agency approaches to address issues. Draws on the knowledge of key stakeholders within and outside the organisation and facilitates cooperation by sharing information. * Invests time to sustain and broaden networks. * Takes steps to ensure the provision of prompt. opportunities for mutual benefit. Identifies and develops talent. Encourages stakeholders to work together. harnesses different viewpoints. shares information and facilitates the exchange of information by maintaining open communication channels.

Persists and focuses on achieving organisational objectives even in difficult circumstances. * Understands and operates within legal and public policy constraints and limitations. Engages with risk and shows personal courage Provides impartial and forthright advice. * Maintains an optimistic outlook and focuses on the positives in difficult situations. * Takes ownership for decisions and accepts responsibility when things go wrong. adjusts behaviour accordingly. * Shows drive. Takes responsibility for mistakes and learns from them. Is prepared to make tough corporate decisions to achieve desired outcomes. gets involved and galvanises others to act to deliver key results for the organisation. * Provides forthright and impartial advice in a constructive manner that facilitates the achievement of government outcomes. * Takes the initiative and acts decisively to move things forward. focus and energy to enthuse others. identifies strengths and development needs. * Regularly seeks feedback on performance. Reflects on the impact of own behaviour on others and is responsive in adjusting behaviour. places the aims of the organisation above personal ambitions. learns from mistakes. Clearly voices own opinion and challenges difficult or controversial issues. Acts decisively and initiates urgent action to overcome difficult problems. expects and encourages team and colleagues to apply the same high standards. Displays a positive outlook in difficult situations. remains calm and maintains focus when faced with criticism or pressure. Overcomes obstacles and rapidly recovers from setbacks. * Monitors own emotional reactions. * Encourages and contributes to debate on own ideas and the ideas of others. * Makes decisions for the corporate good without favouritism or bias. stands own ground and supports others when appropriate. * Confidently promotes areas of strength and knowledge within limits of own expertise. * Focuses on own development. Represents the organisation effectively in public and internal forums. * Leads by example and maintains high standards of professionalism and impartiality. Demonstrates public service professionalism and probity Adheres to and promotes the APS Values and Code of Conduct and aligns business processes accordingly. * Demonstrates tenacity and persists with initiatives that are of benefit to the organisation and/or government. * Aligns business processes with the APS Values. Addresses breaches of protocol and probity. * Examines own behaviour and performance. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. appropriately supports and promotes the organisation's agenda. ethical and professional way. supports other leaders. * Treats people fairly and equitably and is transparent in dealings with them. * Quickly recovers from setbacks and maintains momentum.Exemplifies personal drive and integrity Capability SES2 Commits to action Displays resilience Demonstrates selfawareness and a commitment to personal development Demonstrates a high level of self-awareness and acknowledges areas of both strength and limitation. Galvanises others to act. energy and initiative. Description Commits to achieving key outcomes for the organisation and uses personal drive. Confidently promotes areas of strength and proactively identifies learning opportunities to extend skills and experience. Seeks guidance and advice when required. * Adheres to the APS Values and Code of Conduct and consistently behaves in an honest. Stands by own position and supports others when required. * Represents the organisation in public forums. Behavioural indicators Page 71 . * Seeks advice and guidance. * Initiates urgent action and is responsive when there are significant issues to address. identifies new challenges to extend experience. and advocates the corporate agenda. addresses breaches of protocol and probity in an appropriate manner. sustains high levels of effort toward the achievement of outcomes. * Makes tough corporate decisions that are in the best interests of the government (even when these may not be popular). admits to not always knowing the answer to a question. * Regularly reflects on the impact of own behaviour on others to identify opportunities to increase effectiveness. * Confronts difficult or controversial issues directly with others. translates negative feedback into actions for improvement. is willing to make an unpopular stand and clearly voice own position. Monitors own emotional reactions and responds to pressure in a controlled manner. * Presents a united leadership voice.

explains complex information using language appropriate for the audience. both orally and in writing. concise and articulate manner. determines the extent of potential compromise for all parties. * Pitches messages in a way that facilitates the desired outcomes. Focuses on the way in which the message is delivered. * Tailors communication style and language according to the audience’s level of knowledge. Focuses on key points for the audience and states the facts. Listens carefully to others and ensures their views have been understood. and uses techniques to illustrate the argument persuasively. * Ensures that negotiations remain focused on the important issues. Structures message for brevity and presents message with precision and confidence. Identifies key stakeholders and seeks their support. * Positions case by clearly highlighting its merit. uses anecdotes and analogies to illustrate key points and bring messages to life. * Structures messages clearly and succinctly. * Offers a convincing rationale and makes a strong case without getting personal or aggressive. * Focuses on gaining a clear understanding of others’ comments by listening. and is aware of the extent of potential for compromise. * Analyses other people’s agendas and identifies potential 'weak spots'. Description * Engages the audience. Anticipates reactions and prepares a response to address the audience’s concerns. uses techniques to illustrate the argument persuasively. * Limits the use of jargon and abbreviations. Creates meaning for the audience by using analogies and stories to illustrate key points. Presents a convincing and balanced rationale. outlines the implications and ensures key conclusions are conveyed. Anticipates the position of the other party. Checks own understanding of others’ comments and does not allow misunderstandings to linger.Communicates with influence Capability SES2 Listens. Approaches negotiations with a strong grasp of the key issues. Focuses on the desired objectives and ensures negotiations remain on track. * Anticipates the likely reaction of the audience to a message and adjusts approach to gain maximum impact. * Maximises personal communication strengths and takes into account shortcomings. * Acknowledges differences of opinion and addresses disagreements objectively. * Presents messages with precision and confidence and selects the appropriate medium for maximum effect. harnessing the most appropriate methods of communication. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. Behavioural indicators Page 72 . understands and adapts to audience Negotiates persuasively Communicates clearly Confidently presents messages in a clear. * Identifies key stakeholders and seeks their support early in the negotiation. avoids overselling by acknowledging risks and potential disadvantages. skill and experience. * Adjusts presentation style on the basis of subtle non-verbal cues. Seeks to understand the audience and reads their non-verbal cues. asking clarifying questions and reflecting back. * Presents key information effectively. Adapts communication style and message to meet their needs.

Maintains control and initiates urgent action to resolve issues when required. Seeks guidance and advice when required.SES Band 3 profile Shapes strategic thinking Inspires a sense of purpose and direction Champions the organisation's vision and goals and unifies business units with the strategic direction. Accepts accountability for mistakes made in the organisation and ensures corrective action is taken. Uses self-insight to identify areas in which own capabilities complement other people’s. defines high-level objectives and ensures translation into practical implementation strategies. Demonstrates personal drive. Adapts communication style and message to meet their needs. Anticipates long-term and strategic risks. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Strives for continual learning. Considers emerging trends. Focuses on key points for the audience and selects the most appropriate medium for conveying information. Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. identifies long-term opportunities and balances organisational requirements with desired whole of government outcomes. Provides impartial and forthright advice. Actively ensures relevant professional input from others is obtained and shares own experience. Cultivates productive working relationships Nurtures internal and external relationships Builds and sustains relationships that provide a rich intelligence network. Recognises the constant nature of change and maintains flexibility. and is aware of the extent of potential for compromise. Capitalises on innovative alternatives to resolve complex problems. addresses them quickly and helps others to recognise them. Exemplifies personal drive and integrity Demonstrates public service professionalism and probity Adheres to and promotes the APS Values and Code of Conduct and aligns business processes accordingly. Marshals professional expertise Integrates professional expertise into the organisation to improve overall performance and delivery of organisational outcomes. Note: shaded areas represent critical transition points. Helps create organisational strategies that are aligned with government objectives and likely future requirements. Page 73 . and fosters a quality focus in the organisation. and uses techniques to illustrate the argument persuasively. intelligence and commonsense Engages in high-level critical thinking to identify links and discern the critical issues. Provides advice to government that reflects analysis of a broad range of issues. Commits to action Acts decisively to ensure strategies are implemented and issues are addressed. Celebrates success and engages in activities to maintain morale. Considers multiple perspectives when assessing the ramifications of key issues and develops solutions with long-term viability for the organisation and society. Enables the achievement of outcomes by identifying and removing potential barriers to success. understands and adapts to audience Seeks to understand the audience and reads their nonverbal cues. Manages contracts judiciously. Harnesses information and opportunities Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. Offers support in time of high pressure. Retains focus on the end goal and overcomes significant barriers and obstacles. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. Positions the organisation to seize opportunities and minimise threats. Monitors own emotional reactions and responds to pressure in a controlled manner. and empowers them by delegating responsibility for work. Commits to getting the job done. Recognises the opportunities offered through whole of government approaches and seeks to realise them. Addresses breaches of protocol and probity. Is prepared to make tough corporate decisions to achieve desired outcomes. Engages in flexible resource management and looks beyond the organisation’s boundaries to achieve the optimum resourcing combination. Values individual differences and diversity Communicates the value of harnessing diversity for the organisation. Communicates with influence Communicates clearly Confidently presents messages in a clear and articulate manner. Displays a positive outlook in difficult situations. Listens. Monitors change in the environment. Encourages stakeholders to work together. recognises when input is required. Uses knowledge of the organisation to tailor approaches to different issues. anticipates reactions and tries to see things from different perspectives. Encourages and motivates people to engage in continuous learning. focus and energy. Facilitates cooperation and partnerships Consults broadly to obtain buy-in. Engages the Minister’s office on key issues. Negotiates persuasively Approaches negotiations with a strong grasp of the key issues. Sets clear performance standards and gives timely praise and recognition. Recognises the different working styles of individuals. Ensures closure and delivers on intended results Drives a culture of achievement. Overcomes organisational silos by facilitating cooperation between organisations. Is open to feedback and is responsive in adjusting behaviour. Nurtures talent and engages in succession planning. Coordinates projects across multiple agencies. Focuses on the desired objectives and ensures negotiations remain on track. Anticipates reactions and prepares a response to address the audience’s concerns. Shows a commitment to client service through own actions and those of the organisation. Rapidly recovers from setbacks. Shows judgment. and establishes cross-agency approaches to address issues. Anticipates and resolves conflict. Seeks operational efficiency and streamlines and adapts processes. Displays resilience Persists and focuses on achieving organisational objectives throughout periods of extreme pressure. Establishes an effective working relationship with the Minister. Listens carefully to others and ensures their views have been understood. Encourages others’ input and communicates expected outcomes from organisational strategies. Personally manifests strong interpersonal relations and rewards cooperative and collaborative behaviour. Presents a convincing and balanced rationale. Facilitates information accessibility and sharing. Delivers constructive feedback and manages under-performance. Galvanises others to act. Uses understanding of differences to anticipate reactions and enhance the operation of the organisation. States the facts and uses straightforward language to aid transparency. Steers and implements change and deals with uncertainty Drives the change agenda. Creates meaning for the audience by using analogies and stories to illustrate key points. Identifies key stakeholders and engages their support. Represents the organisation effectively in public and internal forums. Addresses any critical information gaps. Identifies the implications for the organisation and applies effective judgement to develop solutions. Keeps stakeholders informed of progress and any issues that arise. Focuses strategically Understands the organisation's current and potential future role within society. Capitalises on the positive benefits that can be gained from diversity and harnesses different viewpoints. Demonstrates self awareness and a commitment to personal development Demonstrates a high level of selfawareness and acts as a role model by openly communicating strengths and development needs. and advocates the corporate agenda. mentors and develops people Identifies and develops talent. Anticipates the position of the other party. Secures stakeholder commitment to change and maintains open communication channels during the change process. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. Engages with risk and shows personal courage Acts as a role model for leadership courage by consistently raising critical and difficult issues. Achieves results Builds organisational capability and responsiveness Focuses on activities that support organisational sustainability. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. Makes time for people and offers full support when required. Communicates the importance of consultation with stakeholders to others. Focuses on the way in which the message is delivered. Guides.

Identifies the implications for the organisation and applies effective judgement to develop solutions. Provides advice to government that reflects analysis of a broad range of issues. encourages others’ input to strategic plans. * Contributes to the development of organisational strategies that are linked with government objectives and are focused on the future. * Recognises the opportunities available through whole of government and seeks to realise them. cascades this vision through the organisation. Monitors change in the environment. * Applies a broad view that balances organisational requirements with desired whole of government outcomes. * Generates innovative solutions to effectively resolve complex problems that may not have been experienced previously. Capitalises on innovative alternatives to resolve complex problems. * Anticipates problems and addresses them quickly. Behavioural indicators Page 74 . Uses knowledge of the organisation to tailor approaches to different issues. Anticipates long-term and strategic risks. Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. communicates the parameters and expectations surrounding the strategy. * Investigates and applies contemporary best practice approaches in both public and private organisations. * Focuses on the future and seeks to improve the organisation’s ongoing capacity to deliver outcomes for society.Capability descriptions and behavioural indicators Shapes strategic thinking Capability SES3 Focuses strategically Harnesses information and opportunities Shows judgement. intelligence and commonsense Inspires a sense of purpose and direction Champions the organisation's vision and goals and unifies business units with the strategic direction. social. develops strategies and thinks through contingencies to manage longterm and strategic risks. * Builds a sense of shared purpose and direction by actively promoting the vision and creating alignment between organisational units and strategy. * Thinks conceptually about longterm opportunities and contemplates a wide range of strategic options in conjunction with emerging trends. nationally and internationally. * Identifies critical information gaps. * Understands the cultural. uses resulting information to position the organisation to capitalise on emerging opportunities and minimise threats. Encourages others’ input and communicates expected outcomes from organisational strategies. identifies long-term opportunities and balances organisational requirements with desired whole of government outcomes. * Positions advice to government in a broad context. * Engages in high-level critical thinking to identify the links and connections between complex issues. historical and political factors affecting the organisation. * Steers the vision through the organisation. * Works effectively in situations of ambiguity and with issues that cannot be immediately resolved. Helps create organisational strategies that are aligned with government objectives and likely future requirements. Addresses any critical information gaps. Considers multiple perspectives when assessing the ramifications of key issues and develops solutions with long-term viability for the organisation and society. Recognises the opportunities offered through whole of government approaches and seeks to realise them. * Recognises and is sensitive to changes in the internal and external environments. with reference to stakeholder interests and the whole of government agenda. and ensures required information is obtained. Understands the organisation's current and potential future role within society. Positions the organisation to seize opportunities and minimise threats. Explores new ideas with an open mind. Description * Champions the vision and communicates the way forward. * Conceptualises the role of the organisation in society and considers community expectations. * Draws on information and alternative viewpoints from a variety of sources. * Considers multiple perspectives when contemplating the impact of key issues and develops solutions with consideration of their longterm viability for the organisation and community. Engages in high-level critical thinking to identify links and discern the critical issues. addresses them quickly and helps others to recognise them. monitors information channels such as the media. the Internet and Hansard to understand new issues of importance to the government. discerns the key implications for the organisation. uses this knowledge to tailor different approaches to issues. * Weighs up options and applies sound judgement to develop realistic solutions for the organisation. Considers emerging trends.

Recognises the constant nature of change and maintains flexibility. encourages others to draw upon this knowledge. * Challenges the status quo by looking for ways to improve effectiveness. * Attracts and recruits talent. Engages in flexible resource management and looks beyond the organisation’s boundaries to achieve the optimum resourcing combination. * Identifies and seeks to remove barriers to achieving desired organisational outcomes. * Drives the change agenda and creates an organisation that can shift focus quickly. * Implements strategies to achieve operational efficiencies. maintains a flexible approach to achieve organisational objectives. Secures stakeholder commitment to change and maintains open communication channels during the change process. Seeks operational efficiency and streamlines and adapts processes. Actively ensures relevant professional input from others is obtained and shares own experience. Coordinates projects across multiple agencies.Achieves results Capability SES3 Marshals professional expertise Steers and implements change and deals with uncertainty Ensures closure and delivers on intended results Builds organisational capability and responsiveness Focuses on activities that support organisational sustainability. Description Integrates professional expertise into the organisation to improve overall performance and delivery of organisational outcomes. * Accepts and embraces the ongoing nature of change. Manages contracts judiciously. * Supplements internal knowledge with technical expertise from external providers and other government organisations. * Identifies key stakeholders and seeks their commitment to change. defines high-level objectives and ensures translation into practical implementation strategies. * Fosters a quality focus across the organisation and accepts accountability for achieving agreed outcomes. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. * Strikes a balance between utilising external expertise and internal knowledge and experience. * Commits to targets and strives to achieve results. * Reviews the progress of key programs and stays focused on achieving outcomes. * Adopts a 'no surprises' policy. develops organisational plans that define required outcomes. * Engages in flexible resource management. Facilitates information accessibility and sharing. Looks for ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. encourages others to do the same. Nurtures talent and engages in succession planning. Enables the achievement of outcomes by identifying and removing potential barriers to success. harnesses the potential of technology and implements continuous improvement activities. * Facilitates information accessibility and sharing to create knowledge management strategies. Keeps stakeholders informed of progress and any issues that arise. integrates and streamlines processes to maximise effectiveness. * Consults internal experts. * Adopts a planned approach to the management of programs. Behavioural indicators Page 75 . ensures that key stakeholders are kept appropriately informed of progress. Manages contracts judiciously. looks beyond the organisation's boundaries to identify optimum resourcing combinations. * Contributes own expertise for the benefit of the organisation. taps into their technical and professional knowledge and experience to improve organisational outcomes. shares relevant information to facilitate an effective change process. engages in succession planning to nurture talent and contribute to organisational sustainability. Drives the change agenda. Drives a culture of achievement and fosters a quality focus in the organisation. * Coordinates projects across multiple organisations.

mentors and develops people Nurtures internal and external relationships Facilitates cooperation and partnerships Builds and sustains relationships that provide a rich intelligence network. Uses understanding of differences to anticipate reactions and enhance the operation of the organisation. and through the activities of the organisation. facilitates cooperation between organisations by sharing information. Makes time for people and offers full support when required. Identifies and develops talent. Capitalises on the positive benefits that can be gained from diversity and harnesses different viewpoints. * Maintains an awareness of the personalities. * Establishes and sustains relationships that deliver an intelligence network. facilitates others’ relationships with the Minister. * Engages the Minister’s office on key issues. recognises. * Discerns the differing and preferred working styles of individuals and uses this information to enhance the operation of the organisation. efficient and responsive client service personally. recognises when input is required. * Delegates responsibility for work appropriately and provides people with opportunities to take ownership. * Provides clear. provides talented people with access to targeted and stretching development opportunities. Communicates the importance of consultation with stakeholders to others. Encourages and motivates people to engage in continuous learning. Delivers constructive feedback and manages under-performance. Consults broadly to obtain buy-in. * Communicates the importance of consulting with key stakeholders. harnesses different viewpoints. * Engages in activities to maintain optimism and enthusiasm. acknowledges and rewards achievements. * Capitalises on the diversity present in the organisation. shares information and facilitates the exchange of information by maintaining open communication channels. Behavioural indicators * Encourages key stakeholders to work together. Description * Proactively builds cross-agency relationships. Sets clear performance standards and gives timely praise and recognition. Celebrates success and engages in activities to maintain morale. opportunities for mutual benefit. Personally manifests strong interpersonal relations and rewards cooperative and collaborative behaviour. * Overcomes organisational silos. Anticipates and resolves conflict. * Sets performance standards and conducts regular reviews. implements formal and informal team-building activities. motivations and other diverse qualities of people. * Anticipates when different stakeholders may clash due to differing views. * Identifies and nurtures talent. and establishes cross-agency approaches to address issues. * Acts as a positive role model by proactively communicating the value and importance of capitalising on diversity for the organisation. bridges differences in understanding between key stakeholders. * Assists people in managing their time and emotional response when under high levels of pressure. * Builds effective working relationships with Ministers. and empowers them by delegating responsibility for work. Encourages stakeholders to work together. establishes crossagency approaches to address issues. Offers support in time of high pressure. Shows a commitment to client service through own actions and those of the organisation. Page 76 . works collaboratively and cooperatively and rewards those behaviours in others. * Models effective team working behaviours. and uses this to enhance interactions. adopts strategies to address these.Cultivates productive working relationships Capability SES3 Values individual differences and diversity Guides. anticipates reactions and tries to see things from different perspectives. * Takes steps to ensure the provision of prompt. * Celebrates success. recognises when input is required. Recognises the different working styles of individuals. Establishes an effective working relationship with the Minister. seeks to understand their needs and expectations. * Anticipates conflict and uses appropriate strategies to resolve conflict when it arises. provides people with the opportunity to build their capability. Communicates the value of harnessing diversity for the organisation. cultural perspectives or drivers. identifies and constructively addresses under-performance. particularly when people are challenged or during difficult times. * Makes time for people despite competing priorities. Overcomes organisational silos by facilitating cooperation between organisations. Engages the Minister’s office on key issues. and capitalises on. constructive and timely feedback (both positive and negative) in a manner that encourages learning and achieves any required resolution. * Consults broadly to obtain buyin.

Provides impartial and forthright advice. * Understands and operates within legal and public policy constraints and limitations. focus and energy. Represents the organisation effectively in public and internal forums. energy and initiative. places the aims of the organisation above personal ambitions. addresses breaches of protocol and probity in an appropriate manner.Exemplifies personal drive and integrity Capability SES3 Commits to action Displays resilience Demonstrates selfawareness and a commitment to personal development Has a high level of selfawareness and acts as a role model by openly communicating strengths and development needs. sustains high levels of effort toward the achievement of outcomes. Acts decisively to ensure strategies are implemented and issues are addressed. Accepts accountability for mistakes made in the organisation and ensures corrective action is taken. copes with extreme and changing demands from numerous stakeholders and maintains focus on objectives. * Maintains an optimistic outlook and focuses on the positives in difficult situations. identifies new challenges to extend experience. and advocates the corporate agenda. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. * Regularly seeks feedback on performance. * Makes tough corporate decisions that are in the best interests of the government (even when these may not be popular). * Acts as a role model to create an environment where individuals openly discuss their strengths and development needs. Strives for continual learning. including the Minister when appropriate. Maintains control and initiates urgent action to resolve issues when required. * Aligns business processes with the APS Values. * Capitalises on the varying strengths of individuals. stands own ground and supports others when appropriate. * Strives to achieve targets and maintains focus on long-term outcomes: does not give up and modifies approach to achieve targets for the organisation. * Leads by example and maintains high standards of professionalism and impartiality. takes responsibility for issues that are escalated. composed and focused during a crisis. learns from mistakes. Engages with risk and shows personal courage Acts as a role model for leadership courage by consistently raising critical and difficult issues. Addresses breaches of protocol and probity. Persists and focuses on achieving organisational objectives throughout periods of extreme pressure. * Makes decisions for the corporate good without favouritism or bias. * Demonstrates tenacity and persists with initiatives. Monitors own emotional reactions and responds to pressure in a controlled manner. supports other leaders. engages in constructive debate to address the issues. admits to not always knowing the answer to a question. * Treats people fairly and equitably and is transparent in dealings with them. Retains focus on the end goal and overcomes significant barriers and obstacles. Behavioural indicators Page 77 . * Represents the organisation in public forums. remains relaxed. expects and encourages team and colleagues to apply the same high standards. * Is prepared to commit to a decision without all of the information. translates negative feedback into actions for improvement. Uses self-insight to identify areas in which own capabilities complement other people’s. identifies areas in which own strengths/weaknesses complement those of colleagues. Displays a positive outlook in difficult situations. Is open to feedback and is responsive in adjusting behaviour. ethical and professional way. * Adheres to the APS Values and Code of Conduct and consistently behaves in an honest. gets involved and galvanises others to act to deliver key results for the organisation. * Encourages and contributes to debate on own ideas and the ideas of others. Galvanises others to act. Is prepared to make tough corporate decisions to achieve desired outcomes. * Presents a united leadership voice. * Stays in control of emotions and does not react negatively to stress or pressure. and adjusts behaviours to capitalise on these. Commits to getting the job done. * Shows drive. * Provides forthright and impartial advice in a constructive manner that facilitates the achievement of government outcomes. Demonstrates public service professionalism and probity Adheres to and promotes the APS Values and Code of Conduct and aligns business processes accordingly. Seeks guidance and advice when required. Demonstrates personal drive. * Strives for continual learning. Rapidly recovers from setbacks. * Displays self-insight and is highly aware of own strengths and limitations. appropriately supports and promotes the organisation's agenda. * Quickly recovers from setbacks and maintains momentum. Description * Acts as a role model for leadership courage by adopting a principled stance on important issues. * Maintains control and initiates urgent action and is responsive when there are significant issues to address. * Takes ownership for decisions and accepts responsibility when things go wrong. * Seeks advice and guidance. * Confronts difficult issues and challenges the position of others.

Checks own understanding of others’ comments and does not allow misunderstandings to linger. uses techniques to illustrate the argument persuasively. * Positions case by clearly highlighting its merit. Anticipates reactions and prepares a response to address the audience’s concerns. and takes proactive action to ensure effective resolution. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. * Senses when negotiations are stalling. * Adjusts presentation style on the basis of subtle non-verbal cues. * Presents messages confidently and selects the appropriate medium for maximum effect. * Identifies key stakeholders and seeks their support early in the negotiation. * Limits the use of jargon and abbreviations. avoids overselling by acknowledging risks and potential disadvantages. understands and adapts to audience Negotiates persuasively Communicates clearly Description Confidently presents messages in a clear and articulate manner. and is aware of the extent of potential for compromise. * Maximises personal communication strengths and takes into account shortcomings. Behavioural indicators Page 78 . explains complex information using language appropriate for the audience. * Analyses other people’s agendas and identifies potential 'weak spots'. uses anecdotes and analogies to illustrate key points and bring messages to life. Anticipates the position of the other party. * States the facts clearly. Adapts communication style and message to meet their needs. * Offers a convincing rationale and makes a strong case without getting personal or aggressive. * Tailors communication style and language according to the audience’s level of knowledge. * Pitches messages in a way that facilitates the desired outcomes. skill and experience. * Anticipates the likely reaction of the audience to a message and adjusts approach to gain maximum impact. * Structures messages clearly and succinctly. asking clarifying questions and reflecting back. Listens carefully to others and ensures their views have been understood. States the facts and uses straightforward language to aid transparency. Presents a convincing and balanced rationale. Focuses on key points for the audience and selects the most appropriate medium for conveying information. outlines the implications and ensures key conclusions are conveyed. * Acknowledges differences of opinion and addresses disagreements objectively. * Focuses on gaining a clear understanding of others’ comments by listening. both orally and in writing. and uses techniques to illustrate the argument persuasively. Focuses on the desired objectives and ensures negotiations remain on track. Identifies key stakeholders and engages their support.Communicates with influence Capability SES3 Listens. determines the extent of potential compromise for all parties. Focuses on the way in which the message is delivered. Creates meaning for the audience by using analogies and stories to illustrate key points. * Engages the audience. Seeks to understand the audience and reads their non-verbal cues. Approaches negotiations with a strong grasp of the key issues.

arranged in pairs of levels. combining EL2 and SES B1. 2001) This is a tool to inform individual’s thinking about their capabilities.4. Page 79 .5 Self assessment tools ‘Effective delivery of development strategies— especially those for which leaders themselves indicate a clear preference such as feedback and coaching— depends heavily on ensuring line manager accountability for leadership development goals’ (Corporate Leadership Council. The leadership imperative: Strategies for increasing leadership bench strength. Self-assessment for ELs combining EL1 and EL2 Self-assessment for SES combining SES B1 and B2 Self-assessment at the major critical transition into the SES. There are three self-assessment tools. will assist individuals to prepare a development plan. Individuals preparing for a temporary or permanent career transition to a higher level should use the descriptions in the profile for the next level to identify areas for development. The completion of a self-assessment against their level or the level they are interested in. This is not a formal assessment for performance appraisal purposes.

Shapes strategic thinking EL1 Inspires a sense of purpose and direction Provides direction to others regarding the purpose and importance of their work. Shows judgment. 2. Gathers and investigates information from a variety of sources. intelligence and commonsense Undertakes objective. Breaks through problems and weighs up the options to identify solutions. Presents logical arguments and draws accurate conclusions. Read the descriptions of the capabilities listed below. critical analysis and distils the core issues. Maintains an awareness of the organisation. and explores new ideas and different viewpoints. Undertakes objective. Translates the strategy into operational goals and creates a shared sense of purpose within the business unit. and explores new ideas and different viewpoints. 3. review the relevant profiles. Tick below to identify those capabilities where you believe you want more development or experience to build on your existing capabilities. Focuses strategically Understands the organisation's objectives and aligns operational activities accordingly.Self-assessment tool for ELs The self-assessment tool can be used as a guide to assist individuals identify areas of strength and areas that might benefit from development. Page 80 . Maintains an awareness of the organisation. Probes information and identifies any critical gaps. Instructions 1. systematic analysis and draws accurate conclusions based on evidence. Breaks through problems and weighs up the options to identify solutions. Probes information and identifies any critical gaps. For a complete picture of the capabilities and behaviours for each level. Anticipates and seeks to minimise risks. Illustrates the relationship between operational tasks and organisational goals. monitors the context in which the organisation operates and finds out about best practice approaches. encourages their contribution and communicates expected outcomes. Recognises the links between interconnected issues. anticipates priorities and develops long-term plans for own work area. organisation and the whole of government agenda. Considers the ramifications of a wide range of issues. looks for recent developments that may impact on own business area and finds out about best practice approaches. reflect on a recent example where you demonstrated the capability and assess yourself as confident or not confident. Considers the ramifications of issues and longer-term impact of own work and work area. You may then want to discuss with your manager areas you have identified that need further development or experience. Understands the organisation's objectives and links between the business unit. Explores possibilities and innovative alternatives. A recent example EL2 Harnesses information and opportunities Gathers and investigates information from a variety of sources. Sets work tasks that align with the strategic objectives and communicates expected outcomes. Engages others in the strategic direction of the work area. Explores possibilities and creative alternatives.

Builds teams with complementary skills and allocates resources in a manner that delivers results. Page 81 . Responds flexibly to changing demands. Commits to achieving quality outcomes and ensures documentation procedures are maintained. Contributes own expertise to achieve outcomes for the business unit. Strives to achieve and encourages others to do the same. Values specialist expertise and capitalises on the knowledge within the organisation as well as consulting externally as appropriate. Establishes clear plans and timeframes for project implementation and outlines specific activities. Shares information with others and assists them to adapt. Commits to achieving quality outcomes and ensures documentation procedures are maintained. Monitors progress and identifies risks that may impact on outcomes. Contributes own expertise to achieve outcomes for the business unit. Manages contracts judiciously. Ensures closure and delivers on intended results Sees projects through to completion. Evaluates ongoing project performance and identifies critical success factors. Instigates continuous improvement activities. Monitors project progress and adjusts plans as required.Achieves results EL1 EL2 A recent example Builds organisational capability and responsiveness Reviews project performance and focuses on identifying opportunities for continuous improvement. Seeks feedback from stakeholders to gauge satisfaction. Responds in a positive and flexible manner to change and uncertainty. Adjusts plans as required. Identifies key talent to support performance. Shares information with others and assists them to adapt. Seeks feedback from stakeholders to gauge satisfaction. Responds in a positive and flexible manner to change and uncertainty. Remains flexible and responsive to changes in requirements. Steers and implements change and deals with uncertainty Establishes clear plans and timeframes for project implementation and outlines specific activities. Marshals professional expertise Values specialist expertise and capitalises on the expert knowledge and skills of others.

Resolves conflict using appropriate strategies. Recognises the different working styles of individuals. Makes time for people and offers full support when required.Cultivates productive working relationships EL1 Nurtures internal and external relationships Builds and sustains relationships with a network of key people internally and externally. Fosters teamwork and rewards cooperative and collaborative behaviour. Finds opportunities to share information and ensures that others are kept informed of issues. Proactively offers assistance for a mutually beneficial relationship. Agrees clear performance standards and gives timely praise and recognition. Consults and shares information and ensures others are kept informed of issues. and empowers them by delegating tasks. A recent example EL2 Values individual differences and diversity Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. Deals with underperformance promptly. Facilitates cooperation and partnerships Involves people. and tries to see things from different perspectives. Agrees clear performance standards and gives timely praise and recognition. Harnesses understanding of differences to enhance interactions. Anticipates and is responsive to internal and external client needs. encourages them and recognises their contribution. Recognises the different working styles of individuals. Brings people together and encourages input from key stakeholders. Makes time for people and offers full support when required. Anticipates and is responsive to internal and external client needs. and tries to see things from different perspectives. Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. Delivers constructive. Delivers constructive feedback in a manner that gains acceptance and achieves resolution. Works collaboratively and operates as an effective team member. Builds and sustains relationships with a network of key people internally and externally. Page 82 . Guides. Encourages and motivates people to engage in continuous learning. Deals with underperformance promptly. mentors and develops people Identifies learning opportunities for others and empowers them by delegating tasks. objective feedback in a manner that gains acceptance and achieves resolution. Recognises shared agendas and works toward mutually beneficial outcomes. Harnesses understanding of differences to anticipate reactions and enhance interactions.

Communicates and acts on strengths and development needs. Maintains momentum and sustains effort despite criticism or setbacks. Acts on negative feedback to improve performance. Remains positive and responds to pressure in a controlled manner. Operates as an effective representative of the organisation in public and internal forums. Page 83 . Reflects on own behaviour and recognises the impact on others. and seeks guidance and advice when required. Commits energy and drive to see that goals are achieved. Challenges important issues constructively. Provides impartial and forthright advice. Reflects on own behaviour and recognises the impact on others. Shows initiative and proactively steps in and does what is required. and embraces challenging new opportunities. Continues to move forward despite criticism or setbacks. Remains positive and responds to pressure in a controlled manner. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. Acknowledges mistakes and learns from them. stands by own position and supports others when required. Operates as an effective representative of the organisation in public and internal forums. Commits energy and drive to see that goals are achieved. Challenges important issues constructively. Engages with risk and shows personal courage Provides impartial and forthright advice. Demonstrates self awareness and a commitment to personal development Self-evaluates performance and seeks feedback from others. Acknowledges mistakes and learns from them. Shows initiative and proactively steps in and does what is required. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. Persists and focuses on achieving objectives even in difficult circumstances. Shows strong commitment to learning and selfdevelopment. Confidently communicates strengths and acknowledges development needs. and seeks guidance and advice when required. Displays resilience Persists and focuses on achieving objectives even in difficult circumstances. Adopts a principled approach and adheres to the APS Values and Code of Conduct. and accepts challenging new opportunities. Critically analyses own performance and seeks feedback from others. Takes personal responsibility for meeting objectives and progressing work. Commits to action Takes personal responsibility for meeting objectives and progressing work. and stands by own position when challenged. Shows strong commitment to learning and selfdevelopment.Exemplifies personal drive and integrity EL1 EL2 A recent example Demonstrates public service professionalism and probity Adopts a principled approach and adheres to the APS Values and Code of Conduct.

Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. Anticipates reactions and is prepared to respond. understands and adapts to audience Seeks to understand the audience and tailors communication style and message accordingly. focusing on key points and using appropriate. Understands the desired objectives and associated strengths and weaknesses. Understands the desired objectives and associated strengths and weaknesses. Encourages the support of relevant stakeholders. Focuses on key points and uses appropriate. concise and articulate manner. Checks own understanding of others’ comments and does not allow misunderstandings to linger. unambiguous language. and adapts approach accordingly. having prepared in advance. Approaches negotiations with a strong grasp of the key issues. Strives to achieve an outcome that delivers benefits for both parties. Encourages debate and identifies common ground to facilitate agreement and acceptance of mutually beneficial solutions. and frames arguments accordingly. Listens carefully to others and checks to ensure their views have been understood. Listens. Encourages the support of relevant stakeholders. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. Seeks to understand the audience and tailors communication style and message accordingly. Confidently presents messages in a clear. Listens carefully to others and checks to ensure their views have been understood. Anticipates the position of the other party. Anticipates the position of the other party. unambiguous language. concise and articulate manner. having prepared well in advance. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Translates information for others. A recent example EL2 Notes Page 84 . Negotiates persuasively Approaches negotiations with a strong grasp of the key issues.Communicates with influence EL1 Communicates clearly Confidently presents messages in a clear.

Shapes strategic thinking SES B1 Inspires a sense of purpose and direction Develops the strategic direction for the business unit and creates a shared sense of purpose by demonstrating how elements of the strategy fit together and contribute to higher-level goals. Provides advice to government that reflects analysis of a broad range of issues and the whole of government agenda. Anticipates risks. Explores the options in full and makes sound decisions under pressure. Works effectively when all of the information is not available. Encourages others’ input and communicates required actions and expected outcomes Champions the organisation's vision and goals and promotes a shared commitment to the strategic direction. Harnesses information and opportunities Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. review the relevant profiles. A recent example SES B2 Focuses strategically Understands the organisation's direction and role within government and society including the whole of government agenda. Monitors change in the environment. Shows judgment. Helps create organisational strategies that are aligned with government objectives and likely future requirements. reflect on a recent example where you demonstrated the capability and assess yourself as confident or not confident. Considers emerging trends. Addresses any critical information gaps. Instructions 1. Applies lateral thinking and identifies innovative solutions. Applies intellect and knowledge to weigh up information and identify critical factors and issues. For a complete picture of the capabilities and behaviours for each level. intelligence and commonsense Applies intellect and knowledge to weigh up complex information and identify critical factors and issues. Positions the organisation to seize opportunities and minimise threats. Uses knowledge of the organisation to provide a context for others. addresses them quickly and helps others to recognise them. Considers opportunities and anticipates risk. Seizes opportunities and adjusts approach to respond to threats. Page 85 .Self-assessment tool for SES B1 and SES B2 The self-assessment tool can be used as a guide to assist individuals identify areas of strength and areas that might benefit from development. 3. Monitors change in the environment. Uses knowledge of the organisation to tailor approaches to different issues. Read the descriptions of the capabilities listed below. Capitalises on innovative alternatives to resolve complex problems. Considers multiple perspectives when assessing the ramifications of issues. Seeks to align business unit activities with strategic priorities. 2. Tick below to identify those capabilities where you believe you want more development or experience to build on your existing capabilities. Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. Addresses any critical information gaps. identifies long-term opportunities and aligns organisational operations with strategic priorities. You may then want to discuss with your manager areas you have identified that need further development or experience. Encourages others’ input and communicates expected outcomes from organisational strategies. Demonstrates effective judgement to weigh up options and develop realistic solutions. Understands the organisation's role within society and considers multiple perspectives when assessing the ramifications of key issues on the organisation and community. Develops plans that address both current and likely future requirements.

Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. Manages risks that may impede on project outcomes and ensures that key stakeholders are across all relevant issues. Responds flexibly to changing circumstances. Ensures closure and delivers on intended results Drives a culture of achievement. Actively ensures stakeholders are kept informed during times of change. Page 86 . Manages contracts judiciously. Actively ensures relevant professional input from others is obtained and shares own experience. Defines high-level objectives and ensures translation into practical implementation strategies. Strives for quality. Focuses on activities that support organisational sustainability. and fosters a quality focus in the organisation. Oversees the implementation of multiple change initiatives with a focus on the desired outcomes. Builds teams with complementary skills and engages in succession planning. Monitors and manages resourcing pressures for optimum outcomes. Drives a culture of achievement. Actively ensures stakeholders are kept informed during times of change. A recent example SES B2 Steers and implements change and deals with uncertainty Adopts a planned approach to the management of programs.Achieves results SES B1 Builds organisational capability and responsiveness Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. Creates a flexible environment that enables others to meet changing demands. Manages contracts judiciously. and ensures compliance with regulatory requirements. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. Creates a flexible environment that enables others to meet changing demands. Integrates professional expertise into the organisation to improve overall performance and delivery of organisational outcomes. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. deploys resources astutely and identifies optimum resourcing combinations. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. Puts systems in place to establish and measure accountabilities. Defines high-level objectives and supports translation into implementation strategies. Actively ensures relevant professional input from others is obtained and shares own experience. Facilitates information accessibility and sharing. Keeps stakeholders informed of progress and any issues that arise. Marshals professional expertise Integrates professional expertise into the organisation to improve overall performance and delivery of business unit outcomes. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. Nurtures talent and engages in succession planning. Enables the achievement of outcomes by identifying and removing potential barriers to success.

Cultivates productive working relationships SES B1 Nurtures internal and external relationships Builds and sustains relationships within the organisation. Shows a commitment to client service through own actions and those of the business unit. Recognises the different working styles of individuals. Delivers constructive feedback and manages underperformance. Celebrates success and engages in activities to maintain morale. Offers support in times of high pressure. Makes time for people and offers full support when required. Anticipates and resolves conflict. Offers support in times of high pressure and engages in activities to maintain morale. and empowers them by delegating responsibility for work. with the Minister's office. Harnesses understanding of differences to anticipate reactions and enhance interactions. Sets clear performance standards and gives timely praise and recognition. Encourages stakeholders to work together. and establishes cross-agency approaches to address issues. A recent example SES B2 Values individual differences and diversity Recognises the positive benefits that can be gained from diversity and capitalises on these for the benefit of the business unit. mentors and develops people Encourages and motivates people to engage in continuous learning. across the APS and with a diverse range of external stakeholders. Consults broadly to obtain buy-in. Personally manifests strong interpersonal relations and rewards cooperative and collaborative behaviour. Uses understanding of differences to anticipate reactions and enhance the operation of the organisation. Fosters teamwork and rewards cooperative and collaborative behaviour. Promotes information exchange by maintaining open communication channels. Shows a commitment to client service through own actions and those of the organisation. Looks for shared agendas and uses these to bring people together. Guides. Capitalises on the positive benefits that can be gained from diversity and harnesses different viewpoints. Makes time for people and offers full support when required. Encourages and motivates people to engage in continuous learning. Page 87 . Promotes the reciprocal sharing of information to build knowledge. anticipates reactions and tries to see things from different perspectives. Identifies and develops talent. Delivers constructive feedback and manages under-performance. Draws on the knowledge of key stakeholders within and outside the organisation and facilitates cooperation by sharing information. with the Minister's office. Facilitates cooperation within and between organisations. and tries to see things from different perspectives. and empowers them by delegating responsibility for work. Builds and sustains relationships within the organisation. Recognises the different working styles of individuals. Sets clear performance standards and gives timely praise and recognition. across the APS and with a diverse range of external stakeholders. Facilitates cooperation and partnerships Brings people together and encourages input from key stakeholders. Resolves conflict and manages the sensitivities involved.

Commits to achieving key outcomes for the organisation and uses personal drive. Galvanises others to act. Monitors own emotional reactions and responds to pressure in a controlled manner. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. Seeks guidance and advice when required. Addresses breaches of protocol and probity. acknowledges development needs and proactively identifies related learning opportunities to extend skills and experience. Displays a positive outlook and maintains momentum in difficult situations. Engages with risk and shows personal courage Provides impartial and forthright advice. Overcomes obstacles and rapidly recovers from setbacks. and advocates the corporate agenda. Adheres to and promotes the APS Values and the Code of Conduct and aligns business processes accordingly. Confidently promotes areas of strength and proactively identifies learning opportunities to extend skills and experience. Represents the organisation effectively in public and internal forums. Displays a positive outlook in difficult situations. Acts decisively and initiates urgent action to overcome difficult problems. Galvanises others to act. Stands by own position and supports others when required. Encourages these standards in others. organisational objectives even in difficult circumstances. Persists and focuses on achieving organisational objectives even in difficult circumstances. Page 88 . Takes responsibility for mistakes and learns from them. Provides impartial and forthright advice. Confidently promotes areas of strength. Reflects on own behaviour and recognises the impact on others. Demonstrates self awareness and a commitment to personal development Examines own performance and regularly seeks feedback from others. Seeks guidance and advice when required. and advocates the corporate agenda. Clearly voices own opinion and challenges difficult or controversial issues. Reflects on the impact of own behaviour on others and is responsive in adjusting behaviour. Demonstrates a high level of self-awareness and acknowledges areas of both strength and limitation. and focuses on achieving. Stands by own position and supports others when required.Exemplifies personal drive and integrity SES B1 SES B2 A recent example Demonstrates public service professionalism and probity Adheres to and promotes the APS Values and Code of Conduct and acts with utmost integrity and professionalism. Represents the organisation effectively in public and internal forums. Monitors own emotional reactions and responds to pressure in a controlled manner. Is prepared to make tough corporate decisions to achieve desired outcomes. Displays resilience Persists with. Challenges and encourages debate on difficult or controversial issues. Commits to action Commits to achieving key outcomes for the organisation. Demonstrates personal drive. Is prepared to make tough corporate decisions to achieve desired outcomes. focus and energy to enthuse others. Acts decisively and initiates urgent action to overcome difficult problems. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. focus and energy. Takes responsibility for mistakes and learns from them.

Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. Checks own understanding of others’ comments and does not allow misunderstandings to linger.Communicates with influence SES B1 Communicates clearly Confidently presents messages in a clear. Identifies key stakeholders and seeks their support. harnessing the most appropriate methods of communication. Approaches negotiations with a strong grasp of the key issues. and uses techniques to illustrate the argument persuasively. Presents a convincing and balanced rationale. understands and adapts to audience Seeks to understand the audience and tailors communication style and message accordingly. Focuses on the way in which the message is delivered. Creates meaning for the audience by using analogies and stories to illustrate key points. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. Adapts communication style and message to meet their needs. unambiguous language. Listens. concise and articulate manner. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. Structures message for brevity and presents message with precision and confidence. and is aware of the extent of potential for compromise. Anticipates objections and prepares a response to address the audience’s concerns. and explains the implications and ensures the conclusion is clearly conveyed. and is aware of the extent of potential for compromise. Negotiates persuasively Approaches negotiations with a strong grasp of the key issues. Listens carefully to others and ensures their views have been understood. Focuses on key points for the audience and states the facts. Anticipates the position of the other party. Focuses on the desired objectives and ensures negotiations remain on track. Anticipates objections and prepares a response to address the audience’s concerns. Listens carefully to others and checks to ensure their views have been understood. Seeks to understand the audience and reads their nonverbal cues. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Focuses on key points for the audience and uses appropriate. Focuses on the desired objectives and ensures negotiations remain on track. Confidently presents messages in a clear. concise and articulate manner. Anticipates the position of the other party. Presents a convincing and balanced rationale. Encourages the support of relevant stakeholders. A recent example SES B2 Page 89 .

Considers opportunities and anticipates risk. Shows judgment.Self-assessment tool for EL2 and SES B1 The self-assessment tool can be used as a guide to assist individuals to identify areas of strength and areas that might benefit from development. Tick below to identify those capabilities where you believe you want more development or experience to build on your existing capabilities. Seeks to align business unit activities with strategic priorities. Read the descriptions of the capabilities listed below. Breaks through problems and weighs up the options to identify solutions. Develops plans that address both current and likely future requirements. Applies lateral thinking and identifies innovative solutions. Instructions 1. Considers multiple perspectives when assessing the ramifications of issues. Page 90 . Probes information and identifies any critical gaps. review the relevant profiles. intelligence and commonsense Undertakes objective. Develops the strategic direction for the business unit and creates a shared sense of purpose by demonstrating how elements of the strategy fit together and contribute to higher-level goals. Seizes opportunities and adjusts approach to respond to threats. and explores new ideas and different viewpoints. Draws on information and alternative viewpoints and monitors information channels to understand new issues of importance to the government. encourages their contribution and communicates expected outcomes. Uses knowledge of the organisation to provide a context for others. critical analysis and distils the core issues. 3. Explores the options in full and makes sound decisions under pressure. anticipates priorities and develops long-term plans for own work area. Shapes strategic thinking EL2 Inspires a sense of purpose and direction Translates the strategy into operational goals and creates a shared sense of purpose within the business unit. Encourages others’ input and communicates required actions and expected outcomes A recent example SES B1 Harnesses information and opportunities Gathers and investigates information from a variety of sources. reflect on a recent example where you demonstrated the capability and assess yourself as confident or not confident. Engages others in the strategic direction of the work area. Works effectively when all of the information is not available. organisation and the whole of government agenda. Addresses any critical information gaps. Considers the ramifications of a wide range of issues. Explores possibilities and creative alternatives. Understands the organisation's direction and role within government and society including the whole of government agenda. Monitors change in the environment. Focuses strategically Understands the organisation's objectives and links between the business unit. You may then want to discuss with your manager areas you have identified that need further development or experience. Applies intellect and knowledge to weigh up complex information and identify critical factors and issues. Maintains an awareness of the organisation. For a complete picture of the capabilities and behaviours for each level. Anticipates and seeks to minimise risks. 2. Presents logical arguments and draws accurate conclusions. looks for recent developments that may impact on own business area and finds out about best practice approaches.

Actively ensures relevant professional input from others is obtained and shares own experience. Strives for quality. Ensures closure and delivers on intended results Strives to achieve and encourages others to do the same. Page 91 . deploys resources astutely and identifies optimum resourcing combinations. Responds in a positive and flexible manner to change and uncertainty. Creates a flexible environment that enables others to meet changing demands. Adopts a planned approach to the management of programs. Shares information with others and assists them to adapt. Responds flexibly to changing circumstances. Puts systems in place to establish and measure accountabilities.Achieves results EL2 Builds organisational capability and responsiveness Evaluates ongoing project performance and identifies critical success factors. Contributes own expertise to achieve outcomes for the business unit. Commits to achieving quality outcomes and ensures documentation procedures are maintained. Adjusts plans as required. Ensures ideas and intended actions become reality and that planned projects result in expected outputs. Actively ensures stakeholders are kept informed during times of change. Instigates continuous improvement activities. Manages contracts judiciously. Drives a culture of achievement. Builds teams with complementary skills and engages in succession planning. Investigates ways to improve effectiveness by harnessing technology and implementing continuous improvement activities. Steers and implements change and deals with uncertainty Establishes clear plans and timeframes for project implementation and outlines specific activities. Responds flexibly to changing demands. Builds teams with complementary skills and allocates resources in a manner that delivers results. Operates effectively in an environment of ongoing change and uncertainty and maintains flexibility. Integrates professional expertise into the organisation to improve overall performance and delivery of business unit outcomes. Monitors progress and identifies risks that may impact on outcomes. Manages contracts judiciously. and ensures compliance with regulatory requirements. Defines high-level objectives and supports translation into implementation strategies. A recent example SES B1 Marshals professional expertise Values specialist expertise and capitalises on the knowledge within the organisation as well as consulting externally as appropriate. Manages risks that may impede on project outcomes and ensures that key stakeholders are across all relevant issues. Seeks feedback from stakeholders to gauge satisfaction.

Guides. Anticipates and is responsive to internal and external client needs. Fosters teamwork and rewards cooperative and collaborative behaviour. Encourages and motivates people to engage in continuous learning. and empowers them by delegating responsibility for work. Agrees clear performance standards and gives timely praise and recognition. across the APS and with a diverse range of external stakeholders. Finds opportunities to share information and ensures that others are kept informed of issues. Recognises the positive benefits that can be gained from diversity and capitalises on these for the benefit of the business unit. Harnesses understanding of differences to anticipate reactions and enhance interactions. mentors and develops people Encourages and motivates people to engage in continuous learning. and empowers them by delegating tasks. Delivers constructive feedback in a manner that gains acceptance and achieves resolution. Recognises shared agendas and works toward mutually beneficial outcomes. Harnesses understanding of differences to anticipate reactions and enhance interactions. Deals with underperformance promptly. Makes time for people and offers full support when required. Shows a commitment to client service through own actions and those of the business unit. and tries to see things from different perspectives. Recognises the different working styles of individuals. Looks for shared agendas and uses these to bring people together. Brings people together and encourages input from key stakeholders. Builds and sustains relationships within the organisation. Fosters teamwork and rewards cooperative and collaborative behaviour. Promotes the reciprocal sharing of information to build knowledge. with the Minister's office. Sets clear performance standards and gives timely praise and recognition. Resolves conflict and manages the sensitivities involved.Cultivates productive working relationships EL2 Nurtures internal and external relationships Builds and sustains relationships with a network of key people internally and externally. A recent example SES B1 Facilitates cooperation and partnerships Brings people together and encourages input from key stakeholders. Values individual differences and diversity Recognises the positive benefits that can be gained from diversity and encourages the exploration of diverse views. Page 92 . Resolves conflict using appropriate strategies. Recognises the different working styles of individuals. Facilitates cooperation within and between organisations. Makes time for people and offers full support when required. Delivers constructive feedback and manages under-performance. Offers support in times of high pressure and engages in activities to maintain morale. and tries to see things from different perspectives.

Takes responsibility for mistakes and learns from them. acknowledges development needs and proactively identifies related learning opportunities to extend skills and experience. Reflects on own behaviour and recognises the impact on others. Demonstrates self awareness and a commitment to personal development Critically analyses own performance and seeks feedback from others. Provides impartial and forthright advice. Acknowledges mistakes and learns from them. focus and energy. Galvanises others to act. Commits energy and drive to see that goals are achieved. Acts professionally and impartially at all times and operates within the boundaries of organisational processes and legal and public policy constraints. Engages with risk and shows personal courage Provides impartial and forthright advice. Confidently promotes areas of strength. Remains positive and responds to pressure in a controlled manner. Adheres to and promotes the APS Values and Code of Conduct and acts with utmost integrity and professionalism. Examines own performance and regularly seeks feedback from others. Is prepared to make tough corporate decisions to achieve desired outcomes. Demonstrates personal drive. and advocates the corporate agenda. Seeks guidance and advice when required. Maintains momentum and sustains effort despite criticism or setbacks.Exemplifies personal drive and integrity EL2 SES B1 A recent example Demonstrates public service professionalism and probity Adopts a principled approach and adheres to the APS Values and Code of Conduct. and embraces challenging new opportunities. and seeks guidance and advice when required. Challenges important issues constructively. organisational objectives even in difficult circumstances. Displays a positive outlook and maintains momentum in difficult situations. Commits to achieving key outcomes for the organisation. Operates professionally and within the boundaries of organisational processes and legal and public policy constraints. Page 93 . Shows initiative and proactively steps in and does what is required. Operates as an effective representative of the organisation in public and internal forums. Challenges and encourages debate on difficult or controversial issues. Acts on negative feedback to improve performance. stands by own position and supports others when required. Reflects on own behaviour and recognises the impact on others. Confidently communicates strengths and acknowledges development needs. and focuses on achieving. Encourages these standards in others. Represents the organisation effectively in public and internal forums. Commits to action Takes personal responsibility for meeting objectives and progressing work. Stands by own position and supports others when required. Monitors own emotional reactions and responds to pressure in a controlled manner. Persists with. Shows strong commitment to learning and self-development. Displays resilience Persists and focuses on achieving objectives even in difficult circumstances. Acts decisively and initiates urgent action to overcome difficult problems.

Communicates with influence EL2
Communicates clearly Confidently presents messages in a clear, concise and articulate manner. Translates information for others, focusing on key points and using appropriate, unambiguous language. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity. 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 the conclusion is clearly conveyed. Selects the most appropriate medium for conveying information and structures written and oral communication to ensure clarity.

A recent example SES B1

Listens, understands and adapts to audience Seeks to understand the audience and tailors communication style and message accordingly. Listens carefully to others and checks to ensure their views have been understood. Anticipates reactions and is prepared to respond. Checks own understanding of others’ comments and does not allow misunderstandings to linger. Seeks to understand the audience and tailors communication style and message accordingly. Listens carefully to others and checks to ensure their views have been understood. Anticipates objections and prepares a response to address the audience’s concerns. Checks own understanding of others’ comments and does not allow misunderstandings to linger.

Negotiates persuasively Approaches negotiations with a strong grasp of the key issues, having prepared well in advance. Understands the desired objectives and associated strengths and weaknesses. Anticipates the position of the other party, and adapts approach accordingly. Encourages the support of key stakeholders. Encourages debate and identifies common ground to facilitate agreement and acceptance of mutually beneficial solutions. Approaches negotiations with a strong grasp of the key issues. Presents a convincing and balanced rationale. Anticipates the position of the other party, and is aware of the extent of potential for compromise. Acknowledges and addresses disagreements to facilitate mutually beneficial solutions. Encourages the support of key stakeholders. Focuses on the desired objectives and ensures negotiations remain on track.

Notes

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4.6 Development methods and options
In order to advance the organisation’s internal capabilities and bench strength, organisations should offer a wide variety of development resources and tools
(Corporate Leadership Council, Implementing career development initiatives, 2003) well-targeted training (such as executive development programs or formal skills training, where appropriate) self-development strategies use of senior mentors and coaches. Development methods vary and it is valuable to incorporate a blend of development activities into a career development plan. Research by the Corporate Leadership Council in 2001 indicated that leadership development occurs best when development opportunities are distributed amongst a number of activities2. A range of development options could include: challenging job-based experiences including job rotation, special assignments and cross-functional involvement including special projects or taskforces exposure to the strategic agenda and to senior officials of the organisation

Learning and development Organisational opportunities Coaching and mentoring

Education

Figure 10 Development methods and options

No single development option will cover all dimensions of a public service career. The examples included in Figure 11 describe development options that will build breadth and depth of experience. This list is by no means exhaustive, and opportunities will vary depending on the Agency and location.

2

Corporate Leadership Council, The Leadership Imperative, 2001
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Public sector service delivery role
Examples include: Potential benefits: working with clients and/or members of the public; leading and managing a service delivery work team. understanding the impact of implementing policies gaining experience in process and people management demonstrating the application of people and client skills, and flexibility gaining experience in accountability for financial and physical resources gaining experience in leading and managing teams

Public sector policy role
Examples include: secondment to a special cross-partner project; conducting research as part of a multi-disciplinary team; experiencing and articulating an external (e.g. community, business, regional or international) perspective into policy formulation, evaluation or implementation; work experience over more than one agency sector or area of specialisation. understanding policy development, implementation, monitoring and evaluating of processes and practices understanding how government programs are structured understanding how consultation processes contribute to success and timeliness of programs gaining experience in accountability for financial and physical resources gaining experience in leading and managing teams developing research skills

Potential benefits:

National office or central organisation role
Examples include: Potential benefits: leading and managing a work team in a national office environment; participating in a project team with staff drawn from both national and regional offices. understanding how the whole APS works appreciate coordinating and prioritising to pursue a broad strategy relating with people at senior level in other APS agencies

Branch or regional office role
Examples include: Potential benefits: implementing national policy at local level; field testing or researching for future policy initiatives; participating in a project team with staff drawn from both national and regional offices. understanding the viewpoint of people outside of a national office environment providing advice that recipients see as understanding, and being relevant to, regions and communities

Experience in a Minister’s office
Examples include: Potential benefits: providing advice directly to ministers, senior officials, or select committees; contributing to the management of the political–government interface. developing confidence in relationships with ministers and the ability to assert professional advice developing timing, tone, prioritisation and policy advice that are in step with Ministers’ needs, building trust and confidence in professional ability understanding how politicians operate, and how decisions are made

International experience
Examples include: attending Leading Australia’s Future in Asia (LAFIA), representing Australia’s interest on the international arena, which is the core aspect of the work of several agencies, e.g. foreign affairs, trade and overseas development, economic development, tourism and education—most ministers have an international dimension to their work. understanding Australia’s perspective and contribution to international issues acquiring ability to represent a whole of government perspective on international affairs and issues seeing how other countries’ public sectors are approaching similar challenges

Potential benefits:

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developing confidence in own judgement developing change management skills developing skills in influencing others displaying courage to take on new challenges and experience. seeing areas for improvement and opportunities for development realising own potential and that of others Formal education and training courses Examples include: Potential benefits: attending seminars and presentations from leading thinkers. experiential learning. quality assurance role. business advisory role. developing trust and credibility with community stakeholders being able to influence without being in a position of authority. starting up a business. or promote a professional view acquiring ability to think systematically rather than focusing only on tasks developing a vision for a new future and managing the complexities involved in making it happen Potential benefits: Informal development Examples include: Potential benefits: self-directed study and wide reading. being placed in high-stake. managing the public–private sector interface. being mentored or coached. or vice versa. serving on a public or professional body as an elected official. development role in one of the primary or major industry sectors. building intellectual capability and conceptual frameworks updating knowledge Postgraduate study Examples include: Potential benefits: completing Masters or further study. personal and professional courses. leading or implementing a ‘whole of organisation’ project. providing mentoring and support to members of a community or profession. doing volunteer services abroad. dealing with or leading significant change. managing people for the first time. PSM Program. developing credibility with the business world developing a broader view through gaining insights into the demands of the global economic system and the impact on Australian economy and society Voluntary/social activities Examples include: Potential benefits: bringing up a family. taking on a significant project of work that presents new learning and challenges. providing mentoring or support to members of a community or professional organisation. ambiguous or difficult situations. personal life and work experiences outside of paid work.Private sector experience Examples include: Potential benefits: developing operations and customer facing systems. moving from line operations to corporate or policy role. taskforce assignment or special project work involving increased scope. or being able to impose an expert view developing a broader view of the impact of service delivery and how to build values into operations engaging with community stakeholders and gaining support for policy and gathering feedback on implementation Undertaking stretch assignments Examples include: working with people or in situations not previously encountered. managing a small or medium business. ANZSOG Masters of Public Administration: Executive Fellows. chairing a local committee. understanding community perspectives. belonging to a voluntary society. increasing facility to see the big picture and make conceptual connections and holistic responses having opportunity to reflect linking in to influential networks of potential future leaders and CEOs applying a conceptual framework to earlier experiences Figure 11 Development opportunities Page 97 .

Individuals seeking to develop their capability can also use the development planner as a basis for a conversation with their manager. The following sample capability development plan for an EL working in the APS Commission is included as a guide. 2001) Once an individual has completed the self assessment tool. A blank template is provided on the following page as a starting point for individuals. The sample planner is based on the development options available for an APS Commission employee—individuals should consider the development options that are available within their agency. breakfasts forums and updates EL Updates Postgraduate studies Public Sector Management Program ANZSOG Masters ANZSOG Fellowships Coaching and mentoring Performance Management Assessment Secondments Critical incidents Career development assessment centre Coaching Senior management briefings/presentations Organisational opportunities Exchanges Key projects Leadership and management positions Taskforces Official visits Leading Australia's Future in Asia Figure 12 Sample capability development plan for an EL working in APS Commission Page 98 . and decided on the most appropriate development methods. The leadership imperative: Strategies for increasing leadership bench strength. as this will vary depending on location and size of agency. Education Learning and development opportunities APS Commission corporate calendar EL learning and development Public servants accountabilities rights and responsibilities Management essentials Futures forum Preparing to appear before Parliamentary Committees SES snapshots. the capability development planner provides a template to assist individuals to document their development plan.Capability development planning ‘Effective delivery of development strategies—especially those for which leaders themselves indicate a clear preference such as feedback and coaching—depends heavily on ensuring line manager accountability for leadership development goals’ (Corporate Leadership Council.

Figure 13 Template for capability development plan Organisational opportunities Coaching and mentoring Education Learning and development opportunities Page 99 .

. Cultivates.. and the changes in capability at each level. Achieves results.4.7 Mapping for individuals Each component of the System has been mapped below to assist individuals as they work through the process. Individuals aspiring to more senior leadership positions can use the descriptions in the comparative view for the next level to identify areas for development. Comparative view Shapes strategic thinking Inspires a sense of purpose and direction The comparative view of the Leadership Pathway scans across the levels from EL1 to SES B3 and describes the SESB2 SESB3 EL1 EL2 SESB1 behaviours. example rating Self-assessment tools have been included to assist individuals clarify their development needs.. They are the points where new behaviours have been introduced and are indicated by bold text in the Comparative View of the Pathway.. or the one above. Critical transition points Capability Shapes strategic. EL1 EL2 SESB1 SES B2 SES B3 Critical transition points have been identified for each of the Pathway capabilities across the various levels (dark arrows). Self-assessment Shapes strategic thinking EL2 EL1 Inspires a sense of purpose Translates the.. Critical transition points for each level have been shaded. Individual profiles Executive Level 2 Profile SST AR CPWR EPDI CWI The Profiles allow individuals to look at the capabilities and behaviours for a specific level. Remember the self-assessment tool is only asking Are you confident behaving in this way... They are paired to make comparison with another level easier. Locate the self-assessment for your level. Layers of complexity model This tool describes the increasing layers of complexity as roles change. do you want more development? Page 100 . Future focus Breadth of contact Breadth of impact Breadth of responsibility Individuals can identify each of the aspects of the model that are relevant for their current or future role.... This is not a formal assessment for performance appraisal purposes. Translates the.

Refer to your agency’s development opportunities. Once you have identified the capabilities that you want more development in. the APS Commission website and other avenues of development that you are familiar with. Are there development methods that you prefer? Are Learning and development Organisational opportunities Education there methods that you don’t normally consider? Coaching and mentoring Capability development planning sample and template Learning & development opportunities Education Coaching and mentoring Organisational opportunities The capability development planning tool provides a template to assist with recording your development needs. Plot your development plan on the template provided. Then consider appropriate development methods.Development methods This tool will assist individuals to identify the development methods that best meet their agency requirements and circumstances. or will be operating in. decide on the complexity of the context that you are. Figure 14 Mapping for individuals Page 101 .

apsc.au or phoning (02) 6271 6560.’ (APS Commission. This partnership will include assistance in customising the System to meet the specific requirements of agencies. Despite a high level of activity in this area. or its components. Related resources and information are available for individuals and HR practitioners through the Commission’s website – www. State of the Service Report 2002–2003. is available at the Commission’s website. and includes thematic papers on applying the APS Values. risk management and succession management Developing Leadership—Who? What? Where?—a snapshot of leadership programs being implemented in public service agencies. It is anticipated that these programs will be piloted during the later half of 2004 and offered as programs in 2005.gov. The APS would also benefit from greater support for Servicewide programs.au. The next step for the APS Commission in this ongoing process is to work collaboratively with agencies and providers to cement the System and its associated tools within the public service. managing work and life balance. The Integrated Leadership System has been designed to address the major known challenges. Further information on the System.5 Where to from here? Leadership capability development is an ongoing process. 2003) Page 102 . and provides a strong foundation to meet future APS leadership requirements. or by emailing ILS@apsc. and contact information Public Service Leadership: Emerging Issues—a report prepared by the National Institute of Governance for the Commission. The Commission is currently developing several new Servicewide programs that will help to build the capabilities and behaviours required of APS leaders. more concerted effort is needed. particularly in response to succession management pressures. ‘Leadership development is one area of capability development that has received increased attention in recent years.gov.

6 Appendices Embedding the APS Values: Framework Further reading Glossary of terms Appendix A Appendix B Appendix C Page 103 .

10(1)(e) of the PS Act) The APS is responsive to the Government in providing frank. 10(1)(c) of the PS Act). within the framework of Ministerial responsibility to the Government. (s. (s. 10(1)(a) of the PS Act) The APS is openly accountable for its actions. 10 (1)(b) of the PS Act) The APS provides a workplace that is free from discrimination and recognises and utilises the diversity of the Australian community it serves. effectively. 10(1)(g) of the PS Act) The APS provides a reasonable opportunity to all eligible members of the community to apply for APS employment.Appendix A: Embedding the APS Values: Framework Building a fair and robust environment to inspire public trust. the Parliament and the Australian public. (s. Figure 14 The APS Values Framework The APS and its relationship with Government and Parliament The APS is apolitical. accurate and timely advice and in implementing the Government’s policies and programs. (s. Page 104 . impartially and courteously to the Australian public and is sensitive to the diversity of the Australian public. performing its functions in an impartial and professional manner. give APS employees confidence and improve organisational performance. comprehensive. 10(1)(f) of the PS Act) The APS and its relationship with the public The APS delivers services fairly. 10(1)(m) of the PS Act) The APS and workplace relationships The APS is a public service in which employment decisions are based on merit. (s. (s. honest. (s.

10(1)(j) of the PS Act) The APS focuses on achieving results and managing performance. flexible.The APS establishes workplace relations that value communication. 10(1)(h) of the PS Act) The APS is a career-based service to enhance the effectiveness and cohesion of Australia’s democratic system of government. develop skills for ethical analysis and reasoning and provide sources of guidance and direction? 2. 10(1)(n) of the PS Act) Promoting the APS Values: A checklist for Agency Heads The aim of this checklist is to help Agency Heads assess how well the APS Values and Code of Conduct are being integrated into the management and culture of an agency and to identify areas for improvement. (s. (s. (s. 10(1)(l) of the PS Act) The APS provides a fair system of review of decisions taken in respect of APS employees. and advice on communications with ministers' offices and the media. 1. Commitment In what ways do senior leaders demonstrate visible and strong commitment to the APS Values? How do senior leaders encourage employees to raise questions about ethical dilemmas? How is it ensured that employees know they will not be victimised for raising ethical issues? How do senior leaders communicate to employees that conduct consistent with the APS Values and Code of Conduct is expected and that misconduct will not be tolerated? Are the Values integrated with strategic direction-setting to allow values-based decision making to cascade through planning and performance frameworks at all levels? Do learning and development programs aimed at leaders and managers include guidance on modelling the APS Values and their responsibilities to staff. safe and rewarding workplace. 10(1)(o) of the PS Act) Personal behaviour in the APS The APS has the highest ethical standards. consistent with and supportive of the APS Values and Code of Conduct? Is a commitment to the APS Values and Code of Conduct set out in key corporate documents such as the corporate plan. (s. people management rules and guidance. (s. 10(1)(d) of the PS Act) The APS has leadership of the highest quality. (s. service/client charters and workplace agreements? How is it ensured that the APS Values and Code of Conduct are integrated into the performance management framework? Are relevant legislation and rules clearly set out in instructions and guidance to employees? Page 105 . including chief executive instructions. (s. (s. 10(1)(i) of the PS Act) The APS provides a fair. Management How do management policies and practices reflect the APS Values and Code of Conduct? Are all instructions and guidance to employees. 10(1)(k) of the PS Act) The APS promotes equity in employment. and training in coaching and mentoring for values-based decision making? Is information about the APS Values and the Code of Conduct included in induction programs? How are APS employees informed about the standards of conduct expected of them? Are there learning and development programs available to all employees that address their responsibilities under the APS Values and Code of Conduct and handling tensions inherent in the APS Values. consultation. co-operation and input from employees on matters that affect their workplace.

Assurance What measures are in place to ensure that internal control systems. advice and guidance actively encourage day-to-day observance of the APS Values and Code of Conduct? Are instructions. business needs and community expectations? Subject to any limitation required by legislation. APS Code of Conduct The Code of Conduct requires that an employee must: behave honestly and with integrity in the course of APS employment. when acting in the course of APS employment. how is it ensured that decision making processes are transparent and open to public scrutiny? How is adherence to the APS Values and Code of Conduct monitored within standard corporate reporting and management information systems? Important note: The action suggested by this checklist is not intended to address all of an Agency Head's responsibilities to promote and uphold the APS Values under thePublic Service Act 1999 (PS Act). advice and guidance aimed at all employees easily accessible? Is there good cross-referencing and. if this is made available electronically. when acting in the course of APS employment. contractors and suppliers understand what is expected of them and the APS employees they have contact with.Where written instructions and guidance create latitude for decision making is reference made to the APS Values and Code of Conduct? Do instructions. must comply with all applicable Australian laws. must treat everyone with respect and courtesy. are functioning and effective? How is it ensured that the agency's procedures for determining whether an employee has breached the Code of Conduct are effective? How is it ensured that sanctions for breaches of the Code of Conduct are reasonable and have regard to relevant legal principles? How is it ensured that there is broad consistency of decision making with respect to sanctions across the agency? How is it ensured that employees are encouraged to expose wrongdoing without fear of victimisation and are aware of agency whistleblowing procedures? How are decision making review systems (both internal and external) used to provide systematic feedback on agency systems and procedures and their consistent support of the Values? How is it ensured that employees are aware of the agency's review of action scheme? How is it ensured that employees are informed of their review rights. Page 106 . In particular. good key word search facilities? 3. such as internal audit. act with care and diligence in the course of APS employment. fraud control strategies and risk assessment. Agency Heads must comply with the Public Service Commissioner's Directions 1999 on each of the APS Values. comply with any lawful and reasonable direction given by someone in the employee's Agency who has authority to give the direction. and the standards of behaviour they should exhibit when tendering for a contract and in delivering their contractual obligations? How are these expectations enforced? How is it ensured that records are created and maintained that meet accountability requirements (including compliance with legislation). in terms of the APS Values and Code of Conduct. including how to seek a review? How are customer (or client) and staff surveys used to assess how the agency is upholding the APS Values? How is it ensured that tenderers. and without harassment.

while on duty overseas must at all times behave in a way that upholds the good reputation of Australia. at all times behave in a way that upholds the APS Values and the integrity and good reputation of the APS. directly or indirectly. not give or disclose. any information about public business or anything of which the employee has official knowledge. a benefit or advantage for the employee or for any other person.maintain appropriate confidentiality about dealings that the employee has with any minister or minister's member of staff. Page 107 . not make improper use of: a b inside information or the employee's duties. use Commonwealth resources in a proper manner. The Code of Conduct is set out in section 13 of the Public Service Act 1999. any conflict of interest (real or apparent) in connection with APS employment. For further information about Embedding the APS Values and The APS Values Framework please contact the APS Commission helpline on (02) 6272 3609. status. power or authority in order to gain. except in the course of his or her duties as an APS employee or with the Agency Head’s express authority. or seek to gain. not provide false or misleading information in response to a request for information that is made for official purposes in connection with the employee's APS employment. and take reasonable steps to avoid. disclose.

2003.ahri.strategy.gov. Occasional Paper No. HR: Creating Business Solutions. 2004. 2001. Public Service Leadership emerging issues.com. Commonwealth Secretariat. Draft APS 5 and 6 Capability Framework. <www. Commonwealth of Australia. Commonwealth of Australia. Canberra Management Advisory Committee reports Management Advisory Committee. Canberra Management Advisory Committee. OECD Publications. 2003. Canberra APS Commission. Canberra APS Commission.Appendix B: Further reading APS Commission resources APS Commission. 2003. 2003.uk> Page 108 . AHRI. State of the Service Report 2002–03. Managing change: The evolving role of top public servants. Commonwealth of Australia. June 2003 State Services Commission. 20021. 2000. 2001. 2002. P. Commonwealth of Australia. ‘A Change in Leadership What Does it Mean?’ presented at an IPAA function. Peter E and Coe Amanda. 2003. Commonwealth of Australia. Commonwealth of Australia.uk> Shergold. 2003. Commonwealth of Australia.apsc. 1999.au> Larson.gov.ssc. Managing the Public Service Strategies for Improvement Series: No 7. Commonwealth of Australia.strategy. 2003. <http://www.au> APS Commission. Canberra National Institute of Governance. Kent OECD. Developing Leadership—Who? What? Where?. 2003. Public sector leadership for the 21st century. <http://www. Canberra APS Commission. Prime Minister’s Strategy Unit. Organisational Renewal. Paris Performance and Innovation Unit. <www. 2003. Canberra APS Commission.govt. 2003. Canberra APS Commission. 2001. A report for the Australian Public Service Commission.nz> Strategy Unit. Commonwealth of Australia and Centre for Public Sector Management Pty Ltd. Prime Minister’s Strategy Unit.<http://www. Embedding the APS Values.gov. Building capability: A framework for managing learning and development in the APS. Connecting Government: whole of government responses to Australia’s priority challenges. Risk: improving government’s capability to handle risk and uncertainty. Commonwealth of Australia. Canberra Other resources Australian Human Resources Institute. Canberra APS Commission. Human Resource Capability Model. Implementing organisational renewal: Mature aged workers in the APS. Senior Executive Leadership Capability Framework. 26: Report on the Regional Conference on Emerging issues in senior management development in the public sector. Strengthening leadership in the public sector: A research study by the PUI.

Global Leadership Development Trends in the Public Sector Page 109 . 2002.The following documents are accessible to members of the Corporate Leadership Council (CLC) at www.corporateleadershipcouncil. 2003. Voice of the Leader: A quantitative analysis of leadership bench strength and development strategies Corporate Leadership Council. 2001.com Corporate Leadership Council. The Leadership Imperative: Strategies for increasing leadership bench strength Corporate Leadership Council. 2001. Development and application of Leadership Capability Frameworks Corporate Leadership Council.

4—Connecting Government The Leadership Pathway Public Service Act 1999 Public Sector Management Program Senior Executive Leadership Capability Framework Senior Executive Service Senior Executive Service Band 1 Senior Executive Service Band 2 Senior Executive Service Band 3 The APS Values Page 110 .Appendix C: Glossary of terms Agencies ANZSOG APS APS Commission APS 1 APS 2 APS 3 APS 4 APS 5 APS 6 CDAC CLC EL EL1 EL2 HR practitioners ILS LAFIA MAC MAC Report Pathway PS Act PSM Program SELC Framework SES SES B1 SES B2 SES B3 Values Commonwealth departments and agencies under the PS Act 1999 Australian and New Zealand School of Government Australian Public Service Australian Public Service Commission Australian Public Service level 2 Australian Public Service level 2 Australian Public Service level 3 Australian Public Service level 4 Australian Public Service level 5 Australian Public Service level 6 Career Development Assessment Centre Corporate Leadership Council Executive Level Executive Level 1 Executive Level 2 Human resource practitioners Integrated Leadership System Leading Australia’s Future in Asia Management Advisory Committee Management Advisory Committee report No.

State of the Service Series 2002-03 APS 1 APS 2 APS 3 APS 4 APS 5 APS 6 EL1 EL2 SES Band 1 SES Band 2 SES Band 3 1507 6352 15585 29124 12766 26969 14276 10343 1392 384 96 Page 111 .Appendix D: APS Profile Taken from Australian Public Service Statistical Bulletin 2002-03.