Professional Documents
Culture Documents
Developing Statement of Duties: Senior Executive Leadership Capability Framework
Developing Statement of Duties: Senior Executive Leadership Capability Framework
1. INTRODUCTION
The Senior Executive Leadership Capability Framework will impact on the writing of Statements of
Duties. Statements of Duties are organisational management documentation that provides
information about the many facets of the role including important duties; responsibilities and
selection criteria.
The recently endorsed Tasmanian State Service (TSS) Senior Executive Leadership Capability
Framework provides a comprehensive and consistent description of workforce capability needs,
that is, knowledge, skills and abilities for Senior Executive and equivalent positions. It provides:
a common language for describing capability requirements; and
a sound basis for workforce management planning processes, such as recruitment and
selection, performance management and development and rotation and mobility policy.
2. LEGISLATIVE REQUIREMENTS
Agencies are reminded of the requirements of:
Employment Direction No. 1 - Employment in the State Service; and
Employment Direction No. 11 – Statements of Duties.
In accordance with Employment Direction No. 11 a Statement of Duties must include:
the duties that are to be performed
the criteria for selection of a person to perform those duties
the level of responsibility associated with those duties; and
any essential requirements for the performance of those duties consistent with Employment
Direction No. I - Employment in the State Service.
Additionally, Statements of Duties should include:
position title, the relevant division and/or branch and/or section, and the location
award and classification level, and any registered industrial agreement applicable to the
position
employment status, i.e. permanent or fixed-term, part-time or full time
the number of ordinary hours to be worked each week
Employment Direction No 17 sets out the requirements for determining Senior Executive work
value and classification. The Senior Executive Mercer Job Evaluation, takes into account a broad
range of factors such as expertise, judgement and accountability.
As per Employment Direction No. 17, the Head of the State Service may appoint individual
assessors or convene assessment panels to conduct evaluations for the purpose of determining
whether the work value of the proposed duties warrant classification at a senior executive or
equivalent specialist level. Assessors or panels may request additional information or clarification
from the initiating Agency.
The Mercer CED job evaluation system is the prescribed tool for evaluation purposes. The system
uses three (3) primary factors and eight (8) sub factors as follows: -
Expertise - (the required inputs, skills, knowledge and experience to undertake the duties)
Knowledge and Experience
Breadth
Interpersonal Skills
Judgement - (processing components of the duties, complexity of tasks, requirements for resolving
problems)
Job Environment
Reasoning
Accountability - (the outputs from the duties, impact, influences and independence)
Independence and Influence
Impact
Involvement
The work value and level of the office is determined from the sum of the Mercer points.
The corresponding work value points range for each of the four (4) classification levels in the
Senior Executive is as follows: -
Whole-of-Service | Senior Executive Leadership Capability Framework 2
Senior Executive Level Mercer CED Points
Level 1 700 - 810
Level 2 811 - 980
Level 3 981 - 1220
Level 4 1221 - 1500
The Senior Executive Leadership Capability Framework is a useful resource for a range of workforce
management activities, including recruitment. It:
allows for more precise description of capabilities than traditional generalisations like ’high
level’ or ’excellent’
supports a behavioural approach in selection criteria and interview questions which taps
into the applicants’ abilities, actual experience and attitudes.
The capabilities describe broad generic skills, knowledge and abilities that are commonly required
across the State Service. They do not cover all capabilities, nor replace all selection criteria, as some
jobs may require specialised content knowledge, skills and experience.
When formulating selection criteria you need to consider the whole Statement of Duties: the
objectives and major duties as well as the ‘capabilities’ to perform the major duties. In some cases,
broad capabilities will be enough to select the person you need for the job; in others you will need
to be more specific in your selection criteria.
It is not necessary to give candidates a link to the Leadership Capability Framework with
instructions to interpret and apply this information when preparing a job application. This is only
likely to overwhelm candidates, perpetuate the impression that applying for State Service jobs is
very complex and discourages potential candidates from applying for the job.
Quoting directly from the Framework, with minor editing to sharpen the text. The quote
could be a title eg Shapes Strategic Thinking, all or part of a capability description eg
Inspires a sense of purpose and direction or a behavioural descriptor/s eg Contributes to,
shapes and champions the organisation’s vision and goals, relating these to government
requirements.
Writing your own selection criteria, using the appropriate capability and behavioural
descriptors as a model so that the language and level are right for the position.
Combining related capabilities. This means putting like with like, not putting two unrelated
capabilities into a single criterion.
Over the page are the five Capabilities which HR Divisions could use to determine the capabilities
required for the role by analysing whether they are ‘less significant’, ‘significant’ or ‘essential’ for
the role.
Development
A transformative leader …
development
development
Priority for
Significant
Significant
significant
Confident
Essential
Needs
Needs
Less
INSPIRES A SENSE OF Contributes to, shapes and champions the
PURPOSE AND organisation's vision and goals, relating these to
DIRECTION government requirements.
Translates broad strategy into practical terms for
others, and creates a shared understanding of what
has to be achieved.
Within the overall strategic context, presents others
with an integrated picture of the actions and priorities
that will be required.
Provides a clear sense of direction and strives to
achieve common understanding among all levels
within the organisation.
FOCUSES Develops expert advice to government on potential
STRATEGICALLY outcomes, and develops a long term perspective on
organisational success.
Integrates a 'big picture' view of community and
government goals with how to achieve them.
Operates on the basis of a 'whole of government'
framework and takes the broader context into
account.
Ensures portfolio effort contributes to cross-
government priorities.
Envisages what might be and how future possibilities
balance with the 'here and now'.
HARNESSES Seeks to acquire appropriate and expert knowledge,
INFORMATION AND and is open to new information and different
OPPORTUNITIES perspectives.
Values and actively finds out about Australian and
international best practice (public and private sector)
and considers the workings of the organisation within
this context.
Demonstrates business acumen by thoroughly
researching the market that the organisation operates
in (and opportunities offered and constraints
imposed) to achieve greater efficiencies and improve
quality of service.
Keeps abreast of major technological changes and
advancements and their impacts.
SHOWS JUDGEMENT, Grasps complexity and identifies issues that tend to
INTELLIGENCE AND be overlooked by others.
COMMONSENSE Thinks through problems from various viewpoints and
analyses them objectively.
Critically evaluates information before applying both
intellect and experience to final judgment.
Willing and able to question traditional assumptions
and practices.
Capacity to provide originality of thought and develop
innovative solutions.
A transformative leader …
Less Significant
development
development
Significant
significant
Confident
Essential
Needs
Needs
BUILDS Initiates fluid and flexible resourcing options based on
ORGANISATIONAL an appreciation of emerging requirements in a
CAPABILITY AND constantly changing environment.
RESPONSIVENESS Works across organisational boundaries to identify
what resourcing combinations will deliver the best
outcomes.
Responds flexibly to stakeholder requirements and
changing circumstances as they arise, varying
deployment of resources within imposed constraints.
Uses the advantages offered by information
technology.
Takes action to ensure sustainability.
An engaging leader …
Less Significant
development
development
Significant
significant
Confident
Essential
Needs
Needs
NURTURES INTERNAL Builds relationships with Ministers and with key
AND EXTERNAL people within the organisation, across the State
RELATIONSHIPS Service and with external organisations.
Proactively creates a professional network and
develops mutually beneficial relationships based on
respect and trust.
Models commitment to customer service and delivery.
A self-aware leader …
Less Significant
development
development
Significant
significant
Confident
Essential
Needs
Needs
DEMONSTRATES Adheres to and promotes State Service Principles
PROFESSIONALISM and the ethical framework as set out in the State
AND PROBITY Service Code of Conduct and through Agency
Values.
Serves the government of the day irrespective of
personal preferences.
Implements policies and programs based on
corporate decisions.
A self-aware leader …
Needs significant
Less Significant
development
development
Significant
Confident
Essential
Needs
COMMUNICATES Produces user-friendly verbal and written
CLEARLY communication that is clear and concise.
Ensures unambiguous delivery of the message, and
checks that it has been understood as intended.
Keeps people up to date and fully informed of any
changes to the original communication.