Transcript Document

Queensland Public Service
Capability and Leadership
Framework (CLF)
1
Overview
• What is the CLF?
• Who does the CLF apply to?
• Possible uses for the CLF
• Strategic alignment
• Developing Performance Framework and the CLF
• Understanding the CLF
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What is the CLF?
The CLF is a tool that:
• demonstrates the capabilities required of public
service employees (except teachers, school leaders, senior
executive service and the chief executive who each have their
own capability frameworks)
• provides a common language about capability for
individuals and Queensland government agencies
• describes behaviours expected of people working in
the Queensland public service at all classification
levels.
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Who does the CLF apply to?
All public service employees and officers
employed under the Public Services Act 2008
Some exceptions are:
Cohort
Relevant capability framework
Chief Executive
Executive Performance & Development
Framework
Senior Executives and
Senior Officers
Teachers
Australian Professional Standards for
Teachers
Principals/School Leaders
Principals/Deputy Principal/Heads of
Program/Capability and Leadership
Frameworks
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Possible uses of the CLF
Developing performance
DET
outcomes
Coaching and mentoring
Performance feedback
Training needs analysis
CLF
core
capabilities
Workforce planning
Development programs
Recruitment
Career planning
Succession planning
Retention
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Performance and development strategic drivers
• Independent Commission of Audit Final Report April 2013
A Plan – Better Services for Queenslanders
•
Great Teachers = Great Results Action 1
•
Code of Conduct for the QPS
•
DETE Strategic Plan 2014-2018
•
State Schools Strategy 2014-2018
Strategic alignment
E
• Cascading nature of planning from Government
initiatives to individual developing performance plans
ensures a clear line of sight between our work and
strategic priorities.
• This is achieved through cascading performance
objectives from the director-general’s performance
agreement  deputy directors-general  senior
executives  directors/principals  all public servants
through:
– the Developing Performance Framework
Performance and development in DET
Framework
Employee cohort
Executive
Performance and
Development
Framework
DG and executive leaders
including senior officers,
regional directors and
assistant regional directors
Developing
Performance
Framework
Corporate, regional, school
public servants (AO2-AO8 &
equivalents), principals,
deputy principals, heads of
programs
Annual Teacher
Performance
Review Process
Teachers
Process
Capability
Development
Framework
QPS CLF
Principals
DPs,
HoPs
What is involved for public servants (AO1-AO8)
QPS Capability
and leadership
framework
Process
=
+
+
Key
resources
Web resources
Capability framework http://www.psc.qld.gov.au/publications/subjectspecific-publications/capability-leadership-framework.aspx
Developing Performance Framework
http://education.qld.gov.au/staff/development/performance/resources/
developing-performance-framework.pdf
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Performance and
Development process
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Resources
http://www.psc.qld.gov.au/publicati
ons/subject-specificpublications/capability-leadershipframework.aspx
http://education.qld.gov.au/staff/develo
pment/performance/pdfs/dpimplementation-guide-publicservants.pdf
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QPS Capability and Leadership
Framework
The CLF is built on five core capabilities:
1. Supports/shapes strategic direction/thinking
2. Achieves results
3. Supports/cultivates productive working relationships
4. Displays/exemplifies personal drive and integrity
5. Communicates with influence
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A capability consists of …
components descriptions that highlight major
behaviours
descriptions an explanation of each major
behaviour
behavioural
indicators
a guide to the range of
behaviours expected at that level
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An example
Each capability consists of 3 to 5 components:
Classification
CLF 4
Capability
1. Supports strategic direction
Components
1.1 Supports shared purpose and direction
1.2 Thinks strategically
1.3 Harnesses information and opportunities
1.4 Shows judgement, intelligence and
common sense
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QPS Capability and Leadership
Framework
Each component has 4 to 8 behaviour indicators
Classification
CLF 4
Capability
1. Supports strategic direction
Component
1. 1 Supports shared purpose and direction
a.
b.
Behavioural
indicators
c.
d.
Follows direction provided by supervisor
Understands the relationship between business priorities
and specific tasks
Understands and supports the organisation’s vision,
mission and business objectives
Understands the reasons for decisions and
recommendations and is able to explain how they are
relevant to their work.
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QPS Capability and Leadership
Framework
Capability
Components
Description
Behavioural indicators
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Alignment of CLF levels
with classifications
AO
CLF 1
1
CLF 2
2
CLF 3
3
CLF 4
4
CLF 5
PO
TO
OO
AO
Administration
Officer
PO
Professional Officer
TO
Technical Officer
OO
Operational Officer
e.g. teacher aides,
cleaners, schools
officers
1
1
1
2,3
2
4,5
2
3
6
5
3
4
7
CLF 6
6
4
5
CLF 7
7
5
6
CLF 8
8
6
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Increasing complexity
• Shaded components • New behaviours are
are critical transition
shown by italics
points where there is
significant
Sees tasks through to
development of skills
completion. Works with
from the previous level
agreed priorities, and
works independently…
CLF p12
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Individual profile summary
An individual profile
provides a level
overview with
capabilities,
components and
behaviours.
The summary page if
followed by 5
detailed pages – 1
for each column.
Individual Profiles Section 3, pp. 33 – 106 (p 52)
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Individual profile –
core capability 3
Individual
capability pages
tease out which
behaviours and
components are
critical to the
role
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Comparative profiles
Looking at taking the next step in your career?
Use the comparative profile to reflect on what
your current skills are and to plan development
Section 2 pp. 11 – 31
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Developing Performance
conversation & plan template
Key
resource
The CLF guides
the identification
of strengths and
areas for
development
http://education.qld.gov.au/staff/development/performance/toolkit/template.html
Phase 1:
Clarifying
expectations and
work focus
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Identifying strengths and areas for
development
Go to the QPS Capability and Leadership Framework (CLF)
site and choose either or both of the following approaches:
Approach 1. Tools and templates – Self-assessment
proformas for your CLF level
Approach 2. Individual CLF Profile for your level.
• In addition to these approaches you need to also reflect
on your own work performance, feedback you have
received, and the work responsibilities you have for the
next agreement (usually 12 months).
Approach 1: Using the self-assessment
proforma for your CLF level
• Go to the CLF Tools and templates and choose the self-assessment
proforma for your level
• Also refer to the detail for each of the 5 capabilities in the individual
profile for your level
Self Assessment Proforma
Capabilities required for role
CLF 6
Current level of capability
Priority for development
• Complete the Capabilities required for role, and Current level of
capability columns
• Review and select major strengths
and areas for development to discuss
with your supervisor/team leader at
your performance and development
conversation
• Areas for development will also align
with the work for your school/unit/team.
1.1 Supports shared purpose and direction
Understands and supports the organisation's vision, mission and business
objectives. Identifies the relationship between organisational goals and
operational tasks. Communicates with others regarding the purpose of their
work. Understands and communicat
1.2 Thinks strategically
Understands the work environment and contributes to the development of plans,
strategies and team goals. Identifies broader influences that may impact on the
team's work objectives. Demonstrates an awareness of the implications of issues
for own work and
1.3 Harnesses information and opportunities
Draws on information form diverse sources and uses experience to analyse what
information is important and how it should be used. Maintains an awareness of
the organisation and keeps self and others well informed on issues that may
affect work progress.
1.4 Shows judgement, intelligence and commonsense
Undertakes objective, systematic analysis and draws accurate conclusions based
on evidence. Identifies problems and works to resolve them. Thinks laterally,
identifies and implements improved work practices.
Confident
Needs development
Needs significant
development
Essential
Significant
Less significant
1. Shapes strategic thinking
Select
Select
Select
Select
Approach 2: Individual CLF Profile for
your level
• Examine all 6 pages of the CLF Profile for your level
• Using the summary page of your profile, highlight key
areas (either components e.g. 2.2, 3.1,3.4 or specific
parts of the description which you believe are
strengths for you). Also consider some work examples
for these.
• Using another coloured highlighter, identify
components or specific parts of the description which
you believe are potential areas for development which
will also align with your work over the next year.
• You and your team leader/supervisor will now
discuss these views and come to an agreement
on your key strengths and areas for development.
Developing Performance
conversation & plan template
Phase 2:
Reaching an
agreement
Key
resource
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Developing Performance
conversation & plan template
Phase 3:
Performing and
ongoing support,
including
coaching and
feedback –
(actioning the
plan)
Phase 4:
Reviewing
progress and
recognising
achievement
Key
resource
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Where to from here?
1. Use your CLF individual profile and self-assessment proforma to
reflect on your role and your capabilities
1. Identify your strengths and priorities for development
2. Compare your perceptions with your team leader’s, during your
performance and development conversations.
–
Your different perspectives will generate topics to launch your
performance and development conversations
–
The Developing Performance Framework invites you to take more
control of your career with the support of your team leader and
colleagues.
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As a team leader the CLF
can help you …
• lead and motivate your team
• tap into the knowledge and expertise of your
people
• tailor recruitment and selection to attract the
right people
• conduct performance and development
conversations
• identify training and development needs with
your team.
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The CLF will help DETE by …
• supporting development of a highly capable, future-ready
workforce
• guiding development of capability and leadership for
employees at all levels
• providing a shared language to describe the core work of
employees across the Queensland public service
• providing increased career mobility across the sector.
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Resources
Resources available through the Public Service Commission
website:
• CLF document in full and in sections
• Self-assessment tools
• Comparative profiles
• Information on applying the CLF to role descriptions
http://www.psc.qld.gov.au/publications/subject-specificpublications/capability-leadership-framework.aspx
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Understanding the DPF
Go to the DPF Information Session PowerPoints
for a full explanation of
the Developing
Performance process
http://education.qld.gov.au/staff/development/performance/toolki
t/presentations.html
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Developing Performance –
Key Resources
Developing Performance implementation guide for public servants
•
This resource contains information to support employees in understanding and
implementing the Developing Performance process.
Developing Performance – conversation and plan template
•
The template supports team leaders and team members in preparing for,
participating in, and facilitating Developing Performance conversations.
Developing Performance – a step-by-step guide to the Developing
Performance conversation and plan template
•
The guide clarifies each step in the template and the corresponding process that
occurs between team leaders and team members.
Developing Performance website
• http://education.qld.gov.au/staff/development/performance/index.html
Mentoring Handbook
•
This handbook provides an overview of mentoring, provides guidance on how to
establish an informal or formal mentoring program and how to work with a partner
in a mentoring relationship.
Contact
Denise Baker
Senior Project Officer, Leadership & Performance
Workforce Capability and Performance
[email protected]
Ph. 351 36532
www.education.qld.gov.au/staff/development/performance
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