1. No category

Queensland Public Service
Capability and Leadership
Framework (CLF)
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Overview
• What is the CLF?
• Who does the CLF apply to?
• Possible uses for the CLF
• Strategic alignment
• Developing Performance Framework and the CLF
• Understanding the CLF
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What is the CLF?
The CLF is a tool that:
• demonstrates the capabilities required of public
service employees (except teachers, school leaders, Senior
Executive Service and the Chief Executive who each have their
own capability frameworks)
• provides a common language about capability for
individuals and Queensland government agencies
• describes behaviours expected of people working in
the Queensland public service at all classification
levels.
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Who does the CLF apply to?
All public service employees and officers
employed under the Public Services Act 2008
Some exceptions are:
Cohort
Relevant Framework
Chief Executive
Executive Performance & Development
Framework
Senior Executive Service
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
DETE
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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Strategic alignment
Independent Commission of Audit Final Report April 2013
Code of Conduct for the QPS
A Plan – Better Services for
Queenslanders
Valuing Performance
Policy Statement
Developing Performance Framework
Developing Performance process
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Strategic alignment
E
Cascading nature of planning:
• Government initiatives
• DETE Strategic Plan
• Regional/branch operational planning
• Implementation of business/school/unit plans
• Individual Developing Performance plans
Alignment at all levels ensures a clear line of
sight between work and strategic priorities.
Developing Performance
Key
resources
+
=
Process
+
Web resources
Capability and
standards
frameworks
Capability Frameworks:
http://education.qld.gov.au/staff/development/performance/toolkit/capability-frameworks.html/
Developing Performance Framework
http://education.qld.gov.au/staff/development/performance/
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DPF and CLF
Developing Performance Framework (DPF)
Developing Performance process
QPS Capability and
Leadership Framework (CLF)
Ongoing conversations
Developing Performance –
conversation and plan template
Developing Performance –
Implementation guides
The CLF informs developing performance conversations and
planning.
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Developing Performance process
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Resources
http://education.qld.gov.au/staff/development/performance/toolkit/index.html
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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
Descriptions
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
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
CLF 9
SO1,
SO2
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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
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
CLF (p 49)
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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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Using the CLF selfassessment proforma
Self Assessment Proforma
CLF 6
Current level of capability
Priority for development
Capabilities required for role
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
Confident
Needs development
Needs significant
development
Essential
Significant
Less significant
1. Shapes strategic thinking
Select
How important is it
for the role?
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.
Download from the CLF document on the PSC website
Select
What is your
level Select
of
capability?
Select
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Self-assessment proforma
Use this
proforma when
talking about
stretch
opportunities, or
thinking about
what capabilities
are needed for
the next level
CLF Section 4, pp. 113 – 139 (Pg114)
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Developing Performance
conversation & plan template
Developing
Performance
Implementation
Guide for public
servants p 12
The CLF guides
the identification
of strengths and
areas for
development
Key
resource
Phase 1:
Clarifying
expectations and
work focus
These sections
relate to the CLF
http://education.qld.gov.au/staff/development/performance/toolkit/template.html
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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
Developing Performance conversations.
–
Your different perspectives will generate topics to launch your
Developing Performance 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 Developing Performance 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
• Performance development templates and tools
• CLF brochure
• Quick Guide to the CLF
• Information on applying the CLF to role descriptions
• Case studies of implementation
www.psc.qld.gov.au/page/corporatepublications/catalogue/c
apability-leadership-framework.shtml#clf1
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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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