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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CLFcore

capabilities

Workforce planning

Career planning

Performance feedback

Developing performance

Training needs analysis

Recruitment

Succession planning

Development programs

Retention

Coaching and mentoring

Possible uses of the CLF

DETE outcomes

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Strategic alignment

Valuing Performance Policy Statement

Valuing Performance Policy Statement

Developing Performance FrameworkDeveloping Performance processDeveloping Performance FrameworkDeveloping Performance process

Code of Conduct for the QPSCode of Conduct for the QPSIndependent Commission of Audit Final Report April 2013

 A Plan – Better Services for Queenslanders

Independent Commission of Audit Final Report April 2013

 A Plan – Better Services for Queenslanders

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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.

Strategic alignment

E

Developing Performance

Process

Capability Frameworks:http://education.qld.gov.au/staff/development/performance/toolkit/capability-frameworks.html/

Developing Performance Frameworkhttp://education.qld.gov.au/staff/development/performance/

= + + Web resources

Key resources

Capability and standards

frameworks

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Developing Performance Framework (DPF)Developing Performance process

Developing Performance Framework (DPF)Developing Performance process

Ongoing conversationsOngoing conversations

QPS Capability and Leadership Framework (CLF) QPS Capability and Leadership Framework (CLF)

Developing Performance – conversation and plan template

Developing Performance – conversation and plan template

Developing Performance – Implementation guides Developing Performance – Implementation guides

DPF and CLF

The CLF informs developing performance conversations and planning. 9

Developing Performance process

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Resources

http://education.qld.gov.au/staff/development/performance/toolkit/index.html

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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

QPS Capability and Leadership Framework

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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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Each capability consists of 3 to 5 components:

CLF 4

1. Supports strategic direction

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

An example

Classification

Capability

Components

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Each component has 4 to 8 behaviour indicators CLF 4

QPS Capability and Leadership Framework

Classification

Capability

Component

Behavioural indicators

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Behavioural indicators

QPS Capability and Leadership Framework

CapabilityComponents

Descriptions

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Alignment of CLF levelswith classifications

AO PO TO OO

CLF 1 11

1

CLF 2 2 1 2,3

CLF 3 3 2 4,5

CLF 4 4 2 3 6

CLF 5 5 3 4 7

CLF 6 6 4 5

CLF 7 7 5 6

CLF 8 8 6

CLF 9 SO1, SO2

AO Administration Officer

PO Professional Officer

TO Technical Officer

OO Operational Officer e.g. teacher aides, cleaners

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Increasing complexity

• Shaded components are critical transition points where there is significant development of skills from the previous level

• New behaviours are shown by italics

Sees tasks through to completion. Works with 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)19

Individual profile – core capability 3

CLF (p 49)

Individual capability pages tease out which behaviours and components are critical to the role

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Section 2 pp. 11 – 31

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

Comparative profiles

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1. Shapes strategic thinking

Less s

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Sig

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ant

Essential

Needs s

ignific

ant

develo

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Needs d

evelo

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Priority

for

develo

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1.1 Supports shared purpose and direction SelectUnderstands 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 communicat1.2 Thinks strategically Select

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 and1.3 Harnesses information and opportunities Select

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 Select

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

Self Assessment Proforma CLF 6

Capabilities required for role Current level of capability

Using the CLF self-assessment proforma

How important is it for the role?

What is your level of

capability?

Download from the CLF document on the PSC website 22

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) 23

Phase 1: Clarifying expectations and work focus

Phase 1: Clarifying expectations and work focus

Developing Performance conversation & plan template

Key resource

Developing Performance Implementation Guide for public servants p 12

http://education.qld.gov.au/staff/development/performance/toolkit/template.html

The CLF guides the identification of strengths and areas for development

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These sections relate to the CLF

Phase 2: Reaching an agreement

Phase 2: Reaching an agreement

Developing Performance conversation & plan template

Key resource

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Phase 3: Performing and ongoing support, including coaching and feedback – (actioning the plan)

Phase 4: Reviewing progress and recognising achievement

Phase 4: Reviewing progress and recognising achievement

Developing Performance conversation & plan template

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Key resource

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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ResourcesResources 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/capability-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/toolkit/presentations.html

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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.

Developing Performance – Key Resources

Denise BakerSenior Project Officer, Leadership & PerformanceWorkforce Capability and PerformanceDenise.Baker@dete.qld.gov.auPh 351 36532

www.education.qld.gov.au/staff/development/performance

Contact

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