EL2Descriptors & Performance Indicators
1. Shapes strategic thinkingCapability / Description / Performance indicators
1.1 Encourages a shared sense of purpose and direction / In collaboration with teams, translates thebusiness plan and branch and section workplans into team and individual performanceagreements. Creates a shared sense ofpurpose within the business unit. Engagesothers in the strategic direction of the workarea, encourages their contribution andcommunicates performance expectations. / • Encourages others to provide input and comment on the strategic directionof the business unit.
• Communicates with others regarding the purpose of their work and therelationship between team and individual performance expectations anddepartmental goals articulated in the corporate plan, portfolio budgetstatements and branch and section work plans.
• Builds a shared sense of purpose and direction, translates the vision intoshorter-term performance expectations.
• Frames performance expectations in a meaningful way and communicatesthe ‘what’ and ‘how’ of their achievement.
• Ensures a PDS agreement is in place for all staff.
1.2 Shows judgement,intelligence & commonsense / Undertakes objective, critical analysis anddistils the core issues. Presents logicalarguments and draws accurate conclusions.Anticipates and seeks to minimise risks.Breaks through problems and weighs up theoptions to identify solutions. Explorespossibilities and creative alternatives. / • Distils the core issues from complex information and identifies relationshipsbetween factors.
• Anticipates problems and takes steps to minimise or prevent them,identifies and articulates potential risks.
• Draws accurate conclusions and presents logical arguments that addresskey issues.
• Explores various possibilities and generates innovative alternatives.
• Selects the best option from a range of potential solutions, demonstrateshow recommendations solve the key problems identified.
1.3 Focuses strategically / Understands the department's goals and thelinks between the business unit, departmentand the whole of government agenda.Considers the ramifications of a wide rangeof issues, anticipates emerging priorities anddevelops long-term plans for own work area. / • Considers a wide range of issues and their implications for the businessunit.
• Thinks about the future, develops long-term plans and anticipates likelypriorities.
• Understands the department’s direction and how the work of own businessarea fits into the department, wider community and whole of governmentagenda.
1.4 Harnesses information& opportunities / Gathers and investigates information from avariety of sources, and explores new ideasand different viewpoints. Probes informationand identifies any critical gaps. Maintains anawareness of the department’s activities,looks for recent developments that mayimpact on own business area and finds outabout best practice approaches. / • Identifies critical information gaps and asks a range of questions to uncovervaluable information.
• Sources information on best practice approaches adopted in both thepublic and private sectors.
• Scans the internal and external environment for new trends and recentdevelopments that are likely to affect own business area.
• Gathers and investigates information and alternate viewpoints from avariety of sources through formal and informal means, explores new ideaswith an open mind.
EL2 Descriptors & Performance Indicators
2. Achieves resultsCapability / Description / Performance indicators
2.1 Ensures closure anddelivers on intendedresults / Strives to achieve and encourages others todo the same. Monitors progress andidentifies risks that may impact onperformance expectations. Adjusts plans,including PDS agreements as required.Commits to achieving quality outcomes andensures procedures are maintained andaccurately documented. Seeks feedbackfrom stakeholders to gauge satisfaction. / • Commits to targets and strives to achieve performance expectations,encourages others to do the same.
• Identifies and addresses risks that may impede work completion,proactively escalates issues that have not been controlled to ensure workremains on track.
• Regularly seeks feedback from stakeholders to gauge their satisfaction,acts to ensure work is delivered to a high standard.
• Maintains focus on quality to achieve performance expectations, adheres todocumentation procedures and sees tasks through to completion.
• Monitors projects against plans, including PDS agreements, managespriorities and agrees on adjustments to milestones as required.
2.2 Builds departmentalcapability &responsiveness / Evaluates ongoing team and individualperformance and identifies the goals,standards and capabilities critical to success.Instigates continuous improvement activities.Responds flexibly to changing demands.Builds teams with complementarycapabilities and allocates resources in amanner that delivers results. / • Builds effective teams with complementary capabilities.
• Allocates resources in a flexible manner across work area to deliver thebest results for the department.
• Evaluates team and individual performance expectations and businessprocesses to understand goals, standards and capabilities critical forsuccess, engages in, and encourages others to contribute to, continuousimprovement.
• Responds flexibly to changing demands whilst maintaining sight of the endgoals.
2.3 Steers & implementschange & deals withuncertainty / Establishes clear plans and timeframes fordelivery and outlines performanceexpectations. Responds in a positive andflexible manner to change and uncertainty.Shares information with others and assiststhem to adapt. / • Constructs project plans that have clear and appropriate goals, timeframesand budgets, anticipates change and builds contingencies into plans.
• Deals positively with uncertainty and copes effectively in an environmentcharacterised by change, determines a course of action despite lack ofclarity.
• Shares appropriate information with staff and colleagues during times ofchange, helps others adapt to ensure a smooth transition.
2.4 Marshals professionalcapability / Values specialist capability and usesknowledge from within the department aswell as consulting externally as appropriate.Contributes own expertise to achieveoutcomes for the business unit. / • Supplements internal knowledge with technical expertise from externalproviders and other government departments. Manages contractsjudiciously.
• Consults internal and external experts, taps into their technical andprofessional capability to improve work outcomes.
• Contributes own capability for the benefit of the business unit, encouragesothers to draw upon this knowledge, skill and behaviour.
EL2 Descriptors & Performance Indicators
3. Cultivates productive working relationshipsCapability / Description / Performance indicators
3.1 Nurtures internal &external relationships / Builds and sustains relationships with anetwork of key people internally andexternally. Understands who thestakeholders and clients are. Recognisesshared agendas and works toward mutuallybeneficial outcomes. Anticipates and isresponsive to internal and external client andstakeholder needs and incorporates theirexpectations into performance standards. / • Develops and maintains a network with others internally and externally.
• Builds and sustains long-term relationships, identifies and liaises with arange of clients and stakeholders including other teams, peers andcolleagues across the department, and in other organisations.
• Recognises shared agendas and works toward mutually beneficialoutcomes.
• Anticipates the needs of clients and stakeholders and provides courteous,prompt and professional service to them.
3.2 Values individualdifferences & diversity / Recognises the positive benefits that can begained from diversity and encourages theexploration of diverse views. Harnessesunderstanding of differences to anticipatereactions and enhance interactions.Recognises the different working styles ofindividuals, and tries to see things fromdifferent perspectives. / • Discerns the differing and preferred working styles of individuals andfactors this into the management of people and performance expectations.
• Recognises that others have different views and experience, explores theircontributions and capitalises on the differing perspectives.
• Tries to see things from the other person's perspective, anticipates theirreactions and adopts strategies to address them.
• Maintains an awareness of the personalities, motivations and other diversequalities of people, and uses this to enhance interactions.
3.3 Facilitates cooperation& partnerships / Brings people together and encourages inputfrom key stakeholders. Finds opportunities toshare information and ensures that othersare kept informed of issues. Fostersteamwork and rewards cooperative andcollaborative behaviour. / • Uses appropriate strategies to resolve conflicts and address concernsquickly.
• Fosters teamwork by working collaboratively and cooperatively,encourages and rewards those behaviours in others.
• Brings people together and ensures the key stakeholders are involved indiscussions, encourages people’s input and seeks contribution.
• Consults, promotes open discussion, shares information with key clientsand stakeholders internally and externally, ensures that people in ownteam and upwards are kept informed of progress and issues.
3.4 Guides, mentors &develops people / Encourages and motivates people to engagein continuous learning, and empowers themthrough delegation. Agrees clearperformance expectations and gives timelypraise and recognition. Makes time forpeople and offers full support when required. Delivers constructive feedback in a mannerthat gains acceptance and achievesresolution. Deals with under-performancepromptly. / • Makes time for people despite competing priorities, provides guidance andoffers full support when required.
• Acts as a coach and works with people to facilitate their development,identifies development opportunities in an individual development plan(IDP) and encourages continuous learning.
• Delegates tasks effectively, provides clear direction and articulates this inindividual PDS agreements.
• Congratulates people on achievements and gives timely recognition forgood performance.
• Provides clear, constructive and timely feedback (both positive andnegative) in a manner that encourages learning and achieves any requiredresolution.
• Agrees on performance expectations and conducts regular reviews,addresses underperformance promptly, identifies causes and agrees onimprovement targets.
EL2 Descriptors & Performance Indicators
4. Exemplifies personal drive and integrityCapability / Description / Performance indicators
4.1 Demonstrates publicservice professionalismand probity / Adopts a principled approach and adheres tothe APS Values and Code of Conduct. Actsprofessionally and impartially at all times andoperates within the boundaries ofdepartmental processes and legal and publicpolicy constraints. Operates as an effective representative of the department in publicand internal forums. / • Adheres to the APS Values and Code of Conduct and consistently behavesin an honest, ethical and professional way.
• Treats people fairly and equitably and is transparent in dealings with them.
• Makes decisions for the corporate good without favouritism or bias, placesthe goals of the department above personal ambitions.
• Understands and operates within departmental policy and procedures aswell as legal and public policy constraints and limitations.
• Operates in a professional manner when representing the department inpublic and internal forums.
4.2 Displays resilience / Persists and focuses on achievingperformance expectations even in difficultcircumstances. Remains positive andresponds to pressure in a controlled manner.Maintains momentum and sustains effortdespite criticism or setbacks. / • Sustains high levels of effort and energy following a setback, maintainsmomentum and continues to move forward.
• Demonstrates persistence, adapts approach when required and works hardto achieve performance expectations.
• Maintains an optimistic outlook and focuses on the positives in difficultsituations.
• Withstands criticism from stakeholders and maintains composure whenunder pressure.
4.3 Demonstrates selfawareness and a
commitment to personal
development / Critically analyses own performance andseeks feedback from others. Confidentlycommunicates strengths and acknowledgesdevelopment needs. Acts on negativefeedback to improve performance. Reflectson own behaviour and recognises the impacton others. Shows strong commitment tolearning and self-development, andembraces challenging new opportunities. / • Reflects on own behaviours and work style and considers how they impactothers and performance on the job.
• Balances work/life impact of own behaviour.
• Demonstrates commitment to self-development, steps out of own comfortzone and embraces challenging opportunities for growth.
• Confidently communicates areas of strength and acknowledgesdevelopment needs.
• Seeks feedback regarding performance, acts on feedback to achievecontinual improvement.
• Spends time critically analysing own performance and identifies strengthsas well as development needs.
4.4 Engages with risk andshows personal courage / Provides impartial and forthright advice.Challenges important issues constructively,standby own position and supports others when required. Acknowledges mistakes andlearns from them, and seeks guidance andadvice when required. / • Listens when own ideas are challenged, stands own ground and supportsothers when appropriate.
• Challenges issues and raises objections constructively, discussesalternatives to find a way forward.
• Provides impartial and forthright advice.
• Takes responsibility for mistakes and learns from them, acknowledgeswhen in the wrong.
• Seeks advice and assistance from colleagues and managers whenuncertain.
4.5 Commits to action / Takes personal responsibility for meetingperformance expectations and progressingwork. Shows initiative and proactively stepsin and does what is required.Commits energy and drive to see thatperformance expectations are achieved. / • Takes the initiative, progresses work, and engages in additional tasks asrequired.
• Works to get results, shows energy and drive, commits to meetingperformance expectations.
• Recognises and seeks to resolve issues impacting on the achievement ofperformance expectations.
EL2 Descriptors & Performance Indicators
5. Communicates with influenceCapability / Description / Performance indicators
5.1 Communicates clearly and concisely / Confidently presents messages in a clear,concise and articulate manner. Translatesinformation for others, focusing on key pointsand using appropriate, unambiguouslanguage. Selects the most appropriatemedium for conveying information. / • Translates information for others and focuses on clearly communicatingkey points.
• Limits the use of jargon and abbreviations, explains complex informationusing language appropriate for the audience.
• Presents messages confidently and selects the appropriate medium formaximum effect.
• Structures messages clearly and succinctly, both verbally and in writing.
5.2 Listens, understands and adapts to audience / Seeks to understand the audience andtailors communication style and messageaccordingly. Listens carefully to others andchecks to ensure their views have beenunderstood. Anticipates reactions and isprepared to respond. Checks ownunderstanding of others’ comments anddoes not allow misunderstandings to linger. / • Adjusts presentation style on the basis of subtle non-verbal cues.
• Maximises personal communication strengths and takes into accountshortcomings.
• Focuses on gaining a clear understanding of others’ comments by listening,
asking clarifying questions and reflecting back.
• Anticipates others’ reactions and is prepared to respond.
• Tailors communication style and language according to the audience’slevel of knowledge, skill and experience.
5.3 Negotiates persuasively / Approaches negotiations with a strong graspof the key issues, having prepared well in advance. Understands the desired goals andassociated strengths and weaknesses.Anticipates the position of the other party,and adapts approach accordingly. Resolves conflict using appropriate strategies.Encourages the support of relevantstakeholders. Encourages debate andidentifies common ground to facilitateagreement and acceptance of mutuallybeneficial solutions. / • Encourages debate and seeks to develop a clear understanding aboutconflicting issues.
• Puts forward a case firmly, without getting personal or aggressive.
• Encourages relevant stakeholders in supporting the position.
• Anticipates the stance of other parties in advance and positions own caseaccordingly, identifies common ground.
• Develops a convincing argument and presents the rationale with solidsupporting evidence.
6. Applies and builds appropriate knowledge skills and experience
Capability / Description / Performance indicators
6.1 Applies and buildsappropriate knowledge,skills and experience / Builds, applies and maintains appropriateexperience, skills and knowledge. Whererelevant to the position, maintains anddemonstrates professional/technicalqualifications or specialist expertise. / • Demonstrates significant knowledge, skills and experience in one or moreareas/functions within the department.
• Demonstrates professional expertise by development of standards andproviding authoritative advice or services.
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