<p> EL1 Descriptors & Performance Indicators</p><p>1. Shapes strategic thinking Capability Description Performance indicators</p><p>1.1 Encourages a Provides direction to others • Communicates with others regarding the purpose of their shared sense of regarding the purpose and work and their relationship between team and individual purpose and importance of their work. Illustrates performance expectations and departmental goals. direction the relationship between individual • Translates high-level goals and outcomes into appropriate performance expectations and performance expectations for others. departmental goals. Sets • Conveys expectations regarding outcomes and the timely performance expectations that achievement of goals. align with the corporate plan and • Ensures a PDS agreement is in place for all staff. branch and section work plans and communicates expected results and outcomes.</p><p>1.2 Shows Undertakes objective, critical • Systematically analyses information to identify judgement, analysis and draws accurate relationships between factors. intelligence and conclusions based on evidence. • Identifies problems and assesses their significance, takes common sense Recognises the links between a appropriate action to resolve them. broad range of issues. Breaks • Checks and clarifies information and avoids unwarranted through problems and weighs up assumptions, draws accurate conclusions and presents the options to identify solutions. logical arguments. Explores possibilities and • Explores various possibilities and generates innovative innovative alternatives. alternatives. • Selects the best option from a range of potential solutions, demonstrates how recommendations solve the key problems identified.</p><p>1.3 Focuses Understands the department's • Demonstrates an awareness of the implications of issues strategically goals and aligns team and for own work and work area. individual performance • Thinks about the future and considers the longer-term expectations accordingly. Considers implications of own work. the ramifications of issues and • Understands the strategic goals of the department and longer-term impact of own work develops work plans, including PDS agreements, and work area. accordingly.</p><p>1.4 Harnesses Gathers and investigates • Identifies critical information gaps and asks a range of information & information from a variety of questions to uncover valuable information. opportunities sources, and explores new ideas • Sources information on best practice approaches adopted and different viewpoints. Probes in both the public and private sectors. information and identifies any • Scans the departmental environment, monitors the critical gaps. Maintains an corporate priorities, business context and departmental awareness of the department’s culture. activities, monitors the context in • Gathers and investigates information and alternate which the department operates and viewpoints from a variety of sources through formal and finds out about best practice informal means, explores new ideas with an open mind. approaches.</p><p>Page 1 of 5 EL1 Descriptors & Performance Indicators</p><p>2. Achieves results Capability Description Performance indicators</p><p>2.1 Ensures closure Sees projects through to • Regularly seeks feedback from stakeholders and clients and delivers on completion. Monitors project to gauge their satisfaction, ensures work is delivered to a intended results progress and adjusts plans as high standard. required. Commits to achieving • Maintains focus on quality to achieve performance quality outcomes and ensures expectations, adheres to documentation procedures and procedures are maintained and sees tasks through to completion. accurately documented. • Monitors projects against plans, including PDS agreements, manages priorities and agrees adjustments to milestones as required.</p><p>2.2 Builds Reviews team and individual • Identifies and develops capabilities in individuals who will departmental performance and focuses on contribute to deliver the best results. capability & identifying opportunities for • Evaluates team and individual performance to responsiveness continuous improvement. Identifies understand critical factors for success, and engages in capabilities required to support activities to achieve continuous improvement. performance. Remains flexible and • Responds flexibly to changing demands whilst responsive to changes in maintaining sight of the end goal. requirements.</p><p>2.3 Steers & Establishes clear plans and • Constructs project plans that have clear and appropriate implements change timeframes for delivery and goals, timeframes and budgets, anticipates change and & deals with outlines specific goals and builds contingencies into plans. uncertainty standards. Responds in a positive • Deals positively with uncertainty and copes effectively in and flexible manner to change and an environment characterised by change, determines a uncertainty. Shares information course of action despite lack of clarity. with others and assists them to • Shares appropriate information with staff and colleagues adapt. during times of change, helps others adapt to ensure a smooth transition.</p><p>2.4 Marshals Values specialist capability and • Consults internal and external experts, taps into their professional uses knowledge from within the technical and professional capability and experience to capability department as well as consulting improve work outcomes. externally as appropriate. • Contributes own capability for the benefit of the business Contributes own expertise to unit, encourages others to draw upon this expertise. achieve outcomes for the business unit.</p><p>Page 2 of 5 EL1 Descriptors & Performance Indicators</p><p>3. Cultivates productive working relationships Capability Description Performance indicators</p><p>3.1 Nurtures internal Builds and sustains relationships • Develops and maintains a network with others internally & external with a network of key people and externally. relationships internally and externally. • Builds and sustains relationships, identifies and liaises Understands who the stakeholders with a range of clients and stakeholders including other and clients are. Proactively offers teams, peers and colleagues across the department, and in assistance for a mutually beneficial other organisations. relationship. Anticipates and is • Offers reciprocal assistance in achieving mutually responsive to internal and external beneficial outcomes. client and stakeholder needs and • Anticipates the needs of clients and stakeholders and incorporates their expectations into provides courteous, prompt and professional service to performance standards. them.</p><p>3.2 Values individual Recognises the positive benefits • Discerns the differing and preferred working styles of differences & diversity that can be gained from diversity individuals and factors this into the management of people and encourages the exploration of and performance expectations. diverse views. Harnesses • Recognises that others have different views and understanding of differences to experience, explores their contributions and capitalises on enhance interactions. Recognises the differing perspectives. the different working styles of • Tries to see things from the other person's perspective. individuals, and tries to see things • Maintains an awareness of the personalities, motivations from different perspectives. and other diverse qualities of people, and uses this to enhance interactions.</p><p>3.3 Facilitates Involves people, encourages them • Operates as an effective member of the team, works cooperation & and recognises their contribution. collaboratively and cooperatively, draws on team partnerships Consults and shares information strengths. and ensures others are kept • Involves others and encourages their input, recognises informed of issues. Works the contributions made by other people. collaboratively and operates as an • Consults and shares information with own team and effective team leader. upwards, ensures people are kept informed of progress and issues.</p><p>3.4 Guides, mentors & Encourages and motivates people • Makes time for people despite competing priorities, develops people to engage in continuous learning, provides guidance and offers full support when required. and empowers them through • Encourages staff to engage in development opportunities, delegation. Agrees clear identifies knowledge, skill and behaviour gaps and works performance expectations and with them to determine appropriate development activities gives timely praise and recognition. in an individual development plan (IDP). Makes time for people and offers • Delegates tasks effectively, provides clear direction and full support when required. Delivers articulates performance expectations in PDS agreements. constructive feedback in a manner • Congratulates people on achievements and gives timely that gains acceptance and achieves recognition for good performance. resolution. Deals with under- • Provides clear, constructive and timely feedback (both performance promptly. positive and negative) in a manner that encourages learning and achieves any required resolution. • Agrees on performance expectations and conducts regular reviews, addresses underperformance promptly, identifies causes and agrees on improvement targets.</p><p>Page 3 of 5 EL1 Descriptors & Performance Indicators</p><p>4. Exemplifies personal drive and integrity Capability Description Performance indicators</p><p>4.1 Demonstrates Adopts a principled approach and • Adheres to the APS Values and Code of Conduct and public service adheres to the APS Values and consistently behaves in an honest, ethical and professional professionalism and Code of Conduct. Acts way. probity professionally and impartially at all • Treats people fairly and equitably and is transparent in times and operates within the dealings with them. boundaries of departmental • Makes decisions for the corporate good without favouritism processes and legal and public or bias, places the goals of the department above personal policy constraints. Operates as an ambitions. effective representative of the • Understands and operates within departmental policy and department in public and internal procedures as well as legal and public policy constraints and forums. limitations. • Operates in a professional manner when representing the department in public and internal forums.</p><p>4.2 Displays Persists and focuses on achieving • Maintains effective performance levels in highly charged or resilience performance expectations even in high-pressure situations. difficult circumstances. Remains • Demonstrates persistence and works hard to achieve positive and responds to pressure objectives. in a controlled manner. Maintains • Maintains an optimistic outlook and focuses on the momentum and sustains effort positives in difficult situations. despite criticism or setbacks. • Stays controlled when under pressure, does not react personally to criticism.</p><p>4.3 Demonstrates Self-evaluates performance and • Reflects on own behaviours and work style and considers self awareness and a seeks feedback from others. how they impact on others and on job performance. commitment to Communicates and acts on • Balances work/life impact of own behaviour. personal strengths and development needs. • Demonstrates commitment to self-development and development Reflects on own behaviour and capitalises on opportunities to extend capabilities, accepts recognises the impact on others. challenging new opportunities. Shows strong commitment to • Communicates areas of strength, and acknowledges learning and self-development, and development needs. accepts challenging new • Seeks feedback on behaviour and work performance and is opportunities. responsive to guidance. • Spends time critically analysing own performance and identifies strengths as well as development needs.</p><p>4.4 Engages with Provides impartial and forthright • Listens when own ideas are challenged, stands ground and risk and shows advice. Challenges important issues defends own views when appropriate. personal courage constructively, and stands by own • Challenges issues and raises objections constructively, position when challenged. discusses alternatives to find a way forward. Acknowledges mistakes and learns • Provides impartial and forthright advice. from them, and seeks guidance and • Takes responsibility for mistakes and learns from them, advice when required. acknowledges when in the wrong. • Seeks advice and assistance from colleagues and senior managers when uncertain.</p><p>4.5 Commits to Takes personal responsibility for • Takes the initiative, progresses work, and engages in action meeting performance expectations additional tasks as required. and progressing work. Shows • Gets on with the job at hand and applies self with energy initiative and proactively steps in and drive, commits to meeting performance expectations. and does what is required. Commits • Recognises and seeks to resolve issues impacting on the energy and drive to see that achievement of performance expectations. performance expectations are achieved.</p><p>Page 4 of 5 EL1 Descriptors & Performance Indicators</p><p>5. Communicates with influence Capability Description Performance indicators</p><p>5.1 Communicates Confidently presents messages in a • Focuses on clearly communicating key points. clearly and concisely clear, concise and articulate • Limits the use of jargon and abbreviations, explains manner. Focuses on key points and complex information using language appropriate for the uses appropriate, unambiguous audience. language. Selects the most • Presents messages confidently and selects the appropriate medium for conveying appropriate medium for maximum effect. information. • Structures messages clearly and succinctly, both verbally and in writing.</p><p>5.2 Listens, Seeks to understand the audience • Adjusts presentation style on the basis of subtle non- understands and and tailors communication style verbal cues. adapts to audience and message accordingly. Listens • Maximises personal communication strengths and takes carefully to others and checks to into account shortcomings. ensure their views have been • Focuses on gaining a clear understanding of others’ understood. Checks own comments by listening, asking clarifying questions and understanding of others’ comments reflecting back. and does not allow • Understands and addresses the key concerns of the misunderstandings to linger. audience. • Tailors communication style and language according to the audience’s level of knowledge, skill and experience.</p><p>5.3 Negotiates Approaches negotiations with a • Presents persuasive counter-arguments. persuasively strong grasp of the key issues, • Puts forward a case firmly, without getting personal or having prepared in advance. aggressive. Understands the desired objectives • Encourages relevant stakeholders in supporting the and associated strengths and position. weaknesses. Anticipates the • Anticipates the stance of other parties in advance and position of the other party, and positions own case accordingly. frames arguments accordingly. • Commences negotiations with a clear understanding of Resolves conflict using appropriate the department's goals and desired outcomes. strategies. Encourages the support of relevant stakeholders. Strives to achieve an outcome that delivers benefits for both parties.</p><p>6. Applies and builds appropriate knowledge skills and experience Capability Description Performance indicators</p><p>6.1 Applies and builds Builds, applies and maintains • Demonstrates expertise in the practical application of appropriate appropriate experience, skills and experience, skills and knowledge, to achieve complex knowledge, skills and knowledge. Where relevant to the outcomes often on an independent basis. experience position, maintains and demonstrates professional/technical qualifications or specialist expertise.</p><p>Page 5 of 5</p>