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THE OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
Northern Territory Public Sector
Capability and
Leadership Framework
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Acknowledgements
The Office of the Commissioner for Public Employment, Northern Territory
Government, expresses its thanks and acknowledges the Public Service
Commission, Queensland Government, for its willingness to make the
Queensland Public Service Capability and Leadership Framework readily
available. Adaptations have been made to suit the Northern Territory Public
Sector with permission.
Copyright of the Northern Territory Government, 2010.
ISBN
978-0-9807286-5-1
Further information
Contact Strategic Workforce Planning and Development,
Office of the Commissioner for Public Employment
email: [email protected] or phone: 8999 5511
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Introducing the CLF 1
What is the CLF? 1
Who does the CLF apply to? 3
What is the purpose of the CLF? 3
How can the CLF be used? 3
Understanding the background to the CLF 4
Why was the Queensland Public Service CLF chosen? 4
Individual Profiles
including all capabilities and components for:
CLF 1 6
CLF 2 12
CLF 3 20
CLF 4 28
CLF 5 36
CLF 6 44
CLF 7 53
CLF 8 63
CLF 9 72
CLF 10 82
CLF 11 93
CLF 12 104
CLF CE 117
Contents
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1
Introducing the CLFThe Northern Territory Public Sector (NTPS) Capability and LeadershipFramework (CLF) provides a common language to support consistent
whole-of-sector capability development for the public sector and is designed
to ensure leadership capabilities and behaviours exist to meet the challenges
for the future.
The CLF is a valuable tool that can be used to develop people and strive for
continuous improvement.
The framework can be used as a centrepiece for discussion around
strengthening the work performance of individuals and teams and to informdecisions around determining and prioritising appropriate professional
development and learning.
What is the CLF?
The CLF describes the behaviour expected of public sector employees at every
level, from entry level to the Chief Executive.
There are 13 levels in the CLF that align with the following NTPS classifications
(and their equivalents):
CLF 1 to CLF 8 AO1 to SAO1
CLF 9 SAO2/ECO1
CLF 10 to CLF 12 ECO2 to ECO4
CE ECO5 to ECO6
The framework is based on 5 capabilities, which have:
3 to 5 components, which have
2 to 12 behavioural indicators.
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2
The 5 capabilities are:
CLF 1 to 7 CLF 8 to 12 and CE
Supports strategic direction Shapes strategic thinking
Achieves results Achieves results
Supports productive Cultivates productive
working relationships working relationships
Displays personal drive and Exemplifies personal drive and
integrity integrity
Communicates with influence Communicates with influence
The components and behavioural indicators get more complex at each
level in line with the expected increase in accountability, level of stakeholder
engagement responsibility, and strategic focus.
The component descriptions and behavioural indicators provide a guide to a
range of behaviours that can be expected at each level. From these identified
behaviours, the ones that are critical to a particular job will depend on the
focus of the role at the time. The need for management skills, teamwork andleadership will vary within most levels. For this reason, behavioural indicators
can be customised and prioritised by agencies to emphasise tasks that are
relevant and most important for that job.
The component descriptions highlighting the new behaviours at each level are
shown in italics. Some aspects of the capability may be essential on entry and
others can be acquired over time. Critical transition points at each level show
which components require a significant development of skills from the previous
level and are shaded.
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Who does the CLF apply to?
The CLF is for all levels of public sector employees employed under the Public
Sector Employment and Management Act.
It is intended that all agencies will adopt the CLF; however, it is acknowledged
that some agencies may need to implement the CLF in a flexible way to reflect
occupation-specific capabilities and standards.
The CLF will apply to permanent and temporary employees, including casual
employees.
What is the purpose of the CLF?
The CLF provides a common language to talk about the work of public sector
employees and is a foundation for developing capability and leadership in the
public sector.
Using the CLF will:
support managers to describe staff performance expectations clearly
support individuals and supervisors to identify and address learning and
development needs
strengthen public sector standards of performance
aid movement between agencies with common expectations
lead to highly functioning organisations focused on delivering quality
outcomes.
How can the CLF be used?
The CLF explains the generic behaviours that are desirable at each level toachieve effective outcomes. Along with specific behaviours and occupation-
specific expertise required of each job, these can be used for:
self-reflection and personal career planning
selection and prioritisation of professional development
meaningful performance development discussions
personal performance advice.
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4
Understanding the background to the CLF
The CLF is based on the Queensland Public Service Capability and Leadership
Framework, which was introduced in 2009. The Queensland Public Serviceadopted its framework from the Australian Public Service Integrated Leadership
System, which commenced in 2004. It is based on research from the fields of
workplace and organisational psychology and workforce capability, and job
analysis interviews conducted by Saville & Holdsworth Australia Pty Ltd.
Why was the Queensland Public Service CLF chosen?
The Office of the Commissioner for Public Employment looked at frameworks
across national and international jurisdictions. The advantages of the
Queensland CLF are:
the behaviours are based on public sector functions and context
it shows increasing complexity through levels and has a close alignment,
particularly at the high levels, with the growing breadth, impact of
decisions and responsibility of senior staff
it identifies critical transition points and behaviours required, making it
easy to plan learning and development as people progress
it can operate comfortably with other frameworks
it is based on the Australian Government framework.
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6
ALL CAPABILITIES AND COMPONENTS FOR CLF 1
1
Supports strategic
direction
2
Achieves results
3
Supports
productive working
relationships
4
Displays personal
drive and integrity
5
Communicates with
influence
1.1 Supports
shared purpose
and directionSupports the
organisations business
objectives. Follows
supervisors direction.
Recognises how their
work connects toothers.
1.2 ThinksstrategicallyUnderstands the work
environment. Shows
an awareness of
issues that may help or
hinder their work.
1.3 Harnesses
information and
opportunitiesKnows who to ask for
help. Asks questions to
resolve issues. Checks
to see what informationcan be given to others.
1.4 Shows
judgement,
intelligence andcommonsense
Refers problems to
supervisor. Looks for
ways to improve work
practices.
2.1 Identifies and
uses resources
wiselyTells supervisor if work
will not be finished on
time. Uses their skills
effectively.
2.2 Applies and
builds professional
expertise
Helps the team wherethey can.
2.3 Responds
positively to changeShares information
with others. Can adapt
and be flexible as
things change.
2.4 Takes
responsibility for
managing work
projects to achieve
resultsFinishes tasks as
directed. Checks with
supervisor that their
work is satisfactory
and gets help if theyneed it.
3.1 Nurtures
internal and external
relationshipsIs friendly, polite and
helpful with team
members and clients.
Joins in with team
activities.
3.2 Listens to,understands and
recognises the needsof others
Shares information and
cooperates with team
members.
3.3 Values individual
differences anddiversity
Can accept other
points of view. Treats
people with respect.
3.4 Shares learning
and supports othersSupports members of
the team.
4.1 Demonstrates
public sector
professionalism and
probityActs in line with Code
of Conduct.
4.2 Engages with
risk and shows
personal courage
Gives accurate
information related totheir work.
4.3 Commits to
actionWorks hard and takes
care to do a good job.
4.4 Promotes andadopts a positive and
balanced approach to
work
Stays calm and carries
out tasks as directed.
4.5 Demonstrates
self-awareness
and a commitmentto personal
development
Checks how they
are going. Talks to
supervisor about whereto improve.
5.1 Communicates
clearly
Communicatesmessages clearly and
concisely.
5.2 Listens,understands and
adapts to audience
Listens carefully
and checks they
understand.
5.3 Negotiates
confidently
Explains a problemand helps find a
solution.
INDIVIDUAL PROFILE CLF 1
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1 SUPPORTS STRATEGIC DIRECTION
Description Behavioural Indicators
1.1 Supports shared purpose anddirection
Supports the organisations businessobjectives. Follows supervisors direction.
Recognises how their work connects to
others.
Knows the agencys main function and why it isimportant.
Sees how their work fits into the priorities of theteam.
Knows what other team members do and why.
Understands and follows supervisors directions.
1.2 Thinks strategically
Understands the work environment. Shows
an awareness of issues that may help orhinder their work.
Understands what has to be done and how to get
it done.
Understands how other issues might impact onthe work e.g. absences, lack of supplies.
Joins in team goal setting.
Thinks through tasks and plans ahead to get work
done on time.
1.3 Harnesses information and
opportunities
Knows who to ask for help. Asks questions
to resolve issues. Checks to see what
information can be given to others.
Pays attention to relevant staff notices.
Shows ability to find contact details for staffmembers.
Knows where to find information and resources.
Asks questions to understand an issue.
Knows what they can tell others.
1.4 Shows judgement, intelligence and
commonsense
Refers problems to supervisor. Looks for
ways to improve work practices.
Uses commonsense to get work done.
Knows when they need to ask for help.
Joins in discussions about solving problems.
Helps to improve work practices.
CLF 1
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2 ACHIEVES RESULTS
Description Behavioural Indicators
2.1 Identifies and uses resourceswisely
Tells supervisor if work will not be finishedon time. Uses their skills effectively.
Puts in a good effort and keeps trying when it ishard.
Uses their time well to meet priorities.
Takes care of resources and minimises waste.
Checks how they are going and tells supervisor if
they will not finish on time.
Suggests ways to save time.
2.2 Applies and builds professional
expertise
Helps the team where they can.
Learns new skills on the job through practise with
help from colleagues and supervisor.
Shows willingness to help the team.
Shares knowledge and skills with team members.
2.3 Responds positively to change
Shares information with others. Can adapt
and be flexible as things change.
Keeps a list of tasks to do.
Reorganises work to make best use of time.
Tells supervisor and team members if
circumstances change.
Shows willingness to change tasks and ways of
doing things when asked.
2.4 Takes responsibility for managing
work projects to achieve results
Finishes tasks as directed. Checks withsupervisor that their work is satisfactory
and gets helps if they need it.
Does the job they are asked to do with regular
guidance from supervisor.
Takes pride in their work and in finishing a jobwell.
Asks supervisor if work is okay and looks for ways
to improve.
Records basic information correctly.
CLF 1
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3 SUPPORTS PRODUCTIVE WORKING RELATIONSHIPS
Description Behavioural Indicators
3.1 Nurtures internal and externalrelationships
Is friendly, polite and helpful with teammembers and clients. Joins in with team
activities.
Answers the telephone in a businesslike way.
Uses appropriate language at work.
Offers help to team members and supports them
willingly where they can.
Finds out what clients want and passes on
messages accurately to the right person.
3.2 Listens to, understands andrecognises the needs of others
Shares information and cooperates withteam members.
Cooperates with team members.
Keeps staff and clients informed of progress and
issues.
3.3 Values individual differences and
diversity
Can accept other points of view. Treats
people with respect.
Tries to see things from the other persons
perspective.
Stays clam when others express different
opinions.
Treats others fairly and is tolerant of different
lifestyles and beliefs.
3.4 Shares learning and supportsothers
Supports members of the team.
Helps new team members to fit in.
Show others how to do the job for times when
they are not there.
CLF 1
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4 DISPLAYS PERSONAL DRIVE AND INTEGRITY
Description Behavioural Indicators
4.1 Demonstrates public sectorprofessionalism and probity
Acts in line with Code of Conduct.
Obeys the law and is honest.
Takes care of public resources.
Understands they work in the public sector and
must act in line with Code of Conduct.
Dresses appropriately and speaks appropriately to
staff and clients.
4.2 Engages with risk and showspersonal courage
Gives accurate information related to theirwork.
Tells supervisor of risks.
Follows safety rules.
Takes proper care of themselves and property.
4.3 Commits to action
Works hard and takes care to do a good
job.
Gets on with the job.
Demonstrates reliability and makes sure they are
fit for work.
Exhibits punctuality at meetings and for work.
4.4 Promotes and adopts a positive
and balanced approach to work
Stays calm and carries out tasks as
directed.
Stays controlled when under pressure.
Does not react personally to criticism.
Looks for the positive in difficult situations.
Supports a positive work environment.
4.5 Demonstrates self-awarenessand a commitment to personal
development
Checks how they are going. Talks to
supervisor about where to improve.
Recognises where they have done well or need toimprove.
Shows keenness to learn and willingness to try.
Learns from mistakes and listens to advice.
CLF 1
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5 COMMUNICATES WITH INFLUENCE
Description Behavioural Indicators
5.1 Communicates clearly
Communicates messages clearly and
concisely.
Gives messages orally and in writing.
States the key points clearly and accurately.
5.2 Listens, understands and adapts to
audience
Listens carefully and checks they
understand.
Pays attention and takes in the key points of the
speaker.
Checks with the speaker to see they have
understood the message correctly.
Takes notes to help them remember.
5.3 Negotiates confidently
Explains a problem and helps find asolution.
Explains a problem clearly, who it affects and why
it is important.
Suggests ways to fix the problem.
Understands what is reasonably expected of them
at work.
Seeks help when needed to meet own workplace
rights and responsibilities.
CLF 1
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ALL CAPABILITIES AND COMPONENTS FOR CLF 2
1
Supports strategicdirection
2
Achieves results
3
Supportsproductive working
relationships
4
Displays personaldrive and integrity
5
Communicates withinfluence
1.1 Supportsshared purpose and
direction
Understands
and supports the
organisations business
objectives. Follows
direction provided
by supervisor.
Recognises how own
work contributes to the
achievement of team
goals. Understands thereasons for decisions
and recommendations.
1.2 Thinks
strategically
Understands the
work environment
and participates in
team goal setting.
Demonstrates an
awareness of issues
that may impact ondesignated work tasks.
1.3 Harnesses
information and
opportunitiesKnows where to find
information, and asks
questions to ensure a
better understanding
of issues. Seeks
guidance to determinewhat information
should be conveyed
to others. Keepssupervisors informed
on work progress.
2.1 Identifies anduses resources
wisely
Monitors task progress
against performance
expectations. Alertssupervisor early if work
is behind schedule.
Makes effective use of
own capabilities.
2.2 Applies andbuilds professional
expertise
Contributes own
expertise to achieve
outcomes for the
business unit.
2.3 Responds
positively to change
Creates and maintains
schedules. Responds
in a positive manner
to change.Shares
information with
others. Is adaptable
and flexible to
accommodate the
changing needs of theteam.
3.1 Nurturesinternal and external
relationships
Builds and sustains
positive relationships
with team membersand clients.
Participates actively
in teamwork and
activities. Responds
under direction to
changes in client needs
and expectations.
3.2 Listens to,
understands andrecognises the needs
of others
Actively listens to
colleagues and clients.
Shares information andcontributes to team
discussions. Works
closely with team
members to achieveresults and operates
as an effective team
member.
3.3 Values individualdifferences and
diversity
Understands, values
and responds to
different personal
styles. Tries to see
things from different
perspectives. Treats
people with respectand courtesy.
4.1 Demonstratespublic sector
professionalism and
probity
Adopts a principled
approach and adheresto public sector values
and Code of Conduct.
Acts professionally at
all times and operates
within the boundaries
of organisational
processes and legal
and public policy
constraints.
4.2 Engages with
risk and shows
personal courage
Provides accurate
advice on less complexissues.Acknowledgesmistakes and learns
from them, and seeks
guidance and advicewhen required.
4.3 Commits to
action
Takes personal
responsibility for
accurate completion
of work and seeks
assistance when
required. Commits
energy and drive to
see that goals are
achieved.
5.1 Communicatesclearly
Communicates
messages clearly and
concisely. Focuses on
key points and uses
appropriate language.
Structures written and
oral communication so
it is easy to follow.
5.2 Listens,understands and
adapts to audience
Adapts communication
style and approach
to ensure they
address the needs
of different people or
audiences. Listens
carefully to othersand checks to ensure
their views have been
understood. Checks
own understanding ofothers comments.
5.3 Negotiates
confidently
Listens to, and
considers different
ideas. Discusses
issues without getting
personal or aggressive.
INDIVIDUAL PROFILE CLF 2
continued next page...
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13
1.4 Shows
judgement,
intelligence and
commonsense
Researches
information relevant
to work tasks and
responsibilities.
Participates
in discussions
aroundissues andrefers problems
to supervisor.
Recognises the need
for improved workpractices.
2.4 Takes
responsibility for
managing work
projects to achieveresults
Sees tasks through
to completion.
Works within agreed
priorities, and works
independently
on routine tasks.
Maintains accurate
records and files.
Seeks feedback from
supervisor to gaugesatisfaction and seeks
assistance when
required.
3.4 Shares learning
and supports others
Identifies learning
opportunities.
Supports the
contribution of others.
Understands and
acts on constructive
feedback.
4.4 Promotes and
adopts a positive
and balanced
approach to workWorks as directed
to achieve work
objectives, even in
difficult circumstances.
Remains positive and
responds to pressure
in a calm manner.
4.5 Demonstrates
self-awarenessand a commitment
to personal
development
Seeks feedback from
others. Understands
areas of strengths
and works with
supervisor to identify
development needs.
Is aware of the impact
of own behaviour onothers. Seeks
self-development
opportunities.
ALL CAPABILITIES AND COMPONENTS FOR CLF 2
1
Supports strategicdirection
2
Achieves results
3
Supportsproductive working
relationships
4
Displays personaldrive and integrity
5
Communicates withinfluence
CLF 2
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14
1 SUPPORTS STRATEGIC DIRECTION
Description Behavioural Indicators
1.1 Supports shared purpose anddirection
Understands and supports the
organisations business objectives.
Follows direction provided by supervisor.
Recognises how own work contributes
to the achievement of team goals.
Understands the reasons for decisions and
recommendations.
Follows direction provided by supervisor and asksfor clarification if needed.
Is aware of the relationship between teampriorities and specific tasks.
Understands how own work contributes to team
goals.
Understands and supports the organisations
vision, mission and business objectives.
Takes time to learn about other areas of the
organisation.
Asks questions to ensure an accurateunderstanding of decisions and recommendations.
Is able to explain how decisions and
recommendations are relevant to their work.
1.2 Thinks strategically
Understands the work environmentandparticipates in team goal setting.
Demonstrates an awareness of issues that
may impact on designated work tasks.
Demonstrates an awareness of issues that may
impact on designated work tasks.
Thinks and plans ahead.
Understands the work environment.
Informs supervisor of potential issues that may
impact on designated work tasks.
Participates in team goal setting.
1.3 Harnesses information andopportunities
Knows where to find information, and asksquestions to ensure a better understanding
of issues. Seeks guidance to determine
what information should be conveyed to
others. Keeps supervisors informed on
work progress.
Is aware of corporate goals and understands teampriorities.
Keeps supervisor informed on work progress.
Knows where to find relevant information.
Asks questions to gain better understanding of an
issue.
Seeks supervisor guidance to determine what
information should be conveyed to others.
1.4 Shows judgement, intelligence andcommonsense
Researches information relevant to work
tasks and responsibilities. Participates
in discussions around issues and refers
problems to supervisor. Recognises the
need for improved work practices.
Researches information relevant to work tasksand responsibilities.
Identifies issues that could impact on designatedtasks and alerts supervisor.
Participates in discussions around issues.
Refers problems to supervisor.
Participates in decision-making.
Organises information to help others make quick,informed decisions.
Recognises the need to improve work practices.
CLF 2
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2 ACHIEVES RESULTS
Description Behavioural Indicators
2.1 Identifies and uses resourceswisely
Monitors task progress against
performance expectations. Alerts
supervisor early if work is behind schedule.
Makes effective use of own capabilities.
Makes effective use of own capabilities.
Monitors task progress against performance
expectations.
Alerts supervisor early if work is behind schedule
or cannot be done.
Reschedules and reorganises work to reflect
changes in priority.
Adjusts own schedule to suit colleagues and
business needs.
2.2 Applies and builds professional
expertise
Contributes own expertise to achieve
outcomes for the business unit.
Applies and develops capabilities to meet
performance expectations.
Demonstrates knowledge of the features of new
programs, products or services relevant to the
position.
Contributes own expertise for the benefit of the
business unit.
2.3 Responds positively to change
Creates and maintains schedules.
Responds in a positive manner to
change. Shares information with others. Isadaptable and flexible to accommodate the
changing needs of the team.
Creates and maintains schedules.
Links day-to-day tasks to performance
expectations and team outcomes.
Demonstrates flexibility and adaptability to meet
changing work requirements.
Informs supervisor of potential impact of proposed
change.
Shares appropriate information with colleagues
during times of change.
Responds to change under guidance from
supervisor.
2.4 Takes responsibility for managing
work projects to achieve results
Sees tasks through to completion.
Works within agreed priorities, andworks independently on routine tasks.
Maintains accurate records and files.
Seeks feedback from supervisor to gauge
satisfaction and seeks assistance when
required.
Seeks feedback from supervisor on theperformance of assigned tasks and incorporates
this feedback into the performance of new tasks.
Maintains accurate records and files.
Sees tasks through to completion.
Performs under direction from supervisor and
works to agreed priorities and outcomes.
Completes routine tasks.
Takes on additional duties when required.
Responds to changes in requirements.
CLF 2
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16
3 SUPPORTS PRODUCTIVE WORKING RELATIONSHIPS
Description Behavioural Indicators
3.1 Nurtures internal and externalrelationships
Builds and sustains positive relationshipswith team members and clients.
Participates actively in teamwork and
activities. Responds under direction to
changes in client needs and expectations.
Develops positive relationships with teammembers.
Participates actively in teamwork and groupactivities.
Builds and sustains relationships, liaising with
team members and clients.
Responds under direction to changes in client
needs and expectations.
Manages client expectations by clarifying
expectations and deadlines.
Keeps clients informed on progress.
Provides courteous, prompt and professional
service to clients.
3.2 Listens to, understands andrecognises the needs of others
Listens actively to colleagues and clients.Shares information and contributes to
team discussions. Works closely with team
members to achieve results and operates
as an effective team member.
Operates as an effective team member.
Works closely with team members to achieve
results.
Listens actively to colleagues and clients and
reports their needs to supervisor.
Supports team members in achieving goals,
especially during busy or difficult working periods.
Shares information with own team and contributes
to team discussions.
Informs supervisor of work progress.
3.3 Values individual differences and
diversity
Understands, values and responds to
different personal styles. Tries to see things
from different perspectives. Treats people
with respect and courtesy.
Recognises the value of individual differencesand understands that others may work in different
ways.
Recognises that others have different views andexperiences.
Tries to see things from the other personsperspective.
Maintains an awareness of personalities,
motivations and other diverse qualities of people.
Treats people with respect and courtesy.
3.4 Shares learning and supports
others
Identifies learning opportunities. Supportsthe contribution of others.Understands and
acts on constructive feedback.
Supports the contribution of others.
Identifies development opportunities for self andshares learning with others.
Congratulates people on achievements.
Understands and acts on constructive feedback.
CLF 2
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17
4 DISPLAYS PERSONAL DRIVE AND INTEGRITY
Description Behavioural Indicators
4.1 Demonstrates public sectorprofessionalism and probity
Adopts a principled approach and adheresto public sector values and Code of
Conduct.Acts professionally at all times
and operates within the boundaries of
organisational processes and legal and
public policy constraints.
Understands and applies public sector values andCode of Conduct and behaves consistently in an
honest, ethical and professional way.
Treats people fairly and equitably and is
transparent in dealings with them.
Makes decisions for the corporate good withoutfavouritism or bias.
Places the aims of the organisation abovepersonal ambitions.
Takes time to learn policies, regulations andstandard operating procedures and understands
why they exist.
Understands and complies with procedures,legislative, policy and regulatory frameworks.
Maintains strict confidentiality of information.
4.2 Engages with risk and shows
personal courage
Provides accurate advice on less complex
issues.Acknowledges mistakes and learns
from them, and seeks guidance and advice
when required.
Listens when own ideas are challenged.
Provides accurate advice to colleagues and clients
on less complex issues.
Makes sure that all work is checked and proofed.
Takes responsibility for mistakes and learns from
them.
Acknowledges when in the wrong.
Seeks advice and assistance from colleagues and
supervisor when uncertain.
4.3 Commits to action
Takes personal responsibility for accurate
completion of work and seeks assistance
when required. Commits energy and driveto see that goals are achieved.
Takes personal responsibility for accurate
completion of work.
Knows who can provide assistance with theachievement of goals and seeks help when
required.
Gets on with the job at hand and applies self with
energy and drive.
Commits to meeting objectives.
Follows up to ensure that issues are finalised.
Informs supervisor of issues impacting on the
achievement of designated tasks.
CLF 2
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18
4.4 Promotes and adopts a positiveand balanced approach to work
Works as directed to achieve work
objectives, even in difficult circumstances.
Remains positive and responds to pressure
in a calm manner.
Stays focused and productive in difficultcircumstances.
Works as directed to achieve objectives.
Maintains an optimistic outlook and focuses on
positives in difficult situations.
Supports a positive working environment.
Stays calm in difficult situations and when dealing
with difficult people.
Does not become defensive when faced with
criticism.
4.5 Demonstrates self-awarenessand a commitment to personal
development
Seeks feedback from others. Understandsareas of strengths and works with
supervisor to identify development needs.
Is aware of the impact of own behaviour
on others. Seeks self-development
opportunities.
Demonstrates awareness of the impact of own
behaviours on others.
Seeks self-development opportunities.
Shows willingness to learn new approaches and
acquire new capabilities.
Applies new knowledge in the workplace.
Develops an understanding of personal strengths
and capabilities.
Works with supervisor to identify individual
developmental requirements needed to completeassigned tasks.
Agrees on performance standards with supervisor.
Seeks feedback on behaviour and work
performance from supervisor, and is responsive to
guidance.
Seeks input from supervisor when assessing
performance.
Identifies strengths as well as developmental
requirements needed to complete assigned tasks.
CLF 2
4 DISPLAYS PERSONAL DRIVE AND INTEGRITY
Description Behavioural Indicators
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ALL CAPABILITIES AND COMPONENTS FOR CLF 3
1
Supports strategicdirection
2
Achieves results
3
Supportsproductive working
relationships
4
Displays personaldrive and integrity
5
Communicates withinfluence
1.1 Supportsshared purpose and
direction
Understands
and supports the
organisations vision,mission and business
objectives. Follows
direction provided
by supervisor.
Recognises how own
work contributes tothe achievement of
team and section
goals. Understands the
reasons for decisions
and recommendations.
1.2 Thinks
strategically
Understands thework environment
and contributes to the
development of work
plans and team goals.Demonstrates an
awareness of issuesthat may impact on
designated work tasks.
1.3 Harnessesinformation and
opportunities
Knows where to find
information, and asks
questions to ensure abetter understanding
of issues. Uses
established guidelinesto determine what
information should be
conveyed to others.Keeps supervisor
informed on work
progress.
2.1 Identifies anduses resources
wisely
Monitors task progress
against performance
expectations. Alertssupervisor early
if work is behind
schedule and
makes alternative
arrangements. Makes
effective use of owncapabilities.
2.2 Applies and
builds professionalexpertise
Contributes own
expertise to achieve
outcomes for the
business unit.
2.3 Responds
positively to changeCreates and maintains
schedules. Responds
in a positive manner
to change. Shares
information with
others. Is adaptablein approach and
willing to be flexible
to accommodate the
changing needs of the
team.
3.1 Nurturesinternal and external
relationships
Builds and
sustains positive
relationships withteam members and
clients. Participates
actively in teamwork
and activities.
Responds under
direction to changesin client needs and
expectations.
3.2 Listens to,understands and
recognises the
needs of others
Actively listens to
colleagues and clients.Shares information
and contributes to
team discussions.
Works closely withteam members to
achieve resultsand operates as
an effective team
member.
3.3 Values individual
differences and
diversity
Understands, values
and responds todifferent personal
styles. Tries to see
things from differentperspectives. Treats
people with respect
and courtesy.
4.1 Demonstratespublic sector
professionalism and
probity
Adopts a principled
approach and adheresto public sector values
and Code of Conduct.
Acts professionally at
all times and operates
within the boundaries
of organisationalprocesses and legal
and public policy
constraints.
4.2 Engages with
risk and shows
personal courage
Provides accurate
advice on lesscomplex issues.
Acknowledges
mistakes and learns
from them, and seeksguidance and advice
when required.
4.3 Commits to
actionTakes personal
responsibility for
accurate completion
of work and seeks
assistance when
required. Commitsenergy and drive to see
that goals are achieved.
4.4 Promotes and
adopts a positive
and balanced
approach to work
Works as directed
to achieve workobjectives, even in
difficult circumstances.
Remains positive and
responds to pressure
in a calm manner.
5.1 Communicatesclearly
Communicates
messages clearly and
concisely. Focuses on
key points and usesappropriate language.
Structures written and
oral communication so
it is easy to follow.
5.2 Listens,understands and
adapts to audience
Adapts communicationstyle and approach
to ensure they
address the needs
of different people or
audiences. Listens
carefully to othersand checks to ensure
their views have been
understood. Checks
own understanding ofothers comments.
5.3 Negotiates
confidently
Listens to, andconsiders different
ideas. Discusses
issues without
getting personal or
aggressive.
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21
1.4 Shows
judgement,
intelligence and
commonsenseResearches and
analyses information
relevant to work tasks
and responsibilities.
Identifies issues
that may impact
on designated
tasks and alerts
supervisor. Suggests
improvements to work
tasks.
2.4 Takes
responsibility for
managing work
projects to achieve
resultsSees tasks through
to completion.
Works within agreed
priorities, works
independentlyon routine tasks
and accepts more
challenging tasks.
Maintains accurate
records and files.
Seeks feedback fromsupervisor to gauge
satisfaction and seeks
assistance when
required.
3.4 Shares learning
and supports others
Identifies learning
opportunities.Supports the
contribution of others.
Understands and
acts on constructive
feedback.
4.5 Demonstrates
self-awareness
and a commitment
to personal
developmentSeeks feedback from
others. Understands
areas of strengths
and works with
supervisor to identifydevelopment needs.
Is aware of the impact
of own behaviour
on others. Seeks
self-development
opportunities.
ALL CAPABILITIES AND COMPONENTS FOR CLF 3
1
Supports strategicdirection
2
Achieves results
3
Supportsproductive working
relationships
4
Displays personaldrive and integrity
5
Communicates withinfluence
CLF 3
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23
2 ACHIEVES RESULTS
Description Behavioural Indicators
2.1 Identifies and uses resources wisely
Monitors task progress against performance
expectations. Alerts supervisor early if workis behind schedule and makes alternativearrangements. Makes effective use of own
capabilities.
Identifies key individuals who need to be involved.
Makes effective use of own capabilities.
Monitors task progress against performance
expectations to ensure deadlines are met.
Alerts supervisor early if work is behind or
cannot be done and, where appropriate, makes
alternative arrangements.
Reschedules and reogranises work to reflect
changes in priority.
Adjusts own schedule to suit colleagues and
business needs.
2.2 Applies and builds professionalexpertise
Contributes own expertise to achieveoutcomes for the business unit.
Applies and develops capabilities to meet
performance expectations.
Demonstrates knowledge of the features of newprograms, products or services relevant to the
position.
Contributes own expertise for the benefit of the
business unit.
2.3 Responds positively to change
Creates and maintains schedules. Responds
in a positive manner to change. Sharesinformation with others. Is adaptable in
approach and willing to be flexible toaccommodate the changing needs of the
team.
Creates and maintains schedules for self and,
where relevant, others.
Links day-to-day tasks to performanceexpectations and team outcomes.
Demonstrates flexibility and adaptability to meet
changing work requirements.
Informs supervisor of potential impact of proposed
change.
Shares appropriate information with colleagues
during times of change.
Responds to change under guidance from
supervisor.
2.4 Takes responsibility for managingwork projects to achieve results
Sees tasks through to completion. Workswithin agreed priorities, works independently
on routine tasks and accepts more
challenging tasks. Maintains accurate
records and files. Seeks feedback from
supervisor to gauge satisfaction and seeks
assistance when required.
Seeks feedback from supervisor on theperformance of assigned tasks and incorporates
this feedback into the performance of new tasks.
Maintains accurate records and files.
Sees tasks through to completion.
Performs under direction from supervisor and
works to agreed priorities and outcomes.
Completes routine tasks and accepts more
challenging tasks.
Takes on additional duties when required.
Responds to changes in requirements.
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3 SUPPORTS PRODUCTIVE WORKING RELATIONSHIPS
Description Behavioural Indicators
3.1 Nurtures internal and externalrelationships
Builds and sustains positive relationshipswith team members and clients. Participates
actively in teamwork and activities. Responds
under direction to changes in client needs
and expectations.
Develops positive relationships with teammembers.
Participates actively in teamwork and groupactivities.
Builds and sustains relationships, liaising with
team members and clients.
Responds under direction to changes in client
needs and expectations.
Manages client expectations by clarifying
expectations and deadlines.
Keeps clients informed on progress.
Provides courteous, prompt and professional
service to clients.
3.2 Listens to, understands andrecognises the needs of others
Actively listens to colleagues and clients.Shares information and contributes to
team discussions. Works closely with team
members to achieve results and operates
as an effective team member.
Operates as an effective team member.
Works closely with team members to achieve
results.
Actively listens to colleagues and clients.
Supports team members in achieving goals,
especially during busy or difficult working periods.
Shares information with own team and contributesto team discussions.
Informs supervisor of work progress.
3.3 Values individual differences and
diversity
Understands, values and responds to
different personal styles. Tries to see things
from different perspectives. Treats peoplewith respect and courtesy.
Recognises the value of individual differences
and understands that others may work in differentways.
Recognises that others have different views and
experiences.
Tries to see things from the other persons
perspective.
Maintains an awareness of personalities,motivations and other diverse qualities of people.
Treats people with respect and courtesy.
3.4 Shares learning and supportsothers
Identifies learning opportunities. Supportsthe contribution of others. Understands and
acts on constructive feedback.
Supports the contribution of others.
Identifies development opportunities for self and
shares learning with others.
Congratulates people on achievements.
Understands and acts on constructive feedback.
CLF 3
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25
4 DISPLAYS PERSONAL DRIVE AND INTEGRITY
Description Behavioural Indicators
4.1 Demonstrates public sectorprofessionalism and probity
Adopts a principled approach and adheresto public sector values and Code of
Conduct. Acts professionally at all times
and operates within the boundaries of
organisational processes and legal and
public policy constraints.
Understands and applies public sector values andCode of Conduct and behaves consistently in an
honest, ethical and professional way.
Treats people fairly and equitably and is
transparent in dealings with them.
Makes decisions without favouritism or bias.
Places the aims of the organisation above
personal ambitions.
Takes time to learn policies, regulations and
standard operating procedures and understandswhy they exist.
Understands and complies with procedures,
legislative, policy and regulatory frameworks.
Maintains strict confidentiality of information.
4.2 Engages with risk and shows
personal courage
Provides accurate advice on less complex
issues. Acknowledges mistakes and learns
from them, and seeks guidance and advice
when required.
Listens when own ideas are challenged.
Provides accurate advice to colleagues and clientson less complex issues.
Makes sure that all work is checked and proofed.
Takes responsibility for mistakes, learns from
them and acknowledges when in the wrong.
Seeks advice and assistance from colleagues and
senior managers when uncertain.
4.3 Commits to action
Takes personal responsibility for accuratecompletion of work and seeks assistance
when required. Commits energy and drive
to see that goals are achieved.
Takes personal responsibility for accurate
completion of work.
Knows who can provide assistance with the
achievement of goals and seeks help when
required.
Gets on with the job at hand and applies self with
energy and drive.
Commits to meeting objectives.
Follows up to ensure that issues are finalised.
Informs supervisor of issues impacting on the
achievement of designated tasks.
CLF 3
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26
4.4 Promotes and adopts a positiveand balanced approach to work
Works as directed to achieve work
objectives, even in difficult circumstances.
Remains positive and responds to pressure
in a calm manner.
Stays focused and works effectively in difficultcircumstances.
Works to achieve objectives.
Maintains an optimistic outlook and focuses on thepositives in difficult situations.
Supports a positive working environment.
Stays calm in difficult situations and when dealing
with difficult people.
Does not become defensive when faced with
criticism.
4.5 Demonstrates self-awareness
and a commitment to personal
development
Seeks feedback from others. Understands
areas of strengths and works with
supervisor to identify development needs.
Is aware of the impact of own behaviouron others. Seeks self-development
opportunities.
Is aware of the impact of own behaviour on others.
Seeks self-development opportunities.
Shows willingness to learn new approaches and
acquire new capabilities.
Applies new knowledge in the workplace.
Develops an understanding of personal strengths
and capabilities.
Works with supervisor to identify individual
developmental requirements needed to complete
assigned tasks.
Agrees on performance standards with supervisor.
Seeks feedback on behaviour and work
performance from supervisor, and is responsive to
guidance.
Seeks input from supervisor when assessing
performance.
Identifies strengths as well as developmental
requirements needed to complete assigned tasks.
CLF 3
4 DISPLAYS PERSONAL DRIVE AND INTEGRITY
Description Behavioural Indicators
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27
5 COMMUNICATES WITH INFLUENCE
Description Behavioural Indicators
5.1 Communicates clearly
Communicates messages clearly and
concisely. Focuses on key points and usesappropriate language. Structures written
and oral communication so it is easy to
follow.
Focuses on clear communication of key points.
Limits the use of jargon and abbreviations.
Explains complex information using language
appropriate for the audience.
Presents messages clearly.
Speaks at an appropriate volume and pace.
Conveys information succinctly.
Structures written communication so it is easy to
follow.
Uses correct spelling and grammar.
5.2 Listens, understands and adapts toaudience
Adapts communication style and approachto ensure they address the needs of
different people or audiences. Listens
carefully to others and checks to ensure
their views have been understood. Checks
own understanding of others comments.
Shows awareness of how own communication
style affects others.
Pays close attention to others when they arespeaking.
Checks own understanding of others commentsby asking clarifying questions.
Checks to ensure their own views have been
understood.
Adapts communication style and approach toensure they address the needs of different peopleor audiences.
5.3 Negotiates confidently
Listens to, and considers different ideas.
Discusses issues without getting personal
or aggressive.
Listens to, considers and acknowledges differing
ideas.
Discusses issues without getting personal or
aggressive.
CLF 3
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28
ALL CAPABILITIES AND COMPONENTS FOR CLF 4
1
Supports strategicdirection
2
Achieves results
3
Supportsproductive working
relationships
4
Displays personaldrive and integrity
5
Communicates withinfluence
1.1 Supportsshared purpose and
direction
Understands
and supports the
organisations vision,mission and business
objectives. Follows
direction provided
by supervisor.
Recognises how own
work contributes tothe achievement of
organisational goals.
Understands the
reasons for decisions
and recommendations.
1.2 Thinks
strategically
Understands thework environment
and contributes to
the development of
work plans and teamgoals. Demonstrates
an awareness of theimplications of issues
that may impact on
own work objectives.
1.3 Harnesses
information and
opportunities
Knows where to find
information, and asksquestions to ensure
a fullunderstanding
of an issue. Usescommonsense
to recognise the
importance of
available information.
Keeps self and others
well informed on work
progress.
2.1 Identifies anduses resources
wisely
Reviews task
performance and
communicates
outcomes to
supervisor.
Understands
individual and team
capabilities and makes
effective use of owncapabilities.
2.2 Applies and
builds professionalexpertise
Contributes own
expertise to achieve
outcomes for the
business unit.
2.3 Responds
positively to change
Establishes task plans
to deliver objectives.
Responds in a positive
and flexible manner
to change. Shares
information withothers and adapts to achangingenvironment.
3.1 Nurturesinternal and external
relationships
Builds and
sustains positive
relationships withteam members and
clients. Participates
actively in teamwork
and activities.
Responds under
direction to changesin client needs and
expectations.
3.2 Listens to,understands and
recognises the
needs of others
Actively listens to
colleagues and clients.Shares information
and ensures others
are kept informed
of issues. Workscollaboratively
and operates asan effective team
member.
3.3 Values
individual
differences and
diversity
Understands, values
and responds todifferent personal
styles. Tries to see
things from differentperspectives. Treats
people with respectand courtesy.
4.1 Demonstratespublic sector
professionalism and
probity
Adopts a principled
approach and adheresto public sector values
and Code of Conduct.
Acts professionally at
all times and operates
within the boundaries
of organisationalprocesses and legal
and public policy
constraints. Operates
as an effective
representative of the
work area in internal
forums.
4.2 Engages withrisk and shows
personal courage
Provides accurate
advice on issues.Acknowledges
mistakes and learnsfrom them, and seeks
guidance and advice
when required.
4.3 Commits to
action
Takes personal
responsibility for
accurate completion ofwork. Commits energy
and drive to see that
goals are achieved.
5.1 Communicatesclearly
Presents messages
confidentlyin a clear,
concise manner.
Focuses on key pointsand uses appropriate
language. Structures
written and oral
communication to
ensure clarity.
5.2 Listens,
understands and
adapts to audience
Seeks to understand
the audience and
tailors communication
style and message
accordingly. Listens
carefully to others
and checks to ensure
their views have beenunderstood. Checks
own understanding of
others comments.
5.3 Negotiatesconfidently
Listens to, and
considers different
ideas, and discusses
issues credibly and
thoughtfully. Identifiesrelevant stakeholders.
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29
1.4 Shows
judgement,
intelligence andcommonsense
Researches and
analyses information
and makes
recommendations
based on evidence.
Identifies issues
that may impact on
tasks. Suggests
improvements to work
tasks and business
practices.
2.4 Takes
responsibility for
managing workprojects to achieve
results
Sees tasks through
to completion.
Works within agreed
priorities. Commitsto achieving quality
outcomes. Maintains
accurate records and
files. Seeks feedback
from supervisor togauge satisfaction
and seeks assistance
when required.
3.4 Shares learning
and supports others
Identifies learningopportunities. Makestime for people
and supports the
contribution of others.
Understands and
acts on constructivefeedback.
4.4 Promotes and
adopts a positive
and balancedapproach to work
Focuses on achieving
objectives even in
difficult circumstances.
Remains positive and
responds to pressurein a calm manner.
4.5 Demonstratesself-awareness
and a commitment
to personal
development
Seeks feedback from
others. Communicates
areas of strength
and works with
supervisor to identify
development needs.
Reflects on own
behaviour and
recognises the impact
on others. Seeks
self-development
opportunities.
ALL CAPABILITIES AND COMPONENTS FOR CLF 4
1
Supports strategicdirection
2
Achieves results
3
Supportsproductive working
relationships
4
Displays personaldrive and integrity
5
Communicates withinfluence
CLF 4
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1 SUPPORTS STRATEGIC DIRECTION
Description Behavioural Indicators
1.1 Supports shared purpose anddirection
Understands and supports the organisationsvision, mission and business objectives.
Follows direction provided by supervisor.
Recognises how own work contributes to
the achievement oforganisational goals.
Understands the reasons for decisions and
recommendations.
Follows direction provided by supervisor.
Understands the relationships between team
priorities and specific tasks.
Understands and supports the organisations
vision, mission and business objectives.
Understands the reasons for decisions and
recommendations and is able to explain how they
are relevant to their work.
1.2 Thinks strategically
Understands the work environment and
contributes to the development of workplans and team goals. Demonstrates an
awareness of the implications of issues that
may impact on own work objectives.
Demonstrates an awareness of the implications of
issues for own work.
Thinks and plans ahead.
Understands the work environment.
Informs supervisor of potential issues that may
impact on work objectives.
Contributes to the development of work plans and
team goals.
1.3 Harnesses information and
opportunities
Knows where to find information, and asks
questions to ensure a fullunderstanding of
an issue. Uses commonsense to recognisethe importance of available information.
Keeps self and others well informed onwork progress.
Demonstrates awareness of corporate goals and
understands team priorities.
Keeps self and others well informed on work
progress.
Knows where to find relevant information.
Asks questions to gain full understanding of anissue.
Uses commonsense and established guidelines todetermine what information should be conveyed to
others.
1.4 Shows judgement, intelligence and
commonsense
Researches and analyses information
and makes recommendations based on
evidence. Identifies issues that may impacton tasks. Suggests improvements to work
tasks and business practices.
Researches and analyses information and makes
recommendations based on evidence.
Identifies issues that could impact on designated
tasks.
Identifies uncertainties of processes and
designated tasks.
Participates in decision-making.
Suggests improvements to work practices, work
tasks and business practices.
CLF 4
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2 ACHIEVES RESULTS
Description Behavioural Indicators
2.1 Identifies and uses resources wisely
Reviews task performance and
communicates outcomes to supervisor.
Understands individual and team capabilities
and makes effective use of own capabilities.
Identifies key individuals who need to be involved.
Understands team and individual capabilities and
makes effective use of own capabilities.
Monitors task progress against performance
expectations to ensure deadlines are met.
Communicates outcomes to supervisor.
Reschedules and reorganises work to reflect
changes in priority.
2.2 Applies and builds professionalexpertise
Contributes own expertise to achieveoutcomes for the business unit.
Applies and develops capabilities to meetperformance expectations.
Demonstrates knowledge of the features of newprograms, products or services relevant to the
position.
Contributes own expertise for the benefit of thebusiness unit.
2.3 Responds positively to change
Establishes task plans to deliver objectives.
Responds in a positive and flexible manner
to change. Shares information with others
and adapts to a changing environment.
Constructs task plans to deliver objectives.
Demonstrates flexibility and copes effectively with
day-to-day work changes and shifting priorities.
Shares appropriate information with colleagues
during times of change.
Responds to change under guidance from
supervisor.
2.4 Takes responsibility for managing
work projects to achieve results
Sees tasks through to completion. Works
within agreed priorities. Commits to
achieving quality outcomes. Maintains
accurate records and files. Seeks feedback
from supervisor to gauge satisfaction and
seeks assistance when required.
Seeks regular feedback from supervisor to gaugetheir satisfaction and incorporates this feedback
into the performance of new tasks.
Maintains accurate records and files.
Uses appropriate information management
systems to keep information up to date.
Sees tasks through to completion.
Works to agreed priorities, outcomes, and timeconstraints.
Responds to changes in requirements.
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3 SUPPORTS PRODUCTIVE WORKING RELATIONSHIPS
Description Behavioural Indicators
3.1 Nurtures internal and externalrelationships
Builds and sustains positive relationshipswith team members and clients.
Participates actively in teamwork and
activities. Responds under direction to
changes in client needs and expectations.
Develops positive relationships with teammembers.
Participates actively in teamwork and groupactivities.
Builds and sustains relationships.
Liaises with team members and clients.
Responds under direction to changes in client
needs and expectations.
Manages client expectations by clarifying
expectations and deadlines.
Keeps clients informed on progress.
Provides courteous, prompt and professionalservice to clients.
3.2 Listens to, understands and
recognises the needs of others
Listens actively to colleagues and clients.
Shares information and ensures others
are kept informed of issues. Works
collaborativelyand operates as an effectiveteam member.
Operates as an effective team member.
Works collaboratively.
Listens actively to colleagues and clients.
Supports team members and is aware of the
contributions made by other people.
Shares information with own team and seeks inputfrom others.
Contributes to team discussions and planning.
Ensures people are kept informed of progress and
issues.
3.3 Values individual differences anddiversity
Understands, values and responds todifferent personal styles. Tries to see things
from different perspectives. Treats people
with respect and courtesy.
Recognises the value of individual differences
and understands that others may work in different
ways.
Recognises that others have different views and
experiences.
Tries to see things from the other personsperspective.
Maintains an awareness of personalities,motivations and other diverse qualities of people.
Treats people with respect and courtesy.
3.4 Shares learning and supports
others
Identifies learning opportunities. Makes
times for people and supports the
contribution of others. Understands and
acts on constructive feedback.
Makes time for people and supports the
contribution of others.
Identifies development opportunities for self and
shares learning with others.
Congratulates people on achievements.
Understands and acts on constructive feedback.
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4 DISPLAYS PERSONAL DRIVE AND INTEGRITY
Description Behavioural Indicators
4.1 Demonstrates public sectorprofessionalism and probity
Adopts a principled approach and adheresto public sector values and Code of
Conduct. Acts professionally at all times
and operates within the boundaries of
organisational processes and legal and
public policy constraints. Operates as an
effective representative of the work area in
internal forums.
Adheres to public sector values and Code ofConduct and behaves consistently in an honest,
ethical and professional way.
Treats people fairly and equitably and is
transparent in dealings with them.
Makes decisions for the corporate good withoutfavouritism or bias.
Places the aims of the organisation abovepersonal ambitions.
Understands and complies with procedures,legislative, policy and regulatory frameworks.
Operates in a professional manner when
representing the work area in internal forums.
4.2 Engages with risk and shows
personal courage
Provides accurate advice on issues.
Acknowledges mistakes and learns from
them, and seeks guidance and advice when
required.
Listens when own ideas are challenged.
Provides accurate advice to colleagues and
clients.
Checks and confirms the accuracy of information
prior to release.
Takes responsibility for mistakes and learns fromthem.
Acknowledges when in the wrong.
Seeks advice and assistance from colleagues and
supervisor when uncertain.
4.3 Commits to action
Takes personal responsibility for accurate
completion of work. Commits energy and
drive to see that goals are achieved.
Takes personal responsibility for accurate
completion of work and seeks help when required.
Gets on with the job at hand and applies self with
energy and drive.
Commits to meeting objectives.
Follows up to ensure that issues are finalised.
Recognises issues impacting on the achievementof desired outcomes.
CLF 4
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4.4 Promotes and adopts a positive andbalanced approach to work
Focuses on achieving objectives even in
difficult circumstances. Remains positive
and responds to pressure in a calm manner.
Maintains effective performance levels even indifficult circumstances.
Works to achieve objectives.
Maintains an optimistic outlook and focuses onpositives in difficult situations.
Supports a positive working environment.
Stays calm under pressure.
Does not react personally to criticism.
4.5 Demonstrates self-awareness
and a commitment to personaldevelopment
Seeks feedback from others. Communicates
areas of strength and works with supervisor
to identify development needs. Reflects
on own behaviour and recognises the
impact on others. Seeks self-development
opportunities.
Reflects on own behaviours and work style and is
aware of how they impact on others.
Seeks self-development opportunities.
Demonstrates willingness to learn new
approaches and acquire new capabilities.
Applies new knowledge in the workplace.
Communicates areas of strength, and works with
supervisor to identify individual development
requirements needed to complete assigned tasks.
Agrees on performance standards with supervisor.
Seeks feedback on behaviour and workperformance from supervisor, and is responsive to
guidance.
Reviews performance and identifies strengths
as well as development requirements needed to
complete assigned tasks.
CLF 4
4 DISPLAYS PERSONAL DRIVE AND INTEGRITY
Description Behavioural Indicators
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5 COMMUNICATES WITH INFLUENCE
Description Behavioural Indicators
5.1 Communicates clearly
Presents messages confidentlyin a clear,
concise manner. Focuses on key pointsand uses appropriate language. Structures
written and oral communication to ensure
clarity.
Focuses on clear communication of key points.
Limits the use of jargon and abbreviations.
Explains information using language appropriate
for the audience.
Presents messages confidently.
Structures messages clearly and succinctly, both
orally and in writing.
5.2 Listens, understands and adapts to
audience
Seeks to understand the audience andtailors communication style and message
accordingly. Listens carefully to others and
checks to ensure their views have been
understood. Checks own understanding of
others comments.
Adjusts presentation style on the basis of non-
verbal cues.
Maximises personal communication strengths andtakes into account shortcomings.
Focuses on gaining a clear understanding
of others comments by listening and asking
questions.
Checks to ensure their own views have been
understood.
Understands the key concerns of the audience.
Tailors communication style and language to the
needs of individuals or the audience.
5.3 Negotiates confidently
Listens to, and considers different
ideas, and discusses issues credibly
and thoughtfully. Identifies relevant
stakeholders.
Listens to, considers and acknowledges differingideas.
Discusses issues credibly and thoughtfully withoutgetting personal or aggressive.
Identifies relevant stakeholders.
CLF 4
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ALL CAPABILITIES AND COMPONENTS FOR CLF 5
1
Supports strategicdirection
2
Achieves results
3
Supportsproductive working
relationships
4
Displays personaldrive and integrity
5
Communicates withinfluence
1.1 Supportsshared purpose and
direction
Understands
and supports the
organisationsvision, mission and
business objectives.
Communicates
and follows
direction provided
by supervisor.Recognises how own
work contributes to
the achievement of
organisational goals.
Understands thereasons for decisions
and recommendations.
1.2 Thinksstrategically
Understands the
work environment
and contributes tothe development of
plans, strategies andteam goals. Identifies
issues and problems
that may impact on
own work objectives.
Demonstrates anawareness of the
implications of issues
for own work.
1.3 Harnesses
information and
opportunitiesDraws on information
from multiplesourcesand uses agreed
guidelines to analyse
what information is
important and how
it should be used.
Keeps self and otherswell informed on work
progress.
2.1 Identifies anduses resources
wisely
Reviews task
performance and
communicatesoutcomes to
supervisor. Makes
effective use of
individual and team
capabilities. Responds
to changes in
requirements.
2.2 Applies and
builds professionalexpertise
Contributes own
expertise to achieve
outcomes for the
business unit.
2.3 Responds
positively to changeEstablishes task plans
and simple project
plans with measurable
milestones to deliver
objectives. Responds
in a positive andflexible manner to
change. Shares
information with
others and adapts to a
changing environment.
3.1 Nurturesinternal and external
relationships
Builds and sustains
positive relationships
with team membersand clients. Respondsto changes in
client needs and
expectations.
3.2 Listens to,understands and
recognises the
needs of othersActively listens to
colleagues and clients.
Shares information
and ensures others
are kept informed
of issues. Workscollaboratively
and operates as
an effective team
member.
3.3 Values
individual
differences and
diversity
Recognises the
positive benefits that
can be gained from
diversity. Recognises
the different working
styles of individuals,
and factors this into
the management of
tasks. Tries to seethings from different
perspectives. Treatspeople with respect
and courtesy.
4.1 Demonstratespublic sector
professionalism and
probity
Adopts a principled
approach and adheresto public sector values
and Code of Conduct.
Acts professionally at
all times and operates
within the boundaries
of organisationalprocesses and legal
and public policy
constraints. Operates
as an effective
representative of thework area in internal
forums.
4.2 Engages withrisk and shows
personal courage
Provides accurate
advice on issues.Acknowledges
mistakes and learnsfrom them, and seeks
guidance and advice
when required.
4.3 Commits to
action
Takes personal
responsibility for
accurate completionof work and seeks
guidance when
required. Showsinitiative and does
what is required.Commits energy and
drive to see that goals
are achieved.
5.1 Communicatesclearly
Presents messages
confidently in a clear,
concise manner.
Focuses on key pointsand uses appropriate
language. Structures
written and oral
communication to
ensure clarity.
5.2 Listens,
understands and
adapts to audienceSeeks to understand
the audience and
tailors communication
style and message
accordingly. Listens
carefully to othersand checks to ensure
their views have been
understood. Checks
own understanding ofothers comments.
5.3 Negotiates
confidently
Listens to, andconsiders different
ideas and discusses
issues credibly and
thoughtfully. Identifies
other peoples
expectations and
concerns.
INDIVIDUAL PROFILE CLF 5
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1.4 Shows
judgement,
intelligence and
commonsense
Undertakes analysis
and draws accurate
conclusions based
on evidence. Thinks
laterally and identifies
and implements
improved work
practices.
2.4 Takes
responsibility for
managing work
projects to achieve
resultsSees tasks through
to completion.
Works within agreed
priorities. Commits
to achieving quality
outcomes and adheres
to documentation
procedures. Seeks
feedback from
supervisor to gauge
satisfaction andseeks guidance when
required.
3.4 Shares learning
and supports others
Identifies learning
opportunities. Makes
time for peopleand supports the
contribution of others.
Understands and
acts on constructive
feedback.
4.4 Promotes and
adopts a positive
and balanced
approach to work
Focuses on achievingobjectives even in
difficult circumstances.
Remains positive and
responds to pressure
in a calm manner.
4.5 Demonstratesself-awareness
and a commitment
to personaldevelopment
Seeks feedback from
others. Communicates
areas of strength
and works withsupervisor to identify
development needs.
Reflects on own
behaviour and
recognises the impacton others. Seeksself-development
opportunities.
ALL CAPABILITIES AND COMPONENTS FOR CLF 5
1
Supports strategicdirection
2
Achieves results
3
Supportsproductive working
relationships
4
Displays personaldrive and integrity
5
Communicates withinfluence
CLF 5
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1 SUPPORTS STRATEGIC DIRECTION
Description Behavioural Indicators
1.1 Supports shared purpose anddirection
Understands and supports the organisationsvision, mission and business objectives.
Communicates and follows direction
provided by supervisor. Recognises how
own work contributes to the achievement
of organisational goals. Understands the
reasons for decisions and recommendations.
Follows direction provided by supervisor andcommunicates it to others.
Understands the relationship between businesspriorities and specific tasks.
Understands and supports the organisations
vision, mission and business objectives.
Understands the reasons for decisions and
recommendations and is able to explain how theyare relevant to their work.
1.2 Thinks strategically
Understands the work environment andcontributes to the development of plans,
strategies and team goals. Identifies issues
and problems that may impact on own work
objectives. Demonstrates an awareness ofthe implications of issues for own work.
Demonstrates an awareness of the implications of
issues for own work.
Thinks and plans ahead.
Understands the work environment.
Identifies issues and problems that may impact onthe achievement of own work objectives.
Contributes to the development of plans,strategies and team goals.
1.3 Harnesses information and
opportunities
Draws on information from multiple sources
and uses agreed guidelines to analysewhat information is important and how it
should be used. Keeps self and others wellinformed on work progress.
Understands the corporate priorities and the
business context of the organisation.
Keeps self and others well informed on work
progress.
Draws on information from appropriate sources.
Uses commonsense to analyse what information
is important.
Works within agreed guidelines to make decisions
about the use and dissemination of information.
1.4 Shows judgement, intelligence and
commonsense
Undertakes analysis and draws accurate
conclusions based on evidence. Thinks
laterally and identifies and implementsimproved work practices.
Researches and analyses information and draws
accurate conclusions based on evidence.
Analyses and interprets information to inform
decision-makers.
Anticipates issues and problems that could impact
on designated task.
Identifies risks and uncertainties of process and
tasks.
Participates actively in decision-making.
Thinks laterally, is innovative, and identifies and
implements improved work practices.
Identifies potential solutions for key problems.
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2 ACHIEVES RESULTS
Description Behavioural Indicators
2.1 Identifies and uses resources wisely
Reviews task performance and
communicates outcomes to supervisor.
Makes effective use of individual and
team capabilities. Responds to changes in
requirements.
Identifies key individuals who need to be involved.
Makes effective use of team and individual
capabilities.
Monitors task progress against performance
expectations to ensure deadlines are met.
Communicates outcomes to supervisor.
Reschedules and reorganises work to reflect
changes in priority.
2.2 Applies and builds professionalexpertise
Contributes own expertise to achieveoutcomes for the business unit.
Applies and develops capabilities to meetperformance expectations.
Demonstrates knowledge of the features of newprograms, products or services relevant to the
position.
Contributes own expertise for the benefit of thebusiness unit.
2.3 Responds positively to change
Establishes task plans and simple project
plans with measurable milestones to
deliver objectives. Responds in a positive
and flexible manner to change. Sharesinformation with others and adapts to a
changing environment.
Constructs task plans and single project plans with
measurable milestones to deliver objectives.
Demonstrates flexibility and copes effectively with
day-to-day work changes, shifting priorities and
periods of uncertainty.
Shares appropriate information with colleaguesduring times of change.
Responds to change under guidance from
supervisor.
2.4 Takes responsibility for managing
work projects to achieve results
Sees tasks through to completion. Works
within agreed priorities. Commits to
achieving quality outcomes and adheres
to documentation procedures. Seeks
feedback from supervisor to gauge
satisfaction and seeks guidance whenrequired.
Seeks regular feedback from supervisor to gauge
their satisfaction and incorporates this feedback
into the performance of new tasks.
Adheres to documentation procedures.
Uses, and encourages others to use, appropriate
information management systems to keep
information up-to-date.
Sees tasks through to completion.
Works to agreed priorities, outcomes, timeconstraints and assigned resources.
Assists with monitoring projects against plans and
is responsive to changes in requirements.
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3 SUPPORTS PRODUCTIVE WORKING RELATIONSHIPS
Description Behavioural Indicators
3.1 Nurtures internal and externalrelationships
Builds and sustains positive relationshipswith team members and clients. Respondsto changes in client needs and expectations.
Develops and maintains positive relationships withteam members.
Builds and sustains relationships.
Liaises with team members, other teams,
colleagues and clients.
Responds to changes in client needs.
Manages client expectations by clarifying
e