Leadership & Management for the Digital...

Leadership & Management for the Digital Age LaMDA™ integrates with the Skills Framework for the Information Age® (SFIA)

Leadership and Management Capability Framework Guide

| The Institute for Working Futures pty. ltd. | www.workingfutures.com.au

http://www.workingfutures.com.au/

© 2015 The Institute for Working Futures pty. ltd.

LaMDA Capability Framework P a g e | ii

VISION

DRIVE

ENGAGE

ADAPT

INNOVATE

SUCCEED

Author: Dr Marcus Bowles, Director, Working Futures™ [email protected] A/Professor leading the Digital Economy & Regional Futures joint project.

© 2015, Institute for Working Futures Pty. Ltd. 2003, 2011, fully revised and updated 2015

Author: Dr Marcus Bowles


LaMDA Capability Framework P a g e | iii

Contents Summary ................................................................................................................................................................................................................................................................................................................................................................................................ 4

Core dimensions ................................................................................................................................................................................................................................................................................................................................................................................. 2

Strategic Context ................................................................................................................................................................................................................................................................................................................................................................................... 3

Design principles ................................................................................................................................................................................................................................................................................................................................................................................. 3

Interrelated but distinct: Leadership and management ...................................................................................................................................................................................................................................................................................................................... 4

Leadership capabilities (SIPS) ............................................................................................................................................................................................................................................................................................................................................................ 5

Management capabilities .................................................................................................................................................................................................................................................................................................................................................................... 6

Structure of the capabilities................................................................................................................................................................................................................................................................................................................................................................. 7

Relating Capability Levels to Levels of Career Progression or Work................................................................................................................................................................................................................................................................................................. 8

Capability levels: The levels of work and career development and the leadership pipeline ..................................................................................................................................................................................................................................................... 11

Organisational Value ......................................................................................................................................................................................................................................................................................................................................................................... 13

Individual Value ................................................................................................................................................................................................................................................................................................................................................................................. 15

Building a Position Profile ................................................................................................................................................................................................................................................................................................................................................................. 15

Leadership Capability Framework ..................................................................................................................................................................................................................................................................................................................................................... 18

Leadership capabilities by domain .................................................................................................................................................................................................................................................................................................................................................... 19

Management Capabilities ................................................................................................................................................................................................................................................................................................................................................................... 26

Management capabilities by domain ................................................................................................................................................................................................................................................................................................................................................ 27

Summary The Leadership and Management for the Digital Age (LaMDA) has its foundations in 20 years of international research, findings and capability frameworks developed for organisations spanning public and private sectors, most industries and operations located across the world. It has predecessors designed, developed, calibrated and implemented by The Institute for Working Futures pty. ltd. (Working Futures™) as early as 1993 and 1996 in two of Australia’s largest companies. Design and development research and work on capability frameworks now spans 50 organisations that include ASX50 and Forbes500 icon companies, industry and professional bodies, educational institutions, and public agencies including transformational leadership frameworks implemented in New Zealand from early 2000 (originally as the LEADS Framework) that were acknowledged as world’s best practice in health sector and today we can see parallel developments in Canada, Singapore, the UK and in Australian.

The development and deployment of capabilities reflects an enduring desire to assure viable futures for organisations, regions, industries and individuals by improving their capacity to be more agile, flexible and responsive in macro-environments marked by turbulence and digital disruption. It is about moving beyond the hype and hyperbole of simplistic ‘recipes’ for leading and managing people, processes, innovation and change to developing leaders with the capability to engage, inspire and build a culture that enhances the transformational capacity of the workforce. It is about developing deep capabilities held by individuals and the workforce collectively that are hard to replicate and enhance the implicit knowledge and cultural values that underpin an organisation’s strategic purpose and unique competitive advantage.

Leadership in every guise has a bearing on effective performance. Research and practice in Oceania and Asian organisations - public and private, commercial and non-commercial - demonstrate the information or digital age has accelerated the importance of intellectual and professional capabilities. Yet as the mix of what constitutes an effective leader and worker has evolved, our models for leadership have remained focussed on older, industrial age paradigms. Today we need to deploy capabilities for leaders and managers as distinct approaches that move beyond the leadership-as-a-function-of-management, ‘great man’, or charisma-centric paradigms. We need to embrace the positive benefits derived from leaders that work with others in a side-by-side, engaged relationship. We need to acknowledge the direct correlation between leadership that can engage employees and the ability of the organisation to not only perform better but to transform rapidly. The capabilities in this framework therefore move away from the ‘Great Man” model of leadership to reinforce the participative, ‘side-by-side’ nature of leadership and the leader’s ability to deliver transformational practices through three primary enablers:

Engagement and higher employee satisfaction;

Cultural change based on shared values and commitment; and

Responsiveness to customers’ expectations and market opportunities when

operating in complex, turbulent environments.

With multiple competency and professional frameworks already in place in most sophisticated organisations the LaMDA Framework is not designed to be a replacement for all previous competency or skill models or a single ‘Uber solution’. Rather it is designed to accompany other competency, skill or professional bodies of knowledge.


LaMDA Capability Framework P a g e | 2

Core dimensions The LaMDA Framework describes the knowledge, skills and attributes that reflect leadership capabilities commonly required by leaders and by managers at various levels of career transitions and levels of work, regardless of who they are, the specific context and role they are required to perform, or the organisations in which they work.

The Leadership LaMDA is organised into four core domains or groups (so-called SIPS) each having three capabilities, providing a total of 12 capabilities.

A. Self-Mastery

Displays self-awareness

Communicates with clarity

Develops self

B. Interpersonal Mastery

Develops others

Inspires trust and commitment

Builds collaborative relationships

C. Process Mastery

Instils a focus on priority actions and outcomes

Fosters innovation and creativity

Leads change

D. Systems Mastery

Conveys a compelling sense of purpose

Thinks and acts strategically

Fosters a positive culture

The capabilities have their origins grounded back in the work by Kotter (1995) on leading successful change.1 The frameworks is based on research and practice that reinforces the need for contemporary leaders to have capabilities balanced across four domains: Self Mastery, Interpersonal Mastery, Process Mastery, and Systems Mastery2. In combination, these capabilities provide the skills, knowledge and

1 Kotter, J.P. (1995). Leading Change: Why transformation efforts fail. Harvard Business Review. Vol.73[2], pp. 59-67.

attributes that define an effective leader with the talent, abilities and behaviours needed to perform in the Digital Age.

The management capabilities are sorted in four broadly similar domains titled: Manage self, Manage others, Manage operations (or a business entity), Manage the organisation. In this part of the framework there are 18 capabilities.

A. Manage Self

Displays personal resilience

Completes analytical thinking and problem solving

Makes effective decisions

B. Manage Others

Manages people performance and development

Builds effective teams

Facilitates continuous improvement

Promotes workplace health and safety

C. Manage Operations/ Business

Administers finances

Drives for results

Sets plans and priorities

Raises the customer experience

Manages sales and marketing

Manages governance and risk

Manages projects

D. Manage the Organisation

Promotes professional standards, ethics and compliance

Promotes global awareness

Manages strategy

Promotes responsiveness to digital disruption

2 Bowles, M. (2004). Qantas Leadership Capability Framework: Review, Qantas, Sydney; Bowles, M. (2006) Transformational leadership in Healthcare, Position Paper 02, Canterbury District Health Board, Christchurch.



Strategic Context The LaMDA Framework is primarily intended to reinforce the strategic capabilities required by individuals, professions, industries and organisations seeking to be competitive in the Digital Age.

Capabilities are defined as the underlying knowledge, skills and attributes required to perform work. While they can be used to profile individuals, unlike behavioural competencies they are less about the person as an input to effective leadership or management, and more about the outcome. They are broad, generic and transferrable and this distinguishes them from competencies which are more narrowly focused and specific units of skill.

A Capability Framework is not a competency framework. It is not, nor is it intended to be a descriptor of technical or behavioural outcomes for a given person in a defined occupation or role. When first harnessed by an organisation, professional group or individual the LaMDA Framework is intended to provide the foundations for an improved leadership and/or management development system that can better target cross-professional, multi-disciplinary attributes individuals should possess to drive the organisation’s strategic direction, engage people and foster the desired culture. The deliberate emphasis is on complimenting process, systems and technical, professional and work-related competencies with the transformational capabilities required to promote leadership development at various levels of career transition, and to isolate the attributes innovative, talented and high potential leaders possess. These attributes endure and can be transferred across workplaces and professions.

Design principles Global turbulence, unprecedented continuous disruptive technological change and resulting emergence of new markets and business models all create unprecedented challenges for organisations and their leaders. The guiding principles for this framework have evolved over iterations with individual companies and global revisions to enhance not just how organisations manage change but how they enhance their capacity to be:

Flexible in terms of the ongoing and rapid change global markets, professional practice and the discipline-based skills and competency frameworks (e.g. Skills Framework for the Information Age), that require a common approach to the core leadership and management capabilities

Agile and responsive

Resilient

Innovative

Customer focussed

Maintain a focus on values and culture

Promote collaboration

Reflect practice and experience that underpins the practical science of

leadership and act of management

Respond to changing social, economic, political and environmental

obligations

Firstly, a capability approach has to be part of a strategic view of the organisation’s core purpose and its culture and workforce needs. It is not considered appropriate to view capabilities as simply operational, technical or occupational competencies. It is appropriate use capabilities to reinforce the system-level priorities that underpin current and future performance and behavioural requirements.



Interrelated but distinct: Leadership and management The approach taken in the framework is to treat leadership and management as distinct, but related. All too often organisations and professions build leadership frameworks that incorporate managerial attributes. This is done unconsciously and affects the development of effective leaders and management of their performance throughout the HR cycle. While organisations can choose to deploy management and leadership capabilities together in any mix they decide, the LaMDA Framework necessitates a conscious decision to deploy distinct components together sorted into the related dimension and level (for instance Manage self with Self-mastery and at Level 1 or such like).

Figure 1: Leadership and management capability mix

Figure 2: The LaMDA Framework has distinct leadership and management capabilities

© Working Futures, 2008, updated 2015



Leadership capabilities (SIPS)

Capabilities Description

Self

-Mas

tery

Displays self-awareness The personal ability to appreciate own strengths and weaknesses and effectively relate to peers, employees and others in a manner that promotes collaboration and goal attainment. This includes being confident in own personal capacity, a drive to improve professional performance, and commitment to uphold the organisation’s values and ethics.

Communicates with clarity The ability to communicate clearly to a person or audience, actively listen to others and respond to build shared understanding.

Develops self The ability to identify and develop one’s own technical skills and personal attributes such as character, resilience and emotional intelligence.

Inte

rpe

rso

nal

mas

tery

Develops others The ability to identify an individual or group’s personal and job-performance development needs accurately and to establish relevant development options.

Inspires trust and commitment The ability to inspire and motivate others both to commit to and take responsibility for completing agreed actions. This includes modelling positive attitudes to change personal behaviours and inspire cooperation between individuals.

Builds collaborative relationships The ability to work collaboratively and to build networks within and beyond the organisation. This includes being able to build personal, stakeholder, and professional networks and relationships that can be mobilised to support the attainment of organisational goals or to overcome specific problems.

Pro

cess

Mas

tery


The ability to remain action focussed and to continually evaluate and effectively focus effort and the effective use of resources to achieve superior results and outcomes.

Fosters innovation and creativity The ability to stimulate and promote innovation and creative thinking. This includes being able to identify and address root causes and connections between situations that may hinder innovation or limit efforts to transform thinking and practice.

Leads change The ability to envision, manage and champion change. This includes modelling positive attitudes to change and also inspiring employees, professionals and stakeholders to undertake a change process to achieve agreed objectives.

Syst

em

s m

aste

ry Conveys a compelling sense of purpose The ability to engage others and to inspire a sustained commitment to a vision that can shape future action and collective purpose.

Thinks and acts strategically The ability to draw professional and strategic implications and conclusions within a highly complex organisational and professional environment. This will include the translation of thinking into action in support of the strategic objectives set by the organisation.

Fosters a positive culture The ability to build and reinforce a culture where everyone has a sense of the underpinning vision, purpose and values the organisation aspires to achieve. This includes recognising cultural differences while building a climate of participation and collaboration.



Management capabilities Capabilities Description

Man

age

Se

lf Displays personal resilience Deals with pressure, setbacks and challenges in an optimistic manner while learning from experience and responding in a positive manner.


Identifies problems and uses analytical thinking and judgment to generate alternative solutions and make recommendations.

Makes effective decisions Makes well-informed, effective, and timely decisions.

Man

age

Oth

ers


Manages performance and the capability development of individuals and groups in order to build the workforce required by the organisation to achieve sustained success.

Builds effective teams Empowers others and facilitates a sense of collective commitment and cooperation motivation within a team to achieve the agreed purpose.

Facilitates continuous improvement Identifies opportunities to improve performance, enhance customer outcomes and champion a culture of continuous improvement to products and services and the overall quality of processes and systems.

Promotes workplace health and safety Understands, encourages and implements the principles of integrated workplace health and safety.

Man

age

Op

era

tio

ns/

Bu

sin

ess

Administers finances Prepares, implements, administers and reviews financial resources to achieve agreed results.

Drives for results Plans and manages people and operations to meet organisational goals and customer expectations.

Sets plans and priorities Plans and manages personal and group activities to achieve set goals and to meet changed priorities or work conditions.

Raises the customer experience Identifies customer requirements and acts proactively to raise the customer experience.

Manages sales and marketing Works to build and sustain sales and market performance.

Manages governance and risk Enhances and assures the organisation’s management of governance, risk and compliance.

Manages projects Plans and manages projects to achieve targets and requirements.

Man

age

th

e

Org

anis

atio

n Promotes professional standards, ethics

and compliance The ability to be ethical, adopt professional standards of behaviour and action and comply with relevant requirements.

Promotes global awareness Demonstrates sensitivity, regard and consideration of the global factors and differences impacting in an operational situation or environment.

Manages strategy Formulates and executes strategic plans that capitalise on opportunities and assure the sustainable success of the organisation.

Promotes responsiveness to digital disruption

Anticipates and promotes the capacity of individuals, groups and the organisation to respond to disruptive digital innovations and change.



Structure of the capabilities

Figure 3: Capability structure

The LaMDA Framework is behaviourally anchored and each capability is illuminated by a set of indicative criteria that define the standards of performance or outcomes being sought at each of a possible seven levels. While some of the criterion will apply to all individuals, others have a specific contextual focus and can accommodate a range of roles, positions, accountabilities and technological variables.

The LaMDA Framework is intended to be used to develop leaders and identify potential in individuals that can become our future leaders. As such research will not only confirm the impact of the capabilities but the validity and reliability of the descriptors across each of the four domains of transformational leadership as modelled in the LaMDA Framework.

Capability Type: The area covered by the capabilities in the framework. In this framework the two main areas are Leadership or Management.

Capability Domain: The grouping of capabilities and scope.

Capability, Description and Code: The capability title, a short description defining it dimensions and its unique code.

Indicators: The calibrated criteria that indicate the knowledge, skills and attributes delimiting individual proficiency and progress against the indicative standards for performance, behaviour and career development for the capability at a defined level.

Levels: Seven levels of proficiency indicated for each capability.

Capability Type

Indicators

Levels

Capability & Description

Capability Code

Capability domain



Relating Capability Levels to Levels of Career Progression or Work Unfortunately a long held belief has been that leaders and mangers ‘appear’ and assume accountabilities and responsibilities tied to a ‘higher order’ job role. Leaders and managers exist at all levels. Almost all the capabilities will apply to all positions to some extent. However, while some capabilities will be key requirements at certain levels and in certain contexts and roles or positions, others will not be required.

To optimise flexibility the framework has been organised into seven levels (See Table 1 below). This not only matches the common Stratified Systems Theory (SST)3 model widely adopted in corporations and providers of classification and remuneration services across the globe, it has synergies with the seven levels used in the Skills Framework for the Information Age (SFIA) that is increasingly deployed for information and technology professionals across the globe. It is also easier to reduce levels by customising the seven level framework to accommodate fewer levels such as the five level frameworks (e.g. those following the Dreyfus and Dreyfus five level

model for the development of expertise4), or even as few as three levels (e.g. operational, tactical, strategic).

Every capability has therefore been described at seven levels. The capability and criteria at that level reflect four distinct dimensions that shape performance or assessment:

autonomy

influence

complexity

skills and knowledge in action

The table on the following page depicts how these dimensions differ by level. The descriptors have been modified to closely align to SFIA (version 5, 2011) while reflecting leadership and management skills and knowledge in action.

Table 1: SFIA Levels5

Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7

Follow Assist Apply Enable Ensure, advise Initiate, Influence Set strategy,

inspire, mobilise

Works under supervision.

Works under routine

direction.

Works under general

direction.

Works under general

direction within a clear framework of accountability.

Works under broad direction. Work is

often self-initiated. Is fully accountable

for meeting allocated technical

and /or project/ supervisory objectives.

Has defined authority and

responsibility for a significant area of

work, including technical, financial

and quality aspects.

Has authority and responsibility for all

aspects of a significant area of

work, including policy formation and application.

3 See Jaques, E. (1997). Requisite Organization: Total System for Effective Managerial Organization and Managerial Leadership for the 21st Century, London: Gower. 4 Dreyfus, H.L. & Dreyfus, S.E. (1986). Mind over Machine: the power of human intuition and expertise in the era of the computer, Basil Blackwell: Oxford.

5 SFIA (2011). Skills Framework for the Information Age Foundation, 5.0, SFIA Foundation, United Kingdom. Accessible at http://www.sfia-online.org/

http://www.sfia-online.org/



Table 2: LaMDA Capability dimensions and levels aligned to SFIA6

Levels Dimensions

Capability dimensions: Level 1







Autonomy This relates to the level of interdependence, supervision and responsibility individuals possess for completing their work and making decisions

Works under supervision. Uses little discretion. Is expected to seek guidance in unexpected situations.

Works under routine direction. Uses minor discretion in resolving problems or enquiries. Works without frequent reference to others.

Works under general direction. Uses discretion in identifying and resolving complex problems and assignments. Usually receives specific instructions and has work reviewed at frequent milestones. Determines when issues should be escalated to a higher level.

Works under general direction within a clear framework of accountability. Exercises substantial personal responsibility and autonomy. Plans own work to meet given objectives and processes.

Works under broad direction. Work is often self-initiated. Is fully accountable for meeting allocated technical and/or project/supervisory objectives. Establishes milestones and has a significant role in the delegation of responsibilities.

Has defined authority and responsibility for a significant area of work. Establishes organisational objectives and delegates responsibilities. Is accountable for actions and decisions taken by self and subordinates.

Has authority and responsibility for all aspects of a significant area of work, including policy formation and application. Is fully accountable for actions taken and decisions made, both by self and subordinates.

Influence This relates to how an individual works with others, mobilises support for action, and impacts outcomes within a given context such as a workplace, role, profession, group, or organisation

Interacts with immediate colleagues.

Interacts with and may influence immediate colleagues. May have some external contact with customers, suppliers and partners. May have more influence in own domain.

Interacts with and influences department/project team members. Has working level contact with customers and suppliers. In predictable and structured areas may supervise others. Makes decisions which may impact on the work assigned to individuals or phases of projects.

Influences team and specialist peers internally. Influences customers at account level and suppliers. Has some responsibility for the work of others and for the allocation of resources. Participates in external activities related to own specialism. Makes decisions which influence the success of projects, programmes, operations or team objectives.

Influences organisation, customers, suppliers, partners and peers on the contribution of own specialist expertise. Builds appropriate and effective relationships within and external to the organisation. Makes decisions which impact the success of operational plans or assigned projects.

Influences policy formation on the contribution of own specialist expertise to planned goals and objectives. Influences a function or a significant part of a business entity. Develops influential relationships with internal and external customers/ suppliers/ partners at senior management level, including industry leaders. Makes decisions which have significant impact on strategic outcomes and organisational success.

Makes decisions critical to organisational success. Influences developments within the industry and profession as a whole at the highest levels. Advances strategic interests across more than one or more organisation. Develops long-term strategic relationships with customers, partners, industry leaders and government.

Complexity This relates to the scope and variables impacting individual capability and the extent to which their thinking and action is based upon rules (e.g. theory, constructs, models) or is guided by their intuition and judgement

Performs routine activities in a structured environment. Requires assistance in resolving unexpected problems.

Performs a range of varied work activities in a variety of structured environments. Contributes to routine problem resolution.

Performs a broad range of work, sometimes complex and non-routine, in a variety of environments. Applies methodical approach to problem definition and resolution.

Performs a broad range of complex leadership or management and professional work activities, in a variety of contexts. Investigates, defines and resolves complex problems.

Performs an extensive range and variety of complex technical and/or professional work activities. Undertakes work which requires the application of fundamental principles in a wide and often unpredictable range of contexts. Understands the relationship between own leadership and/or management thinking and styles with the wider customer/ organisational requirements.

Performs highly complex work activities covering multiple leadership and management dimensions and attributes. Contributes to the formulation and implementation of strategy. Thinks strategically beyond the scope of a function or profession. Creatively applies a wide range of leadership and/or management principles.

Leads on the formulation and implementation of strategy. Applies the highest level of management and leadership skills. Has a deep understanding of strategic purpose, customer and market trends, the industry and the implications of emerging technologies for the wider business environment.

6 SFIA (2011). Skills Framework for the Information Age Foundation, 5.0, SFIA Foundation, United Kingdom. Accessible at http://www.sfia-online.org/

http://www.sfia-online.org/



Skills This relates to the demonstrated application of the capability by a person

Undertakes a very limited set of well defined, highly predictable routine activities. Has limited capacity to adapt and transfer skills and knowledge within known routines, methods, procedures. Works according to agreed procedures, practices and standards with limited sense of how they can improve task performance.

Undertakes explicit, concrete tasks with a limited number of steps that are becoming routine. Plans and prioritises using short term group actions and goals. Is adept at performing existing tasks and increasingly able to consciously modify or adapt to challenging situations or new goals or priorities.

Undertakes sets of mainly routine, familiar tasks involving a number of steps, as well as some tasks that are non-routine. Plans and schedules routine operational activities. Performs familiar skilled activities without conscious thought or deconstruction into component parts.

Undertakes sets of familiar and unfamiliar tasks involving a number steps often involving associated considerations. Formulates, executes and reviews operational plans and goals. Performs familiar and increasingly unfamiliar activities without conscious thought.

Undertakes routine and non-routine tasks requiring preparation and organisation. Plans and prioritises actions in terms of medium term activities and goals. Performs often complex skilled activities in familiar and unfamiliar contexts without conscious thought.

Undertakes a high order of executive decision making and cross-functional leadership skills. Performs in often ambiguous and uncertain contexts and has to respond rapidly to unexpected situations. Thinks strategically and possesses the ability to independently assess and reconfigure established skills and practices.

Undertakes a high order of executive decision making and cross-organisational liaison and leadership. Performs sophisticated conceptualisation, analysis and long term analytical thinking. Manages strategic activities that may involve a high degree of ambiguity and complexity. Contributes to the formation of new standards or improved ways of working.

Knowledge This relates to the knowledge required by a person to deploy the capability

Displays limited discretion and makes judgements with regards to the application of knowledge to allocated tasks. Works under supervision in a well-defined context, applies knowledge to complete routine tasks. Appreciates the desired outcomes and uses fundamental principles and concepts to complete well defined tasks.

Makes group and work level, independent judgements in a range of technical or specialised tasks in known contexts. Organises knowledge and applies fundamental principles and concepts to assist complete professional and technical tasks. Works collaboratively and in known situations can share known concepts and principles and promote quality output of others in a team.

With limited discretion and autonomy, makes operational level, judgements in a defined range of leadership or management functions in specialised contexts. Organises knowledge and adapts fundamental principles, concepts and techniques to competently perform in known, and often, unfamiliar situations. Works with familiar concepts and principles in a specialised area can increasingly transfer knowledge to unfamiliar situations and tasks.

With increasing discretion and autonomy, makes operational level, judgements in a range of leadership or management tasks in varied specialised contexts. Plans, analyses and reviews knowledge to competently perform in often, unfamiliar situations. Researches and investigates new and innovative tools, practices, concepts and principles.

Makes judgements in consultation with operational and professional peers in a range of leadership or management roles. Uses advanced theoretical models and creative approaches to investigate how knowledge may apply in a new or novel context. Contributes to the research and growth of knowledge that informs practice within a well-defined area of leadership or management specialisation.

Makes functional and professional level, independent judgements in a range of technical or management functions in varied specialised contexts. Uses advanced theoretical models and creative approaches to apply knowledge to new contexts. Contributes to the research and growth of knowledge that informs practice within a leadership or management specialisation.

Makes systems-level independent judgements in a range of specialised context. Modifies and develops theoretical models and creative approaches to apply knowledge to new situations and to advance leadership and management practice. Plans and executes original research. Generates new knowledge that raises the standard of leadership and management practice



Capability levels: The levels of work and career development and the leadership pipeline As depicted below, the LaMDA Framework levels also assist sort the mix of capabilities required for standard roles. At any given level leadership and management capabilities and the professional or technical competencies or skills required by an individual will vary. This helps avoid the “sheep dip” approach where individuals just complete generic, ill-defined educational programs that may well miss the experience or applied skills required.

As depicted the table 3 on the following page and represented in figure 5 below, development effort can use the capability level to target the transition the individual leader or manager is undertaking. As such, capabilities assist orient and focus development options on those most appropriate to the individual’s capability gap. In addition, this serves to better focus leadership and management succession planning and talent development activities.

Figure 4: Capability mix by levels of work and career development

Figure 5: Leadership pipeline: Career transitions and levels of capability



Table 3: Capability levels target development transitions

Levels Challenges Transition Capability Scope (examples only) Focus of time

Level 7 Moving from afunctional to externally oriented, cross-functional, multi-disciplinary perspective

Setting a compelling vision for the future; strategically positioning brand and organisation in a market; researching customer, market and technology trends; finding market opportunities; planning and reviewing options; sponsoring major change; forging supply chain and business partnerships; contributing to a global body of knowledge and thinking.

Strategic long term view (5+ yr)

Level 6

Responsibility for focus on budgets, wider scale improvements and positively influencing other leaders, managers and the workforce

Improving operations, seizing opportunities, coordinating development of new products and services; subject matter expert in a body of knowledge; brand management; completing successful compliance audits; responsibility for budget formation; dealing with industrial or workplace conflict; having to manage employee exit due to performance or misconduct deficiencies.

Medium-Long term view (2-5yr)

Level 5

Move from team to multiple team, advocating for resources and priorities, working with stakeholders and often throughout a value stream

Sponsoring or initiating innovations; implementing new products and services, managing major projects (change or otherwise); motivating workforce plans; transforming value stream; developing learning strategies across-disciplines; coaching and mentoring other leaders and managers; galvanising actions that improve operations.

Medium term view (1-2yr)

Level 4 Focussing on others and goals more than discipline-based or specialist expertise

Engaging people, overcoming barriers to change; coaching others and motivating high performance from team members; improving processes; resource use and goal attainment; delegating activities; running complex projects or initiatives; measuring performance; developing OHS policies and procedures; dealing with difficult conversations; builds relationships beyond the team and with external stakeholders.

Short to medium term view (6-18mth)

Level 3

Focussing on group outcomes and goals and extends personal and collective search for ways to improve and be more effective

Discovering and initiating innovations or opportunities to improve work and current practices; increasing use of personal judgement and decision making; using a wider array of leadership and management styles appropriate to the context and the people involved; coaching and mentoring others; planning and executing more complex duties and activities.

Short to medium term view (6-12mth)

Level 2 Increased self-awareness of own capabilities and ability to engage with others on an agreed, collective purpose.

Increasing perspective (horizon) on customer expectations and needs; appreciating of own work and contribution to overall organisational success; collaborating with others; discovering and initiating task level innovations or opportunities to improve; embracing diverse interests, views and cultures; emotional awareness; taking ownership of task completion; identifying and solving more complex problems.

Short term view (1-6 mth)

Level 1 Empathy with others and knowing one’s own strengths and weaknesses.

Limited discretion; undertaking self-development with an awareness of personal strengths and weaknesses; appreciating value chain/ stream; initiating solutions to daily work or customer problems; working safely; appreciating cultural differences; communicating and listening to diverse people and groups.

Very short term view (1 to 4 weeks)

G

A

B

C

D

E

F



Organisational Value Systematic human resource and workforce planning improves not only the capacity of the workforce to deliver strategic capabilities required by an organisation, it enhances engagement and retention of employees as well as helping them better plan the development of their own capability. Capabilities provide the ‘currency’ for the HR lifecycle, including functions such as:

Capability management – structuring the workforce for maximum flexibility and performance; and facilitating talent management, succession planning and career progression within organisations and across occupations/professions.

Job design and workforce planning – designing the organisational structure and classifying and profiling jobs; analysing existing workforce and staff capabilities against the job profiles; identifying current and future workforce capabilities required to meet organisational strategies and vision; and establishing individual career plans to fulfil internal succession and talent management requirements.

Recruitment and selection – identifying candidates for job, matching candidates against profiles; confirming the right people with the right capabilities are completing the right roles; promoting internal development and transitions to reduce lead times and costs; retaining candidates with talent and high potential.

Learning and development – isolating development needs to close capability and performance gaps; planning and structuring development activities to match skills, knowledge, experience or distinct components of a capability; and assessing personal management and leadership effectiveness; aligning professional and educational interventions and qualifications to capability needs.

Performance management – facilitating assessment and discussion about individual and group performance against current and future targets

Recognition and reward - establishing basis for structures and systems to promote recognition and reward.

Figure 6: Capabilities and the HR lifecycle

The LaMDA Framework helps groups or organisations answer some important questions:

1. Do our current leaders or managers have a good understanding of what attributes and behaviours will be required for us to be a successful organisation?

2. Do we provide our leaders and managers with an environment that energises and supports their development?

3. What new leadership or management skills, education, knowledge and expertise will be required to achieve our strategic direction and future vision?

4. How can we create an environment that supports development and transition of our people to higher levels of career and work?

5. How can we best hold individuals to be accountable for their development as a leader or manager?

As depicted on the next page, this means LaMDA Framework has organisational benefits that positively influence the not only immediate performance and productivity, but also the sustained success.



Figure 7: Capability profiling and HR activities

Person to job profiling:

Training needs analysis

Selection

Succession planning

Team composition

Performance assessment and management

Overall skills available

Learning to job profiling:

Plan learning and development priorities

Pathway from education into job

Tie learning to career progress/ leadership transition

Cycle time to being employment or job ready (capable)

Align job competence/skills with relevant learning and development

Person to multiple job profiling:

Identifies areas and amount of match between the person and a job to generate a potential further career or development needs

Can matches a person’s existing skills to those required for performance in different roles at a defined level

Person to job skills gap profiling:

Skill gaps equate to individual development plan

Prioritise skills development

Identify person’s current and future job ‘readiness’

Align development activities to high priority skill gaps affecting job performance

Surplus may indicate latent capacity

Helps define total human capital value of workforce (current and future capacity)

Job to multiple people profiling can be used to identify areas and amount of match between person and position to generate a:

recruitment short list for employment or selection

succession plan

balanced team skills profile (i.e. Job can encompass those for a team or project)

talent management planning

Person

Job

Learning

Job

Job

Job

Person

Job

Job

Person

Development

Surplus

Person X

Person Y

Job

Person Z

Gap

Matched



Individual Value The capabilities in the leadership or management dimensions of the framework complement the competencies, bodies of knowledge, and the knowledge and skill developed and formally accredited through professional and educational systems.

The LaMDA Framework helps individuals answer some important questions:

1. Do I know what it is that I need to develop so as I can be a more effective leader or manager?

2. Am “I” motivated and energised by this and, do I want to do it?

3. What new leadership or management skills, education, knowledge and expertise will I need to be able to develop to match the profile for a desired position?

4. What will I need to do to be able to apply and practice my new skills?

5. How will I measure my progress in respect of the development of my leadership?

Building a Position Profile Leaders and managers will work in enormously diverse range of organisations, jobs and roles. Nevertheless, a profile for a role that encompasses leadership and management can still be developed. The first important step is to determine which capabilities apply, and at what level. As depicted in Figure 7 below it may not involve targeting all capabilities at all levels. It could simply target one specific capability at a given level, it may involve developing one or a few capabilities across all levels (a vertical slice), or developing one or a few capabilities across the same level.

Based on the above logic it is possible to build a profile for the person performing a role within any organisation. The example below (table 4) shows the Enterprise Architect Manager profile at a senior level of application (leader of a function or major project). It is based on the model used by SFIA Foundation7 but includes the specific leadership and management capabilities required for the role.8 The position is substantially at level 5 (of the seven level framework). This allows complimentary capabilities to be packaged. In this case the organisation also has roles in this professional field where capabilities and skills are developed at the lower level. This assures individual development targets transition and readiness for the higher level role.

7 Ron McLaren (2012), Professional profiles in IT. SFIA Foundation. Document provided by author. SFIA Foundation profiles for a range of jobs can be sourced at http://www8.open.ac.uk/employers/sector-solutions/it-and-telecoms/sfia-based-job-profiles.

8 Derived from a job description for a technology and innovation division within an Australian telecommunications company.

http://www8.open.ac.uk/employers/sector-solutions/it-and-telecoms/sfia-based-job-profiles

http://www8.open.ac.uk/employers/sector-solutions/it-and-telecoms/sfia-based-job-profiles



Figure 8: Targeting capabilities within an organisational setting

Table 4: Job Profile

Title: Enterprise Architect Manager (Level 5)

Professional Area: ICT

The Enterprise Architect Manager is responsible for devising promoting, and governing the strategic direction of architectures that support the business model, including also the overall architecture of groups of systems or of the infrastructure. The role will be required to provide effective, authoritative leadership and governance of the required technologies and services. The incumbent will also support the drive to innovate and improve how the architecture and technologies enables improved business performance and customer outcomes. They will oversee four managers responsible for day-to-day technology and service delivery, monitoring and reporting.

Qualification: Bachelor or post-graduate degree in Telecommunications, Computer Science or IT.

Experience: Bachelor or higher degree in Telecommunications, Computer Science or IT with 10+

years of technical experience in Telecommunications. More than 5 years of telecommunications, business systems, architecture experience. Specific experience in project management including agile IT or PRINCE 2 / PMBOK is desirable. Capabilities and Skills

Level Leadership Capabilities: Level SFIA skills core to professional area:

4 Communicates with clarity 5 STPL Enterprise & Business Architecture Development

4 Builds collaborative relationships 5 ARCH Solution Architecture

5 Fosters Innovation and creativity 5 IRMG Information Management

5 Thinks and acts strategically 4 RLMT Stakeholder Relationship Management

4 GOVN IT Governance

Level Management Capabilities: Level SFIA skills specific to this job: 5 Completes analytical thinking and

problem solving 5 PRMG Project Management

5 Facilitates continuous improvement 4 EMRG Emerging Technology Monitoring

5 Drives for results 4 SURE Supplier Relationship Management

6 Promotes responsiveness to digital disruption

It is important to recognise that leadership and management capabilities will, just as often is the case with SFIA and IT skills, compliment professional and technical skills required to perform in non-leadership and management positions.



The Leadership and Management Capability Framework



Leadership Capability Framework




Leadership capabilities by domain

Self-Mastery Capabilities Description

Displays self-awareness The personal ability to appreciate own strengths and weaknesses and effectively relate to peers, employees and others in a manner that promotes collaboration and goal attainment. This includes being confident in own personal capacity, a drive to improve professional performance, and commitment to uphold the organisation’s values and ethics.


Develops self The ability to identify and develop one’s own technical skills and personal attributes such as character, resilience and emotional intelligence.

Interpersonal Mastery Capabilities Description

Develops others The ability to identify an individual or group’s personal and job-performance development needs accurately and to establish relevant development options.



Process Mastery Capabilities Description


The ability to remain action focussed and to continually evaluate and effectively focus effort and the effective use of resources to achieve superior results and outcomes.

Fosters innovation and creativity The ability to stimulate and promote innovation and creative thinking. This includes being able to identify and address root causes and connections between situations that may hinder innovation or limit efforts to transform thinking and practice.


Systems Mastery Capabilities Description

Conveys a compelling sense of purpose The ability to engage others and to inspire a sustained commitment to a vision that can shape future action and collective purpose.





CATEGORY LEADERSHIP

Description Levels & Indicators

Capability Code 1 2 3 4 5 6 7

Capability Domain Lead self Displays self-awareness The personal ability to appreciate own strengths and weaknesses and effectively relate to peers, employees and others in a manner that promotes collaboration and goal attainment. This includes being confident in own personal capacity, a drive to improve professional performance, and commitment to uphold the organisation’s values and ethics.

DSAW Understands personal accountability for team and professional outcomes

Knowledge of personal objectives and how they align with the organisation’s vision, values, and purpose

Knowledge of the impact that personal preferences and emotional intelligence have on dealings with subordinates and peers

Appreciates own values, beliefs and assumptions

Demonstrates awareness of own proficiency or limitations with regard to use of both business and clinical information and communication technologies

Regularly and proactively reviews own work to identify areas for improvement

Evaluates personal effectiveness and confirms future leadership potential

Understands when to use a range of leadership styles appropriate to different people and situations

Considers and responds appropriately to the needs, feelings, and capabilities of different people in different situations

Investigates research and information from others that may add to personal knowledge

Masters new professional, technical and business knowledge and continually looks to improve personal performance

Identifies sources of stress that affect personal performance and manages them effectively

Undertakes assessment of potential and discusses with senior leaders possible development and career options

Knowledge of preferred leadership and professional career pathways

Deals effectively with issues, problems and conflict

Maintains calm when confronted by the unexpected

Respects and manages differences between own and other’s values and perspectives

Responds to differences with sensitivity

Encourages teams and operational areas to collaborate and build effective ways to work with each other

Recognises and addresses issues and problems that impact on goal attainment and cooperation

Knowledge of advanced research methods and processes

Understands and accurately estimates own contribution to work outcomes

Handles ambiguity and inconsistencies that impact work

Anticipates future changes and trends

Assesses and confirms own leadership potential

Drives to achieve own potential and desired career pathway

Benchmarks own performance and competence against standards established by the organisation or professional bodies

Analyses and evaluates personal effectiveness in developing the competence required to achieve accountabilities and responsibilities

Understands own strengths and limitations with respect to interacting with senior executives and peers

Secures the personal leadership skills and capabilities required to succeed

Understands the impact personal leadership styles and preferences have on the formulation of organisational strategies

Understands how personal leadership styles and preferences will impact on change and people development processes

Identifies and brings together the skill and capability mix required for the senior leadership/ management team to succeed


COMM Uses business technology to retrieve, produce, store and send information

Prepares workplace documentation and correspondence

Communicates in a way that takes individual differences into account positively

Listens and communicates clearly and effectively (verbally and in writing)

Collects, organises and shares information with others

Develops and communicates information that is well structured and understood by the audience

Collects and organises ideas and information in an accurate, concise and logical manner

Produces a range of basic business documents

Identifies and responds to non-verbal cues

Fosters two-way communication for mutual understanding

Presents information in a compelling and effective manner

Prepares and customises communications to ensure understanding by the proposed audience

Implements knowledge and information sharing within a group context

Prepares compelling presentations to groups on expert or specialist topics

Adjusts communication style to optimise knowledge sharing and understanding by diverse groups

Establishes systems to analyse, evaluate and report information

Reports and presents information on complex topics in a clear and concise manner using a variety of formats and modes

Plays an active role in facilitating productive interactions and removing barriers that limit input by others

Prepares compelling presentations to influence others

Coordinates the management and sharing of information and knowledge across groups

Organises learning to improve managers use of information or knowledge management system

Uses a variety of techniques and methods to effectively conduct difficult conversations

Confidently represents the organisation or business area in external communication processes

Promotes knowledge and information development and sharing within a major function, location or project

Prepares compelling presentations to influence senior executives and external decision makers

Prepares and presents specialist advice on a wide range of issues, demonstrating highly developed judgement and insight

Establishes means to analyse information and knowledge

Takes decisions based on research, analysis and review of information and knowledge

Disseminates information to strategic and business stakeholders

Promotes knowledge and information development and sharing across the organisation

Represents the organisation with authority and credibility in public forums and at events

Develops communication plans to engage internal and external audiences

Communications directly reinforce the organisation’s brand and values

Develops self The ability to identify and

DEVS Isolates and understands own strengths and weaknesses

Identifies own leadership and learning style

Embraces challenges and opportunities to learn new skills

Opens career options beyond a technical or discipline-specific pathway

Proactively seeks out professional development on leading-edge business leadership practices

Actively encourages the search for more innovative and effective means to



CATEGORY LEADERSHIP


Capability Code 1 2 3 4 5 6 7 develop one’s own technical skills and personal attributes such as character, resilience and emotional intelligence.

Understands own character

Displays empathy for others

Embraces learning as a lifelong activity

Appreciates impact of emotions in the workplace

Develops a career plan and recognises their own potential

Develops their own technical competence in a role

Takes accountability for their own development

Reflects on own performance and skill development needs

Actively seeks new experiences

Encourages opportunities for others to learn collaboratively and share knowledge

Develops their own competence in a distinct discipline or professional field

Isolates the best learning mode for personal development need

Develops personal coaching and training skills

Expresses emotion appropriately within a workplace

Develops personal resilience and ability to remain focused under pressure

Reflects on own culture and emotions comparative to others

Drives unrelentingly for recognition of personal and professional performance

Cultivates existing and new national and international collaborative relationships that can enhance own learning and development

develop self and the competence of other leaders

Translates national policy and industry leadership and professional development initiatives into organisational strategies and plans

Capability Domain Interpersonal Mastery Develops others The ability to identify an individual or group’s personal and job-performance development needs accurately and to establish relevant development options.

DEVE Correctly identifies personal competencies, capacity and learning preferences

Embraces the importance of lifelong learning

Investigates and personally identifies team members who can provide appropriate skills instruction or expert knowledge

Shares knowledge and skills with others

Assesses objectively the competencies of others in a team and their capacity to learn

Identifies individual development needs and plans actions to address them

Identifies and maximises workplace develop opportunities for team members

Actively coaches and encourages feedback from others

Provides constructive feedback on personal competence in a timely and empathetic manner

Systematically identifies another individual/team competency need and plans to correct deficiencies

Appreciates multiple learning styles individuals may possess

Isolates the best learning mode (learn from others, learn from experience, learn off the job) for an individual’s development need

Coaches others to address barriers to action that may derive from an individual’s lack of competence or motivation

Analyses and assesses when to undertake coaching or mentoring for each individual/situation

Builds a climate that empowers individuals to embrace learning and development

Uses agreed tools and techniques to identify and actively promote talent and individual potential

Understands what motivates others to learn and share knowledge

Mentors and develops other professionals or managers

Identifies and fosters individual growth at all levels

Opens new career pathways for individuals

Pro-actively seeks opportunities to develop other people’s talent and career opportunities

Assesses workforce learning and development needs at a functional, business or discipline/ professional level

Can isolate and prioritise actions to address skill gaps that are essential for current performance

Establishes frameworks to encourage and enable learning within and across disciplines and functions

Collects and analyses data to help pinpoint cross-discipline or cross functional learning and development needs

Ensures learning across disciplines develops the workforce for current and future needs

Coordinates and monitors workforce planning

Removes barriers to learning and knowledge transfer across functions and with other organisations

Establishes the systems and processes to identify potential and manage talent

Facilitates effective job rotations and exchanges across functions and locations

Actively promotes learning between people within and outside the organisation

Supports organisational learning that spans functions, locations and the value chain

Stimulates and encourages a sustainable approach to leadership development

Promotes the ability to learn and the speed of learning as an important organisational capability

Promotes and stimulates viable career pathways across the organisation and beyond

Analyses responds to qualitative and quantitative data on organisational development and learning needs

Actively promotes learning and development as a major reason to work at the organisation


INSP Possesses personal credibility and trustworthiness

Engages and builds commitment within a work team

Builds trust and instils confidence through mutually respectful, two-way communication

Encourages and supports individuals and teams to work cooperatively

Understands the need to promote equality of opportunity and diversity

Demonstrates empathy for the feelings of others

Builds rapport with others

Builds trust within a team and advocates for its members’ interests

Acts with integrity

Encourages participation from others in decision making processes

Inspires high performance within a team

Defends collective decisions and underpinning beliefs or motivation

Understands the individual motivations and drivers that may cause conflict or prevent team members working towards agreed goals

Identifies and resolves conflict within a group setting

Encourages feedback and input from others in the decision-making process

Listens to and actions feedback from others

Respects information exchanged in confidence and is recognised as a trustworthy source of valuable information

Knowledge of participative planning and management techniques

Vests the authority and resources necessary for employees to be empowered to act

Leads an operational or business area with integrity

Keeps commitments and deals honestly with others

Encourages employees to balance work and life priorities

Supports honest disclosure and information sharing

Acknowledges and rewards contributions from others

Displays sound judgement and decision making

Displays confidence and trustworthiness to stakeholders and strategic partners

Acknowledges and rewards contributions from others

Keeps commitments and deals honestly with stakeholders and external business partners



CATEGORY LEADERSHIP


Capability Code 1 2 3 4 5 6 7 Encourages a range of views and divergent opinions

Remains in control and stays calm in often challenging situations


RELS Identifies key internal and external stakeholders

Develops personal networks to achieve work and professional outcomes

Builds strong relationships for short- and long-term benefit

Identifies needs and imperatives of key internal or external stakeholders

Identifies concerns and expectations of stakeholders

Analyses the importance of specific stakeholders

Raises awareness and influences stakeholders required to support specific actions

Identifies and consciously maintains a network of contacts

Navigates organisational politics

Establishes relationships based on mutual goals and purpose

Manages key stakeholder relationships

Develops a stakeholder communication plan

Takes action to show stakeholders how their support can achieve mutually beneficial outcomes

Leverages internal and external relationships to secure support for specific actions or outcomes

Acts proactively to build mutually positive relationships and outcomes

Communicates effectively to promote collaboration between stakeholder groups

Builds networks of knowledge and expertise

Overcomes stakeholder resistance to projects and plans (e.g. change, program plans)

Develops systems to provide regular and accurate information to all employees and stakeholders

Seeks input from respected leaders in order to build support for planned actions

Establishes long-term partnerships exemplified by open exchange of information and ideas, and a willingness to undertake collaborative action

Attracts important relationships through other’s recognition of personal and professional credibility

Manages stakeholder relationships and risk associated with operational plans and activities

Contributes to the expert body of knowledge possessed by the organisation and the profession

Acts as a reliable bridge between operational/business level and strategic level

Forges consensus across the organisation and select business partners to achieve agreed goals and objectives

Possesses legitimacy and support from the executive and/or board

Articulates and wins stakeholder support for the vision and strategic direction

Builds and leverages mutually beneficial relationships and networks across external bodies

Establishes profile with peers as a trustworthy source of the high-level professional and/or strategic knowledge

Advocates for the organisation in national and international forums

Secures support from strategic stakeholders to advocate for the organisation

Persuades national decision makers and stakeholders to actively pursue a course of action that supports the organisation’s vision and purpose

Establishes enduring long-term strategic alliances and partnerships

Nurtures high-level relationships through the open exchange of strategic ideas, information and cooperation

Conveys a sense of confidence when interacting with strategic partners or key stakeholders

Influences and gains commitment from senior executives or Board members for strategic decisions

Builds positive relationships and national support for the organisation

Provides a positive image that reinforces the organisation’s commitment to its strategic partners and the community

Mobilise support and enthusiasm for the organisation from national policy makers and executives or board members of public and private organisations

Forges direct linkages with important national and international level decision makers, regulators and organisations

Capability Domain Process Mastery Instils a focus on priority actions and outcomes The ability to remain action focussed and to continually evaluate and effectively focus effort and the effective use of resources to achieve superior results and outcomes.

BUSO Displays an active interest and understanding of the business purpose and customer needs

Regularly evaluates outcomes against expected or planned results to determine personal performance

Articulates with accuracy the expected standards guiding performance and professional practice

Works effectively to complete assigned tasks and satisfy customers requirements

Sets and clearly communicates performance expectations and targets

Pursues results consistently and proactively removes barriers impeding work outcomes

Identifies individual performance deficiencies and takes action to address them

Plans individual performance and time to meet changes in priorities and to deliver optimal results

Reviews operational performance against targets and milestone

Monitors and proactively addresses discrepancies between actual and planned performance

Sets targets that stretch individual and team results and performance

Encourages and motivates the team to respond rapidly to changes in processes, goals or priorities

Delegates and monitors work executed by other people

Facilitates cooperation between teams, projects and operational areas

Monitors and responds to factors likely to impact attainment of operational goals and priorities

Ensures alignment of operational plans and goals with strategic and organisational objectives

Establishes systems and mechanisms to promote workforce participation

Establishes business reporting and evaluation systems and methodologies

Reviews and takes action consistently to ensure resources are sufficient to attain priority results and planned goals

Acts immediately to remove obstacles that impede productivity and performance

Develops and clearly communicates performance standards and expectations

Tailors operational and business strategies and approaches to accommodate market or customer demand

Advocates for and influences organisational decisions that impact functional results and planned outcomes

Establishes contingency plans and assists others to respond constructively to changed business priorities or conditions

Identifies and responds to environmental factors that impact organisational operations and goals

Seeks out and integrates professional expertise into the organisation to improve overall performance and delivery of planned outcomes

Creates and aligns organisational structures, systems and resources to better achieve agreed results and planned outcomes

Continually reviews business plans for their contribution to long-term strategies

Adapts strategic priorities and business plans to accommodate changing market demands

Reports business outcomes to external stakeholders and strategic partners



CATEGORY LEADERSHIP


Capability Code 1 2 3 4 5 6 7 Fosters Innovation and creativity The ability to stimulate and promote innovation and creative thinking. This includes being able to identify and address root causes and connections between situations that may hinder innovation or limit efforts to transform thinking and practice.

INNV Appreciates boundaries of current thinking and practice

Identifies opportunities to do things better

Thinks laterally

Discusses and develops ideas with other

Remains open and accepting of ideas from others

Explores and evaluates innovative ideas and practices

Motivates team members to identify ideas for new practices, products or service

Displays support for developing and testing new ideas and concepts

Encourages and fosters innovation and creativity in a team

Builds communities where people share, discuss and work together in developing ideas

Filters and objectively assesses ideas

Supports and integrates viable ideas within own area of responsibility

Recommends and shares ideas and innovations with others where they fall outside area of responsibility

Understands different ways people think

Creates a climate that fosters and encourages innovation and entrepreneurial thinking

Builds teams with an appropriate mix of thinking and skills

Champions breakthrough thinking and creative solutions

Leads information sharing and creative collaboration within and across processes or teams

Translates innovation into solutions that work

Balances risks against the benefits to effectively advance new practices and ideas

Leads information sharing and creative collaboration within and across locations or functions

Takes calculated risks when trying new ideas or practice

Identifies and sponsors innovative effort where it can generate benefit within a professional, strategic or operational context

Establishes mechanisms for collecting and reviewing ideas and innovations that have an impact beyond a single team or clinical/operational area

Challenges existing paradigms and ways of doing business/ working

Recognises and rewards entrepreneurial spirit amongst employee and leaders

Encourages transformational thinking and breakthroughs in how the organisation and how its business partners function

Supports and encourages leaders to foster innovation and creativity

Establishes formal processes by which leaders can evaluate and assess innovations or creative ideas

Establishes systematic approaches to the conduct of innovation and improvement

Translates broad research and trends into ways the organisation can innovate

Embeds the search for innovative solutions or creativity into the workplace culture

Establishes processes and risk management tools for leaders to assess ideas or opportunities for innovation

Establishes a processes for capturing and managing commercially valuable innovations or ideas

Acknowledges and rewards those achieving breakthrough thinking and improvement

Translates successful innovations and major improvements beyond the organisation for the benefit of all

Establishes actions to capture and share successful innovation

Champions the roll out of successful improvements and ideas across the organisation and beyond

Cultivates the active exchange of ideas and research between the organisation and international experts or institutions


CHNG Understands change management process, principles and the personal accountabilities and responsibility at different stages of change

Familiarity with tools, methodologies and models used to enable change

Identifies accountabilities required to achieve agreed change goals and timelines

Allocates change responsibilities and activities to others

Fosters commitment to the achievement of change goals

Promotes standards of performance and goals that underpin change activities

Identifies and deals with obstacles to change

Monitors progress against the change plan

Provides subject matter expertise to support planning and implementation of change

Knowledge of individual behaviours typically displayed at each stage in the change process

Clarifies change roles and responsibilities

Confirms change goals and indicators

Overcomes resistance to change

Enables change execution and addresses resistance or conflict resulting from change

Manages resources required to achieve allocated change targets

Evaluates progress and recommends actions to improve outcomes

Analyses, plans and executes process-level change

Knowledge of the organisation’s change framework and tools

Champions change plans to optimise business opportunity and benefit

Establishes clear targets and identifies actions required to achieve goals within required timescales

Coaches and provides feedback in a consistent manner

Reconciles conflicting priorities in order to achieve required change outcomes

Removes process-level barriers to change

Monitors and reviews change planning and reporting process

Models positive attitude when communicating the purpose of change to others

Anticipates and addresses issues and problems that impact on the process of change and cooperation

Sponsors and promotes change

Knowledge of the internal change context including impact of the planned change on customers, employees, operational capabilities and resources

Sets and prioritises change plans within a business unit, function, location or discipline area

Puts mechanisms in place to review and monitor progress of change against agreed targets

Monitors, reviews and adjusts change plans and indicators

Makes recommendations for major amendments to change plans that affect functional or organisational plans

Removes function-level barriers to change

Advocates for a functional or business area during change

Uses data to anticipate future changes and trends

Acts as a lead agent for change

Knowledge of the organisation’s political context, customers, operational capabilities and available resources

Ensures the people responsible for planning and implementing change understand their responsibilities and have the authority to influence outcomes

Sets clear change planning and reporting processes and tools for other leaders to use

Sets and prioritises change plans across functions and/or locations or business area

Identifies gaps and aligns business or operational plans with strategic change plans

Monitors and maintains the readiness of the workforce to change

Removes strategic and organisational-level barriers to change

Recognises and rewards people and teams who achieve change results

Designs structures, processes and systems that facilitate large scale strategic change

Assesses accurately the organisation and workforce readiness to change

Aligns change strategy with organisational vision and objectives

Monitors, evaluates and reports on the progress and success of strategic change initiatives

Develops a community and organisation-wide communication strategy when organisational change has wide-reaching impact

Engages the motives, values, and goals of other leaders to achieve commitment to champion the organisation’s change effort themselves

Keeps national or major community stakeholders informed on the progress of strategic change

Undertakes a rational review of strategic change plans

Approves and sponsors strategic change plans that fit the organisation's vision, strategy and objectives

Monitors the external environment to diagnose where external factors will impact change planning

Monitors the environment for political, economic, social and technical developments that may affect the organisation’s future



CATEGORY LEADERSHIP



Capability Domain Systems Mastery Conveys a compelling sense of purpose The ability to engage others and to inspire a sustained commitment to a vision that can shape future action and collective purpose.

VISN Understands the importance of individual input into the shaping and development of a vision and values

Ties the vision to a metaphor people can immediately translate into everyday work

Understands the aims and rationale behind the organisation’s vision and values

Reinforces the imperative to sustain commitment to an agreed direction

Takes a future view that can be communicated to others

Inspires commitment from others to the organisation’s values and purpose

Leads processes to determine the medium-term priorities and goals

Communicates a vision of the future being targeted

Takes broad vision and translates this into actions at a team or operational level

Inspires and commitment in a team to achieve its core purpose

Promotes the organisation’s vision and purpose to major stakeholders

Builds a support base and/or coalitions within the stakeholder community that can champion the organisation’s desired purpose or change plans

Engages the motives, values, and goals of other leaders to achieve commitment to champion the organisation’s vision and purpose

Addresses strategic and operational-level barriers to communicating and building commitment to the organisation’s vision and purpose

Communicates to create enduring support from key stakeholders to the organisation’s vision and purpose

Advocates for organisation’s purpose in national forums and professional conferences

Instils and reinforces a vision and positive leadership mindset while working across functional boundaries and all locations of the organisation

Contributes a national and international health and business perspective when creating a vision of the organisation’s desired future

Communicates with passion and conviction the long-term vision for the organisation

Implements strategies that successfully deliver outcomes that achieve the organisation’s vision and purpose

Understands the broad health and environmental issues and translates them into the vision creation and renewal process

Tests the alignment of organisational-wide plans and change initiatives against vision, values and purpose aspired to in the long-term

Frames long-term decisions in light of the agreed vision, values and purpose

Assists communicate the organisation’s vision to the wider health industry and national decision makers


STRA Demonstrates intellectual capacity to identify and address short-term opportunities

Creates an imperative to act

Inspires commitment from others to an opportunity

Removes barriers when implementing a practice or responding to an immediate opportunity

Motivates others through a shared sense of purpose and spirit of cooperation

Plans and adjusts effort appropriate to short term priorities

Analyses short-term constraints and opportunities within work area that may impact on performance

Communicates ‘wins’ to maintain momentum behind medium-term plans

Challenges thinking and promotes others seeking to constructively change current practice

Presents sound data and reasons to support planned actions

Displays awareness of opportunities and embraces challenges

Responds to customer demands and changed requirements

Advocates for and pursues opportunities that have a tangible business benefit

Works with others across professions and/or geographic locations to coordinate strategic change

Engages with other leaders to champion strategic change

Understands the internal planning process and has the ability to gain support for medium-term opportunities

Identifies readiness to change and respond to opportunities

Builds operational and functional systems and capacity to respond to emerging or immediate opportunities

Champions agile practices and methods across the organisation

Anticipates and adjusts strategic projects or plans to overcome operational problems and barriers

Forms coalitions of others able to champion and seize strategic opportunities

Establishes and responds to levels of employee engagement

Deals with environmental turbulence and ambiguity to drive through change strategies and improvements

Scopes out long-term plans and maps complex, possible contingencies that may impact the organisation’s future

Reviews and reports results of strategic change plans

Develops an entrepreneurial spirit in the senior management team

Possesses a strong sense of the long-term plans and possible contingencies that may impact the organisation in the future

Deconstructs current strategic change plans to accurately determine their individual contribution to improving the organisation’s future outcomes

Evaluates the result of change on the organisation strategic capabilities

Monitors and reviews organisational agility

Drives a continuous focus on employee engagement and organisational responsiveness


CULT Understands the link between an individual’s norms and beliefs and the organisation’s culture

Embraces diversity

Reinforces the positive relationship between individual action and the organisation’s culture and values

Treats individuals with respect and acts to uphold their rights

Knowledge of ethics in a specific workplace or team context

Exhibits uncompromising integrity and commitment to the organisation’s values and ethical practices

Uses a range of ethical decision making techniques appropriate to the people involved and the situation

Leads and acts in an ethical manner consistent with the organisation’s values and beliefs

Encourages communication and participative working arrangement with other teams or areas of operation

Recognises the complex interactions that occur between different functions and areas of operation within the organisation

Encourages collaborative practices that are consistent with

Understands the relationship between ethic, morals and beliefs

Knowledge of the concept of culture as applied to organisations

Understands the principles and methods of managing culture change within organisations

Encourages other leaders to act in an ethical manner consistent with the organisation’s values and beliefs

Builds a culture compatible with and reinforcing the organisation’s values and goals

Ensures structure, systems and strategy reinforce the organisation’s culture

Knows, appreciates and leverages the organisation’s existing culture and values

Critiques (or analyses or reviews or appraises) established systems, norms and culture

Understands the dynamic between the organisation’s culture and that of the professions employed in the organisation

Embeds a vision and sense of purpose for the organisation

Establishes and reinforces a culture within the senior leadership/ management team

Uses formal (e.g. policies and procedures) and informal

Provides a continuity of beliefs and values in the overall governance of the organisation

Guides and mediates the alignment of the organisation’s culture and values with the external operating environment, society and stakeholders

Enforces procedures for documenting policies and decisions that assist shape the organisation’s central vision values, and ethical imperatives



CATEGORY LEADERSHIP


Capability Code 1 2 3 4 5 6 7 Acknowledges and demonstrates sensitivity and displays respect for cultural differences and backgrounds of people

Displays adaptability and flexibility in solving problems and making decisions

Ensures decisions have impact and are implemented

the organisation’s overall vision and strategy and the needs and interests of stakeholders

(e.g. dialogue) mechanisms to influence the organisation’s culture

Assists the organisation make contact with other entities sharing similar values, beliefs and aspirations



Management Capabilities




Management capabilities by domain

Manage Self Capabilities Description

Displays personal resilience Deals with pressure, setbacks and challenges in an optimistic manner while learning from experience and responding in a positive manner.


Identifies problems and uses analytical thinking and judgment to generate alternative solutions and make recommendations.


Manage Others Capabilities Description


Manages performance and the capability development of individuals and groups in order to build the workforce required by the organisation to achieve sustained success.

Builds effective teams Empowers others and facilitates a sense of collective commitment and cooperation motivation within a team to achieve the agreed purpose.

Facilitates continuous improvement Identifies opportunities to improve performance, enhance customer outcomes and champion a culture of continuous improvement to products and services and the overall quality of processes and systems.


Manage Operations/ Business Capabilities Description

Administers finances Prepares, implements, administers and reviews financial resources to achieve agreed results.



Raises the customer experience Identifies customer requirements and acts proactively to raise the customer experience.




Manage the Organisation Capabilities Description

Promotes professional standards, ethics and compliance

The ability to be ethical, adopt professional standards of behaviour and action and comply with relevant requirements.



Promotes responsiveness to digital disruption Anticipates and promotes the capacity of individuals, groups and the organisation to respond to disruptive digital innovations and change.



Category Management



Capability Domain Manage self Displays personal resilience Deals with pressure, setbacks and challenges in an optimistic manner while learning from experience and responding in a positive manner.

RESL Maintains a positive attitude despite stress and frustration

Efficiently balances multiple personal, work and life priorities

Bounces back from unfulfilled expectations and other setbacks

Processes negative feedback in a positive and constructive manner

Regulates emotional response to difficult or challenging work conditions

Remains calm under pressure

Confronts difficulties and adverse decisions or situations

Maintains a positive outlook even when dealing with unrelenting difficulties

Appreciates reality and the negative factors impacting personal and team performance

Perseveres when confronted with difficult situations

Identifies and manages personal levels of stress

Maintains calm when faced with stressful situations or events

Displays a high-performance work ethic and enduring commitment to attainment of allocated responsibilities

Keeps negative emotions and disruptive impulses in check

Demonstrates self-control, transparency, optimism and confidence that influences and builds positive relationships

Identifies strategies to ensure team performance and quality of work is maintained when confronted with changing goals or priorities

Defines priorities and rebalances operational resources in an efficient and effective manner

Adjusts management style and approach to optimise outcomes

Senses and responds appropriately to factors influencing individual or group responses to a decision or activity

Reflects on experience and is open to new ways to improve practice

Appreciates the wider context and emotional drivers influencing how others respond to new or challenging situations

Plays a stabilising influence in even the most challenging situations

Possesses the sophisticated self-awareness necessary to make appropriate evaluative judgements about people, events, organisations and processes

Persists and overcomes obstacles to reach ambitious personal and organisational goals

Completes analytical thinking and problem solving Identifies problems and uses analytical thinking and judgment to generate alternative solutions and make recommendations.

ATPS Collects, analyses and stores information

Asks questions to build an understanding of steps to solve problems

Breaks problems into simple lists or tasks to be actioned

Uses basic rules and procedures to determine required action

Reviews results using a range of critical analysis techniques and tools

Identifies single-step cause and effect relationships correctly

Uses problem solving techniques to analyse and solve problems or issues

Identifies what led up to the situation and immediate consequences

Sees multiple linear steps of cause and effect

Uses established methods to deal with discipline-specific, conventional problems

Identifies and analyses alternatives to determine the optimal solution

Uses tools and techniques to identify multiple-step linear causes and effect

Systematically breaks down complex problems into manageable parts

Demonstrates good reasoning ability with moderately complex and varied problems

Undertakes often complex causal analysis

Anticipates and resolves problems before they adversely impact operations

Anticipates potential problems and obstacles and thinks ahead about next steps

Identifies causal factors including steps that led up to the situation or patterns and similarities between different situations

Considers multi-disciplinary perspectives when analysing and solving problems

Integrates a large amount of information from diverse sources recommending solutions that span locations, disciplines or problems

Identifies and removes root causes to problems

Monitors and evaluates solutions implemented to resolve a problem

Maps interrelationships and complex causes and long term effects

Recognises several likely causes and several likely consequences of actions

Makes plans to maximise outcomes in the medium term, including contingency plans to deal with potential opportunities and problems

Uses sophisticated methods to deal with complex, escalated problems

Integrates complex multi-disciplinary perspectives

Evaluates problem identification and analysis processes and solutions implementation

Identifies multiple chains of complex cause and effect

Maps out complex processes with multiple inputs and multiple outputs

Researches and anticipates problems and uncertainties in the environment likely to impact current operations

Systematically breaks multi-dimensional problems into component parts

Uses several analytical techniques to identify several solutions and weighs the pros and cons of each

Contributes to improvement of problem solving processes, techniques and tools

Provides strategic responses to multi-dimensional, multi-disciplinary problems

Monitors, analyses and reviews problems and developments in the environment to determine their long term impact on the organisation

Develops predictive models or scenarios anticipating future problems and their effects

Sponsors and promotes systematic and scientific approaches to thinking and problem solving


DMKG Is sensitive to other people’s culture, traditions and patterns of decision-making

Participates in decision making processes

Seeks and actively encourages feedback from all sources during decision making processes

Maintains effectiveness of decision making processes across multiple contingencies and situations

Promotes collaboration across teams, processes, projects or areas to attain a decision

Accesses multiple sources inside and outside the organisation to inform decision making processes

Accesses experts as required to make informed decisions

Knows the decision making hierarchy and gatekeepers within the organisation

Makes decisions within limits of own professional qualifications and credentials

Uses available information and communication technology to



Category Management


Capability Code 1 2 3 4 5 6 7 Readily accepts and reviews expertise and input from others

Encourages collaboration and participation in decision making processes

Uses a range of group decision making tools and techniques effectively

Uses informal and formal communication channels to access information and data

optimise collection, analysis and reporting or relevant data

Capability Domain Manage Processes Manages people performance and development Manages performance and the capability development of individuals and groups in order to build the workforce required by the organisation to achieve sustained success.

PPFC Regularly evaluates outcomes against expected or planned results to determine personal performance

Plans personal development based on career targets and feedback on individual performance

Reviews progress against personal development targets and milestones

Initiates development discussions and documents agreed plans

Provides timely and accurate feedback when individual performance fails to meet expectations

Supports and encourages Coordinates recruitment and conducts selection interviews for a role

individuals who strive to improve and develop

Distinguishes clearly between low and high performers in a team, based on performance against annual objectives

Reviews and approves development requests

Determines general development goals, based upon the requirements of current positions and team objectives

Provides regular and specific feedback on performance

Provides ongoing coaching to individuals

Monitors and evaluates workplace learning and development activity

Identifies the key variables associated with high performance and focus appraisal and feedback processes on them

Identifies and plan development priorities for a team

Completes and documents comprehensive assessments of individuals’ competencies relevant to current and future roles

Enhances employee retention and recruitment

Sets challenging development goals in collaboration with team leaders

Provides ongoing mentoring to individuals and team leaders

Identifies and manages high potential/talented individuals within a team/project/group

Coordinates operational level learning strategy development and implementation

Systematically works on building workforce capability

Determines specific individual development goals to maximise the overall capability of the function or department

Actively seeks feedback and data from multiple sources to determine specific learning needs

Implements development strategies to improve workforce dynamics and effectiveness

Reviews learning systems continuously to assure alignment to workforce development and strategic needs

Identifies and manages high potential/talented individuals within the organisation

Coaches and mentors other managers

Implements rigorous and multiple information systems to ensure accurate reporting of performance and development needs for the workforce

Applies sound commercial judgement in prioritising and implementing organisational learning and development strategies

Assures the identification and management or high potential/ talented leaders within the organisation

Monitors the alignment of the workforce capabilities with current and future strategic needs

Actively seeks accurate data from multiple sources on the organisation’s specific performance and development needs

Builds effective team Empowers others and facilitates a sense of collective commitment and cooperation motivation within a team to achieve the agreed purpose.

TEAM Works cooperatively with others in team processes

Diligently carries out their allocated responsibilities

Actively and conscientiously contributes to the team

Cooperates and responds to the needs of others in a team

Supports individual participation in the team

Encourages teamwork and effectively coordinates individual task completion

Works collaboratively with team members to achieve team goals

Holds individuals accountable for their contribution to team objectives

Deals effectively with issues, problems and conflict

Keeps people informed and up to date

Coordinates effectively the efforts between teams

Guides the team and solicits input from others

Solicits and shares information to make decisions and plans

Assigns responsibility for team outcomes based on individual capability

Gains commitment to team objectives

Monitors progress in achieving team objectives

Manages conflicting objectives or priorities to deliver the best team results

Works cooperatively with other disciplines and teams

Coordinates and facilitates high performance in teams

Leads the collaborative development and execution of team plans to deliver organisational strategy and goals

Builds and supports teams that span geographic, project or functional areas

Breaks down barriers between teams to encourage sharing of information, expertise and resources

Holds teams accountable for delivery of operational and collective goals

Promotes cooperation across functional boundaries

Empowers teams to perform

Removes organisational or functional barriers that impinge upon team performance

Accesses the external expertise and knowledge required for specialist or organisational teams to achieve their objectives

Identifies and brings together the skills and qualities required for the team to succeed

Facilitates continuous improvement Identifies opportunities to

CIMP Reviews own performance, looks at ways to improve

Identifies opportunities to reduce costs or increase efficiency

Understands a range of improvement techniques and approaches

Knows how to implement process improvement

Understands a range of process improvement tools and techniques

Drives a continuous improvement for a function, location or business unit

Critically appraises current activities and considers how they

Drives a continuous improvement approach across functions and discipline areas

Establishes systems and technology to gather information

Operates with an awareness of global trends and current research into process and quality improvements

Establishes a culture and system that drives improvement and involvement aligned with the vision and goals of the



Category Management


Capability Code 1 2 3 4 5 6 7 improve performance, enhance customer outcomes and champion a culture of continuous improvement to products and services and the overall quality of processes and systems.

Encourages feedback from customers on quality of products and services

Motivates employees to identify opportunities for improving existing products and/or services

Embraces the imperative for quality and process improvement

Actively seeks opportunities to improve people and processes

Initiates and supports improvements

Sets expectations for the team to achieve high standards of quality and performance

Analyses and continually improves processes

Consolidates and leverages gains to produce longer-term improvements

Collaborates (within team and outside of team) to enable continuous improvement

Collects and analyses data to identify and support opportunities for improvement

Removes barriers to implementing improved or reengineered processes

Monitors improvement initiatives to ensure planned results are achieved within agreed resource constraints

Critically appraises current activities and considers how they can be re-designed to better meet medium-term goals and indicators

Seeks opportunities to continually improve operations, products and service systems, processes and skills

Ensures change plans and new initiatives have an enduring focus on improving customer outcomes

Sets improvement priorities that achieve high impact and, where possible, early wins to build momentum

can be re-designed to better meet long-term goals and indicators

Identifies and tests new initiatives or breakthrough thinking or practices

Energises and inspires peers to support improvement initiatives

Translates operational goals and objectives into continuous improvement plans

Standardises process inputs, activities and outputs by using best practices

necessary to continuously improve performance and processes

Establishes standards and measures by which people and process performance may be gauged

Ties continuous improvement systems to the organisation’s values, vision and goals

Researches and monitors competitors and emerging global practices to confirm opportunities for improvement in a functional area or a substantial component of the organisation

Advocates for and solicits high-level support for major change and improvement initiatives

Researches and monitors competitors and emerging global practices to confirm opportunities for improvement in the organisation

Analyses complex interrelationships and value streams to identify opportunities for improvement that have a large multiplier effect

Aligns major systems and operations within the organisation and its partners (e.g. suppliers) around quality and continuous improvement principles

Communicates, sustains and advances improvements across the supply/value chain

organisation and core stakeholders

Lead of process and quality transformation efforts in the organisation

Establishes organisation-wide reward and knowledge sharing systems to promote the business benefit and value of efforts to continuously improve


HASF Follows safe work practices

Takes action to provide a safe workplace for others

Participates in health and safety consultative processes

Follows health and safety policies and procedures to maintain professional standards

Advocates and monitors safe and environmentally sustainable work practices

Raises the knowledge and skill of others in the team regarding health and safety policies and procedures

Encourages consultation and participation in health and safety implementation

Revises and implement more effective control methods and monitor their effectiveness

Promotes health and safety systems and strategies in the workplace

Commits resources and delegates responsibility to maintain an effective health and safety management system

Maintains participative arrangements supporting implementation of workplace health and safety systems

Implements and maintains procedures for identifying hazards and assessing and controlling risks

Integrates health and safety in day-to-day planning and decision making

Develops and systematically implement health and safety systems and strategies within a workplace

Develops, implements and promotes health and safety strategies, systems and plans

Integrates health and safety management within the overall business plan

Monitors and evaluate health and safety outcomes to identify areas for improvement

Proactively monitors performance against health and safety targets and raises issues

Leads and influences commitment to health and safety systems and strategies in a function or business area

Integrates health and safety objectives that stretch overall performance expectations for the function or business

Regularly evaluates the effectiveness of health and safety management systems

Evaluates organisational performance against external standards and agreed industry benchmarks

Develops and advises on health and safety standards and practices

Leads and influences health and safety commitment in a across functions or major operations (locations, projects, etc.)

Ensures the implementation of effective health and safety management systems and strategies in all workplaces

Promotes commitment to the organisation’s health and safety management systems and strategies

Coordinates and reviews health and safety policy, standards and practices

Leads and influences health and safety commitment in the organisation

Actively sponsors the ongoing planning and implementation of the organisation’s health and safety management systems and strategies

Builds a safety-oriented culture that is embedded in everyday practices and processes

Promotes health and safety policy, standards and practices across the organisation

Capability Domain Manage Operations Administers finances Prepares, implements, administers and reviews financial resources to achieve agreed results.

FINC Understands basic financial terminology, policies and processes

Understands core financial and budgeting terminology, policies and processes

Processes daily financial reports and data

Understands basic accounting and finance concepts

Coordinates and monitors routine financial reporting

Manages financial and budget information

Plans and monitors performance against financial and budget targets

Identifies relevant recurrent and capital financial measures

Assesses impact of funding allocations on business planning and budgets

Acquits financial audit, reporting and compliance obligations correctly

Sets and monitors budgets and financial reports

Completes forecasting and budget preparation and management

Coordinates the collection and analysis of data and evaluates

Establishes and monitors budget processes and financial management reporting

Demonstrates in-depth knowledge of accounting principles and standards

Evaluates the effectiveness and accuracy of financial reporting across the organisation

Assures financial and budgetary compliance responsibilities for the organisation



Category Management


Capability Code 1 2 3 4 5 6 7 Estimates costs and calculates and records financial data and transactions accurately

Presents basic financial information to a target audience in an appropriate format

Identifies and satisfies financial audit, reporting and compliance obligations

Identifies financial risk and relevant management strategies

Identifies discrepancies or variances in financial and budget reports, and takes the required corrective action

Seeks specialist financial advice and support where required

Prepares financial data to support a business cases or decision

business options for financial value and risk

Assesses cost benefits of a business case or business model (e.g. outsourced services)

Promotes sound financial management and compliance within a function or small organisation

Coordinates the evaluation of the value proposition for an innovation or improvement

Manages and reports on financial and risk management audits

Defines and manages set priorities and business plans to attain key financial indicators

Promotes sound financial management and compliance across functions and strategic projects

Anticipates and plans the most appropriate financing and funding strategies to meet operational and capital needs

Examines and deploys appropriate financial risk minimisation strategies

Secures and coordinates the deployment of expert financial support for the organisation

Establishes effective governance to ensure the ethical and compliant use of financial resources across the organisation


DRES Plans and completes work to schedule

Demonstrates good attention to detail

Displays conscientiousness and is hard-working

Works well under pressure to meet tight deadlines

Perseveres when others quit

Completes assigned work to agreed standards and constraints

Develops work priorities

Operates within budget and resource parameters

Identifies and acts on opportunities to improve personal performance

Displays resilience and overcomes obstacles to achieve consistent results

Demonstrates ownership and drive to meet or exceed allocated goals

Develops plans to reach assigned objectives

Plans for contingencies and deals effectively with setbacks

Holds self and others accountable for short term goals and results

Assumes responsibility for attainment of group goals and results

Supports others to deliver results

Plans operations and sets medium-term goals priorities that support the organisations planned outcomes

Delegates authority and monitors operational performance

Sets personally challenging targets to achieve higher levels of team performance

Effectively deals with obstacles and exploits opportunities to exceed goals or expectations

Coordinates longer-term strategic planning and implementation processes

Rewards team leaders achieving desired operational outcomes

Collects and analyses data to monitor and assess cross-discipline or cross functional results

Sets up information and communication technology systems and management processes by which to evaluate goal attainment

Rigorously analyses and sets targets for improved strategic planning processes and reporting

Resolves high-level conflict that may affect the long-term success of the organisation

Holds the senior leaders accountable for delivery of collective goals

Establishes reporting processes to review the attainment of productivity targets

Demonstrates leadership and influence in driving organisational plans results

Establishes annual reporting processes to confirm standards of performance for all employees and functions

Tests organisational results policy, regulatory and stakeholder requirements

Monitors and ensures the organisation consistently attain international standards of professional and organisational performance


PLAN Manages own time and priorities to achieve required outputs

Prioritises work tasks and activities to accommodate day-to-day priorities

Confirms the established responsibilities, performance standards and planned outcomes for their work roles

Plans and coordinates allocated activities

Re-prioritises own work activities on a regular basis to achieve set goals

Contributes to the development of work plans and setting of team goals

Identifies team objectives and how they relates to own work and team outcomes

Understands the team/unit objectives and align operational activities accordingly

Initiates and develops team goals and plans and any communication or consultative processes

Responds proactively to changing circumstances and adjusts plans and schedules when necessary

Considers the implications of immediate and longer term organisational issues and how these might impact on the achievement of team/unit goals

Accommodates and responds with initiative to changing priorities and operating environments

Plans future operational and work goals consistent with existing workforce and resource capabilities

Prioritises own and others’ work based on planned activities

Coordinates operational goal development and development of organisational strategies and plans

Researches and assesses the impact of environmental change on goal attainment

Evaluates goal attainment and adjust short term plans accordingly

Shapes business plans, goals and measures

Monitors progress of business initiatives against planned outcomes and make necessary adjustments

Anticipates and assesses the impact of industry and market changes on operational/ business plans and make the necessary adjustments

Prioritises resource allocation to support plans and any changes occurring in the planning period

Uses a range of conceptual tools and techniques to improve strategic decision making and planning

Establishes research and market information on emerging trends and short to medium-term opportunities for the organisation

Accesses the resources and expertise required to deliver on strategic plans and priorities

Establishes research and market information on emerging trends and medium to long-term opportunities for the organisation

Communicates with senior stakeholders and business partners to plan and set long term strategic priorities

Coordinates and develops long term plans, particularly as associated with strategic and major business or project planning initiatives



Category Management


Capability Code 1 2 3 4 5 6 7 Raises the customer experience Identifies customer requirements and acts proactively to raise the customer experience.

CUST Maintains a persistent focus on the customer (internal or external) and their requirements

Responds to customer requests promptly

Actively seeks to engage with customers to monitor their expectations and satisfaction

Thinks about customer’s needs rather than their own

Regularly seeks out and acts on customer feedback

Isolates and correctly defines customer requirements

Responds to customer issues and acts with sincerity to secure a solution

Influences the customer to avoid poor choices that impact quality or their stated requirements

Adopts methods and techniques relevant to defined products and services that ensure the customer has a positive experience

Responds to changes in customer requirements

Advocates honestly for the customer and problems they encounter

Measures customer experience for a product/service area

Monitors the customer experience and seeks ways to add value to the customer relationship in the short term

Identifies critical customer touch points that impact customer experience and satisfaction

Analyses data and advises others on the customer experience targets and value proposition relating to a specific channel, product or service

Ensures service encounters reinforces the brand and organisational values

Manages operations to provide an exceptional customer experience

Designs and deploys robust service strategy with key performance indicators for measuring the customer-experience

Creates a compelling value proposition

Designs and develops products, services and solutions that build enduring customer relationships

Champions customer needs and overcomes internal obstacles to improving service and the customer experience

Manages the planning, evaluation, design and implementation of complex solutions for a customer

Monitors and undertakes anticipatory action to enhance the customer experience

Analyses and redesigns systems, processes, skills and technologies to enhance service capabilities at critical customer touch points

Establishes technology and systems to identify, capture and report on customer experience across a function

Initiates action to improve how the organisation addresses factors impinging upon the customer experience

Monitors and reports on the service strategy and targets for improving the customer experience

Analyses data on the customer experience and seeks ways to add value to the customer relationship in the medium- to long-term

Researches and gathers intelligence related to customer experience needs and wants

Establishes technology and systems to identify, capture and report on customer experience across the organisation

Ensures the overall customer experience and value proposition reinforces the organisation’s brand and values

Holds senior leaders accountable for improving the customer experience

Incorporates balanced strategic targets for long-term customer relationship and value

Overseas research into customer experience and future needs and plans accordingly


SLMK Understands the organisation’s market position

Employs appropriate products/ services knowledge and sales techniques to meet customer needs

Builds customer relationships in a virtual or physical setting

Analyses and monitors customer value proposition and product/ service performance

Assists develop routine marketing and sales documents

Supports development of products and services

Promotes a compelling value proposition

Manages accounts or product/ service portfolios

Plans and monitors sales team targets, activities and performance

Adheres to brand plans and monitors brand positioning

Contributes to the development of marketing strategies

Develops direct and indirect marketing communications

Coordinates feedback on products and services

Develops a compelling value proposition

Gathers and reviews customer and market intelligence using digital and physical sources

Coordinates the development of sales plans with sensitivity to customer and market trends

Reviews and makes recommendations to improve the competitiveness of products/ services or channels

Implements marketing campaigns

Reviews and assesses marketing strategies relevant to an account of defined product/ service

Plans and reviews marketing campaigns for defined products/ service or markets

Manages the development of sales plans and enabling digital and physical systems

Aligns products and service solutions with distinct customer needs or value propositions

Evaluates and reports on marketing campaigns and strategies

Manages the development of products/ services

Tracks, assesses and evaluates analytics relating to the performance of the brand and the value proposition of products/ services

Designs and manages strategies involving multiple offerings, channels, partners or segments

Influences and sponsors the development of an integrated digital and physical marketing or sales strategy and systems

Monitors the success of sales and marketing strategies using data collected from digital and physical media

Reviews and improves the effectiveness of marketing and pricing strategies

Anticipates and responds to digital sales and marketing disruptions

Coordinates the preparation of plans and policies to manage and protect the brand

Manages the development and review of the organisation’s marketing strategies

Research and analyse the global market and trends affecting the organisation‘s products/ services

Improves organisational responsiveness to market and customer changes

Defines and manages the brand strategy and positioning

Overseas and evaluates the organisation’s product/ service development strategy

Promotes the organisation’s brand strategy

Reviews channels and enhance partnerships

Integrates marketing and business strategy


RISK Identifies and complies with governance requirements

Identifies and reports risks within their work activities

Consistently applies the governance framework and required processes

Analyses and evaluates the effectiveness of risk control

Develops and implements governance management in area of responsibility or project work

Establish goals and objectives for the program

Coordinates the management of governance across multiple sites and/or operations

Maintains infrastructure and processes to manage risk across multiple sites and/or operations

Establishes governance management systems and processes

Influences management of risk at functional and business levels

Manages governance associated with major organisational plans and projects

Provides strategic direction in risk management

Works with other high-level representatives to build a governance structure that enhances organisational success



Category Management


Capability Code 1 2 3 4 5 6 7 Identifies the risks and liabilities associated with the work area

Complies with legislative, regulatory, business and other compliance requirements relevant to their work

Implements appropriate controls to remove or reduce risks within the team’s operations

Implements compliance programs

Maintain formal risk registers and contract registers

Identifies risks within the defined scope of the program

Analyses the likelihood and potential impact of risks

Selects and implements control programs

Manage contract risk

Determines compliance requirements and ensure minimum standards are maintained

Educates and supports staff to manage risk

Facilitates risk recovery

Monitors and reviews risk management system

Reviews compliance programs to ensure they remain up to date and effective

Manage and protect intellectual property

Provides direction in risk management within a function or major business area or project

Designs and develops compliance requirements and enabling policies and systems

Manage risk associated with existing and development of new intellectual assets

Researches risks and liabilities and identifies the appropriate strategic mitigation response

Coordinates governance systems and the development of compliance requirements and risk management policies and systems

Links governance responsibilities to wider imperatives (e.g. community, policy, industry, market and economic) in the operating environment

Provides strategic direction in risk management within the organisation

Enhances organisation-wide risk management capability and commitment to deliver effective corporate governance


PROJ Administers simple projects

Defines a simple project

Develops a detailed project plan

Administers and monitors the project

Finalises the project

Reviews the project

Scopes and administers projects

Identifies stakeholders’ expectations

Assists prepare project specifications and requirements

Contributes to scope definition

Applies project scope controls

Scopes and manages independently varied, discipline-specific project work

Manages projects

Defines project scope, specifications and requirements

Estimates and correctly specifies resource requirements for the project

Defines activities and sets schedules or programmes

Develops a project plan

Administers, reviews and adjust project plan

Finalises the project

Leads the management of multiple projects

Directs the integration of multiple projects in a program

Procures resources for projects

Directs the scope of projects

Structures and schedules complex or multi project activities

Manages project costs and risk

Helps shape priorities.

Monitors and reviews effectiveness of risk measures and controls for projects

Defines and leads high impact projects involving multiple disciplines

Manages large and complex projects

Coordinates and reviews procurement and contract arrangements

Manages project implementation

Establishes systems to review project integration and progress

Coordinates project follow-up activities

Establishes project management governance and procedures frameworks

Establishes project governance and compliance systems and frameworks

Establishes financial control systems to monitor projects

Review project reports and action where variations exist between actual and predicted targets

Capability Domain Manage the Organisation Promotes professional standards, ethics and compliance The ability to be ethical, adopt professional standards of behaviour and action and comply with relevant requirements.

PFSC Knowledge of relevant professional standards of conduct, values and ethics

Behaves in a compliant and ethical manner

Understands the fundamentals of professional ethics and relationship with values, social responsibility, legal compliance

Knowledge of the values, motivations and emotions influencing the work team

Exhibits strong understanding of regulatory requirements, rules and standards governing their actions

Identifies compliance requirements and proactively corrects practices, processes or conduct to meet the expected standards or codes of conduct

Describes accurately professional standards and compliance requirements and processes for a given situation

Makes operational and professional decisions with an accurate awareness of the ethical implications

Analyses and correctly identifies the ethical considerations impacting a decision or work context

Clearly communicates to others the regulatory requirements, codes of conduct, rules and standards governing collective action

Demonstrates knowledge of relevant regulatory bodies

Applies knowledge of compliance requirements to advise and guide others on specific compliance issues

Applies in depth knowledge of current regulatory requirements to develop and maintain up to date compliance policies and procedures

Models uncompromising integrity and commitment to professional and ethical standards

Investigates and resolves compliance issues

Communicates compliance requirements and secures relevant training for all employees

Assists form and communicate a Code of Conduct to guide the behaviour of others

Continually monitors business/operational compliance

Analyses and correctly identifies the ethical considerations impacting organisational decisions or choices

Promotes effective operational compliance frameworks

Continually monitors and prepares reports on organisational compliance

Provides strategic advice on compliance matters including the effective management of risk at all levels

Assesses effectiveness of controls and recommends changes to strengthen organisation compliance

Promotes a culture of professionalism and integrity across the organisation

Builds and embeds a culture of compliance throughout the organisation

Sponsors the development and implementation of a Code of Conduct with specific guidance on professional and ethical standards and required behaviours

Establishes and maintains strategic relationships with key external stakeholders including regulatory bodies

Promotes effective organisational governance and compliance management systems

Seeks and actively responds to external review of organisational governance and compliance management audits

Promotes compatible ethical practices and professional standards across the industry and with strategic partners



Category Management


Capability Code 1 2 3 4 5 6 7 Monitors compliance with internal policies and procedures and external regulatory requirements to identify actual and potential breaches


GLOB Understands their role and its contribution to customers and the organisation’s core purpose

Identifies how different processes and roles in a workplace relate

Identifies and proactively considers the range of intellectual and cultural differences in a given situation

Appreciates the social, political, technological and economic realities impacting a specific situation

Identifies and respects the different perspectives impacting actions and decisions in a specific situation

Synthesises information from a range of sources to enhance understanding of factors influencing current issues and context

Develops a global understanding of the issues and perspectives shaping a specific situation

Recognises components of a system and their interactions

Makes decisions and judgements based on a critical analysis of information and global perspectives

Understands the range of different perspectives, values, beliefs and behaviours and their impact on internal and external interactions

Engages with social, economic and professional groups to enhance global understanding of particular environments and situations

Understands the operational environment and how this will impact short term operations

Engages with social, economic and professional groups to enhance understanding of different cultural and community perspectives

Creates opportunities for different social, economic and professional groups inside and outside the organisation to communicate their values, beliefs and perspectives

Can identify interdependencies between different actions, events and situations

Understands the operational environment and how this will impact medium term plans and objectives

Can accurately identify and consider the historical, cultural, community and political elements impacting functions

Identifies and considers the intellectual and emotional dimensions influencing key decision makers and stakeholders in a particular environment or situation

Reviews and proactively corrects decisions or practices where professional, cultural or community expectations have not been satisfied

Understands the organisational environment and how will impact strategic plans and objectives

Can accurately identify the historical, cultural, community and political elements likely to have a long term impact on strategic plans

Represents the organisation with sensitivity and a heightened awareness of global factors, elements and perspectives

Establishes systems better anticipate and assesses how environmental change will impact organisational plans

Identifies the realities impacting the organisation’s long term strategic and social responsibilities

Guides and mediates the alignment of the organisation’s culture and planning processes with the global environment


BUSS Understands expectations of the organisation, customers, regulators, the community and others in the external environment

Analyses short-term constraints and opportunities within work area that may impact on performance

Translates organisational vision and values into short-term actions that deliver quality results

Clarifies and confirms relevance of strategic information and data to setting goals in own work area

Prioritises activities in terms of what will deliver greater short-term organisational and customer benefit

Sets short-term plans with goals and indicators

Works with employees, stakeholders and peers to develop medium-term plans and priorities

Advocates for and seeks endorsement for medium-term plans and goals

Considers medium-term constraints and opportunities within own area that may impact on performance

Prioritises activities in terms of what will deliver greater medium-term organisational and customer benefit

Confirms and allocates resource requirements sufficient to achieve plans and budget targets

Knows how to set aspirational goals that extend performance

Sets and communicates realistic and medium-term goals and indicators

Understands the internal planning process and is politically savvy as to the key people involved

Develops a strategy together with realistic plans to achieve long-term objectives

Manages strategically to ensure goal attainment and optimisation of financial, operational and customer outcomes

Advocates for and seeks endorsement for longer term strategic plans and goals

Responds calmly when challenged to justify strategy or goals to senior leaders or peers

Displays resilience and tenacity in achieving planned outcomes

Works with employees, stakeholders and peers to overcome problems and uncertainty to achieve planned outcomes

Understands national trends and examples of world class practices

Maintains professional views even in the face of strident opposition

Contributes own view during strategic discussions in a confident and professional manner

Is prepared to promote and advocate for market or strategic opportunities

Makes substantive contributions to strategic planning processes

Links organisational strategy and vision with national initiatives, taking into account the impact on existing plans, products and services and employees

Develops strategic reporting and evaluation methodologies

Establishes high impact corporate and strategic plans

Displays a deep appreciation for the strategic opportunities and challenges facing the organisation

Monitors and consistently modifies strategy to respond to political, economic, market and social change in a timely manner

Monitors and reports on strategy execution and progress

Conveys the organisational direction and values positively to high-level decision makers (e.g. Board, shareholders, government)

Takes a high-level view of the health industries and the organisation’s operating environment

Accurately represents the interests of critical stakeholders in the strategic decision making process

Confirms and reports organisational progress against strategic targets

Draws accurate conclusions from strategic data and other information to ensure the organisation is positioned to meet future challenges

Takes a long-term strategic view



Category Management


Capability Code 1 2 3 4 5 6 7 Promotes responsiveness to digital disruption Anticipates and promotes the capacity of individuals, groups and the organisation to respond to disruptive digital innovations and change.

BSTR Has the courage to challenge current assumptions or obsolete thinking and practices

Embraces opportunities created by disruptive technology changes to improve work processes or practices

Embraces ambiguity and encourages flexibility in thinking and practice

Coaches and assists others identify and translate breakthrough ideas, practices and opportunities into action

Accurately assesses and responds to changes in technology, thinking or practices that affect customer behaviour

Acquires the skills and workforce capabilities required to optimise business responsiveness and success

Accurately analyses and defines the threat to the organisation created by disruptive innovations and changes in the operating environment

Processes and responds to intelligence on technology, skills and market changes in a timely manner

Anticipates the future capabilities the workforce will require

Identifies how disruptive technologies can enhance products/ services

Critically evaluates and is prepared to make effective decisions at speed

Establishes the minimum value proposition for adopting an innovation

Sponsors rapid development of a prototype or the testing of new ideas, innovations or practices

Accelerates the generation, capture and analysis of ideas from all staff with regards new practices, processes, products or service

Researches and assesses the business benefit and impact of global digital disruption

Researches and develops organisational responses to disruptive business models

Redesigns the operational model and allocation of resources to better attain business objectives

Investigates and develops new business models in response to emerging markets or disruptive innovations

Creates fundamentally new ways to work, conduct business and reach customers

Researches technological and environmental trends and establishes plans for long term transformation

Promotes systems that enhance flexibility and organisational responsiveness to new opportunities

Anticipates and effectively manages the impact of disruptive technologies on how products and services are delivered to customers

Analyses and assesses the trends and value associated with new business models arising from disruptive innovations and global changes to markets

Encourages and leads the search for disruptive innovations and business models that enhance organisational success

Redesigns the structure and the allocation of resources to better attain long-term objectives

Optimises long term strategic collaborative and data sharing arrangements with stakeholders and business partners

Collates and enhances access to analytical data and information to optimise strategic decisions making

Sponsors thinking and encourages an organisational culture that pushes the boundaries of existing business models

Analyses and assesses data to reach a global view on relevant trends and environmental disruptions

Mobilises support and creates a sense of enthusiasm for the organisation’s future

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