Lead for high performance
The Queensland public service seeks to be a high performing, impartial and productive workforce that puts the people of Queensland first.
This means we need to strengthen our workforce with the right skills and capabilities to deliver quality services to the community.
Tips for managing performance
- Emphasise achieving a good match between the skills and competencies required for the role, and the successful candidate’s skills, experience and ability. Use the Leadership competencies for Queensland to analyse and prioritise the key competencies required for the role.
- Induct people effectively by articulating tasks and duties clearly from their first day in the job. Turn these conversations into a formal performance agreement so you can maximise the opportunity to work with the new employee’s strengths and become aware of development needs early.
- Communicate performance expectations and standards, along with public sector values and culture, explicitly and consistently across all areas of an agency. This allows all parties – employees, supervisors and managers, human resources (HR) and ethical standards practitioners – to deliver outstanding services to the Queensland community.
- Use our values as an opportunity to talk with staff about performance and conduct expectations.
- Use the Leadership competencies for Queensland to describe the desired behaviours in the workplace.
- Present all staff with opportunities for development based on personal strengths, development areas, job role and interests. Take a broad approach to learning opportunities, formal and informal, both in and out of the workplace.
- Managers/supervisors should have regular formal and informal performance and development conversations with staff. This is the most effective way to manage’ performance and development. Foster engaging workplaces has a number of resources to assist leaders.
- Respond in a timely, proportionate and relevant manner when employee performance needs improvement.
- Engage early where there are performance or conduct issues for a quicker resolution.
- Do not spend a disproportionate amount of time and resources on difficult staff management scenarios.
- Recognise and reward exemplary performance and learning to encourage others to improve.
- Seek support from peers, senior managers and HR advisors to increase your confidence (and willingness) as a manager/supervisor to deal with performance issues.
- Be measured and reasonable when setting performance expectations and holding employees to them.
- Consider the most appropriate response when an employee’s conduct or performance requires attention. Management action, discipline and discussions about agreed separations will each be appropriate in different circumstances.