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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.

1. Managing performance 

High performance starts with recruitment and onboarding

  • Emphasise achieving a good match between the skills and competencies required for the role, and the successful candidate’s skills, experience and ability.
  • Induct people effectively by articulating tasks and duties clearly from their first day in the job. These duties should be recorded in a formal performance agreement so we can identify problems early and maximise the opportunity for employees to correct themselves.

2. State your performance expectations

  • 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.

3. Be diligent as leaders and managers

  • Have regular formal and informal performance conversations between managers or supervisors, and their staff. This is the most effective way to manage employees’ performance.
  • 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 to encourage others to improve.

4. Demonstrate persistence and resilience

  • Seek support from peers, senior managers and HR advisors to increase managers’ and supervisors’ confidence (and willingness) to deal with performance issues. 

5. Be measured and reasonable

  • 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.