Workforce Capability Success Profile
The Workforce Capability Success Profile (Success Profile) is a leadership competency framework that describes key leadership and management behaviours across 4 roles:
- individual contributor (manages self)
- team leader (manages individuals)
- program manager (manages multiple teams/projects)
- executive (manages program managers).
By identifying these roles, agencies consider the value proposition of roles rather than the traditional lens of hierarchical structures or classification levels.
The Public Service Commission uses the Success Profile to underpin sectorwide talent management strategies including workforce planning, leadership capability assessments, performance management, leadership development and succession planning, leadership roadmap and recruitment and selection pathways.
- Workforce Capability Success Profile Framework
- Workforce Capability Success Profile FAQs
- Workforce Capability Success Profile Companion Guide
- Leadership Talent Management Strategy
- Leadership Roadmap
- Provides a common framework and language on leadership expectations.
- Provides a clear foundation for dialogue between managers and staff about performance and development.
- Informs decisions about talent recruitment, retention, and succession strategies
- Guides development activities to build a more mobile career across the broader public sector.
- Includes key knowledge sets that are critical to delivery of the government’s agenda, including finance, procurement, technology, policy and strategic human resource, championed by subject matter experts from across the sector.
- An individual’s capacity to perform in their role depends on the right combination of their relevant technical specialist knowledge and leadership and management behaviours.
- Individuals experience an increase in role accountability and complexity when transitioning between technical roles to those with a strong focus on management and leadership.
- Leadership and management capabilities are necessary skills that are transferable across roles and departments.
- Individuals are responsible for their own career development.
- The success profile has been developed from best practice approaches to capability building from current QPS agencies, other jurisdictions, and global research in the field
- Individuals tend to have a number of different careers during their working life, with leadership and management expertise being increasingly transferable as a career progresses.
Technical and discipline vs managerial and leadership competencies
Manages multiple teams/projects
Manages program managers
Key knowledge sets
Understand core financial terminology, policies and processes, and display knowledge of relevant recurrent and capital financial measures.
Apply a thorough understanding of recurrent and capital financial terminology, policies and processes to planning, forecasting and budget preparation and management.
Apply strategic management of financial and budgetary compliance and governance responsibilities within the organisation.
Understand and comply with legal, policy and organisational guidelines and procedures in relation to procurement.
Ensure that government and organisational policy in relation to procurement is implemented.
Ensure that whole of government approaches to procurement are integrated into the organisation’s policies and practices.
Demonstrate a sound understanding of technology relevant to the work unit, and identify and select the most appropriate technology for assigned tasks.
Show commitment to the use of existing and deployment of appropriate new technologies in the workplace.
Encourage research and expert advice on the application of emerging technologies to achieve organisational outcomes.
Policy capability and development framework
Interpret and analyse the meaning of information gathered from a variety of sources, for the current policy agenda.
Compare proposed solutions to the current situation in response to the political context to provide compelling evidence on the proposed solution.
Apply a whole of government perspective and multi- disciplinary approach to identifying research and policy implications.
Work in partnership with the business to implement HR services to support business outcomes.
Understand how HR services best contribute to the organisation’s KPIs and work collegiately with the business to ensure optimum service delivery.
As a strategic partner to the business take a whole of government perspective and multi-disciplinary approach to ensuring best practice and innovation in HR policies and practices that support the organisation’s vision and purpose.