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Workforce Capability Success Profile

The Queensland public sector has adopted Leadership competencies for Queensland to describe what highly effective, everyday leadership looks like across all public sector roles.

Agencies seeking information about the Workforce Capability Success Profile or Capability and Leadership Framework will continue to be able to access relevant information here.

The Workforce Capability Success Profile (Success Profile) is a leadership competency framework that describes key leadership and management behaviours across 4 roles:

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.


  • 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.

Behavioural competencies



Team leader

Program manager



  • Entry level roles to specialised technical executives
  • Require specific skills of a technical nature
  • Responsible for small teams, often in direct service delivery
  • Guide others to ensure specific outputs are delivered.
  • Often require high levels of technical skills to monitor and support team members to deliver services effectively.
  • Responsible and accountable for the outcomes of multiple projects and/or teams
  • Guide team leaders to deliver business strategies.
  • Deliver outcomes by working across boundaries.
  • Responsible for divisions or branches of a government agency dealing with strategy, policy, service delivery or a range of other initiatives.
  • Liaise with other agencies and sectors to ensure government service delivery is contestable, relevant, effective, provides value for money for the community and meets the needs of the people of Queensland.

Value proposition

  • Valued for strong technical knowledge and skill
  • strong self-management.
  • Valued for experience in their technical area or discipline, and ability to lead others.
  • Manages the delivery of work agendas as part of a team.
  • Valued for managerial expertise and ability to lead others.
  • Lead the delivery of work programs through others.
  • Valued for leadership and vision and building high performing organisations.


  • Understands how their work aligns to organisational objectives
  • Acts proactively
  • Responds flexibly to change
  • Focuses on customers
  • Seeks continuous improvement
  • Understands how their team’s work aligns to organisational objectives
  • Manages ambiguity
  • Implements change
  • Understands customers’ perspectives and works across boundaries
  • Drives continuous improvement
  • Demonstrates broad perspective
  • Navigates ambiguity and politics
  • Leads change
  • Delivers by working across boundaries
  • Champions innovative ideas and solutions
  • Leads strategically with vision
  • Navigates complex, ambiguous and political environments
  • Leads change with agility
  • Operates across boundaries
  • Engages with ideas, innovation and risk


  • Focuses on performance
  • Manages internal and external relationships
  • Supports others’ capability development
  • Gives constructive feedback
  • Manages team performance
  • Manages internal and external relationships
  • Builds team capability
  • Inspires individual and team commitment in the pursuit of results
  • Manages group performance
  • Manages internal and external relationships
  • Builds group capability
  • Inspires individual and team commitment in the pursuit of results
  • Manages organisational performance
  • Manages internal and external relationships
  • Builds organisational capability
  • Inspires individual and team commitment in the pursuit of results


  • Models professional and ethical behaviour
  • Displays rigour in analysis
  • Applies specialist knowledge and skills
  • Commits to personal development
  • Models professional and ethical behaviour
  • Displays rigour in advice
  • Applies business management skills
  • Commits to personal development
  • Models professional and ethical behaviour
  • Displays courage in the provision of advice
  • Applies business acumen
  • Commits to personal development
  • Models professional and ethical behaviour
  • Displays courage in the provision of advice and decision making
  • Applies sound corporate governance
  • Commits to personal development

Technical and discipline vs managerial and leadership competencies

Manages self
High level of technical expertise with minimal leadership focus

Manages individuals
Greater focus on leadership than technical expertise

Manages multiple teams/projects
High level of focus on leadership with minimal technical expertise

Manages program managers
Primary focus on leadership

Key knowledge sets



Team leader

Program manager



Queensland's Financial Accountability Framework

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.


Queensland Government ICT skills framework

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 (PDF, 596 KB)

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.


Strategic human resource competency framework

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.