Highly-skilled and capable employees are essential to achieving our goal of being the most responsive and respected public service in the nation.
The Queensland Public Service Workforce Capability Success Profile (success profile) (PDF, 497 KB) is a sector-wide, one-government approach to the leadership behaviours expected of all public sector employees to support high performing workplaces.
The success profile supports:
- a common framework and language about leadership expectations
- a foundation for dialogue between managers and staff about performance and development
- transferable leadership and management capabilities as careers progress
- greater mobility across the sector
- shared responsibility for professional and capability development.
There are a range of capability frameworks available to Queensland Government agencies and many agencies have developed their own models to suit particular requirements.
Talent management strategy
The PSC will use the success profile to align sector-wide talent management strategies including workforce planning, talent acquisition, career development, performance management, leadership development and succession planning.
How to use the success profile
Agencies are encouraged to incorporate the success profile where they see fit. It defines four roles across the sector - individual contributors, team leaders, program managers and executives, and assists agencies to look at the value proposition of roles, rather than traditional hierarchical levels.
The Capability and Leadership Framework (CLF) was introduced in late 2008 and is based on the Australian Public Service Commission’s Integrated Leadership System. The CLF is a tool to assist agencies to describe the behaviours expected of public service staff at every classification level using five core capabilities.
- Supports strategic direction/shapes strategic thinking
- Achieves results
- Supports/cultivates productive working relationships
- Displays/exemplifies personal drive and integrity
- Communicates with influence.
At an individual level the CLF enables staff to identify key capabilities required of them in their current role. It also helps them identify which skills to develop to advance to higher classification levels.
Founded in 1991 by Robert W. Eichinger and Michael M. Lombardo, Lominger produces a suite of competency-based leadership development resources for individuals, teams, and organisations. In 2006, Lominger joined Korn Ferry and in 2014 became part of Korn Ferry Products.
The Leadership Architect™ is a leadership and management framework that identifies competencies required for high performance. Built on best practices and research from Korn Ferry companies Lominger, PDI NinthHouse, and Global Novations this competency framework is comprised of 4 Factors, 12 Clusters and 38 Competencies, with associated staged behaviours. An organisation can implement the full comprehensive framework or a tailored model that fits specific organisational levels, functions, industries, and unique business challenges.
A licensing agreement has been arranged by the PSC on behalf of the Queensland Government to enable agencies to use:
- Copyright information on the Korn Ferry Leadership Architect™ Sort Cards to create derivative materials for agency use.
- Voices® 360 degree feedback tool.
Agencies must observe the terms and conditions of the licences.
Find a Korn Ferry consultant to assist with implementing tools. Contact the PSC performance and capability development team for further information, including purchasing details.
Contact Martijn Heijnen, Manager, Performance and Capability Development, Public Service Commission
t: (07) 3003 2854