Executive performance and development frameworks
About the frameworks
Chief executive performance
All Queensland Government executives have annual performance agreements that align to performance and development frameworks. Executive performance frameworks underpin successful performance management and support the Queensland public sector to:
- build a high-performing cohort of leaders
- achieve its goal of being the most responsive and respected public service in the nation.
About the frameworks
The frameworks – one for chief executives and one for all other executives – use four perspectives to build a balanced scorecard for each executive. The perspectives are:
- stakeholder and outcome
- internal business
- learning and growth.
The Public Service Commission develops and monitors the frameworks and sets annual objectives, and weightings for each of the four perspectives, reflecting the government's current priorities. The Premier approves these.
All executives are assessed at least annually with the goal of using feedback to build their performance. The annual planning and assessment cycle for performance agreements aligns to agencies' strategic, operational and financial planning cycles. As well as annual assessments, chief executives and other executives are expected to have frequent conversations and provide feedback that motivate and reward high performance and address under-performance and inappropriate behaviour.
As part of their performance agreement planning, executives are asked to identify what their development priorities are to help them achieve their performance objectives.
Executives can use the following to inform their self-assessment and identify development priorities.
The Public Service Commission (PSC) uses data from executive performance assessments to build its leadership development offerings each year. Read more about PSC leadership development offerings.
Chief executive officer performance
Under The Public Service Act 2008, chief executives officers (CEOs) are responsible for performance management, including:
- adopting management practices that are responsive to government policies and priorities
- promoting continual evaluation and improvement of the appropriateness, effectiveness and efficiency of departmental management. This includes, under Section 98, performance appraisal, training and development.
CEOs are responsible for organisational and individual employee performance, and for implementing appropriate supporting systems. They are expected to model the behaviours, practices and approaches staff require to perform effectively.
CEOs use an online tool, e-plan, to manage all aspects of their agreement.