OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
NTPS Capability and Leadership Framework
NTPS Capability and Leadership Framework
• Common language
• Based on the QLD Public Service Capability and
Leadership Framework
• Based on robust, evidence research within a
public sector environment
NTPS Capability and Leadership Framework
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
• 5 Capabilities, which have
3-5 components, which have
2-12 behavioural indicators
• Describes behavioural and leadership capabilities expected
of all employees
• Supports consistent whole of sector capability and
leadership development
• Assists in developing capability and leadership in agenciesNTPS Capability and Leadership Framework
What is the CLF?
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
Why do we need the CLF?
•Increased capability creates better functioning
agencies
•Delivery of responsive quality services
•Builds a performance culture linking business to
people
NTPS Capability and Leadership Framework
NTPS Capability and Leadership Framework
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
Technical Skills• Specific job competencies• Scientific, engineering,
environment, health, education, planning,
business (finance, HR, PR, marketing, law, trades ...)• Project management
Business Skills• Finance• Human resources• Risk management• Asset management• Procurement• Corporate governance
Professional Skills• Formal qualifications• Accreditations• Licences
Capability and
Leadership
BusinessSkills
Technical Skills
Business
Skills
Professional Skills
Capability and
Leadership
CLF• Supports strategic direction• Achieves results• Supports productive working
relationships• Displays personal drive and
integrity• Communicates with influence
NTPS Capability and Leadership Framework
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
TechnicalSkills
Capability and
Leadership
BusinessSkills
Workforce Development Frameworks
Performance Management
LearningAnd
Development
Career Planning
Job DesignAnd
Selection
Job Evaluation
System
Workforce
Planning
Communicates with Influence• Communicates clearly• Listens, understands and adapts
to audience• Negotiates persuasively
• Demonstrate self awareness and personal development
Achieves results• Builds organisational capability and
responsiveness• Marshals professional expertise• Steers and implements change and
deals with uncertainty• Ensures closure and delivers on
intended results
Cultivates productive working relationships
• Nurtures internal and external relationships
• Facilitates corporation and partnerships
• Values individual differences and diversity
• Guides, mentors and develops people
Exemplifies personal drive and integrity
• Demonstrates public service professionalism and probity
• Engages with risk and shows person personal courage
• Commits to action• Displays resilience
Focuses strategicallyHarnesses information and opportunitiesShows judgement, intelligence and commonsense
Cultivates productive working relationships Communicates with influence
• Communicates clearly• Listens, understands and adapts to audience• Negotiates confidently
Exemplifies personal drive and integrity
• Demonstrates public sector professionalism and probity• Engages with risk and shows personal courage
Shapes strategic thinking
•Inspires a sense of purpose and direction•Focuses strategically•Harnesses information and opportunities•Shows judgement, intelligence and commonsense
Cultivates productive working relationships
•Nurtures internal and external relationships•Facilitates cooperation and partnerships•Values individual differences and diversity•Guides, mentors and develops people
Achieves results
• Builds organisational capability and responsiveness
• Marshals professional expertise
• Steers and implements change and deals with uncertainty
• Ensures closure and delivers on intended results
• Commits to action• Displays resilience• Demonstrate self awareness and commitment to personal development
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
What are the CLF Capabilities?
CLF 1 to 7 CLF 8 to CE
1 Supports strategic direction Shapes strategic thinking
2 Achieves results Achieves results
3 Supports productive working
relationships
Cultivates productive working relationships
4 Displays personal drive and
integrity
Exemplifies personal drive and integrity
5 Communicates with influence Communicates with influenceNTPS Capability and Leadership Framework
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
2.4 Takes responsibility for managing work projects to achieve results:
CLF 5Sees tasks through to completion. Works within agreed priorities. Commits to achieving quality outcomes and adheres to documentation procedures. Seeks feedback from supervisor to gauge satisfaction and seeks guidance when required.
CLF 6Sees projects through to completion. Monitors project progress and manages priorities. Commits to achieving quality outcomes and adheres to documentation procedures. Seeks feedback from supervisor to gauge satisfaction.
CLF 7Sees projects through to completion. Monitors project progress and adjusts plans as required. Commits to achieving quality outcomes and adheres to documentation procedures. Seeks feedback from supervisor to gauge satisfaction.
NTPS Capability and Leadership Framework
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
CLF 7 Takes responsibility for managing work projects to achieve results:
Sees projects through to completion. Monitors project progress and adjusts plans as required. Commits to achieving quality outcomes and adheres to documentation procedures. Seeks feedback from supervisor to gauge satisfaction.
• Seeks regular feedback from supervisor to gauge their satisfaction
• Ensures work is delivered to a high standard• Maintains focus on quality to achieve outcomes• Adheres to documentation procedures• Uses and encourages others to use appropriate
information management systems to keep information up-to-date
• Sees projects through to completion• Monitors projects against plans, manages priorities and
agrees adjustments to milestones as required
NTPS Capability and Leadership Framework
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
Employee Responsibility
Management Responsibility
AgencyResponsibility
• participate in Performance Improvement and Development Planning
• implement and participate in Performance Improvement and Development Planning
• ensure information and systems are available to support management decisions
• self-review against Capability and Leadership Framework
• self-review and coach Capability and Leadership Framework
• support managers and Business Service areas to implement the Leadership Framework
• give and receive constructive feedback
• give and receive constructive feedback
• provide access to programs aligned with leadership development priorities
• seek out and participate in development opportunities
• seek out, participate and provide development opportunities
• develop and implement a strategy to monitor Agency culture and morale
• monitor and review own performance
• monitor and review own and employee performance
• co-ordinate the review of capability and leadership to ensure continued relevance
Roles and responsibilities in managing the CLF
Administrative Career Starters
Physical Technical Professional
CLF 1 AO1 Apprentice Phy1–Phy3
CLF 2 AO2 Trainee Technical
Officer
Phy4–Phy5 T1
CLF 3 AO3 Graduate Trainee
Phy6 T2
CLF 4 AO4 Phy7 T3 P1
CLF 5 AO5 Phy8–Phy9 T4
CLF 6 AO6 T5 P2
CLF 7 AO7 T6
CLF 8 AO8 P3
CLF 9 EO1/ECO1 P4
CLF 10 ECO2
CLF 11 ECO3
CLF 12 ECO4
CE ECO5/ECO6
Alignment of classification levels to the CLF
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
NTPS Capability and Leadership Framework
OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT
NTPS Capability and Leadership Framework
www.ocpe.nt.gov.au/clf
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