This particular client was successful in gaining a job interview for an APS level 6 Team Leader role in one of Centrelink’s divisions. The written application required the addressing of five criteria based on the Integrated Leadership Framework. Excerpts from 3 of the 5 criteria are outlined below.
Understanding of Centrelink’s strategic environment:
My most recent roles within the FFF Team, BBB Division have five defined strategic objectives which I understand and apply on a daily basis. These include: workforce and technology to support a customer focused approach; relationships with reason; risk-based reviews and investigation; prevention and early intervention; and debt management. Centrelink’s strategic environment is influenced by many factors that shape, create and determine current and future directions. A strong strategic understanding is required to enable Centrelink to respond to current requirements as well as prepare for future changes. Working in leadership-type roles, I have demonstrated my strategic ability by inspiring others and improving work processes which have resulted in the achievement of strategic business objectives.
In 2009 whilst acting in the role of Prosecutions Case Manager (APS6 level) within Centrelink’s FFF Team, BBB Division, I introduced a revamped procedure for creating Media Summaries. This involved conducting research and analysing their purpose by using a variety of sources including the XXX Manual and undertaking discussions with the NNN Office. During our next team meeting, I communicated the purpose of these Summaries in order for the NNN to inform the Minister and the media of successful Centrelink Prosecutions. This supported one of Centrelink’s key strategic directions, namely, to reduce fraud and non-compliance and increase payment accuracy by encouraging voluntary customer compliance. In effect, this process linked the operational task (creating the Summaries) with the organisational goal of reducing fraud. The Summaries disclose any potential fraudulent issues before they arise and thus, allow our media team and the Minister’s office to prepare timely responses to sensitive cases.
I have been instrumental in implementing and supporting change processes. For example, when a whole new work procedures manual was introduced and implemented into the BBB Division in 2008, I initiated and managed several processes to effect its successful and immediate (overnight) implementation. I examined the manual thoroughly, conducted discussions with my supervisor and the Case Manager on how to implement and use the manual effectively, and then promoted its benefits to team members. I very quickly became recognised as a subject expert in its use. I provided assistance to other team members and staff working in another BBB team on site on how to use it effectively. For those staff who were initially resistant to the change, I continued to drive the point that this procedure was now compulsory and we (as a team) needed to be proactive in utilising the manual in the event we were audited. My proactivity in facilitating and promoting the importance of the implementation of this new procedure resulted in our site being graded as the best uptake of the manual across Australia. Audit results revealed that our site implemented its use more promptly and more often than other sites; it was being utilised to full capacity by all staff within a four month period. Other Centrelink sites throughout Australia were still not consistently using the manual nine months after its implementation.
Cultivates productive working relationships:
I am highly effective in supporting, working closely and collaborating with other team members especially in the area of developing their potential and counteracting weaknesses. Whilst performing the Prosecutions Case Manager role, I dealt with a female staff member who had returned to the BBB Division team after having spent a considerable amount of time working in another team. Immediately upon her return, I conducted a skills and training needs analysis. I spent one-on-one time with her addressing each individual competency, outlined the necessary training requirements and developed a training plan to facilitate improvement on her weakness areas as identified in the analysis. I then conducted one-on-one training with her over a three week period concentrating on these areas in order for her to become a fully functioning member of the team. Throughout the training process, I praised her as she continued to progress and work through the competency levels. After completion of training, her productivity level significantly improved and she went on to become a highly skilled Prosecutions Officer within a very short period of time. Importantly, a stronger relationship was formed with this staff member and trust was established; and from that point forward, she felt comfortable in approaching me with any questions or concerns.
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