This particular client applied for the role of Service Desk Liaison Officer in a state (Qld) government department. He gained a job interview and gladly accepted the job offer. The application required the preparation of a two-page statement addressing five criteria/competencies as per the Capability Leadership Framework (CLF), which is derived from the Australian Public Service (APS) Integrated Leadership System (ILS). Following are full excerpts from two of the five competencies.

Achieve Results…

I have achieved quality results at the service management level by identifying and harnessing resources, setting direction and implementing appropriate strategies. When I first joined the IT service desk at DDD, one of our key delivery areas was not meeting its key performance indicators (KPIs). In addition, a number of resolutions at the first contact level were below the target level. To rectify these issues, I formulated a strategy in collaboration with my manager which was centred on restructuring a team of 12 staff members and categorising them into three distinct streams, each with a senior member who was given the mandate to attain the goals, up skill and motivate staff to achieve results, and closely monitor their performance. By using this strategy, we identified key staff that required performance counselling as well as those who were deficient in several of the processes that were being used to meet the targets. In addition, we identified the strengths of each of the 12 staff members. For example, a few of the staff had solid knowledge of the technical material and several were strong in the customer service field. We allocated these staff members to the most relevant stream in order to fully utilise their strengths in these areas. For those with weaknesses or deficiencies, I provided one-on-one individual coaching and mentoring sessions to specifically discuss how they could up skill and advised on the relevant training they could undertake to improve on these areas. In addition, I assigned each of these individuals to spend time with another staff member (where their strength countered the weakness of the individual) for training over a short period. As a result, with the training provided (via me, other staff and other means), the KPIs and resolution rates rose above the Service Level Agreement (SLA) within a three month period.

Support productive working relationships…

A solid example to demonstrate my proficiency in working collaboratively within a team was in my previous role as IT Coordinator at HHH. I was involved in a project to upgrade the intranet system which was vital for the business; my specific task was to analyse the technical requirements and to liaise with the project members throughout the process. In order to engage and solidify productive working relationships within the team, I initiated and implemented several workplace bonding strategies which facilitated a positive environment enabling all staff members to work cooperatively, and an environment that fostered active and lively group discussion by promoting the importance of everyone’s ideas. These strategies played an instrumental role in building the team’s information sharing techniques and in developing new and innovative ideas. I also consulted with the managers of various information sessions to explain the possibilities of the upgraded system and to establish recourse commitments. As a part of my strategy, I implemented a concept model demonstrating workplace diversity principals. Subsequently, this model reflected positively on project members’ behaviour on both an individual level and team level. Overall, the intranet system upgrade project was a huge success.

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Cheers,

Annie Cerone