This particular client applied for a role in State (QLD) Government in the capacity of Senior Operational Capability Officer and gained a job interview. A two-page statement was required addressing the stock standard five QLD Public Service (QPS) Capability Leadership Framework (CLF) selection criteria: supports strategic direction, achieves results, supports productive working relationships, displays personal drive and integrity, and communicates with influence. As mentioned in previous Blogs, the QPS CLF is based on the Australian Public Service (APS) Integrated Leadership System (ILS). Following are full excerpts of two of the criteria.
Supports strategic direction
In one of my most recent roles as Trainer and Assessor at XXX, I acted in the capacity of mediator to reinstate operations on a client’s mine site after the volunteer emergency response (ER) team suspended their duties due to issues with management. Without an operational ER team, the mine was unable to conduct business in accordance with legislation and requirements. I was tasked with ensuring the objective of meeting legislative compliance in order to reinstate the ER team back to undertaking their duties and that mining operations commenced again promptly. My initial strategy and approach was to identify and gain an understanding of the issues into why the ER team stopped volunteering. In my discussions with the team and garnering their feedback, I determined that they were not being provided with the right training and direction. To counter this issue I developed an ER strategic plan (in conjunction with mining site managers. The plan included new training packages and courses; a new structure for the role of volunteers; and a memorandum of understanding (MoU) between the client and the Department of YYY to prevent reoccurring shutdowns, and importantly, to boost morale amongst the ER team. I devised and incorporated strategies in the plan to demonstrate to management teams an understanding of volunteers’ needs and work ethics. This was instrumental in establishing relationships and respect between both parties, which was lacking previously. As a result, significant outcomes were realised: the plan was unanimously accepted and adopted by all parties; and the management team gained an understanding of volunteers’ efforts and positive relationships were formed and maintained over the last two years.
Displays personal drive and integrity
I demonstrate strong values and high ethical standards in the workplace by acting professionally at all times, treating staff with respect, striving for positive results, and following stipulated policies and procedures. In 2013 I gained accreditation as an assessor for high risk work classes in both Queensland and the Northern Territory through the Department of Justice and Attorney-General. Undertaking of task work in this regard involved operating within and adhering to State and Federal legislation such as the Work Health and Safety Act 2011, Work Health and Safety Regulation 2011 (WHS Regulation), and organisations’ Codes of Practice. I followed strict procedure and rulings in finalising approvals on high risk work in order to eliminate fraudulent licence approvals. My work in this regard was audited annually to ensure compliance and to check that finalised assessments were correct and appropriate and in accordance with standards. As an accredited assessor, I undertook high risk work licence assessments on behalf of Workplace Health and Safety Queensland (WHSQ). In so doing, I conducted my work ethically, diligently, efficiently, honestly, impartially and with integrity; and I followed all the conditions as stipulated in the Department of Justice and Attorney-General’s WHSQ procedure.
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