Senior Executive

Leadership Capability Framework

Developing Statement of Duties

1. INTRODUCTION

The Senior Executive Leadership Capability Framework will impact on the writing of Statements of Duties.
Statements of Duties are organisational management documentation that provides information about
the many facets of the role including important duties; responsibilities and selection criteria.

The recently endorsed Tasmanian State Service (TSS) Senior Executive Leadership Capability Framework
provides a comprehensive and consistent description of workforce capability needs, that is, knowledge,
skills and abilities for Senior Executive and equivalent positions. It provides:
 a common language for describing capability requirements; and
 a sound basis for workforce management planning processes, such as recruitment and selection,
performance management and development and rotation and mobility policy.

2. LEGISLATIVE REQUIREMENTS
Agencies are reminded of the requirements of:
 Employment Direction No. 1 - Employment in the State Service; and
 Employment Direction No. 11 – Statements of Duties.
In accordance with Employment Direction No. 11 a Statement of Duties must include:
 the duties that are to be performed
 the criteria for selection of a person to perform those duties
 the level of responsibility associated with those duties; and
 any essential requirements for the performance of those duties consistent with Employment
Direction No. I - Employment in the State Service.
Additionally, Statements of Duties should include:
 position title, the relevant division and/or branch and/or section, and the location
 award and classification level, and any registered industrial agreement applicable to the position
 employment status, i.e. permanent or fixed-term, part-time or full time
 the number of ordinary hours to be worked each week
 to whom the position reports
 an indication of the direction and supervision to which the position will be subject; and

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  requirements and expectations in respect of the State Service Principles, the State Service Code of
Conduct, workplace diversity policies, and occupational health and safety legislation and policies.
Before appointing a person, or promoting an employee, the Head of Agency must ensure that the relevant
Statement of Duties is current, and that the selection criteria accurately reflect the work value of the
position and the requirements necessary for efficient performance of the duties.
There should be consistency between Statements of Duties and information provided in positions
advertised in the Gazette or other sources.

3. SENIOR EXECUTIVE MERCER CED JOB EVALUATION SYSTEM

Employment Direction No 17 sets out the requirements for determining Senior Executive work value and
classification. The Senior Executive Mercer Job Evaluation, takes into account a broad range of factors
such as expertise, judgement and accountability.

As per Employment Direction No. 17, the Head of the State Service may appoint individual assessors or
convene assessment panels to conduct evaluations for the purpose of determining whether the work
value of the proposed duties warrant classification at a senior executive or equivalent specialist level.
Assessors or panels may request additional information or clarification from the initiating Agency.

The Mercer CED job evaluation system is the prescribed tool for evaluation purposes. The system uses
three (3) primary factors and eight (8) sub factors as follows: -

Expertise - (the required inputs, skills, knowledge and experience to undertake the duties)
 Knowledge and Experience
 Breadth
 Interpersonal Skills

Judgement - (processing components of the duties, complexity of tasks, requirements for resolving
problems)
 Job Environment
 Reasoning

Accountability - (the outputs from the duties, impact, influences and independence)
 Independence and Influence
 Impact
 Involvement

The work value and level of the office is determined from the sum of the Mercer points.

The corresponding work value points range for each of the four (4) classification levels in the Senior
Executive is as follows: -
Senior Executive Level Mercer CED Points
Level 1 700 - 810
Level 2 811 - 980
Level 3 981 - 1220
Level 4 1221 - 1500

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4. THE MERCER CED JOB EVALUATION SYSTEM LINKS TO THE LEADERSHIP CAPABILITY FRAMEWORK:

The Senior Executive Leadership Capability Framework is a useful resource for a range of workforce
management activities, including recruitment. It:
 allows for more precise description of capabilities than traditional generalisations like ’high level’
or ’excellent’
 supports a behavioural approach in selection criteria and interview questions which taps into the
applicants’ abilities, actual experience and attitudes.

The capabilities describe broad generic skills, knowledge and abilities that are commonly required across
the State Service. They do not cover all capabilities, nor replace all selection criteria, as some jobs may
require specialised content knowledge, skills and experience.

When formulating selection criteria you need to consider the whole Statement of Duties: the objectives
and major duties as well as the ‘capabilities’ to perform the major duties. In some cases, broad capabilities
will be enough to select the person you need for the job; in others you will need to be more specific in
your selection criteria.

It is not necessary to give candidates a link to the Leadership Capability Framework with instructions to
interpret and apply this information when preparing a job application. This is only likely to overwhelm
candidates, perpetuate the impression that applying for State Service jobs is very complex and
discourages potential candidates from applying for the job.

5. WAYS THAT THE CAPABILITIES MAY BE USED IN THE DEVELOPMENT OF STATEMENT OF DUTIES

 Quoting directly from the Framework, with minor editing to sharpen the text. The quote could be
a title eg Shapes Strategic Thinking, all or part of a capability description eg Inspires a sense of
purpose and direction or a behavioural descriptor/s eg Contributes to, shapes and champions the
organisation’s vision and goals, relating these to government requirements.

 Modifying a capability or behavioural indicator to focus on the specific requirements of the

position.

 Writing your own selection criteria, using the appropriate capability and behavioural descriptors
as a model so that the language and level are right for the position.

 Combining related capabilities. This means putting like with like, not putting two unrelated
capabilities into a single criterion.

 Some Capabilities fit neater to performance review, development, or appraisal.

Over the page are the five Capabilities which HR Divisions could use to determine the capabilities required
for the role by analysing whether they are ‘less significant’, ‘significant’ or ‘essential’ for the role.

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SHAPES STRATEGIC THINKING
Capabilities Behavioural Descriptors Capabilities Current level of
required for role capability

Development
A transformative leader …

development

development

Priority for
Significant

Significant

significant

Confident
Essential

Needs

Needs
Less
INSPIRES A SENSE OF Contributes to, shapes and champions the
PURPOSE AND organisation's vision and goals, relating these to
DIRECTION government requirements.
Translates broad strategy into practical terms for
others, and creates a shared understanding of what
has to be achieved.
Within the overall strategic context, presents others
with an integrated picture of the actions and priorities
that will be required.
Provides a clear sense of direction and strives to
achieve common understanding among all levels
within the organisation.
FOCUSES Develops expert advice to government on potential
STRATEGICALLY outcomes, and develops a long term perspective on
organisational success.
Integrates a 'big picture' view of community and
government goals with how to achieve them.
Operates on the basis of a 'whole of government'
framework and takes the broader context into
account.
Ensures portfolio effort contributes to cross-
government priorities.
Envisages what might be and how future possibilities
balance with the 'here and now'.
HARNESSES Seeks to acquire appropriate and expert knowledge,
INFORMATION AND and is open to new information and different
OPPORTUNITIES perspectives.
Values and actively finds out about Australian and
international best practice (public and private sector)
and considers the workings of the organisation within
this context.
Demonstrates business acumen by thoroughly
researching the market that the organisation operates
in (and opportunities offered and constraints
imposed) to achieve greater efficiencies and improve
quality of service.
Keeps abreast of major technological changes and
advancements and their impacts.
SHOWS JUDGEMENT, Grasps complexity and identifies issues that tend to
INTELLIGENCE AND be overlooked by others.
COMMONSENSE Thinks through problems from various viewpoints and
analyses them objectively.
Critically evaluates information before applying both
intellect and experience to final judgment.
Willing and able to question traditional assumptions
and practices.
Capacity to provide originality of thought and develop
innovative solutions.

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ACHIEVES RESULTS
Capabilities Current level of

Priority for Development

Capabilities Behavioural Descriptors
required for role capability

A transformative leader …

Less Significant

development

development
Significant

significant

Confident
Essential

Needs

Needs
BUILDS Initiates fluid and flexible resourcing options based on
ORGANISATIONAL an appreciation of emerging requirements in a
CAPABILITY AND constantly changing environment.
RESPONSIVENESS Works across organisational boundaries to identify
what resourcing combinations will deliver the best
outcomes.
Responds flexibly to stakeholder requirements and
changing circumstances as they arise, varying
deployment of resources within imposed constraints.
Uses the advantages offered by information
technology.
Takes action to ensure sustainability.

HARNESSES Values specialist/technical expertise and places

PROFESSIONAL emphasis upon creating an environment which
EXPERTISE facilitates the sharing and effective use of
professional knowledge and skills.
Ensures relevant professional input from others is
obtained and shared.
STEERS AND Develops and oversees the implementation of
IMPLEMENTS change initiatives in a sometimes uncertain
CHANGE AND DEALS environment and often in the face of organisational
WITH UNCERTAINTY resistance.
Defines high level objectives and ensures translation
into practical implementation strategies that are
monitored and evaluated.
Undertakes both long and short term planning
phases and sets timeframes and allocates resources
for completion.
ENSURES CLOSURE Engenders a culture of achievement, by ensuring
AND DELIVERS ON ideas and intended actions become reality and that
INTENDED RESULTS planned projects actually result in expected outputs
and outcomes.
Establishes systems and processes to measure and
evaluate accountabilities.

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CULTIVATES PRODUCTIVE WORKING RELATIONSHIPS
Capabilities Current level of

Priority for Development

Capabilities Behavioural Descriptors
required for role capability

An engaging leader …

Less Significant

development

development
Significant

significant

Confident
Essential

Needs

Needs
NURTURES INTERNAL Builds relationships with Ministers and with key
AND EXTERNAL people within the organisation, across the State
RELATIONSHIPS Service and with external organisations.
Proactively creates a professional network and
develops mutually beneficial relationships based on
respect and trust.
Models commitment to customer service and delivery.

FACILITATES Supports and guides the development of a work

COOPERATION AND environment where people work together and value
PARTNERSHIPS collaboration and teamwork.
Works in partnership with colleagues across the
Service and creates a sense of ‘interconnectedness’
with other departments and agencies, ensuring
opportunities to share views and ideas.
Demonstrates strong interpersonal skills by
encouraging and modelling 'team-player' behaviour,
including a willingness to consult, engage and listen.
VALUES INDIVIDUAL Supports and respects the individuality of others and
DIFFERENCES AND recognises the benefits of diversity of ideas and
DIVERSITY approaches.
Recognises different skill areas and levels of
expertise.
Understands others and responds in an appropriate
and respectful manner.
GUIDES, MENTORS Inspires ongoing learning and development in others.
AND DEVELOPS
PEOPLE Gives timely recognition for good team/individual
performance.
Motivates and supports others with enthusiasm by
setting challenging goals, as well as supporting and
encouraging them when they need assistance to
overcome problems.
Helps others to address areas of weakness by
encouraging them to take an active role in their own
learning and development, and creating a climate with
right opportunities to do so.
Understands when it is appropriate to confront issues
and takes action to deal with difficult performance
situations.

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EXEMPLIFIES PERSONAL DRIVE AND INTEGRITY
Capabilities Current level of

Priority for Development

Capabilities Behavioural Descriptors
required for role capability

A self-aware leader …

Less Significant

development

development
Significant

significant

Confident
Essential

Needs

Needs
DEMONSTRATES Adheres to and promotes State Service Principles
PROFESSIONALISM and the ethical framework as set out in the State
AND PROBITY Service Code of Conduct and through Agency
Values.
Serves the government of the day irrespective of
personal preferences.
Implements policies and programs based on
corporate decisions.
ENGAGES WITH RISK Is prepared to be forthright and 'tell it like it is'.
AND SHOWS
PERSONAL COURAGE Is independently minded and willing to challenge
ideas and confront issues.
Is prepared to acknowledge when in the wrong, and
learns from mistakes.
Is prepared to ask for help and values advice from
others.
COMMITS TO ACTION Is determined, highly motivated and action-oriented.

Takes responsibility for getting things done, and for

the success of the organisation.
Handles issues proactively and shapes events.

Doesn't procrastinate but seeks to take the initiative

and make things happen.
Readily invests energy and initiative into progressing
work.
DISPLAYS RESILIENCE Deals resiliently with work pressures and negative
AND ADAPTABILITY criticism by maintaining an optimistic outlook and
developing and applying effective wellbeing
strategies.
Remains focused on the objectives even in difficult
and uncertain circumstances and in a rapidly
changing environment or changing priorities.

After setbacks, remains positive, motivated and

focussed.
Maintains energy and willingly invests extra effort
when required.
DEMONSTRATES SELF Shows strong commitment to continued learning and
AWARENESS AND A development and looks for opportunities to enhance
COMMITMENT TO own skills.
PERSONAL Actively seeks feedback from a wide range of
DEVELOPMENT sources and acts on this.
Takes responsibility for own development and for
managing self to enable sustained performance.
Values continuing learning and development.

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COMMUNICATES WITH INFLUENCE

Capabilities Behavioural Descriptors Capabilities Current level of

Priority for Development

required for role capability

Needs significant
A self-aware leader …

Less Significant

development

development
Significant

Confident
Essential

Needs
COMMUNICATES Produces user-friendly verbal and written
CLEARLY communication that is clear and concise.
Ensures unambiguous delivery of the message, and
checks that it has been understood as intended.
Keeps people up to date and fully informed of any
changes to the original communication.
LISTENS, Listens actively to ensure views and information are
UNDERSTANDS AND properly exchanged.
ADAPTS TO Checks with others to ensure their views have been
AUDIENCE accurately understood.
Uses and adapts style as necessary to meet the
requirements of the audience.
Creates opportunities to listen to those whose input
can add value.
NEGOTIATES Establishes credibility and approaches negotiations
PERSUASIVELY persuasively.
Offers a convincing rationale which has been thought
through in advance and carefully positioned with
reference to desired organisational outcomes and/or
Service goals.
Allows for a genuine contest of ideas and pulls
disparate views into a coherent position, and finds
common ground to facilitate agreement and
acceptance of mutually beneficial solutions.
Reaches negotiated positions, through compromise,
which lead to the achievement of the required
outcomes.

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Statement of Duties Checklist
Has the area manager, group manager been consulted and the manager/leader sighted and agreed
to the Statement of Duties?
Does the Statement of Duties provide sufficient information for someone not familiar with the job to
understand its purpose and functions as well as the capabilities required to perform the job
competently?
Is the Statement of Duties internally consistent? That is, can you see clear connections between what
is included and the Capabilities required for the position?
Does the Statement of Duties provide an adequate picture of the range of functions performed in the
position?
Does the Statement of Duties use active rather than passive voice?
Is the language used in the Statement of Duties plain English and consistent with the accredited
Mercer job evaluation system?
Is the Statement of Duties free from ambiguous, vague and blanket terms that obscure the work being
done by the occupant, such as “familiarity with”, “assists”, “responsible for”?
Is the Statement of Duties free from gender bias?
Is the section on Capabilities required (that is, knowledge, skills and abilities) assigned from the
Capability Framework:
 consistent with the Primary purpose and key outcomes/accountabilities
 pitched at the level of capability, not entry level or highest level?
Is the Statement of Duties free of judgments by the writer/s?
Is the Statement of Duties written using plain English?
Does the Statement of Duties have acronyms or jargon and are these explained in the document?
Does the Statement of Duties list the qualifications, experience or membership of professional
organisations?
Does the Statement of Duties meet all the requirements as per Employment Direction No. 11?

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