PM&C Performance Model

The PM&C Performance Model sets out the behaviours and characteristics required at each classification level at PM&C under four qualities: Problem solving, Achieving, Collaborating and Leading.

SES Performance Model

Leading	Supports and mentors others through a strengths-based approach Empowers others to deliver and challenges them to reach their highest potential Embraces and role models courageous conversations in a respectful manner Celebrates success and maintains morale to nurture positive team dynamics
Collaborating	Shares talent, resources and experience across PM&C and the APS Fosters a flexible, agile and collaborative working environment Embraces diversity of views and acts inclusively to improve advice and solutions Takes full advantage of innovative technologies
Achieving	Build trust-based relationships across the APS to deliver whole of government outcomes Brings closure in finalising policy and business outcomes Brings a distinct perspective to all interactions Employs astute judgment to deliver impact on the most important issues Communicates effectively and convincingly to influence stakeholders
Problem-solving	Applies rich and credible policy, delivery or expertise and knowledge of government in all contexts Solves problems with intellectual rigour, efficacy and pragmatism Acts with integrity and honesty in all situations Adopts a determined and resilient mindset when faced with difficult circumstances

Quality 1: Leading

Behaviours	Characteristics
	SES Band 1	SES Band 2	SES Band 3
Supports and mentors others through a strengths-based approach	Promotes a strengths-based approach to performance and development, and ensures that managers within the Branch are conducting effective performance conversations with their teams, to achieve outcomes and shape culture across the Branch Identifies talent andinvests in the professional development of staff across the Branch to build subject matter expertise and leadership capability Mentors managers to leverage strengths across their teams, PM&C and the broader APS Takes ownership of own professional development as it links to departmental capability priorities and seeks feedback on performance	Champions a strengths-based approach to shape a high performance culture and achieve outcomes across the Division and PM&C Nurtures talent and invests in the professional development of staff across the Division to build subject matter expertise and leadership capability Mentors leaders to leverage strengths across the Division, PM&C and the broader APS Takes ownership of own professional development as it links to departmental capability priorities and seeks feedback on performance	Champions a strengths-based approach to shape a high performance culture, develop talent and leverage strengths across PM&C and the broader APS Invests in the professional development of talent across the Department and APS through targeted mentoring and coaching in order to build subject matter expertise and leadership capability Catalyses strategic leadership, planning and awareness of PM&C and the APS capability priorities, by creating opportunities to drive excellence and maximise potential across the whole of government
Empowers others to deliver and challenges them to reach their highest potential	Shapes a culture where all Branch members are equipped to provide constructive feedback and engage in continuous learning Motivates and coaches managers to have regular high quality career and performance conversations Creates opportunities for teams to undertake ‘stretch’ opportunities to optimise performance across the Branch Connects PM&C’s vision and mission with Branch outcomes to translate the purpose into practice Embraces contestability across PM&C and the APS and encourages staff to broaden the scope of input for a better outcome	Shapes a culture where all Division members are equipped to provide constructive feedback, engage in continuous learning, and take appropriate risk Actively promotes the value of high quality frequent performance conversations by providing constructive feedback to direct reports and others Creates opportunities for teams to undertake ‘stretch’ opportunities to optimise performance across the Division Connects PM&C’s vision and mission with Divisional outcomes and leadership priorities to translate the purpose into practice Role models contestability across PM&C and the APS and challenges staff to broaden the scope of input for a better outcome	Inspires all staff to reach their highest potential through sharing change stories, connecting PM&C’s vision and mission to its outcomes and empowering staff to take appropriate risks Actively promotes the value of high quality frequent performance conversations by providing constructive feedback to direct reports and others Creates opportunities for PM&C and APS leaders to undertake ‘stretch’ opportunities to optimise performance across the APS Role models and creates opportunities for contestability across PM&C and the APS to challenge the scope of work for a better outcome
Embraces and role models courageous conversations in a respectful manner	Drives improvement of Branch outcomes through constructive feedback and identifying lessons learned Enables a workplace culture where difficult issues and changes are addressed promptly and respectfully with consideration given to Branch wellbeing and psychological safety Addresses underperformance with direct reports, ensures managers within the Branch are equipped to do the same and enables fair and equitable processes to be carried out Creates an environment where all staff feel confident to proactively provide upwards feedback	Actively questions, challenges and drives improvement of Divisional and PM&C outcomes Promotes a workplace culture where difficult issues and changes are addressed promptly and respectfully with consideration given to Divisional wellbeing and psychological safety Addresses underperformance with direct reports, ensures leaders in the Division are equipped to do the same, and enables fair and equitable processes to be carried out Role models and creates an environment where all staff feel confident to proactively provide upwards feedback	Actively questions, challenges and drives improvement of PM&C and wider APS outcomes Leads a workplace and APS culture that is psychologically safe, and focussed on addressing difficult issues promptly and respectfully in order to strive for optimal performance Role models effective performance management, provides authority for leaders to address underperformance, and enables fair and equitable processes to be carried out Shapes a high-performance yet supportive environment, where staff feel confident to provide upwards feedback
Celebrates success and maintains morale to nurture positive team dynamics	Promotes a positive team environment, where people get the work done while having fun by celebrating successes, recognising hard work and fostering inclusive practices Leads positive changes to drive a high performance workplace culture Engages in the outcomes and successes of the Department Actively provides support and interventions in times of high pressure to maintain Branch morale, wellbeing and focus	Promotes a positive team environment, where people get the work done while having fun by celebrating successes, recognising hard work and role modelling inclusive practices Champions positive changes to drive a high performance workplace culture Promotes and engages in the outcomes and successes of the Department Actively provides support and interventions in times of high pressure to maintain Divisional morale, wellbeing and focus	Shapes a workplace and APS culture where people get the work done while having fun by celebrating successes, recognising hard work and role modelling inclusive practices Champions positive changes to drive a high performance workplace and APS culture Champions the outcomes and success of the Department Monitors risks to organisational health, including morale, wellbeing and focus, and ensures appropriate interventions

Quality 2: Collaborating

Behaviours	Characteristics
	SES Band 1	SES Band 2	SES Band 3
Shares talent, resources and experience across PM&C and the APS	Identifies and seeks out talent from across the APS and beyond to support a high performance culture and a dynamic operating environment Actively shares information with teams, and where appropriate other internal and external stakeholders, to build strategic understanding Facilitates and promotes cross-agency coordination, collaboration and contestability for more robust outcomes Represents PM&C as a leader of the APS and advocates for the departmental and whole of government agenda	Identifies and seeks out talent and resources from across the APS and beyond to support a high performance culture and a dynamic operating environment Actively shares information with teams and across PM&C, and where appropriate external stakeholders, to build strategic understanding Leads cross-agency coordination, collaboration and contestability for more robust outcomes Represents PM&C as a leader of the APS and advocates for the departmental and whole of government agenda	Seeks out talent and resources from across the APS and beyond and sets capability priorities to strengthen capability, mobility and collaboration across the APS Champions cross-agency coordination, collaboration and contestability Represents PM&C as a steward of the APS and advocates for the departmental and whole of government agenda
Fosters a flexible, agile and collaborative working environment	Creates a flexible and supportive environment that enables teams to meet changing demands Anticipates and instigates continuous improvement activities for PM&C and the APS	Role models flexibility and builds agility to create a supportive environment that enables the Division and PM&C to meet changing demands Inspires and instigates continuous improvement activities for PM&C and the APS	Role models and values flexibility to create a supportive environment that enables PM&C and the APS to meet changing demands Drives the change agenda and inspires continuous improvement activities for PM&C and the APS
Embraces diversity of views and acts inclusively to improve advice and solutions	Promotes and models inclusive routines and behaviours to leverage a diversity of views, experience and capability for better outcomes Actively harnesses experience and differences from PM&C and beyond, in order to anticipate reactions, interactions and improve outcomes Promotes and encourages participation in employee diversity initiatives and employee networks to create an inclusive culture at PM&C	Capitalises on inclusive routines and role models inclusive leadership to leverage a diversity of views, experience and capability for better outcomes Actively harnesses and acknowledges external experience and differences, in order to anticipate reactions, enhance interactions and improve outcomes Champions and encourages participation in employee diversity initiatives and employee networks to create an inclusive culture at PM&C	Capitalises on and values the robustness that can be gained from diversity, and champions the exploration of diverse views for better outcomes Drives opportunities to leverage external experience and differences from PM&C and beyond to anticipate reactions, enhance interactions and improve outcomes Champions diversity initiatives and employee networks to create inclusive work places across the APS
Takes full advantage of innovative technologies	Maximises available tools, technology and data to innovate, automate and improve collaboration, efficiencies and span of information Embeds innovative technologies and systemises information to improve the daily workflow of teams Inspires innovation through practical initiatives	Ensures the use of available tools, technology and data to improve collaboration, efficiencies and span of information Inspires and embeds innovative technologies and systemises information to improve the operating environment	Champions the use of available tools, technology and data to support PM&C in driving innovation, improving collaboration, efficiencies and drawing on broader information Inspires innovation through the use of technologies

Quality 3: Achieving

Behaviours	Characteristics
	SES Band 1	SES Band 2	SES Band 3
Build trust-based relationships across the APS to deliver whole of government outcomes	Maintains positive and constructive relationships with senior stakeholders – looking out for and understanding the interests of the stakeholders we serve and the stakeholders we work with Contributes to PM&C’s direction and role within government and society, including the whole of government agenda Builds strategic relationships with stakeholders and acts decisively where tough decisions are needed to achieve PM&C and whole of government outcomes Embeds policy and business outcomes, and sees through implementation issues, through excellent relationships with key stakeholders	Drives positive and constructive relationships with senior stakeholders – looking out for and understanding the interests of the stakeholders we serve and the stakeholders we work with Champions PM&C’s vision and direction within government and society, including the whole of government agenda Establishes and maintains strategic relationships with stakeholders, to endure sensitive and complex situations, and acts decisively to support PM&C’s and whole of government priorities Oversees sustainment of policy and business outcomes, including implementation issues, through excellent relationships with key stakeholders	Brings senior stakeholders together as collective stewards in a positive and constructive way – looking out for the interests of the stakeholders we serve and the stakeholders we work with Champions and unifies PM&C’s vision and direction within government and society, including the whole of government agenda Leads through strategic relationships as stewards of the APS, built from trust and mutual respect to endure sensitive and complex situations to achieve whole of government outcomes Ensures that the sustainment of policy and business outcomes are embedded across PM&C and the APS
Brings closure in finalising policy and business outcomes	Supports and translates strategic direction for policy and business outcomes, encourages contributions and communicates expected outcomes Oversees the delivery of high quality policy/ business outcomes and government priorities Draws on judgement and experience to weigh up complex information and identify critical factors Meets, and helps others to meet, performance measures set for policy and business outcomes	Shapes and drives a shared commitment to strategic direction for policy and business outcomes, encourages contributions and determines expected outcomes Drives the delivery of high quality policy/business outcomes and government priorities Applies own judgement and expertise and that of others to weigh up complex information, test and validate critical factors and address issues promptly Meets, and helps others to meet, performance measures set for policy and business outcomes	Champions the departmental and APS vision and goals and provides strategic direction for delivery Ensures progress of the delivery of policy and business outcomes and government priorities Seeks out and shares intellect and expertise across the APS and beyond to contribute to and address complex issues Asks questions, tests boundaries to make us think
Brings a distinct perspective to all interactions	Fosters a culture and provides a platform where people can share distinct perspectives Challenges assumptions, applies lateral thinking and brings innovative solutions to improve the quality of advice Confidently tailors advice, solutions and recommendations from a whole of government perspective on what senior stakeholders need to know at the time	Promotes the value of and provides a platform where people can share distinct perspectives Challenges assumptions, applies critical thinking and brings innovative solutions to improve the quality of advice Considers emerging trends to confidently tailor advice, solutions and recommendations across a broad range of issues – including from a whole of government perspective on what senior stakeholders need to know at the time	Poses questions and elevates issues to challenge distinct perspectives Challenges assumptions, applies high level and judicious judgement and encourages others to contribute innovative solutions to improve the quality of advice Instigates trends, identifies long term opportunities and balances organisational requirements with that of the whole of government and senior stakeholders needs
Employs astute judgment to deliver impact on the most important issues	Proactively maintains a strong understanding and seeks to strengthen the team’s understanding of cultural, social and political contexts, and anticipates risks Focuses on senior stakeholders, listens, knows what is important and anticipates what will become important Approaches negotiations with influence, persuasion and a strong grasp of the key issues, presenting a convincing and balanced rationale	Strengthens and empowers others to build their understanding of cultural, social and political contexts, and anticipates risks Focuses on senior stakeholders, listens, knows what is important and anticipates what will become important Negotiates with influence, persuasion and a strong grasp of the key issues, presenting a convincing and balanced rationale	Strengthens the cultural, social and political perspectives of PM&C and the APS, and anticipates risks Focuses on senior stakeholders, listens, knows what is important and anticipates what will become important Negotiates with influence, persuasion and a strong grasp of the key issues, anticipating the position of the other party and being aware of the extent of potential for compromise, presenting a convincing and balanced rationale
Communicates effectively and convincingly to influence stakeholders	Presents what senior stakeholders need to know at the time, with clarity and brevity Negotiates compellingly and convincingly with key stakeholders, by leveraging organisational communication channels	Presents what senior stakeholders need to know at the time, with clarity and brevity Presents insightful, tactical and strategic advice when engaging with key stakeholders, by leveraging organisational and APS wide communication channels	Presents what senior stakeholders need to know at the time, with clarity and brevity Presents insightful, tactical and strategic advice when engaging with government, media, industry bodies and senior private sector representatives Harnesses communications experience to be adept at engaging with various stakeholders and building enduring relationships in sensitive and complex situations.

Quality 4: Problem-solving

Behaviours	Characteristics
	SES Band 1	SES Band 2	SES Band 3
Applies rich and credible policy, delivery or expertise and knowledge of government in all contexts	Harnesses views, synthesises ideas, leverages knowledge and seeks to maximise opportunities arising from the broader government context to shape and deliver policy and business outcomes Ensures advice is integrated from a policy and delivery perspective, and leverages whole of government advice to solve problems Invests in and commits to developing the expertise of staff within the Branch to build the ongoing capability of PM&C and the APS	Harnesses views, synthesises ideas, leverages knowledge and seeks to maximise opportunities arising from the broader government context to deliver policy and business outcomes Identifies and analyses emerging issues, and leverages PM&C’s role in shaping and delivering policy and APS-wide directions to solve problems Draws on whole of government perspectives to provide advice that is strategically integrated with government priorities Invests in and commits to developing the expertise of staff within the Division to build the ongoing capability of PM&C and the APS	Marshalls knowledge and seeks to maximise opportunities to shape PM&C and the APS as a contemporary, responsive and fit-for-purpose workforce that provides outstanding service to government Oversees the delivery of strategic advice that is integrated with government priorities Invests in and commits to developing the expertise of staff within PM&C and the broader APS to build ongoing capability
Solves problems with intellectual rigour, efficacy and pragmatism	Uses PM&C’s convening power to solve complex problems using a range of techniques and methods, while dealing with shifting priorities and managing risk Marshalls the right expertise and capabilities from across the APS and applies judgement to give considered and sensible solutions for complex problems	Uses PM&C’s convening power to solve complex problems using a range of techniques and methods, while dealing with shifting priorities and managing risk Marshalls the right expertise and capabilities from across the APS and applies judgement to give considered and sensible solutions for complex problems, while maintaining focus on the objectives Applies judgement and expertise and acts decisively to initiate action and overcome difficult problems	Leverages PM&C’s convening power and instigates innovative alternatives to resolve complex problems, while setting expectations for risk tolerance Brings contestability and curiosity to seek considered and sensible solutions for complex problems, while maintaining focus on the desired objectives Marshalls judgement, capability and expertise from across the APS and acts decisively to initiate action and overcome difficult problems
Acts with integrity and honesty in all situations	Role models the APS Values and Code of Conduct, fosters an open and transparent working environment and applies sound judgement and integrity Takes responsibility for mistakes, backs staff, and learns from the experience Role models and encourages others to deliver robust and forthright advice	Role models the APS Values and Code of Conduct, fosters an open and transparent working environment, and applies sound judgement and integrity Allows people to take risks, takes responsibility for mistakes, backs staff, and learns from the experience Role models and encourages others to deliver robust and forthright advice	Role models the APS Values and Code of Conduct, and sets the expectations for all staff to foster transparency, sound judgement and integrity Allows people to take risks, takes responsibility for mistakes, backs staff, and learns from the experience Role models and encourages others to deliver robust and forthright advice
Adopts a determined and resilient mindset when faced with difficult circumstances	Proactively enables an environment whereby teams can strive to effectively balance work and personal needs, by understanding limitations and realistic pressures of the operating environment and supporting staff to make use of PM&C’s policies and resources Balances and prioritises work of the Branch and maintains momentum to achieve Branch outcomes, despite difficult circumstances Remains positive, offers support and responds to pressure in a calm manner	Role models and shapes a culture whereby teams can strive to effectively balance work and personal needs, by understanding limitations and realistic pressures of the operating environment and supporting staff to make use of PM&C’s policies and resources Balances and prioritises work of the Division and maintains momentum to drive Divisional and whole of government outcomes, despite difficult circumstances Remains positive, offers support and responds to pressure in a calm manner	Empowers all staff to strive to effectively balance work and personal needs, by understanding limitations and realistic pressures of the operating environment and supporting staff to make use of PM&C’s policies and resources Role models courage and resilience to maintain momentum while driving departmental and whole of government outcomes, despite difficult circumstances Remains positive, offers support and responds to pressure in a calm manner