People Capability Framework The Intelligence Edge for a Secure Australia

(1)

The Intelligence Edge for a Secure Australia

(2)

If you want one year of prosperity, grow

grain.

If you want ten years of prosperity, grow

trees.

If you want 100 years

of prosperity, grow

people.

- Ancient Chinese proverb quoted by the Director-General

of Security in his inaugural speech to staff, 2009.

(3)

ASIO People Capability Framework

1 Message from the

Director-General of Security

I am pleased to present the Australian Security Intelligence

Organisation’s (ASIO) People Capability Framework.

ASIO officers are committed to protecting Australia, its people and

its interests from threats to security, and we work hard to do so.

In recent years, ASIO has made significant changes to its business model and culture moving from a strict policy of ‘need to know’ toward a culture of needing to share. More and more, we’re collaborating with the broader national security community to achieve our common goal of protecting Australia from threats to security, and the formation of the National Intelligence Coordination Committee represents a key advance in fusing the national intelligence efforts more effectively.

To meet ASIO’s objectives, our people operate in a complex, rapidly changing environment. We must continually scan the horizon – not just for manifestations of existing threats, but also for new and emerging threats and challenges. We need to ensure that we are positioned to protect Australia’s national security both as the nation’s security service, and as a crucial component of Australia’s overall national security community. The work involved in contributing to securing Australia’s future is diverse and rewarding and ASIO officers proudly share a strong culture of commitment to the organisation, its mission and values.

This framework is a key initiative of ASIO’s strategic agenda, involving a significant investment in our people capability to position us to continue our proud history of excellence in the complex and rapidly changing security environment.

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2 An AGILE Workforce

ASIO is one of a number of agencies that contribute to protecting Australia’s national

security by identifying and investigating threats to security, and providing advice to protect

Australia, its people and its interests. We are the intelligence edge for a secure Australia.

Our objective is the delivery of four key outputs for government:

Security Intelligence Analysis and Advice »

Protective Security Advice »

Security Intelligence Investigations and Capabilities »

Foreign Intelligence Collection »

Our success is underpinned by a highly capable workforce that can respond and adapt to an evolving and complex operating environment.

Our environment is fast paced - threats are dynamic and emerging, and we must work collaboratively with our domestic and international partners to ensure we effectively mitigate threats to national security. In the first National Security Statement to the Australian Parliament, the Prime Minister stated “The security environment that we face today and into the future is increasingly fluid and characterised by a complex and dynamic mix of continuing and emerging challenges and opportunities”.

We need an AGILE workforce. The capability required at each level in our workforce is described by the degree of complexity.

A

dapts to complexity

• ASIO Administrative Officer Level 1 – 2 (AO1-2)

G

enerates solutions in response to complexity

• _• ASIO Administrative Officer Level 3 (AO3)_{ASIO Administrative Officer Level 4 (AO4) / Intelligence Officer Trainee (IOT) / Information Technology Officer Level 1 (ITO1) / Engineer Level 1 (SIOE1)}

I

ntegrates systems and processes of complexity

• ASIO Administrative Officer Level 5 (AO5) / Intelligence Officer (IO) / Information Technology Officer Level 2 (ITO2) / Engineer Level 2 (SIOE2)

L

eads effectively in a complex environment

Executive Level 1 (EL1) / Senior Information Technology Officer C (SITOC) / Engineer Level 3 (SIOE3) •

Executive Level 2 (EL2) / Senior Information Technology Officer B (SITOB) / Engineer Level 4 (SIOE4) •

Coordinator / Senior Information Technology Officer A (SITOA) •

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3

Our People Capability Framework has been developed using the Australian Public Service (APS) Integrated Leadership System (ILS) as a foundation. It is future focused, it supports our strategic intent, reflects our language and our unique role, and frames the workforce required to achieve excellence.

There are six core capabilities articulated by a series of behavioural statements that are common to all ASIO officers.

Promoting a security culture •

Strategic thinking •

Achieving results •

Productive working relationships •

Personal drive and integrity •

Communicating with influence •

There are also additional capability or technical skills required that are specific to the type of work being performed. These are suggested according to the following broad work types.

Intelligence Analysis and Assessment » Intelligence Collection » Intelligence Support » Corporate Services »

This framework may be used to support and guide our thinking in relation to workforce management and strategic workforce planning; recruitment, promotion and mobility; induction and orientation; performance management; learning and development; and individual career planning.

The framework is not intended to be inflexible or prescriptive; rather it should be used as a resource to guide and inform our people strategies. For those roles that have additional people capability requirements, this framework will need to be read in conjunction with those specific technical documents or qualifications relevant to the function or work area.

An outline of how this framework can be applied at the organisational and individual level can be found in the ‘Applying the Framework’ section on page 23.

A

dapts to complexity

• ASIO Administrative Officer Level 1 – 2 (AO1-2)

G

enerates solutions in response to complexity

• _• ASIO Administrative Officer Level 3 (AO3)_{ASIO Administrative Officer Level 4 (AO4) / Intelligence Officer Trainee (IOT) / Information Technology Officer Level 1 (ITO1) / Engineer Level 1 (SIOE1)}

I

ntegrates systems and processes of complexity

• ASIO Administrative Officer Level 5 (AO5) / Intelligence Officer (IO) / Information Technology Officer Level 2 (ITO2) / Engineer Level 2 (SIOE2)

L

eads effectively in a complex environment

Executive Level 1 (EL1) / Senior Information Technology Officer C (SITOC) / Engineer Level 3 (SIOE3) •

Executive Level 2 (EL2) / Senior Information Technology Officer B (SITOB) / Engineer Level 4 (SIOE4) •

Coordinator / Senior Information Technology Officer A (SITOA) •

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4 Building ASIO’s Individual and

Organisational people capability

reward Organisational reward strategy to recognise performance excellence fill the gaps follow the recruitment process to advertise and select develop strategies to meet learning needs use performance process to discuss longer

term career aspirations & associated capability

requirements career paths

career planning develop strategies to

meet capability gaps keep skills and knowledge current think about formal

qualifications

develop strategies to: meet capability gaps

keep skills and knowledge current think about formal

qualifications

Management Activities

Capability Framework application areas Staff Member Activities ASIO People Strategies

KEY

think about what you want to do, and where

you want to be in the short and long term

future identify capability

skill gaps

shape & design

structures & positions position statements

& descriptions

know

current capabilities

use the capability framework to inform

the selection process

Use the capability framework to identify and refine the job requirements

perform develop performance agreement, review performance, identify capability requirements determine Organisational capability development priorities induct

new to role and/or organisation – use the CF to clarify role

requirements

perform

create plan review own performance think about learning needs

understand own role expectations responsibilities capabilities use the CF to identify and assess required capability needs identify people place time skills

look for opportunities to build/grow talent

mobility stretch assignments identify high potential staff use the CF to

identify function specific capabilities,

and assess skill transferability

use the performance management process in conjunction with the

CF to determine capability skill gaps

a planned workforce workforce planning work and job design relention strategies mobility succession planning targeted development development strategy development planning development opportunities learning pathways managed performance performance agreements performance review reward and recognise

excellence quality staffing recruitment strategies selection processes position requirements reward Organisational reward strategy to recognise performance excellence fill the gaps follow the recruitment process to advertise and select develop strategies to meet learning needs use performance process to discuss longer

qualifications

KEY

think about what you want to do, and where you want to be in the

short and long term future identify capability

skill gaps

shape & design

& descriptions

know

requirements

perform

understand own role expectations responsibilities capabilities use the CF to identify and assess

required capability needs identify people place time skills

excellence quality staffing recruitment strategies selection processes position requirements

KEY

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5 ASIO Core Capabilities

There are six core capabilities articulated by a series of behavioural statements that are

common to all ASIO officers.

Promoting a security culture »

Strategic thinking »

Achieving results »

Productive working relationships »

Personal drive and integrity »

Communicating with influence »

reward Organisational reward strategy to recognise performance excellence fill the gaps follow the recruitment process to advertise and select develop strategies to meet learning needs use performance process to discuss longer

qualifications

KEY

think about what you want to do, and where

you want to be in the short and long term

future identify capability

skill gaps

shape & design

& descriptions

know

requirements

perform

understand own role expectations responsibilities capabilities use the CF to identify and assess required capability needs identify people place time skills

excellence quality staffing recruitment strategies

selection processes position requirements

(8)

6 A

dapt

Generate

I

ntegrate

Lead

E

xemplify

All Staff

EL1-SES and equivalent

Understands, applies and adheres to security standards •

and practice

Tailors security requirements when interacting with others •

outside work

Uses personal discretion when talking about work with family •

and others

Recognises and seeks security advice and assistance when •

dealing with a new or unfamiliar situation

Maintains appropriate professionalism in the face of criticism of •

ASIO to limit personal or professional compromise

When required, supports and educates family and close friends •

about the risks or vulnerabilities of intelligence work

Applies relevant security measures to allow quick and •

confident responses that maintain security standards in response to formal questions from people from outside the Organisation

Provides support to colleagues in meeting security •

responsibilities

Maintains personal security responsibility when faced with •

situations that may potentially compromise security Seeks security advice to address emerging security issues •

Applies risk management assessments both personally and •

professionally to identify appropriate level of trust for those engaged with the Organisation

Identifies any risks or vulnerabilities that may impact on •

the ability to retain security protocols, and reports to Internal Security

Demonstrates willingness to respond quickly and effectively to •

operational requirements by being flexible and adaptable while maintaining security awareness

Understands the impact of professional responsibilities on personal life •

and compensates appropriately

Works to help others overcome any impediments to successfully •

working in a secure ASIO environment

While applying security protocols, shares information critical to making •

an informed Organisational decision

Responds quickly and applies reasonable judgement in unexpected •

situations

Demonstrates sound security judgement in the absence of line •

management or immediate direction

Shows resilience and discretion when being questioned •

or challenged

Remains calm and focused in situations that may •

compromise security

Has a well developed understanding and awareness of the •

environmental context in which ASIO operates

Educates others on applying security protocols in the sharing •

of information, and how they operate in practical terms Ensures staff have adequate knowledge and training to work •

effectively in a security context

Promotes and monitors the requirements for a secure working •

environment

Identifies security vulnerabilities in people or processes and •

takes action to address them

Ensures team members are fully equipped to deal with the •

pressures and personal constraints of working in a security environment

Thinks quickly and manages the risks associated with creating •

security solutions ‘on the go’, including recording, mitigating and advising of outcomes

Makes quick, strategic and independent security decisions •

that may have a significant effect on others

Operates comfortably in a changing security environment •

to make decisions that protect security and progress Organisational goals

Recognises the gravity of some recommended security •

solutions and makes decisions armed with all the available information

Supports others to operate effectively in an environment •

where Organisational judgements may be publically noted and/or criticised

Quickly identifies security situations that require escalation •

beyond ASIO

Promoting a Security Culture

Working in a security environment requires a focus on: personal, organisational and national security awareness; ensuring that security is weighted in all decision

making; allowing for appropriate sharing of information; high levels of responsiveness; and security resilience.

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7 A

dapt

Generate

I

ntegrate

Lead

E

xemplify

All Staff

EL1-SES and equivalent

Understands, applies and adheres to security standards •

and practice

Tailors security requirements when interacting with others •

outside work

Uses personal discretion when talking about work with family •

and others

Recognises and seeks security advice and assistance when •

dealing with a new or unfamiliar situation

Maintains appropriate professionalism in the face of criticism of •

ASIO to limit personal or professional compromise

When required, supports and educates family and close friends •

about the risks or vulnerabilities of intelligence work

Applies relevant security measures to allow quick and •

confident responses that maintain security standards in response to formal questions from people from outside the Organisation

Provides support to colleagues in meeting security •

responsibilities

Maintains personal security responsibility when faced with •

situations that may potentially compromise security Seeks security advice to address emerging security issues •

Applies risk management assessments both personally and •

professionally to identify appropriate level of trust for those engaged with the Organisation

Identifies any risks or vulnerabilities that may impact on •

the ability to retain security protocols, and reports to Internal Security

Demonstrates willingness to respond quickly and effectively to •

operational requirements by being flexible and adaptable while maintaining security awareness

Understands the impact of professional responsibilities on personal life •

and compensates appropriately

Works to help others overcome any impediments to successfully •

working in a secure ASIO environment

While applying security protocols, shares information critical to making •

an informed Organisational decision

Responds quickly and applies reasonable judgement in unexpected •

situations

Demonstrates sound security judgement in the absence of line •

management or immediate direction

Shows resilience and discretion when being questioned •

or challenged

Remains calm and focused in situations that may •

compromise security

Has a well developed understanding and awareness of the •

environmental context in which ASIO operates

Educates others on applying security protocols in the sharing •

of information, and how they operate in practical terms Ensures staff have adequate knowledge and training to work •

effectively in a security context

Promotes and monitors the requirements for a secure working •

environment

Identifies security vulnerabilities in people or processes and •

takes action to address them

Ensures team members are fully equipped to deal with the •

pressures and personal constraints of working in a security environment

Thinks quickly and manages the risks associated with creating •

security solutions ‘on the go’, including recording, mitigating and advising of outcomes

Makes quick, strategic and independent security decisions •

that may have a significant effect on others

Operates comfortably in a changing security environment •

to make decisions that protect security and progress Organisational goals

Recognises the gravity of some recommended security •

solutions and makes decisions armed with all the available information

Supports others to operate effectively in an environment •

where Organisational judgements may be publically noted and/or criticised

Quickly identifies security situations that require escalation •

(10)

8 A

dapt

Generate

Integrate

L

ead

E

xemplify

AO1

AO2

AO3

AO4 / IOT / ITO1 / SIOE1

AO5 / IO / ITO2 / SIOE2

EL1 / SITOC / SIOE3

EL2 / SITOB / SIOE4

Coordinator / SITOA

SES

Understands and supports •

ASIO’s vision, mission and strategic agenda

Thinks and plans ahead •

Asks questions if unsure about •

organisational direction and the implications for own work tasks Prioritises own work based on ASIO •

objectives and team work plans Identifies any barriers to completing •

own work

Alerts people to potential issues •

that might impact on achieving organisational objectives Knows where to find relevant •

information and uses commonsense to decide what information needs to be passed on Researches and analyses •

information and makes recommendations based on evidence

Seeks to understand the •

underlying rationale for decisions Suggests improvements to work •

tasks and business practices Identifies the relationship between ASIO priorities and own tasks

Recognises where a change to •

process or practice presents an opportunity for enhanced efficiency or effectiveness

Constructively questions ideas to •

contribute to well rounded solutions Questions existing practice and •

standards if they are not working Accepts new ideas and •

incorporates into way of working Contributes to brainstorming of •

ideas around workflow and process to support strategy

Identifies issues that may present •

challenges to the achievement of outcomes

Identifies the relationship between •

ASIO priorities and operational tasks Questions existing processes and •

suggests potential improvements Considers ASIO’s strategic agenda •

when making decisions

Identifies opportunities for sharing •

knowledge

Maintains up-to-date industry •

knowledge and applies this to own work

Uses innovative thinking to identify, •

implement and promote improved work practices

Understands, promotes and •

supports ASIO’s strategic agenda, and sets an appropriate supporting direction for the team

Integrates considerations from •

across the organisation and the national security community when reaching decisions and making recommendations

Questions what’s in place and •

proposes improvements Investigates and analyses a range •

of ideas and their application to ASIO

Takes every opportunity to provide •

input into strategic direction of the team or organisation as a whole Scans the organisational •

environment and monitors ASIO’s priorities; keeps team members updated on direction

Thinks laterally and innovates •

to enhance organisational processes, and encourages others to do the same

Supports and promotes ASIO’s •

vision, mission and strategic agenda Sources information on best •

practice approaches and considers their application in the ASIO context

Communicates with the team •

about the relationship between ASIO’s strategic agenda and operational tasks

Challenges existing approaches •

and practice and makes strategic suggestions for improvement Identifies critical information gaps •

and seeks to resolve them Identifies future trends or issues •

and engages with the organisation and national security community to formulate appropriate responses Experiments with new approaches •

where appropriate, and fosters a culture of innovation within the team and the broader organisation

Translates how the work of the •

directorate contributes to the organisation, national security community and government priorities

Gathers and investigates •

information and strategies from other sources

and looks for opportunities to apply in own team

Engages enthusiastically with the •

organisation, national security community and academia on a range of strategic issues Promotes a culture of innovation •

across the organisation and national security community Scans the horizon and stimulates •

discussion about the future

Constructively challenges •

organisational norms and presents alternatives that accord with the desired culture

Maintains a strong awareness •

of government drivers and the implications for ASIO

Engages in constructive debate on •

organisational issues

Looks beyond the organisation’s •

current context and demonstrates over-the-horizon thinking

Articulates ASIO’s strategic •

agenda and champions change implementation

Advocates with influence and •

takes responsibility for decisions Demonstrates corporate •

consideration of issues by taking a broader organisational view of decisions, and is open minded and values ideas from all parts of the organisation

Anticipates the shifting •

environment and responds to meet new challenges and mitigate risk Builds and embeds a

•

contemporary understanding of the Australian community and factors into decision making Leads the agenda in information •

sharing across the intelligence community

Pursues a strategic organisational •

alignment with government direction and an understanding of international implications and factors that may impact on ASIO Synthesises complex information •

and discerns the key implications for ASIO in the context of government agendas and priorities

Strategic Thinking

Strategic thinking in the ASIO context requires a focus on: challenging the status quo; taking a leadership role in the national intelligence community; driving an agenda

of collaboration, and managing our need to share, and responsibility to provide, information; scanning the horizon to assess and understand the contemporary security

and policy environments to determine the impacts to our work.

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9 A

dapt

Generate

Integrate

L

ead

E

xemplify

AO1

AO2

AO3

AO4 / IOT / ITO1 / SIOE1

AO5 / IO / ITO2 / SIOE2

EL1 / SITOC / SIOE3

EL2 / SITOB / SIOE4

Coordinator / SITOA

SES

Understands and supports •

ASIO’s vision, mission and strategic agenda

Thinks and plans ahead •

Asks questions if unsure about •

organisational direction and the implications for own work tasks Prioritises own work based on ASIO •

objectives and team work plans Identifies any barriers to completing •

own work

Alerts people to potential issues •

that might impact on achieving organisational objectives Knows where to find relevant •

information and uses commonsense to decide what information needs to be passed on Researches and analyses •

information and makes recommendations based on evidence

Seeks to understand the •

underlying rationale for decisions Suggests improvements to work •

tasks and business practices Identifies the relationship between ASIO priorities and own tasks

Recognises where a change to •

process or practice presents an opportunity for enhanced efficiency or effectiveness

Constructively questions ideas to •

contribute to well rounded solutions Questions existing practice and •

standards if they are not working Accepts new ideas and •

incorporates into way of working Contributes to brainstorming of •

ideas around workflow and process to support strategy

Identifies issues that may present •

challenges to the achievement of outcomes

Identifies the relationship between •

ASIO priorities and operational tasks Questions existing processes and •

suggests potential improvements Considers ASIO’s strategic agenda •

when making decisions

Identifies opportunities for sharing •

knowledge

Maintains up-to-date industry •

knowledge and applies this to own work

Uses innovative thinking to identify, •

implement and promote improved work practices

Understands, promotes and •

supports ASIO’s strategic agenda, and sets an appropriate supporting direction for the team

Integrates considerations from •

across the organisation and the national security community when reaching decisions and making recommendations

Questions what’s in place and •

proposes improvements Investigates and analyses a range •

of ideas and their application to ASIO

Takes every opportunity to provide •

input into strategic direction of the team or organisation as a whole Scans the organisational •

environment and monitors ASIO’s priorities; keeps team members updated on direction

Thinks laterally and innovates •

to enhance organisational processes, and encourages others to do the same

Supports and promotes ASIO’s •

vision, mission and strategic agenda Sources information on best •

practice approaches and considers their application in the ASIO context

Communicates with the team •

about the relationship between ASIO’s strategic agenda and operational tasks

Challenges existing approaches •

and practice and makes strategic suggestions for improvement Identifies critical information gaps •

and seeks to resolve them Identifies future trends or issues •

and engages with the organisation and national security community to formulate appropriate responses Experiments with new approaches •

where appropriate, and fosters a culture of innovation within the team and the broader organisation

Translates how the work of the •

directorate contributes to the organisation, national security community and government priorities

Gathers and investigates •

information and strategies from other sources

and looks for opportunities to apply in own team

Engages enthusiastically with the •

organisation, national security community and academia on a range of strategic issues Promotes a culture of innovation •

across the organisation and national security community Scans the horizon and stimulates •

discussion about the future

Constructively challenges •

organisational norms and presents alternatives that accord with the desired culture

Maintains a strong awareness •

of government drivers and the implications for ASIO

Engages in constructive debate on •

organisational issues

Looks beyond the organisation’s •

current context and demonstrates over-the-horizon thinking

Articulates ASIO’s strategic •

agenda and champions change implementation

Advocates with influence and •

takes responsibility for decisions Demonstrates corporate •

consideration of issues by taking a broader organisational view of decisions, and is open minded and values ideas from all parts of the organisation

Anticipates the shifting •

environment and responds to meet new challenges and mitigate risk Builds and embeds a

•

contemporary understanding of the Australian community and factors into decision making Leads the agenda in information •

sharing across the intelligence community

Pursues a strategic organisational •

alignment with government direction and an understanding of international implications and factors that may impact on ASIO Synthesises complex information •

and discerns the key implications for ASIO in the context of government agendas and priorities

(12)

10 A

dapt

Generate

I

ntegrate

Lead

E

xemplify

AO1

AO2

AO3

AO4 / IOT / ITO1 / SIOE1

AO5 / IO / ITO2 / SIOE2

EL1 / SITOC / SIOE3

EL2 / SITOB / SIOE4

Coordinator / SITOA

SES

Identifies the core and function •

specific skills and capabilities needed to meet performance expectations

Manages own time and workload •

Listens to the advice of those who •

have dealt with similar issues and circumstances

Takes responsibility for the •

completion of assigned tasks Asks for assistance when required •

Maintains accurate corporate •

records

Sets own deadlines to meet •

outcomes and standards Monitors own progress against •

deadlines and required standards Reschedules and reorganises •

own work in consultation with supervisor if priorities change Applies the full range of their •

skills and capabilities to meet performance expectations and standards

Adapts effectively with day-to-day •

changes in work priorities Regularly seeks feedback from •

supervisor to continually improve own performance

Accepts and responds effectively •

to day-to-day work changes, shifting priorities and ambiguity Challenges self to step outside of •

normal work approaches and try new ways

Reschedules and reorganises •

own work to respond to change in priorities

Applies and develops capabilities •

to meet performance expectations and achieve performance standards

Uses appropriate information •

management systems to ensure information is kept up to date and available to others

Constructs project plans with clear •

and appropriate milestones and timeframes

Monitors projects and tasks from •

start to finish; and checks against plans

Regularly seeks feedback from •

clients to gauge satisfaction with work outcomes

Meets operational and •

organisational deadlines and maintains a focus on quality Identifies contingencies while •

responding to changing situations Understands and responds •

efficiently and effectively to identified priorities

Converts information into actions •

and outcomes; delivers to match the agreed need

Ensures all relevant information or •

viewpoints are considered when making decisions or providing recommendations

Negotiates to achieve consensus •

on the best course of action Investigates alternatives; through •

research and contact with external agencies

Plans for and analyses operational •

requirements to meet objectives, using all available resources Consults internal subject matter •

specialists and uses their expertise to improve team outcomes

Engages with and empowers •

staff to complete tasks; provides feedback on outcomes Identifies and uses all resources •

available to ensure success Responds to new ideas from team •

members and incorporates where appropriate; or if not feasible, explains reasons why Identifies impediments to •

achieving results and works to remove them

Reviews and evaluates projects •

to ensure an understanding of the critical components of success Ensures that lessons learned are •

recorded, communicated and acted on

Identifies strategies for removing •

significant impediments to achieving results and sharing information

Draws on the expertise of •

others to improve results and acknowledges that contribution Provides realistic assessment of •

task feasibility and delivers Ensures the effective and efficient •

use of ASIO resources

Measures directorate outcomes •

and looks for ways to improve results

Challenges self and the team to •

achieve high quality results aligned with ASIO’s strategic agenda Acknowledges and provides •

appropriate recognition of staff achievements

Has a drive to achieve outcomes; •

makes the connection with strategy

Ensures all team members •

clearly understand their role, its connection with the broader outcomes, and what is expected Checks in with clients to evaluate •

results

Develops high level plans and •

strategies that clearly define required outcomes

Drives an organisational approach •

to improving the access of information and knowledge across the national security community Deploys resources judiciously to •

ensure optimum results Builds effective teams with the •

range of capabilities and skills needed to get the best results Reports achievements to key •

stakeholders; seeks feedback and engages them in developing improvements

Establishes systems and •

processes to effectively monitor ASIO’s performance Identifies and addresses significant •

risks to the achievement of organisational outcomes

Achieving Results

Achieving results in the ASIO context requires a focus on: a commitment to high quality outcomes aligned with ASIO’s strategic agenda; monitoring, evaluating and

improving processes; identifying, accessing and sharing knowledge and resources to enhance success; continually developing leading edge capability.

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11 A

dapt

Generate

I

ntegrate

Lead

E

xemplify

AO1

AO2

AO3

AO4 / IOT / ITO1 / SIOE1

AO5 / IO / ITO2 / SIOE2

EL1 / SITOC / SIOE3

EL2 / SITOB / SIOE4

Coordinator / SITOA

SES

Identifies the core and function •

specific skills and capabilities needed to meet performance expectations

Manages own time and workload •

Listens to the advice of those who •

have dealt with similar issues and circumstances

Takes responsibility for the •

completion of assigned tasks Asks for assistance when required •

Maintains accurate corporate •

records

Sets own deadlines to meet •

outcomes and standards Monitors own progress against •

deadlines and required standards Reschedules and reorganises •

own work in consultation with supervisor if priorities change Applies the full range of their •

skills and capabilities to meet performance expectations and standards

Adapts effectively with day-to-day •

changes in work priorities Regularly seeks feedback from •

supervisor to continually improve own performance

Accepts and responds effectively •

to day-to-day work changes, shifting priorities and ambiguity Challenges self to step outside of •

normal work approaches and try new ways

Reschedules and reorganises •

own work to respond to change in priorities

Applies and develops capabilities •

to meet performance expectations and achieve performance standards

Uses appropriate information •

management systems to ensure information is kept up to date and available to others

Constructs project plans with clear •

and appropriate milestones and timeframes

Monitors projects and tasks from •

start to finish; and checks against plans

Regularly seeks feedback from •

clients to gauge satisfaction with work outcomes

Meets operational and •

organisational deadlines and maintains a focus on quality Identifies contingencies while •

responding to changing situations Understands and responds •

efficiently and effectively to identified priorities

Converts information into actions •

and outcomes; delivers to match the agreed need

Ensures all relevant information or •

viewpoints are considered when making decisions or providing recommendations

Negotiates to achieve consensus •

on the best course of action Investigates alternatives; through •

research and contact with external agencies

Plans for and analyses operational •

requirements to meet objectives, using all available resources Consults internal subject matter •

specialists and uses their expertise to improve team outcomes

Engages with and empowers •

staff to complete tasks; provides feedback on outcomes Identifies and uses all resources •

available to ensure success Responds to new ideas from team •

members and incorporates where appropriate; or if not feasible, explains reasons why Identifies impediments to •

achieving results and works to remove them

Reviews and evaluates projects •

to ensure an understanding of the critical components of success Ensures that lessons learned are •

recorded, communicated and acted on

Identifies strategies for removing •

significant impediments to achieving results and sharing information

Draws on the expertise of •

others to improve results and acknowledges that contribution Provides realistic assessment of •

task feasibility and delivers Ensures the effective and efficient •

use of ASIO resources

Measures directorate outcomes •

and looks for ways to improve results

Challenges self and the team to •

achieve high quality results aligned with ASIO’s strategic agenda Acknowledges and provides •

appropriate recognition of staff achievements

Has a drive to achieve outcomes; •

makes the connection with strategy

Ensures all team members •

clearly understand their role, its connection with the broader outcomes, and what is expected Checks in with clients to evaluate •

results

Develops high level plans and •

strategies that clearly define required outcomes

Drives an organisational approach •

to improving the access of information and knowledge across the national security community Deploys resources judiciously to •

ensure optimum results Builds effective teams with the •

range of capabilities and skills needed to get the best results Reports achievements to key •

stakeholders; seeks feedback and engages them in developing improvements

Establishes systems and •

processes to effectively monitor ASIO’s performance Identifies and addresses significant •

risks to the achievement of organisational outcomes

(14)

12 A

dapt

Generate

I

ntegrate

Lead

E

xemplify

AO1

AO2

AO3

AO4 / IOT / ITO1 / SIOE1

AO5 / IO / ITO2 / SIOE2

EL1 / SITOC / SIOE3

EL2 / SITOB / SIOE4

Coordinator / SITOA

SES

Treats others with courtesy and •

respect; is polite and professional Demonstrates willingness to work •

effectively with others to achieve outcomes

Keeps the team up-to-date with •

own tasks and projects Responds to changes in client •

needs, checking with supervisor before taking action

Recognises that others may have •

different views and expectations; tries to see things from those perspectives

Understands and acts on feedback •

Understands the roles of others in •

the team

Takes an interest in others’ work •

and offers support when needed Manages client expectations •

by clarifying expectations and deadlines

Shares information with the team •

Works collaboratively and •

cooperatively with others Keeps clients informed of progress •

Makes time for people and is •

helpful and supportive

Tries to see things from the other •

person’s perspective

Is aware of the contributions made •

by others; congratulates them Appreciates the diverse range of •

views and opinions found in ASIO Cooperates with colleagues from •

all areas of the organisation Shares information with other •

team members and seeks input from them

Responds effectively to client •

needs, expectations and changing requirements

Provides guidance and offers full •

support when required Shares knowledge with other •

areas of ASIO and the national security community

Assists new staff with adapting to •

the ASIO environment

Develops good rapport with other •

agencies through regular and effective communication Consults with and shares •

information with others to meet objectives

Appreciates, values and •

acknowledges the work of others Supports new starters through •

proactive mentoring Develops and maintains •

relationships with stakeholders, and represents ASIO effectively both internally and externally Identifies workload issues in the •

team or elsewhere and offers assistance or makes adjustments Offers appropriate and helpful •

advice and comment

Delegates effectively to balance •

team workload

Manages staff performance, and •

addresses issues, quickly and effectively

Recognises possible constraints •

other areas of ASIO may be faced with when asking for assistance Identifies key stakeholders and •

builds strategic relationships with them

Takes into account the pressures •

and viewpoints of staff, managers and stakeholders

Clearly articulates ASIO’s needs •

when negotiating with other agencies

Supports staff to ensure •

effectiveness

Identifies, builds and sustains •

long term internal and external relationships

Acknowledges the role others play •

in success

Keeps an eye on workload issues •

Fosters an atmosphere where •

people are comfortable asking questions or admitting mistakes Creates a working environment •

that encourages regular open dialogue and flow of ideas Empowers people to make •

decisions and manage risk

Asks for, considers and reflects on •

the views and opinions of others Builds and maintains strong •

internal and external networks and harnesses their skills and knowledge for use across ASIO Contributes and adds value to •

other work units or organisations by sharing knowledge and presenting options

Recognises opportunities for •

enhanced networks when engaging with new or prospective partner organisations

Builds relationships with key •

players in government, the private sector, and other agencies for the benefit of the national security community

Proactively seeks out key •

stakeholders and ensures regular dialogue with them; is an influential partner

Provides regular, targeted •

feedback to the Branch or Division Keeps SES colleagues informed •

and engaged

Is aware when teams or •

individuals are operating under pressure, and makes time to motivate and provide support Takes the broader organisational •

view when making decisions and eliminates silo thinking

Empowers people and fosters a •

culture of risk management

Productive Working Relationships

Productive working relationships in the ASIO context requires a focus on: collaboration and the need to share / responsibility to provide information; working

as part of a broader national security community; promoting supportive working relationships across the organisation; developing, maintaining and leveraging a

range of networks.

(15)

13 A

dapt

Generate

I

ntegrate

Lead

E

xemplify

AO1

AO2

AO3

AO4 / IOT / ITO1 / SIOE1

AO5 / IO / ITO2 / SIOE2

EL1 / SITOC / SIOE3

EL2 / SITOB / SIOE4

Coordinator / SITOA

SES

Treats others with courtesy and •

respect; is polite and professional Demonstrates willingness to work •

effectively with others to achieve outcomes

Keeps the team up-to-date with •

own tasks and projects Responds to changes in client •

needs, checking with supervisor before taking action

Recognises that others may have •

different views and expectations; tries to see things from those perspectives

Understands and acts on feedback •

Understands the roles of others in •

the team

Takes an interest in others’ work •

and offers support when needed Manages client expectations •

by clarifying expectations and deadlines

Shares information with the team •

Works collaboratively and •

cooperatively with others Keeps clients informed of progress •

Makes time for people and is •

helpful and supportive

Tries to see things from the other •

person’s perspective

Is aware of the contributions made •

by others; congratulates them Appreciates the diverse range of •

views and opinions found in ASIO Cooperates with colleagues from •

all areas of the organisation Shares information with other •

team members and seeks input from them

Responds effectively to client •

needs, expectations and changing requirements

Provides guidance and offers full •

support when required Shares knowledge with other •

areas of ASIO and the national security community

Assists new staff with adapting to •

the ASIO environment

Develops good rapport with other •

agencies through regular and effective communication Consults with and shares •

information with others to meet objectives

Appreciates, values and •

acknowledges the work of others Supports new starters through •

proactive mentoring Develops and maintains •

relationships with stakeholders, and represents ASIO effectively both internally and externally Identifies workload issues in the •

team or elsewhere and offers assistance or makes adjustments Offers appropriate and helpful •

advice and comment

Delegates effectively to balance •

team workload

Manages staff performance, and •

addresses issues, quickly and effectively

Recognises possible constraints •

other areas of ASIO may be faced with when asking for assistance Identifies key stakeholders and •

builds strategic relationships with them

Takes into account the pressures •

and viewpoints of staff, managers and stakeholders

Clearly articulates ASIO’s needs •

when negotiating with other agencies

Supports staff to ensure •

effectiveness

Identifies, builds and sustains •

long term internal and external relationships

Acknowledges the role others play •

in success

Keeps an eye on workload issues •

Fosters an atmosphere where •

people are comfortable asking questions or admitting mistakes Creates a working environment •

that encourages regular open dialogue and flow of ideas Empowers people to make •

decisions and manage risk

Asks for, considers and reflects on •

the views and opinions of others Builds and maintains strong •

internal and external networks and harnesses their skills and knowledge for use across ASIO Contributes and adds value to •

other work units or organisations by sharing knowledge and presenting options

Recognises opportunities for •

enhanced networks when engaging with new or prospective partner organisations

Builds relationships with key •

players in government, the private sector, and other agencies for the benefit of the national security community

Proactively seeks out key •

stakeholders and ensures regular dialogue with them; is an influential partner

Provides regular, targeted •

feedback to the Branch or Division Keeps SES colleagues informed •

and engaged

Is aware when teams or •

individuals are operating under pressure, and makes time to motivate and provide support Takes the broader organisational •

view when making decisions and eliminates silo thinking

Empowers people and fosters a •

(16)

14 A

dapt

Generate

I

ntegrate

Lead

E

xemplify

AO1

AO2

AO3

AO4 / IOT / ITO1 / SIOE1

AO5 / IO / ITO2 / SIOE2

EL1 / SITOC / SIOE3

EL2 / SITOB / SIOE4

Coordinator / SITOA

SES

Understands and demonstrates •

behaviour in accordance with ASIO’s values and Code of Conduct Displays a willingness to •

assist others

Gets on with the job and has pride •

in their work; approaches work with a positive attitude Is open and receptive to feedback •

Acknowledges mistakes and •

learns from the experience

Applies energy and drive to •

achieving high quality results Takes personal responsibility for •

mistakes and learns from them Seeks opportunities and additional •

responsibility in order to learn and grow

Develops an understanding of their •

own strengths, capabilities and areas for improvement Remains calm under pressure, •

and responds well to set backs Stays focussed; works effectively •

in difficult situations

Consistently behaves in a way that •

models ASIO’s values and Code of Conduct

Acknowledges areas of own •

performance that could be improved and seeks advice on how to achieve that

Takes the initiative required to •

meet goals and progress work Seeks out opportunities for •

personal and professional development

Supports team members to •

get the job done

Operates professionally when •

representing the work area

Operates and presents professionally •

when representing ASIO Recognises obstacles to getting •

the job done and discusses a way forward

Looks for opportunities to extend •

knowledge, skills and experience Takes personal responsibility for •

producing accurate, timely, high quality work

Maintains composure under •

pressure

Is motivated to continually learn •

and improve

Takes personal responsibility for •

work outcomes and decisions Recognises own limitations •

in understanding an issue and commits to learning more Responds to changes required •

in way of working when organisational change occurs Demonstrates persistence in •

difficult situations and works to achieve objectives

Spends time to seek feedback •

and analyse own performance to identify strengths and opportunities for ongoing improvement

Takes personal responsibility for own •

work; especially task understanding, timeframes, deadlines, priorities, stakeholder needs

Gets on with the job and applies •

themself with energy and drive Takes personal responsibility for •

identifying own development needs, and those of the team Constructively challenges issues •

and discusses alternatives Asks colleagues to provide •

feedback on own performance; responds positively and makes appropriate changes

Shares knowledge, experience and •

expertise with the team

Ensures advice given is accurate, •

impartial and actionable

Makes clear, timely decisions and •

takes responsibility for them Role models ASIO’s values and •

Code of Conduct, and ensures team is applying them in all work situations

Takes responsibility for outcomes; •

puts measures in place to ensure errors don’t reoccur

Sets high professional standards •

for others to emulate

Reflects and acts on opportunities •

for the team to grow and develop

Models and promotes the ASIO •

values and Code of Conduct, and addresses behaviour that is inconsistent with these standards Acts with moral courage to make •

difficult organisational decisions Acts decisively when making •

organisational changes Supports other organisational •

leaders and presents a united voice internally and externally Is forthright and confident when •

providing advice

Seeks feedback on performance •

from subordinates, managers and clients

Personal Drive and Integrity

Personal drive and integrity in the ASIO context requires a focus on: a commitment to Australia’s security; modelling of the organisation’s values and Code of Conduct;

taking initiative; showing moral courage; ongoing commitment to personal development and professional excellence.

(17)

15 A

dapt

Generate

I

ntegrate

Lead

E

xemplify

AO1

AO2

AO3

AO4 / IOT / ITO1 / SIOE1

AO5 / IO / ITO2 / SIOE2

EL1 / SITOC / SIOE3

EL2 / SITOB / SIOE4

Coordinator / SITOA

SES

Understands and demonstrates •

behaviour in accordance with ASIO’s values and Code of Conduct Displays a willingness to •

assist others

Gets on with the job and has pride •

in their work; approaches work with a positive attitude Is open and receptive to feedback •

Acknowledges mistakes and •

learns from the experience

Applies energy and drive to •

achieving high quality results Takes personal responsibility for •

mistakes and learns from them Seeks opportunities and additional •

responsibility in order to learn and grow

Develops an understanding of their •

own strengths, capabilities and areas for improvement Remains calm under pressure, •

and responds well to set backs Stays focussed; works effectively •

in difficult situations

Consistently behaves in a way that •

models ASIO’s values and Code of Conduct

Acknowledges areas of own •

performance that could be improved and seeks advice on how to achieve that

Takes the initiative required to •

meet goals and progress work Seeks out opportunities for •

personal and professional development

Supports team members to •

get the job done

Operates professionally when •

representing the work area

Operates and presents professionally •

when representing ASIO Recognises obstacles to getting •

the job done and discusses a way forward

Looks for opportunities to extend •

knowledge, skills and experience Takes personal responsibility for •

producing accurate, timely, high quality work

Maintains composure under •

pressure

Is motivated to continually learn •

and improve

Takes personal responsibility for •

work outcomes and decisions Recognises own limitations •

in understanding an issue and commits to learning more Responds to changes required •

in way of working when organisational change occurs Demonstrates persistence in •

difficult situations and works to achieve objectives

Spends time to seek feedback •

and analyse own performance to identify strengths and opportunities for ongoing improvement

Takes personal responsibility for own •

work; especially task understanding, timeframes, deadlines, priorities, stakeholder needs

Gets on with the job and applies •

themself with energy and drive Takes personal responsibility for •

identifying own development needs, and those of the team Constructively challenges issues •

and discusses alternatives Asks colleagues to provide •

feedback on own performance; responds positively and makes appropriate changes

Shares knowledge, experience and •

expertise with the team

Ensures advice given is accurate, •

impartial and actionable

Makes clear, timely decisions and •

takes responsibility for them Role models ASIO’s values and •

Code of Conduct, and ensures team is applying them in all work situations

Takes responsibility for outcomes; •

puts measures in place to ensure errors don’t reoccur

Sets high professional standards •

for others to emulate

Reflects and acts on opportunities •

for the team to grow and develop

Models and promotes the ASIO •

values and Code of Conduct, and addresses behaviour that is inconsistent with these standards Acts with moral courage to make •

difficult organisational decisions Acts decisively when making •

organisational changes Supports other organisational •

leaders and presents a united voice internally and externally Is forthright and confident when •

providing advice

Seeks feedback on performance •

from subordinates, managers and clients

(18)

16 A

dapt

Generate

I

ntegrate

Lead

E

xemplify

AO1

AO2

AO3

AO4 / IOT / ITO1 / SIOE1

AO5 / IO / ITO2 / SIOE2

EL1 / SITOC / SIOE3

EL2 / SITOB / SIOE4

Coordinator / SITOA

SES

Asks clarifying questions •

when unsure

Contributes to discussions in •

team meetings

Focuses on making the key points •

when getting a message across to others

Pays close attention and listens •

to others

Presents messages confidently •

Structures written and verbal •

material clearly and concisely Liaises with and questions clients •

about their specific needs Limits the use of jargon •

and abbreviations

Anticipates the key concerns of •

the audience

Picks up on non-verbal cues •

when interacting with others and responds appropriately

Takes the time to understand •

other work areas in order to better clarify requirements for effective interaction

Discusses issues credibly •

and thoughtfully Uses correct terminology, •

punctuation and grammar in written communication; adopts an appropriate level of formality depending on the audience Listens to differing ideas and views •

to ensure own clear understanding of the issues

Identifies other peoples’ •

expectations or concerns and acts on them

Makes sure that the message they •

have given to others has been understood

Focuses on clear communication •

of the key points

Tailors communication style and •

language to the requirements of the audience and their level of knowledge, skill or experience Considers different points and •

views; factors into own thinking and argument

Selects the appropriate method •

for communicating information effectively

Focuses on getting information •

on the subject matter; educates themselves and others

Anticipates and identifies others’ •

concerns, expectations and considers the implications Follows up if there are unresolved •

issues or unanswered questions Translates verbal information into •

written communication without losing meaning or nuance Picks up non-verbal signals and •

responds appropriately Negotiates with a clear •

understanding of the desired outcomes

Structures messages clearly •

and succinctly

Communicates complex technical •

or specialist information in a way that can be understood by an audience unfamiliar with the subject matter

Recognises and responds to the •

primary interests of the audience Considers different views and •

angles; gives them appropriate weight

Negotiates with a clear •

understanding of required objectives and outcomes Identifies the tools or mechanisms •

best suited to communicate with stakeholders

Provides the rationale for a •

particular viewpoint and pre-empts counter arguments

Explains complex information by •

using language and examples that the audience will understand Anticipates challenges, and •

constructs convincing arguments based on evidence and sound judgement

Encourages debate to ensure •

understanding of all issues and implications

Constructs and delivers strong •

arguments capable of influencing others’ views and opinions Uses a strong knowledge of ASIO’s •

priorities and strategic agenda to craft compelling arguments for particular approaches

Joins the dots for others to ensure •

complete understanding by all involved

Communicates with staff regularly •

on ASIO’s strategic objectives Focuses on delivering organisational •

messages externally to help shape policy and exert strategic influence Drives negotiation based on ASIO’s •

strategic agenda

Outlines the implications of new •

information or approaches Determines the implications •

for others when calling for any approach

Acknowledges risks and possible •

disadvantages from alternative courses of action

Communicating with Influence

Communicating in the ASIO context requires a focus on: providing accurate, timely advice tailored to the target audience; the need to share / responsibility to provide