Deakin Capability Framework€¦ · Deakin [s capability framework defines essential, future focused capabilities that will ensure we continue to thrive and achieve as a University

Deakin Capability

Framework

HUMAN RESOURCES DIVISION

ENABLING LIVE 2020

Context

How can I use the Capability Framework?

• Identify required capabilities in your position, across your team and within your function

• Clarify expectations and enable performance, development and career planning

• As a framework to guide organisational, structural and role design

Why a Capability Framework?

Deakin’s capability framework defines essential, future focused capabilities that will ensure we continue to thrive and achieve as a University.

Our capability framework describes the behaviours, skills, knowledge, abilities and attributes required for successful performance, while promoting development for the future. It provides a shared common language that can be used in DeakinAchieve conversations.

These capabilities will ensure that Deakin continues to deliver positive results, innovation and outstanding contribution to the communities we serve.

1

Guiding Principles

Research Based

The Deakin capability framework is underpinned and aligned to

extensive research into contemporary HR practice and

future of work.

Clear emphasis on thinking and people related capabilities the framework supports outcomes through self; outcomes through

others; outcomes for the University and outcomes for the community

or industry.

Values Driven

Deakin’s values of sustainable, inclusive, ethical and excellent are

integrated into the behavioural descriptors to ensure alignment to

the Universities strategic goals

The purpose is to enable growth and achievement.

Fit for Purpose

Each capability describes observable behaviour, articulating

what success looks like across four development levels: foundation, intermediate,

advanced and expert.

The Deakin capabilities work seamlessly with other models for

development including professional skills.

2

Where does this fit?

Describes observable behaviour

Establishes a common language for expected actions and behaviours

Provides a way of expressing the culture, values and mission of the University

Supports attraction, retention and career development

Improves employee engagement

Experience

What I have done

Knowledge

What I know

Capabilities

What I am capable of

3

Capability Framework

Imagine Capabilities

Shaping Strategic Direction

Navigating Complexity

Creating and Innovating

Learning Agility

Environmental Scanning

Planning and Organising

Analysis and Problem

Solving

University Operations

Digital Literacy

Continuous Improvement

Inspiring Results

Leading Change

Leading Teams

Collaboration

Emotional Intelligence

Service Culture

Building Networks and

Partnerships

Consulting and Advice

Communicating with

Influence

Personal Resilience

Improve Capabilities

InspireCapabilities

InfluenceCapabilities

4

Imagine

Foundation Intermediate Advanced Expert

• Has a broad perspective and a preference for planning for the future

• Sees the bigger picture in order to foresee future opportunities

• Demonstrates foresight and provides innovative solutions to problems

• Identifies new or improved opportunities and processes to enhance organisational strategy

• Utilises knowledge and analysis of business industry trends to formulate and achieve business plans

• Gains support for strategic opportunities and considers the views of a diverse range of key stakeholders

• Uses knowledge of key business drivers to inform the development of concepts and strategies

• Actively engages with a diverse range of stakeholders to negotiate inclusive and accessible solutions

• Works with integrity to balance stakeholder and organisational needs in the design of strategies

• Enables inclusive collaboration across teams in order to achieve strategic goals

• Understands environmental trends and integrates this knowledge into business strategies focused on value, revenue, quality, people, efficiency and investment

• Conceptualises and defines complex and dynamic strategies to deliver goals (organisational, community and or industry)

• Uses an in-depth understanding of Deakin’s operating environment and its drivers to formulate potential courses of action to achieve objectives

local impact area impact organisation impact community impact

Note: each capability level (from intermediate through expert) is inclusive of the capabilities identified in the preceding level

Shaping Strategic Direction Thinks strategically to

achieve organisational goals; sets and develops well considered strategies

Navigating ComplexityProactively and quickly

making sense of complex issues; responding

effectively to difficult and ambiguous situations

Creating and Innovating Explores concepts and

insights, generates new ideas and a range of innovative solutions

Learning Agility Learns from experiences;

applies learnings to perform successfully in new

situations

Environmental ScanningSeeks emerging trends;

identifies issues within field of expertise and University

context

5

Imagine


• Recognising patterns and trends and drawing out key information from complex data.

• Creating practical, simple and accessible solutions to complex problems after considering multiple perspectives.

• Providing direction to my team or peers when they are unclear about the information provided or next steps

• Distilling the core issues from complex information

• Drawing accurate conclusions and presenting logical arguments that address the core issues

• Actively seeking to simplify complicated issues

• Creating clarity for self and others when working in ambiguous situations

• Condensing complex information and next steps into simple concise terms that others can understand

• Using information from a diverse range of people, groups and resources to make critical strategic decisions

• Analysing problems and weighing up a range of options to identify accessible and inclusive solutions

• Translating complex issues into clear and understandable goals and targets for Deakin

• Synthesising complex and multiple sources of information and identifying the implications for Deakin (community or industry)

• Making clear, well reasoned and timely decisions that have a significant impact on the overall organisation

• Translating complex issues into clear and understandable strategies and goals for Deakin












situations



context

6

Imagine


• Generates new ideas• Adopts new ideas and

approaches

• Draws on a diverse range of people, groups and resources to identify new ways of doing things

• Uses knowledge of innovation principles to analyse current processes and practices

• Undertakes inclusive collaboration to ensure solutions are forward thinking and sustainable

• Encourages and coaches others to question traditional assumptions and review practices and policies

• Actively influences events and promotes ideas

• Translates creative ideas into workplace improvements

• Reflects on experience and is open to new ways to improve practice

• Creates an environment in which creativity and innovation is valued and rewarded

• Uses knowledge of best practice methodologies to produce outcomes












situations



context

7

Imagine


• Is open, ethical and honest and gains trust and confidence from others

• Seeks opportunities to learn from those who have different lived experience to their own

• Learns from various points of view and confirms understanding

• Expresses own views in a constructive and respectful way

• Reflects on how own emotions might impact on others and acts consistently and ensures actions reflect words

• Establishes and demonstrates a high level of learning, energy and commitment

• Maintains personal integrity and makes decisions consistent with University values

• Welcomes feedback from others and uses this feedback to improve learning

• Is able to balance personal and work priorities while maintaining consistent productivity

• Uses understanding of individuals to get the best learning outcomes for the person and organisation

• Tunes into others emotions and ways of learning and thinking

• Acts confidently and assuredly even when in times of crisis or under pressure

• Takes time to apply relevant learning in day to day operations

• Sets high standards for performance through continuous learning

• Realises the complex causes of others long term behaviour patterns and plans responses and reactions accordingly

• Adjusts own learning focus between strategic and tactical

• Recognises situations where alternate leadership approaches may be more effective

• Uses knowledge of learning styles to communicate messages and inspire action












situations



context

8

Imagine


• Consults with available sources to gather relevant information and seeks the expertise and advice of the people around them

• Applies industry knowledge in the context of the job

• Aware of offerings delivered by Deakin and the needs of stakeholders who receive those products and services

• Consults experts to gain broader and deeper understanding of a specific issue

• Finds out underlying reasons for a presenting issue and acts with ethics

• Contacts a diverse range of stakeholders, not immediately involved, to obtain their perspective and expertise

• Monitors external sources and identifies underlying trends

• Develops, maintains and uses a variety of systems, processes, and sources to gather information and gain deeper understanding

• Uses a range of references and professional networks to conduct specific research ensuring sustainable and inclusive results

• Builds awareness and understanding of emerging trends that may affect Deakin (community and or industry)

• Establishes and uses references and networks to gather strategic information from local, interstate and overseas sources

• Uses cross-disciplinary knowledge to provide a holistic perspective












situations



context

9

Improve


• Takes an organised and methodical approach to work

• Regularly plans time (work day / week / month) according to workload

• Proactively communicates workload and, when appropriate, utilises flexible work arrangements

• Regularly tracks progress of work tasks

• Quickly identifies key issues or patterns in day-to-day work

• Defines the processes, tasks and resources required to achieve a goal

• Prioritises work and critical activities and evaluates progress

• Plans appropriately to ensure sufficient time to seek feedback from a diverse range of key stakeholders

• Recognises barriers to achieving outcomes and finds effective ways to deal with them

• Manages workloads and resources to deliver agreed outcomes

• Establishes systems and procedures to guide work and track progress

• Continually evaluates progress and re-prioritises work based on changing needs

• Strives for excellence and effectively overcomes barriers to achieve outcomes

• Defines clear objectives and priorities and delegates responsibilities to ensure goals are met

• Re-defines work and priorities in times of rapid change or ambiguity

• Anticipates barriers and puts in place plans to effectively achieve and exceed stated goals



Planning and Organising Plans, analyses and co-

ordinates the delivery of projects while balancing priorities and resources

Analysis and Problem Solving

Sources relevant information; identifies problems and offers sustainable practical

solutions

University Operations Plans, budgets, and utilises

resources to effectively achieve organisational goals

Digital Literacy Interprets and distils

information; produces clear communications through a variety of digital platforms

Continuous Improvement Proactively improves the efficiency and quality of

existing materials processes and systems

10

Improve


• Collects and analyses information and data from a variety of appropriate sources to solve work problems

• Seeks information from those who have different lived experience to ensure development of accessible and inclusive solutions

• Deals with concepts and complexity comfortably by using simple logic and common sense principles to understand and identify familiar problems

• Engages in critical questioning and identifies flaws in own and others thinking and data

• Identifies relevant solutions and selects the most appropriate from the range of alternatives

• Explains complex notions using simple models or diagrams

• Investigates and probes for the facts

• Analyses issues from diverse perspectives and draws sound inferences from information available

• Integrates multiple data sources to seek trends and analyse specific challenges

• Discusses and understands broad constructs rather than concrete examples

• Implements solutions, evaluates effectiveness and adjusts actions as required

• Works collaboratively with others in applying a structured approach to solving problems utilising key data sources and reaching agreement on best course of action

• Assesses risks and benefits and anticipates potential problems and pre-empts required actions

• Continually liaises with key stakeholders to ensure full understanding of the issues

• Evaluates implemented courses of action and makes adjustments as required







solutions







11

Improve


• Understands basic and local procurement processes

• Under direction, prepares simple documents and manages records

• Accurately estimates resource requirements for particular tasks

• Prepares and monitors expenditure against budgets

• Negotiates and records various elements of contracts

• Raises resource issues in a constructive and solution focussed way

• Strives for excellences and uses honest, transparent and appropriate purchasing processes

• Use purchasing processes that comply with University requirements

• Negotiates for resources• Plans for and manages risks and

ensures timely delivery of programs

• Determines cost of people, materials and other program aspects

• Oversees the management of resources with integrity to ensure timelines, budgets and other objectives are met

• Negotiates for necessary resources from University budgets and other sources

• Actively monitors expenditure and risks and resolves problems where these arise

• Ensures value for investment is achieved







solutions







12

Improve


• Seeks to understand evolving digital landscape and keep abreast of trends and new technologies

• Identifies way to communicate in clear and concise formats that reach a variety of diverse audiences

• Contributes to achievement of Web Content Accessibility Guidelines

• Promotes technical solutions to modernise work practices and ensure alignment with Deakin’s strategic direction at the forefront of digital landscape

• Provides constructive feedback to others on writing for impact across a variety of digital platforms

• Seeks to continuously improve and apply critical learnings from projects and initiatives across the University

• Considers and encourages the ideal application of digital solutions based on deep understanding of diverse stakeholders underlying needs and goals

• Engages in communities of practice to better understand trends and how they may apply to the University

• Actively grow personal and team capabilities in accessible digital communication and technology literacy

• Creates an environment of positive reinforcement in applying innovative thinking and leading practice in trans-literacy digital practices

• Demonstrates leadership across Deakin in guiding focus and investment in appropriate platforms and vehicles for University products and services

• Role models an open mind and learning agility in embracing new technologies and communication







solutions




information; produces clear accessible communication through a variety of digital

platforms



13

Improve


• Engage in process improvement activities and adopts new ideas, approaches and changes to work practices

• Generates new ideas and shares those ideas with others in own work area

• Uses knowledge of continuous improvement principles to analyse current processes and practices

• Seeks feedback on improvement opportunities from a diverse range of key stakeholders

• Implements change through appropriate channels and overcomes obstacles to change

• Challenges existing processes by formulating creative and inclusive alternative solutions and benefits

• Encourages and coaches others to question traditional assumptions and review practices and policies

• Draws on a range of information sources to identify new ways of doing things and ways of being inclusive

• Ensure implementation of continuous improvement strategies in own work area

• Uses accepted theory and practices to develop and deploy continuous improvement actions

• Identifies causes of unsatisfactory results in consultation with relevant stakeholders and recommends and implements appropriate actions to enable continuous improvement in quality outcomes

• Fosters and encourages an environment in which creativity, innovation and diversity of thought are valued and rewarded

• Identifies new or improved opportunities and processes in line with University strategies







solutions







14

Inspire


• Builds a shared understanding of the goals and targets necessary for the successful achievement of team goals and work plans

• Delivers effective and efficient outcomes and outputs against team and operational work plans

• Takes personal responsibility for meeting goals and objectives and for contributing to an inclusive team environment

• Shows initiative and proactively steps in to do what is required to achieve goals

• Sets clear through collaboration with others

• Proactively identifies opportunities for improvement and taking action

• Strives for excellence and establishes short to mid-term operational plans to meet Deakin’s strategic priorities

• Ensures that staff responsible for implementing work priorities have role clarity, the authority to act and feel empowered and supported to act

• Sets positive example of achievement and inspires others to succeed with ethics

• Monitors progress and risks, adapts personal and team priorities and plans as required

• Conceptualises local plans in alignment with University strategies

• Recognises and rewards performance and behaviours that contribute to the delivery of results and high quality outcomes that meet the needs of a diverse range of stakeholders

• Builds a culture of integrity, accountability and inclusive practice across Deakin

• Ensures alignment of all functional and operational business plans to Deakin’s strategic plan

• Applies effective strategies to inspire others towards the achievement of University priorities



Inspiring Results Translates strategic

priorities into operational reality; inspires outcomes

through others

Leading Change Creates needed

organisational and cultural changes; aligns with Deakin’s

strategic direction

Leading Teams Uses appropriate methods

to support, develop, motivate, and guide the

team to achieve successful outcomes

CollaborationProactively supports working

together, shares ideas and provides constructive

feedback; respects and values others

Emotional IntelligenceRecognises emotions in self and others; uses emotional cues to guide thinking and

behaviour

15

Inspire


• Understands the need for change and seeks more information

• Adopts an attitude of continuous learning and seeks to understand how change might impact self and others

• Actively supports changes by adjusting work practices and informs team members during times of change

• Contributes feedback and suggestions and identifies situations in which change is needed

• Identifies situations in which change is needed and understands and communicates the reasons for the change

• Actively promotes change within own area of responsibility

• Leads teams in all aspects of the change process and methodology

• Plans and oversees all aspects of the end-to-end change project to deliver sustainable outcomes, value within constraints of time, cost and quality

• Actively promotes and drives inclusive change using broad influencing skills to gain support and overcome barriers

• Gains stakeholder support and generates enthusiasm about change

• Develops a safe environment to express views and promotes inclusive and respectful issue resolution

• Provides coaching to peers in change management skills

• Overcomes resistance to change and shows integrity and empathy for individuals facing a loss from change or innovation

• Gains commitment by communicating the reasons for change and the risks of not changing

• Manages complex stakeholder issues that are integral to the change process

• Empowers people to question existing policies, processes and systems in order to improve or be more creative and innovative





through others



strategic direction








behaviour

16

Inspire


• Seeks to understand priorities of team members and to create and align work systems and resources to achieve team and individual goals

• Delegates responsibility and provides feedback to support the achievement of team goals

• Coaches and guides team members, providing support as needed to deliver against individual, team and University goals

• Agree on performance goals and engage in regular progress discussions

• Promptly address under-performance challenges

• Guide multiple teams performing different tasks

• Make time for individual coaching despite competing priorities

• Act as a coach and work with team members to facilitate growth and development

• Give balanced, constructive feedback that takes in to account individual capability and supports team performance

• Actively seeks feedback from colleagues and stakeholders on things that are working well and areas for improvement

• Promotes teamwork across functions to support the achievement of goals

• Provides tailored coaching to enable individuals to deliver high quality solutions

• Sets clear standards of expected behaviour

• Leads with values, ethics and emotional intelligence to grow team resilience, inclusion and performance

• Actively looks for opportunities to celebrate and reward outstanding performance

• Motivates and influences leaders across Deakin to create an environment where staff feel valued, included and want to do their best

• Creates opportunities for leaders across Deakin to build cross functional teams to support the achievement of University priorities





through others



strategic direction








behaviour

17

Inspire


• Takes steps to build rapport with people within immediate team in ways that are respectful and inclusive of others

• Recognises the importance of teamwork and of effective communication amongst team members

• Supports team decisions • Works collaboratively rather

than competitively with others

• Builds rapport with people outside of immediate team in ways that are respectful and inclusive of others

• Uses understanding of the other person’s point of view to build relationships and negotiate mutual agreement

• Demonstrates an understanding of how all the different areas of the University interrelate and how own area fits in

• Proactively offers support, help and advice to others within and across teams, faculties, schools and divisions

• Develops a network of useful contacts within Deakin

• Understands and integrates perspectives held within different areas of the University and puts plans in place to build collaboration

• Proactively builds mutually beneficial, ethical alliances and develops common goals with others

• Encourages others to share experience, knowledge and best practice within and outside their team

• Fosters strategic networks across a range of areas in Deakin

• Identifies and addresses barriers to effective teamwork and interaction across the University

• Proactively takes action to eliminate competition and ‘silos’ between individuals, teams, faculties and divisions

• Actively promotes and encourages cooperation, cohesiveness, camaraderie and collegiality across the University





through others



strategic direction








behaviour

18

Inspire


• Demonstrates an awareness strengths, development needs and the impact of behaviour on others

• Proactively seeks feedback to identify areas for development

• Uses feedback constructively to improve knowledge, skills, and behaviours

• Actively seeks to see things from other perspectives in order to anticipate reactions

• Adopts strategies to address reactions

• Regularly reflects on my behaviour

• Identifies the underlying reasons for the behaviour of others

• Modifies behaviour based on self-awareness and feedback to improve personal impact

• Focuses on personal emotional wellbeing

• Implements strategies to promote positive emotional wellbeing across my team

• Evaluates how behaviour impacts the culture and performance

• Willingness to reflect upon and understand blind spots in my own behaviour

• Recognises negative or unsettling emotions and behaviours and takes appropriate action

• Leverages awareness of personalities, motivations and diverse qualities of others to enhance interactions and inclusive, collaborative outcomes

• Seeks understanding of the University environment by accurately perceiving organisational, political and social dynamics

• Proactively navigates the stakeholder environment to avoid unwanted or unproductive reactions and consequences

• Creates a culture of trust by proactively ensuring that other Deakin leaders take responsibility for the emotional wellbeing of their teams





through others



strategic direction








behaviour

19

Influence


• Takes ownership and responsibility for resolving issues

• Responds promptly to client requests, queries, or complaints

• Improves convenience and accessibility by providing a range of service options

• Ensures that client needs are met to agreed standards and timelines

• Provides basic advice to clients and makes appropriate referrals to other areas of the University as appropriate

• Actively seeks information to better understand the customer’s perspective or part of the University

• Follows through and delivers on promises

• Seeks feedback from clients regarding their satisfaction with products or services received

• Responds to feedback with openness and transparency and seeks to identify ways to better service the customer

• Provides ethical advice to clients that address underlying issues, promoting value-adding insights and recommendations

• Looks beyond the obvious to provide outstanding levels of inclusive customer service

• Anticipates needs and takes proactive action to deliver them

• Uses understanding of the client context to tailor services and advice and ensure a high quality outcome

• Keeps clients regularly up-to-date about progress of their concern or enquiry

• Improves service provided through addressing client feedback and setting service standards

• Establishes long-term partnerships with clients

• Acts as a trusted advisor, offering expert solutions and strategies that best serve the client’s needs

• Creates a sustainable climate of service excellence and encourages and supports others to see situations from the client’s perspective

• Systematically measures client satisfaction and implements improvement strategies to more effectively meet client needs



Service Culture Considers others

perspectives in making decisions and providing advice; strives to exceed

expectations

Building Networks and Partnerships

Identifies and invests in relationships essential for

growth and positive outcomes

Consulting and Advice Provides expert and valued

advice; supports achievement of outcomes

for stakeholders

Communicating with Influence

Engages and energises others through clear and

persuasive communication

Personal ResilienceMaintains composure and

focus under pressure, adapts to changing situations and

recovers from setbacks

20

Influence


• Understands the University’s requirements and looks for external opportunities to benefit Deakin

• Maintains existing external relationships and networks

• Seeks to share specialist knowledge with external organisations

• Builds productive relationships with a diverse range of existing stakeholders

• Keeps abreast of major changes in the university sector and it’s impacts on Deakin

• Builds new relationships with key and influential individuals outside the University

• Builds productive relationships with a diverse range of potential students or stakeholders

• Researches Australian and global University practices and considers practical application and alignment within Deakin

• Proactively creates professional networks and develops mutually beneficial relationships for Deakin

• Establishes ethical credibility with organisations that are of key interest to the University

• Creates opportunities to retain and grow partnerships

• Uses external benchmarks to implement new strategies and develop new approaches that address current gaps and that differentiate the University

• Develops inclusive relationships with external organisations in key strategic areas that drive Deakin’s performance

• Actively generates interest in Deakin by educating the community about the University’s offerings to achieve strategic goals





expectations






for stakeholders







21

Influence


• Clarifies expectations about the roles, process and outcomes and responds flexibly to stakeholder queries or needs in a timely manner

• Develops and implements practical, accessible solutions based on stakeholder needs

• Strives for excellence and consults regularly with clients to clarify who requires the information, the purpose for which it is required, criteria for success and where and when advice and recommendation is required

• Navigates appropriate course of action gaining agreement on preferred approach

• Prepares advice (information, materials andrecommendations) to meet specific style and requirements of the stakeholders

• Interprets needs and offers pragmatic, inclusive and sustainable solutions based on research and in alignment with University context, policies and practices

• Ensures solutions are leading practice and sustainable

• Seeks to ensure satisfaction through evaluation

• Changes direction in alignment with learnings and makes sound recommendations to stakeholders

• Provides expert leadership and ensures the accuracy, currency, relevance, reliability of solutions





expectations






for stakeholders







22

Influence


• Seeks to understand the audience by increasing knowledge of a diverse range of communication needs

• Presents information in a clear and structured way and communicates concisely by focusing on key messages

• Checks that messages delivered are understood and tailors communication style and message according to audience needs

• Shows active listening and interest through appropriate use of facial expressions, eye contact, body language and encouraging remarks

• Chooses the most appropriate influencing technique for a given situation

• Communicates with confidence using examples to increase understanding and support

• Confirms own understanding of others by paraphrasing or reflecting back others words

• Welcomes feedback and handles challenging questions constructively

• Generates interest in complex ideas and concepts

• Uses understanding of the target audience to structure and shape communication to meet their information needs or concerns

• Anticipates and prepares for the audience’s reactions and questions

• Builds support by taking the time to educate and consult others with integrity

• Modifies communication and approach in response to audience feedback, body language and other non-verbal cues

• Uses a combination of direct and indirect influencing techniques to gain support

• Approaches negotiations with a strong grasp of the key issues and presents a convincing, persuasive and balanced rationale

• Identifies points of agreement and common interest to influence others

• Recognises and responds to others’ concerns or emotional responses without losing sight of planned objectives





expectations






for stakeholders







23

Influence


• Perseveres to achieve outcomes for self and others, even in the face of obstacles

• Stays calm and composed under pressure

• Is aware of own response to pressure and change

• Actively seeks to maintain positive relationship and support team members in times of pressure and change

• Recognises when to ask for support when under stress

• Copes effectively with setbacks and disappointments

• Adapts well to change and displays a positive outlook in stressful situations

• Is prepared to acknowledge when in the wrong, learns from mistakes and asks for help when needed

• Supports Deakin to achieve objectives in times of adversity

• Supports and guides others in managing stress, role models optimism in times of change

• Maintains focus and high levels of performance under pressure

• Strives for balance in behaviour in terms of inclusivity, sustainability and excellence

• Role models high performance in stressful circumstances

• Turns challenging situations into opportunities and coaches others through adversity

• Maintains energy and willingly invests extra effort when required

• Fosters positive attitudes to change

• Leads with clear direction while enabling devolved problem solving





expectations






for stakeholders







24

Documents

Deakin Capability Framework€¦ · Deakin [s capability framework defines essential, future focused capabilities that will ensure we continue to thrive and achieve as a University