As a leader, instead of owning and completing tasks yourself, the expectation is now that you inspire a group of employees to produce quality work within agreed timeframes by coordinating, guiding, inspiring and managing them, and representing the work of your team to senior officers, clients and stakeholders.
You will model the behaviours and values you expect from your team members and clarify for them how their work aligns with the departmental vision to deliver very high quality, effective and timely services to clients. Our culture and the values we hold underpin the decisions we make and actions we take. Assisting team members to identify their personal values and how they become motivated in their work will support engagement and consequently increase productivity.
Setting high standards for yourself and your team, having regular conversations in which all opinions are valued and considered, and being adaptable and innovative when faced with difficulties will demonstrate some of the desired behaviours.
A useful resource to assist you and your team to understand and embed the values and behaviours expected of departmental employees is the Culture and values action plan. There are several support tools available, including the Culture and Values Action Alan Maturity Assessment Matrix. You might use this at a team meeting to begin a discussion of team values and develop shared goals.
Empowering team members by using their capabilities and ideas benefits you, as the leader, and contributes to the individual's sense of being valued and rewarded.
Some helpful starting points:
- The Valuing Performance Policy Statement is the department's vision for a workplace culture in which every employee understands how their work contributes to departmental achievements, takes ownership of their own performance, feels valued, and is provided with opportunities and resources to grow as a professional and as a leader in their various fields.
- The Developing Performance Framework provides team leaders with a process, capability documents and online tools to clarify work priorities, discuss career aspirations and plan support and professional development.
You are now responsible for managing the work performance of your team members. Occasionally you may need to address unsatisfactory performance or behaviours that impact adversely on other team members - this can be challenging. If you consistently provide clear instructions, specific feedback and establish regular performance and development conversations with your team members, you may never need to initiate difficult conversations.
Having developed a culture of trust and respect within your team, if you are perceptive of tensions, you will deal effectively with issues before they develop into major problems. Enquire about the situation; stating what you have observed without implying blame - to discover contributing factors (personal or professional), perceptions of the issue and how it might be remedied. Take care to have such conversations privately when necessary.
If you need to have a difficult conversation with one of your team, you may want to prepare by reading some of the excellent books on the subject. Your supervisor or mentor will be able to recommend some and may offer guidance on how to go about it. You will find a process and some supportive information in the appropriate procedure:
Awards and agreements
Employment conditions are set out in industrial awards and in certified agreements that have been negotiated between the department and the unions representing employees. You may occasionally need to refer to one of these documents to clarify an employee's responsibilities or entitlements. Conditions of employment are available on OnePortal.
Awards embody baseline conditions of employment. Public service conditions are also governed by Directives and the
Queensland Public Service Act 2008.
All employees are required to complete
Mandatory All-Staff Training induction within a week of starting work with the department. Additional mandatory training requirements based on role, responsibilities and location may also apply. A refresher program is then completed annually.
mandatory annual training ready reckoner provides information on required programs.
induction planner provides a guide for the information you will need to share with new staff.
Diversity and equity
Your team will include people from different backgrounds who have different experiences and abilities. One of the departmental values is developing and empowering people through relationships based on trust, respect and valuing diversity. The department aims to engage a workforce that reflects the diversity of the Queensland community, with respect for individual differences reflected in the way we work and treat each other.
New employees are asked to complete an Equal Employment Opportunity (EEO) census form. This information enables the department to track equitable access to recruitment, training and career opportunities for all.
International volunteers and work experience people
There are significant benefits for teams that host a volunteer or a work experience person from overseas. There are also issues that you will need to consider before agreeing to such an arrangement.
Leave and accumulated time off
You may be responsible for overseeing and approving employees' timesheets and leave applications, either manually or in MyHR Self Service. You can check what you are able to approve in the Human Resource delegations manual.
The Workforce Recruitment and Employment unit has developed instructions and flow charts showing the processes you need to follow to appoint a new staff member on a temporary (contract) or permanent basis. Role descriptions are usually generic but may be revised to reflect new priorities and responsibilities.
You may need to consider current employees who are on the redeployee or transfer list as a priority. Your supervisor will also be involved in the decision-making processes. The Workforce Recruitment and Employment Unit can advise you further.
Reward and recognition
The department implements a variety of reward and recognition programs for employees, all of which are explained in
annual reports. However, nothing has as powerful an effect on employee morale as timely and specific recognition from you.
When permanent employees decide to leave the organisation, they need to provide two weeks' notice by completing a notice to cease employment and an exit survey. Temporary contracts and casual appointments do not require separation notices. Certain forms of separation, such as termination, require approval by an officer with the relevant delegation.
You must ensure employees hand in their corporate cards, access and identification cards and any other means of access to buildings or finances before they leave.