Work level standards

Organising your work, making sound decisions and achieving outcomes

Achieves results

Competent performers at this level organise their assigned tasks and their time, cope with changing priorities and meet deadlines and commitments. They seek guidance, develop effective organisational work habits and learn how to use AFP systems.

Behavioural indicators

• Consistently meets assigned deadlines and delivers on commitments given.
• Discusses and agrees work outcomes with team leader.
• Enhances own knowledge and skills by learning from more experienced members of the team.
• Takes time to develop knowledge of the AFP.
• Approaches changes to priorities and ways of working with enthusiasm and focus.
• Accurately records information on AFP systems and uses information technology to achieve outcomes.

Supports a corporate perspective

Competent performers at this level understand how their work contributes to the team’s objectives. They follow guidelines and procedures accurately and show good judgement about when to escalate issues that impact on the work and may be outside the intent of the guidelines. When providing input to decisions, they include all relevant facts and display logic in suggesting options or recommendations.

Behavioural indicators

• Keeps up to date with the corporate and team objectives and priorities.
• Can describe the purpose of their work and how this contributes to the work of the team.
• Understands the importance of guidelines and procedures and accurately follows the relevant guidelines and procedures.
• Shows good judgement in escalating issues that may not fit comfortably within the guidelines and procedures.
• Thinks and plans ahead – anticipates problems and draws them to the attention of others – suggests solutions.
• Consistently demonstrates good judgement in supporting the decision-making process by researching information, considering options and making logical recommendations.

Shows personal drive and integrity

Competent performers at this level make time to understand the key cultural values of the AFP and practice this in their day-to-day work. They are enthusiastic about their work, show initiative and cope well with setbacks or criticism. They also look for learning opportunities to enhance their skills.

Behavioural indicators

• Understands the AFP’s ethical and professional standards and displays these at all times.
• Discusses examples of ethical and professional standards with others and seeks to develop knowledge in this area.
• Admits openly to not knowing the answer and seeks assistance to resolve the issue.
• Bounces back after setbacks or criticism and remains positive.
• Learns from and accepts responsibility for the consequences of own actions.
• Balances the competing demands of work and life and respects this balance in other team members.
• Seeks opportunities to develop knowledge and skills within the AFP to improve work performance.

Communicating and working effectively with other people

Cultivates productive working relationships

Competent performers at this level build effective working relationships with the team leader and other members of their team, based on mutual respect and an ability to put the objectives of the team above personal objectives. This includes learning how to share knowledge with other team members, giving feedback effectively and being flexible within the team to cope with individual and team requirements.

Behavioural indicators

• Treats other people with respect and courtesy.
• Learns to recognise differences in ideas and individual styles of working and values these differences.
• Proactively participates in team discussions.
• Actively participates in developing strong team relationships by listening to others and anticipating their needs.
• Volunteers for extra work when under-utilised and can cope with varying work demands in a team environment.
• Provides, seeks, values and acts upon constructive and regular feedback.
• Does not cause tensions and conflicts in the workplace.

Communicates with influence

Competent performers at this level have the ability to communicate clearly and concisely with work colleagues or clients, either face to face, within a group or in writing. They are actively practising and developing their communication skills and are able to produce routine correspondence and reports with close supervision and to an acceptable standard.

Behavioural indicators

• Produces written work that is concise, well-expressed and accurately conveys the intended message.
• In face-to-face communication, takes time to listen and ask questions and does not talk over others.
• In group discussions, balances their own contribution with the contribution of others.
• Keeps supervisors and other team members informed on work progress.
• Recognises information that is sensitive and seeks supervisor guidance in determining if that information can be shared or disseminated.

Applying technical knowledge, expertise and skills

Technical knowledge

Competent performers at this level are actively acquiring the basic technical knowledge they will need to contribute effectively to day-to-day tasks and projects. They may have a solid grounding from their studies, but now seek to further develop their knowledge through reading, discussions and doing the work.

Knowledge areas

• Learning the AFP’s policies, procedures and practices in their specialist area – how things are done, what the quality standards are and how the IT systems assist the work.
• Understanding the legislation, regulations and external standards that apply to the work of the team – the legal and accountability requirements that impact on the work of the team.
• Contemporary issues in the technical area of expertise – the social, political and broader technological issues that impact on the work of the team.

Technical skills

Competent performers at this level are acquiring and applying the basic skills of AFP work. They seek to practice and fine-tune their skills under close supervision and to develop more advanced skills that will enable them to take more responsibility in the future. They are able to carry out basic day-to-day tasks, but require close supervision and guidance.

Skill areas

• Takes the appropriate actions in following up either day-to-day tasks or assigned work in an effective, timely and professional way – according to the standards set within the team.
• Collects and evaluates information accurately and efficiently under close supervision.
• Maintains files, information and equipment in accordance with AFP standards.
• Under close supervision, consistently completes the basic tasks to relevant standards.

Organising your work, making sound decisions and achieving outcomes

Achieves results

Competent performers at this level organise their assigned tasks and their time efficiently, cope with changing priorities and consistently meet deadlines and commitments. They seek guidance and actively develop effective organisational work habits and learn how to use AFP systems.

Behavioural indicators

• Consistently and conscientiously meets assigned deadlines and delivers on commitments given.
• Discusses and agrees work outcomes with team leader.
• Enhances own knowledge and skills by learning from more experienced members of the team.
• Takes time to develop knowledge of legislative, policy and regulatory frameworks.
• Approaches changes to priorities and ways of working with enthusiasm and focus.
• Accurately records information on AFP systems and uses information technology to achieve outcomes.

Supports a corporate perspective

Competent performers at this level are aware of the corporate objectives and priorities and understand how their work contributes to the team’s objectives. They follow guidelines and procedures accurately and show good judgement about when to escalate issues that impact on the work and may be outside the intent of the guidelines. When recommending decisions, they include all relevant facts and display logic in suggesting options or recommendations.

Behavioural indicators

• Keeps up to date with the corporate and team objectives and priorities.
• Can describe the purpose of their work and how this contributes to the work of the team.
• Understands the importance of guidelines and procedures and accurately follows the relevant guidelines and procedures.
• Shows good judgement in escalating issues that may not fit comfortably within the guidelines and procedures.
• Thinks and plans ahead – anticipates problems and draws them to the attention of others – suggests solutions.
• Consistently demonstrates good judgement in supporting the decision-making process by researching information, considering options and making logical recommendations.

Shows personal drive and integrity

Competent performers at this level make time to understand the key cultural values of the AFP and practice this in their day-to-day work. They are enthusiastic about their work, show initiative and cope well with setbacks or criticism. They also look for learning opportunities to enhance their skills.

Behavioural indicators

• Understands the AFP’s ethical and professional standards and displays these at all times.
• Discusses examples of ethical and professional standards with others and seeks to develop strong knowledge in this area.
• Admits openly to not knowing the answer and seeks assistance to resolve the issue.
• Bounces back after setbacks or criticism and remains positive.
• Learns from and accepts responsibility for the consequences of own actions.
• Balances the competing demands of work and life and respects this balance in other team members.
• Enthusiastically seeks opportunities to develop knowledge and skills within the AFP to improve work performance.

Communicating and working effectively with other people

Cultivates productive working relationships

Competent performers at this level build effective working relationships with the team leader and other members of their team, based on mutual respect and an ability to put the objectives of the team above personal objectives. This includes learning how to share knowledge with other team members, giving feedback effectively and being flexible in distributing the workload within the team to cope with individual and team requirements.

Behavioural indicators

• Treats other people with respect and courtesy.
• Recognises differences in ideas and individual styles of working and values these differences.
• Proactively participates in team discussions.
• Actively participates in developing strong team relationships by listening to others and anticipating their needs.
• Volunteers for extra work when under-utilised and copes with varying work demands in a team environment.
• Provides, seeks, values and acts upon constructive and regular feedback.
• Does not cause tensions and conflicts in the workplace.

Communicates with influence

Competent performers at this level have the ability to communicate clearly and concisely with work colleagues or clients either face to face, within a group or in writing. They are actively practising and developing their communication skills and can produce routine correspondence and reports with minimal supervision and to an acceptable standard.

Behavioural indicators

• Produces written work that is concise, well-expressed and accurately conveys the intended message.
• In face-to-face communication, takes time to listen and ask questions and does not talk over others.
• In group discussions, balances their own contribution with the contribution of others.
• Keeps supervisors and other team members informed on work progress.
• Recognises information that is sensitive and seeks supervisor guidance in determining if that information can be shared or disseminated.

Applying technical knowledge, expertise and skills

Technical knowledge

Competent performers at this level are actively acquiring the basic technical knowledge they will need to contribute effectively to day-to-day tasks and projects. They may have a solid grounding from their studies, but now seek to further develop their knowledge through reading, discussions and doing the work.

Knowledge areas

• AFP’s policies, procedures and practices in their specialist area – how things are done, what the quality standards are and how the IT systems assist the work.
• Legislation, regulations and external standards that apply to the work of the team – the legal and accountability requirements that impact on the work of the team.
• Contemporary issues in the technical area of expertise – the social, political and broader technological issues that impact on the work of the team.

Technical skills

Competent performers at this level are acquiring and applying the basic skills of AFP work. They seek to practice and fine-tune their skills under supervision and to develop more advanced skills that will enable them to take more responsibility in the future. They are able to carry out basic day-to-day tasks, but require occasional supervision and guidance.

Skill areas

• Takes the appropriate actions in following up either day-to-day tasks or assigned work in an effective, timely and professional way – according to the standards set within the team.
• Collects and evaluates information accurately and efficiently under supervision.
• Maintains files, information and equipment in accordance with AFP standards.
• Under supervision, consistently completes the basic tasks to relevant standards.

Organising your work, making sound decisions and achieving outcomes

Achieves results

Competent performers at this level take responsibility for managing their own work through to completion, work cooperatively with other to achieve shared outcomes, share knowledge and skills with others and adapt to changing priorities and ways of working within the team.

Behavioural indicators

• Commits to action and takes personal responsibility for getting things done.
• Delivers results within agreed timeframes.
• Enhances own knowledge and skills by learning from more experienced members of the team.
• Takes time to develop knowledge of legislative, policy and regulatory frameworks.
• Approaches changes to priorities and ways of working with enthusiasm and focus.
• Shares knowledge and skills with others to achieve team outcomes.

Supports a corporate perspective

Competent performers at this level are aware of the corporate objectives and priorities and apply these to their day-to-day work. They anticipate the impact of decisions on their work and seek to find ways to improve the way that the work is done within the team. When making decisions, they include all relevant facts, display logic in choosing options and in making recommendations.

Behavioural indicators

• Keeps up to date with the corporate and team objectives and priorities.
• Can describe the purpose of their work and how this links to the overall objectives.
• Shows good judgement in allocating priorities to day-to-day work tasks – seeking guidance when required.
• Thinks and plans ahead – anticipates problems and works to resolve them.
• Suggests improvements in the way that the work can be done within the team.
• Consistently demonstrates good judgement in decision-making by researching information, considering options and making logical recommendations.

Shows personal drive and integrity

Competent performers at this level work hard to understand the key cultural values of the AFP and practice them in their day-to-day work. They are enthusiastic about their work, show initiative and cope well with setbacks or criticism. They are also self-motivated in further developing their own skills and careers.

Behavioural indicators

• Understands the AFP’s ethical and professional standards and displays these at all times.
• Bounces back after setbacks or criticism and remains positive.
• Learns from and accepts responsibility for the consequences of own actions.
• Takes giving a commitment seriously, and then delivers on that commitment.
• Has a clear idea of future career directions and has set personal development objectives.
• Balances the competing demands of work and life and respects this balance in other team members.
• Enthusiastically seeks opportunities to develop knowledge and skills within the AFP to improve work performance or career options.

Communicating and working effectively with other people

Cultivates productive working relationships

Competent performers at this level build strong, effective working relationships with other members of their team, key people within the AFP and with their clients. These working relationships are built on mutual respect and a genuine understanding of the needs of others. They also actively seek feedback from others about how their own work can be improved and act on the advice received.

Behavioural indicators

• Treats other people with respect and courtesy.
• Recognises differences in ideas and individual styles of working and values these differences.
• Actively participates in developing a strong team relationship by listening to others, anticipating their needs and sharing responsibility for the objectives of the team.
• Provides, seeks, values and acts upon constructive and regular feedback.
• Acts to reduce tensions and conflicts in the workplace.

Communicates with influence

Competent performers at this level have the ability to communicate clearly and concisely with work colleagues or clients either face to face, within a group or in writing. They listen carefully and actively to others and test their understanding of the issues by reflecting back or summarising. They also understand the protocols and established pathways for sharing information within the team and the AFP.

Behavioural indicators

• Produces written work that is concise, well-expressed and accurately conveys the intended message.
• Takes time to listen and ask questions, modifying the message accordingly, in face-to-face communication.
• Shows judgement and maturity in group discussions, balancing their own contribution with the contribution of others.
• Keeps supervisors and other team members informed on work progress.
• Encourages the contribution of others in an open, honest and non-judgemental way.
• Recognises information that is sensitive and uses established guidelines or seeks supervisor guidance in determining if that information can be shared or disseminated.

Applying technical knowledge, expertise and skills

Technical knowledge

Competent performers at this level are actively acquiring the basic technical knowledge they will need to contribute effectively to day-to-day tasks and projects. They have a solid grounding from their studies and now add to this knowledge with practical examples and tasks, combined with research and discussions with more senior colleagues.

Knowledge areas

• AFP’s policies, procedures and practices in their specialist area – how things are done, what the quality standards are and how the IT systems assist the work.
• Legislation, regulations and external standards that apply to the work of the team – the legal and accountability requirements that impact on the work of the team.
• Contemporary issues in the technical area of expertise – the social, political and broader technological issues that impact on the work of the team.

Technical skills

Competent performers at this level are fine-tuning the basic skills they have acquired through training, and developing the more advanced skills that will enable them to take more responsibility in the future without the need for extensive or close supervision. They can carry out basic day-to-day tasks, but require supervision to integrate the individual task to produce a competent project.

Skill areas

• Takes the appropriate actions in following up either day-to-day tasks or assigned work in an effective, timely and professional way – according to the standards set within the team.
• Collects and evaluates information accurately and efficiently with little supervision.
• Maintains files, information and equipment in accordance with AFP standards.
• Under supervision, assists with the overall integration of tasks and activities to produce effective project outcomes or meet ongoing standards of service delivery.

Organising your work, making sound decisions and achieving outcomes

Achieves results

Competent performers at this level take responsibility for achieving the objectives they are allocated and managing their own work through to completion. They require minimal supervision to achieve high-quality results. They anticipate and adapt to changing priorities and suggest new ways of working within the team.

Behavioural indicators

• Commits to action and takes personal responsibility for their contribution to the achievement of team objectives.
• Consistently delivers on objectives within agreed timeframes and to agreed standards.
• Takes time to develop knowledge of legislative, policy and regulatory frameworks, keep up to date with changes and share these with others.
• Anticipates and supports changes to priorities and suggests improved ways of working with enthusiasm and focus.
• Shares knowledge and skills with others to achieve team outcomes.

Supports a corporate perspective

Competent performers at this level ensure they are up to date with the corporate objectives and priorities and apply these to their day-to-day work. They anticipate changes both within and external to the AFP and seek to find ways to improve the way that the work is done within the team. When making decisions, they systematically analyse the nature of the problem, include all relevant facts, display logic in choosing options, document the basis for the decision and invariably make good decisions and recommendations.

Behavioural indicators

• Systematically finds ways to keep up to date with the corporate and team objectives and priorities.
• Understands the purpose of their work and how this links to the overall objectives of the AFP.
• Shows good judgement in allocating priorities to day-to-day work tasks in the broader context of team and AFP priorities.
• Thinks and plans ahead – anticipates changes in the environment or emerging problems and works to resolve them.
• Consistently demonstrates good judgement in decision-making by exploring the nature of the problem, researching information, considering options, documenting evidence and making logical recommendations.
• Contributes creative and innovative solutions or new ways to work based on knowledge of other areas of the AFP or other organisations.

Shows personal drive and integrity

Competent performers at this level display behaviours that are consistent with key cultural values of the AFP in their day-to-day work. They are enthusiastic about their work, show initiative and cope well with setbacks or criticism. They have a positive influence on other team members and encourage high ethical and professional standards. They are also self-motivated, seeking frequent feedback and actively developing their own skills and careers.

Behavioural indicators

• Understands the AFP’s cultural, ethical and professional standards and displays these at all times – providing a model for other team members.
• Bounces back after setbacks or criticism, remains positive and finds ways to improve.
• Learns from, and accepts responsibility for, the consequences of own actions.
• Takes giving a commitment seriously and then delivers on that commitment.
• Seeks broad feedback and uses this to develop self-knowledge – has a clear idea of future career directions and has set personal development objectives.
• Balances the competing demands of work and life and encourages this balance in other team members.
• Has a positive influence on the motivation and the ethical and professional standards of other team members.

Communicating and working effectively with other people

Cultivates productive working relationships

Competent performers at this level contribute as a team member by encouraging cooperation, tolerance of individual differences, effective feedback, sharing of knowledge and a focus on the objectives of the team. They build effective relationships with other members of their team, key people within the AFP and with their clients. These working relationships are built on mutual respect and a genuine understanding of the needs of others.

Behavioural indicators

• Invariably treats other people with respect and courtesy.
• Recognises differences in ideas and individual styles of working and values these differences.
• Actively participates in developing a strong team relationship by encouraging cooperation, tolerance of individual differences, effective feedback, sharing of knowledge and a focus on the objectives of the team.
• Provides, seeks, values and acts upon constructive and regular feedback.
• Anticipates growing tensions and conflicts in the workplace and acts to reduce them.
• Encourages others to develop their own capabilities and assists with coaching, mentoring or finding the resource.

Communicates with influence

Competent performers at this level communicate clearly and concisely with work colleagues or clients either face to face, within a group or in writing. They display good communication skills in making presentations, conducting interviews, running meetings and encouraging the contribution of others. They also show good judgement in complying with the protocols and established pathways for sharing information within the AFP and anticipate the need to share information.

Behavioural indicators

• Produces written work that is concise, well-expressed and accurately conveys the intended message – ensuring it is adapted to meet the needs of the audience.
• Takes time to listen and ask questions, modifying the message accordingly, in face-to-face communication – reflecting back what is heard to ensure clear communication.
• Displays good communication skills in running meetings, making presentations and conducting interviews.
• Encourages the contribution of others in an open, honest and non-judgemental way.
• Shows good judgment in assessing information that is sensitive and uses established guidelines in determining if that information can be shared or disseminated.

Applying technical knowledge, expertise and skills

Technical knowledge

Competent performers at this level apply extensive technical knowledge to meet the objectives of the team. They have extensive practical knowledge of their technical area and use this to take complete responsibility for standard projects. They systematically maintain and further develop their technical knowledge so that they can take further responsibility for more complex projects.

Knowledge areas

• AFP’s policies, procedures and practices in their specialist area – how things are done, what the quality standards are and how the IT systems assist the work.
• Legislation, regulations and external standards that apply to the work of the team – the legal and accountability requirements that impact on the work of the team.
• Contemporary issues in the technical area of expertise – the social, political and broader technological issues that impact on the work of the team.

Technical skills

Competent performers at this level have developed a high level of practical technical skills that allow them to take complete responsibility for standard projects. They systematically maintain and further develop their technical skills so that they can take further responsibility for more complex projects.

Skill areas

• Takes the appropriate actions in managing assigned projects in an effective, timely and professional way – according to the standards set within the team and within the AFP.
• Collects, evaluates, organises and shares information accurately, efficiently and autonomously.
• Maintains files, information and equipment in accordance with AFP standards.
• Assists with the overall integration of tasks and activities to produce effective project outcomes or meet ongoing standards of service delivery.

Organising your work, making sound decisions and achieving outcomes

Achieves results

Competent performers at this level take responsibility for achieving the objectives they are allocated and managing their own work through to completion. They require minimal supervision to achieve high-quality outcomes for complex projects or in demanding environments. They anticipate and adapt to changing priorities and develop new ways of working within the team.

Behavioural indicators

• Takes responsibility for complex projects or demanding environments and delivers on the intended results.
• Commits to action and takes personal responsibility for own contribution to the achievement of team objectives.
• Consistently delivers on objectives within agreed timeframes and to agreed standards despite competing priorities.
• Anticipates and encourages changes to priorities and develops improved ways of working with enthusiasm and focus.
• Shares knowledge and skills with others to achieve team outcomes – encourages others to share information.

Supports a corporate perspective

Competent performers at this level ensure they are up to date with the corporate objectives and priorities, anticipate external changes and seek better practices in other organisations. They have a clear understanding of how their work and the work of the team contributes to the AFP objectives and to society. Their decision-making is professional, considered, well-documented and invariably correct. They plan for the future and consider the implications of broader issues in their day-to-day work.

Behavioural indicators

• Systematically ensures up-to-date knowledge of the corporate and team objectives and priorities.
• Has a clear understanding of the purpose of their work and how this links to the overall objectives of the AFP and contributes to society.
• Shows good judgement in the face of competing or complex priorities to decide on own day-to-day work tasks.
• Thinks and plans ahead – anticipates changes in the environment or emerging problems and works to resolve them – develops and shares plans with others.
• Consistently demonstrates good judgement in decision-making by exploring the nature of the problem, researching information, considering options, documenting evidence and making logical recommendations.
• Contributes creative and innovative solutions or new ways to work based on knowledge of best practice in other organisations.

Shows personal drive and integrity

Competent performers at this level display behaviours that are consistent with key cultural values of the AFP in their day-to-day work. They are enthusiastic about their work, show initiative and cope well with setbacks or criticism. They have a positive influence on other team members and encourage high ethical and professional standards. They are also self-motivated, seeking frequent feedback and actively developing their own skills and careers.

Behavioural indicators

• Understands the AFP’s cultural, ethical and professional standards and displays these at all times – providing a model for other team members.
• Shows personal commitment and loyalty to the AFP – supporting policies despite personal preferences.
• Bounces back after setbacks or criticism, remains positive and finds ways to improve.
• Learns from and accepts responsibility for the consequences of own actions – honestly admits to making mistakes.
• Sets high personal expectations – takes giving a commitment seriously, and then delivers on that commitment.
• Seeks broad feedback and uses this to develop self-knowledge – has a clear idea of future career directions and has set personal development objectives.
• Balances the competing demands of work and life and encourages this balance in other team members.
• Seeks to inspire and have a positive influence on the motivation and the ethical and professional standards of other team members.

Communicating and working effectively with other people

Cultivates productive working relationships

Competent performers at this level contribute as a senior member of the team by encouraging cooperation, tolerance of individual differences, effective feedback, sharing of knowledge and a focus on the objectives of the team. They network and build effective relationships with key people within the AFP, with other agencies and with their clients. They seek to create an effective team environment and support the team leader in this area.

Behavioural indicators

• Devotes time to building effective professional networks.
• Invariably treats other people with respect and courtesy.
• Recognises differences in ideas and individual styles of working and values these differences.
• Actively supports the team leader in developing a strong team relationship by encouraging cooperation, tolerance of individual differences, effective feedback, sharing of knowledge and a focus on the objectives of the team.
• Provides, seeks, values and acts upon constructive and regular feedback.
• Seeks opportunities to encourage others to develop their own capabilities and assist with coaching, mentoring or finding resources.

Communicates with influence

Competent performers at this level communicate clearly and concisely with a wide range of stakeholders about technical issues in writing and orally. They display high-level communication skills in a range of situations, including presentations, interviews, meetings and negotiations. They also contribute to the way the team complies with the protocols and established pathways for sharing information within the AFP.

Behavioural indicators

• Produces written work that is concise, well-expressed and accurately conveys the intended message – ensuring it is adapted to meet the needs of the audience – even when the subject matter is highly technical.
• Takes time to listen and ask questions, modifying the message accordingly, in face-to-face communication – reflecting back what is heard to ensure clear communication.
• Displays good communication skills in running meetings, making presentations, conducting interviews and negotiating.
• Encourages the contribution of others in an open, honest and non-judgemental way.
• Contributes to the strategies and judgements within the team in assessing information that is sensitive and uses established guidelines in determining if that information can be shared or disseminated.

Applying technical knowledge, expertise and skills

Technical knowledge

Competent performers at this level are seen as technical experts. They apply extensive and expert technical knowledge to meet the objectives of the team. They take complete responsibility for complex, challenging or sensitive projects. They play a leading role in promoting higher technical capabilities within the team.

Knowledge areas

• AFP’s policies, procedures and practices in their specialist area – how things are done, what the quality standards are and how the IT systems assist the work.
• Legislation, regulations and external standards that apply to the work of the team – the legal and accountability requirements that impact on the work of the team.
• Contemporary issues in the technical area of expertise – the social, political and broader technological issues that impact on the work of the team.

Technical skills

Competent performers at this level display expert and highly practised skills in taking responsibility for complex, challenging or sensitive projects. They play a leading role in promoting higher technical capabilities within the team.

Skill areas

• Takes the appropriate actions in managing complex, challenging or sensitive projects in an effective, timely and professional way – according to the standards set within the team and within the AFP.
• Collects, evaluates, organises and shares information accurately, efficiently and autonomously.
• Manages the overall integration of tasks and activities to produce effective project outcomes or meet ongoing standards of service delivery.
• Takes responsibility for developing the technical capabilities of the team in a particular area.

Achieves results

Achieves team objectives and delivers intended results

Competent performers at this level plan the activities of the team, allocate resources wisely and take responsibility for the outcomes and performance of the team despite challenging objectives.

Behavioural indicators

• Plans, schedules, prioritises and delegates work within the team effectively.
• Monitors the effective use of financial resources within the team in accordance with AFP requirements.
• Monitors progress towards objectives and intervenes when necessary to overcome difficulties.
• Takes personal responsibility for achieving the objectives of the team.

Builds capability and responsiveness within the team

Competent performers at this level make sure that the team has the skills required to meet the objectives, both now and in the future, and that the team responds flexibly to changing priorities and demands.

Behavioural indicators

• Ensures critical skills and knowledge are maintained and updated within the team.
• Ensures team members use information technology effectively and record information to AFP standards.
• Is flexible and able to adapt the work of the team to changing priorities and the demands of investigations or projects.

Adapts to, supports and manages change

Competent performers at this level seek ways to improve the work of the team and support the changes and improvements from the broader organisation.

Behavioural indicators

• Seeks ways to improve the way that the work is done or ways to save money.
• Implements change within the team with skill and with a good understanding of the difficulty of achieving lasting change.
• Supports organisational change and encourages team members to understand and adapt to change.

Uses expertise to achieve team objectives

Competent performers at this level make use of the skills and knowledge available to them both within the team or externally to ensure that they meet the team’s objectives.

Behavioural indicators

• Identifies the professional or technical requirements critical for success in any investigation or project and makes sure these are available to achieve the objectives.
• Uses external expertise to further develop and enhance the skills and knowledge of the team.
• Provides challenging work for team members that provides them with development opportunities in professional and technical areas.

Contributes to strategic thinking

Supports shared purpose and direction

Competent performers at this level communicate with the team about the purpose of their work and how this relates to the broader organisational objectives.

Behavioural indicators

• Provides opportunities for team members to question and reflect on the purpose of their work.
• Supports and promotes the broader objectives of the AFP.
• Keeps team members informed of changes in objectives, priorities or the way that work is done.

Thinks ahead and anticipates changes

Competent performers at this level take time to consider the impact of day-to-day work or decisions on future needs and modify their decisions. They anticipate likely changes and make changes proactively.

Behavioural indicators

• Takes time to consider future requirements and identifies ways to modify current work to better meet anticipated needs.
• Communicates the likely future needs and changes to the team in a way that helps the team to adapt and anticipate.
• Engages with others to identify emerging trends in work, technical, political and social issues.

Seeks, shares and applies information on broader issues

Competent performers at this level keep up to date with the broader environment in which the team operates and use this broader perspective to help the team achieve its objectives.

Behavioural indicators

• Systematically collects information about the broader organisational, technical, political or social issues that might have an impact on the work of the team.
• Identifies issues that are likely to have an impact on the team and shares this information with the team.
• Compares the work of the team with best practice in other teams to encourage improved performance.

Shows judgement, intelligence and common sense

Competent performers at this level systematically make or recommend good decisions based on good consideration of the issues, identification of the options and logical arguments clearly supporting the decision or recommendation.

Behavioural indicators

• Draws on information from a range of sources and uses experience and common sense to analyse what is important and how it should be used.
• Develops innovative and effective options based on good knowledge of the issues.
• Displays logic and strategic thinking in recommending an option or in making a decision.
• Systematically evaluates recommendations and decisions once they are implemented and uses this to inform future decisions.

Cultivates productive working relationships

Develops internal and external networks

Competent performers at this level make time to develop and enhance their professional and organisational networks and engage with their clients to ensure high levels of service.

Behavioural indicators

• Takes time to participate in and enhance professional and organisational networks.
• Captures information on networks and shares this with the team.
• Engages with stakeholders and clients to ensure that their needs are met and high levels of service are provided.
• Exchanges information with others to develop high levels of cooperation and sharing.

Creates and maintains a cooperative team environment

Competent performers at this level involve team members in the work of the team, recognise their contribution and encourage collaboration and cooperation.

Behavioural indicators

• Builds rapport and an understanding of the needs of others within the team, encouraging shared objectives.
• Makes an effort to recognise the contribution of team members in ways that increase their motivation.
• Models cooperative and collaborative behaviours within the team in sharing workloads and assisting others to achieve shared objectives.

Values and uses individual differences and diversity

Competent performers at this level model tolerance and respect and encourage diversity within the team in terms of ways of working, new ideas, interpersonal style and knowledge of other cultures.

Behavioural indicators

• Actively seeks diversity in the make-up of the team to increase flexibility and responsiveness.
• Discerns the preferred working styles of team members and factors this into the management of people and tasks.
• Encourages tolerance and understanding, including in honest discussion of sensitive issues.
• Treats people with respect and courtesy regardless of their views or style of argument.
• Does not show favouritism or bias in dealing with people.

Guides, mentors and develops people

Competent performers at this level make time to engage with team members to assist them in developing their capabilities. They support their development, suggest changes in behaviour, coach new skills and give honest feedback.

Behavioural indicators

• Makes time to discuss development issues with team members despite competing or more urgent priorities.
• Encourages team members to develop their own skills.
• Looks for opportunities outside the team to help meet the development needs of team members.
• Provides clear, constructive and timely feedback to team members in a way that encourages learning.
• Sets clear performance standards and addresses underperformance with skill, courage and tenacity.

Shows personal drive and integrity

Demonstrates professional and ethical behaviours

Competent performers at this level not only adhere to the AFP standards and values and act in accordance with legislation, policies and regulations; they also create that professional and ethical environment within the team.

Behavioural indicators

• Models the AFP professional and ethical behaviours at all times.
• Meets commitments given to others.
• Has a strong knowledge of the legislative, policy and regulation framework relevant to the team, adheres to the requirements and encourages conformance within the team.
• Shows commitment to the AFP and always supports organisational policies despite personal preferences.

Displays initiative, courage and resilience

Competent performers at this level are proactive and display initiative in addressing issues, show courage when the risks and consequences are substantial, and display resilience in the face of setbacks and criticism. They acknowledge mistakes and learn from them.

Behavioural indicators

• Proactively identifies issues that need to be addressed and takes action to solve the problem.
• Evaluates the risks of action or inaction, makes an informed decision and accepts the consequences.
• Displays drive and energy in achieving outcomes despite setbacks, challenges and changes in priorities or resources.
• Acknowledges mistakes and learns from them – admits to a lack of knowledge and seeks clarification or assistance.

Models an effective work-life balance

Competent performers at this level not only model an effective work-life balance, they also assist team members to achieve the right balance for the individual.

Behavioural indicators

• Promotes and models an informed work-life balance.
• Considers the personal health and well-being of team members in the allocation of work and the achievement of objectives.
• Ensures team members actively support and access AFP work-life strategies.

Demonstrates self-knowledge and a commitment to growth

Competent performers at this level have an informed view of their own strengths and weaknesses, have a plan to develop their own capabilities and take personal responsibility for advancing their career.

Behavioural indicators

• Makes time to discuss own development options with others.
• Has an agreed plan to further develop own capabilities and then implements it despite competing priorities.
• Makes time to hear feedback and to reflect on views in order to understand own strengths and weaknesses.
• Monitors progress in developing new capabilities and sets new targets to be achieved.

Communicates with influence

Communicates clearly

Competent performers at this level have the ability to communicate clearly and concisely with work colleagues or clients either orally or in writing, often skilfully using presentations, project plans and meetings to communicate more effectively.

Behavioural indicators

• Shows skill in facilitating and encouraging others’ input in meetings, including non-verbal communication.
• Produces written work that is concise, well-expressed and accurately conveys the intended message, with minimal need for correction.
• Makes presentations to groups that engage the audience and leaves clear messages.
• Chooses the best available way to communicate messages to others in order to produce the desired outcome.

Keeps self and others informed

Competent performers at this level use their own knowledge to anticipate what information is important to others and ensure that it is shared. They also seek opportunities to hear the views of others and share their own views with team members.

Behavioural indicators

• Proposes innovative or challenging ideas in a group discussion with skill; inviting feedback and discussion and seeking a mutually beneficial outcome.
• Anticipates information that would have an impact on others’ work and brings this to their attention – keeping in mind the established pathways within the AFP and the need to treat some information as sensitive.

Listens, understands and adapts to the audience

Competent performers at this level take time to understand the ideas and concerns of others and modify their arguments to better meet the needs of the intended audience. They encourage others to talk, share ideas and different views.

Behavioural indicators

• Displays active listening skills – asking questions and reflecting back understanding to ensure effective communication.
• Takes time to develop a deep understanding of key issues or problems of clients, including the rational and emotional issues, and then proposes a more effective solution to the whole problem.
• Influences others by thoughtful understanding of the issues and an appreciation of the needs and motives of the audience.

Negotiates and works to reconcile diverse views

Competent performers at this level have a basic understanding of negotiation skills and apply this to resolving issues within the team.

Behavioural indicators

• Displays a basic understanding of negotiation techniques but shows sensitivity and understanding at all times.
• Listens to and evaluates differing ideas and views and attempts to bring these together in a mutually satisfactory way.
• Recognises when to escalate workplace conflicts to a higher level for resolution.

Achieves results

Achieves team objectives and delivers intended results

Competent performers at this level plan the activities of the team, allocate resources wisely and take responsibility for the outcomes and performance of the team despite challenging objectives. They also ensure the team objectives are achieved.

Behavioural indicators

• Plans, schedules, prioritises and delegates work within the team effectively.
• Monitors the effective use of financial resources within the team in accordance with AFP requirements.
• Monitors progress towards objectives and intervenes when necessary to overcome difficulties.
• Takes personal responsibility for achieving the objectives of the team and meets objectives as required.

Builds capability and responsiveness within the team

Competent performers at this level make sure that the team has the skills required to meet the objectives, both now and in the future, and that the team responds flexibly to changing priorities and demands.

Behavioural indicators

• Ensures critical skills and knowledge are maintained and updated within the team – plans capability development for the future.
• Ensures team members use information technology effectively and record information to AFP standards.
• Is flexible and able to adapt the work of the team to changing priorities and the demands of investigations or projects.

Adapts to, supports and manages change

Competent performers at this level seek ways to improve the work of the team and actively encourage the changes and improvements from the broader organisation.

Behavioural indicators

• Seeks ways to improve the way that the work is done or ways to save money.
• Implements change within the team with skill and with a good understanding of the difficulty of achieving lasting change and taking individual responses to change into account.
• Actively seeks organisational change and encourages team members to understand and adapt to change

Uses expertise to achieve team objectives

Competent performers at this level make use of the skills and knowledge available to them both within the team or externally to ensure that they meet the team’s objectives. They also seek to find and grow external expertise.

Behavioural indicators

• Identifies the professional or technical requirements critical for success in any investigation or project and ensures that these are available to achieve the objectives.
• Strategically uses external expertise to further develop and enhance the skills and knowledge of the team.
• Provides challenging work for team members that provides them with development opportunities in professional and technical areas.

Contributes to strategic thinking

Supports shared purpose and direction

Competent performers at this level ensure effective communication with the team about the purpose of their work and how this relates to the broader organisational objectives.

Behavioural indicators

• Ensures team members are provided with opportunities to question and reflect on the purpose of their work.
• Supports and promotes the broader objectives of the AFP.
• Systematically keeps team members informed of changes in objectives, priorities or the way that work is done.

Thinks ahead and anticipates changes

Competent performers at this level ensure they consider the impact of day-to-day work or decisions on future needs and modify their decisions. They anticipate likely changes and make changes proactively.

Behavioural indicators

• Ensures future requirements are discussed and identifies ways to modify current work to better meet anticipated needs.
• Communicates the likely future needs and changes to the team in a way that helps the team to adapt and anticipate.
• Engages with others to identify emerging trends in work, technical, political and social issues.

Seeks, shares and applies information on broader issues

Competent performers at this level make time and systematically ensure they keep up to date with the broader environment in which the team operates, and use this broader perspective to help the team achieve its objectives.

Behavioural indicators

• Systematically collects information about the broader organisational, technical, political or social issues that might have an impact on the work of the team.
• Identifies issues that are likely to have an impact on the team and shares this information with the team.
• Compares the work of the team with best practice in other teams to encourage improved performance.
• Understands the broader relationships within AFP stakeholders and enhances the relationships in this area.

Shows judgement, intelligence and common sense

Competent performers at this level systematically make or recommend good decisions based on good consideration of the issues, identification of the options and logical arguments clearly supporting the decision or recommendation.

Behavioural indicators

• Draws on information from a range of sources and uses experience and common sense to analyse what is important and how it should be used.
• Develops innovative and effective options based on good knowledge of the issues.
• Displays logic and strategic thinking in recommending an option or in making a decision.
• Systematically evaluates recommendations and decisions once they are implemented and uses this to inform future decisions.

Cultivates productive working relationships

Develops internal and external networks

Competent performers at this level seek opportunities to develop and enhance their professional and organisational networks, and engage with their clients to ensure high levels of service.

Behavioural indicators

• Seeks opportunities to participate in and enhance professional and organisational networks.
• Systematically captures information on networks and shares this with the team.
• Frequently engages with stakeholders and clients to ensure that their needs are met and high levels of service are provided.
• Exchanges information with others to develop high levels of cooperation and sharing.

Creates and maintains a cooperative team environment

Competent performers at this level ensure team members are involved in the work of the team, ensure their contribution is recognised and actively encourage collaboration and cooperation.

Behavioural indicators

• Actively builds rapport and encourages an understanding of the needs of others within the team.
• Systematically and regularly recognises the contribution of team members in ways that increase their motivation.
• Models cooperative and collaborative behaviours within the team in sharing workloads and assisting others, and encourages others to behave in a similar way.

Values and uses individual differences and diversity

Competent performers at this level invariably model tolerance and respect and encourage diversity within the team in terms of ways of working, new ideas, interpersonal style and knowledge of other cultures.

Behavioural indicators

• Actively seeks diversity in the make-up of the team to increase flexibility and responsiveness.
• Discerns the preferred working styles of team members and factors this into the management of people and tasks.
• Encourages tolerance and understanding, including in honest discussion of sensitive issues.
• Treats people with respect and courtesy regardless of their views or style of argument and does not show favouritism or bias in dealing with people.

Guides, mentors and develops people

Competent performers at this level ensure they engage with team members to assist them in developing their capabilities. They support their development, suggest changes in behaviour, coach new skills and give honest feedback.

Behavioural indicators

• Systematically and frequently discusses development issues with team members and develops practical plans and assistance while encouraging team members to develop their own skills.
• Looks for opportunities outside the team to help meet the development needs of team members.
• Frequently provides clear, constructive and timely feedback to team members in a way that encourages learning.
• Sets clear performance standards and addresses underperformance with skill, courage and tenacity.

Shows personal drive and integrity

Demonstrates professional and ethical behaviours

Competent performers at this level not only adhere to the AFP standards and values and act in accord with legislation, policies and regulations; they also ensure that there is a professional and ethical environment within the team.

Behavioural indicators

• Models the AFP professional and ethical behaviours at all times.
• Meets commitments given to others.
• Encourages a strong knowledge of the legislative, policy and regulation framework within the team, and encourages conformance to these requirements within the team.
• Shows commitment to the AFP and always supports organisational policies despite personal preferences.

Displays initiative, courage and resilience

Competent performers at this level are proactive and display initiative in addressing issues, show courage when the risks and consequences are substantial, and display resilience in the face of setbacks and criticism. They acknowledge mistakes and learn from them.

Behavioural indicators

• Proactively identifies issues that need to be addressed and takes action to solve the problem.
• Evaluates the risks of action or inaction, makes an informed decision and accepts the consequences.
• Consistently displays drive and energy in achieving outcomes despite setbacks, challenges and changes in priorities or resources.
• Acknowledges mistakes and learns from them – admits to a lack of knowledge and seeks clarification or assistance.

Models an effective work-life balance

Competent performers at this level not only model an effective work-life balance, they also assist team members to achieve the right balance for the individual.

Behavioural indicators

• Promotes and models an informed work-life balance.
• Considers the personal health and well-being of team members in the allocation of work and the achievement of objectives.
• Ensures team members actively support and access AFP work-life strategies.

Demonstrates self-knowledge and a commitment to growth

Competent performers at this level ensure they have a well-informed view of their own strengths and weaknesses, have a plan to develop their own capabilities and take personal responsibility for advancing their career.

Behavioural indicators

• Makes time to discuss own development options with others, both within and outside the immediate work area.
• Has an agreed and documented plan to further develop own capabilities and then implements it despite competing priorities.
• Ensures feedback and views of own strengths and weaknesses are systematically and regularly collected.
• Sets targets for personal development and monitors progress in developing new capabilities

Communicates with influence

Communicates clearly

Competent performers at this level have the ability to communicate clearly and concisely with work colleagues or clients either orally or in writing, often skilfully using presentations, project plans and meetings to communicate more effectively.

Behavioural indicators

• Shows skill in facilitating and encouraging others’ input in meetings, including non-verbal communication.
• Produces written work that is concise, well-expressed and accurately conveys the intended message, with minimal need for correction.
• Makes presentations to groups that engage the audience and leaves clear messages.
• Chooses the best available way to communicate messages to others in order to produce the desired outcome.

Keeps self and others informed

Competent performers at this level use their own knowledge and judgement to anticipate what information is important to others and ensure that it is shared. They also seek opportunities to hear the views of others and share their own views with team members.

Behavioural indicators

• Proposes innovative or challenging ideas in a group discussion with skill; inviting feedback and discussion, responding flexibly and seeking a mutually beneficial outcome.
• Anticipates information that would have an impact on others’ work and brings this to their attention – balancing the need to treat some information as sensitive with the benefits of sharing information.

Listens, understands and adapts to the audience

Competent performers at this level ensure they understand the ideas and concerns of others and modify their arguments to better meet the needs of the intended audience. They encourage an environment within the team of talking, sharing ideas and respecting different views.

Behavioural indicators

• Displays highly developed listening skills – asking questions and reflecting back understanding to ensure effective communication.
• Ensures the development of a deep understanding of key issues or problems of clients, including the rational and emotional issues, and then proposes a more effective solution to the whole problem.
• Influences others by thoughtful understanding of the issues and an appreciation of the needs and motives of the audience.

Negotiates and works to reconcile diverse views

Competent performers at this level have a good understanding of negotiation skills and apply this to resolving issues within the team.

Behavioural indicators

• Displays a thorough understanding of negotiation techniques, but shows sensitivity and understanding at all times.
• Listens to and evaluates differing ideas and views and attempts to bring these together in a mutually satisfactory way.
• Creates a team environment that genuinely and openly tests ideas and finds common ground.
• Recognises when to escalate workplace conflicts to a higher level for resolution.

Achieves results

Achieves team objectives and delivers on intended results

Competent performers at this level take largely autonomous responsibility for the resources, outcomes and performance of one or more teams, often in demanding or complex environments, and invariably deliver on the desired outcomes.

Behavioural indicators

• Plans, schedules, prioritises and delegates work within the team with skill and judgement.
• Monitors the effective use of financial resources within the team in accordance with AFP requirements.
• Sets clear objectives for others, monitors their progress towards objectives and intervenes when necessary to overcome difficulties.
• Takes total responsibility for achieving the objectives of the team and invariably delivers on the desired outcomes.

Builds capability and responsiveness within the team

Competent performers at this level build the capability of their team systematically and in line with corporate objectives and strategies. They ensure the team responds flexibly to changing priorities and demands.

Behavioural indicators

• Plans capability development for the team and sets targets for the future – consistently building capability.
• Clearly identifies critical skills and knowledge and ensures they are maintained and updated within the team.
• Encourages a flexible and adaptable team environment.
• Ensures team members are aware of and comply with legislative, policy and regulatory frameworks.

Leads and manages change

Competent performers at this level continually and actively seek ways to improve the work of the team or to drive more strategic, organisational change within the team. They also actively contribute to broader organisational change.

Behavioural indicators

• Encourages innovation or suggestions for change within the team.
• Implements broader organisational change within the team with strong commitment, personal example and good knowledge of change management techniques.
• Actively seeks to contribute to broader organisational change within the AFP.

Uses expertise to achieve team objectives

Competent performers at this level build networks and registers of people and expertise beyond the immediate team that they can draw upon to achieve the team objectives. They make effective and efficient use of all available resources to achieve outcomes.

Behavioural indicators

• Identifies the professional or technical requirements critical for success in any investigation or project and sources this expertise quickly and efficiently.
• Captures and shares information about relevant external expertise.
• Strategically uses external expertise and challenging work to further develop and enhance the skills and knowledge of the team.

Contributes to strategic thinking

Promotes shared purpose and direction

Competent performers at this level inspire a sense of purpose and direction in their team. They set the direction of the team within the broader AFP and community context.

Behavioural indicators

• Creates a shared understanding of what has to be achieved and why this is important.
• Encourages questions and reflections on the purpose of the work of the team.
• Links the broader objectives of the AFP to day-to-day work.
• Invariably keeps team members informed of changes in objectives, priorities or the way that work is done.

Thinks ahead and includes broader perspectives

Competent performers at this level anticipate, discuss and plan for future requirements or broader AFP or community issues, and link this to changes in the day-to-day work of the team.

Behavioural indicators

• Ensures future requirements are discussed and analysed – identifies ways to modify current work to better meet anticipated needs.
• Communicates the broader context of the work of the team and anticipates changes in this context.
• Systematically seeks ways of keeping up to date and engaging with others to identify emerging trends in work, technical, political and social issues.

Harnesses information and opportunities

Competent performers at this level make time and systematically ensure they keep up to date with the broader environment in which the team operates, and use this broader perspective to help the team achieve its objectives, adapt to changes and improve performance.

Behavioural indicators

• Systematically collects information about the broader organisational, technical, political or social issues that might have an impact on the work of the team.
• Identifies issues that are likely to have an impact on the team and shares this information with the team.
• Compares the work of the team with best practice in other teams to encourage improved performance.
• Understands the broader relationships within AFP stakeholders and enhances the relationships in this area.

Shows judgement, intelligence and common sense

Competent performers at this level systematically make good decisions based on consideration of the issues, innovative approaches to identify options and logical arguments clearly supporting the decision. They cope well with high levels of complexity.

Behavioural indicators

• Evaluates complex information quickly, critically and accurately to identify core issues and possible solutions.
• Develops innovative and effective options based on broad or detailed knowledge of the issues.
• Displays logic and strategic thinking in making a decision; balancing risks and ambiguity to make timely decisions.
• Systematically evaluates decisions once they are implemented and uses this to inform future decisions.

Cultivates productive working relationships

Develops internal and external networks

Competent performers at this level build strong and diverse networks on a systematic basis, and engage with their clients to ensure high levels of service.

Behavioural indicators

• Sets targets and makes resources available to build organisational and professional networks.
• Systematically captures information on networks and encourages the sharing of networks within the team.
• Systematically and frequently engages with stakeholders and clients to ensure that their needs are met and high levels of service are provided.

Creates and maintains a cooperative team environment

Competent performers at this level create a cooperative and collaborative team environment; one that is responsive and flexible in meeting the team objectives and where each team member’s contribution is recognised.

Behavioural indicators

• Balances the need to achieve team objectives with the individual needs of team members – makes reasonable demands of team members in order to achieve high performance.
• Systematically and regularly recognises the contribution of team members in ways that increase their motivation.
• Models cooperative and collaborative behaviours within the team in sharing workloads and assisting others, and rewards others for demonstrating collaborative behaviours.

Values and uses individual differences and diversity

Competent performers at this level create a team culture that is based on tolerance and respect and which encourages diversity within the team in terms of ways of working, new ideas, interpersonal style and knowledge of other cultures.

Behavioural indicators

• Actively seeks diversity in the make-up of the team to increase flexibility and responsiveness.
• Encourages team members to understand the preferred working styles of others and factors this into ways of working with each other.
• Encourages tolerance and understanding, including in honest discussion of sensitive issues.
• Treats people with respect and courtesy regardless of their views or style of argument and does not show favouritism or bias in dealing with people.

Guides, mentors and develops people

Competent performers at this level take responsibility for building and encouraging the individual capabilities of team members. They support their development, suggest changes in behaviour, coach new skills and give honest feedback.

Behavioural indicators

• Systematically supports the development of practical development and career plans, while encouraging team members to take responsibility for developing their own skills.
• Looks for opportunities outside the team to help meet the development needs of team members.
• Frequently provides clear, constructive and timely feedback to team members in a way that encourages learning.
• Sets clear performance standards and addresses underperformance with skill, courage and tenacity.

Shows personal drive and integrity

Demonstrates professional and ethical behaviours

Competent performers at this level create clear expectations of an ethical and professional environment within the team; they conform to those values themselves and expect others to do the same. They consistently act on non-conformance or unethical behaviours.

Behavioural indicators

• Models the AFP professional and ethical behaviours at all times.
• Encourages a strong knowledge of the legislative, policy and regulation framework within the team, and encourages conformance to these requirements within the team.
• Shows commitment to the AFP and always supports organisational policies despite personal preferences.
• Acts quickly to address non-conformance with values or other examples of unprofessional or unethical behaviour.

Displays initiative, courage and resilience

Competent performers at this level are proactive and display initiative in addressing issues, show courage when required, and display resilience in the face of setbacks and criticism. They support and encourage other team members in displaying initiative, courage and resilience.

Behavioural indicators

• Proactively identifies issues that need to be addressed and takes action to solve the problem.
• Evaluates the risks of action or inaction, makes an informed decision and accepts the consequences.
• Consistently displays drive and energy in achieving outcomes.
• Acknowledges mistakes and learns from them – admits to a lack of knowledge and seeks clarification or assistance.
• Supports team members when they need to display courage or resilience in challenging circumstances.

Models an effective work-life balance

Competent performers at this level create an environment in the team where achieving an effective work-life balance over the longer term is given a high priority.

Behavioural indicators

• Promotes and models an informed work-life balance.
• Considers the personal health and well-being of team members in the allocation of work and the achievement of objectives.
• Encourages discussion and a longer-term perspective of the importance of work–life balance within the team.

Demonstrates self-knowledge and a commitment to growth

Competent performers at this level aspire to being more effective by building their own capabilities. They ensure they have a well-informed view of their own strengths and weaknesses, have articulated a plan, make time for development and take personal responsibility for advancing their career.

Behavioural indicators

• Makes time to discuss own development options with others, both within and outside the immediate work area.
• Has an agreed and documented plan to further develop own capabilities and then implements it despite competing priorities.
• Ensures feedback and views of own strengths and weaknesses are systematically and regularly collected, and acts on the feedback.
• Sets targets for personal development, monitors progress in developing new capabilities and applies them to work situations.

Communicates with influence

Communicates clearly

Competent performers at this level not only communicate clearly and concisely either orally or in writing. They also display high-level communication skills in common situations, such as meetings, presentations, facilitating discussions and interviews.

Behavioural indicators

• Shows sophisticated and professional skill in facilitating and encouraging others’ input in meetings or interviews.
• Produces written work that is concise, well-expressed and accurately conveys the intended message, with minimal need for correction.
• Makes presentations to groups that engage the audience, leaves clear messages and achieves the objectives.
• Chooses the best available style and technique to communicate messages to others in order to produce the desired outcome.

Keeps self and others informed

Competent performers at this level create a shared understanding within the team on how to share information and what factors to consider in making the decision to share information or not. They encourage open discussions.

Behavioural indicators

• Sets standards and shapes values of the team around the decisions to share or not to share key information.
• Anticipates information that would have an impact on others’ work and brings this to their attention – balancing the need to treat some information as sensitive with the benefits of sharing information.

Listens, understands and adapts to audience

Competent performers at this level devote considerable effort to understanding the needs of the intended audience, so that they can adapt their messages to be more effective in engaging, influencing or persuading.

Behavioural indicators

• Displays highly developed listening skills – asking questions and reflecting back understanding to ensure effective communication.
• Ensures the development of a deep understanding of key issues or problems of clients, including the rational and emotional issues, and then proposes a more effective solution to the whole problem.
• Clearly identifies the needs and level of understanding of any audience before adapting the messages, to have a greater influence over the way they are received.

Negotiates and works to reconcile diverse views

Competent performers at this level are beginning to develop professional negotiation skills based on a formal understanding of negotiation strategies and tactics and the practice of basic principles.

Behavioural indicators

• Displays a thorough understanding of negotiation strategies and tactics based on formal training and practice.
• Takes time to prepare thoroughly for a negotiation, identifying objectives, strategies and potential issues to be raised.
• Listens to and evaluates differing ideas and views and attempts to bring these together in a mutually satisfactory way.
• Creates a team environment that genuinely and openly tests ideas and finds common ground.

Achieves results

Achieves business area objectives and delivers on intended results

Competent performers at this level take comprehensive responsibility for the resources, outcomes and performance of a business area, deliver on the desired outcomes and maintain a balance between short and long-term demands.

Behavioural indicators

• Prepares business area plans that align with organisational objectives and expectations, and allocates resources to achieve outcomes.
• Consistently ensures AFP accountability requirements are met and that the effective use of financial resources within the business area are in accordance with AFP requirements.
• Sets clear objectives for the business area, monitors progress towards objectives and intervenes when necessary.
• Takes responsibility and is accountable for delivery of business area performance and results.

Builds capability and responsiveness within the business area

Competent performers at this level assess the capability of the business area and build the capability of the area systematically.

Behavioural indicators

• Plans capability development for the business area and sets targets for the future – consistently building capability.
• Clearly identifies critical skills and knowledge and ensures they are maintained and updated within the business area.
• Ensures business area compliance with legislative, policy and regulatory frameworks.

Leads and manages change

Competent performers at this level continually and actively seek to drive strategic, organisational change within the business area. They also actively contribute to broader organisational change.

Behavioural indicators

• Encourages innovation or suggestions for change within the business area.
• Implements broader organisational change within the business area with strong commitment, personal example and good knowledge of change management techniques.
• Actively seeks to contribute to broader organisational change within the AFP.

Uses expertise to achieve team objectives

Competent performers at this level integrate external expertise with the business area's expertise to produce effective outcomes. They take longer-term and AFP-wide views of building capability and anticipate future challenges.

Behavioural indicators:

• Identifies the professional or technical requirements critical for success in any part of the business area or for particular patterns of investigations or projects, and takes action to ensure the expertise is available.
• Strategically uses external expertise and challenging work to further develop and enhance the skills and knowledge of the people in the business area.

Contributes to strategic thinking

Promotes shared purpose and direction

Competent performers at this level inspire a sense of purpose and direction in their team and create a shared understanding. They set the direction of the team within the broader AFP and community context.

Behavioural indicators

• Creates a shared understanding of what has to be achieved and why this is important.
• Encourages questions and reflections on the purpose of the work of the business area.
• Links the broader objectives of the AFP to the work of the business area.
• Invariably keeps people informed of changes in objectives, priorities or the way that work is done.

Thinks ahead and includes broader perspectives

Competent performers at this level anticipate, discuss and plan for future requirements or broader AFP or community issues, and link this to changes in the day-to-day work of the business area.

Behavioural indicators

• Ensures future requirements are discussed and analysed – identifies ways to modify current work to better meet anticipated needs.
• Understands the impact of political issues on AFP policy and direction, and encourages that understanding in others.
• Maintains up-to-date knowledge of emerging trends in work, technical, political, law enforcement and social issues.

Harnesses information and opportunities

Competent performers at this level make time for and systematically ensure they keep up to date with the broader environment in which the AFP operates, and use this broader perspective to help the business area achieve its objectives, adapt to changes and improve performance.

Behavioural indicators

• Systematically collects information about the broader organisational, technical, political or social issues that might have an impact on the business area.
• Compares the work practices of the business area with best practice in other areas of the AFP or in external organisations to encourage improved performance.
• Keeps up to date with information technology advances and seeks opportunities to implement advances to improve work practices in the business area.

Shows judgement, intelligence and common sense

Competent performers at this level cope with high degrees of complexity and uncertainty, yet still deliver professional, considered decisions that integrate thorough analysis with judgement based on experience.

Behavioural indicators

• Evaluates complex or uncertain information quickly, critically and accurately to identify core issues and possible solutions.
• Develops innovative and effective options based on broad or detailed knowledge of the issues and experience.
• Displays logic and strategic thinking in making a decision, balancing risks and ambiguity to make timely decisions.
• Systematically evaluates decisions once they are implemented and uses this to inform future decisions.

Cultivates productive working relationships

Nurtures internal and external networks

Competent performers at this level build strong and diverse networks on a systematic basis, and engage with their clients to ensure high levels of service.

Behavioural indicators

• Sets targets and makes resources available to build organisational and professional networks.
• Systematically captures information on networks and encourages the sharing of networks within the business area.
• Systematically and frequently engages with stakeholders and clients to ensure that their needs are met and high levels of service are provided.

Facilitates cooperation and partnerships

Competent performers at this level create a cooperative and collaborative environment; one that is responsive and flexible in meeting the objectives, and where each person’s contribution is recognised.

Behavioural indicators

• Balances the need to achieve business area objectives with the individual needs of team members – makes reasonable demands of people in order to achieve high performance.
• Systematically and regularly recognises the contribution of people in the business area in ways that increase their motivation.
• Models cooperative and collaborative behaviours within the team in sharing workloads and assisting others, and rewards others for demonstrating collaborative behaviours.

Values and uses individual differences and diversity

Competent performers at this level create a culture that is based on tolerance and respect and which encourages diversity within the business area in terms of ways of working, new ideas, interpersonal style and knowledge of other cultures.

Behavioural indicators

• Actively seeks diversity in the make-up of the business area to increase flexibility and responsiveness.
• Encourages people to understand the preferred working styles of others and factors this into ways of working with each other.
• Encourages tolerance and understanding, including in honest discussion of sensitive issues.
• Treats people with respect and courtesy regardless of their views or style of argument and does not show favouritism or bias in dealing with people.

Guides, mentors and develops people

Competent performers at this level genuinely care about the people in the business area and seek to enhance their work capabilities and career prospects through challenge, training and mentoring. They give honest and timely feedback based on clearly articulated performance standards.

Behavioural indicators

• Encourages people to take responsibility to develop their own skills while systematically supporting and resourcing the implementation of practical development and career plans.
• Looks for challenging opportunities both within the business area and externally to help meet development needs.
• Frequently provides clear, constructive and timely feedback to team members in a way that encourages learning.
• Sets clear performance standards and addresses underperformance with skill, courage and tenacity.

Shows personal drive and integrity

Demonstrates professional and ethical behaviours

Competent performers at this level set clear expectations of an ethical and professional environment within the business area; they conform to those values themselves and expect others to do the same. They consistently act on non-conformance or unethical behaviours.

Behavioural indicators

• Models the AFP professional and ethical behaviours at all times.
• Encourages a strong knowledge of the legislative, policy and regulation framework within the AFP, and encourages conformance to these requirements within the business area.
• Shows commitment to the AFP and always supports organisational policies despite personal preferences.
• Acts quickly to address non-conformance with values or other examples of unprofessional or unethical behaviour.

Displays initiative, courage and resilience

Competent performers at this level are determined, highly motivated and action-oriented. They display initiative in addressing issues, show courage when required, and display resilience in the face of setbacks and criticism. They support and encourage other team members in displaying initiative, courage and resilience.

Behavioural indicators

• Proactively identifies issues that need to be addressed and takes action to solve the problem.
• Evaluates the risks of action or inaction, makes an informed decision and accepts the consequences.
• Consistently displays drive and energy in achieving outcomes.
• Acknowledges mistakes and learns from them – admits to a lack of knowledge and seeks clarification or assistance.
• Supports team members when they need to display courage or resilience in challenging circumstances.

Models an effective work-life balance

Competent performers at this level create an environment in the team where achieving an effective work-life balance over the longer term is given a high priority.

Behavioural indicators

• Promotes and models an informed work-life balance.
• Considers the personal health and well-being of team members in the allocation of work and the achievement of objectives.
• Encourages discussion and a longer-term perspective of the importance of work-life balance within the team.

Demonstrates self-knowledge and a commitment to growth

Competent performers at this level aspire to being more effective by building their own capabilities. They ensure they have a well-informed view of their own strengths and weaknesses, have articulated a plan, make time for development and take personal responsibility for advancing their career.

Behavioural indicators

• Makes time to discuss own development options with others, both within and outside the immediate work area.
• Has an agreed and documented plan to further develop own capabilities and then implements it despite competing priorities.
• Ensures feedback and views of own strengths and weaknesses are systematically and regularly collected – acts on the feedback and strives to achieve higher performance.
• Sets targets for personal development, monitors progress in developing new capabilities and applies them to work situations.

Communicates with influence

Communicates clearly

Competent performers at this level not only communicate clearly and concisely, either orally or in writing. They also display high-level communication skills in common situations such as meetings, presentations, facilitating discussions and interviews.

Behavioural indicators

• Shows sophisticated and professional skill in facilitating and encouraging others’ input in meetings or interviews.
• Produces written work that is concise, well-expressed and accurately conveys the intended message, with minimal need for correction – can coach others in this area.
• Makes presentations to groups that engage the audience, leaves clear messages and achieves the objectives.
• Chooses the best available style and technique to communicate messages to others in order to produce the desired outcome.

Keeps self and others informed

Competent performers at this level create a shared understanding within the business area on how to share information and what factors to consider in making the decision to share information or not.

Behavioural indicators

• Sets standards and shapes values of the business area around the decisions to share or not to share key information.
• Anticipates information that would have an impact on others’ work or the morale of the business area and brings this to their attention – balancing the need to treat some information as sensitive with the benefits of sharing information.

Listens, understands and adapts to the audience

Competent performers at this level devote considerable effort to understanding the needs of the intended audience, so that they can adapt their messages to be more effective in engaging, influencing or persuading.

Behavioural indicators

• Displays highly developed listening skills – asking questions and reflecting back understanding to ensure effective communication.
• Ensures the development of a deep understanding of key issues or problems of clients, including the rational and emotional issues, and then proposes a more effective solution to the whole problem.
• Clearly identifies the needs and level of understanding of any audience before adapting the messages to have greater influence over the way they are received.

Negotiates and works to reconcile diverse views

Competent performers at this level display professional negotiation skills based on a formal understanding of negotiation strategies and tactics, and through experience.

Behavioural indicators

• Displays a thorough understanding of negotiation strategies and tactics based on formal training and experience in negotiations.
• Takes time to prepare thoroughly for a negotiation, identifying objectives, strategies and potential issues to be raised, including organisational support for the approach proposed.
• Listens to and evaluates differing ideas and views and attempts to bring these together in a mutually satisfactory way.
• Creates a business area environment that genuinely and openly tests ideas and finds common ground.

Knowledge and experience

• Education or equivalent experience: Bachelor degree with direct relevance to the specialist skill.
• Demonstrated proficiency in specialisation. Highly competent with tools/techniques and systems specific to the work being taken, but may have limited experience outside these tools.
• Maintains skills framework, or information about access to standard frameworks.
• Applies knowledge in a specific discipline using tools, systems and governance as directed.

Judgement and risk

• Responsible for completion of moderate to complex work at a highly competent to expert level.
• Investigates requirements, problems and opportunities to seek solutions.
• Identifies emerging issues in the work being undertaken. Recommends remediation actions if required, evaluating alternatives in terms of cost, performance and scalability.
• Monitors compliance.
• Sources and collects data. Performs compliance assessments of medium complexity and prepares reports.
• Identifies possible risks and their impact on work.
• Contributes to risk management activities.

Independence and decision-making

• Works independently, contributing to development of solutions in a specific business or functional area.
• May consult with more experienced experts on complex work.
• Tests and measures work against specifications. Monitors performance against KPIs.
• Provides status reports on the work type to inform effective decision-making, ensuring accurate information is presented effectively.

Relationships

• Produces documents to support ongoing work that can be applied either within the business area or for wider audiences.
• Works collaboratively with stakeholders to identify benefits and options for consideration. Assists with stakeholder analysis.
• Proactively manages contracts. Monitors against agreed performance measures to enable early warning of performance issues.
• Works with stakeholders and service providers to achieve cooperation and resolve difficulties.

Professional leadership*

• Delivers agreed outcomes.
• Completes work independently, taking into account environment, performance and sustainability.
• Identifies where change is required. Shares insights and findings.
• Complies with policies, standards and guidelines for the work type.
• Ensures implementation of the work type in accordance with policies and standards.

Project management

• Establishes clear plans and timeframes for project implementation.
• Sees projects through to completion.
• Monitors project progression and manages priorities.

Research and innovation

• Undertakes objective, systematic analysis and draws accurate conclusions based on evidence.
• Identifies problems and works to resolve them.
• Thinks laterally, identifies, implements and promotes improved work practices.

Additional stakeholder emphasis

• Builds and sustains positive relationships with team members, stakeholders and clients.
• Anticipates and is responsive to client and stakeholder needs and expectations.

* Professional leadership is defined as: technical mentoring, management of the technical aspects of a team’s work, professional supervision, and provision of strategic advice relevant to the work type across the agency, change management, and strategic business planning.

Knowledge and experience

• Education or equivalent experience: Master's degree with direct relevance to the specialist skill.
• Has broad industry experience in the work type.
• Has broad exposure to/experience with various tools/techniques used in the work type, and the ability to assess tools/techniques using established assessments for that discipline.
• Using identified organisational development plans, determines what actions are required to continue professional development within the work type.
• Makes recommendations for improvement or selection of tools/techniques for use in the work type and advises or teaches others about appropriate tools/techniques for the task at hand.

Judgement and risk

• Responsible for completion of complex to very complex work at an expert level and/or ensuring organisational currency of practice in the work type.
• Identifies where changes are required and advises stakeholders of the implications. Manages reviews of benefits and values of current methods.
• Recommends improvements or changes required.
• Creates and maintains records that meet legislative requirements, ensures others keep sound records and may validate records.
• Investigates major breaches and recommends improvements to ensure compliance.
• Evaluates risk to completion of activities, including impact assessments.
• Provides advice and guidance to manage risks.

Independence and decision-making

• Influences the development of solutions in a specific business or functional area.
• Provides advice to others in the work type or to stakeholders.
• Conducts assessments to ensure work is aligned with organisational processes, systems and tools.
• Develops KPIs and uses them to monitor performance and identify opportunities for improvement.
• Manages iteration, review and maintenance of requirements.
• Uncovers gaps in the ability to implement plans for the work type and ensures materials are up to date.

Relationships

• Develops and communicates plans to drive strategies.
• Works with key stakeholders to achieve goals, identify opportunities and facilitate co operation.
• Monitors and assesses key deliverables to enable acceptance and achieve contract outcomes.
• Writes reports suitable for multiple stakeholders (business, legal, stakeholders).
• Ensures stakeholders and service providers adhere to planned activities and timeframes.

Professional leadership*

• Defines outcomes required from tasks or projects, using detailed understanding of the requirements.
• Ensures that work generated balances current needs and sustainability.
• Identifies and promotes change within the work type, providing support and planning to stakeholders during transition periods.
• Contributes to the development of processes, policy, standards and guidelines for the work type, including creation of business plans.
• Ensures that relevant strategies, policies, standards and practices are in alignment with the AFP's needs and are applied correctly.

Project management

• Establishes clear plans and timeframes for project implementation and outlines specific activities.
• Monitors project progression and adjusts plans as required.

Research and innovation

• Undertakes objective, systematic analysis and draws accurate conclusions based on evidence.
• Recognises the links between interconnected issues.
• Breaks through problems and weighs up the options to identify solutions.
• Explores possibilities and innovative alternatives.

Additional stakeholder emphasis

• Builds and sustains relationships with a network of key people internally and externally.
• Anticipates and is responsive to internal and external client needs.

* Professional leadership is defined as: technical mentoring, management of the technical aspects of a team’s work, professional supervision, and provision of strategic advice relevant to the work type across the agency, change management, and strategic business planning.

Knowledge and experience

• Education or equivalent experience: Master's degree with direct relevance to the specialist skill.
• Extensive experience in multiple work environments within the work type's industry.
• Has extensive exposure to, and experience with, tools/techniques of the work type, and can make recommendations about selections of tools/techniques for best practice and is able to implement improvements.
• Makes recommendations regarding organisational development needs in line with business needs and strategic direction.
• Generates development strategies to achieve required change.
• Drives decision-making with regard to standards, methods and techniques used in the work type.

Judgement and risk

• Demonstrated expertise as a senior or advanced technical specialist level on at least one element of the work type.
• Able to assess work across the work type, to ensure it is conducted to pre-determined standards.
• Determines the needs of the AFP, in line with business needs and strategic direction.
• Identifies alternatives and assesses feasibility, identifying business benefits in current and alternative practices in order to implement improvements.
• Identifies external information that is relevant to the needs of the work type in the AFP.
• Identifies and monitors environmental and market trends to assess impact on the AFP.
• Ensures legal or regulatory compliance.
• Ensures principles are applied to reduce risk, including both internal and external threats.
• Ensures risks are considered with effective systems, control and treatments applied.

Independence and decision-making

• Takes full responsibility for outcomes, quality and systems, provides quality assurance for complex work and provides authoritative advice.
• Oversees development of KPIs. Monitors progress, evaluates outcomes, tracks and reports against KPIs.
• Ensures lessons learned from reviews are documented and promoted to all stakeholders.
• Undertakes or manages complex reviews and evaluations.

Relationships

• Outlines business messages for communication strategy.
• Develops and presents business cases for high-level initiatives, approval, funding and prioritisation.
• Develops and leads communities of practice. Ensures buy-in from stakeholders.
• Negotiates and resolves contractual issues, including leading negotiation.

Professional leadership*

• Defines activities to ensure outcomes align with delivery of benefits.
• Is a champion for best practice and new ways of working, whose insights have a measurable impact on the AFP.
• Promotes change and is a continuous change champion.
• Prepares high-level business documentation and models, including development of policy, standards and guidelines.
• Ensures that all plans and strategies align with overall direction.
• Develops strategies to enhance performance. Ensures appropriate standards (corporate, industry, national and international) are met, anticipating requirements due to regulatory change.

Project management

• Defines project objectives and drives translation into implementation strategies.
• Reviews project performance and identifies opportunities for continuous improvement.

Research and innovation

• Undertakes objective, systematic analysis and draws accurate conclusions based on evidence. Recognises the links between interconnected issues.
• Breaks through problems and weighs up the options to identify solutions. Explores possibilities and innovative alternatives.

Additional stakeholder emphasis

• Builds and sustains relationships with a network of key people internally and externally.
• Anticipates and is responsive to internal and external client needs.
• Looks for shared agendas and uses these to bring people together.

* Professional leadership is defined as: technical mentoring, management of the technical aspects of a team’s work, professional supervision, and provision of strategic advice relevant to the work type across the agency, change management, and strategic business planning.

Knowledge and experience

• Education or equivalent experience: PhD with direct relevance to the specialist skill.
• Vast experience gained through multiple work environments within the work type's industry.
• Has vast industry exposure to, and experience with, a wide range of tools and techniques and can oversee enterprise-wide implementation and report on performance.
• Provides input into professional development planning to further the development of expertise across the organisation.
• Directs development, implementation, delivery and support of methods and techniques.

Judgement and risk

• Demonstrated expertise as a senior or advanced technical specialist level using demonstrated expertise across multiple parts of the work type. In some cases, may operate as an internal consultant.
• Identifies alternative strategies ensuring that the AFP approach is aligned with best practice in the work type and oversees implementation of improvements.
• Responsible for whole-of-AFP compliance with regulations, standards and codes of practice.
• Establishes strategies to address risks.
• Ensures that risks are consistently identified, managed and mitigated in order to achieve strategic outcomes.

Independence and decision-making

• Leads provision of expert resources and systems required to execute the AFP's strategic and operational plans and improve organisational performance.
• Ensures consistency and compliance between AFP strategies policies, practice and guidelines and KPIs.
• Conducts review of AFP-wide approach, including ensuring practices in the work type are current.

Relationships

• Communicates strategy to the organisation.
• Removes obstacles to implementing strategies, advocates or lobbies at the highest level.
• Develops and uses national and international networks to ensure appropriate development and application of research or project initiatives.
• Oversees or contributes to the planning and management of highly complex, strategic contracts.
• Negotiates highly complex issues or represents the AFP in the context of contentious and high-profile issues.

Professional leadership*

• Ensures that projects and benefits align with strategic plans in the work type and the AFP.
• Represents AFP in area of expertise and leads improvements that impact across the AFP.
• Drives organisational change for the work type, establishing mechanisms to embed and reinforce change.
• Establishes organisational strategy to support future business needs, consistent with other business strategies.
• Leads definition, implementation and communication of strategic frameworks.

Project management

• Defines high-level objectives and supports translation into implementation strategies.
• Monitors progress on projects, identifying risks and critical success factors that may impact on outcomes. Adjusts plans as required.

Research and innovation

• Draws on information and alternate viewpoints and monitors information channels to understand new issues of importance.
• Monitors change in the environment.
• Addresses any critical information gaps.

Additional stakeholder emphasis

• Builds and sustains relationships within the organisation, with a diverse range of external stakeholders.

* Professional leadership is defined as: technical mentoring, management of the technical aspects of a team’s work, professional supervision, and provision of strategic advice relevant to the work type across the agency, change management, and strategic business planning.