Organisation: Department of Human Services
Job Title: Team Leader | APS6
Word Limit: 400 Maximum
Location: Various
SC1 Demonstrated ability to lead, develop and manage a team in a changing environment, including the ability to plan, prioritise and influence individual and team performance to achieve business outcomes and targets
Since July 2009, I have successfully held the position of Team Leader, Australian Public Service (APS) Level 4, for the Department of Human Services (DHS) with the Centrelink program. My ability to plan and prioritise is essential to the smooth running of the team. As an advocate for change, I champion its implementation and encourage a positive culture that welcomes and supports whatever is required to attain desired outcomes.
An example of my ability to manage a team and enhance wellbeing in the midst of change was in January 2015, when I became the acting Team Leader (APS 6) of a new team, Technical Peer Support (TPS), comprising 31 staff, including four APS 5 staff. All came to me with various experience and knowledge and my challenge was to create a cohesive team that was highly capable in supporting approximately 300 staff at the centre.
Upon my commencement, I approached the team with transparency and communicated specific expectations and goals. Our responsibility as a team was to provide outstanding customer service to internal and external clients. The team adopted a positive spirit and was supportive of the locally-based technical support model. As a result of my effective leadership and ability to enhance individual and team performance, we now provide an outstanding support service. Internally, more than 120 staff have received training within the skills pyramid, with many staff requests from other areas to join my team. Further, in July 2015, I received the 2015 Manager’s Award as Team Leader of the TPS and, in my recent IPA review, I was rated as exceeding expectations.
Possessing a thorough understanding of the department and its plan to progress digitally, I develop and support my team to facilitate progression. An outstanding example of my ability in this regard, was as a Team Leader of the TPS in its transition from a locally-based technical support model to a national virtual model, allowing the team to support an enlarged team. I received advice on Friday afternoon that the implementation would occur the following Thursday. Immediately, I communicated with all staff verbally or via email, focusing on the benefits of the change in meeting customer demands. Many received the news with reservations but because of my leadership skills I was able to attract buy-in from all within the team and as a result, the team successfully transitioned and are now are able to support staff nationally.
SC2 High level verbal and written communication skills including the ability to compose clear, accurate and professional documentation
Effective communication is the most important issue in any organisation and I endeavour to be clear and concise at all times. I strive to meet stakeholder needs through effective questioning, active listening, careful analysis of data, and provision of services and solutions in accordance with organisational guidelines.
An example of my skills was as Performance Manager for the Brisbane Smart Centre where the Executive Leadership (EL) team often required from me a team performance report, usually at short notice. On one occasion, I needed to produce an Excel spreadsheet for the past 12-month’s performance for the entire site, for use by the Executive Level 2 (EL 2) for a site visit by Federal Ministers and Senators. Having advanced skills in Excel, I researched and gathered all data from the various areas, distinguishing between relevant and irrelevant information. Quickly, I composed an easy-to-read document that clearly conveyed the required information at a glance. My EL 2 was adequately armed with all the information he required to conduct the site visit successfully, without incident.
Upon becoming the acting Team Leader for the TPS in January 2015, I immediately identified the lack of monthly performance reporting for the footprint. An accurate report is vital to all in leadership, providing insight in to the capacity and achievements of each team. Immediately, I set about correcting the gap. Initially, I developed a template for the one-page document that would be clear, easily understood and visually appealing. By taking a collaborative approach, I invited all teams to contribute ideas and information. As a result, I now collate information on a monthly basis that is concise and supports executive decisions and direction. Additionally, I present the results at the monthly Leadership Meeting and the performance report will be expanded to all levels of staff, since it has been identified as holding relevance to a greater audience.
On another occasion, I noticed performance had declined during overtime. Team Leaders were inconsistent in reporting on performance and output and without data, it was impossible to identify areas of need or gaps in knowledge so I undertook the task of improving the situation. I created a Word template to be filled in during every overtime session, including information on staff performance as well as building issues such as the air-conditioning. Since my implementation of this template, performance has improved along with enhanced team wellbeing in achieving superior customer service targets.
SC3 The ability to identify, foster and maintain relationships with key internal and external stakeholders
A confident and experienced communicator, I have developed the ability to tailor my communication to my audience in order to deliver relevant information to suit the needs of the enquirer. Additionally, I have forged positive relationships with key stakeholders to enhance productivity and improve workplace interactions. My superior oral and written communication skills enable me to interact with staff at all levels, supported by my experience delivering information in the form of policies, reports, team meetings and official departmental correspondence.
In recognition of my ability to create and develop relationships, I am often called upon by the EL team to provide training or additional resources, which can be across multiple locations. It is imperative that I coordinate the resources to meet the requests, whilst maintaining business as usual operations in workplace demands, staff performance and expectations. Every member of my team is coordinated by myself, to achieve the desired outcomes. I ensure that the Learning and Development coordinator addresses and meets my identified development issues. Additionally, the Site Scheduler is required to maintain acceptable levels of service, while the Support Officers ensure that ongoing support is achievable. As a result of my ability to create beneficial relationships, I have a trusted team of trainers, floor walkers and support staff. The leadership that I provide to my team facilitates the requests of my superiors in a cohesive and collaborative manner.
Another example of my ability to engender a team spirit has been recently since the department has placed a massive focus on enhancing our digital services in support of the DHS’s mission to connect Australians to the services they need. In support of this mission, I am dedicated to the improvement of the current and future systems. By having the support of my team, I am able to gain insight into developing a process going forward. Consistently, I ensure that my staff are willing and empowered to achieve organisational outcomes by keeping them informed of current and future plans. My effectiveness in developing beneficial relationships has resulted in a team of staff who support my leadership and a team that celebrates their workplace successes, enhancing wellbeing.
Throughout my personal and professional life, I am pleased to say I have achieved a great deal of success building and maintaining relationships with a diverse range of people through appropriate social sensitivity and an informed understanding of cultural awareness.
SC4 Experience in supporting staff through feedback, coaching and mentoring, including management of performance and workplace behaviour and conduct within set frameworks
As a Team Leader, I constantly support and enhance my team’s performance and workplace interactions by providing meaningful feedback, coaching, and mentoring. I have a natural ability to identify areas that require improvement on an individual and team level. My ability is evidenced by my team’s capacity to successfully provide support to the centre of more than 300 staff.
Having four APS 5 staff on my team, I recognise the fact that in an ever-changing environment, I need to build the capacity of staff to attain further leadership roles to support the DHS. I am eager to identify traits of those within my team that would benefit from further development and extension. Back in January when I started working with the TPS team, I immediately began to identify those with the required skill set who would benefit from progression. I approached each individually, establishing their interest to advance and accept additional training. Since my commencement with the team, I have successfully transitioned seven staff members into backfill leadership roles. Additionally, this inspires those around me to reach out for further advancement.
In August 2011, I began working as a Team Leader in Job Seekers Claims Network, where I was required to address the performance of a particular staff member who was not operating at an acceptable level. My aim was to increase the performance of this staff member, improving their abilities and workplace behaviour. Initially, on an informal level, I provided support to this member of staff; however this did not yield the intended results.
Then in July 2012, in collaboration with the People Support team and an external mental health expert as well as the staff member, I requested a fitness for duty session to establish their suitability for the role. Since it was deemed that the staff member was in fact suitable for the role, they would participate in the ‘Back on Track’ (BOT) program. This was a 12-week program with weekly catch-up sessions to monitor progress and performance. Throughout the entire process, I ensured that this particular staff member received the needed assistance. Through my leadership in initiating support services, the staff member completed the BOT two weeks early, and successfully integrated back into the team, completing work to a very high standard. As evidence of my success, within the next 18 months, this team member was named Service Officer of the Year.
