People Capability Framework

The Intelligence Edge for a Secure Australia

If you want one year of prosperity, grow grain.
If you want ten years of prosperity, grow trees.

If you want 100 years

of prosperity, grow people.
- Ancient Chinese proverb quoted by the Director-General
of Security in his inaugural speech to staff, 2009.
 ASIO People Capability Framework
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Message from the

Director-General of Security

I am pleased to present the Australian Security Intelligence

Organisation’s (ASIO) People Capability Framework.
ASIO officers are committed to protecting Australia, its people and
its interests from threats to security, and we work hard to do so.
In recent years, ASIO has made significant changes to its business model and culture moving from a strict policy of ‘need to know’
toward a culture of needing to share. More and more, we’re collaborating with the broader national security community to achieve
our common goal of protecting Australia from threats to security, and the formation of the National Intelligence Coordination
Committee represents a key advance in fusing the national intelligence efforts more effectively.
To meet ASIO’s objectives, our people operate in a complex, rapidly changing environment. We must continually scan the horizon
– not just for manifestations of existing threats, but also for new and emerging threats and challenges. We need to ensure that we
are positioned to protect Australia’s national security both as the nation’s security service, and as a crucial component of Australia’s
overall national security community. The work involved in contributing to securing Australia’s future is diverse and rewarding and
ASIO officers proudly share a strong culture of commitment to the organisation, its mission and values.
This framework is a key initiative of ASIO’s strategic agenda, involving a significant investment in our people capability to position
us to continue our proud history of excellence in the complex and rapidly changing security environment.
2

An AGILE Workforce
ASIO is one of a number of agencies that contribute to protecting Australia’s national
security by identifying and investigating threats to security, and providing advice to protect
Australia, its people and its interests. We are the intelligence edge for a secure Australia.
Our objective is the delivery of four key outputs for government:
Security Intelligence Analysis and Advice »
Protective Security Advice »
Security Intelligence Investigations and Capabilities »
Foreign Intelligence Collection »
Our success is underpinned by a highly capable workforce that can respond and adapt to an evolving and complex operating environment.
Our environment is fast paced - threats are dynamic and emerging, and we must work collaboratively with our domestic and international partners to ensure we effectively mitigate
threats to national security. In the first National Security Statement to the Australian Parliament, the Prime Minister stated “The security environment that we face today and into the
future is increasingly fluid and characterised by a complex and dynamic mix of continuing and emerging challenges and opportunities”.
We need an AGILE workforce. The capability required at each level in our workforce is described by the degree of complexity.

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

• ASIO Administrative Officer Level 3 (AO3)

Generates solutions in response to complexity • ASIO Administrative Officer Level 4 (AO4) / Intelligence Officer Trainee (IOT) / Information Technology Officer Level 1 (ITO1) / Engineer Level 1 (SIOE1)

Integrates systems and processes of complexity • ASIO Administrative Officer Level 5 (AO5) / Intelligence Officer (IO) / Information Technology Officer Level 2 (ITO2) / Engineer Level 2 (SIOE2)

• Executive Level 1 (EL1) / Senior Information Technology Officer C (SITOC) / Engineer Level 3 (SIOE3)
Leads effectively in a complex environment • Executive Level 2 (EL2) / Senior Information Technology Officer B (SITOB) / Engineer Level 4 (SIOE4)
• Coordinator / Senior Information Technology Officer A (SITOA)

Exemplifies effective strategic navigation of complexity • Senior Executive Service

 ASIO People Capability Framework
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Our People Capability Framework has been developed using the Australian Public
Service (APS) Integrated Leadership System (ILS) as a foundation. It is future
focused, it supports our strategic intent, reflects our language and our unique role,
and frames the workforce required to achieve excellence.
There are six core capabilities articulated by a series of behavioural statements that
are common to all ASIO officers.
• Promoting a security culture
• Strategic thinking
• Achieving results
• Productive working relationships
• Personal drive and integrity
• Communicating with influence

There are also additional capability or technical skills required that are specific to
the type of work being performed. These are suggested according to the following
broad work types.
»» Intelligence Analysis and Assessment
»» Intelligence Collection
»» Intelligence Support
»» Corporate Services

This framework may be used to support and guide our thinking in relation to workforce
management and strategic workforce planning; recruitment, promotion and mobility;
induction and orientation; performance management; learning and development; and
individual career planning.
The framework is not intended to be inflexible or prescriptive; rather it should be
used as a resource to guide and inform our people strategies. For those roles that
have additional people capability requirements, this framework will need to be read
in conjunction with those specific technical documents or qualifications relevant to
the function or work area.
An outline of how this framework can be applied at the organisational and individual
level can be found in the ‘Applying the Framework’ section on page 23.
es
4

KEY
KEY Building ASIO’s Individual and
Organisational people capability
s
ASIO People Strategies

s Management Activities
taff
Staff Member Activities

Capability Framework
application areas
a planned workforce
workforce planning identify
shape & design
work and job design fill people
structures & positions know
relention strategies the gaps place
position statements current capabilities
mobility time
& descriptions
succession planning skills

develop strategies to
quality staffing use the capability Use the capability
follow the
recruitment strategies framework to
think about formal meet capability gaps identify capability recruitment process framework to inform
selection processes identify and refine
qualifications keep skills and skill gaps to advertise the selection
position requirements the job requirements
knowledge current and select process

managed performance perform induct

perform
create plan
review own performance
think about learning needs
understand reward
performance agreements develop performance
own role Organisational reward new to role and/or
performance review agreement, review
expectations strategy to recognise organisation – use
reward and recognise performance, identify
responsibilities performance excellence the CF to clarify role
excellence capability requirements
capabilities requirements

targeted development
develop strategies to: use the performance determine
development strategy
management process develop
think about formal meet capability gaps development planning Organisational
in conjunction with the strategies to meet
qualifications keep skills and development opportunities capability
CF to determine learning needs
knowledge current learning pathways development priorities

KEY
capability skill gaps

use the CF to think about what you use performance look for opportunities
use the CF to ASIO People Strategies
identify function want to do, and where career paths process to discuss longer to build/grow talent
identify and assess specific capabilities, career planning term career aspirations mobility
you want to be in the
required capability and assess skill & associated capability stretch assignments Management Activities
short and long term
needs transferability requirements identify high potential staff
future
Staff Member Activities

Capability Framework
application areas
 ASIO People Capability Framework
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ASIO Core Capabilities

There are six core capabilities articulated by a series of behavioural statements that are
common to all ASIO officers.
Promoting a security culture »
Strategic thinking »
Achieving results »
Productive working relationships »
Personal drive and integrity »
Communicating with influence »
6
Promoting a Security Culture
Working in a security environment requires a focus on: personal, organisational and national security awareness; ensuring that security is weighted in all decision
making; allowing for appropriate sharing of information; high levels of responsiveness; and security resilience.
Adapt
All Staff
• Understands, applies and adheres to security standards
and practice
• Tailors security requirements when interacting with others
outside work
• Uses personal discretion when talking about work with family
and others
• Recognises and seeks security advice and assistance when
dealing with a new or unfamiliar situation
• Maintains appropriate professionalism in the face of criticism of
ASIO to limit personal or professional compromise
• When required, supports and educates family and close friends
about the risks or vulnerabilities of intelligence work
Generate
All Staff
• Applies relevant security measures to allow quick and
confident responses that maintain security standards in
response to formal questions from people from outside
the Organisation
• Provides support to colleagues in meeting security
responsibilities
• Maintains personal security responsibility when faced with
situations that may potentially compromise security
• Seeks security advice to address emerging security issues
• Applies risk management assessments both personally and
professionally to identify appropriate level of trust for those
engaged with the Organisation
• Identifies any risks or vulnerabilities that may impact on
the ability to retain security protocols, and reports to
Internal Security
• Demonstrates willingness to respond quickly and effectively to
operational requirements by being flexible and adaptable while
maintaining security awareness
Integrate
All Staff
• Understands the impact of professional responsibilities on personal life
and compensates appropriately
• Works to help others overcome any impediments to successfully
working in a secure ASIO environment
• While applying security protocols, shares information critical to making
an informed Organisational decision
• Responds quickly and applies reasonable judgement in unexpected
situations
• Demonstrates sound security judgement in the absence of line
management or immediate direction
 ASIO People Capability Framework
7

Lead
EL1-SES and equivalent
• Shows resilience and discretion when being questioned
or challenged
• Remains calm and focused in situations that may
compromise security
• Has a well developed understanding and awareness of the
environmental context in which ASIO operates
Exemplify
EL1-SES and equivalent
• Recognises the gravity of some recommended security
solutions and makes decisions armed with all the available
information
• Supports others to operate effectively in an environment
where Organisational judgements may be publically noted
and/or criticised

• Educates others on applying security protocols in the sharing • Quickly identifies security situations that require escalation
of information, and how they operate in practical terms beyond ASIO

• Ensures staff have adequate knowledge and training to work

effectively in a security context
• Promotes and monitors the requirements for a secure working
environment
• Identifies security vulnerabilities in people or processes and
takes action to address them
• Ensures team members are fully equipped to deal with the
pressures and personal constraints of working in a security
environment
• Thinks quickly and manages the risks associated with creating
security solutions ‘on the go’, including recording, mitigating
and advising of outcomes
• Makes quick, strategic and independent security decisions
that may have a significant effect on others
• Operates comfortably in a changing security environment
to make decisions that protect security and progress
Organisational goals
8
Strategic Thinking
Strategic thinking in the ASIO context requires a focus on: challenging the status quo; taking a leadership role in the national intelligence community; driving an agenda
of collaboration, and managing our need to share, and responsibility to provide, information; scanning the horizon to assess and understand the contemporary security
and policy environments to determine the impacts to our work.

Adapt Generate Integrate

AO1
• Understands and supports
ASIO’s vision, mission and
strategic agenda
• Thinks and plans ahead
AO2
• Alerts people to potential issues
that might impact on achieving
organisational objectives
• Knows where to find relevant
AO3
• Recognises where a change to
process or practice presents an
opportunity for enhanced efficiency
or effectiveness
AO4 / IOT / ITO1 / SIOE1
• Identifies issues that may present
challenges to the achievement of
outcomes
• Identifies the relationship between
AO5 / IO / ITO2 / SIOE2
• Understands, promotes and
supports ASIO’s strategic agenda,
and sets an appropriate supporting
direction for the team

• Asks questions if unsure about information and uses
organisational direction and the commonsense to decide what
implications for own work tasks information needs to be passed on
• Researches and analyses
• Prioritises own work based on ASIO
objectives and team work plans information and makes
recommendations based
• Identifies any barriers to completing on evidence
own work
• Seeks to understand the
underlying rationale for decisions
• Suggests improvements to work
tasks and business practices
Identifies the relationship between
ASIO priorities and own tasks
• Constructively questions ideas to
contribute to well rounded solutions
• Questions existing practice and
standards if they are not working
• Accepts new ideas and
incorporates into way of working
• Contributes to brainstorming of
ideas around workflow and process
to support strategy
ASIO priorities and operational tasks
• Questions existing processes and
suggests potential improvements
• Considers ASIO’s strategic agenda
when making decisions
• Identifies opportunities for sharing
knowledge
• Maintains up-to-date industry
knowledge and applies this to
own work
• Uses innovative thinking to identify,
implement and promote improved
work practices
• Integrates considerations from
across the organisation and the
national security community when
reaching decisions and making
recommendations
• Questions what’s in place and
proposes improvements
• Investigates and analyses a range
of ideas and their application
to ASIO
• Takes every opportunity to provide
input into strategic direction of the
team or organisation as a whole
• Scans the organisational
environment and monitors ASIO’s
priorities; keeps team members
updated on direction
• Thinks laterally and innovates
to enhance organisational
processes, and encourages
others to do the same

EL1 / SITOC / SIOE3
• Supports and promotes ASIO’s
vision, mission and strategic agenda
• Sources information on best
practice approaches and considers
their application in the ASIO
context
• Communicates with the team
about the relationship between
ASIO’s strategic agenda and
operational tasks
• Challenges existing approaches
and practice and makes strategic
suggestions for improvement
• Identifies critical information gaps
and seeks to resolve them
• Identifies future trends or issues
and engages with the organisation
and national security community
to formulate appropriate responses
• Experiments with new approaches
where appropriate, and fosters a
culture of innovation within the
team and the broader organisation
Lead
EL2 / SITOB / SIOE4
• Translates how the work of the
directorate contributes to the
organisation, national security
community and government
priorities
• Gathers and investigates
information and strategies from
other sources
and looks for opportunities to apply
in own team
• Engages enthusiastically with the
organisation, national security
community and academia on a
range of strategic issues
• Promotes a culture of innovation
across the organisation and
national security community
• Scans the horizon and stimulates
discussion about the future
Coordinator / SITOA
• Constructively challenges
organisational norms and presents
alternatives that accord with
the desired culture
• Maintains a strong awareness
of government drivers and the
implications for ASIO
• Engages in constructive debate on
organisational issues
• Looks beyond the organisation’s
current context and demonstrates
over-the-horizon thinking
ASIO People Capability Framework
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Exemplify
SES
• Articulates ASIO’s strategic
agenda and champions change
implementation
• Advocates with influence and
takes responsibility for decisions
• Demonstrates corporate
consideration of issues by taking
a broader organisational view of
decisions, and is open minded and
values ideas from all parts of the
organisation
• Anticipates the shifting
environment and responds to meet
new challenges and mitigate risk
• Builds and embeds a
contemporary understanding of
the Australian community and
factors into decision making
• Leads the agenda in information
sharing across the intelligence
community
• Pursues a strategic organisational
alignment with government
direction and an understanding
of international implications and
factors that may impact on ASIO
• Synthesises complex information
and discerns the key implications
for ASIO in the context of
government agendas and priorities
10
Achieving Results
Achieving results in the ASIO context requires a focus on: a commitment to high quality outcomes aligned with ASIO’s strategic agenda; monitoring, evaluating and
improving processes; identifying, accessing and sharing knowledge and resources to enhance success; continually developing leading edge capability.

Adapt Generate Integrate

AO1
• Identifies the core and function
specific skills and capabilities
needed to meet performance
expectations
• Manages own time and workload
• Listens to the advice of those who
have dealt with similar issues and
circumstances
• Takes responsibility for the
completion of assigned tasks
• Asks for assistance when required
• Maintains accurate corporate
records
AO2
• Sets own deadlines to meet
outcomes and standards
• Monitors own progress against
deadlines and required standards
• Reschedules and reorganises
own work in consultation with
supervisor if priorities change
• Applies the full range of their
skills and capabilities to meet
performance expectations and
standards
• Adapts effectively with day-to-day
changes in work priorities
• Regularly seeks feedback from
supervisor to continually improve
own performance
AO3
• Accepts and responds effectively
to day-to-day work changes,
shifting priorities and ambiguity
• Challenges self to step outside of
normal work approaches and try
new ways
• Reschedules and reorganises
own work to respond to change in
priorities
• Applies and develops capabilities
to meet performance expectations
and achieve performance
standards
• Uses appropriate information
management systems to ensure
information is kept up to date and
available to others
AO4 / IOT / ITO1 / SIOE1
• Constructs project plans with clear
and appropriate milestones and
timeframes
• Monitors projects and tasks from
start to finish; and checks against
plans
• Regularly seeks feedback from
clients to gauge satisfaction with
work outcomes
• Meets operational and
organisational deadlines and
maintains a focus on quality
• Identifies contingencies while
responding to changing situations
• Understands and responds
efficiently and effectively to
identified priorities
AO5 / IO / ITO2 / SIOE2
• Converts information into actions
and outcomes; delivers to match
the agreed need
• Ensures all relevant information or
viewpoints are considered when
making decisions or providing
recommendations
• Negotiates to achieve consensus
on the best course of action
• Investigates alternatives; through
research and contact with external
agencies
• Plans for and analyses operational
requirements to meet objectives,
using all available resources
• Consults internal subject matter
specialists and uses their expertise
to improve team outcomes

EL1 / SITOC / SIOE3
• Engages with and empowers
staff to complete tasks; provides
feedback on outcomes
• Identifies and uses all resources
available to ensure success
• Responds to new ideas from team
members and incorporates where
appropriate; or if not feasible,
explains reasons why
• Identifies impediments to
achieving results and works to
remove them
• Reviews and evaluates projects
to ensure an understanding of the
critical components of success
• Ensures that lessons learned are
recorded, communicated and
acted on
Lead
EL2 / SITOB / SIOE4
• Identifies strategies for removing
significant impediments to
achieving results and sharing
information
• Draws on the expertise of
others to improve results and
acknowledges that contribution
• Provides realistic assessment of
task feasibility and delivers
• Ensures the effective and efficient
use of ASIO resources
• Measures directorate outcomes
and looks for ways to improve
results
• Challenges self and the team to
achieve high quality results aligned
with ASIO’s strategic agenda
• Acknowledges and provides
appropriate recognition of staff
achievements
Coordinator / SITOA
• Has a drive to achieve outcomes;
makes the connection with
strategy
• Ensures all team members
clearly understand their role,
its connection with the broader
outcomes, and what is expected
• Checks in with clients to evaluate
results
• Develops high level plans and
strategies that clearly define
required outcomes
ASIO People Capability Framework
11
Exemplify
SES
• Drives an organisational approach
to improving the access of
information and knowledge across
the national security community
• Deploys resources judiciously to
ensure optimum results
• Builds effective teams with the
range of capabilities and skills
needed to get the best results
• Reports achievements to key
stakeholders; seeks feedback
and engages them in developing
improvements
• Establishes systems and
processes to effectively
monitor ASIO’s performance
• Identifies and addresses significant
risks to the achievement of
organisational outcomes
12
Productive Working Relationships
Productive working relationships in the ASIO context requires a focus on: collaboration and the need to share / responsibility to provide information; working
as part of a broader national security community; promoting supportive working relationships across the organisation; developing, maintaining and leveraging a
range of networks.

Adapt Generate Integrate

AO1
• Treats others with courtesy and
respect; is polite and professional
• Demonstrates willingness to work
effectively with others to achieve
outcomes
• Keeps the team up-to-date with
own tasks and projects
• Responds to changes in client
needs, checking with supervisor
before taking action
• Recognises that others may have
different views and expectations;
tries to see things from those
perspectives
• Understands and acts on feedback
AO2
• Understands the roles of others in
the team
• Takes an interest in others’ work
and offers support when needed
• Manages client expectations
by clarifying expectations and
deadlines
• Shares information with the team
• Works collaboratively and
cooperatively with others
• Keeps clients informed of progress
AO3
• Makes time for people and is
helpful and supportive
• Tries to see things from the other
person’s perspective
• Is aware of the contributions made
by others; congratulates them
• Appreciates the diverse range of
views and opinions found in ASIO
• Cooperates with colleagues from
all areas of the organisation
• Shares information with other
team members and seeks input
from them
AO4 / IOT / ITO1 / SIOE1
• Responds effectively to client
needs, expectations and changing
requirements
• Provides guidance and offers full
support when required
• Shares knowledge with other
areas of ASIO and the national
security community
• Assists new staff with adapting to
the ASIO environment
• Develops good rapport with other
agencies through regular and
effective communication
• Consults with and shares
information with others to
meet objectives
AO5 / IO / ITO2 / SIOE2
• Appreciates, values and
acknowledges the work of others
• Supports new starters through
proactive mentoring
• Develops and maintains
relationships with stakeholders,
and represents ASIO effectively
both internally and externally
• Identifies workload issues in the
team or elsewhere and offers
assistance or makes adjustments
• Offers appropriate and helpful
advice and comment
• Delegates effectively to balance
team workload

EL1 / SITOC / SIOE3
• Manages staff performance, and
addresses issues, quickly and
effectively
• Recognises possible constraints
other areas of ASIO may be faced
with when asking for assistance
• Identifies key stakeholders and
builds strategic relationships with
them
• Takes into account the pressures
and viewpoints of staff, managers
and stakeholders
• Clearly articulates ASIO’s needs
when negotiating with other
agencies
• Supports staff to ensure
effectiveness
Lead
EL2 / SITOB / SIOE4
• Identifies, builds and sustains
long term internal and external
relationships
• Acknowledges the role others play
in success
• Keeps an eye on workload issues
• Fosters an atmosphere where
people are comfortable asking
questions or admitting mistakes
• Creates a working environment
that encourages regular open
dialogue and flow of ideas
• Empowers people to make
decisions and manage risk
Coordinator / SITOA
• Asks for, considers and reflects on
the views and opinions of others
• Builds and maintains strong
internal and external networks
and harnesses their skills and
knowledge for use across ASIO
• Contributes and adds value to
other work units or organisations
by sharing knowledge and
presenting options
• Recognises opportunities for
enhanced networks when
engaging with new or prospective
partner organisations
ASIO People Capability Framework
13
Exemplify
SES
• Builds relationships with key
players in government, the private
sector, and other agencies for the
benefit of the national security
community
• Proactively seeks out key
stakeholders and ensures
regular dialogue with them; is an
influential partner
• Provides regular, targeted
feedback to the Branch or Division
• Keeps SES colleagues informed
and engaged
• Is aware when teams or
individuals are operating under
pressure, and makes time to
motivate and provide support
• Takes the broader organisational
view when making decisions and
eliminates silo thinking
• Empowers people and fosters a
culture of risk management
14
Personal Drive and Integrity
Personal drive and integrity in the ASIO context requires a focus on: a commitment to Australia’s security; modelling of the organisation’s values and Code of Conduct;
taking initiative; showing moral courage; ongoing commitment to personal development and professional excellence.

Adapt Generate Integrate

AO1
• Understands and demonstrates
behaviour in accordance with
ASIO’s values and Code of Conduct
• Displays a willingness to
assist others
• Gets on with the job and has pride
in their work; approaches work
with a positive attitude
• Is open and receptive to feedback
• Acknowledges mistakes and
learns from the experience
AO2
• Applies energy and drive to
achieving high quality results
• Takes personal responsibility for
mistakes and learns from them
• Seeks opportunities and additional
responsibility in order to learn
and grow
• Develops an understanding of their
own strengths, capabilities and
areas for improvement
• Remains calm under pressure,
and responds well to set backs
• Stays focussed; works effectively
in difficult situations
AO3
• Consistently behaves in a way that
models ASIO’s values and Code of
Conduct
• Acknowledges areas of own
performance that could be
improved and seeks advice on
how to achieve that
• Takes the initiative required to
meet goals and progress work
• Seeks out opportunities for
personal and professional
development
• Supports team members to
get the job done
• Operates professionally when
representing the work area
AO4 / IOT / ITO1 / SIOE1
• Operates and presents professionally
when representing ASIO
• Recognises obstacles to getting
the job done and discusses a way
forward
• Looks for opportunities to extend
knowledge, skills and experience
• Takes personal responsibility for
producing accurate, timely, high
quality work
• Maintains composure under
pressure
• Is motivated to continually learn
and improve
AO5 / IO / ITO2 / SIOE2
• Takes personal responsibility for
work outcomes and decisions
• Recognises own limitations
in understanding an issue and
commits to learning more
• Responds to changes required
in way of working when
organisational change occurs
• Demonstrates persistence in
difficult situations and works to
achieve objectives
• Spends time to seek feedback
and analyse own performance
to identify strengths and
opportunities for ongoing
improvement

EL1 / SITOC / SIOE3
• Takes personal responsibility for own
work; especially task understanding,
timeframes, deadlines, priorities,
stakeholder needs
• Gets on with the job and applies
themself with energy and drive
• Takes personal responsibility for
identifying own development
needs, and those of the team
• Constructively challenges issues
and discusses alternatives
• Asks colleagues to provide
feedback on own performance;
responds positively and makes
appropriate changes
• Shares knowledge, experience and
expertise with the team
Lead
EL2 / SITOB / SIOE4
• Ensures advice given is accurate,
impartial and actionable
• Makes clear, timely decisions and
takes responsibility for them
• Role models ASIO’s values and
Code of Conduct, and ensures
team is applying them in all work
situations
• Takes responsibility for outcomes;
puts measures in place to ensure
errors don’t reoccur
Coordinator / SITOA
• Sets high professional standards
for others to emulate
• Reflects and acts on opportunities
for the team to grow and develop
ASIO People Capability Framework
15
Exemplify
SES
• Models and promotes the ASIO
values and Code of Conduct,
and addresses behaviour that is
inconsistent with these standards
• Acts with moral courage to make
difficult organisational decisions
• Acts decisively when making
organisational changes
• Supports other organisational
leaders and presents a united
voice internally and externally
• Is forthright and confident when
providing advice
• Seeks feedback on performance
from subordinates, managers
and clients
16
Communicating with Influence
Communicating in the ASIO context requires a focus on: providing accurate, timely advice tailored to the target audience; the need to share / responsibility to provide
information; an evolving level of communication with domestic and foreign partners, and the public.

Adapt Generate Integrate

AO1
• Asks clarifying questions
when unsure
• Contributes to discussions in
team meetings
• Focuses on making the key points
when getting a message across
to others
• Pays close attention and listens
to others
AO2
• Presents messages confidently
• Structures written and verbal
material clearly and concisely
• Liaises with and questions clients
about their specific needs
• Limits the use of jargon
and abbreviations
• Anticipates the key concerns of
the audience
• Picks up on non-verbal cues
when interacting with others and
responds appropriately
AO3
• Takes the time to understand
other work areas in order to better
clarify requirements for effective
interaction
• Discusses issues credibly
and thoughtfully
• Uses correct terminology,
punctuation and grammar in
written communication; adopts
an appropriate level of formality
depending on the audience
• Listens to differing ideas and views
to ensure own clear understanding
of the issues
• Identifies other peoples’
expectations or concerns
and acts on them
• Makes sure that the message they
have given to others has been
understood
AO4 / IOT / ITO1 / SIOE1
• Focuses on clear communication
of the key points
• Tailors communication style and
language to the requirements of
the audience and their level of
knowledge, skill or experience
• Considers different points and
views; factors into own thinking
and argument
• Selects the appropriate method
for communicating information
effectively
AO5 / IO / ITO2 / SIOE2
• Focuses on getting information
on the subject matter; educates
themselves and others
• Anticipates and identifies others’
concerns, expectations and
considers the implications
• Follows up if there are unresolved
issues or unanswered questions
• Translates verbal information into
written communication without
losing meaning or nuance
• Picks up non-verbal signals and
responds appropriately
• Negotiates with a clear
understanding of the desired
outcomes

EL1 / SITOC / SIOE3
• Structures messages clearly
and succinctly
• Communicates complex technical
or specialist information in a
way that can be understood by
an audience unfamiliar with the
subject matter
• Recognises and responds to the
primary interests of the audience
• Considers different views and
angles; gives them appropriate
weight
• Negotiates with a clear
understanding of required
objectives and outcomes
• Identifies the tools or mechanisms
best suited to communicate with
stakeholders
Lead
EL2 / SITOB / SIOE4
• Provides the rationale for a
particular viewpoint and pre-empts
counter arguments
• Explains complex information by
using language and examples that
the audience will understand
• Anticipates challenges, and
constructs convincing arguments
based on evidence and sound
judgement
• Encourages debate to ensure
understanding of all issues and
implications
Coordinator / SITOA
• Constructs and delivers strong
arguments capable of influencing
others’ views and opinions
• Uses a strong knowledge of ASIO’s
priorities and strategic agenda to
craft compelling arguments for
particular approaches
• Joins the dots for others to ensure
complete understanding by all
involved
ASIO People Capability Framework
17
Exemplify
SES
• Communicates with staff regularly
on ASIO’s strategic objectives
• Focuses on delivering organisational
messages externally to help shape
policy and exert strategic influence
• Drives negotiation based on ASIO’s
strategic agenda
• Outlines the implications of new
information or approaches
• Determines the implications
for others when calling for any
approach
• Acknowledges risks and possible
disadvantages from alternative
courses of action
18

Functional Profiles

There may be additional technical skills required that are specific to the type of
work being performed. These are suggested according to the following broad
work types:
Intelligence Analysis and Assessment »
Intelligence Collection »
Intelligence Support »
Corporate Services »
 ASIO People Capability Framework
19
Intelligence Analysis and Assessment
Some areas in ASIO require officers to apply exceptional analytical, judgement and problem solving skills, and work collaboratively with National
Security Community partners to identify threats to security and provide timely, relevant and accurate advice to government.

In order to perform this type of work successfully, in addition to the six core capabilities, officers will require the ability to:

Provide Impartial Advice Apply Exceptional Judgement

• Cooperate and share intelligence with partners in accordance with ASIO’s information • Balance competing priorities and propositions
sharing principles • Make good judgements independently when necessary
• Identify the strengths and weaknesses of information and is able to reflect this in • Identify when it is necessary to escalate an issue, and take action to do so
assessments
• Demonstrate resilience in an environment where judgements may be publicly noted and/
• Anticipate the limits of an assessment or criticised
• Challenge existing paradigms and concepts on the basis of new information • Understand the implications of recommendations that impact on privacy
• Consider information from all angles • Recognise the gravity of recommendations and makes decisions based on
• Shows resilience when confronted with unpleasant data or information strategic objectives
• Look at information impartially • Be capable of detaching from the personal impacts of making a difficult decision

Additional Skills and Guidance

Officers also require some or all of the following skills and need to refer to the list of guiding documents in the course of their duties.

Additional Skills Guiding Documents

• Research and analytical thinking • The ASIO Act
• Conceptual thinking • ASIO’s Strategic Plan
• Strong judgement • Intelligence Coordination Committee Strategic Priorities
• Priority management • ASIO’s Information Sharing Principles
• Risk management • Attorney-General’s Guidelines
• Data capture and assessment • Relevant Legislation
• Investigative procedures • Standard Operating Procedures
• Liaison and stakeholder management • ASIO Policy and Procedures
• Written and verbal communication skills • Security Checking Handbook
• Knowledge of Australia’s foreign policy and geo-strategic issue that impact • Security Policies and Guidelines
ASIO’s operational context • HR Policies and Guidelines
20
Intelligence Collection
Some areas of ASIO require officers to apply exceptional judgement, critical thinking and interpersonal skills to leverage relationships and gather
information relevant to national security to inform and drive investigative activity, and support ASIO’s strategic objectives.

Function Specific Capability

In order to perform this type of work successfully, in addition to the six core capabilities, officers will require the ability to:

Operate Independently
• Implement strategies to manage risk in an often uncontrolled environment
• Respond quickly and calmly to unexpected situations and circumstances
• Is comfortable working independently without immediate access to line manager or supervisor
• Demonstrate a strong organisational and mission commitment
• Take on challenges and devise creative solutions to solve a problem, often without
immediate support or advice
• Monitor and adjust own performance to suit the situation; responds well to feedback

Additional Skills and Guidance

Officers also require some or all of the following skills and need to refer to the list of guiding documents in the course of their duties.

Additional Skills Guiding Documents

• Investigative procedures • The ASIO Act
• Research and analysis • ASIO’s Strategic Plan
• Conceptual thinking • Intelligence Coordination Committee Strategic Priorities
• Strong judgement • ASIO’s Information Sharing Principles
• Priority management • Attorney-General’s Guidelines
• Strong interpersonal skills • Relevant Legislation
• Negotiation • ASIO Policy and Procedures
• Project planning and management • Operational Officers’ Guides
• Risk management • Standard Operating Procedures
• Knowledge of Australia’s foreign policy and geo-strategic issue that impact • Security Policies and Guidelines
ASIO’s operational context • HR Policies and Guidelines
 ASIO People Capability Framework
21
Intelligence Support
Some areas of ASIO may require officers to design, develop and deploy specific technical skills to identify and monitor threats to national security in
order to support and inform investigative activity undertaken by ASIO and the National Security Community. Areas include:

Function Specific Capability

In order to perform this type of work successfully, in addition to the six core capabilities, officers will require the ability to:

Respond to the Operational Context

• Implement strategies to manage risk in an often uncontrolled environment
• Make the connection between own role and successful operational outcomes
• Responsive to changes in operational priorities
• Harnesses the challenges and opportunities presented by continual advances in technology
• Manage large volumes of data
• Adopt a supportive, client service perspective, focussed on operational outcomes
• Adjust technical language and terminology to connect with clients and establish requirements
• Design innovative solutions to meet operational needs while accommodating technical limitations
• Manage client expectations around achievability of solutions

Additional Skills and Guidance

Officers also require some or all of the following skills and need to refer to the list of guiding documents in the course of their duties.

Additional Skills Guiding Documents

• Language, surveillance or technical expertise • The ASIO Act
• Conceptual thinking • ASIO’s Strategic Plan
• Sound judgement • Intelligence Coordination Committee Strategic Priorities
• Client service and liaison • ASIO’s Information Sharing Principles
• Design and use of technologies • Attorney-General’s Guidelines
• Operational planning • Relevant Legislation
• Research techniques • ASIO Policy and Procedures
• Risk management • Standard Operating Procedures
• Solution development • Security Policies and Guidelines
• Relevant trade / qualifications • HR Policies and Guidelines
22
Corporate Services
Some areas of ASIO require officers to develop and support the organisation through the provision of best practice, strategically responsive services
or technologies and advice.

Function Specific Capability

In order to perform this type of work successfully, in addition to the six core capabilities, officers will require the ability to:

Deliver Based on Client Need Use Business and Risk Acumen

• Demonstrate responsiveness and awareness of client needs, issues and limitations
• Listen, question and analyse the business requirements before recommending solutions
• Demonstrate an understanding of how technology or services can best support
organisational outcomes
• Work diplomatically with external providers and manage the exposure to sensitive
information
• Engage with other areas at all levels to ensure a well rounded understanding of the business
• Adopt a cost benefit analysis approach
• Negotiate to achieve the best outcomes for the organisation
• Benchmark against best practice and measures outcomes based on this
• Consider and prioritise risk assessment as part of all decision making
• Identify and facilitate access to specialist resources to ensure risks probabilities are
explored, articulated and addressed.
• Challenge, question and negotiate within and outside the organisation to achieve the best
business outcome

Additional Skills and Guidance

Officers also require some or all of the following skills and competencies, and will refer to the listed documents in the course of their duties.

Additional Skills Guiding Documents

• Accounting • Problem Solving • The ASIO Act • Protective Security Manual
• Human Resources and Psychology • Scripting • ASIO’s Strategic Plan • HR Policies and Guidelines
• Business Management • Systems administration, engineering and • ASIO’s Information Sharing Principles • APS Regulations, Standards and Policy
• Design and develop products or services integration • Relevant Legislation • ASIO Workplace Agreement
• Project management • Software test, maintenance evaluation • Attorney-General’s Guidelines • IT Strategic Plan
and re-engineering
• Working with secure systems • Procurement Policies and Guidelines • Information Security Manual
• Impact assessment
• Technical writing • Security Policies and Guidelines • Commercial technical information
 ASIO People Capability Framework
23

Applying the Framework

How to use this Framework

In ASIO, the framework will be used to support and guide our thinking in relation to strategic workforce planning;
recruitment, promotion and mobility; induction and orientation; performance management; learning and
development; and individual career planning.
The framework suggests ASIO officers require a broad, rather than narrow set of capabilities (notwithstanding
specific technical skills). This approach facilitates lateral movement across agencies and the development of
careers more broadly in the national security community.
At the organisation level
ASIO executive and managers use the People Capability Framework in a strategic workforce management context by:
• Basing performance agreements and discussions on the key capabilities relevant for particular roles
• Funding targeted learning and development activities for a particular capability area
• Highlighting career development by promoting common capability areas and areas of difference
• Assessing the movement across directorates, branches and divisions
• Designing jobs that enable the development of capabilities
• Selecting staff on the basis of capability and behaviour along with technical skills

At the individual level

A staff member uses the framework to improve performance in their current role or to think about career development and mobility by:
• Identifying the capabilities required for their role in conjunction with a job profile
• Getting clarity about performance expectations (in conjunction with the performance framework)
• Gaining insight into any performance or capability gaps
• Identifying areas for learning and development
• Identifying the potential for mobility and career development more broadly
24
Using the framework – Examples
For informing the recruitment
and selection process
Review any pre-existing documentation for the
relevant role.
• Review any pre-existing documentation for the
relevant role.
• Determine the most important descriptors from
each of the six capabilities for the relevant level
within the function. Not all descriptors may be
relevant for every position: choose those that
are critical in being able to operate effectively in
that role.
• Use these capabilities and the supporting
descriptors to identify key requirements for the
role and paint a picture for the applicant. For
example:
Supports ASIO’s strategic direction: the
successful applicant has the ability to identify
inefficiencies and suggest improvements to
existing processes.
• The behavioural nature of these capability
descriptors helps managers conduct
behaviourally based interviews and assessments
for job selection. Use the dot points to develop
interview questions or assessment centre
processes. For example an interview question
relating to the capability above might be:
Please tell us about a time when you became
aware of flaws in a process. How did you
go about highlighting the deficiencies and
offering suggestions for improvement?
• Include one or two technical skill sets that
support the capabilities by choosing those that
are most closely related to the key requirements/
responsibilities for the individual job
> Flowchart Diagram on page 27
For performance development
• The capabilities need to be considered in the
context of how key outcomes agreed in the
performance management scheme are going to be
achieved. For example, a key outcome might be:
Improve client service approaches in
consultation with business areas
• There will be one or two capabilities that
are more critical in achieving this outcome.
In this example, working relationships and
communication will be fundamental in getting
the best result.
• Indicators for these capabilities should be
checked and discussed. Staff and managers
will need to agree the current level of staff
member’s skill around these capabilities.
Performance discussions can focus on the
application or development of the required
capabilities to meet performance expectations
and achieve the outcome.
> Flowchart Diagram on page 28
For induction and orientation
• The People Capability Framework encompasses
many of the cultural aspects of the organisation.
• As part of a new employee’s induction and
orientation, use the framework:
–– as a resource to help them understand what
will be expected of them at their level; and
–– requirements to excel in their job and
progress their career in ASIO.
• The capability ‘Promoting a Security Culture’ is
especially important in the induction context.
For career planning
Individuals use the framework to get an overall
understanding of the requirements at different levels
of the organisation and within different functions by
gauging their own level of capability.
• Review the capability and technical skill
requirements for the your existing role and
assess your own level of capability and
whether you require further development
to meet these requirements
• Determine what level or function you wish
to aim for and identify any capability gaps you
may have against the requirements of that level
or function
• Research learning and development options to
improve capabilities or skills
• Develop an individual development plan (usually
in conjunction with your manager) and talk to
People Development about opportunities that
may available
• Identify any learning needs to help you achieve
career aspirations
> Flowchart Diagram on page 29
 ASIO People Capability Framework
25
Applying the Framework

What do I need to know to do my job? I am about to induct a new staff I am planning a discussion
member.. about staff development...
ASIO core capabilities, function specific
capabilities, skills and supporting documents The Framework lists expectations Focus on those capabilities/
to guide your work are found in the Capability of behaviours and skills required skills that need strengthening.
Framework. Discuss which of these are most of ASIO’s people, and assists new Skills can be developed in
relevant with your supervisor. employees to quickly adapt to ASIO’s a number of ways in ASIO.
unique and positive culture. The Leadership & Learning
team will help you to identify
some of these development
opportunities.
It is time for the new
PAS cycle...
Use the framework to talk
with your supervisor about
your capabilities, skills and
career strengths and needs.

What behaviours, skills and

tools are essential to the
work of my team?
The Capability Framework
I am thinking about moving to helps teams identify the
further my career... behaviours, skills and tools
Look at the range of job essential to getting the best
options and check your level of outcome for the team.
capabilities and skills against the
requirements.

How do I make sure I have the right

people in the right job at the right time?
The Capability Framework enables you to
How do I describe assess the behaviours,
our ideal candidate? skills and tools you need
I need to design some interview questions for a Selection Panel... to plan your workforce.
Use the capabilities and their
underpinning behavioural The Capability Framework describes the required behaviours, and will help inform the selection
descriptions to define the key process. Use the framework to design questions that will draw out information about how the
requirements for the role. candidates have demonstrated that behaviour in the past.
26
Using the Capability Framework to Create a Role Description
1 2
Preparation
Getting started
• Refer to the Capability Framework
• Consult occupant and supervisor
about the key components of
the job
Be selective with behaviours and
more comprehensive with skills and
competencies
Identify and Synthesise
Behavioural descriptors
• Identify from the Capability
Framework the capabilities that
are most important for the role
• For each of the capabilities, choose
the behavioural descriptors that
are most relevant – select no more
than 3 per capability
The behavioural components of a
job best differentiates a good from a
better candidate
Additional Behaviours
• Identify from the Capability
Framework those capabilities,
behaviours, skilss and
competencies that are most
important for the role
Some considerations:
• Some technical skills may be
critical for some jobs (for example
IT) however;
• In general, technical skills are
given less emphasis than the
Behavioural Descriptors when
selecting candidates
Skills and Competencies
• Omit the items that are not
relevant
• Add items that have not been
mentioned but which are critical
for the job
• Identify specific Acts, guidelines
and bodies of knowledge essential
to the job
Be specific without getting into
the minutiae
3
Finalise
Use the Job profile to
√√ Standardise the key behaviours,
skills and knowledge required of
ASIO positions
√√ Inform the Performance
Agreement System (PAS) process
√√ Inform recruitment & selection
process
√√ Induct new staff
√√ Identify development needs
√√ Establish a consistent message
about performance expectations

Using the Capability Framework to Inform Staff Selection
1 2
Getting started Tailor
Core Capabilities Behavioural descriptors
Refer to the: • From the Capability Framework,
• ASIO People Capability Framework select 2-3 behavioural descriptors
• Use the CF to choose the per capability – be selective, focus
capabilities that are most on the most critical
applicable to the job – most jobs • Ensure that any other
will require all of them descriptors unique to the job
family are included
The behavioural components required
for a job best differentiate a good from
a better candidate
Associated Skills and
Competencies
• Identify from the Capability
Framework those additional
capabilities and skills, from the
relevant functional profile, that
are most important for the job.
Some considerations:
• Some technical skills may be
critical for some, for example IT
positions, however;
• In general, technical skills are
given less emphasis than the
Behavioural Descriptors when
selecting candidates
ASIO People Capability Framework
27
3
PAINT THE PICTURE
Finalise Selection Criteria
• Build Selection Criteria based
on decisions made in the
previous steps
• Create a narrative to ‘paint a
picture’ of what it is like working
in this role at ASIO
Avoid writing a lengthy list of
desired behaviours
28
1 2
Preparation
Let’s get ready!
The manager and staff member:
• Become familiar with
ASIO’s Performance
Management policy
Make notes:
• What are the key outputs and
behaviours of the job? (see core
and functional profiles)
• How is the staff member
performing?
• What are the strengths and
areas for development?
• Look at ASIO’s Core and
Functional capabilities to
see if acquiring certain skills
or knowledge of guiding
documents might enhance
performance
• What are some strategies
to meet potential
developmental needs?
Using the Capability Framework for
Performance Management and Development
Discussion
Planning the Journey
The manager and staff member:
• Share thoughts – are perceptions
regarding the outputs and
behaviours the same?
• Discuss other aspects of the job,
e.g. working patterns that need to
be agreed
• Discuss the behaviours identified
as strenghts. Can the staff
member coach or mentor others
in this behaviour?
• Discuss the behaviours needing
development and identify
learning activities to improve or
attain them: courses, on the job
opportunities, coaching etc
• Discuss intrinsic motivation and
employee engagement factors.
Can they be improved?
• Discuss career aspirations
and plan of the staff member. What
learning activities can be undertaken
to help the career plan?
Focus: A shared approach to
develop a common understanding
3 4
Agreement
Creating clarity and certainty
• The supervisor writes the
Performance Agreement and
Professional Development Plan:
• The performance agreement
includes the key expectations,
expressed as outputs and
behaviours
• The development plan includes
strategies and timeframes for:
–– improving the identified
behaviours and skills
–– coaching or mentoring
others
–– developing skills and
knowledge for career
purposes
The manager and staff member
confirm the documents within two
weeks of the discussion
Feedback and
Review June/July
How are we tracking?
• Formal meeting to review
performance agreement
and development plan
• Any changes in outputs
or behaviours?
• How is progress going?
• Discuss options for accessing
learning where these may have
been delayed
• Discuss and evaluate learning
activities
• Discuss and evaluate coaching
or mentoring activities where
relevant
• Amend documents as required
• Record conversation
Keeping in touch and exchanging informal feedback on performance and learning activities
5 6
Feedback, Review &
Rating December/
January
Arriving at the destination
Formal meeting to discuss and confirm
the degree to which the performance
agreement and development plan
have been met
• Were key outputs and behaviours
met? If not, why?
• Were learning activities beneficial?
• Were career goals met?
• Was the process effective? What
was particularly useful/less useful?
• Manager assesses overall
performance for whole of cycle
and assigns a rating
• If an ‘effective’ or higher rating
is assigned, manager approves
salary increment where applicable
• If ‘highly effective’ rating is
assigned, manager considers
Reward & Recognition
• If ‘partially effective’ or ‘not
effective’ rating is assigned, salary
progression (where applicable) is
deferred for at least 6 months, or
until performance is reassessed.
Underperformance proceedings
may be considered
• All other staff commence
preparation for new performance
agreement and development plan
Improving
Unsatisfactory
Performance
Staff member and manager:
• Identify the behaviour which
results in poor performance
• Ensure a shared understanding of
the exact nature of the behaviour
and why it adversely affects
performance
• Eliminate misconduct and health
reasons as primary causes
• Identify the underlying skill,
knowledge or attitude deficit
• Identify learning activities which
will address the deficit
• Include a career discussion
• Organise weekly meetings to
discuss progress
• If satisfactory performance
reached after six months,
manager assigns ‘effective
rating’. New performance
agreement and development
plan prepared
• If rating is ‘Unsatisfactory’
supervisor considers invoking
the formal managing
underperformance provisions

Using the Capability Framework for Career Planning
1 2
Assess current
capabilities & skills
Where am I at now?
Use the Capability Framework to:
• Determine your level of capability
for each of the relevant
capabilities
• Determine the skills and/or
relevant competencies used in
your current role
Do you need to further
develop these capabilities,
skills and/or competencies in
your current role?
YES
Talk to your supervisor about how
you might do this.
Develop a Vision
Where do I want to be?
Some considerations:
• What do I want from a new job?
What is missing in current job?
• What jobs might meet that need?
• Do I want to stay in the same
group or team?
• Do I want to move to another part
of the organisation?
• Do I want to stay at level?
• Do I want a promotion?
NO
ASIO People Capability Framework
29
3 4 5
Identify Gaps Develop Strategies Start moving
What’s needed to get there? How will I develop the capabilities Take action!
needed? • Follow through with
Use the Capability Framework to:
• Talk to your supervisor about ways developmental opportunities
• Determine the capability and skill
to develop required capabilities • Apply for positions or transfers
requirements for desired new job
and skills available
(relevant Functional Profile)
• Keep an eye out for positions or
transfers available
• Identify developmental
opportunities
Is there a gap in my
YES
capabilities?
NO
• Talk to supervisor about possible
opportunities
• Apply for positions or transfers
30

Notes: