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									      career paths at thomas & coffey

opportunities for individual career development and growth
business overview
Thomas and Coffey is a specialised industrial services company. We provide construction,
refurbishment, maintenance, fabrication and repair services, together with associated
design, project management and engineering services, to industry.

Our clientele covers a wide range of industries with a strong focus on:
◆ The energy sector – particularly the coal mining and coal seam gas segments;

◆ The metal manufacturing sector – especially steel and aluminium producers;

◆   The utilities sector - especially electricity substations and water utilities; and
◆   The defence sector – especially their physical facilities.
This document is designed to provide current and prospective employees with an awareness of the
scope of our business, the types of jobs we have and the opportunities that exist for individual career
development and growth within our business.

career development
At Thomas & Coffey, employee career development            Within our industry–focused business approach, we
is the outcome of many factors; the most important         have two main streams:
ones being:
                                                           Services – comprising maintenance, repair and
◆   Your aspirations;                                      fabrication activities across the mechanical and
◆   Your capabilities;                                     building services disciplines. The Services units also
                                                           undertake larger shutdown and refurbishment
◆   The financial success and growth of the
                                                           projects, often with the support of our Projects
◆   Your willingness to develop your own skills and
    abilities; and                                         Projects – comprising both greenfield and
                                                           refurbishment infrastructure projects covering
◆   Your willingness to take up opportunities
                                                           buildings, civil infrastructure and mechanical plant.
    as they arise (which sometimes requires
    relocation).                                           In addition to our business streams, we also have
                                                           Corporate Support functions that provide specialist
As for the factor that is mostly outside the control
                                                           accounting, information technology, human
of any one individual – the financial success and
                                                           resources, safety, commercial risk and
growth of the business – we’ve had mixed fortunes
                                                           marketing advice.
over our 80 plus year history. However, since
2003 – we’ve grown from around 400 permanent               This document focuses on roles, and possible
employees to around 1100 by the end of 2008 and            career paths, in our Services and Projects businesses
our continued profitable growth over this period           where over 90% of our employees
has given the company the opportunity to expand            are engaged.
its operations through both natural growth and
Given our recent history, and assuming we
continue along this recent trajectory – all the rest of
the key factors influencing career development rest
with the individual. The company’s role is to ensure
you are informed of the options and know how to
access opportunities.
Our Services business comprises predominantly
maintenance, repair and fabrication activities          Services - Business Unit locations
across the mechanical and building services             MAP NOT TO SCALE
disciplines. The Services units also undertake larger
construction, shutdown and refurbishment projects,
often with the support of our Projects Division.
Within Services we have employees with a wide                                                Moranbah
                                                                                                Dysart                 Rockhampton
range of skills, education and experiences who,                                                 Kenmare

collectively, bring to Thomas & Coffey the capability
to address our customers' requirements.
                                                                                                  Mudgee                Newcastle
                                                                                                   Kurri Kurri         Sydney
Our disciplines include the following                                                                                  Woolongong

(though not at every location):
                                                              Service centre
◆ Mechanical fitting & machining                              Workshop

◆ Mechanical engineering

◆ Boiler making             ◆ Plumbing

◆ Air-conditioning          ◆ Electrical

◆ Fire Services             ◆ Condition monitoring

Our Projects business comprises both greenfield
and refurbishment infrastructure projects covering      Projects - Business Unit locations
buildings, civil infrastructure and mechanical plant.   MAP NOT TO SCALE

Within Projects we have employees with a wide                                  Darwin

range of skills, education and experience who,
collectively, bring to Thomas & Coffey the capability                                                     Townsville
to address our customer’s requirements.

Our disciplines include the following                                                                                      Brisbane

(though not at every location):
◆ Carpentry                 ◆ Site management                                                                    ACT

◆ Project management ◆ Estimation

◆ Design                    ◆ Contract administration
what is a career path?
In simple terms, a career path is a potential listing
of jobs/roles that an individual may hold over
their working life within a business. It attempts
to demonstrate the different roles that fit logically
within the path and the unique attributes of the
individual roles within that path.
A career path typically commences at an entry level
and shows a range of roles that a person might
assume if they were to follow that path linearly
to its logical end over a working career in a given
Of course, employee’s actual career histories will
vary widely from a potential career path.
For example – not everyone can, or wants to, reach
the highest level of a potential career path. Also,
many actual career histories often involve people
changing disciplines or vocations – often where
they may go back towards an entry level for a
particular path – or transfer to an alternate career
mid path.
Often, employees leave one employer to join
another with the intention of advancing along
a career path – and this often occurs because of
a lack of knowledge about what roles may be
available in the business or as a result of lack of
advancement opportunity in a particular location.
Our hope is that, wherever an employee enters
a potential career path at Thomas & Coffey, they
will be able to meet their career ambitions with
the company and will not feel the need to leave in
order to fulfil that ambition.
Of course, as mentioned earlier, fulfilling career
aspirations will also be a function of your
capabilities, the financial success and growth of
the business, your willingness to develop your
own skills and abilities, and your willingness to take
up opportunities as they arise (which sometimes
require relocation).
This document outlines four potential career paths:
two in Services and two in Projects. In each of
Services and Projects – there is a trades career path
stream and a graduate career path stream.
Services - trades career path stream
Within our Services business – a typical career path starts at the trades apprentice level
and progresses through to Business Unit manager.

 Role/Path            Key Accountability                             Knowledge Requirements                        Critical Competencies *
 Apprentice            Undertake a training and                       Unique knowledge and technical skills        ♦   Safety focus (2)
                       development program to build                   relevant to a chosen trade.                  ♦   Customer focus (2)
                       skills to an accredited standard in a                                                       ♦   Achievement orientation (1)
                       chosen trade.

 Tradesperson          Perform trades services (in a chosen           Unique knowledge and technical skills        ♦   Safety focus (2)
                       field) to address client’s needs –             relevant to a chosen trade.                  ♦   Customer focus (2)
                       generally of a maintenance, repair,            Ideally, understanding of our client’s       ♦   Achievement orientation (2)
                       fabrication or assembly nature.                industry and core processes.
                                                                      Ideally, will have additional ‘tickets'
                                                                      in related activities requiring special

 Leading Hand          (As for Tradesperson) plus provide             Unique knowledge and technical skills        ♦   Safety focus (3)
                       task allocation, work coaching                 relevant to a chosen trade.                  ♦   Customer focus (3)
                       and some administrative duties in              Understanding of client’s industry and       ♦   Achievement orientation (2)
                       respect of tradespersons.                      core processes.

 Delivery              The quality, safety and profit                 Deep trades knowledge.                       ♦   Safety focus (3)
 Supervisor            performance of a team of                       Understanding of client’s industry and       ♦   Customer focus (3)
                       tradespersons performing a                     core processes.                              ♦   Team leadership (2)
                       particular job or jobs. May also
                                                                      T&C job costing and invoicing system.        ♦   Coaching (1)
                       perform trades work.
                                                                                                                   ♦   Achievement orientation (4)

 Customer              The profitability, safety and quality of       Basic accounting principles.                 ♦   Customer focus (4)
 Supervisor            all works performed for a particular           T&C job costing and invoicing system.        ♦   Business acumen (1)
                       client. Responsible for growing our
                                                                      Deep knowledge of customer and               ♦   Coaching (1)
                       business within assigned client.
                                                                      industry sector.

 Department            The profitability, safety and quality          Financial analysis skills.                   ♦   Customer focus (4)
 Manager               of all works performed within                  T&C job costing and invoicing system.        ♦   Business acumen (3)
                       a given trades area or group of
                                                                      Employment law principles.                   ♦   Strategic orientation (2)
                       customers within a geographic
                       region. Responsible for winning new            Competitors and industry sector.             ♦   Team leadership (3)
                       customers.                                     Human behaviour and motivation.              ♦   Coaching (4)

 Operations/           The long term overall financial and            Strong analytical skills and understanding   ♦   Customer focus (5)
 Business Unit         operational performance of a stand             of drivers of financial performance.         ♦   Business acumen (3)
 Manager               alone operation consisting of a range          Deep knowledge of competitors and            ♦   Strategic orientation (4)
                       of trades and customers within                 industry sector.
                       a geographic region or industry
                                                                                                                   ♦   Team leadership (5)
                                                                      Employment law principles.
                       sector. Responsible for growing the                                                         ♦   Coaching (5)
                       business profitably within the region          Human behaviour and motivation.              ♦   Adaptability (4)
                       or industry.                                   Contract law principles.

* Refer to Appendix A for a full description of individual competencies.
                     Services - graduate career path stream
                     Our Services business also employs tertiary qualified employees – typically engineers – and employees
                     with this background have a potential career path commencing at graduate engineer level
                     and progressing through to business unit manager.

Role                     Key Accountability                   Knowledge Requirements                    Critical Competencies
Graduate                  Apply learned principles and        Engineering principles and techniques.    ♦   Safety focus (2)
                          techniques to specific customer     Specific techniques relevant to           ♦   Customer focus (2)
                          issues; generally related to        discipline.                               ♦   Analytical thinking (4)
                          design or operations.
                                                              Understanding of client’s industry and    ♦   Conceptual thinking (4)
                          May involve project
                                                              core processes.
                          management.                                                                   ♦   Achievement orientation (2)
                                                              T&C safety management processes.

Operations Engineer       The overall technical design        Engineering principles and specific       ♦   Safety focus (3)
(delivery)                and quality performance of a        techniques relevant to discipline.        ♦   Customer focus (3)
                          particular project. May also have   Deep understanding of client’s industry   ♦   Analytical thinking (5)
                          additional responsibilities up to   and core processes.
                          full project manager level.
                                                                                                        ♦   Conceptual thinking (4)
                                                              T&C safety management processes .         ♦   Achievement orientation (4)
                                                              Basic accounting principles.
                                                              T&C job costing and invoicing system.
                                                              Project management techniques.

Business                  Lead the business development       Engineering principles and specific       ♦   Customer focus (5)
Development               activity for a business or          techniques relevant to discipline.        ♦   Conceptual thinking (5)
Engineer (bids and        competency in a within a region     Deep knowledge of industry sector.        ♦   Business acumen (3)
analysis)                 or industry.
                                                              Strong estimation skills.                 ♦   Impact & influence (4)
                                                              Contract law principles.                  ♦   Information seeking (4)

Business Unit             The long term overall financial     Strong analytical skills and              ♦   Customer focus (5)
Manager                   and operational performance         understanding of drivers of financial     ♦   Business acumen (3)
                          of a stand alone operation          performance.                              ♦   Strategic orientation (4)
                          consisting of a range of trades     Deep knowledge of competitors and
                          and customers within a
                                                                                                        ♦   Team leadership (5)
                                                              industry sector.
                          geographic region or industry                                                 ♦   Coaching (5)
                                                              Employment law principles.
                          sector. Responsible for growing                                               ♦   Adaptability (4)
                          the business profitably within      Human behaviour and motivation.
                          the region or industry.             Contract law principles.
Services – a snapshot of some of our
           Services employees
APPREnTiCE                                                       LEADinG HAnD
Name                                                             Name
Kane Moore                                                       Scott Rodgers
Position                                                         Position
Apprentice Boilermaker                                           Leading Hand
Location                                                         Boilermaker
Wollongong                                                       Location
Joined T&C                                                       Wollongong
January 2007                                                     Joined T&C
                                                                 February 2005
“I really enjoy the challenge and variety that my role offers.
                                                                 "The biggest challenge in my role is meeting the deadlines of
It means being able to go to different worksites, meet new
                                                                 clients and getting paperwork written correctly (such as JSEAs
people and work on different projects.
                                                                 and Safe Work Method Statements) – everything needs to be
To do the job well requires patience, confidence and             spot on to ensure the job runs smoothly.
concentration. Success is about being able to implement the
                                                                 To be successful in this role you have to understand the
skills and techniques that I have learned at TAFE.
                                                                 technical aspects - such as technical drawings and how the
Getting up early during the week is the biggest challenge”.      job is to be performed. It is also important to get along with
                                                                 other people in the team”.

TRADESPERSOn                                                     GRADUATE EnGinEER
Name                                                             Name
Mick Humby                                                       Brad Mann
Position                                                         Position
Condition Monitoring                                             Graduate Mechanical
Technician                                                       Engineer
Location                                                         Location
Wollongong                                                       Wollongong
Joined T&C                                                       Joined T&C
July 2004                                                         November 2006
“I like the variety that my role offers – I always get to do     “I most enjoy learning new skills and get real satisfaction
different things and go to different places.”                    where I am able to add value by applying some of the skills
The downside is that I do not really have control of when        and techniques learned during my studies at university. I
there is a demand for my services.                               hope to do more research & development or mechanical
                                                                 design work in the near future.
Learning new things is always a challenge but satisfying.
                                                                 My role as a graduate engineer requires me to quickly adapt
Getting the job done right is the most important element for
                                                                 to change. Thomas and Coffey’s development program
being successful.”
                                                                 requires that I change roles approximately every six months.
                                                                 I have to learn new skills quickly to be successful in each role.
                                                                 For me some of the most important elements to being
                                                                 successful in my role are problem solving, learning
                                                                 new systems quickly, organisation and effective time
DELivERy SUPERviSOR                                                   CUSTOMER SUPERviSOR
Name                                                                  Name
Ben Bendel                                                            Dean King
Position                                                              Position
Mechanical Supervisor                                                 SiteManager,
Location                                                              Liddell Coal
Wollongong                                                            Location
Joined T&C                                                            Muswellbrook
 June 2000                                                            Joined T&C
                                                                      January 1999
“The reward of seeing a job through to its completion is very
                                                                      “I really enjoy working with my team, and delivering services
satisfying and I like the fact that my role always creates new
                                                                      to our customers’ satisfaction. Every day we do something
                                                                      different – and the variety is great.
The only thing that I dislike about my role is having to chase
                                                                      The changing environment and new technology we work
up payment from customers.
                                                                      with is a real challenge though. The team and I are continually
Learning new things and moving into unfamiliar territory is           adapting to be the most effective that we can.
a big challenge- but at the same time it is exciting. The most
                                                                      I am a strong believer in continually challenging yourself to
important element to being successful in my role is providing
                                                                      get better at what you do. This is inherently satisfying and also
quality service and delivering what was promised to the
                                                                      creates the best career opportunities”.
customer. You also must treat employees and customers with
honesty and integrity”

DEPARTMEnT MAnAGER                                                    BUSinESS UniT MAnAGER
Name                                                                  Name
Mark Rouse                                                            Steve Grogan
Position                                                              Position
Manager Hunter                                                        Manager Newcastle
CHPP Services                                                         Industrial
Location                                                              Location
Kurri Kurri                                                           Newcastle
Joined T&C                                                            Joined T&C
September 2007                                                        July 1996
“Understanding the technical aspects of our customers’                “I enjoy the responsibility I have to the people that work in my
plant and equipment is the most important aspect to being             unit to ensure that I keep the business running, growing and that
successful in this role.                                              they all feel supported. I also enjoy the business development
Having a strong trade background and being able to share              part of my role; interacting with customers and selling a quality
that knowledge with the team - particularly when you need             service that I truly believe in.
to provide ‘hands on’ technical leadership assistance to your         Balancing work and life is personally a big challenge. The
team - is really helpful.                                             other big challenge is attracting, retaining and developing
It can be difficult to manage pressure from customers to              quality, qualified people to support the service delivery to our
meet their expectations when they have no appreciation                customers, especially in a tight labour market.
that you have other customers that would also like a high             Success in my role is predicated on treating people with
level of quality services. So ‘keeping all the balls in the air’ is   dignity and respect and being positive in challenging
sometimes a real challenge”.                                          situations. Always maintain your integrity by doing what you
                                                                      say you are going to do. Additionally, you need to have a good
                                                                      understanding of your business so that you can match your
                                                                      capabilities with your customer requirements.”
Steve Mitskof
Operations Manager
Building Services
Joined T&C
March 1996
“I really enjoy interacting with customers, establishing
proposals to solve their issues and working alongside a great
group of people.
One of the biggest challenges is managing unreliable and
difficult employees. Sometimes the expectations of clients
can be unrealistic and that’s also frustrating.
To me, success will generally come with being honest and fair.
Ultimately I am successful if my business is making a good
profit and my employees are happy”.

Phil Brodie
Regional Manager
NSW South
Joined T&C
August 1993
“Over the years I have recognised the importance of leading
as opposed to managing. Leading can be best described as
taking responsibility for achieving objectives through the
work of others and for building and maintaining a business.
You won’t become a leader through University or TAFE; it’s
not a science to be studied but an art to be practised.
Having progressed through the ranks from an apprentice
to a Regional Manager; the journey has provided me with
a tremendous amount of exposure and experience. I have
never grown tired of facing new challenges and learning from
these experiences and subsequent decisions.
Thomas & Coffey is an amazing company to work for and
offers a tremendous number of opportunities for career
advancement and personal development. How many
companies provide a career path allowing a tradesman to
progress through to a senior executive position?”
                Projects businesses – trades stream
                Within our Projects business – a typical career path starts at the trades apprentice level and progresses
                through to Business Unit Manager.

Role            Key Accountability                    Knowledge Requirements                               Critical Competencies
Apprentice      Undertake a training and              Unique knowledge and technical skills                ♦   Safety focus (2)
                development program to build          relevant to a chosen trade.                          ♦   Customer focus (2)
                skills to an accredited standard in                                                        ♦   Achievement orientation (1)
                a chosen trade.

Tradesperson    Perform trades services (in           Unique knowledge and technical skills                ♦   Safety focus (2)
                a chosen field) to address            relevant to chosen trade.                            ♦   Customer focus (2)
                client’s needs – generally of a       Ideally, will have additional ‘tickets' in related   ♦   Achievement orientation (2)
                maintenance, repair, fabrication      activities requiring special certification.
                or construction nature.
                                                      Construction techniques and scheduling.

Site Foreman/   Ensuring on-site construction         Employment/Industrial law principles.                ♦   Safety focus (3)
Manager         activities are performed safely,      Quantity estimation from plans.                      ♦   Customer focus (3)
                in a timely manner and to
                                                      Construction techniques and applicable               ♦   Initiative (2)

Project         The overall profitability, safety,    Construction techniques and applicable               ♦   Safety focus (3)
Manager         quality and timeliness of a given     standards.                                           ♦   Customer focus (3)
                project or projects. Improving        Contract law principles.                             ♦   Initiative (3)
                on project budgeted margin
                                                      Employment Law principles.                           ♦   Business acumen (3)
                through letting and delivery
                gains.                                Budgeting and financial analysis skills.
                                                      Project management techniques.

Construction    Management of all project             Financial analysis skills.                           ♦   Customer focus (3)
Manager         delivery activities within a given    Contract law principles.                             ♦   Analytical thinking (4)
                business unit or industry sector.
                                                      Employment law principles.                           ♦   Business acumen (3)
                                                      Human behaviour and motivation.                      ♦   Achievement orientation (4)
                                                      Project management techniques.                       ♦   Coaching (5)

Business Unit   The long term overall financial       Strong analytical skills and understanding of        ♦   Customer focus (5)
Manager         and operational performance of a      drivers of financial performance.                    ♦   Business acumen (3)
                stand alone operation consisting      Deep knowledge of competitors and                    ♦   Strategic orientation (4)
                of a range of customers within        industry sector.
                a geographic region or industry
                                                                                                           ♦   Team leadership (5)
                                                      Employment law principles.
                sector. Responsible for growing                                                            ♦   Coaching (5)
                the business profitably within the    Human behaviour and motivation.                      ♦   Adaptability (4)
                region or industry.                   Contract law principles.
graduate stream
Our Projects business also employs tertiary qualified employees – typically Construction Management
or Civil Engineering graduates – and employees with this background have a potential career path
commencing at construction cadet level and progressing through to Business Unit Manager.

 Role                Key Accountability                     Knowledge Requirements                       Critical Competencies
 Cadet                Undertake a training and              Construction techniques and applicable       ♦   Safety focus (2)
                      development program to build          standards.                                   ♦   Analytical thinking (3)
                      breadth of knowledge and skills                                                    ♦   Conceptual thinking (3)
                      in all aspects of construction
                                                                                                         ♦   Achievement orientation (2)
                                                                                                         ♦   Teamwork & cooperation (1)

 Contracts            Implement all activities associated   Deep knowledge of primary trades             ♦   Safety focus (2)
 Administrator        with the engagement, deployment       suppliers in location.                       ♦   Analytical thinking (3)
                      and payment of sub-contractors on     Contract and construction law principles.    ♦   Business acumen (2)
                      a project or projects.
                                                            Construction techniques and applicable       ♦   Initiative (2)
                                                            standards.                                   ♦   Achievement orientation (2)
                                                            Budgeting and financial analysis skills.

 Project Manager      The overall profitability, safety,    Construction techniques and applicable       ♦   Safety focus (3)
                      quality and timeliness of a given     standards.                                   ♦   Customer focus (3)
                      project or projects. Improving on     Contract law principles.                     ♦   Initiative (3)
                      project budgeted margin through
                                                            Employment law principles.                   ♦   Business acumen (3)
                      letting and delivery gains.
                                                            Budgeting and financial analysis skills.
                                                            Project management techniques.

 Construction         Management of all project delivery    Financial analysis skills.                   ♦   Customer focus (3)
 Manager              activities within a given business    Contract law principles.                     ♦   Analytical thinking (4)
                      unit or industry sector.
                                                            Employment law principles.                   ♦   Business acumen (3)
                                                            Human behaviour and motivation.              ♦   Achievement orientation (4)
                                                            Project management techniques.               ♦   Coaching (5)

 Business Unit        The long term overall financial       Strong analytical skills and understanding   ♦   Customer focus (5)
 Manager              and operational performance of a      of drivers of financial performance.         ♦   Business acumen (3)
                      stand alone operation consisting      Deep knowledge of competitors and            ♦   Strategic orientation (4)
                      of a range of customers within        industry sector.
                      a geographic region or industry
                                                                                                         ♦   Team leadership (5)
                                                            Employment law principles.
                      sector. Responsible for growing                                                    ♦   Coaching (5)
                      the business profitably within the    Human behaviour and motivation.              ♦   Adaptability (4)
                      region or industry.                   Contract law principles.

Other similar paths exist for engineers/designers/estimators.
Projects – A snapshot of some of our
Projects employees
ESTiMATOR                                                        SiTE FOREMAn / MAnAGER
Name                                                             Name
Siska Tiauw                                                      Joe Rapisarda
Position                                                         Position
Estimator                                                        Site Manager
Location                                                         Location
Brisbane                                                         Sydney (Commercial)
Joined T&C                                                       Joined T&C
Sept 2002                                                        December 2004

“What I most enjoy about my job is winning a very challenging    “The role of a site manager can be compared to the conductor
tender. Design and construct tenders are especially enjoyable    of an orchestra. You need to bring together all the different
as they push me to improve my skills and knowledge by            instruments, both human and machinery, in a way that they
bringing out innovations.                                        interact seamlessly with each other to create clean clear
I rarely work on the same thing from one day to the next and     music.
I have to be ready to price any kind of project that may turn    I get real satisfaction from seeing a fully functional building
up on my desk.                                                   that meets the client’s requirements being constructed from
Estimating is a time consuming process and burns brain           either the remnants of an old building or a hole in the ground.
energy. At times it can get frustrating and that’s the time      The part of my role that is increasingly challenging is the
when I look for support and inspiration from my colleagues.      ever increasing paperwork that seems to come from many
Being successful in this role is all about determination,        different avenues.”
teamwork and being respectful with your time.”

PROjECT MAnAGER                                                  ESTiMATinG MAnAGER
Name                                                             Name
Ross Guy                                                         Mark Henderson
Position                                                         Position
Project Manager                                                  Estimating Manager
Location                                                         Location
Sydney Commercial                                                Brisbane
Joined T&C                                                       Joined T&C
June 2004                                                        July 2003
                                                                 (previously with T&C
“I really enjoy the unique challenges that come with each        between June 1988 and June 1999)
different project – this may be the location, the client, or
special conditions in which the project is undertaken. Success   “I appreciate the fact that as my skills have grown I have been
comes from being aware of the key issues and risks - then        given opportunities for advancement to more senior roles. I
putting in place practices to manage them. It is important to    get the opportunity to work on a diverse range of projects –
follow through on completing tasks and paying attention to       and this helps maintain my interest.
the finer details in all aspects of the works.                   It gives me great professional satisfaction that my opinions
“Although it happens infrequently, managing subcontractors       about the direction of the business unit are both sought
whose performance is not aligned with the project’s              and valued. I regularly have responsibility for training and
requirements is one of the more unpleasant aspects of            mentoring new cadets. It is very satisfying to watch these
the role. However, I have learned that there is no place for     employees grow into fully fledged estimators.
arrogance - you can always learn something new. All people       My biggest challenge in my current role is time management.
deserve respect no matter what their age or occupation”.         I’ve got to provide coaching and support to my departmental
                                                                 team and ensure that our estimates adequately address
                                                                 project risks whilst remaining price competitive.”
COnSTRUCTiOn MAnAGER                                                GEnERAL MAnAGER
Name                                                                Name
David Hands                                                         Brad Eathorne
Position                                                            Position
Construction Manager                                                General Manager
Location                                                            Projects
Sydney                                                              Joined T&C
Joined T&C                                                          November 2001
January 2007                                                        (previously with T&C
                                                                     between October 1995
“The most rewarding part of my job is the process of building       and June 2001)
a team to deliver our projects. I also enjoy the interaction with   “Over my career one of the most satisfying aspects has
our customers, and enhancing the relationships. We get a lot        been the thrill of competing for work, winning a tender,
of repeat business based on relationships and this leads me to      and successfully delivering to the customer whilst making a
what I don’t enjoy - losing work to competitors.                    sound profit on the project. I still get a buzz when our team
To be a successful Construction Manager you have to                 wins and successfully delivers a great project.
demonstrate to the project team a deep knowledge and                As I’ve moved into management roles I quickly realised that
understanding of all their roles. Also needed are excellent         the way you achieve results changes substantially. I also
leadership skills - including communication, role modelling         realised that I have to rely on others and juggle many balls
and consistency.                                                    at the same time. I have to use influence more and more –
Along the way I’ve learned the importance of systems based          providing direction and leading rather than fixing issues
management - when implemented properly they can be time             myself.
and cost saving.”                                                   Learning about new business management concepts –
                                                                    outside my experience so far – is a continual challenge as is
COnSTRUCTiOn MAnAGER                                                learning to let go sometimes and spend sufficient time with
Name                                                                family.
Paul Barton                                                         Seeing employees grow and being passionate about what
Position                                                            they do is really satisfying – and a significant responsibility”.
Construction Manager
Joined T&C
January 1996

"The most satisfying aspect of my time with T&C has been that
a number of senior managers have given me the opportunity
to challenge my own skills, often outside my own field of
expertise, and that has lead to my career's progression.
I feel that coming from a trade and site background has
given me a good insight into the day to day operations of the
business. Add to this the different roles that I have undertaken
during my time with T&C, including bid management and
estimating, roles which have been instrumental in providing
me with the skills to do my current role.
Our business's long term future is heavily reliant on our
people, the skills held by our current staff need to be
expanded and passed onto our young apprentices and
construction professionals. Ensuring that the tools and
systems are in place so this happens is one of my biggest
how to express interest in a role internally
Thomas & Coffey advertises all current vacancies on its recruitment web site and this is available either
through the internal intranet – or through the company’s web page - at
In addition to listing current vacancies, we also provide employees with the opportunity to lodge an
expression of interest in a role at another location.

You can access the listing by:
◆   Visiting the Intranet - clicking the “Job Opportunities” tab on the left hand side of the intranet
    home page; or
◆   Visiting the Intranet - going to the HR tab, and then clicking “Job Opportunities”. A link to the
    available positions will be available on this page; or
◆   Visiting the Web - going to the T&C site and finding the link in the People and Employment

If you are interested in a particular position you can make an application from this page by
clicking “Start New Application”.
Employees are encouraged to periodically review the listing.
For family, lifestyle or career advancement reasons – employees often consider moving to live in a
new location.
We want to retain strong skills within the business - and where possible, we will actively consider
employees who express an interest in relocation to another place where Thomas & Coffey has
Available to employees only, we have established a section in our recruitment system where current
employees can express an interest in working at a particular location in a particular type of role.
You can lodge an expression of interest by:
◆    Visiting the Intranet - going to the HR tab, and then clicking “Job Opportunities”. A link to the
    available positions will be available on this page, under the section headed “Register your
    interest to relocate with Thomas & Coffey”.
You will be required to log on and answer a number of questions relating to your contact details,
type of work and specific location you are expressing an interest in. You may also attach a resume to
your expression of interest if you wish (and this is recommended).

Lodging an internal expression of interest will require you to have access to the company’s intranet.
If you do not have a company system log on – most locations have common use computers that
have access to the intranet. Failing that, ask your supervisor or office administration staff to
assist you.
Alternatively speak with your Human Resources representative who will be able to assist you.
                  attachment A
                  Competencies are those things that the                competencies will describe, other than technical
                  outstanding performers do better and more             knowledge, the majority of the attributes that are
                  frequently, than others. Competencies are generally   most important in most jobs in the company. Of
                  expressed and observed by others as behaviours.       course, there may be elements of a particular role
                  The extent to which someone demonstrates these        that are critical and are not captured by any of the
                  behaviours will be a function of:                     competencies in the company framework.
                  ◆      Their skills and knowledge,                    Each competency is described at 6 levels. Level 1
                  ◆      Their self image,                              generally describes relevant behaviours at their
                                                                        most basic, whilst Level 6 behaviours are much
                  ◆      Their beliefs and values; and
                                                                        more complex and difficult to demonstrate. Most
                  ◆      Their traits.
                                                                        jobs will have a need for each of the competencies
                  Thomas & Coffey has developed this competency         to at least Level 1. As jobs become more complex
                  framework to identify those attributes that are       or specialised, they will require higher levels for
                  regarded as indicators of successful performance      particular competencies.
                  for most jobs in our company. Technical knowledge
                                                                        For example – take Analytical thinking. We expect
                  is not included – not because it’s not important -
                                                                        that all roles in the organisation would require
                  but because the subject of that knowledge varies
                                                                        incumbents to at least operate in a systematic and
                  widely between roles. Additionally, technical
                                                                        methodical manner. However, for senior technical
                  knowledge is relatively easy to acquire whereas
                                                                        positions, project managers or senior operational
                  other competencies are more difficult to learn
                                                                        managers, these roles would typically require the
                  and change. They can be learned, but it generally
                                                                        incumbent to analyse complex problems using
                  takes time, focus and commitment to change the
                                                                        appropriate evaluative techniques, see multiple
                  behaviours associated with competencies.
                                                                        relationships and look beyond immediate cause
                  The Thomas & Coffey framework identifies              and effect. In other words, a greater level of
                  15 competencies. It is intended that these 15         analytical thinking.
                                                                        Thomas & Coffey’s competency framework has
thomas & coffey competency matrix                                       been developed to support its overall objective
                                                                        of being an employer of choice. Specifically, the
competency clusters              individual competencies                competency framework will:
core                              Safety focus                          ◆   Enable the company to develop a common
                                  Customer focus                            language around attributes which are regarded
thinking                          Analytical thinking                       as important to specific roles.
                                  Conceptual thinking                   ◆   Provide a structure to enable employees to get
                                  Business acumen                           specific performance feedback about how they
                                  Strategic orientation
                                                                            are performing, relative to what is expected.
personal effectiveness            Adaptability                          ◆   Aid recruitment and selection processes
                                  Self awareness and control                (recognising that competencies are more
influencing                       Impact & influence                        difficult to develop/train)

achieving                         Initiative                            ◆   Establish a vehicle for planning employee
                                  Achievement orientation                   development and training by enabling specific
                                  Information seeking                       feedback relating to development needs.
                                  Teamwork & cooperation

leadership                        Team leadership
cluster: core
competency: safety focus
Behaviours and actions that demonstrate
ownership and commitment to safe work
practices and the elimination of injuries in the
1. Follows standard safe work procedures:
 	 •	 Is	aware	of,	and	follows,	safe	work	practices	and	
 	 •	 Wears	appropriate	PPE	for	the	task.
2. Assesses own working environment for safety
   risks to self before commencing an operation,
   irrespective of safe work procedures:
 	 •	 Understands	they	have	a	responsibility	for	their	
      own safety and actively reviews environment
      for potential risks before commencing a task.
3. Looks out for safety of workmates by providing
   guidance and challenging procedures where
   risks are evident:
 	 •	 Accepts	responsibility	for	the	safety	of	work	
 	 •	 Takes	appropriate	action	to	protect	the	safety	of	
      others in the work place.
 	 •	 Provides	guidance	and	counsel	to	others	
      operating in an unsafe manner.
4. Takes an active role in safety management and
   consultation across a branch:
 	 •	 Volunteers/nominates	for	a	position	on	the	
      safety committee.
5. Is a primary driver of safety activity and training
   on a branch safety committee:
 	 •	 Takes	a	leadership	role	on	the	safety	committee.
 	 •	 Has	passion	for		safety	and	initiates	issues	and	
      programs for the safety committee.
6. Contributes significant individual effort out of
   hours to research and keep up to date with
   safety issues in the industry:
 	 •	 Maintains	knowledge	of	safety	through	
      research and membership of safety-related
 	 •	 Maintains	a	network	of	safety	professionals	–	in	
      order to keep abreast of industry initiatives.
cluster: core
competency: customer focus
Customers (either internal or external)                4. Regularly talks to customers to understand
ultimately determine the success of the                   their issues:
business and every employee’s job security
                                                        	 •	 Goes	beyond	responding	to	customer	initiated	
is an outcome. Customer focus is the extent
to which the employee actively behaves in
appropriate ways to demonstrate awareness               	 •	 Schedules	time	to	initiate	contact	with	
and understanding of the importance                          customers.
of the customer.                                        	 •	 Puts	self	in	‘the	customers	shoes’	to	understand	
1. Performs work in accordance with job                      their issues.
   specifications:                                     5. Anticipates customer needs and responds
 	 •	 Works	to	plans/standards.                           accordingly:

 	 •	 Does	exactly	what	has	been	agreed	to	by	the	      	 •	 Knows	customer	and	their		business	issues	so	
      customer.                                              well that they can anticipate questions and
2. Responds promptly to issues raised by
   customers:                                           	 •	 Schedules	review	activity	with	customer	that	
                                                             addresses their business priorities.
 	 •	 Understands	the	importance	of	responding	
      quickly to customers.                            6. Works proactively with customers to understand
                                                          their needs/expectations and pro-actively offers
3. Gives priority to customer satisfaction:
                                                          value added solutions:
 	 •	 Sees	customer	satisfaction	as	the	highest	
                                                        	 •	 Operates	almost	like	a	true	partnership	
      priority in scheduling own work activity.
 	 •	 Sets	examples	to	colleagues	that	demonstrates	
                                                        	 •	 Understands	key	profit	levers	in	customers	
      customer focus.
                                                        	 •	 Looks	at	customers'	needs	beyond	immediate	
                                                             operational requirements and identifies
                                                             solutions that address their key business risks.
cluster: thinking competencies
competency: analytical thinking
Analytical thinking involves understanding a               5. Sees multiple relationships:
situation, issue or problem by breaking it into
                                                            	 •	 Makes	multiple	causal	links:	several	potential	
smaller pieces or tracing the implications of
                                                                 causes of events, several consequences of
a situation in a step-by-step way. it includes
                                                                 actions, or multiple-part chains of events (A
organising the parts of a problem in a
                                                                 leads to B leads to C leads to D) .
systematic way, making logical and systematic
comparisons of different features and aspects               	 •	 Analyses	relationships	among	several	parts	of	a	
and setting priorities on a rational basis.                      problem or situation (e.g. anticipates obstacles
                                                                 and thinks ahead about next steps, in detail,
1. Approaches work in a methodical way:
                                                                 with multiple steps).
 		 •	 Thinks	through	work	tasks	in	a	systematic	
                                                           6. Makes complex plans or analyses:
                                                            	 •	 Identifies	multiple	elements	of	a	problem	and	
 	 •	 Undertakes	basic	planning	of	given	activities.
                                                                 breaks down each of those elements in detail,
2. Breaks down problems:                                         showing causal relationships between them .
 	 •	 Breaks	problems	into	simple	lists	of	tasks	or	        	 •	 Peels	back	multiple	layers	of	a	problem.
      activities without assigning values.
                                                            	 •	 Uses	several	analytical	techniques	to	break	
 	 •	 Makes	a	list	of	items	with	no	particular	order	or	         complex problems into components or parts:
      set of priorities.                                         uses several techniques to identify several
                                                                 solutions and weighs the value of each.
3. Sees basic relationships:
 	 •	 Identifies	the	cause-and-effect	relationship	
      between two aspects of a situation.
 	 •	 Separates	situations	into	two	parts:	pro	and	
 	 •	 Sorts	out	a	list	of	tasks	in	order	of	importance.
4. Analyses problems:
 	 •	 Analyses	the	individual	elements	of	a	problem	
      using an appropriate analytical technique.
 	 •	 Prioritises	multiple	tasks	effectively.
 	 •	 Looks	beyond	the	basic	cause	and	effect	of	a	
cluster: thinking competencies
competency: conceptual thinking
Conceptual thinking is the ability to identify          3. Identifies options:
patterns or connections between situations
                                                         	 •	 Based	on	past	experiences,	identifies	a	range	of	
that are not obviously related, and to identify
                                                              suitable approaches to a problem.
key or underlying issues in complex situations.
it includes creativity, conceptual or inductive          	 •	 Recognises	less	obvious	patterns	and	trends	in	
reasoning.                                                    a situation.

1. Applies basic rules:                                 4. Applies learned complex concepts:

 	 •	 Applies	simple	rules,	common	sense	and	past	       	 •	 Uses	knowledge	of	theory	or	of	different	past	
      experiences to identify problems.                       trends or situations to look at current situations.

 	 •	 Recognises	when	a	current	situation	is	exactly	    	 •	 Applies	and	modifies	complex	learned	
      the same as a past situation.                           concepts or methods appropriately.

 	 •	 Uses	existing	practice	when	identifying	          5. Clarifies complex data or situations:
      solutions to a situation.                          	 •	 Makes	complex	ideas	or	situations	clear,	simple	
2. Sees patterns based on life experience:                    and/or understandable.

 	 •	 When	looking	at	information,	sees	patterns,	       	 •	 Takes	intricate	ideas	and	data	and	puts	it	into	
      trends or missing pieces.                               lay terms, ‘boils down’ information.

 	 •	 Notices	when	a	current	situation	is	similar	or	    	 •	 Looks	at	things	in	a	new	way	–	thinking	that	is	
      dissimilar to a past situation and identifies           new to the business unit.
      similarities and differences.                     6. Creates new concepts:
                                                         	 •	 Creates	new	concepts	that	are	not	obvious	
                                                              to others and not learned from previous
                                                              education or experience to explain situation or
                                                              resolve problems.
                                                         	 •	 Looks	at	things	in	completely	new	ways	–	
                                                              breakthrough thinking.
                                                         	 •	 Shifts	the	paradigm;	starts	a	new	line	of	
cluster: thinking competencies
competency: business acumen
Maintains and expands relevant business and              4. Broadens knowledge of the business:
industry knowledge and technical expertise.
                                                          	 •	 Sources	information	and	market	intelligence	
Uses this knowledge to align decisions with the
                                                               beyond own business unit and company in
strategic goals of Thomas & Coffey. it requires
                                                               order to make commercially astute decisions.
keeping up-to-date on market place and
industry trends and applying that knowledge               	 •	 Seeks	out	information	from	others	to	learn	
flexibly and quickly to take advantage of                      about business drivers and operational issues
opportunities for the good of Thomas & Coffey.                 across functions in the organisation.

1. Understands basic profitability in own area of         	 •	 Works	towards	maximising	medium	term	
   the business:                                               profitability of the overall business.

 	 •	 Understands	how	own	area	of	the	business	          5. Understands and addresses market place
      contributes to overall business performance.          dynamics:

 	 •	 Understands	cost	and	profit	within	own	             	 •	 Considers	social,	political,	environmental	and	
      business area.                                           economic factors in decision making.

 	 •	 Has	a	basic	understanding	of	other	areas	of	the	    	 •	 Gains	a	broad	picture	of	the	dynamics	within	
      business.                                                the market place and uses this perspective
                                                               to identify strategic direction for company to
2. Understands the Organisation’s business:
                                                               maximise organisational performance.
 	 •	 Understands	main	business	activities.
                                                         6. Anticipates the future:
 	 •	 Understands	balance	sheet	and	profit	and	loss	
                                                          	 •	 Anticipates	future	trends	and	how	these	
                                                               changes in the market place may affect
 	 •	 Understands	factors	impacting	on	profitability	          company.
      of the overall business.
                                                          	 •	 Uses	this	in-depth	knowledge	to	refocus	
3. Understands key business drivers:                           company’s strategy in order to ensure
                                                               sustained and long term business
 	 •	 Is	thoroughly	conversant	regarding	all	aspects	
      of own business operations.
 	 •	 Interprets	key	business	drivers,	financial	
      measures and customer/market place
      information that impact decisions in own
      business unit and broader organisation.
 	 •	 Is	focused	on	maximising	profitability	of	own	
      area to support the business.
cluster: thinking competencies
competency: strategic orientation
Strategic orientation focuses on the ability to             4. Links own plans and strategies to overall
align plans and activities with the organisation’s             business strategies:
strategy or even the external forces. it involves
                                                             	 •	 Assesses	and	links	short-term,	day-to-day	tasks	
thinking about and planning the longer-term
                                                                  in the context of long-term business strategies
implication of current activities.
                                                                  or a long-term perspective. Considers
1. Understands strategies:                                        whether short-term goals will meet long-term
                                                                  objectives and plans accordingly.
 		 •	 Able	to	comprehend	organisation	goals	and	
       strategies developed by others.                       	 •	 Reviews	own	actions	against	the	organisations	
                                                                  strategic plan, considers the big picture when
2. Aligns current actions with strategic goals:
                                                                  considering possible opportunities or projects
 	 •	 Prioritises	own	work	in	alignment	with	                     or thinks about long-term applications of
      managers and/or business unit goals, acts in                current activities.
      accordance with set strategies, objectives,
                                                             	 •	 Anticipates	all	possible	responses	to	different	
      or goals.
 	 •	 Uses	strategy	developed	by	others	in	planning	
                                                            5. Understands external impact on internal
      day to day activities.
3. Thinks in strategic (future-oriented) terms:
                                                             	 •	 Is	aware	of	the	projected	directions	of	the	
 	 •	 Develops	objectives,	strategies	and	goals	to	               industry and how changes might impact the
      meet medium term objectives.                                company.
 	 •	 Works	to	identify	longer-term	issues,	problems	        	 •	 Considers	how	present	policies,	processes,	
      or opportunities.                                           and methods (not current actions, but
 	 •	 Develops	and	establishes	broad	scale,	longer	               ongoing issues) might be affected by future
      term objectives, goals or projects, (e.g. affecting         developments and trends.
      a business, department, several departments or        6. Plans actions to fit strategy (own and outside)
      a large organisation).                                   and meet external events :
 	 •	 Develops	a	business	strategy	for	own	area.             	 •	 Prepares	and	reviews	contingency	plans	for	
                                                                  problems and situations that might occur;
                                                                  redesigns the department and/or organisation
                                                                  to better meet long-term objectives.
                                                             	 •	 Establishes	a	course	of	action	to	accomplish	
                                                                  a long-term goal or vision, and/or shares with
                                                                  others own view of the desirable future state of
                                                                  the business, department or organisation.
cluster: personal effectiveness
competency: adaptability
The ability to adapt to and work effectively          5. Adapts own strategy:
within a variety of situations, and with various
                                                       	 •	 Proactively	changes	the	overall	plan,	goal,	or	
individuals or groups. Adaptability entails
                                                            project (i.e., what you’re trying to accomplish)
understanding and appreciating different
                                                            to fit the situation.
and opposing perspectives on an issue,
adapting one’s approach as the requirements            	 •	 Changes	resourcing	or	work	approaches	based	
of a situation change, and changing or easily               on changed conditions and priorities.
accepting changes in one’s own organisation or        6. Adapts organisation:
job requirements.
                                                       	 •	 Makes	organisational	changes	to	meet	the	
1. Open to new ideas:                                       needs of a specific situation.
 		 •	 Recognises	the	need	to	be	open	to	new	ideas.    	 •	 Initiates	the	review	of	strategy	and	large	
 	 •	 Seeks	to	understand	others’	views.                    business processes based on a changed
                                                            situation or new requirements.
2. Accepts need for flexibility:
 	 •	 Demonstrates	willingness	to	change	ideas	
      or perceptions based on new information or
      contrary evidence.
 	 •	 Adapts	to	organisational	requirements.
3. Applies rules flexibly:
 	 •	 Alters	normal	procedures	to	fit	a	specific	
      situation to get a job done and/or meet
      company goals.
 	 •	 Accepts	ambiguity	in	the	workplace	and	works	
4. Adapts tactics:
 	 •	 Decides	how	to	do	something	based	on	the	
 	 •	 While	maintaining	the	same	overall	plan	or	
      strategy, changes how to accomplish the plan.
 	 •	 Acts	to	fit	the	situation	or	the	person.
cluster: personal effectiveness
competency: self awareness and control
Describes how effectively we read and react               4. Knows why feelings occur, responds calmly and
to cues in the environment. Self-awareness                   open to feedback:
involves understanding our emotions, strengths
                                                           	 •	 Understands	why	they	react	in	a	particular	way.
and weaknesses, and using this knowledge to
make improvements to own reactions and self                	 •	 Willing	and	able	to	receive	both	positive	and	
development.                                                    critical feedback from others.

1. Is aware of own feelings:                               	 •	 Feels	strong	emotions	in	the	course	of	
                                                                conversation or other task, such as anger,
 	 •	 Attuned	to	how	he	or	she	reacts	to	others	and	
                                                                extreme frustration, or high stress; holds the
      the environment.
                                                                emotions back, and continues to act calmly.
 	 •	 Understands	basic	emotions.
                                                           	 •	 Ignores	angering	actions	and	continues	a	
2. Restrains emotional impulses:                                conversation or task. May leave temporarily to
                                                                withhold emotions, then return immediately to
 	 •	 Feels	impulse	to	do	something	inappropriate	
      and resists it.
                                                          5. Leverages self awareness to manage stress
 	 •	 Feels	strong	emotions	(such	as	anger,	extreme	
      frustration, or high stress) and holds them back.
                                                           	 •	 Withholds	effects	of	strong	emotions	or	stress	
3. Is aware of own strengths and limitation:
                                                                over extended periods of time.
 	 •	 Understands	own	strengths	and	limitations.
                                                           	 •	 Keeps	functioning	or	responds	constructively	
 	 •	 Understands	own	reactions	to	situations.                  despite ongoing stress.
 	 •	 Can	predict	own	responses	and	may	take	              	 •	 May	apply	special	techniques	or	plan	ahead	of	
      action to avoid these.                                    time to manage emotions or stress.
                                                           	 •	 Makes	use	of	self	awareness	to	plan	strategies	
                                                                for managing emotions.
                                                          6. Makes long-term self-development plans and
                                                             helps to calm others:
                                                           	 •	 Develops	goals	and	pathways	for	self-
                                                           	 •	 In	stressful	environments	uses	self	awareness	
                                                                and control to calm others.
cluster: influencing
competency: impact & influence
The intention to influence and persuade others               5. Uses indirect influence:
(individual or groups) in order to get them to go
                                                              	 •	 Uses	chains	of	indirect	influence:	“get	A	to	
along with or to support an idea or agenda.
                                                                   show B so B will tell C such-and-such”.
1. States intention but takes no action:
                                                              	 •	 Takes	two	or	more	steps	to	influence,	with	each	
 	 •	 Intends	to	have	a	specific	effect	or	impact:		               step adapted to the specific audience.
      Expresses concern with reputation, status,
                                                              	 •	 Uses	experts	or	other	third	parties	to	influence.
      appearance, etc., but does not take any specific
      actions.                                               6. Uses complex influence strategies:

2. Takes a single action to persuade:                         	 •	 Assembles	political	coalitions:	Builds	“behind-
                                                                   the-scenes” support for ideas.
 	 •	 Uses	direct	persuasion	in	a	discussion	or	
      presentation .                                          	 •	 Uses	an	in-depth	understanding	of	the	
                                                                   interactions within a group to move toward
 	 •	 May	appeal	to	reason,	data,	others’	self-interest.
                                                                   a specific agenda (e.g. may give or withhold
 	 •	 May	use	concrete	examples,	visual	aids,	                     information among individuals to have specific
      demonstrations, etc.                                         effects).
 	 •	 Makes	no	apparent	attempt	to	adapt	
      presentation to the interest and level of the
3. Takes multiple actions to persuade:
 	 •	 Takes	two	or	more	steps	to	persuade	without	
      trying to adapt specifically to level or interest of
      an audience.
 	 •	 Includes	careful	preparation	of	data	for	
 	 •	 Makes	two	or	more	different	arguments	or	
      points in a presentation or a discussion.
4. Calculates impact of actions or words:
 	 •	 Adapts	a	presentation	or	discussion	to	appeal	
      to the interest and level of others.
 	 •	 Anticipates	the	effect	of	an	action	or	other	
      detail on people’s image of the speaker.
 	 •	 Takes	a	well-thought-out	dramatic	or	unusual	
      action in order to have a specific impact.
 	 •	 Anticipates	and	prepares	for	other’s	reactions.
cluster: achieving
competency: initiative
Refers to the identification of a problem,                5. Acts 6-12 months ahead:
obstacle or opportunity; and taking action in
                                                           	 •	 Anticipates	and	takes	action	to	create	an	
light of this identification to address current
                                                                opportunity or avoid future crisis, looking six to
or future problems or opportunities. initiative
                                                                twelve months ahead.
should be seen in the context of proactively
doing things and not simply thinking about                6. Acts for the longer term (i.e. beyond 12 months):
future actions. The time frame of this scale               	 •	 Recognises	and	acts	on	long	term	
moves from addressing current situations to                     opportunities and obstacles.
acting on future opportunities or problems.
                                                           	 •	 Develops	and	implements	plans	and	actions	
1. Identifies current opportunities and problems:               to maximise opportunities and avoid problems
 		 •	 Recognises	problems	and	opportunities.                   beyond twelve months.

 	 •	 Thinks	about	approaches	to	dealing	with	these.       	 •	 Encourages	others	to	think	and	act	beyond	
                                                                short term situations.
2. Takes action to address short-term
   opportunities or problems:
 	 •	 Recognises	and	reacts	to	present	opportunities.
 	 •	 Reacts	to	present	problems,	including	
      overcoming obstacles.
3. Is decisive in a time-sensitive situation:
 	 •	 Acts	quickly	and	decisively	in	a	crisis	or	other	
      time-sensitive situation.
 	 •	 Acts	with	a	sense	of	urgency	when	the	norm	
      is to wait, study the situation, and hope the
      problem will resolve itself.
4. Acts up to 6 months ahead:
 	 •	 Anticipates	and	takes	action	to	create	an	
      opportunity or to avoid future crisis, looking
      ahead within a six-month time frame.
cluster: achieving
competency: achievement orientation
A concern for working well, surpassing                    5. Sets and works towards more challenging goals:
standards of excellence and learning from
                                                           	 •	 “Challenging”	means	it	is	a	definite	stretch,	but	
experience. The focus may include improving
                                                                not unrealistic or impossible.
on ones own past performance; working
towards achieving or beating a set goal; or                	 •	 Refers	to	specific	measures	of	baseline	
striving to create new standards of performance                 performance compared with better
or innovation.                                                  performance at a later point (e.g. “When I took
                                                                over, efficiency was 20% - now it is up to 85%).
1. Wants to do the job well:
                                                           	 •	 Setting	out	to	achieve	a	unique	standard	(e.g.	
 	 •	 May	express	frustration	at	waste	or	inefficiency.
                                                                “No one had ever done it before.”).
 	 •	 Expresses	a	desire	to	do	better.
                                                          6. Makes cost benefit analyses of entrepreneurial
 	 •	 Tries	to	do	the	job	well	or	right.                     activities:
2. Monitors own performance against managers or            	 •	 Makes	decisions,	sets	priorities,	or	chooses	
   organisation’s measures:                                     goals on the basis of calculated inputs and
                                                                outputs (e.g. makes explicit considerations
 	 •	 Utilises	existing	measures	of	performance	to	
                                                                of potential profit and risks or return on
      track progress.
 	 •	 Works	hard	to	meet	expected	goals	and	
                                                           	 •	 Identifies	and	investigates	the	opportunities	
                                                                and potential of new or entrepreneurial
3. Creates own measure of excellence:                           activities; makes detailed cost / benefit analyses
 	 •	 Keeps	track	of	and	measures	outcomes	against	             to understand the risk.
      a standard of excellence not imposed by
 	 •	 May	focus	on	new	or	more	precise	ways	of	
      meeting goals set by management.
4. Improves performance:
 	 •	 Makes	specific	changes	in	the	system	or	in	own	
      work methods to improve performance.
 	 •	 Finds	ways	to	use	time	and	resources	more	cost	
      effectively: looks for opportunities to reduce
      costs, lost time, etc.
 	 •	 Points	out	redundant	or	unnecessary	steps	
      in methods or procedures and takes steps to
      overcome these.
cluster: achieving
competency: information seeking
information seeking involves being driven by              5. Does research:
an underlying curiosity and desire to know
                                                           	 •	 Makes	a	systematic	effort	over	a	limited	period	
more about things, people or issues.
                                                                of time to obtain needed data or feedback.
1. Recognises the need for information:
                                                           	 •	 Conducts	in-depth	investigation	from	unusual	
 	 •	 Realises	that	the	first	answer	is	not	always	the	         sources.
      correct one.
                                                           	 •	 Does	formal	research	or	may	commission	
 	 •	 Uses	own	resources	to	think	about	a	situation	            others to do formal research to gain new
      more deeply.                                              information or insight.
 	 •	 Recognises	when	a	situation	needs	to	be	            6. Uses own ongoing systems:
      better understood.
                                                           	 •	 Establishes	ongoing	systems	or	habits	to	get	
2. Asks questions:                                              information; for example, managers can walk
                                                                around, hold regular informal meetings or scan
 	 •	 Asks	direct	questions	of	the	people	who	are	
                                                                certain publications.
      supposed to answer questions about the
      situation, such as people who are directly           	 •	 Sets	up	individuals	to	do	regular,	ongoing	
      involved.                                                 information gathering for him/herself.
 	 •	 Uses	available	information	or	consults	other	        	 •	 Commissions	ongoing	and	in-depth	research	
      resources.                                                to ensure long term trends are identified and
3. Investigates:
 	 •	 Investigates	the	problem	or	situation	beyond	
      routine questioning.
 	 •	 Finds	those	closest	to	the	problem	and	
      investigates further, such as asking ‘What
4. Digs deeper:
 	 •	 Asks	a	series	of	probing	questions	to	get	
      at the root of a situation or a problem, or a
      potential opportunity below the surface issues
 	 •	 Calls	on	others	who	are	not	personally	
      involved, to get their perspective, background
      information, experience etc.
 	 •	 Does	not	stop	with	the	first	answer;	finds	out	
      why something happened.
cluster: achieving
competency: teamwork & cooperation
Cooperates with others and works                           5. Encourages others:
collaboratively as opposed to working
                                                            	 •	 Publicly	credits	others	who	have	performed	
separately and competitively. This applies
                                                                 well both within the immediate team and
within and across teams and business units
                                                                 across other teams.
throughout the company.
                                                            	 •	 Encourages	and	empowers	others.
1. Cooperates:
                                                            	 •	 Promotes	team	cooperation	and	resolves	team	
 		 •	 Participates	willingly	–	supports	team	
       decisions, is a ‘good team player’, does his/her
       share of the work.                                  6. Works to build team commitment:

 	 •	 As	a	member	of	the	team,	keeps	other	                 	 •	 Acts	to	promote	good	working	relationships	
      team members informed and up-to-date                       regardless of personal likes or dislikes.
      about group process, individual actions, or           	 •	 Builds	good	morale	or	cooperation	within	the	
      influencing events: shares all relevant or useful          team, including creating symbols of group
      information.                                               identity or other actions to build cohesiveness.
2. Expresses positive expectations of team:                 	 •	 Encourages	or	facilitates	a	beneficial	resolution	
 	 •	 Expresses	positive	expectations	of	others	in	              to ongoing conflict.
      terms of their abilities, expected contributions,     	 •	 Works	to	build	team	commitment	across	
      etc.                                                       company.
 	 •	 Speaks	of	team	members	in	positive	terms.
 	 •	 Shows	respect	for	others.
3. Solicits input::
 	 •	 Genuinely	values	others’	input	and	expertise,	
      is willing to learn from others (including
      subordinates and peers).
 	 •	 Solicits	ideas	and	opinions	to	help	form	specific	
      decisions or plans.
4. Effectively communicates across functions:
 	 •	 Solicits	input	from	other	business	units.
 	 •	 Provides	information	and	resources	across	
      functions to improve organisational
 	 •	 Considers	impact	of	own	team’s	action	on	
      other teams.
 	 •	 Involves	other	teams.	
cluster: leadership
competency: team leadership
The intention and desire to take the role of the           4. Obtains resources/takes care of the team:
leader of a team or a group. Team Leadership is
                                                            	 •	 Protects	the	group	and	its	reputation	vis-à-vis	
generally considered from a position of formal
                                                                 the larger organisation or the community at
authority and relates to the manner in which
the individual leads others.
                                                            	 •	 Obtains	needed	personnel,	resources,	
1. Manages team meetings well:
                                                                 information for the group.
 	 •	 States	agendas	and	objectives;	controls	time;	
                                                            	 •	 Provides	or	secures	needed	support	and	
      makes assignments, etc.
                                                                 development for both the individuals and the
2. Keeps people informed:                                        leadership team as a group.
 	 •	 In	a	leadership	role,	lets	people	affected	by	a	     5. Positions self as the leader:
      decision know what is happening, even if they
                                                            	 •	 Establishes	norms	for	group	behaviour	(“rules	
      are not required to share such information.
                                                                 of engagement”) and imposes sanctions on
 	 •	 Makes	sure	the	group	has	all	the	necessary	                people who violate these norms.
                                                            	 •	 Sets	a	good	example	by	personally	modelling	
 	 •	 Explains	the	reasons	for	a	decision.                       desired behaviour.
3. Promotes team effectiveness:                             	 •	 Takes	action	to	ensure	that	others	buy	into	
                                                                 leader’s mission, goals, agenda, climate, tone,
 	 •	 Takes	specific	actions	with	the	intent	of	
      enabling the team to function optimally.
                                                           6. Communicates a compelling vision:
 	 •	 Creates	the	conditions	that	enable	the	team	to	
      perform at its best (e.g. setting clear direction,    	 •	 Inspires	confidence	in	the	mission.
      providing appropriate structure, getting the
                                                            	 •	 Generates	excitement,	enthusiasm,	and	
      right people).
                                                                 commitment to the group mission.
 	 •	 Uses	complex	strategies,	such	as	discipline,	
      team assignments, cross-training, etc., to
      promote team morale and productivity.
 	 •	 Gets	others’	input	for	purposes	of	promoting	
      the effectiveness of the group or process.
 	 •	 Acts	to	build	team	spirit	for	purposes	of	
      promoting the effectiveness of the group or
cluster: leadership
competency: coaching
The demonstration of behaviours by                        5. Works with the employee to develop
supervisors and managers that actively focuses               performance improvement goals:
on continuous improvement in employee
                                                           	 •	 Develops	a	plan	with	employee	to	address	
performance and support to the employee for
                                                                relative weaknesses.
their long term career aspirations.
                                                           	 •	 Sets	development	plans	to	address	
1. Provides verbal performance feedback annually:
                                                                improvements required in current role.
 	 •	 Once	a	year,	sits	down	with	their	employee	and	
                                                           	 •	 Uses	special	projects	and	other	assignments	as	
      reviews the year.
                                                                a focus for performance improvement.
2. Establishes goals and other expectations with
                                                          6. Works with the employee to identify realistic
   the employee at the start of the period,
                                                             long term goals and map a plan to support
   documents these and reviews outcomes at the
   end of the period:
                                                           	 •	 Jointly	develops	long	term	plans	with	
 	 •	 Works	with	the	employee	to	establish	goals	for	
                                                                employee based on personal aspirations and
      the forthcoming planning period.
                                                                realistic assessment of current capabilities.
 	 •	 Links	goals	to	business	plan.
                                                           	 •	 Provides	opportunities	for	employee	to	try	new	
3. Provides periodic feedback during the year                   ideas and techniques.
   (positive reinforcement and improvement
                                                           	 •	 Prepared	to	sacrifice	immediate	performance	
                                                                for long term improvement.
 	 •	 Lets	the	employee	know	when	they	are	doing	
      things right and when their performance could
      be improved.
 	 •	 Links	feedback	to	goals	and	other	expectations	
      established at start of the planning period.
 	 •	 Uses	a	combination	of	formal	meetings	and	
      impromptu feedback.
4. Helps the employee to identify their unique
   strengths and weaknesses:
 	 •	 Sees	role	to	assist	employee	to	appreciate	their	
      unique strengths and weaknesses.
 	 •	 Encourages	employee	to	regularly	consider	

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