Self-assessment Tool
USQ People Capabilities – Leading Others
Disclaimer
This document is a self-scoring tool that can be used to determine the extent to which an
employee is demonstrating the behavioural capabilities required for successful performance. It is
based on the capabilities outlined in the USQ People Capability Framework. This tool is not an
indication of an employee’s actual job performance, and is not connected to current or future
remuneration of any position.
Guidelines to assist you in completing this survey are included at the start of the document.
University of Southern Queensland | Document title
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Self-assessment Tool
Guidelines
Part 1: Complete the self-assessment
1. This self-assessment survey has been created to support and increase your
understanding of how you currently demonstrate the USQ people capabilities
framework.
2. Respond to each statement in the self-assessment by rating the extent to
which you demonstrate the stated behaviour.
3. When considering each statement, keep in mind the behaviours that you
actually demonstrate, and not those behaviours that you intend to
demonstrate. This survey is about the here and now.
4. When in doubt about a specific behaviour, rate yourself lower and then flag to
discuss this item with your supervisor or a colleague.
5. Rate each item on a scale of 1 (low) to 5 (high) as per the following:
I demonstrate this behaviour:
1 = to a very small extent (only very rarely, if at all)
3 = to a moderate extent (more often than not)
5 = to a great extent (very often).
6. There is a space on the bottom of each page to make notes about any specific
work examples that come to mind while completing the survey.
7. Calculate a total for each capability by adding up all of the individual scores.
8. You can use the web graph on page 8 to highlight your areas of strength.
Part 2: Reflect on your results
1. Once you have completed your survey, it is important to reflect on your
results in order to have a meaningful conversation with your supervisor and
develop a personalised development plan (can be included in Enrich).
2. Answer each of the questions provided to support your reflection. These
questions can also be used as conversation starters with your supervisor.
Part 3: Discuss and develop a plan
1. It is important to discuss and validate your results with your supervisor.
2. You could also discuss your results with a mentor, coach, or trusted
colleague, in order to get another perspective on your behaviours.
3. A template has been provided to translate your results and discussion into an
individualised plan of action.
University of Southern Queensland | Self-assessment tool: Leading Others
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How we make sense of
the world around us
THINK STRATEGICALLY
To a great
extent
I demonstrate this behaviour…
To a moderate
extent
To a very small
extent
The capability to mindfully consider the long term goals of the University when
making decisions, while taking a holistic view of the environment.
I actively and visibly promote the purpose, vision,
and values of USQ
1
2
3
4
5
I use emerging trend information to contribute to
the development of initiatives and strategies
1
2
3
4
5
I encourage others to consider the Universities
purpose, vision, and values in their everyday work
1
2
3
4
5
I collaboratively develop team plans that translates
USQ strategic direction into achievable actions
1
2
3
4
5
I recognise the links between interconnected issues
to ensure work efforts achieve University objectives
1
2
3
4
5
I define and clearly communicate team roles and
responsibilities to achieve tangible outcomes
1
2
3
4
5
I anticipate and assess the impact of internal and
external changes, and respond appropriately
1
2
3
4
5
I ensure team members are aware of the broader
context that they operate within
1
2
3
4
5
Total
Specific examples I thought about when completing this section:
University of Southern Queensland | Self-assessment Tool: Leading Others
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ENGAGE PEOPLE TO BUILD
POSITIVE RELATIONSHIPS
How we connect with
others
To a great
extent
I demonstrate this behaviour…
To a moderate
extent
To a very small
extent
The capability to proactively develop productive internal and external working
relationships that are high in trust and influence positive outcomes.
I regularly connect with internal and external
stakeholders to sustain positive relationships
1
2
3
4
5
I intentionally create a safe team environment that
encourages regular, open dialogue and flow of ideas
1
2
3
4
5
I coach others to control their emotions and stay
calm under pressure and in challenging situations
1
2
3
4
5
I adapt my leadership approach to the individual
differences and working styles in the team
1
2
3
4
5
I encourage the exploration of diverse views and
harness the benefits of different perspectives
1
2
3
4
5
I influence others on the appropriate course of
action based on my knowledge and experience
1
2
3
4
5
I gain commitment from staff, students, and the
community by consulting and involving them
1
2
3
4
5
I seek opportunities to actively contribute to crossunit initiatives in a mutually beneficial way
1
2
3
4
5
Total
Specific examples I thought about when completing this section:
University of Southern Queensland | Self-assessment Tool: Leading Others
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STRIVE FOR PERFORMANCE
EXCELLENCE
How we execute to
deliver results
To a great
extent
I demonstrate this behaviour…
To a moderate
extent
To a very small
extent
The capability to strive for high performance while maximising resources to achieve
results that are aligned with the goals of the University.
I work with my supervisor and my team to clarify
and set meaningful and achievable work plans
1
2
3
4
5
I monitor work and project progression against
plans and changing priorities, and adjust as needed
1
2
3
4
5
I work with others to achieve results by directing,
mentoring, or coaching others as appropriate
1
2
3
4
5
I ensure work is completed to the required quality
and alert my supervisor early when issues arise
1
2
3
4
5
I make effective use of individual and team
capabilities and clarify responsibility for work results
1
2
3
4
5
I motivate and inspire others to achieve or exceed
performance expectations
1
2
3
4
5
I foster a team culture of achievement and
acknowledge the input of all team members
1
2
3
4
5
I provide ongoing feedback to encourage result
achievement and development of employees
1
2
3
4
5
Total
Specific examples I thought about when completing this section:
University of Southern Queensland | Self-assessment Tool: Leading Others
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How we manage
ourselves in times of
change and uncertainty
SHOW COURAGE, RESILIENCE
AND ADAPTABILITY
I visibly support and promote organisational change
once the decision to change has been made
1
2
3
4
5
I develop strategies and show decisiveness when
dealing with emotionally charged situations
1
2
3
4
5
I respond to significant and complex challenges with
a high level of persistence and personal resilience
1
2
3
4
5
I model self-improvement by proactively seeking
feedback and undertaking learning activities
1
2
3
4
5
I ensure others behave in a way that is consistent
with the University’s Code of Conduct
1
2
3
4
5
I identify differences and then support team
members to work through change at their pace
1
2
3
4
5
I hold team members accountable for their
performance in a respectful and constructive way
1
2
3
4
5
I exercise tact, tolerance, perspective, and humour
to promote team harmony and performance
1
2
3
4
5
To a great
extent
To a moderate
extent
I demonstrate this behaviour…
To a very small
extent
The capability to respectfully have difficult conversations and maintain integrity,
while influencing, accepting, and committing to change.
Total
Specific examples I thought about when completing this section:
University of Southern Queensland | Self-assessment Tool: Leading Others
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LEVERAGE EMERGING
TECHNOLOGIES
How we optimise use of
digital technology
To a great
extent
I demonstrate this behaviour…
To a moderate
extent
To a very small
extent
The capability to learn and work in an online– and digitally-enabled environment,
while embracing new technologies that are fit for purpose.
I use technologies to create social spaces where
learning can occur and camaraderie can grow
1
2
3
4
5
I empower team members to explore the usefulness
of emerging technologies to achieve work results
1
2
3
4
5
I ensure team members act in a safe, respectful,
and responsible way when interacting online
1
2
3
4
5
I consider underlying root causes before choosing a
specific technological solution
1
2
3
4
5
I ensure team members are keeping records in line
with the requirements of the University
1
2
3
4
5
I seek advice from technical experts to leverage
new and emerging technologies to achieve results
1
2
3
4
5
I use digital and remote technologies to collaborate
with people in other parts of Australia and the world
1
2
3
4
5
I ensure team members appropriately balance
personal and work use of digital technology
1
2
3
4
5
Total
Specific examples I thought about when completing this section:
University of Southern Queensland | Self-assessment Tool: Leading Others
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How we innovate and
create
SHAPE THE FUTURE
I foster an inclusive team where all people feel they
are heard, valued, and respected
1
2
3
4
5
I bring a range of people together to solve complex
problem and find innovative solutions
1
2
3
4
5
I scan the horizon and stimulates team discussion
about future direction and innovation opportunities
1
2
3
4
5
I ensure team members are considering risks
associated with work and possible courses of action
1
2
3
4
5
I consider benchmarking information across the
sector to identify opportunities for differentiation
1
2
3
4
5
I challenge myself and others in the team to expand
their thinking beyond the status quo
1
2
3
4
5
I create a safe team environment where everyone
can voice, discuss, and test creative ideas
1
2
3
4
5
I develop new offerings, services and processes that
give the university a competitive edge
1
2
3
4
5
To a great
extent
To a moderate
extent
I demonstrate this behaviour…
To a very small
extent
The capability to create opportunities for innovation by creatively pursuing new
ideas, taking measured risks, and leveraging diversity to challenge the status quo.
Total
Specific examples I thought about when completing this section:
University of Southern Queensland | Self-assessment Tool: Leading Others
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Reflection
Record your score for each capability in the table below and use the web graph to visually show your areas of strength.
Capability
Score
(out of 40)
Think strategically
Engage people to build positive relationships
Strive for performance excellence
Show courage, resilience, and adaptability
Leverage emerging technologies
Example:
Shape the future
What are your strengths? Is this what you expected?
Which capabilities are potential development areas? Were
there any surprises for you?
Which of the capabilities are most relevant to success in
your position? Which one or two will you focus on?
University of Southern Queensland | Self-assessment Tool: Leading Others
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Discuss and develop
After reflecting on your results, discuss them with your supervisor to develop an
individualised action plan.
It is recommended that you take a strength’s based approach to focus on further
developing those capabilities that are critical to your position, and that also bring
energy and enjoyment to your work.
The key to effective development is to set and act upon concrete goals. You can
use the template below to record your goals. These in turn can inform and be
included in future Enrich discussion concerning learning and development.
Goal 1
Capability:
Choose an item.
Ensure that it is:
☐ Specific
☐ Measurable
☐ Achievable
☐ Relevant
☐ Time Bound
Goal 2
Capability:
Choose an item.
Ensure that it is:
☐ Specific
☐ Measurable
☐ Achievable
☐ Relevant
☐ Time Bound
University of Southern Queensland | Self-assessment Tool: Leading Others
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