The Victorian Public Service Classification Framework (VPSCF) applies to executive roles within the public service who are employed under Part 3 of the Public Administration Act 2004 (Vic). This includes some executive roles in public entities.
The VPSCF sets out the work value methodology for assessing and classifying executive positions into one of three bands, using tailored work value assessments.
Resources
VPS executive work value assessment interview template
Use this template when conducting a work value assessment interview. This template incorporates questions against the work level standards and serves as a record of the interview.
VPS work value streams overview document (for interviews)
This document is a high-level summary of the work value streams. This one-page overview provides a definition for each work value stream and is a handy resource to refer to when conducting a work value assessment interview.
For the detailed work value stream descriptors by band, please refer to the VPS executive classification framework section titled ‘Executive work level standards and streams by executive band’.
VPS executive work value assessment tool
This is a downloadable version of the Victorian Public Service executive work value assessment tool. Use this to determine a score by comparing information gathered through the assessment process against the descriptors in the tool.
VPS executive work value assessment scoring sheet
Use the scoring sheet template to record the rationale for each work value standard score and determine the recommended classification level for a VPS executive position.
VPS executive work value assessment report template
Use this template to complete a VPS executive work value assessment report. This report records the recommended outcome of an executive work value assessment.
Introduction
The classification framework for executives within the Victorian Public Service (VPS) aims to provide clarity on the expectations of executives at different levels. It sets a consistent and transparent assessment methodology for classifying all public service executive positions into one of three bands, using tailored work value assessments.
Key elements
The key elements of the classification framework include:
- a methodology that applies work level standards that clearly differ in complexity and responsibility across the three executive bands
- a tool for assessing classification
- standard position titles which includes Deputy Secretary (SES-3), Executive Director (SES-2) and Director (SES-1), so that clear relationships between classification, titles and positions are in place to better assist in mobility and remuneration benchmarking.
Work value assessment methodology
The classification framework uses a work value assessment methodology, where executive positions are assessed and classified using work level standards that differ in complexity and responsibility across three executive bands, as follows:
- knowledge
- relationships
- judgement and risk
- independence
- strategic change
- breadth
- impact
- resource management.
Each executive position is to be assessed by a skilled assessor using the VPS work value assessment methodology and position information to develop a classification recommendation.
Under the framework the relevant public sector body Head will have the final determination on the classification of a position.
Options are available to the public sector body Head to manage an outcome, where an assessment results in a different classification than that currently held. For example, a position could be found to be classified lower and the decision may be made to reclassify the position once vacant or modify the duties of the current position to raise its work value.
Implementation of standard position titles
The framework includes the application of standard position titles at the associated classification band. This includes Deputy Secretary (SES-3), Executive Director (SES-2) and Director (SES-1).
There is flexibility for non-standard titles to be used within each of the three bands, providing that the integrity of the three band classification titles – Deputy Secretary, Executive Director and Director – remains. This approach will allow organisations flexibility for technical positions and/or legislated position titles and accommodates the diverse nature of the VPS. Such titles would be applied at an 80/20 standard to non-standard ratio.
To align with the requirement for standard position titles, and to improve consistency and transparency across the executive cohort, organisations must have standard titles in place within two years of classification assessments being undertaken. This provides VPS organisations with appropriate time to align where titles are currently spread across bands.
1. Purpose and context
1.1 Purpose
The Victorian Public Service (VPS) Executive Classification Framework provides clarity on the expectations of executives at different levels. It sets a consistent and transparent assessment methodology for classifying public service executive positions into one of three bands, using tailored work value assessments.
1.2 Scope
This framework is relevant to all executives within the VPS. It applies to the classification of all executive positions, including current, new and vacant positions.
VPS executives are defined as executives employed under Part 3 of the Public Administration Act 2004. These executives are seen as public servants and would be subject to the public service executive contract and the executive remuneration structure.
1.3 Design
The framework was informed by extensive research and consultation to ensure that it reflects the work value expectations and requirements of diverse executive positions within a modern and contemporary public service.
The framework provides:
- a clear methodology for classifying positions and a good foundation for classification decisions, including consideration of exceptions to classification
- an assessment methodology that is easy to understand, simple to use, and can easily be applied to executive positions across the VPS.
The framework was tested through two pilots, where the methodology was found to be applicable to the VPS and robust in purpose. Lessons learnt throughout the work value assessment process were also incorporated into the framework’s final design.
1.4 Context
The framework uses a work value assessment methodology, where executive positions are assessed and classified using work level standards that differ in complexity and responsibility across three executive bands. The assessment methodology is simply designed for People and Culture practitioners to apply.
Below is a summary of the work value assessment methodology process:
- a skilled assessor evaluates an executive position using the work value assessment methodology to:
- gather information about the position and conduct interview/s
- use work level standards to evaluate the work value of the position
- validate the work value of the position against its appropriate work stream
- determine assessment outcome from available options
- an organisation’s Remuneration Committee may be consulted on an assessment outcome
- the public sector body Head makes the final determination on the position classification.
1.5 Executive classification bands
There are three executive classification bands.
Each band increases in levels of:
- accountability
- complexity of work undertaken, managed and overseen
- associated risk
- authority to make decisions and form policy and provide advice or recommendations to the government of the day.
2. Work level standards and streams
2.1 Work level standards
The executive work level standards (WLS) provide the basis for describing and determining the classification of executive positions into the three bands described above. The standards increase in complexity and accountability.
There are eight core areas, summarised in Table 1.
Table 1: Work level standards
| Competency | Definition |
| Knowledge |
|
| Relationships |
|
| Judgement and risk |
|
| Independence |
|
| Strategic change |
|
| Impact |
|
| Breadth |
|
| Resource management |
|
The WLS are indicative, rather than prescriptive. This means that the WLS do not attempt to describe in detail all the possible components of positions at each band across the VPS. Rather they focus on the core components that need to be taken into account in any classification decision.
Definitions should be regarded as general in nature and will require interpretation, depending upon specific position requirements. This model requires organisations to exercise judgement in applying the WLS to individual positions across the VPS and provides flexibility in application to positions that can be quite diverse in content.
2.2 Work value streams
The work value streams outline the typical tasks and responsibilities that executive positions undertake in the VPS. Work value streams can be used to validate the assessment outcome derived from the WLS.
There is significant diversity of positions within the executive structure. Executive positions may include responsibility for:
- large-scale service delivery
- the direction of program or project-based delivery functions
- development or implementation of public policy
- development and implementation of compliance and enforcement programs
- the provision of expertise which ensures the integrity of decision making and planning processes of government.
Typically, although any given executive position may incorporate many of these elements, the position may have a more significant contribution in one of these areas or work streams (although, it may span two or more work streams).
The work value streams organise the diverse executive positions across the VPS into the most efficient groupings. Table 2 summarises the five work value streams.
Table 2: Work value streams
| Stream | Definition |
| Delivery |
In this stream, the most significant contribution of positions is service delivery. This may include development of delivery responses for policy objectives within a sector, or may include delivery of services within an organisation, such as financial, human resource or IT services. This stream would also include many operational positions. |
| Policy |
In this stream, the most significant contribution of positions relates to the provision of policy formulation, implementation and advice. This advice reflects research and analysis of financial and other implications and stakeholder views obtained through consultations, and articulation of policy in policy statements, regulatory or financial measures and legislation. |
| Portfolio and Program | In this stream, the most significant contribution of positions relates to the planning, management and ongoing implementation of major project and program initiatives. |
| Regulatory | The most significant contribution of positions in this stream relates to information gathering and risk assessment, and the design and implementation of compliance and enforcement programs within a governance framework. |
| Professional/Specialist | The extent of responsibility for significant strategic change management or reform agenda, contribution to business improvement and impact and complexity of change. |
The complete WLS and work value streams by executive band are provided at Appendix 1.
3. Work value assessment methodology
The work value of a position is assessed through a process of position analysis. Position analysis is an evidence-based methodology that gathers information about a position in a structured and systematic way. There are two main phases to the work value assessment process, outlined in Appendix 2.
The first phase involves information gathering. A skilled assessor collects the relevant information (i.e. corporate documentation) on the executive position. An interview is then conducted with the position incumbent and/or manager to obtain detailed and accurate information about the position. An interview protocol is provided at Appendix 5.
In phase two the assessor analyses the position in relation to the work-level standards, using the work value assessment tool (Appendix 3). Each factor is assigned a score, noted in the scoring template (Appendix 4), which indicates the appropriate executive classification.
3.1 Work value assessment outcomes
After the evaluation process has been completed there are several possible classification outcomes. Public sector body Heads make the final decision on outcomes. Classification decisions may not necessarily result in changes to remuneration or duties undertaken, as this depends on the selected classification outcome.
For the positions assessed to be over classified and under classified, Table 3 outlines the proposed actions for consideration.
An organisation may choose to not take immediate action and instead re-design a position after it becomes vacant. If the position holds a substantive executive employee, the decision can be implemented during the term of the substantive employee’s employment contract, or immediately following the expiry of said contract.
Table 3: Options for work value assessment outcomes
| Possible outcome | Possible action |
|
Under classified (position is assessed at a higher classification) |
The public sector body Head may decide to:
|
|
Over classified (position is assessed at a lower classification) |
The public sector body Head may decide to:
|
4. Model for standard executive titles
4.1 Standard titles for similar positions
The standard position titles model seeks a consistent application of position title connected to executive classification band:
- Deputy Secretary titles aligned to an SES-3
- Executive Director titles aligned with an SES-2
- Director titles aligned with an SES-1.
The benefits of this model are that it creates clear relationships between classification, titles and positions while assisting strengthened mobility and remuneration benchmarking.
Standard position titles are applied at the associated classification band, where there can be no deviation. Table 4 summarises the standard position titles.
Table 4: Standard position titles
| Classification | Title |
| Senior Executive Service Band 3 | Deputy Secretary |
| Senior Executive Service Band 2 | Executive Director |
| Senior Executive Service Band 1 | Director |
There is flexibility for non-standard titles to be used within each of the three bands, providing that the integrity of the three band classification titles – Deputy Secretary, Executive Director and Director – remains.
This approach will allow organisations flexibility for technical positions and/or legislated position titles and accommodates the diverse nature of the VPS. Such titles are to be broadly applied at an 80/20 standard to non-standard ratio.
A non-exhaustive list of examples of position titles that the 20 per cent may comprise could include:
- Chief Executive Officer
- Area Executive Director
- Regional Executive Director
- Area Director, Regional Director
- Chief Financial Officer or Chief Information Officer.
5. Classification responsibilities
5.1 Governance
Public sector body Heads
The public sector body Heads within the VPS are responsible for ensuring assessments are undertaken as required and have discretion over the final classification decision. The public sector body Head can determine the level of detail and involvement of their remuneration committee.
People and Culture
People and Culture (P&C) areas promote and undertake work value assessments within their organisation. As required, P&C will provide guidance and support and participate in discussions.
People and Culture should:
- ensure anyone undertaking assessments is appropriately trained to be a work value assessor – typically, this will be P&C staff
- share new information as it becomes available and contribute to strategic organisational initiatives. With such involvement, the People & Culture function can play a pivotal position in workplace culture, capability development and workforce planning
- have input into the development of position descriptions, using the work value standards.
5.2 Conflict of interest and confidentiality
Prior to undertaking a work value assessment for a position, a confidentiality and conflict of interest form should be completed by the nominated assessor.
This supports a transparent process and ensures conflicts of interest are declared upfront so appropriate mitigating actions can be undertaken. To maintain confidentiality P&C practitioners need to store all assessment records securely.