On 1 January 2026, the Australian Public Service Commission (APSC) introduced changes to the Australian Public Service (APS) performance framework for non-SES staff.

After years of reviews, reform activity and lived experience across agencies, government wanted to lift the maturity of performance across the APS and restore confidence that performance outcomes are fair, consistent and aligned to APS Values.

From our perspective, this change was both necessary and timely.

We have both spent more than 20 years working in APS HR roles and advising senior executives and leaders across government. We have helped design performance frameworks, supported leaders through complex performance matters, and built capability in agencies under real operational pressure.

We have also seen the challenges. Performance systems that became overly process-driven, inconsistent outcomes across teams and agencies and behavioural issues that were difficult to address because frameworks focused more on outputs than conduct.

The new framework directly responds to those issues. At its core, the message is simple and one we strongly support. Performance is not just about what is delivered, but how it is delivered. How people are treated, supported and managed is fundamental to delivery. It is the crucial link to culture, wellbeing and high-quality outcomes in every organisation.

A system-wide reset, not more paperwork

The refreshed approach is not about introducing more forms or templates. It is about lifting performance maturity across the APS.

In our experience, performance frameworks work best when they help leaders lead and when they support clear conversations, early intervention and capability building.

Under the new framework, agencies are expected to show that their performance systems genuinely:

• Set clear expectations for both outcomes and behaviours
• Support regular feedback, development and capability uplift
• Address underperformance early and fairly
• Recognise contribution in ways that align with APS Values

This is about consistency of intent across the APS, while still allowing agencies flexibility in how they implement.

Behaviour finally sits alongside outcomes

One of the most significant changes is the explicit focus on behavioural performance.

Many of the most complex performance matters we have supported over the years were caused by poor communication and behaviour, not by poor delivery. How people treated others, how leaders showed up under pressure and how they impacted their teams and the culture of the organisation.

The framework now makes it clear that:

• How outcomes are achieved matters as much as what is achieved
• APS Values such as integrity, respect, accountability and stewardship are performance criteria
• Strong results do not excuse poor behaviour

This is particularly important for the Senior Executive Service, where leadership behaviour sets the tone for entire organisation.

Stronger focus on moderation and defensibility

Another key reason for the reform was the need to improve confidence in performance outcomes.

Too often, we have seen inconsistent ratings, unclear evidence trails and decisions that were difficult to explain or defend. That creates risk for agencies and undermines trust for employees.

The updated framework expects agencies to strengthen:

• Consistency and moderation of performance outcomes
• Clear links between evidence, behaviours and ratings
• Decisions that are transparent and defensible

This directly addresses long-standing concerns about subjectivity across the APS.

Better alignment with APS reform and integrity

The timing of the framework also matters as it now aligns closely with broader APS reform and integrity priorities. In practice, this shifts performance conversations towards:

• Building long-term capability, not just short-term delivery
• Stewardship of people, systems and public trust
• Treating performance management as a core leadership responsibility

Performance systems shape culture, whether we intend them to or not. This framework makes that connection explicit.

The questions agencies are asking now

Since the changes took effect, we are hearing the same questions across government:

• Are our performance frameworks aligned to the new expectations?
• Are managers confident having behaviour-based performance conversations?
• Are our performance outcomes consistent, moderated and defensible?
• Are underperformance issues being addressed early or escalating into risk?

These are sensible questions and the right ones to be asking at this point.

How Holan supports agencies

At Holan Group, we work with APS agencies to help them move from policy to practice.

Our support includes:

• Refreshing agency-specific performance frameworks
• Supporting SES and EL cohorts with expectation setting, performance assessments and moderation
• Building manager capability, particularly in performance conversations
• Supporting complex or sensitive underperformance matters
• Reviewing performance systems to strengthen fairness and defensibility

Our approach is grounded in real APS experience and our focus relies on reducing risk, building confidence and lifting performance maturity without adding unnecessary process.

Having seen the evolution of performance management across the APS, we are genuinely encouraged by the direction of this reform. If implemented correctly it can strengthen leadership, reinforce integrity and support a more capable and confident public service.

If your agency is reviewing or refreshing its performance framework, now is a good time to act.

We are always happy to talk with leaders and teams who want practical, experienced support to make the new APS performance expectations work in practice.