This capability is about organising work in a way that gets priority outcomes achieved.
It matters because many NSW Government roles involve changing deadlines, competing requests and more work than time. Panels are usually trying to work out whether you can distinguish between busy work and important work, and whether you can adapt when priorities shift.
This is another capability where broad statements like “I have excellent time management skills” are much less useful than a STAR-style example that shows how you actually planned, adjusted and delivered. If you need a refresher, go back to our STAR Method Examples for NSW Government Applications.
What changes across the levels
- Foundational: organises own work and follows priorities
- Intermediate: plans ahead, balances routine demands and responds to changes
- Adept: coordinates competing priorities and adjusts plans in more complex settings
- Advanced: plans across broader workstreams, interdependencies or longer timeframes
- Highly Advanced: shapes priorities and planning approach at a strategic level
How to build a stronger example
Good examples often include:
- multiple priorities, not one task
- a clear planning method or approach
- re-prioritisation when circumstances changed
- outcomes achieved because planning was effective
Example paragraph: Intermediate
In an operational support role, I managed a steady flow of reporting, scheduling and urgent requests. A common issue was that new matters would come in throughout the day and could easily disrupt planned work. My task was to keep routine deliverables on track without ignoring genuinely urgent issues. I used a clear task list, organised work by deadline and business impact, and reviewed priorities throughout the day rather than working strictly in order of arrival. That helped me stay on top of routine work while still responding appropriately to urgent matters.
Example paragraph: Adept
While coordinating work across several stakeholders, I had to manage overlapping deadlines and shifting priorities. The challenge was that delays in one area had a knock-on effect in others, so simple task management was not enough. I mapped out the key milestones, confirmed dependencies early, and adjusted the sequence of work when new requests emerged. That helped keep the most important deliverables on track and reduced last-minute pressure on the team.
Example paragraph: Advanced
In a more senior role, I planned work across multiple streams that had competing timeframes and dependencies. My task was to keep delivery realistic and focused despite constant pressure to treat every issue as equally urgent. I focused on the highest-value priorities, made sure sequencing reflected operational reality, and reviewed risks regularly so changes could be absorbed without losing momentum. That gave the broader group better visibility and stronger delivery discipline.
Final advice
This capability is not just about being busy or organised.
It is about making deliberate choices so the right work gets done in the right order.