An ICT hardware engineer is the person responsible for researching, designing, testing and overseeing the installation of ICT hardware. ICT hardware includes computer chips, circuit boards, modems, printers etc.
These functions can be described as:
Researching: determining that the solution is the most beneficial and cost effective for the organisation.
Designing: determining if the solution meets the ‘as is’ organisational architecture or does it lead towards the ‘to be’ architecture.
Testing: determining if the solution performs in the anticipated manner and does it need some adjustment.
Overseeing installation: ensuring the solution is being installed in a way which will ensure optimal functioning.
An ICT hardware engineer is much like an electrical engineer, except that they will only work with computer hardware. A hardware engineer will work closely with other ICT professionals to ensure that the architecture of proposed systems aligns with the documented 'as is' or 'to be' architecture. They will also work with business analysts, technology architects, testing manager, and release manager.
An ICT hardware engineer exhibits capabilities in line with the Skills Framework for the Information Age (SFIA) and the Queensland Public Service Workforce Capability Success Profile.
Within the SFIA profile, the ICT hardware engineer has level 5 capabilities, i.e. ensures and advises on the skills outlined below.
Works under broad direction. Work is often self-initiated. Is fully responsible for meeting allocated technical and/or project/supervisory objectives. Establishes milestones and has a significant role in the assignment of tasks and/or responsibilities.
Influences organisation, customers, suppliers, partners and peers on the contribution of own specialism. Builds appropriate and effective business relationships. Makes decisions which impact the success of assigned work, i.e. results, deadlines and budget. Has significant influence over the allocation and management of resources appropriate to given assignments.
Performs an extensive range and variety of complex technical and/or professional work activities. Undertakes work which requires the application of fundamental principles in a wide and often unpredictable range of contexts. Understands the relationship between own specialism and wider customer/organisational requirements.
Advises on the available standards, methods, tools and applications relevant to own specialism and can make appropriate choices from alternatives. Analyses, designs, plans, executes and evaluates work to time, cost and quality targets. Assesses and evaluates risk. Communicates effectively, both formally and informally. Demonstrates leadership. Facilitates collaboration between stakeholders who have diverse objectives. Takes all requirements into account when making proposals. Takes initiative to keep skills up to date. Mentors colleagues. Maintains an awareness of developments in the industry. Analyses requirements and advises on scope and options for continuous operational improvement. Demonstrates creativity, innovation and ethical thinking in applying solutions for the benefit of the customer/stakeholder.
SFIA Skill Code
SFIA Skill Level of Responsibility
SFIA Skills Level Descriptor
Takes responsibility for understanding client requirements, collecting data, delivering analysis and problem resolution. Identifies, evaluates and recommends options, implementing if required. Collaborates with, and facilitates stakeholder groups, as part of formal or informal consultancy agreements. Seeks to fully address client needs, enhancing the capabilities and effectiveness of client personnel, by ensuring that proposed solutions are properly understood and appropriately exploited.
Maintains an in-depth knowledge of specific specialisms, and provides expert advice regarding their application. Can supervise specialist consultancy. The specialism can be any aspect of information or communication technology, technique, method, product or application area.
Emerging technology monitoring
Monitors the market to gain knowledge and understanding of currently emerging technologies. Identifies new and emerging hardware and software technologies and products based on own area of expertise, assesses their relevance and potential value to the organisation, contributes to briefings of staff and management.
Provides technical expertise to enable the correct application of operational procedures. Uses network management tools to determine network load and performance statistics. Contributes to the planning and implementation of maintenance and installation work, including building and management of systems and components in virtualised computing environments. Implements agreed network changes and maintenance routines. Identifies operational problems and contributes to their resolution, checking that they are managed in accordance with agreed standards and procedures. Provides reports and proposals for improvement, to specialists, users and managers.
Queensland Government roles align with the Queensland Public Service Workforce Capability Success Profile.
The success profile is a sector wide, one-government approach to the leadership behaviours expected of all public sector employees to support high performing workplaces. The profile describes three performance dimensions (vision, results and accountability) and 13 leadership competencies required against four role types:
- Individual contributor (manages self)
- Team leader (manages individuals)
- Program manager (manages multiple teams/projects)
- Executive (manages program managers)
When developing a Role Description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills.
A hardware engineer will have a minimum of a bachelor level degree in engineering, computer science or information technology.
 The Skills Framework for the Information Age (SFIA) provides a common language that integrates with an organisation’s way of working, to improve capability and resource planning, resource deployment and performance management. This role profile quotes extensively from the SFIA, under licence from the SFIA Foundation. Information about the SFIA can be found at http://www.sfia-online.org/en
 The Queensland Public Service Workforce Capability Success Profile plays a key role in translating the government’s ‘talent management requirements’ into clear behavioural terms, while at the same time delivering organisational change and growth. The success profile is being utilised to align sector-wide talent management strategies, including workforce planning, talent acquisition, leadership development, capability development, performance management, career management and succession planning. See http://www.psc.qld.gov.au/includes/assets/PSC_Workforce_Capability_Success_Profile.pdf