CHARACTER ELSEVIER COMPETENCY FRAMEWORK

Transcription

1 CHARACTER ELSEVIER COMPETENCY FRAMEWORK

2 CHARACTER: DISPLAYS INTEGRITY AND HONESTY DEFINITION: Leads by example; walks the talk ; models core values; follows through on promises; trusted by others; honest and ethical; concerned for others. Speaks up in situations where personal values are being tested Is careful about making promises that will be hard to fulfill Keeps manager informed of workload/deadlines Addresses potential issues early with manager if there may be conflict Always follows rules and does what is expected Does what s/he says s/he will do Remembers commitments and promises Is honest and ethical in decision making Is trusted by others to do the right thing Is fair and honest in how s/he treats others Willingly speaks up and asks tough questions on ethical issues Seeks out all sides of an argument or issue Challenges those who act against the core values Stands up for his/her own opinion but is able to take onboard other opinions Works for the common good of the team or organisation without letting go of personal values or ethics Is a role model and sets example for his/her work group Walks the talk and avoids saying one thing and doing another Always honors commitments and keeps promises Confronts dishonesty and unethical behavior Inspires and encourages others to higher standards of ethical behavior

3 LEADING CHANGE ELSEVIER COMPETENCY FRAMEWORK

4 DEFINITION: Relates work to organisational strategy; balances short-term and long-term needs of organisation; sets a clear and compelling vision; continually communicates strategic initiatives and clarifies long-term goals; leads efforts to leverage business opportunities. Proactively asks questions about business strategy and goals Makes links between personal goals and team/business strategy During strategy planning, outlines milestones, outcomes and deliverables and, when appropriate makes them transparent to team members Demonstrates a clear understanding of how individual and team s work links to the overall business strategy Effectively balances day-today deliverables with the broader business goals Looks forward to the future to determine goals for the team and individuals* LEADING CHANGE: DEVELOPS STRATEGIC PERSPECTIVE Develops team/ divisional vision and communicates with others across the business* Ability to help others understand the broader vision of the organisation and translate it into challenging and meaningful goals* Maintains a clear perspective and balance between the overall picture and the details Coaches others on how to develop strategic thinking in relation to own market or customer group Influences strategic discussions and decisions Demonstrates business and strategic acumen in making decisions for the good of the organisation Communicates strategy as an ever-evolving process, encouraging continual improvements to the strategic priorities* Connects with external groups to stay in touch with, or ahead of, current market thinking and competition* Mentors managers on how to maintain a strategic, customer-driven perspective within their teams* Has the ability to look out to the future and anticipate trends*

5 LEADING CHANGE: CHAMPIONS CHANGE DEFINITION: Acts as a change agent; champions new projects; energizes others to want to change; fosters an organisational climate that looks for and supports opportunities for change; helps others through times of change. Willingly gets involved in work assignments/projects that are driven by a change Accepts fundamental changes to job responsibilities Embraces new processes, procedures or systems Responds positively when asked to make changes or when change is needed Makes the most of a new or difficult situation Understands and applies change management methodology to change initiatives Looks for ways to improve own work processes Plans ahead to prepare for changes that may affect the business or team Maintains a positive outlook in the face of a changing environment Is able to clarify how changes affect individual, team and wider division Actively seeks out ways to continually improve team activities Champions new projects or programs Has the courage to advocate change that will improve the business Quickly recognises situations where change is needed Is skilled in applying change and transition frameworks to all change initiatives Encourages and energizes others to challenge the status-quo and to actively look for new ways of doing things Encourages others to see change as part of the business and as a means to create new opportunities Anticipates and plans ahead for upcoming changes in the market and business Is a strong advocate for new, effective ideas regardless of the source Maintains a robust internal and external network to build support for change Ensures the business has the right people skills and resources to meet the strategic challenges of today and tomorrow* Rallies support across the organisation for needed changes

6 Works within the Customer Focus core value Regularly communicates with customers to understand their needs and views Develops method to understand view of the organisation from an external perspective Regularly connects with customers to gather feedback on current activities and relationship with business Uses knowledge and feedback from a customer perspective to improve the team s service/ product Regularly attends external meetings to represent the unit and that will benefit the business Encourages team to respond quickly to customer needs and concerns* LEADING CHANGE: CONNECTS GROUP TO OUTSIDE WORLD Definition: Views work in the context of the external and internal customers; improves products/services as a result of customer engagement and feedback from internal customers and stakeholders; translates customer needs into organisational strategy and direction; represents the organisation to key external groups and internal global stakeholders. Develops strong external network, including customers, competitors and leaders in other organisations, to bring in relevant information to the business Helps others stay focused on customer needs Has the ability and confidence to adapt business goals as a result of collected customer metrics Encourages team to build and maintain relationships with external and internal stakeholders globally* Is known within the external market as the face of Elsevier* Adapts business strategy to respond to current and future customer requirements* Uses staff resources and technology to design and monitor important customer and industry metrics and communicates the data to relevant stakeholders* Inspires the team to high levels of customer focus and responsiveness*

7 FOCUS ON RESULTS ELSEVIER COMPETENCY FRAMEWORK

8 Definition: Does everything possible to achieve results; consistently meets or exceeds expectations; builds commitment in others for individual and team objectives; leads efforts to increase productivity and goal accomplishment. Works hard to achieve objectives Stays focused on key commitments Looks to overcome obstacles or barriers to performing Works with others to achieve joint goals Builds commitment in others for their individual and team objectives Communicates expectations clearly* Promotes a strong sense of urgency for reaching goals Follows through on commitments to ensure they are successfully completed and goals are achieved FOCUS ON RESULTS: DRIVES FOR RESULTS Does everything possible to achieve goals Regularly measures and evaluates progress* Accepts responsibility for the results-based outcomes of group Holds others accountable and encourages others to take accountability for achieving results* Shares credit and recognition with others for achieving goals Establishes key result areas for the organisation Communicates the key or vital few performance indicators that measure organisational success Recognised as a leader or champion of efforts to increase productivity and goal achievement Demonstrates persistence and tenacity in helping team members overcome obstacles in meeting or exceeding their goals*

9 Definition: Sets measurable and stretching individual and team goals; builds commitment and fosters confidence to achieve goals; promotes a spirit of continual improvement; maintains high standards of performance does not accept mediocrity. Is able to set SMART goals for self Understands what is expected to achieve stretch goals Stays focused on goals through to completion and is not distracted Maintains a high standard of performance Is able to set SMART stretching goals for self, individuals and team* Ensures stretch goals link through to strategic priorities Builds confidence and commitment in individuals to achieve goals Helps individuals stay focused on priority goals Sets high standards for performance on stretch goals* Communicates high expectations for performance and confidence in the team* FOCUS ON RESULTS: ESTABLISHES STRETCH GOALS Establishes challenging goals for self and others that are designed to achieve exceptional business results* Has sufficient technical knowledge to be able to distinguish between stretch goals and unrealistic goals Finds creative ways to recognise and celebrate people for achievement of goals* Works behind the scenes and 1:1 to build ownership and support of team goals Establishes key priority goals for the organisation Is in touch with the organisation to know when a stretch becomes a stretch too far Inspires others to achieve highest levels of performance* Shares personal goals with others in order to promote continual improvement

10 Definition: Anticipates and responds to threats or opportunities that might affect business performance; has the confidence to initiate action; independently address unexpected opportunities or problems; goes above and beyond what needs to be done; models proactive behaviour. Volunteers for new job responsibilities or projects Identifies areas within own role that could be improved Notices and acts on opportunities to contribute more without being asked Independently addresses unexpected situations Confident in taking action and removing obstacles to action Can be counted on to follow through on actions Encourages others to take their own initiative when faced with a problem Provides appropriate amount of information, resources and support without undermining the individual s full ownership of objectives and their success* Proactively addresses business demands Fosters a team attitude of going above and beyond minimum requirements FOCUS ON RESULTS: TAKES INITIATIVE Coaches team members on how to take action in the face of ambiguity* Avoids procrastination that may be damaging to the team or business Rewards individuals for going above and beyond expectations* Identifies threats and opportunities for the organisation and responds accordingly Energizes others to take action by encouraging proactive behaviours Makes timely decisions when the consequences of the decisions involve some risk to the business results, self or the team*

11 PERSONAL CAPABILITY ELSEVIER COMPETENCY FRAMEWORK

12 Definition: Demonstrates technical, functional and job-specific knowledge; sought out for opinions; understands the technology and profession in broader picture; stays up-to-date in field; develops credibility with team-mates because of in-depth knowledge. Develops and demonstrates core technical and professional skills required for own discipline Develops and applies understanding of business context (including products, processes, culture & values) Develops and applies knowledge of the markets in which function operates Applies a detailed understanding of own work and relates effectively to overall business context Can be depended upon by manager and peers for technical or professional advice Delivers within own role to make an important contribution to the team Is able to resolve technical issues or questions quickly and effectively PERSONAL CAPABILITY: TECHNICAL/ PROFESSIONALEXPERTISE Applies a depth of knowledge and understanding to own work and relates to overall business context Applies a breadth of knowledge across multiple functions and projects on behalf of the team Actively champions the team s technical knowledge within the organisation* Sought out due to in-depth knowledge and experience Is sought out as a subject matter expert in own subject area Acts as a technical coach and mentor to others Uses a highly adaptable approach and is able to express complex technical expertise in a simple, understandable manner to those outside own function Stays at the cutting-edge of own discipline, is well connected externally, understands and implements best practice

13 PERSONAL CAPABILITY: SOLVES PROBLEMS AND ANALYZES ISSUES Definition: Asks good questions to elicit accurate information; systematically evaluates problems; encourages alternative approaches and new ideas. Is able to understand, analyze and resolve core issues within own role Works with others on solving complex problems and issues Is able to ask effective questions and collect facts from multiple sources in order to solve problems Is able to effectively identify and analyze problems and propose solutions Effectively manages day-today issues and problems without intervention Identifies and highlights new trends, potential problems and opportunities early Effectively coaches others on how to analyze information to solve problems Encourages and coaches others to seek alternative ways to solve complex problems Brings a strategic perspective to problem solving Skilled in breaking down large complex issues into simpler elements that can be effectively addressed Consulted by others within organisation before decisions are made Shows interest and is energised by complex issues and problems that require solutions

14 PERSONAL CAPABILITY: INNOVATES Definition: Consistently generates creative, resourceful solutions; champions ingenuity at all levels; creates a culture of innovation and learning; provides support and encouragement to others in innovative ideas/projects. Looks for opportunities to develop new ideas or thinking within own role Experiments with new ideas as part of role Brainstorms with others to look for different approaches to current process and tasks Develops new ideas to improve process or product, and is able to prepare implementation plans Integrates and builds on new ideas from others Creates new opportunities by applying different perspectives and challenging the status-quo Is recognised as an innovative thinker Actively contributes to team culture of innovation Encourages and supports others to share new ideas Focuses innovative effort on highest impact issues and areas Is willing to take calculated risks Learns quickly from success and failure and effectively applies learning Consistently generates creative, resourceful solutions to complex problems Demonstrates a track record of generating, getting approval for and implementing innovative ideas Translates innovative ideas into an appropriate business or investment case Leads a culture of innovation, encouraging others to question the status-quo*

15 Definition: Constantly looks for development opportunities; seeks out feedback on self from others; makes constructive efforts to improve based on feedback; curiosity to learn; eager to stay up-to-date in skills and knowledge for current role or future career move. Is curious and keen to learn and develop new ideas, skills and knowledge Acts on feedback to improve him/herself Looks for developmental opportunities in day-to-day work Invests time and energy in self-development (professional qualifications, relevant reading, networking meetings, etc.) Continually develops depth and breadth in key competencies Actively seeks feedback from others Takes concrete actions relating to feedback to improve performance Understands own strengths and weaknesses and looks for opportunities to build on both PERSONAL CAPABILITY: PRACTICES SELF-DEVELOPMENT Takes ownership of own development and career Understands what is required by the business to be successful and maps development plan accordingly Looks to build challenges into current assignments Initiates regular conversations with manager, coach or mentor regarding selfdevelopment Learns from success and failures Utilises formal and informal networks effectively Models self-development and supports others to take development actions Creates an atmosphere of continual improvement, in which self and others are encouraged to exceed the expected results* Seeks out high-level sponsors and mentors Seeks out future career moves and job assignments

16 INTERPERSONAL SKILLS ELSEVIER COMPETENCY FRAMEWORK

17 INTERPERSONAL SKILLS: COMMUNICATES POWERFULLY AND PROLIFICALLY Definition: Communicates clearly and concisely; delivers effective messages though various mediums; is skillful in both listening and questioning; breaks down communication barriers between teams and divisions. Shares information relevant to own role Demonstrates effective conversational skills, including active listening and questioning Participates in team presentations Provides clear instructions and direction to others Is able to both actively listen and effectively question to understand another s viewpoint Helps others understand situations by communicating business context Provides a definite sense of direction and purpose* Provides people with a clear understanding of how their work fits within a wider organisation* Delivers presentations clearly and with high impact Develops a trusted 2-way communication interface between the team and stakeholders Is highly skilled at communicating vision and big picture business scope* Continually works with multiple divisions to ensure clarity of communication Is highly skilled at tailoring messages to the needs of the audience Coaches others on effective communication strategies and techniques

18 INTERPERSONAL SKILLS: INSPIRES AND MOTIVATES OTHERS TO HIGH PERFORMANCE Definition: Has a personal style that helps to positively motivate others; energizes people to go the extra mile; leads people to accomplish goals; inspires others to support organisational priorities. Brings enthusiasm to the team Gets to know others in the team and what is important to them Leads by example by performing at high levels Observes behaviours and model self after the other Brings to the group a high level of energy and enthusiasm Supports others when they go the extra mile Takes time to understand individuals holistically, i.e. what is important to them both at work and outside of work Ensures that personal style encourages a positive environment Creates an environment that enables individuals to be motivated* Is able to employ different motivational strategies for different people and situations* Inspires others around the organisation Demonstrates a win-win mindset during negotiations or group decisions Tailors job assignments so that they are intrinsically linked to an individual s potential and motivations Fosters a supportive environment where appropriate coaching, training and development and other resources are provided to increase the competence, morale and confidence of team members* Energizes people to achieve high levels of performance* Inspires and sustains engagement through a shared purpose and vision*

19 INTERPERSONAL SKILLS: BUILDS RELATIONSHIPS Definition: Trusted by work group; establishes rapport easily; approachable and friendly; manages people effectively to get work done; handles difficult situations constructively. Is approachable and friendly Asks for opinions of others Participates in formal and informal gatherings to meet new people and develop new relationships Establishes rapport with others on the team and across teams Works effectively with others to get work done Handles difficult situations, minimising conflict Treats all individuals with respect Balances getting results with concern for others needs Is in touch with issues and concerns of individuals within the work group Manages conflict within work groups Initiates contact with other teams or divisions to build relationships that enhance the business results Fosters an attitude of collaboration across the organisation Builds and supports mutually beneficial relationships with other organisations Communicates belief in and positive expectations toward others Recognises and celebrates strengths of individuals Is trusted by members of work group and across the organisation Adds value to the relationship

20 INTERPERSONAL SKILLS: DEVELOPS OTHERS Definition: Fosters a learning environment; acts as a coach or mentor to others; provides honest feedback; encourages others to continually seek out development opportunities. Looks for opportunities to provide feedback to others Shares own specialist skills and knowledge with other members of the team Acts as a buddy to new individuals on a team Exercises active listening and questioning skills to effectively understand another person s needs Coaches others on regular basis Utilises PDP to its full potential Gives timely, specific and appropriate feedback about development needs Provides reinforcements on efforts and progress Advocates for individuals with strong performance and potential within the organisation* Encourages team members to take personal ownership and responsibility for their own development* Fosters a learning environment that encourages people to learn from experiences Helps people feel valued and included in coaching and development discussions by expressing confidence in their ability to excel* Creates effective development plans for individuals Willingly gives challenging developmental goals or stretch assignments Jointly identifies and plans appropriate development activities related to current / future jobs and organisational needs to enhance team members skills and competencies* Creates a coaching culture across the organisation* Is sought out as a mentor* Is recognised as a sponsor and developer of people* Makes tough people related decisions to ensure current and future success for business and individual* Seeks coaching from team members in areas where their skills are superior Influences or leads organisational efforts that support employee development (e.g., succession planning, key assignments, resources for development) *

21 INTERPERSONAL SKILLS: COLLABORATION AND TEAMWORK Definition: Promotes a spirit of co-operation amongst team; fosters a climate of trust and respect within the team; helps team to work across divisions breaks down silos; positively addresses conflicts and disagreements. Develops co-operative working relationships within the team Considers how own style affects others and tailors interactions accordingly Looks for ways to develop mutually beneficial relationships across teams Encourages co-operation between all members of the team Identifies and removes barriers to team performance Helps people to resolve conflict Identifies opportunities for further collaboration across teams Seeks team members input and expertise; facilitates open and interactive discussion of matters affecting the team* Promotes a high level of cooperation between all members of the work group Looks for ways for team to work with other teams and divisions Achieves objectives requiring a high level of cooperation from people in other parts of the organisation Takes the lead in resolving conflict within a work group* Keeps team informed of all relevant information affecting the organisation, team members and their work* Models teamwork by working effectively with other leaders within the organisation* Has earned a high level of trust from other teams and is seen as a collaborative working partner* Clearly articulates the need for interdependence between teams and business divisions* Plays a leading role in integrating and orchestrating operations across teams and divisions* Establishes rapport quickly and builds close relationships with team members and across business units to achieve business results*