Policy & Procedure : Job Banding & Competency Framework

Transcription

1 Policy & Procedure : Job Banding & Competency Framework Document owner: Personnel Manager Document version: V1 Document status: Agreed SMT Date: 1 September Background This Policy & Procedure is established to introduce the use of behavioural Competencies. It provides a framework detailing the Competencies that will be used as part of our Recruitment, Probation, Appraisal and Performance Management/Development processes. 2. Definition This framework provides a description of the types of behaviour expected from job holders in the course of their employment. An employee s Job Description sets out what they do in their role; the Person Specification expands on the skills and experience needed; the Competency Framework describes how they should deliver in their role. 2.1 Competencies There are 11 Competencies within the Framework. These are : Leadership; Change Management; Learner Focus; Results Focus; Managing People; Communications; Planning & Organizing; Commercial Awareness; Team Working; Customer Focus. There is section for each Competency within this document and the behaviours are described by Band level. 2.2 Bandings 3. Procedure There are 5 Bands incorporating all levels of staff. These are not linked to the existing College pay and grading structures but are created purely to illustrate the behaviours expected at each level of job within the organisation. See Appendix 1 for the Job Banding Matrix which details the types of roles under each Band level. The General Descriptors section of the main document provides greater definition of the behaviours under each band. Job holders will therefore demonstrate the Competencies at their particular Band level. This framework is designed to be used in conjunction with and in support of recruitment/selection activities; probation; appraisal; and performance management/development. The relevant Policies either have been (or once developed, will be) referenced accordingly. Policy & Procedure Title : Job Banding & Competency Matrix Date : 1 September 2008 V1 Page 1 of 10 1

2 Job Banding and Competency Framework : Academic and Business Support Staff Job Banding Band 1 Band 2 Band 3 Band 4 Band 5 General Descriptors Major strategic High level strategic Operational and Delivery roles : leadership roles and operational tactical leadership Academic / Business (cross college). leadership roles roles (within Primarily responsible for Primary responsibility (departmental). department). interpretation and for delivery and Works closely with the There will be a implementation of compliance in senior management responsibility for academic/business conjunction with team to lead and effective delivery and the key national and local catalyse change. learner/customer interface for initiatives and funding interface both internally learners/customers. protocols and externally. A General Descriptor is an overview of the whole role in terms of the behaviours required to do the job effectively. The individual competencies are in support and expansion of this and therefore must be fully read and understood in conjunction also with the job description which defines the main responsibilities and deliverables. The job description sets out what and the competency framework the how. Job holders will demonstrate the competencies at their Band level. The competencies within band levels below this, are deemed to be inherent. For example at Band 3, the Band 4/5 competencies will be expected to be demonstrated. Sets mission and aims of college, establishing culture and defining business objectives. Steers college to succeed. External Face of the College Collegiate responsibility at this level is key. Responsible for designing and implementing strategic objectives. Major responsibility for quality standards. Jobholders will have a high level of expertise, knowledge and experience, with a demonstrable track record of delivery. Job holders will steer curriculum and ensure quality of high quality teaching and learning Jobholders are expected to make significant decisions and work on own initiative, referring by exception. Sound judgement and the ability to manage ambiguity and complexity will be expected. A high level of technical and professional expertise, knowledge and skills is required. Jobholders are likely to manage a significant number of staff and will be expected to deputise for senior staff. Cross functional working is required. Job holders will make sensible decisions based on objectivity and sound judgement Job holders will work on own initiative, referring by exception Job holders will make things happen, ensuring delivery Jobholders may supervise others at an appropriate level. A high level of technical skills and expertise are required to enable learner success and achievement / successful customer outcomes. Jobholders will use initiative and comply with college policies and procedures. There may be a requirement to work as part of a cross functional team. Support roles : Academic / Business. Jobholders will support academic/business delivery through a range of disciplines. Duties may be task focused. Good technical skills and knowledge are required. There will be interface with learners/customers. Jobholders will be effective team players. Work within framework provided by team leaders and managers Policy & Procedure Title : Job Banding & Competency Matrix Date : 1 September 2008 V1 Page 2 of 10 2

3 General Descriptors Band 1 Band 2 Band 3 Band 4 Band 5 Jobholders will lead and empower staff to achieve, ensuring effective staff performance, training and development. There is significant accountability for budgets and cost controls. Jobholders will be expected to influence and impact policies and best practice. Policy & Procedure Title : Job Banding & Competency Matrix Date : 1 September 2008 V1 Page 3 of 10 3

4 Competencies Band 1 Band 2 Band 3 Band 4 Band 5 Leadership Steers the college to effective achievement of the business goals Inspires by communicating vision with passion and enthusiasm Demonstrates a high profile by being visible to staff Anticipates and acts on the potential impact of strategic decisions Interprets complex information and data to enable sound decision making Retains the trust and confidence of others Possesses effective inter-personal skills and influences and impacts others Change Management Develops and lives the values of the college Enables the college to learn from change Build effective change processes and stress the inevitability of constant change Minimises disruption of change by stressing anchors of continuity Identifies the key drivers of change Commands respect and commitment from staff Translates and communicates business goals into deliverables Creates an environment in which staff may flourish, maintaining an objective and consistent approach to staff matters Enable the resilience and confidence of the staff to see change through Confront deep rooted beliefs and principles Is comfortable with ambiguity and keeps others steady Builds readiness for change within own area Challenges the status quo and implements new initiatives Understands and acts on the connectivity between issues Demonstrates consistency in behaviour Remains objective and treats all staff in line with college policy and procedure Acts as a role model for others Motivates, supports and encourages others to achieve and develop Ensure successful changes are communicated Engages others to see the sense of change and adapt accordingly Provides support for others during change Helps others see the sense of change Demonstrates a can-do attitude Takes a positive view of new practices Provides support for others during change Demonstrates a can-do attitude Demonstrates a can-do attitude Policy & Procedure Title : Job Banding & Competency Matrix Date : 1 September 2008 V1 Page 4 of 10 4

5 Band 1 Band 2 Band 3 Band 4 Band 5 Change Management Understands change and the reasons for it Positively supports the college externally and internally Learner Focus Works with National frameworks to determine correct offer Obtains and maximizes funding to achieve business goals Ensures student success and achievement Develops strategies, policies and practices to improve learner success and experience Acts as a champion for learners, influencing all aspects of the learner experience Consults with learners to improve learner experience Takes responsibility for team and relationship with learners Understands and meets the needs of learners, anticipating obstacles and objections Wins respect and loyalty of learners by meeting needs Provides appropriate and timely advice Understands what learners want and meets needs in a timely way Relates well to learners, establishing rapport and empathetic relationships Respects privacy and confidentiality Acts with honesty and integrity in all dealings with learners Keeps promises Results Focus Monitors college performance against strategic plans and keeps focused on key activities Maintains focus on key activities Sets business goals to deliver the business imperatives Relates long term opportunities and barriers to the college s goals Sets local business goals to deliver the strategic plan Acts as a champion for standards and quality Sets stretching objectives and targets for others Reviews and monitors progress, taking remedial action as appropriate Co-ordinates works of others to meet deadlines Encourages and develops potential to achieve long term goals Reviews and monitors and is accountable for the progress of others Designs and delivers measurable objectives for self and team Keeps learners informed of progress Acts and takes ownership to improve standards Uses a variety of methods to achieve results Ensures own output achieves goals and targets Keeps on track despite distractions Follows tasks through conscientiously Delivers within agreed timescales Produces accurate work without sacrificing timescales Policy & Procedure Title : Job Banding & Competency Matrix Date : 1 September 2008 V1 Page 5 of 10 5

6 Results Focus Band 1 Band 2 Band 3 Band 4 Band 5 Balances the importance of achieving results with quality measures, such as reputation Managing People Communications Builds and catalyses cross functional activity Establishes the cultural behaviour required for the future Inspires the senior management team to act as one Instils accountability and personal responsibility in all staff Acts with honesty and integrity in all dealings with staff Inculcates a climate of trust by creating transparency Builds and delivers strategies and mechanisms to promote information flow Develops the college s skills base to meet current and future needs Empowers others to make decisions and provides effective support Delegates to promote learning and development Manages expectations effectively Compiles and effectively communicates comprehensive business plans and proposals Uses reasoned and compelling argument to influence and impact others Is consultative but not driven by concensus Gives timely and constructive feedback Gives clear direction to teams and individuals Understands the individual talents and skills of staff and uses them effectively Communicates goals and tasks clearly and checks understanding Uses reasoned argument to influence and win people over, anticipating likely objections and obstacles Explains issues clearly and concisely, e.g. technical matters to a non-technical audience Consults others to stimulate discussion and debate Adapts style of delivery to the situation Supervises others effectively at an appropriate level. Works collaboratively with other members of the team Communicates goals and tasks clearly and checks understanding Uses different approaches to impact and influence others Delivers high quality presentations, catering for different audiences Understands the impact of words on the recipient Listens without interruptions or judgement, seeking clarity by asking probing questions Communicates clearly. Works collaboratively with other members of the team Makes points effectively Listens and reflects back to check understanding Answers enquiries clearly and effectively, written and oral. Policy & Procedure Title : Job Banding & Competency Matrix Date : 1 September 2008 V1 Page 6 of 10 6

7 Band 1 Band 2 Band 3 Band 4 Band 5 Communications Presents arguments constructively and deals with conflicting opinion effectively Planning & Organizing Commercial Awareness Designs and implements strategic plans to deliver business goals Establishes key performance measures for evaluating business performance Establishes quality processes including measurements and review processes Shows an awareness of the effect of political, economic and other external factors, and plans accordingly Compares performances with competitors and identifies differentiating factors and acts on them Converts strategic goals to operational plans, setting targets and deliverables Manages significant areas of the college, coordinating resources effectively Integrates activity across functions Recognised as a prime generator of significant ideas for the college maximising market opportunities Makes decisions/takes calculated risks to improve bottom line Takes responsibility for cost control, making tough decisions as appropriate Considers the impact that actions have on other parts of the college s operations Balances demands on resources to achieve optimum performance Keeps others informed of current developments Anticipates and plans for change Manages conflicting priorities effectively Plans workload of self and others, determining priorities Reviews progress against targets Acts as a champion for new curriculum offers and /or working practices Identifies niche markets Understands other functions within the college and builds productive relationships accordingly Demonstrates awareness of service delivery and successful outcomes in giving competitive edge Makes optimal use of resources for the college Remains flexible to meet challenges, not easily distracted Plans own work effectively ensuring compatibility with the plans of others Understands how business as usual impacts on results Delivers to agreed timescales Organises own time and workload effectively Understands purpose of own job within own function Acts upon the business drivers that affect own role Policy & Procedure Title : Job Banding & Competency Matrix Date : 1 September 2008 V1 Page 7 of 10 7

8 Commercial Awareness Team working Band 1 Band 2 Band 3 Band 4 Band 5 Understands the business of the college and its offer to the community and takes a cross functional view Inculcates a whole college team ethos Launches initiatives which foster teamwork throughout the college Develops short and long term strategies to improve cross functional team working Builds and catalyses cross functional activity to engender good relationships Openly supports decisions reached even when own views may differ Challenges and discourages self interest where it may be detrimental to the team Offers assistance to other teams Encourages others to take responsibility and acknowledges contributions Assists others when they are under pressure, often working cross functionally Accepts the ideas and input of others as valid Links the value to team working to successful delivery of business imperatives Acts as a point of reference for advice and guidance Recognises effective contribution Accepts constructive criticism and puts improvements in place Contributes to effective team working Deals effectively with conflict and resolves problems Offers support to others Treats others with respect and values their contribution Shares knowledge and information with others Makes an effective contribution to the team Emphasis the contribution of teams at all levels Encourages participation of all team members Ensures skills and talents of team are optimised Resolves team conflicts positively Policy & Procedure Title : Job Banding & Competency Matrix Date : 1 September 2008 V1 Page 8 of 10 8

9 Customer Focus Band 1 Band 2 Band 3 Band 4 Band 5 Champions customer needs Generates and promotes a culture where the customer is put first Develops strategies, policies and practices to improve customer experience Positively influences all aspects of the customer experience Explores ways to improve customer service Takes responsibility for team and relationship with customers Seeks to understand and meet the needs of customers, anticipating obstacles and challenges Has a can do attitude and a solution based approach Wins respect of customers by meeting needs Provides appropriate and timely advice Relates well to customers, establishes rapport Has a can do attitude Respects privacy and confidentiality Acts with honesty and integrity Provides appropriate and timely advice Keeps promises Keeps customers informed of progress Policy & Procedure Title : Job Banding & Competency Matrix Date : 1 September 2008 V1 Page 9 of 10 9

10 Appendix 1 Job Banding Matrix Band 1 Band 2 Band 3 Band 4 Band 5 Major strategic leadership (cross college) Operational and tactical leadership (within department) Delivery : Academic / Business High level strategic and operational leadership (departmental) Support : Academic / Business SMT Business Engagement Manager Head of Department (Academic/Business) Curriculum Manager Business Manager TLDM Advanced Teaching Practitioner Course Leader Tutor Lecturer Framework Coordinator Technician Instructor Technician Demonstrator Technician Facilitator Mentor Learning Assistant Administrator Assistant Team Leader / Supervisor This is not an exhaustive list. Please refer to the Job Banding and Competency Matrix to determine the banding from the detailed descriptors. Policy & Procedure Title : Job Banding & Competency Matrix Date : 1 September 2008 V1 Page 10 of 10 10