Outline. Generic Competencies. Proficiency Level Definition

Transcription

1 Outline 1 Generic Competencies 2 Proficiency Level Definition 0

2 Career Management Model Generic Competencies Generic Competencies - These refer to the acceptable behaviours, skills and attributes that must be demonstrated by employees in the course of achieving performance results. They are required by all employees within the organisation. They include competencies such as communication, problem solving, leadership, teaming and relationship-building, etc. The following competencies have been identified as generic competencies for Ikeja Electric staff. Generic Competencies 1. Communication and Interpersonal Relations 4. Oral Communication Team Management Written Communication Financial Management Presentation/Facilitation Supervisory/Managerial Strategic Thinking Supervisory Business Results Leadership 3. Problem Solving and Analytical Thinking Problem Solving 1

3 Career Management Model Generic Competency Definition S/N Competency Description 1 Communication and Interpersonal Relations This refers to the nature and outcome of dealing with others in the course of performing regular duties, including the ability to influence within and outside the organisation. 2 Supervisory/Managerial Refers to the level of accountability involved in planning, organising, controlling and supervising work efforts. 3 Problem Solving and Decision Making 4 This refers to: 5 This refers to: The degree of complexity of problem solving demonstrated in performing the job; and The degree of independent action required in accomplishing tasks and impact of decisions made on the business. Ability to manage financial and operational resources to meet business outcomes. The level of contribution to key business outcomes as well as accountability for realizing strategic business initiatives. Ability to understand the relationship between an individual s own job and the goals and operations of the company and industry. An understanding of how current actions within current role will impact on longer term business objectives. 2

4 Junior Level 1 (JL1): Proficiency Level 1 Interpersonal Interaction is mainly routine and workfocused. Requires very basic interpersonal and communication skills e.g. Linesmates must be able to interact effectively with customers during fault clearing or disconnection. Able to communicate with ordinary courtesy and effectiveness with others in the organisation, especially immediate peers, to request for or transmit information, ask questions or get clarification e.g. Technicians requiring information and clarification in their dayto-day tasks. Collaborates with / assists others in the delivery of their work. Performs tasks under continuous supervision and completely detailed instructions (from supervisor, SOPs, etc.) which must be strictly adhered to. Able to solve routine problems effectively within scope of role. Decision-making at this level is very basic and generally involves choices about how to get assigned work done safely and on time. Thinking is patterned in nature and follows laid down procedures E.g. Linesmate complying with or adhering to laid down procedures in performing tasks on the field. Work is majorly routine and typically concerned with the timely and efficient execution of responsibilities Able to use available resources to meet work expectations and identify difficulties. Does not control or allocate any kind of resources. Tasks are one of several/many which contribute to the end results expected of a unit or function within the company and have minor impact on the organization. Operational role with no requirement for tactical/ strategic input within the business at this level. 3

5 Junior Level 2 (JL2): Proficiency Level 2 Interpersonal Requires very basic interpersonal and communication skills e.g. Technicians must be able to communicate effectively with customers during fault clearing. Able to communicate with ordinary courtesy and effectiveness with others in the organisation, especially immediate peers, to request for or transmit information, ask questions or get clarification e.g. Technicians requiring information and clarification in their dayto-day tasks. Roles in this level do not necessarily supervise work in all cases, assign tasks to subordinates or coordinate the work of others, however staff in this level, within limits of authority, provide direction to less experienced staff to ensure effective and timely delivery of tasks e.g. Experienced Linesman providing guidance to Distribution Linesmate. Able to generate appropriate solutions to solve routine problems or issues encountered in daily tasks using the laid down policies and procedures. Daily tasks involve simple, short-cycled and sometimes relatively complex routine activities which are closely supervised e.g. Technicians stringing conductor wires on HT/LT poles. Tasks requires some level of individual initiative and judgment besides laid down policies and procedures when performing tasks. Coordinates and manages available resources within span of control to accomplish assignments within the given deadlines. Is not required to control or allocate any kind of financial resources. Understands the laid down policies and procedures within own department or team. Roles at this level are one of the several/many positions which contribute to the end results expected of a unit or function within the organization. Role at this level is operational with no tactical/ strategic input. 4

6 Junior Level 3 (JL3): Proficiency Level 3 Interpersonal Able to communicate effectively with immediate peers/ and others in the organization, to request or transmit information, ask questions or get clarification e.g. DSO transmitting information as it relates to daily load readings on the feeders. Conveys messages in an understandable manner using simple language. Has direct supervisory responsibilities e.g. where very experienced technicians lead teams in clearing of faults. Able to perform routine supervision and coordination activities which are straightforward and usually over a few people in a unit of a department. Requires basic leadership/ supervisory skills and competencies. Able to resolve issues/ problems within his/her line of work that occur with minimal direction. Uses common sense and refers to existing practices and procedures when analyzing/ solving a problem. Tasks requires some level of individual initiative and judgment besides laid down policies and procedures when performing tasks. Makes straightforward decisions based on pre-defined options/ procedures. Decisions made and results of the jobs at this level may affect a few people/ small unit or group. Coordinates and manages available resources within span of control to accomplish assignments within the given deadlines Is not required to control or allocate any kind of financial resources. Understands the laid down policies and procedures within own department or team. One of the several/many positions which contribute to the end results expected of a unit or function within the organization. Role and associated tasks may have impact on operations of the business. 5

7 Junior Level 4 (JL4): Proficiency Level 4 Interpersonal Able to communicate effectively with immediate peers/ and others in the organization, to request or transmit information, ask questions or get clarification e.g. DSO transmitting information as it relates to daily load readings on the feeders Conveys messages in an understandable manner using simple language. Has direct supervisory responsibilities e.g. where Very Experienced Technicians lead teams in clearing of faults Able to perform routine supervision and coordination activities which are straightforward and usually over a few people in a unit of a department. Requires basic leadership/ supervisory skills and competencies. Able to resolve issues that occur with minimal or no direction. Uses previously learned experience to create a variety of alternative approaches/ solutions to problems faced in the course of duty. Decisions made and results of the jobs at this level may affect a few people/ small unit or group. Tasks involve at least 60% routine and repetitive tasks, 40% individual initiative and judgment besides available policies and procedures. Plans, coordinates and manages available resources within span of control to accomplish assignments within the given deadlines Is not required to control or allocate any kind of financial resources. Organizes the use of resources to meet expectations and identifies difficulties within own work One of the several/many positions which contribute to the end results expected of a unit or function within the organization Operational role and tasks with some level of tactical/ strategic input in some roles Tasks have low impact on business/ strategic results but high on operational efficiency Understands the way things are done within the Company and works to agreed standards. 6

8 Grade Level 1 (GL1): Proficiency Level 5 Interpersonal Effective communication (written and oral), interpersonal, persuasive, assertiveness and people management skills are important for this job role e.g ESRs who relate with customers as well as Distribution Linesmate during cash drive. Has extensive internal/ external contact Interacts with others in a manner that is respectful, patient, tolerant and understanding. Provides moderately extensive but routine supervision and coordination to subordinates. Works under continuous supervision and completely detailed instructions (from supervisor, SOPs, etc.) which must be strictly adhered to. Demonstrates independence in execution of assigned tasks i.e. is responsible for detailing own tasks based on work assigned by supervisor. Is sometimes required to supervise small teams within the unit Daily tasks can be completed using welldefined procedures Substantial initiative is required in resolving issues i.e. applying diversified, established company procedures/standards under general supervision Decision-making has operational impact on the business Breaks a relatively complex problem down into component parts and is able to solve it within scope of role. Plans and coordinates available resources within span of control to accomplish assignments within the given deadlines Is not required to control or allocate any kind of financial resources Organises the use of resources to meet expectations and identifies difficulties within own work Operational role and tasks with some level of tactical/ strategic input in some roles Tasks have low impact on business/ strategic results but high on operational efficiency Knows what is expected of own role and how this contributes to the objectives of the department/unit/team. Keeps up to date with developments in own department/unit/team. 7

9 Grade Level 2 (GL 2): Proficiency Level 6 Interpersonal Effective communication (written & oral), interpersonal, persuasive, assertiveness and people management skills are important for this job role. Has good interpersonal, persuasive, assertiveness & people management skills e.g. roles of ESS required to manage customers & teams of ESRs within a network Conveys messages effectively with immediate peers/others in the organization, to request or transmit information, ask questions or get clarification Has some level of contact & interactions with other functional areas within the organisation but no direct external contact Role is subject to managerial and supervisory direction, however, work is managed rather than supervised and results/ outcomes are assessed at regular intervals. Has supervisory responsibilities over a defined operational area in a department/ unit. Requires some degree of managerial skills and competencies, including organizing, and coordinating skills and competencies Makes decisions involving little or no consequence of error. Impact of decisions on the organisation s success is very low and restricted to only assigned activities or very few individuals Daily tasks can be completed using welldefined procedures. Substantial initiative is required in resolving issues i.e. applying diversified, established company procedures/standards under general supervision Decision-making has some level of operational impact on the business. Able to resolve both problems that occur on a regular basis and more complex infrequent problems. Plans, coordinates and manages available resources within span of control to accomplish assignments within the given deadlines Is not required to control or allocate any kind of financial resources. Organises the use of resources to meet expectations and identifies difficulties within own work. Provides specialized/technical support required in achieving business results i.e. role typically entails collecting or processing information for decision-making. Keeps up to date with developments in own department/ unit/ team. Tasks have low impact on business/ strategic results but high on operational efficiency. 8

10 Grade Level 3 (GL 3): Proficiency Level 7 Interpersonal Effective communication (written and oral), interpersonal, persuasive, assertiveness and people management skills are important for this job role. Presents and communicates information to individuals, groups or teams in a clear and concise manner, taking into consideration the audience type. Has supervisory responsibilities over a defined operational area in a unit/ sub unit Demonstrates independence in execution of assigned tasks i.e. is responsible for detailing own tasks based on work assigned by line manager. Sometimes required to supervise small teams within the unit. Provides moderately extensive but routine supervision and coordination to subordinates. Makes decisions that may at least affect a few people/ small unit or group. Decision-making is minimally complex, involving many but preagreed and known alternatives with the expected level of initiative to make some level of judgments involving minimal risks. Impact of decisions made on the organisation s success is moderate and within a unit / defined functional area of a department. Solves problems by a process of analysis, looking at root causes, weighing up the pros and cons of different approaches. Exhibits strong organizational skills. Monitors progress on process and resources to ensure deadlines are met. Takes responsibility for own work and shortcomings as well as those of subordinates. Does not manage or authorize the expenditure of financial resources. Conducts operational activities with minimal tactical input into the formulation of functional work programmes/ plan. Contributes to the end results expected of a unit or function of the Company. Able to explain the role and goals of the company and how they relate to own area of work. 9

11 Grade Level 4 (GL 4): Proficiency Level 8 Interpersonal Effective communication (written and oral), interpersonal, persuasive, assertiveness and people management skills are important for this job role. Initiates valuable business relationships. Develops a wide pool of resource networks by maintaining business relationships and contacts. Communicates in an interesting and compelling way that easily persuades people. Has supervisory responsibilities over a defined operational area in a department or unit. Provides extensive but routine supervision and coordination to subordinates. Able to motivate others and assist in leading team towards a common goal. Supports others as appropriate given the scope and complexity of the assignment. Gives others opportunities to practise new skills and capabilities, and provides support. Makes some level of judgments involving minimal risks. Impact of decisions made on the organisation s success is moderate and within a unit / defined functional area of a department Tasks require application of constructive thinking and a significant degree of evaluative judgment to be completed. Minimal or no supervision is required to resolve issues i.e. application of acquired knowledge. Evaluates and makes decisions in relation to procedures, precedents, policies and standards in own area of responsibility Exhibits strong organizational skills. Does not manage or authorize the expenditure of financial resources. Initiates defined process required to access financial resources based on departmental/ units needs. Has limited authority to allocate financial and non-financial resources within the department to complete tasks. Displays ability to see the strategic impact of developments beyond own functional area. Is able to present the company's priorities as they relate to own area of work. Understands the goals of own department and encourages others to understand the Department/Unit/ Team goals. Subject wholly or in parts to clearly defined practices and procedures, functional precedents and guidelines; and the achievement of a defined operational/ functional activity. 10

12 Grade Level 5 (GL 5): Proficiency Level 9 Interpersonal Makes daily contact with a large number of employees across the organization to advise, guide or influence and motivate. coordinating tasks involved in managing business relationships e.g. dealing with contractors, vendors, regulatory bodies, labour unions, etc. Builds trust through open and honest interaction even in difficult situations. Facilitates sessions to meet objectives and ensures active contribution by participants through a structured approach for the exchange of ideas. Directly responsible for coordinating a unit s work effort (can be internal within a function or external across functions). Defines roles and responsibilities for team members. Large percentage of work involves supervising, monitoring and reviewing work. Requires team management skills and competencies, including organizing, and coordinating skills. Coaches, guides and supports staff as a means to help them develop. Assumes accountability for work delegated to others. Decision making is moderate in nature - impact of decisions made on the organisation s success ranges from moderate to high within a department or its defined functional area. Daily tasks require application of constructive thinking and a significant degree of evaluative judgment to be completed. Decision-making has some level of financial and operational impact. Generates alternative solutions by collaborating with people who are impacted by, or have knowledge of, the problem, issue or challenge. Initiates defined process required to access financial resources based on departmental needs. Allocates and controls resources within own area of responsibility/ scope of assignment. Identifies needs for resources to effectively support current initiatives and services. Contributes operationally to the development of strategy in own area of responsibility. implementing agreed departmental/ functional strategies within defined areas of responsibility. Displays ability to see the strategic impact of developments beyond own functional area. Demonstrates awareness of the impact of own work on aspects of organisational strategy, and the impact of organisational strategy on own work. 11

13 Grade Level 6 (GL 6): Proficiency Level 10 Interpersonal Makes daily contact with people outside the organization to acquire resources identify new markets and business opportunities Possesses excellent negotiation and stakeholder management skills Able to coordinate business activities across functions cascading the I.E brand internally central coordination of a strategic function (usually made up of diverse teams) Sets clear goals and standards, ensures shared ownership of these within team (where appropriate). Delegates fully and creates opportunities which help others to develop their potential. Communicates and gains team commitment to a vision of what is to be achieved, instils a sense of passion in people about the work of the company and their own department/unit/team. Daily tasks require creative thinking and the development of new concepts and approaches Implements contingency plans when the need arises Escalates complex risks and issues to the senior leadership and advises on key decisions Decision-making has medium-term strategic, financial and operational impact Decisions made and results of job affect all divisions and significant external stakeholders. Looks ahead and considers external developments, identifying trends and emerging patterns when making important decisions Develops and manages departmental budgets based on business plans i.e. is accountable for managing and allocating the department s financial resources identifying and implementing ways to optimize utilization of organizational resources and reduce operating costs. Plans, organises and manages activities to make sure budget resources are used efficiently and effectively to achieve the company and department/unit goals. Evaluates the financial impact of decisions and develops strategies to address financial resource issues. Cascades defined corporate objectives into specific mandates for the department defining departmental KPIs and has overall accountability for achieving them Conducts tasks and activities which have high impact on business results 12

14 Grade Level 7 (GL 7): Proficiency Level 11 Interpersonal Makes daily contact with people outside the organization to acquire resources identify new markets and business opportunities. Has excellent relationship management skills with very good negotiation skills. Liaises with relevant internal (interfacing departments) and external stakeholders including regulatory bodies and government institutions. cascading the I.E brand internally central coordination of a strategic function (usually made up of diverse teams). Accountable for providing resources required to perform tasks within the function. Has overall accountability, authority and supervisory responsibility for directing the operations of a very large department or a relatively small division in the company. Possesses broad knowledge and skill required for integrating and harmonizing activities. Daily tasks require creative thinking and the development of new concepts and approaches. Escalates complex risks and issues to the senior leadership and advises on key decisions. Decision-making has a major impact on the organisation s success. Equips people to make decisions. Ensures that individuals working in own area have sufficient information and guidance to make effective decisions. Fully scopes out problems, taking into consideration impact within own area/department/unit and across the company Acts as first-level approval to access financial resources based on departmental needs. Develops and manages departmental budgets based on business plans i.e. is accountable for managing and allocating the department s financial resources. identifying and implementing ways to optimize utilization of organizational resources and reduce operating costs. Cascades defined corporate objectives into specific mandates for the department. defining departmental KPIs and has overall accountability for achieving them. Participates/ provides input into the formulation of company policies, strategies and objectives as well as divisional strategies, goals and objectives. Promotes a shared understanding of the company's needs and strategic direction to rally teams. 13

15 Grade Level 8 (GL 8): Proficiency Level 12 Interpersonal Communication involves sensitive and delicate issues in order to achieve decisions on significant actions or organizational goals and objectives. forging, maintaining and growing cordial relationships with strategic partners and other influential bodies. Develops and maintains high personal visibility with internal and external contacts at multiple strategic levels through which vital information and resources may be accessed. Accountable for providing resources required to perform tasks within the function. Requires advanced and extensive managerial and leadership skill and a combination of planning, organizing, integrating, coordinating, evaluating, staffing and controlling skills and competencies. Identifies and utilises personnel in an innovative manner to complete tasks within a reasonable time frame. Actively works to increase the skill level of each employee being supervised. Decision making involves significant resource or revenue implications on the organization. Implements contingency plans when the need arises. Makes clear judgments and identifies clear solutions from broad, complex or ambiguous situations. Makes decisions through weighing up the cost-benefit and risk implications. Provides specialist / authoritative advice to others as required to enable them to make decisions. identifying and implementing ways to optimize utilization of organizational resources and reduce operating costs. Facilitates collaboration across the organisation and with other departments to achieve a common goal. Evaluates the financial impact of decisions and develops strategies to address financial resource issues. Cascades defined corporate objectives into specific mandates for the department. Participates/ provides input into the formulation of company policies, strategies and objectives as well as divisional strategies, goals and objectives. 14

16 Grade Level 9 (GL 9): Proficiency Level 13 Interpersonal Actively seeks and builds lasting relationships with key influencers or decisionmakers in peer discos and other relevant organisations affecting I.E s business. Delivers effective presentations and speeches, either prepared or extemporaneous, to internal and external audiences on behalf of the company. Significant portion of the activities at this position involves relationship management, liaising with relevant internal and key external stakeholders including regulatory bodies and government institutions. Provides strategic vision and leadership to guide the entire organization i.e. defines, shapes and guides long-term decisions for the business. Participates in relevant industry fora and contributes in shaping Power industry practices. Provides input into the formulation of the Company-wide policies, strategies, goals and objectives. Has final decisionmaking vote/approval required to resolve risks and issues Decision-making has long-term strategic, financial and operational impact Develops feasible solutions to issues based on logical assumptions and factual observations that reflect consideration for resources, constraints, organisational values and goals. Has unlimited authority delegation and approval powers e.g. for signing invoices, approving all expenditure limits, etc. developing I.E s business/ strategic plans. Takes final accountability for achieving company s revenue target. Sets strategic direction for the company as well as defining the overall corporate objectives. Takes final accountability for achieving company s revenue target. Displays the ability to think strategically and holistically and to appreciate the systemic impact of various policies, issues and solutions on the company. Provides overall guidance, leadership support and strategic direction for activities geared toward meeting both corporate and divisional goals, objectives and targets. 15