National Occupational Standards For Rail Operations - Supervisory. Unit 1 - Plan for Duty and Manage your Own Performance in the Rail Industry

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1 National Occupational Standards For Rail Operations - Supervisory Unit 1 - Plan for Duty and Manage your Own Performance in the Rail Industry What this unit is about This unit is about completing your planning to take duty and understanding what is needed from your role. You need to know and understand your organisation s policies and procedures about being fit for duty and booking on for duty. You need to show that you can complete what you need to do before you start work. You need to understand the boundaries of your role and what you need to do to perform it. You need to show that you manage your own performance This unit contains two elements: Element 1 Plan and Prepare for Duty Element 2 Manage your Own Performance Who this unit is for This unit is for supervisors, team leaders and technicians working in rail operations roles. Definitions Booking on Booking off A legal declaration to say that a person is in a fit state to work Signing off work Final version Rail Operations - Supervisory, May 2007

2 Unit 1 - Plan for Duty and Manage your own Performance in the Rail Industry About this element Element 1.1 Plan and Prepare for Duty This element is about completing your personal preparation before starting your duty. You need to know what you need to do and understand your organisation s policies and procedures about being fit for duty and booking on for duty. You also need to be aware of any equipment you need to carry out your role. Performance requirements You must be able to: 1. keep to your organisation s policies relating to being fit for duty 2. identify relevant documents and equipment you need as set out in your organisation s procedures 3. give necessary safety information to the relevant people before you start work 4. comply with your organisation s procedures relating to standards of dress 5. comply with your organisation s procedures relating to personal safety 6. consult relevant colleagues to identify any relevant information related to the process or location you are responsible for, that you require to start work 7. accurately fill in and correctly process the documents your organisation needs Knowledge and understanding requirements You must know and understand: a. your organisation s policies and procedures relating to being fit for duty b. your organisation s policies and procedures relating to booking on and booking off duty c. how to access and use the equipment you need to carry out your role d. how and where to renew equipment e. what documents you need when completing personal preparation f. the types of equipment you need g. the standards of dress and conduct your organisation expects h. the duties you carry out i. your organisation s procedures relating to the duties you carry out j. how to access documents your organisation needs k. how to fill in the documents your organisation needs l. who you need to work and consult with within your organisation Final version Rail Operations - Supervisory, May 2007

3 Unit 1 - Plan for Duty and Manage your own Performance in the Rail Industry About this element Element 1.2 Manage your own Performance This element is about preparing for your role in terms of your performance and skills. You need to know and understand how you will plan your workload, aims, training needs and performance targets and your personal development with the person you report to. Performance requirements You must be able to: Knowledge and understanding requirements You must know and understand: 1. describe what is needed from your role 2. identify your aims and know how they are measured 3. identify any gaps between your job and your knowledge and experience. 4. discuss and agree a development plan to close any gaps you have identified 5. carry out any activities identified in your development plan 6. get fair, neutral and valid feedback on your performance 7. check regularly how you are using your time at work and identify possible improvements 8. Make sure your performance consistently meets the agreed needs of your role a. why managing your own performance is important b. your company policy on managing staff performance c. how to identify the needs of your job d. your personal work aims e. who you report to f. how to set work objectives that are specific, measurable, achievable, realistic and time-bound (SMART) g. how to measure progress against your work aims h. your company policy on appraisal i. how to get and make effective use of feedback j. how to record the use of your time and identify possible improvements Final version Rail Operations - Supervisory, May 2007

4 National Occupational Standards For Rail Operations - Supervisory Unit 2 - Communicate and Manage Information in the Rail Industry What this unit is about This unit is about getting, assessing, using, providing, recording and storing information. You should know, understand and comply with your organisation s procedures relating to keeping information. This unit contains two elements: Element 1 Obtain and Assess Information Element 2 - Manage Information Who this unit is for This unit is for supervisors, team leaders and technicians working in rail operations roles. Final Version Rail Operations Supervisory Approved May 2007

5 Unit 2 - Communicate and Manage Information in the Rail Industry About this element Element 2.1 Obtain and Assess Information This element is about getting and assessing information. You need to know and understand your organisation s procedures relating to keeping information confidential. Performance requirements You must be able to: 1. collect specified information as and when it is needed 2. get clarification promptly if information you receive is unclear or incomplete 3. assess relevant information correctly and identify appropriate action to take 4. keep information confidential in line with your organisation s procedures Knowledge and understanding requirements You must know and understand: a. the lines and methods of effective communication within your organisation b. your organisation s policy on retrieving information c. your own responsibilities relating to handling and processing information d. how to prioritise the information you receive from a number of different sources e. your organisation s needs relating to keeping information confidential f. who the relevant people are within your organisation and their roles and responsibilities g. your organisation s procedures for analysing and prioritising information h. what types of electronic based information exist within the organisation i. how to explain electronic information j. how to explain paper based information k. what types of monitoring equipment exist within the organisation and infrastructure l. how to use monitoring equipment Final Version Rail Operations Supervisory Approved May 2007

6 Unit 2 - Communicate and Manage Information in the Rail Industry About this element Element Manage Information This element is about providing and recording information. You should be able to comply with your organisation s procedures relating to keeping information confidential. Performance requirements You must be able to: 1. provide relevant and accurate information as and when it is needed 2. communicate relevant and accurate information in a format that is consistent with your organisation s needs and the target audience s needs 3. record information accurately and clearly in line with your organisation s needs 4. keep information confidential in line with your organisation s procedures 5. manage information held on IT systems in line with your organisation s procedures Knowledge and understanding requirements You must know and understand: a. your organisation s policy on recording and storing information b. how to prioritise the information you provide to different people c. your organisation s procedures for recording and storing information d. what documents you need to fill in and process within your organisation e. how to communicate information effectively f. what type of information you need to communicate and the appropriate methods for doing so g. how to prioritise the essential safety related information you provide h. the lines and methods of effective communication within your organisation i. what the limits of your own authority are j. how to use relevant communication systems within your organisation k. who the relevant people are within your organisation and their roles and responsibilities l. your organisation s procedures for recording electronic based information Final Version Rail Operations Supervisory Approved May 2007

7 Final Version Rail Operations Supervisory Approved May 2007

8 National Occupational Standards For Rail Operations - Supervisory Unit 3 Maintain a Healthy and Safe Environment in the Rail Industry What this unit is about This unit is about maintaining a healthy and safe workplace, and contributing to a secure working environment. You will need to be able to deal with emergencies in line with your organisation s procedures. You will need to know and understand your organisation s policies and procedures about maintaining security. This unit contains two elements: Element 1 Maintain a Healthy and Safe Workplace Element 2 - Contribute to a Secure Working Environment Who this unit is for This unit is for supervisors, team leaders and technicians working in rail operations roles. Definitions Hazard Something with the potential to cause harm (this can include articles, substances, plant or machines, methods of work, the working environment and other aspects of work organisation) Final version Rail Operations - Supervisory Approved May 2007

9 Unit 3 - Maintain a Healthy and Safe Environment in the Rail Industry About this element Element Maintain a Healthy and Safe Workplace This element is about making sure your workplace is free from hazards. You should be able to take measures to warn people about hazards and deal with emergencies in line with your organisation s procedures. Performance requirements You must be able to: 1. use and store equipment and materials in line with your organisation s procedures 2. make sure the workplace is free from hazards and that it is secure and clean 3. identify and deal with hazardous situations within the limits of your own authority 4. take steps to warn others of hazardous situations 5. refer any suggestions for improving health and safety to the relevant people 6. deal with emergencies in line with your organisation s procedures 7. make sure your work practices keep to your organisation s procedures 8. fill in any work documents accurately and process them correctly Knowledge and understanding requirements You must know and understand: a. the relevant laws and rules within your organisation relating to health and safety b. your organisation s procedures for health and safety c. your organisation procedures for dealing with emergency situations d. what is classed as the work environment, (for example, equipment, premises, vehicles) e. what the local organisational procedures, facilities and work areas are f. what warning signs there are and what they mean g. what the limits of your own authority are h. what documents your organisation needs i. what is classed as a hazardous situation j. your organisation s procedures for dealing with hazardous situations k. who the relevant people are within your organisation Final version Rail Operations - Supervisory Approved May 2007

10 Unit 3 - Maintain a Healthy and Safe Environment in the Rail Industry About this element Element Contribute to a Secure Working Environment This element is about helping to maintain a secure working environment. You should know and understand your organisation s policies and procedures, and what your responsibilities are for maintaining security. Performance requirements You must be able to: Knowledge and understanding requirements You must know and understand: 1. meet your own responsibilities for putting security systems and procedures in place 2. get visitors to confirm their identity where necessary 3. deal with lost property, including suspicious packages, in line with your organisation s procedures 4. respond promptly to breaches of security, within the limits of your own authority and in line with your organisation s procedures 5. promptly pass on any suggestions for improving security to the relevant person a. your organisation s procedures for dealing with an emergency b. what is classed as a breach of security c. your organisation s policy for receiving visitors d. your organisation s procedures for dealing with lost property and suspicious packages e. your organisation s security systems and procedures f. what the limits of your own authority are g. who the relevant people are within your organisation Final version Rail Operations - Supervisory Approved May 2007

11 National Occupational Standards For Rail Operations - Supervisory Unit 4 - Develop Productive Relationships with Colleagues (MSC D1) Develop productive working Relationship to the National Occupational Standards for Management and Leadership This is unit D1 from the National Occupational Standards for Management and Leadership. What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within other organisations, that are productive in terms of supporting and delivering your work and that of the overall organisation. Colleagues are any people you are expected to work with, whether they are at a similar position or in other positions. Who is the unit for? The unit is recommended for team leaders and first line managers. Definitions Colleague - a colleague can be both within your own organisation or in a different organisation. Skills Listed below are the main generic skills which need to be applied in developing productive working relationships with colleagues. These skills are explicit/implicit in the detailed content of the unit and are listed here as additional information. Communicating Managing conflict Empathising Networking Information management Leading by example Valuing and supporting others Involving others Providing feedback Obtaining feedback Stress management Prioritising Final version Rail Operations Supervisory May 2007.

12 OUTCOMES OF EFFECTIVE PERFORMANCE You must be able to do the following: 1. Establish working relationships with all colleagues who are relevant to the work being carried out. 2. Recognise, agree and respect the roles and responsibilities of colleagues. 3. Understand and take account of the priorities, expectations, and authority of colleagues in decisions and actions. 4. Fulfil agreements made with colleagues and let them know. 5. Advise colleagues promptly of any difficulties or where it will be impossible to fulfil agreements. 6. Identify and sort out conflicts of interest and disagreements with colleagues in ways that minimise damage to the work being carried out. 7. Exchange information and resources with colleagues to make sure that all parties can work effectively. 8. Provide feedback to colleagues on their performance and seek feedback from colleagues on your own performance in order to identify areas for improvement. BEHAVIOURS WHICH UNDERPIN EFFECTIVE PERFORMANCE 1. You present information clearly, concisely, accurately and in ways that promote understanding. 2. You seek to understand people s needs and motivations. 3. You make time available to support others. 4. You clearly agree what is expected of others and hold them to account. 5. You work to develop an atmosphere of professionalism and mutual support. 6. You model behaviour that shows respect, helpfulness and co-operation. 7. You keep promises and honour commitments. 8. You consider the impact of your own actions on others. 9. You say no to unreasonable requests. 10. You show respect for the views and actions of others. Final version Rail Operations Supervisory May 2007.

13 KNOWLEDGE AND UNDERSTANDING You need to know and understand the following: General knowledge and understanding 1. The benefits of developing productive working relationships with colleagues. 2. Principles of effective communication and how to apply them in order to communicate effectively with colleagues. 3. How to identify disagreements with colleagues and the techniques for sorting them out. 4. How to identify conflicts of interest with colleagues and the measures that can be used to manage or remove them. 5. How to take account of diversity issues when developing working relationships with colleagues. 6. The importance of exchanging information and resources with colleagues. 7. How to get and make use of feedback on your performance from colleagues. 8. How to provide colleagues with useful feedback on their performance. Industry/sector specific knowledge and understanding 1. Regulations and codes of practice that apply in the industry or sector. 2. Standards of behaviour and performance in the industry or sector. 3. Working culture of the industry or sector. Context specific knowledge and understanding 1. Current and future work being carried out. 2. Colleagues who are relevant to the work being carried out, their work roles and responsibilities. 3. Processes within the organisation for making decisions. 4. Line management responsibilities and relationships within the organisation. 5. The organisation s values and culture. 6. Power, influence and politics within the organisation. 7. Standards of behaviour and performance expected in the organisation. 8. Information and resources that different colleagues might need. 9. Agreements with colleagues. Final version Rail Operations Supervisory May 2007.

14 National Occupational Standards For Rail Operations - Supervisory Unit 5 Allocate and Check Work in your Team (MSC D5) Relationship to the National Occupational Standards for Management and Leadership This is unit D5 from the National Occupational Standards for Management and Leadership. What is the unit about? This unit is about ensuring that the work required of your team is effectively and fairly allocated amongst team members. It also involves checking on the progress and quality of the work of team members to ensure that the required level or standard or performance is being met. Who is the unit for? The unit is recommended for team leaders. Skills Listed below are the main generic skills which need to be applied in allocating and checking work in your team. These skills are explicit/implicit in the detailed content of the unit and are listed here as additional information. Communicating Providing feedback Planning Reviewing Motivating Valuing and supporting others Problem solving Monitoring Decision making Prioritising Team building Managing conflict Information management Leadership Coaching Delegating Setting objectives Stress management

15 Allocate and check work in your team OUTCOMES OF EFFECTIVE PERFORMANCE You must be able to do the following: 1. Confirm the work required of the team with your manager and seek clarification, where necessary, on any outstanding points and issues. 2. Plan how the team will undertake its work, identifying any priorities or critical activities and making best use of the available resources. 3. Allocate work to team members on a fair basis taking account of their skills, knowledge and understanding, experience and workloads and the opportunity for development. 4. Brief team members on the work they have been allocated and the standard or level of expected performance. 5. Encourage team members to ask questions, make suggestions and seek clarification in relation to the work they have been allocated. 6. Check the progress and quality of the work of team members on a regular and fair basis against the standard or level of expected performance and provide prompt and constructive feedback. 7. Support team members in identifying and dealing with problems and unforeseen events. 8. Motivate team members to complete the work they have been allocated and provide, where requested and where possible, any additional support and/or resources to help completion. 9. Monitor the team for conflict, identifying the cause(s) when it occurs and dealing with it promptly and effectively. 10. Identify unacceptable or poor performance, discuss the cause(s) and agree ways of improving performance with team members. 11. Recognise successful completion of significant pieces of work or work activities by team members and the overall team and advise your manager. 12. Use information collected on the performance of team members in any formal appraisal of performance. BEHAVIOURS WHICH UNDERPIN EFFECTIVE PERFORMANCE 1. You make time available to support others. 2. You clearly agree what is expected of others and hold them to account. 3. You prioritise objectives and plan work to make best use of time and resources.

16 4. You state your own position and views clearly and confidently in conflict situations. 5. You show integrity, fairness and consistency in decision-making. 6. You seek to understand people s needs and motivations. 7. You take pride in delivering high quality work. 8. You take personal responsibility for making things happen. 9. You encourage and support others to make the best use of their abilities. 10. You are vigilant for possible risks and hazards. KNOWLEDGE AND UNDERSTANDING You need to know and understand the following: General knowledge and understanding 1. Different ways of communicating effectively with members of a team. 2. The importance of confirming/clarifying the work required of the team with your manager and how to do this effectively. 3. How to plan the work of a team, including how to identify any priorities or critical activities and the available resources. 4. How to identify and take due account of health and safety issues in the planning, allocation and checking of work. 5. Why it is important to allocate work across the team on a fair basis and how to do so. 6. Why it is important to brief team members on the work they have been allocated and the standard or level of expected performance and how to do so. 7. Ways of encouraging team members to ask questions and/or seek clarification and make suggestions in relation to the work which they have been allocated. 8. Effective ways of regularly and fairly checking the progress and quality of the work of team members. 9. How to provide prompt and constructive feedback to team members. 10. How to select and apply a limited range of different methods for motivating, supporting and encouraging team members to complete the work they have been allocated, improve their performance and for recognising their achievements. 11. The additional support and/or resources which team members might require to help them complete their work and how to assist in providing this.

17 12. Why it is important to monitor the team for conflict and how to identify the cause(s) of conflict when it occurs and deal with it promptly and effectively. 13. Why it is important to identify unacceptable or poor performance by members of the team and how to discuss the cause(s) and agree ways of improving performance with team members. 14. The type of problems and unforeseen events that may occur and how to support team members in dealing with them. 15. How to log information on the ongoing performance of team members and use this information for performance appraisal purposes. Industry/sector specific knowledge and understanding 1. Industry/sector specific legislation, regulations, guidelines, codes of practice relating to carrying out work. 2. Industry/sector requirements for the development or maintenance of knowledge, understanding and skills. Context specific knowledge and understanding 1. The members, purpose and objectives of your team. 2. The work required of your team. 3. The available resources for undertaking the required work. 4. The organisation s written health and safety policy statement and associated information and requirements. 5. Your team s plan for undertaking the required work. 6. The skills, knowledge and understanding, experience and workloads of team members. 7. Your organisation s policy and procedures in terms of personal development. 8. Reporting lines in the organisation and the limits of your authority. 9. Organisational standards or levels of expected performance. 10. Organisational policies and procedures for dealing with poor performance. 11. Organisational grievance and disciplinary policies and procedures. 12. Organisational performance appraisal systems.

18 National Occupational Standards For Rail Operations - Supervisory Unit 6 Allocate and Monitor the Progress and Quality of Work in your Area of Responsibility (MSC D6) Relationship to the National Occupational Standards for Management and Leadership This is unit D6 from the National Occupational Standards for Management and Leadership. What is the unit about? This unit is about ensuring that the work required in your area of responsibility is effectively planned and fairly allocated to individuals and/or teams. It also involves monitoring the progress and quality of the work of individuals and/or teams to ensure that the required level or standard of performance is being met and reviewing and updating plans of work in the light of developments. The area of responsibility may be, for example, a branch or department or functional area or an operating site within an organisation. Who is the unit for? The unit is recommended for first line managers and middle managers. Skills Listed below are the main generic skills which need to be applied in allocating and monitoring the progress and quality of work in your area of responsibility. These skills are explicit/implicit in the detailed content of the unit and are listed here as additional information. Setting objectives Communicating Providing feedback Valuing and supporting others Consulting Planning Prioritising Leadership Reviewing Problem solving Monitoring Managing conflict Decision making Motivating Information management Delegating Stress management Final version Rail Operations Supervisory May 2007

19 OUTCOMES OF EFFECTIVE PERFORMANCE You must be able to do the following: 1. Confirm the work required in your area of responsibility with your manager and seek clarification, where necessary, on any outstanding points and issues. 2. Plan how the work will be undertaken, seeking views from people in your area of responsibility, identifying any priorities or critical activities and making best use of the available resources. 3. Ensure that work is allocated to individuals and/or teams on a fair basis taking account of skills, knowledge and understanding, experience and workloads and the opportunity for development. 4. Ensure that individuals and/or teams are briefed on allocated work, showing how it fits with the vision and objectives for the area and the overall organisation, and the standard or level of expected performance. 5. Encourage individuals and/or team members to ask questions, make suggestions and seek clarification in relation to allocated work. 6. Monitor the progress and quality of the work of individuals and/or teams on a regular and fair basis against the standard or level of expected performance and provide prompt and constructive feedback. 7. Support individuals and/or teams in identifying and dealing with problems and unforeseen events. 8. Motivate individual and/or teams to complete the work they have been allocated and provide, where requested and where possible, any additional support and/or resources to help completion. 9. Monitor your area for conflict, identifying the cause(s) when it occurs and dealing with it promptly and effectively. 10. Identify unacceptable or poor performance, discuss the cause(s) and agree ways of improving performance with individuals and/or teams. 11. Recognise successful completion of significant pieces of work or work activities by individuals and/or teams. 12. Use information collected on the performance of individuals and/or teams in any formal appraisals of performance. 13. Review and update plans of work for your area, clearly communicating any changes to those affected. Final version Rail Operations Supervisory May 2007

20 BEHAVIOURS WHICH UNDERPIN EFFECTIVE PERFORMANCE 1. You recognise changes in circumstances promptly and adjust plans and activities accordingly. 2. You prioritise objectives and plan work to make best use of time and resources. 3. You make time available to support others. 4. You take personal responsibility for making things happen. 5. You show an awareness of your own values, motivations and emotions. 6. You show integrity, fairness and consistency in decision-making. 7. You clearly agree what is expected of others and hold them to account. 8. You seek to understand people s needs and motivations. 9. You take pride in delivering high quality work. 10. You are vigilant for possible risks and hazards. 11. You encourage and support others to make the best use of their abilities. 12. You use a range of leadership styles appropriate to different people and situations. KNOWLEDGE AND UNDERSTANDING You need to know and understand the following: General knowledge and understanding 1. How to select and successfully apply different methods for communicating with people across an area of responsibility. 2. The importance of confirming/clarifying the work required in your area of responsibility with your manager and how to do this effectively. 3. How to identify and take due account of health and safety issues in the planning, allocation and monitoring of work. 4. How to produce a plan of work for your area of responsibility, including how to identify any priorities or critical activities and the available resources. 5. The importance of seeking views from people working in your area and how to take account of their views in producing the plan of work. 6. Why it is important to allocate work to individuals and/or teams on a fair basis and how to do so effectively. 7. Why it is important that individuals and/or teams are briefed on allocated work and the standard or level of expected performance and how to do so effectively. Final version Rail Operations Supervisory May 2007

21 8. The importance of showing individuals and/or teams how their work fits with the vision and objectives of the area and those of the organisation. 9. Ways of encouraging individuals and/or teams to ask questions and/or seek clarification in relation to the work which they have been allocated. 10. Effective ways of regularly and fairly monitoring the progress and quality of work of individuals and/or teams against the standards or level of expected performance. 11. How to provide prompt and constructive feedback to individuals and/or teams. 12. Why it is important to monitor your area for conflict and how to identify the cause(s) of conflict when it occurs and deal with it promptly and effectively. 13. Why it is important to identify unacceptable or poor performance by individuals and/or teams and how to discuss the cause(s) and agree ways of improving performance with them. 14. The type of problems and unforeseen events that may occur and how to support individuals and/or teams in dealing with them. 15. The additional support and/or resources which individuals and/or teams might require to help them complete their work and how to assist in providing this. 16. How to select and successfully apply different methods for encouraging, motivating and supporting individuals and/or teams to complete the work they have been allocated, improve their performance and for recognising their achievements. 17. How to log information on the ongoing performance of individuals and/or teams and use this information for formal performance appraisal purposes. 18. The importance of reviewing and updating plans of work for your area in the light of developments, how to reallocate work and resources and clearly communicate the changes to those affected. Industry/sector specific knowledge and understanding 1. Industry/sector requirements for the development of maintenance of knowledge, understanding and skills. 2. Industry/sector specific legislation, regulations, guidelines, codes of practice relating to carrying out work. Context specific knowledge and understanding 1. The individuals and/or teams in your area of responsibility. 2. The vision and objectives for your area of responsibility. 3. The vision and objectives of the overall organisation. 4. The work required in your area of responsibility. Final version Rail Operations Supervisory May 2007

22 5. The available resources for undertaking the required work. 6. The plan of work for your area of responsibility. 7. The organisation s written health and safety policy statement and associated information and requirements. 8. Your organisation s policy and procedures in terms of personal development. 9. Organisational standards or level of expected performance. 10. Organisational policies and procedures for dealing with poor performance. 11. Organisational grievance and disciplinary policies and procedures. 12. Organisational performance appraisal systems. Final version Rail Operations Supervisory May 2007

23 National Occupational Standards For Rail Operations - Supervisory Unit 7 - Provide Leadership in your Area of Responsibility (MSC B6) Relationship to the National Occupational Standards for Management and Leadership This is unit B6 from the National Occupational Standards for Management and Leadership. What is the unit about? The unit is about providing direction to people in a clearly and formally defined area or part of an organisation and motivating and supporting them to achieve the vision and objectives for the area. The area of responsibility may be, for example, a branch or department or functional area or an operating site within an organisation. Who is the unit for? The unit is recommended for first line managers and middle managers. Skills Listed below are the main generic skills which need to be applied in providing leadership in your area of responsibility. These skills are explicit/implicit in the detailed content of the unit and are listed here as additional information. Communicating Influencing and persuading Leading by example Motivating Consulting Planning Setting objectives Providing feedback Coaching Mentoring Valuing and supporting others Empowering Learning Following Managing conflict Obtaining feedback

24 OUTCOMES OF EFFECTIVE PERFORMANCE You must be able to do the following: 1. Create a vision of where your area is going and clearly and enthusiastically communicate it, together with supportive objectives and operational plans, to the people working within your area. 2. Ensure that people working within your area understand and can see how the vision, objectives and operational plans link to the vision and objectives of the overall organisation. 3. Steer your area successfully through difficulties and challenges, including conflict within the area. 4. Create and maintain a culture within your area which encourages and recognises creativity and innovation. 5. Develop a range of leadership styles and select and apply them to appropriate situations and people. 6. Communicate regularly, making effective use of a range of different communication methods, with all the people working within your area and show that you listen to what they say. 7. Give people in your area support and advice when they need it especially during periods of setback and change. 8. Motivate and support people in your area to achieve their work and development objectives and provide recognition when they are successful. 9. Empower people in your area to develop their own ways of working and take their own decisions within agreed boundaries. 10. Encourage people to give a lead in their own areas of expertise and show willingness to follow this lead. 11. Win, through your performance, the trust and support of people within your area for your leadership and get regular feedback on your performance. BEHAVIOURS WHICH UNDERPIN EFFECTIVE PERFORMANCE 1. You articulate a vision that generates excitement, enthusiasm and commitment. 2. You create a sense of common purpose. 3. You take personal responsibility for making things happen. 4. You make complex things simple for the benefit of others. 5. You encourage and support others to take decisions autonomously.

25 6. You act within the limits of your authority. 7. You make time available to support others. 8. You show integrity, fairness and consistency in decision-making. 9. You seek to understand people s needs and motivations. 10. You model behaviour that shows respect, helpfulness and co-operation. 11. You encourage and support others to make the best use of their abilities. KNOWLEDGE AND UNDERSTANDING You need to know and understand the following: General knowledge and understanding 1. The fundamental differences between management and leadership. 2. How to create a compelling vision for an area of responsibility. 3. How to select and successfully apply different methods for communicating with people across an area of responsibility. 4. A range of different leadership styles and how to select and apply these to different situations and people. 5. How to get and make use of feedback from people on your leadership performance. 6. Types of difficulties and challenges that may arise, including conflict within the area, and ways of identifying and overcoming them. 7. The benefits of and how to create and maintain a culture which encourages and recognises creativity and innovation. 8. The importance of encouraging others to take the lead and ways in which this can be achieved. 9. How to empower people effectively. 10. How to select and successfully apply different methods for encouraging, motivating and supporting people and recognising achievement. Industry/sector specific knowledge and understanding 1. Leadership styles common in the industry/sector. 2. Legal, regulatory and ethical requirements in the industry/sector. Context specific knowledge and understanding 1. Your own values, motivations and emotions.

26 2. Your own strengths and limitations in the leadership role. 3. The strengths, limitations and potential of people that you lead. 4. Your own role, responsibilities and level of power. 5. The vision and objectives of the overall organisation. 6. The vision, objectives, culture and operational plans for your area of responsibility. 7. Types of support and advice that people are likely to need and how to respond to these. 8. Leadership styles used across the organisation.

27 National Occupational Standards For Rail Operations - Supervisory Unit 8 Provide Leadership for your Team (MSC B5) Relationship to the National Occupational Standards for Management and Leadership This is unit B5 from the National Occupational Standards for Management and Leadership. What is the unit about? This unit is about providing direction to the members of your team and motivating and supporting them to achieve the objectives of the team and their personal work objectives. Who is the unit for? The unit is recommended for team leaders. Skills Listed below are the main generic skills which need to be applied in providing leadership for your team. These skills are explicit/implicit in the detailed content of the unit and are listed here as additional information. Communicating Planning Team building Leading by example Providing feedback Setting objectives Motivating Consulting Problem solving Valuing and supporting others Monitoring Managing conflict Decision making Following

28 Provide leadership for your team OUTCOMES OF EFFECTIVE PERFORMANCE You must be able to do the following: 1 Set out and positively communicate the purpose and objectives of the team to all members. 2 Involve members in planning how the team will achieve its objectives. 3 Ensure that each member of the team has personal work objectives and understands how achieving these will contribute to achievement of the team s objectives. 4 Encourage and support team members to achieve their personal work objectives and those of the team and provide recognition when objectives have been achieved. 5 Win, through your performance, the trust and support of the team for your leadership. 6 Steer the team successfully through difficulties and challenges, including conflict within the team. 7 Encourage and recognise creativity and innovation within the team. 8 Give team members support and advice when they need it especially during periods of setback and change. 9 Motivate team members to present their own ideas and listen to what they say. 10 Encourage team members to take the lead when they have the knowledge and expertise and show willingness to follow this lead. 11 Monitor activities and progress across the team without interfering. BEHAVIOURS WHICH UNDERPIN EFFECTIVE PERFORMANCE 1 You create a sense of common purpose. 2 You take personal responsibility for making things happen. 3 You encourage and support others to take decisions autonomously. 4 You act within the limits of your authority. 5 You make time available to support others. 6 You show integrity, fairness and consistency in decision-making. 7 You seek to understand people s needs and motivations. 8 You model behaviour that shows respect, helpfulness and co-operation.

29 KNOWLEDGE AND UNDERSTANDING You need to know and understand the following: General knowledge and understanding 1 Different ways of communicating effectively with members of a team. 2 How to set objectives which are SMART (Specific, Measurable, Achievable, Realistic and Time-bound). 3 How to plan the achievement of team objectives and the importance of involving team members in this process. 4 The importance of and being able to show team members how personal work objectives contribute to achievement of team objectives. 5 That different styles of leadership exist. 6 How to select and successfully apply a limited range of different methods for motivating, supporting and encouraging team members and recognising their achievements. 7 Types of difficulties and challenges that may arise, including conflict within the team, and ways of identifying and overcoming them. 8 The importance of encouraging others to take the lead and ways in which this can be achieved. 9 The benefits of and how to encourage and recognise creativity and innovation within a team. Industry/sector specific knowledge and understanding 1 Legal, regulatory and ethical requirements in the industry/sector. Context specific knowledge and understanding 1 The members, purpose, objectives and plans of your team. 2 The personal work objectives of members of your team. 3 The types of support and advice that team members are likely to need and how to respond to these. 4 Standards of performance for the work of your team.

30 National Occupational Standards For Rail Operations - Supervisory Unit 9 - Ensure Health and Safety Requirements are Met in your Area of Responsibility (MSC E6) Relationship to the National Occupational Standards for Management and Leadership This is unit E6 from the National Occupational Standards for Management and Leadership. What is this unit about? This unit is concerned with managing the overall health and safety process in your area of responsibility. It is intended to go beyond meeting health and safety legislation and move towards a situation where health and safety considerations are firmly embedded in the planning and decision making processes and the culture of your area of responsibility. The area of responsibility may be, for example, a branch or department or functional area or an operating site within an organisation. Who is this unit for? The unit is recommended for first-line managers and middle managers. Skills Listed below are the main generic skills which need to be applied in ensuring health and safety requirements are met in your area of responsibility. These skills are explicit/implicit in the detailed content of the unit and are listed here as additional information. Consulting Information management Decision making Involving others Questioning Thinking systematically Monitoring Leadership Communicating Reviewing Presenting information Prioritising Reporting Planning Final version Rail Operations Supervisory May 2007

31 OUTCOMES OF EFFECTIVE PERFORMANCE You must be able to do the following: 1. Identify your personal responsibilities and liabilities under health and safety legislation. 2. Ensure that the organisation s written health and safety policy statement is clearly communicated to all people in your area of responsibility and other relevant parties. 3. Ensure that the health and safety policy statement is put into practice in your area of responsibility and is subject to review as situations change and at regular intervals and the findings passed to the appropriate people for consideration. 4. Ensure regular consultation with people in your area of responsibility or their representatives on health and safety issues. 5. Seek and make use of specialist expertise in relation to health and safety issues. 6. Ensure that a system is in place for identifying hazards and assessing risks in your area of responsibility and that prompt and effective action is taken to eliminate or control identified hazards and risks. 7. Ensure that systems are in place for effective monitoring, measuring and reporting of health and safety performance in your area of responsibility. 8. Show continuous improvement in your area of responsibility in relation to health and safety performance. 9. Make health and safety a priority area in terms of informing planning and decisionmaking in your area of responsibility. 10. Demonstrate that your own actions reinforce the messages in the organisation s health and safety policy statement. 11. Ensure that sufficient resources are allocated across your area of responsibility to deal with health and safety issues. 12. Develop a culture within your area of responsibility which puts health and safety first. BEHAVIOURS WHICH UNDERPIN EFFECTIVE PERFORMANCE 1. You respond quickly to crises and problems with a proposed course of action. 2. You identify people s information needs. 3. You comply with, and ensure others comply with, legal requirements, industry regulations, organisational policies and professional codes. 4. You are vigilant for possible risks and hazards. Final version Rail Operations Supervisory May 2007

32 5. You take personal responsibility for making things happen. 6. You identify the implications or consequences of a situation. 7. You act within the limits of your authority. 8. You constantly seek to improve performance. 9. You treat individuals with respect and act to uphold their rights. KNOWLEDGE AND UNDERSTANDING You need to know and understand the following: General knowledge and understanding Why health and safety in the workplace is important. 1. How and where to identify your personal responsibilities and liabilities under health and safety legislation. 2. How to keep up with legislative and other developments relating to health and safety. 3. The requirement for organisations to have a written health and safety policy statement. 4. How to communicate the written health and safety policy statement to people who work in your area of responsibility and other relevant parties. 5. How and when to review the application of the written health and safety policy statement in your area of responsibility and produce/provide findings to inform development. 6. How and when to consult with people in your area of responsibility or their representatives on health and safety issues. 7. Sources of specialist expertise in relation to health and safety. 8. Ways of developing a culture in your area of responsibility which puts health and safety first. 9. The type of hazards and risks that may arise in relation to health and safety how to establish and use systems for identifying hazards and assessing risks and the type of actions that should be taken to control or eliminate them. 10. How to establish systems for monitoring, measuring and reporting on health and safety performance in your area of responsibility. 11. Why and how health and safety should inform planning and decision-making. 12. The importance of setting a good example to others in relation to health and safety. Final version Rail Operations Supervisory May 2007

33 13. The type of resources required to deal with health and safety issues. Industry/sector specific knowledge and understanding 1. Sector-specific legislation, regulations, guidelines and codes of practice relating to health and safety. 2. Health and safety risks, issues and developments which are particular to the industry or sector. Context specific knowledge and understanding 1. Other relevant parties with an interest in health and safety in your area of responsibility. 2. The organisation s written health and safety policy statement and how it is communicated to people who work for the organisation, people in your area and to other relevant parties. 3. Sources of specialist health and safety expertise used in your area of responsibility. 4. The operational plans for your area of responsibility. 5. The resources allocated to and across your area of responsibility for health and safety. 6. Allocated responsibilities for health and safety in your area and the organisation in general. 7. Systems in place in your area of responsibility for identifying hazards and assessing risks and taking action. 8. Systems in place for monitoring, measuring and reporting of health and safety performance in your area of responsibility. Final version Rail Operations Supervisory May 2007

34 National Occupational Standards For Rail Operations - Supervisory Unit 10 Conduct an Assessment of Risks in the Workplace (ENTO G) This unit is taken from the ENTO (formerly Employment National Training Organisation) suite of Standalone National Occupational Standards for Health and safety, where it appears as unit G. This unit will be interpreted in a rail industry context for the National occupational Standard in Railway Operations Supervisory. Elements in this unit are: G.1 Identify hazards in the Workplace G.2 Assess the level of risk and recommend action G.3 Review your workplace assessment of risks Unit Overview Fundamental to this Unit is an understanding of the process of carrying out a risk assessment. A person competent in this unit should be able to carry out risk assessments according to regulatory requirements. This Unit is for: A person required to, or who has been asked to, carry out a risk assessment in the workplace. This could be an employer, line manager, supervisor, safety representative or employee. This unit is about: The competences needed to identify hazards in the workplace, assess the level of risk resulting from those hazards, make recommendations to control the risk and review the results. This is what you need to show: In element G.1 that you understand the process of identifying hazards in the workplace. You should be prepared for the hazard identification process, and investigate both those areas where risks are most likely to occur and those who might be harmed. You should be able to identify when to make use of expert advice and guidance on identifying hazards. In element G.2 that you understand the criteria for assessing the level of risk. You should show you know the criteria for acceptable risks and understand when risks are unacceptable. You should show you can prepare and present a report on the results of the risk assessment to include those significant findings of your risk assessment.