HR Competency Framework

Transcription

1 London Academy London HPMA Academy HR Competency Framework Version 0.3 May

2 Contents Purpose of the London HPMA Academy HR Competency Framework... 3 Version Control of the HR Competency Framework... 4 Scope of the HR Competency Framework... 4 Overview of the HR Competency Framework... 4 Why use a competency framework?... 5 How has the HR Competency Framework been developed?... 5 Using the HR Competency Framework alongside the CIPD Profession Map... 6 Using the Competencies... 6 Use by HR professionals... 6 Use by Managers... 6 Use by HR Directors and Deputies... 7 Mapping to Roles... 7 Mapping to NHS Pay Bands... 8 HR Competency Framework... 9 Strategic Operator HR & OD Expert Capability Builder Change Catalyst Business Focused Relationship Builder

3 Guidance Notes HR professionals working for the NHS or elsewhere in the UK healthcare sector are proactively seeking to improve their skills, knowledge and behaviours throughout their career. Working within healthcare in the UK, change is constant, and therefore it is important for HR professionals to adapt and improve their skills and capabilities in order to deliver high impact HR. Taking the time to reflect on their progress and to act upon constructive feedback is essential to improve and adapt. This HPMA HR Competency Framework is a simple and valuable tool to any HR professional and to any HR Director or Manager looking to develop the skills of the HR professionals working for them. Purpose of the London HPMA Academy HR Competency Framework This framework has been produced by the London HPMA Academy as a simple, easy-to-usetool, which sets out the core competencies that are expected of all HR professionals working in the NHS and the wider UK healthcare sector. This competency framework is deliberately generic and can be tailored by any member organisation and used by all HR professionals. It is anticipated that it could be used for a range of reasons, some of which are set out below: As a reference for HR Professionals and for their employers to help them focus on developing core HR competencies To help HR professionals identify core HR competencies that they excel in, lack or wish to develop further To help employers of HR professionals define learning needs analysis for teams of HR professionals To encourage HR professionals and employers of HR professionals to improve and develop their core competencies The London HPMA Academy intend to use the HR Competency Framework in the following ways; When designing learning events, to link content to these core competencies. At the end of London HPMA Academy events participants will be asked to reflect that they have learnt against these core competencies and how they can develop their competencies in their work environment. To establish learning needs from its members clearly this will be most effective where Trusts are using these core competencies in their appraisals for their HR professionals. Within its talent management plan. HPMA and the London HPMA Academy are committed to the continuous development of HR professionals that work in the NHS and the wider UK healthcare sector. We passionately believe that healthcare is about people; whether they be staff, patients or family and friends. The HR profession has a unique role to play in ensuring that the people working in healthcare organisations are able and encouraged to perform well, thereby providing the best possible care to patients. 3

4 Version Control of the HR Competency Framework This is a beta version of the framework which is ready to be used by individuals and Trusts. We invite people to use the framework and develop it to fit your specific needs. We welcome any feedback that you have, good or bad, and we plan to gather feedback throughout This will allow us to work towards a version 1. Our intention is that version 1 will be available for the next round of appraisals in It is also hoped that other regions of the UK will join in a wider consultation regarding this framework and perhaps for it to become a national HPMA HR Competency Framework. Version Number v 0.1 v 0.2 v 0.3 Authors/Editors Masters Students from Greenwich University commissioned by London HPMA Academy Edited following feedback from London HR Directors meeting Edited by London HPMA Academy Team to include guidance notes Date 11 th March th April th May 2015 Scope of the HR Competency Framework The framework is intended to be used by any HR professional whatever their role, i.e. from administrator to HR Director, from HR transactional services to Learning and Development (L&D) and Organisational Development (OD). If you are unsure whether it applies to you then please try it and see. If you feel the need to extend or adapt the framework to cover your department or role then please do. It is intended to be adapted for local use whilst retaining some simple, core competencies at its heart. Overview of the HR Competency Framework Competencies within this framework are defined as the application of behaviours, skills and knowledge to effectively achieve results. The framework consists of six core competencies and each of these competencies have been defined in four levels to reflect the context within which the competencies are being used. Providing a simple six-by-four grid. Each competency has a definition and includes a maximum of five examples to show how these competencies might be applied in practice. The competencies are not absolute in that every HR professional, however experienced and expert, should always be looking to further themselves against these core competencies. The examples provided include a type of activity, skill, knowledge and/or behaviour that an HR professional can reasonably be expected to demonstrate and examples are provided for each competency at four levels from those delivering HR services to those leading and innovating. These examples are not exhaustive and you are encouraged to use your judgement to think of additional or alternative examples relevant to your role and your organisation. You can replace any of these examples with ones that would be more relevant. It is worth noting that many of the examples could apply equally well to more than one competency; however, to avoid duplication and confusion, they have been placed in those competency areas that appear the most appropriate. Where possible and relevant the examples have been used across the different levels in the framework within a specific competency. This is to help you to distinguish between the four levels. Again, this may need to be adapted to reflect the context of your role or your organisation. 4

5 We encourage you to create your own examples and also to let us know when you have so that we can build up a fuller database of examples for future versions. Why use a competency framework? The benefits of using a competency framework include: Employees have a clear and simple set of competencies and examples of skills, knowledge and behaviours expected of them as HR professionals. The appraisal and recruitment systems are fairer and more open. Recruiters are able to assess transferable skills and identify required behaviours regardless of career background. There is a link between effective individual inputs to work and organisational performance. Processes are measurable and standardised across organisational and geographical boundaries. (source The London HPMA Academy s HR Competency Framework could be used for the following: - Underpinning appraisals and personal development reviews identifying skills/knowledge gaps - Supporting more effective analysis of learning needs - Benchmarking performance - Talent identification - Career planning and management How has the HR Competency Framework been developed? This HR Competency Framework has been developed by the London HPMA Academy because we could not find a suitable, simple framework that London s HPMA members felt confident they could all use. A number of competency frameworks have been reviewed and researched during the process of developing this HR Competency Framework and the objective throughout its development has been to simplify what exists into a high level, practical and easy to use framework. Of particular note, the HR Business Partner competencies developed by NHS North West in conjunction with organisations in that region and PwC has been useful. This framework itself had been adapted by a small group of NHS Trusts in London through HPMA London previously. The more detailed CIPD Profession Map has also been a useful reference and it is hoped that in partnership with CIPD this framework and the CIPD Professional Map could perhaps be used alongside each other (see section below for more detail). In addition, University College London Hospitals NHS Foundation Trust developed a competency framework which also proved to be a useful reference with a particularly practical focus. In March 2015, the London HPMA Academy commissioned a group of Masters students from the University of Greenwich to develop this London HPMA Academy HR Competency Framework with a brief to have a simple and usable competency framework to cover all HR professionals that operate at all levels. They interviewed 12 key stakeholders, at different levels in the profession and from a range of NHS organisations. We then consulted with the HR Director network and with representatives from member organisations who provided some important and useful amendments and additions. The London HPMA Academy team has also made further amendments and produced this guide. 5

6 As stated above, this is a beta version and it is intended that further consultation with HPMA members from London and across the UK will be actively consulted throughout 2015 after which a final version 1 of the framework will be published. Using the HR Competency Framework alongside the CIPD Profession Map The HR Competency Framework is intended to simply focus on six core competencies at four levels of experience. These core competencies are intended to be used, monitored and developed throughout any HR professional s career. The CIPD Profession Map is the definitive framework for the UK HR profession and sets out the standards expected from HR professionals covering ten professional or functional areas, eight core behaviours and four bands or levels of professional competence. In each professional area detailed activities, knowledge and skills are listed to provide a thorough reference for any HR professional to work through. Usefully, the CIPD Professional Map also cross references with the CIPD qualifications. The HR Competency Framework has not been developed to compete or conflict with this map for the HR profession but instead to focus HPMA Members on just six competencies that are believed to be absolutely core to being an HR professional in the UK healthcare sector. It is hoped that the HR Competency Framework will provide HPMA Members with something simple that we can all align to and start using widely and ultimately to add further content and detail to it in a way that would perhaps be compatible with the CIPD Profession Map. If when using the HR Competency Framework you find that some activities or skills are missing, then we encourage you to first turn to the CIPD Profession Map to see if that provides more of what you need. That way we can avoid future misalignment. It is notable that the four levels used in the HR Competency Framework and the four bands used in the CIPD Profession Map are very similar. Using the Competencies The Competencies and examples in the HR Competency Framework can be used in a number of different ways and we are keen to hear from all members how you use it in practice to support future development of the framework. Use by HR professionals We recommend that individual HR professionals are encouraged to consider what each of the six core competences means to them in their current role and identify examples whereby they can evidence their competence against these. Evidence might be in the form or example work produced, training attended or better still evidence from subordinates, peers or managers that they have demonstrated competence. Ideally setting SMART objectives, perhaps with your line manager, in this regard. We also recommend that individual HR professionals consider how they would like to or believe they should develop themselves in each of the six competencies. Setting specific tasks, training courses to attend or SMART objectives that when completed would evidence for themselves and for those around them that they are operating at the level of competence that they wish to. Use by Managers Encourage all your HR professionals to consider the six core competencies and to spend time gathering evidence of competence and to consider how they might further develop themselves in the 6

7 context of each of these six core competences. Ideally setting SMART objectives with them in this regard. Encourage all your HR professionals to spend time to reflect on what they have learned when completing a specific task or project or over a period of time in relation to the six core competences. Encourage them to consider what evidence they have and what more they could have done in regard to each of the competences. Encourage all your HR professionals to consider how they further develop themselves in the context of each of these six core competences. Ideally setting SMART objectives with them in this regard. Seek approval to incorporate the HR Competency Framework into your appraisal process for all HR professionals within your organisation. Doing so would demonstrate your ability to operate around level 3 and 4 in a number of the competences, e.g. Capability Builder or Change Catalyst. Use by HR Directors and Deputies Lead by example and use the HR Competency Framework frequently and visibly with your team. Even the best HR Director can always improve and these six core competencies provide a useful focus for reflection of recent activities and a focus for planning how you might seek to develop further. Look to incorporate the HR Competency Framework into your appraisal process for all HR professionals. In additional to it being a valuable tool for your HR professionals, it will provide you with a good understanding of the competences of your whole HR function and enable you to pinpoint development opportunities. Please let us know your experience of using the HR Competency Framework so that we can share best practices and incorporate improvements into future versions. Mapping to Roles The HR profession covers a wide range of roles from HR transactional services, to learning and development, to employee relations and to organisational development. The HR profession also covers all levels of seniority ranging from school leavers who might become a junior HR administrator to very senior executive director who might be one step away from being a Chief Executive. Identifying which competencies are needed for which role to what level is complex and will likely vary from one organisation to another so instead the HR Competency Framework has been designed so that any HR professional operating in any role, at any level, is able to focus on the six core competencies to some extent or another. It will be up to the individual and the organisation to decide to what level that individual should be operating within a specific role and to develop the examples provided into a comprehensive list of activities, knowledge, skills and behaviours. If you choose to use this HR Competency Framework to build role profiles and map the six competencies and four levels to the HR roles in your organisation (or if you choose to add additional local competencies) then please do let us know how you have achieved this and how it worked for you. We certainly want to understand more from the practical use of this HR Competency Framework to feed into future versions. Broadly, we expect that Level 1 delivers the fundamentals Level 2 delivers and influences (e.g. raises issues and opportunities, seeking change and improvement) Level 3 delivers, influences and leads (e.g. leads change, improvements and people within the wider context of the whole organisation) 7

8 Level 4 delivers, influences, leads and innovates (e.g. leads not only functional teams/areas but is leading change across the organisaiton, defining and implementing strategy and providing direction) For more information on how to assess the levels, go to Mapping to NHS Pay Bands In the NHS pay bands are used and commonly referred to when distinguishing seniority or experience. As this HR Competency Framework is not about pay bandings it is not intended that you can or should directly map the content of this framework to your pay bands or job evaluations. For example, you could have a high pay band person expert in their particular field but operating with some of the competencies within levels 1 and 2 as their role is focused on delivery and not leading people. Equally you could have some staff that have very high natural ability against say one or two of the competences, however, they have not got the experience or sphere of influence in their role thereby reflected in a lower pay band. Having said that, there is often a reasonable correlation and below we have provided a rough indication of how the levels in the HR Competency Framework might be mapped to the NHS pay bands. As this is not a direct mapping, you would have to look carefully at the people, pay bands and competencies of your HR professionals to determine the relevant level. The table below indicates how the levels might correlate with bandings. banding a 8b 8c 8d 9 level 4 level 3 level 2 level 1 8

9 London Academy HR Competency Framework 9

10 Strategic Operator Level 1 Level 2 Level 3 Level 4 Delivers Delivers & Influences Delivers, Influences & Leads Delivers, Influences, Leads & Innovates Delivers own goals and objectives in line with the organisation s service and workforce strategy. Influences elements of the organisation s workforce strategy, reflecting the strategic vision of the organisation. Leads in the design of key elements of the organisation s workforce strategy. Applies innovation and expertise to strategic problem solving and operational planning to develop and implement the organisation s workforce strategy. Seeks to understand, embrace and support organisation s strategy. Interested in wider organisational issues, the context in which the organisation operates and the connection to their own role. Presents the rationale and business case for HR interventions to senior HR colleagues and line managers. Contributes to key strategic HR priorities that impact beyond own work area and are aligned with business objectives and priorities. Aware of the strategic context you are operating in and considers the strategic implications of all key decisions. Initiates and leads the development and implementation of business cases across a range of strategic workforce matters. Leads the development of workforce and HR best practice across the organisation by using best in class external comparisons to continually improve performance. Builds an innovative and creative environment for collaborative strategic thinking and creates value by enabling positive dialogue among leaders. Partners closely with patients and other stakeholders to establish the core organisational values and principles; ensures the organisation is successful at achieving its strategic goals. Assesses the changing social, strategic and political environment to gain insights and identify organisational strategic requirements e.g. national policy, local market forces, demographic changes, forthcoming legislation etc. (source CIPD map insights plus feedback) Inquisitive about current issues, developments and good practice in the wider HR community and open to learning and trying new ideas. Influences the development of HR within the organisation by keeping up to date with news and trends in the health sector and the HR field, bringing back new ideas to the organisation that are in line with own understanding of organisation. Demonstrates curiosity in keeping up to date with and anticipating emerging organisational issues; evaluates different options for delivery of services, including the views of others outside immediate frame of reference and being able to balance risk and innovation in trialling new ideas. Proactively develops deep insights into the strategic organisational context and sheds light or probes into the big issues that others might not be able to see. Develops leading-edge insights for the organisation through connecting with the wider HR community to debate and shape HR activity and practice, fostering a culture of inquisitiveness, experimentation, continuous improvement and innovation within the organisation. Measurement Benchmarking of HR practice e.g. continuous improvement plans, KPI s and quantifiable targets Workforce strategy aligned to business strategy 11

11 HR & OD Expert Builds and applies HR and OD knowledge and expertise to consistently achieve key business objectives. Level 1 Level 2 Level 3 Level 4 Delivers Delivers & Influences Delivers, Influences & Leads Delivers, Influences, Leads & Innovates Displays awareness of relevant Demonstrates knowledge, understanding and Displays a highly specialist knowledge in one Demonstrates a highly specialist knowledge of employment law (including equal practical application of employment law as it or more professional areas underpinned by workforce and business issues with post opportunities) that relates to own role. relates to own role and professional area. theory and experience and applied to meet graduate qualifications in HR, L&D, OD and/or key business objectives. business management. Demonstrates knowledge of standard HR/L&D procedures relevant to own functional areas; Displays knowledge of HR systems and procedures and how these can be further developed to deliver service excellence. Demonstrates continuous development of relevant OD capability to deliver key business needs. Leads on the development of HR/L&D systems and polices for the organisation and ensures all systems and policies are in place to comply with employment law and governance requirements. Provides HR/L&D advice to managers relevant to own professional areas; asking appropriate questions and collating data to ascertain customer need. Delivers excellent service and displays a strong customer service ethos, even during times of high pressure and change; understands how to access relevant information and resolve customer issues. Provides high quality and efficient administration support. Gains deeper insight into customer needs or problem by questioning and exploring concerns, and reviewing data in reports. Deliver excellence in customer service, raising persistent problems or blocks to excellence and suggesting solutions. Implements and contributes to the development of workforce strategies, policies and procedures. Partners people managers and influences excellent people management in all areas including using OD knowledge and skills to diagnose, deliver and develop interventions to help people managers improve their skills, capability and performance. Fosters a culture of service excellence, rolemodelling great customer service and coaching team to deliver customer care. Initiates and leads in the development of workforce strategies in own area. Leads on strategic workforce and OD strategies. Innovates and leads on continuous development of HR capability to deliver key business needs. Formulates long term workforce and OD strategies and plans as part of organisational business planning process. Use HR technology effectively and consistently. Identify shortcomings of HR technology and recommend solutions. Part Qualified CIPD Able to procure, design and implement relevant HR technology. CIPD qualified. Define HR systems strategy, gain approval for business case and oversee successful implementation/enhancement. Masters in HR or OD/CIPD Fellow. Measurement Have business objective been met using HR & OD knowledge and expertise KPIs Staff survey results improved HR and business metrics (sickness, stat man, appraisals, 1 to 1s Industrial relations climate improved (ETs, grievances, B&H) CIPs met 12

12 Capability Builder To identify and develop key capabilities of individuals, teams and organisations to achieve organisational goals. Level 1 Level 2 Level 3 Level 4 Delivers Delivers & Influences Delivers, Influences & Leads Delivers, Influences, Leads & Innovates Demonstrates an understanding of the organisation s culture, strategic goals and structure, including the functions and responsibilities of each department and the core decision-making processes. Understands the importance of people development and consults with appropriate stakeholders to develop a plan to meet their objectives and identify any potential barriers in structure, processes and culture. Proactively leads and engages with appropriate stakeholders to identify and define key values, capabilities and behaviours required to drive organisation culture and performance to meet business plans. Ensure a long-term focus on building capability and developing organisation-wide interventions that align culture, skills, structure and processes to meet strategic vision and future needs of the organisation and wider health sector. Offers advisory skills and support during change and in delivering interventions. Displays a high attention to detail in collating and analysing data relating to the organisation s current capability, gaps and learning needs. Influences change by encouraging commitment from others and has some coaching and consulting skills. Actively supports managers in understanding the strengths and development needs of team members and encourages them to build development priorities within their department and teams. Advocates coaching or mentoring as a capability building tool by encouraging a culture of interaction and knowledge sharing. Continuously improves learning and development activities; actively seeking feedback and liaising with stakeholders to deliver appropriate interventions and meet changing needs of organisation. Leads and champions a learning and capability development culture and advocates succession planning for all key roles that does not only include the development of the best people. Encourages and influences the consideration of capability as an organisational-wide resource and the impact of people development on fulfilling the organisation s strategic objectives. Displays a basic understanding of learning needs analysis as well as current trends, delivery channels available and opportunities. Assesses own capability and development needs, seeking out and acting on feedback and taking responsibility for own CPD. Proactively advises on the best use of learning and development interventions to improve capabilities that are relevant to requirements on individual, team and organisational levels. Assesses own and also your team s capability and development needs, seeking out and acting on feedback and taking responsibility for your own and your team s CPD. Leads strategically designed learning needs analysis process and other practices to develop a learning culture, close key capability gaps and ensure those involved in its delivery are clear about their roles and responsibilities. Assesses own capability and development needs, seeking out and acting on feedback and taking responsibility for your own CPD; demonstrates the ability to assess current professional, technical and commercial capability and capacity of teams and individuals and put in place plans to address development needs. Identifies key organisational risks; monitors development progress against organisation mission and goals to ensure organisation capability can deliver to current needs and can be responsive to external influences. Assess your own capability and development needs, seeking out and acting on feedback and taking responsibility for your own CPD; leads on function capability and development planning in line with immediate and long term requirements. Measurement Successful succession plan/talent management strategy plan Delivery of learning and organisation development policies Feedback from evaluation of learning impact and appraisals Appraisal rates and evidence of effective appraisal Reduction in formal ER processes over a period of time (may be increase initially) Feedback from line managers on how HR/OD practitioner has helped them to deliver and Positive effect on staff turnover 13

13 1 Change Catalyst Creates engaging and effective change processes: understands and communicates the need for change, builds support for change and helps groups and individuals to manage change effectively with particular regard to the need to engage and consult with staff, trade unions and professional staff organisations.. Level 1 Level 2 Level 3 Level 4 Delivers Delivers & Influences Delivers, Influences & Leads Delivers, Influences, Leads & Innovates Delivers key messages of change projects to internal clients through organisation s internal processes. Influences and leads on developing an inspiring case for change in line with business objectives. Understands the potential impact of change of own team and interrelated teams; identifies issues and gaps and recommends improvements to change plans. Leads and creates inspiring vision and case for change in line with business objectives by ensuring the organisation is responsive to changes in the external environment which impacts on organisational performance. Demonstrates enthusiasm and commitment to change amongst colleagues and other stakeholders and recognises the need and importance of actively engaging and consulting with staff, trade unions and professional staff organisations during periods of change. Focuses on attention to detail throughout change management meetings and processes. Assesses the impact on and necessary support required of key stakeholders in relation to specific change initiatives and seeks to positively influence them including engaging and consulting with staff, trade unions and professional staff organisations. Uses empathy to understand stakeholder views, plan stakeholder engagement, plan and prioritise activities and tailor communication materials to the appropriate audience. Proactively engages with key stakeholders to understand readiness for change and develops initiatives to change, which ensures the successful implementation of business objectives and the removal of barriers to change. Influences and leads on change management processes by understanding and demonstrating the benefits of collaboration through change and through utilising specialist OD skills and knowledge to implement change initiatives; skilled in handling complex politics within the organisation. Supports and initiates strategic change whilst maintaining a holistic perspective of the change process in its entirety. Leads on organisational change initiatives using specialist OD knowledge and skills and gaining commitment throughout the organisation to the change management process through consultation and internal gravitas; skilled in handling complex politics within the organisation, locally and more widely across the healthcare sector. Welcomes positive change within organisation and team and seeks to enhance change process through engagement, consultation and speaking out. Ensures that all stages of the consulting approach are applied on key projects to ensure the achievement of business objectives in line with legal parameters. Takes calculated risks on specific workforce issues balancing a range of relevant factors including business drivers and legal implications Leads the workforce risk strategy highlighting risks, issues and plans to mitigate against these, including identifying potential risks to patients and internal clients. Demonstrates initiative to take opportunities to maximise their learning and development throughout change management processes.(incl. in capability builder) Has a commitment to develop junior members of the HR team. Supports and coaches other members of the HR team with their professional development through allowing them relevant experience of complex change situations. Takes a strategic approach to the development of the HROD team in line with business planning and department commitment. Measurement Feedback from key stakeholders within change management process Employee engagement throughout the change process Feedback on change process from managers and staff Change programmes successfully delivered; o o Appropriate time scale 'Does it stick demonstrating created value to the business Limited legal challenges to decisions where appropriate 14

14 1 Business Focused Demonstrates an understanding of the organisation and the wider political and economic environment in which it operates; Focus on effective service delivery, financial and other key performance indicators and how these relate to the organisation in order to positively impact patient outcomes. Level 1 Level 2 Level 3 Level 4 Delivers Delivers & Influences Delivers, Influences & Leads Delivers, Influences, Leads & Innovates Demonstrates an understanding of the vision, purpose and objectives of the organisation and what important role the HR teams plays within it. Understands and delivers internal customers expectations to support the delivery of services within financial plans and improve patient outcomes. Collaborates with and influences multiple business units/areas to ensure that business plan priorities and actions are aligned across the organisation regarding workforce. Ensure a longer-term focus on delivering organisational outcomes by developing structures and processes to meet strategic vision and future needs of the NHS. Supports the collation and analysis of key workforce performance indicators; reflects on ways of continuous improvement taking into account the best interest of patients and awareness of the financial priorities of the organisation. Demonstrates business acumen through understanding the financial context of their organisation and the financial processes relevant to their role. Delivers and influences key workforce performance indicators to deliver the service and workforce plan and supports team to meet objectives and leads on continuous improvement in own service area, taking into account the best interest of patients and awareness of the financial priorities of the organisation. Demonstrates commercial acumen through understanding the financial, accounting and operational functions of the organisation and uses this to make good judgements and decisions as well as displaying an understanding of the business situation. Develops and influences key workforce performance indicators to deliver the service and workforce plan within the organisation s financial context and patients best interests. Demonstrates commercial acumen through applying understanding of the financial, accounting and operational aspects of the organisation to make good and quick decisions. Sets and agrees key workforce performance indicators for the business unit/area service delivery and workforce plan to ensure that financial, activity and HR metrics are aligned with business strategy, identifying gaps and leading solutions to ensure these are addressed. Demonstrates high commercial acumen and understanding of the financial context for the organisation, making good and quick business decisions in line with organisational objectives. Measurement Integrated plans in place that deliver against objectives and priorities Improvement in workforce KPIs and service measures Identified gaps and plans to address in place (where appropriate) 15

15 1 Relationship Builder Level 1 Level 2 Level 3 Level 4 Delivers Delivers & Influences Delivers, Influences & Leads Delivers, Influences, Leads & Innovates Demonstrates personal credibility and impact by acting professionally and assertively when dealing with stakeholders. Suggests solutions on a range of workforce issues. Builds strong and effective relationships with stakeholders while working collaboratively to achieve the organisations outcomes. Demonstrates personal credibility and impact by acting professionally when working with stakeholders, articulating previous experience and success to gain commitment and building relationship, instilling confidence and trust. Advises, influences and negotiates with stakeholders on a range of workforce issues, taking into account and considering the circumstances and context of a particular situation. Works collaboratively with stakeholders but also able to challenge and influence them in difficult, sensitive and political situations whilst achieving business outcomes Builds and sustains relationships with stakeholders and takes personal responsibility to achieve excellent results. This is achieved through; developing collaborative relationships with stakeholders, demonstrating personal credibility, integrity and professionalism and demonstrating political awareness. Gains the confidence of senior leaders by demonstrating personal credibility and impact at all levels; Reflects upon previous experience and success to influence decisions made across the organisation. Identifies and leads initiatives and opportunities within the organisation to help stakeholders recognise and address factors that may impact their workforce. Gains recognition and acknowledgment from stakeholders through a high level of influential skills. Gains and maintains a high level of personal credibility within the organisation and can be called upon by senior leaders to act as a critical friend and trusted confidant both individually and at corporate level. Gains and maintains a reputation for providing leading edge thinking on a range of workforce issues, gaining buy in and commitment from senior management to drive improvements forward to patient outcomes. Leads and supports others to deal with complex situation and develop effective collaborative working. Adapts approach to suit all levels of stakeholder s hierarchy. Demonstrates political awareness by adapting approach to all levels of stakeholders and building rapport. Leads and supports stakeholders to deal with complex situations, working collaboratively and demonstrating political awareness to achieve the required outcome. Manages conflict by identifying political sensitive situations when leading on strategy. Demonstrates emotional intelligence and insight into own behavioural and working style while also displaying emotional resilience. Demonstrate high level of emotional intelligence, insight into own behaviour/working style and emotional resilience. Uses emotional intelligence to influence others to achieve positive outcomes in their areas of expertise. Highly developed emotional intelligence; assumes leadership position in a variety of settings in particular when managing organisational transformation. Measurement 360 feedback Feedback from key stakeholders Service improvements attributable to effective HR interventions. Examples of personal impact on work programmes and within achievement of organisational goals 16