SLS Attributes Framework - to underpin People Principles

Transcription

1 SLS Attributes Framewrk - t underpin Peple Principles Custmer Fcus - Respnds effectively and innvatively t meet the needs f stakehlders and custmers Team Wrking - Wrks cllabratively as an effective team player and cntributes t team develpment and the achievement f shared gals Influencing and Engagement - Cmmunicates effectively and persuades thers t gain acceptance f prpsals, plans and decisins Decisin Making and Judgment - Demnstrates the ability t make well infrmed decisins, prvide sund guidance and exercise judgment bjectively in a variety f situatins Inclusive Practice - Actively prmtes inclusin, equality and diversity Relating t Others - Develps, builds and maintains effective and apprpriate relatinships with thers, respecting their differing needs and enthusiastically cntributing t a psitive, supprtive envirnment Persnal Respnsibility and Accuntability - Takes actin and wnership t deal with situatins r challenges willingly and effectively, shws self belief and cnfidence t deliver a psitive result Building capability Develps the skills and attributes f self and thers t enhance persnal capability and delivery Directrate/University bjectives Infrmatin Sharing - Actively shares and seeks infrmatin t draw n the cllective skills and knwledge f thers Planning and Organising - Develps clear and lgical step by step plans fr self and thers which set ut what needs t happen, when, hw and by whm. Drive fr Results - Drives t d things better, t meet expectatins and t strive fr cntinual imprvements Creativity and Innvative Thinking - Has the desire t learn, investigate, prbe matters and develp fresh alternatives rather than replicate the nrm, cmplemented by an riginality f thinking and an imaginative expressiveness

2 Attribute Definitin Cre Behaviurs Managerial Behaviurs Negative Behaviurs Custmer Fcus Respnds effectively Sees things frm the custmers Actins and decisins supprt the and innvatively t perspective custmer and lng term interest Maps t Principles 1, 9 meet the needs f stakehlders and Seeks and acts n custmer feedback and respnds f the University Builds relatinships/partnerships custmers effectively with stakehlders / custmers Listens t custmers needs and Takes time t understand their respnds in an apprpriate and timely manner perspective and manage their expectatins Team Wrking Maps t Principles 2, 5, 7, 8, 10 Wrks cllabratively as an effective team player and cntributes t team develpment & the achievement f shared gals Ensures the custmer has relevant, clear and timely infrmatin Helps thers in rder t achieve team gals and acknwledges supprt frm clleagues Steps in t help clleagues withut being asked when required Helps thers t feel psitive and supprted thrugh change Actively participates in team activities Willingly cntributes ideas Prmtes SLS services, resurces and capabilities as apprpriate Helps t build understanding f custmers needs by channelling infrmatin frm custmer cntacts back int the team/department Helps the stakehlder see hw SLS adds value t the University Clarifies individual / team rles and respnsibilities and cmmunicates hw they fit int the department / University-wide bjectives Creates pprtunity fr team building t develp a shared sense f purpse Celebrates teams successes and ensures individuals and the team receive apprpriate recgnitin and praise Listens t and fully invlves thers in team decisins and actins Takes an active interest in the well-being f team members Wrk effectively with clleagues acrss SLS t find the best slutin fr meeting the needs f the custmer Acts in islatin t prtect individual bjectives at the expense f the custmer experience Sees custmers requests as cmplaints Will chse the easy ptin, even when nt the best ptin fr the custmer Is critical f ther SLS emplyees and teams Is reluctant t cmmunicate r cntribute t team discussins Give little r n encuragement t clleagues

3 Influencing and Engagement Maps t Principles 1, 2, 8 Cmmunicates effectively and persuades thers t gain acceptance f prpsals, plans and decisins Presents view cncisely and checks fr understanding Uses facts t explain a situatin Fcuses n key benefits t present a case Actively inquires int thers' thinking and reasning thrugh effective questining Clearly explains ratinale behind prpsals/decisins in an apprpriate manner Takes audience int cnsideratin and adapts apprach accrdingly Lks fr cmmn grund in rder t reslve issues Interacts psitively t build mtivatin and engagement Sets a psitive example f wrking in cllabratin with thers Presentatin / delivery f message muddled Unable r unwilling t flex wn style t suit audience Fails t check fr understanding Adpts an aggressive / cnfrntatinal apprach Demtivates thers by being incnsistent and petty Bullies peple in rder t get wn way Decisin Making & Judgement Maps t Principles 7, 8 Inclusive Practice Maps t Principles 5, 6 Demnstrating the ability t make well infrmed decisins, prvide sund guidance and exercise bjectively in a variety f situatins Actively prmtes inclusin, equality and diversity Takes respnsibility fr decisins within the parameters f their rle. Invlves relevant peple in decisins Ensures that all the relevant facts are cnsidered Reflects n the prs and cns f a number f ptins and decides n the mst apprpriate Cnsiders impact f language, behaviur and attitude n thers Is sensitive t and respects diversity, including the beliefs, abilities, values and ways f life f thers Cnsiders accessibility f services and materials Prmtes fairness and equality n an interpersnal level Uses the aims f the crprate plan t evaluate ptins Invlves thers as apprpriate in making decisins Thinks thrugh the implicatins fr the rest f the department and the University f their decisins Cnsiders SLS Peple Principles in relatin t the impact f their decisin Ensures that the team has the apprpriate supprt, resurces and authrity levels t make decisins quickly and effectively. Cnsiders equality impact f plicies and strategies Remves rganisatinal barriers t full participatin and access fr all Takes respnsibility fr develping wn understanding f inclusin Strives t extend cultural awareness f self and thers - uses crss-cultural interactins as pprtunities t learn and develp Celebrates diversity Makes decisins unilaterally withut engaging affected clleagues Des nt cnsider the perspective r views f thers Lacks understanding f ptential needs Discriminates r is insensitive t thers Recruits "in wn image"

4 Attribute Definitin Cre Behaviurs Managerial Behaviurs Negative Behaviurs Relating t Develping, building Treats everyne with respect, Strives t understand the feelings Is insensitive t the needs r Others and maintaining hnesty and fairness and cncerns f thers and the feelings f thers effective and Builds rapprt with thers reasns fr their behaviur Maps t apprpriate Acts in a prfessinal manner Makes time t be available fr Has favurites Principles 5, 6, 9 relatinships with Remains calm when dealing with team members and lets team Ignres thers psitin r pint f thers, respecting cnflict r cnfrntatin knw hw and when this will view their differing needs Demnstrates trust in their happen. and enthusiastically apprach t develping Recgnises, respects and values Tends t think the wrst f thers cntributing t a relatinships the different cntributins f Publicly ridicules and criticises psitive, supprtive individuals and teams and clleagues wrking envirnment ptimises these t achieve psitive results Interrupts r talks dwn t thers Persnal Respnsibility & Accuntability Maps t Principles 7, 8, 9 Building Capability maps t Principles 4, 5, 7 Taking actin and wnership t deal with situatins r challenges willingly and effectively, shwing self belief and cnfidence t deliver a psitive result Develping the skills and attributes f self and thers t enhance persnal capability and deliver departmental / university bjectives Has a psitive attitude t wrk, tasks and challenges Demnstrates cnsistency between wrds and actins Accepts and is receptive t change initiatives Put in required effrt t deliver high quality wrk Thrugh wn behaviurs shws persnal cmmitment t the SLS Peple Principles Takes respnsibility fr wn learning and career develpment Asks fr and acts n persnal feedback in rder t develp self awareness Participates cnstructively in appraisal and review meetings Seeks/identifies pprtunities t get invlved in tasks r activities that will develp wn capability Leads by example and shws enthusiasm Addresses cnflict when it arises Allws staff t manage their wn wrk within apprpriate bundaries Encurages thers t take respnsibility Acknwledges wn strengths and weaknesses and cntinuusly develps wn skills and attributes t enhance capability fr the benefit f self, team and University Encurages/empwers thers t develp themselves Ensures that peple get the apprpriate develpment Sets clear, challenging and achievable bjectives fr their staff Prvides hnest and cnstructive feedback as the basis fr develpment planning Avids giving bad news Des nt invest time in wn develpment Shies away frm giving difficult feedback Unaware f thers strengths and areas fr develpment Fails t cach r delegate, preferring t d things fr self Makes same errrs repeatedly, des nt learn Resistant t new ways f wrking; unwilling t change

5 Attribute Definitin Cre Behaviurs Managerial Behaviurs Negative Behaviurs Infrmatin Actively sharing & Keep up t date with what is Actively seeks infrmatin and Sharing seeking infrmatin happening in the University ideas frm clleagues t draw n the Keeps managers and clleagues up Briefs staff n matters directly Maps t cllective skills and t date regarding prgress affecting either their wn wrk r Principles 2, 3, 8 knwledge f thers Openly shares ideas and new the wrk f the team regardless learning with team and clleagues f site lcatin Uses infrmatin received t create an understanding fr thers Shares infrmatin relating t their team acrss SLS fr the benefit f the department Planning & Organising Maps t Principles 3, 7 The ability t develp clear and lgical step-by-step plans fr self and fr thers which set ut what needs t happen, when, hw and by whm Has clear awareness f daily activities and uses time available effectively Priritises wrk effectively t meet deadlines and bjectives Cntinually evaluates and reviews wn prgress against gals Reviews and reflects n tasks/prjects, taking 'lessns learnt' frward t ensure future gd practice Prvides input t strategic planning decisins and creates pprtunity fr team members t cntribute Refines & cascades strategy int team and individual bjectives Sets and agrees clear and achievable bjectives fr the team Regularly reviews wrklads, gals and targets with team and repriritises where necessary Plans successin fr key rles Is ill infrmed and makes little effrt t keep up t date Just passes infrmatin dwn withut adding value t the infrmatin t make it mre useful t recipients Makes decisins withut getting all the facts Hards infrmatin Is critical r dismissive f team gals / bjectives Drive Fr Results Maps t Principles 1, 4, 9 Drive t d things better, t meet expectatins and t strive fr cntinual imprvements. Strives t see things thrugh Uses wn knwledge and experience t think abut the actins needed Takes pride in what has been achieved and seeks t imprve things even further Always lks t deliver t the highest pssible standard Realistic abut cmmitments made and delivers n prmises Cnsults and wrks with thers t achieve the best results fr self, team and University Helps thers t vercme challenging bstacles Anticipates prblems and makes a psitive effrt t slve them Reflects n success r failure which helps prgress t be made Acknwledges that everyne makes mistakes and helps staff t see them as learning pprtunities Avids difficult, tedius r challenging tasks Is cmplacent Gives up easily when faced with difficulties Is incnsistent Fails t deliver t agreed specificatin/ quality/deadline Fails t adjust ways f wrking in light f changed circumstances Fcuses n mistakes and criticises, creating a 'blame culture'

6 Creativity & Innvative Thinking Maps t Principles 4, 9 Having the desire t learn, investigate and prbe matters and develp fresh alternatives rather than replicate the nrm, cmplemented by an riginality f thinking and an imaginative expressiveness Thinks creatively abut prblems Lks at hw things can be dne, rather than why they can't Is pen t the adptin f new ideas Champins radical r nvel ideas which may lead t significant advantage fr the University Encurages creativity in thers and creates the cnditins fr thers t d things differently Brings the latest thinking t life fr thers thrugh the use f psitive and frward lking language and expressive cncepts Openly criticises initiatives and fails t ffer alternative slutins/ideas Peple Principles SLS staff will: 1. Understand and engage with ur students and stakehlders t cntinuusly imprve ur services 2. Wrk cllabratively within ur teams, acrss the Directrate and with ur partners t achieve shared gals 3. Share infrmatin and develp best practice t carry ut ur wrk effectively and efficiently 4. Take up pprtunities t develp ur skills and knwledge t meet changing business needs and t achieve individual ptential 5. Create a wrking atmsphere based n mutual trust, where all cntributins are valued, successes are celebrated and feedback is given and received cnstructively 6. Embrace diversity and prmte fairness and equality fr staff and students 7. Understand ur rles and respnsibilities and have clear expectatins fr achievement, retaining the flexibility t respnd t new circumstances 8. Engage in meaningful cnsultatin abut future plans and gals and supprt each ther thrugh change 9. Seek t meet ur challenges creatively, innvatively and psitively 10. Recgnise the imprtance f a healthy wrk/life balance and make use f the University's prgressive emplyment framewrk when apprpriate