Bupa s Job Framework Management Level Descriptors

Transcription

1 Bupa s Job Framework Management Level s May 2018 v1.2

2 Guidance on the Management Level s Bupa s Management Levels Our Management Levels will give you information about the level of accountability and skills that are expected of roles at each level We have six Management Levels overall (from A to F) and these will replace the grades that you might have used previously Our Management Levels are broader than grades that we used in the past so you might find yourself at a Management Level that is the same as someone who was previously a different grade this is ok and does not impact your reporting lines, team structure or current terms and conditions Management Level s These Management Level s cover what we would expect of typical roles at each Management Level and they cover an average job that would sit in the middle of the Management Level This means that some Job Profiles might require slightly less accountability and skills if it sits towards the bottom of the Management Level and some Job Profiles will require slightly more accountability and skills. The specific skills and accountabilities are detailed in your Job Description The descriptors that are contained here have been validated both externally and internally to make sure they support the Job Framework and will work for the business in the best possible way Some of the descriptors are differentiated depending on whether the Job Profile is for an individual contributor, that is someone who has particular expertise in a specialist area, or for someone who is leading others, that is someone with some degree of managerial responsibilities. Using this document This document can be used by anyone at Bupa to understand more about their Management Level and the expectations that come with it It can be used by managers to support conversations with their team members and understand the different Job Profiles we have across Bupa

3 An average Job Profile at Management Level F Group strategy delivery and functional planning. Leadership of large function teams. Execution and delivery of business strategy. These roles consider how to position a market unit (MU) or large function within the broadly defined Bupa strategy. This means that they own and shape the strategy for the MU, thereby having a significant impact on MU performance. They will scan the external environment to anticipate the impact of external forces and add or delete products, systems and services accordingly and in line with wider strategy. These roles will formulate and gain agreement for longer-term plans in support of the MU strategy. They will set policy frameworks and objectives for the MU. They will set priorities and allocate resources to ensure integration between (sub-) functions in pursuit of collective goals and drive the delivery of change in line with the business plan. Effective talent deployment and development are important ingredients of the role, defining the desired culture and role modelling preferred values and behaviours. This includes fostering a culture where people strive to be industry leaders. Role holders manage and influence senior stakeholders (external and internal) at a national/regional level. Comprehensive professional, with cumulative knowledge in related fields of expertise, providing leadership and authoritative knowledge for the organisation. Understanding of concepts and principles is reached through significant business experience and related academic and/or professional qualification. Market unit level. Typically owning and driving MU level strategy in function / BU Up to 5 years Competing priorities and the need to balance these across functions or business units will require planning beyond the year and up to 2 years. Annual General Manager, Senior Director, Managing Director 3

4 An average Job Profile at Management Level E Departmental / functional strategy. Leadership of Subject Matter Areas or sub-functions. Execution of functional strategy. Roles at this level typically own and lead discrete departments in a defined market or region but may also include SMEs with no focus on managerial responsibilities They set and work within the future strategy by identifying gaps and constraints in current business provision. Accordingly, they identify and manage linkages and trade-offs within a broad area to ensure cohesive service delivery. By necessity, this means that role holders work with peers in other functions to ensure alignment across areas. Role holders may create/disband major management units or structures to serve those delivery demands and meet challenges, (re)deploying resources as appropriate. Role holders translate BU and/or functional policy into operating procedures. They drive the agenda for major programmes within the department and are critical to developing talent at management level B and C with the aim of transforming performance. These roles are proactive influencers and decision makers with senior stakeholders (external and internal) and key collaborators with peers within the leadership team on major strategic themes. Role holders propose new solutions to current challenges, however those solutions need to fit with existing internal/external objectives yet must represent improvement on current practice. Role holders are regularly called upon to suggest solutions to complex problems with strategic implications on business area. Initiates and drives visible and high impact change by spotting potential for improvement and generating new solutions, systems and or services. Professional roles with enough knowledge and understanding in a technical/specialised area. This level of knowledge is typically acquired through either academic/professional qualification or extensive practical experience. Business Unit and/or Functional. Typically owning and driving completion of deliverables of (sub) function in line with departmental strategy. Expected to thoroughly understand wider departmental strategy while at the same time primarily accountable for owning delivery of assigned initiatives. Tactical/operational implementation roles, involved in the translation/interpretation/application of wider policies to suit local (department/sub-function) needs. Current (and coming) years up to three years ahead. Defining annual goals and objectives for a smaller, or more discrete area than in E. Translating these into quarterly and monthly actions. Needs to remain aware of overall annual requirements Monthly (to Quarterly). DD MMMM Head of, YYYY Director, Senior Partner 4

5 An average Job Profile at Management Level D Departmental / sub functional strategy and delivery. Leadership of sub-functional/sub-departmental teams or areas. Delivery of subfunctional/departmental strategic priorities. Roles typically include owners of major sub functions or business operations including critical specialists leading the most technical experts. They typically manage a flow of activities to deliver bigger outcomes. This involves providing expert advice and managing continuous improvement in the face of changing objectives. Expected to lead working relationships with senior stakeholders (external and internal). Accountable for the performance of managers and their teams. Resources and outcomes defined but continuous improvement expected. Working within policy frameworks but these are viewed as guidelines rather than a set of rules, so leaving scope for discriminating application. Manages financial/service targets and major projects, delivering an annual budget and plan outcomes factoring in contingencies and dependencies. Can hold multiple scenarios and competing needs in focus at the same time. Leverages network within and across business area(s) to factor in linkages across various, seemingly disparate, agendas. Seasoned professional, with deep knowledge in a field of expertise, providing technical leadership and guidance. Proficiency is acquired through substantial experience in a particular field. Functional. Owns and drives driving departmental strategy in line with function. Balance of role is more strategic in nature than operational. Current year Defining goals and objectives for the year and setting plans for each quarter to achieve these, with awareness of what s needed for next year. (Monthly to) Quarterly. Manager, Senior Manager, Partner 5

6 An average Job Profile at Management Level C for someone who is a Subject Matter Expert Leaders of subject matter areas (with people/line management process/system management responsibilities). Deliver expertise in relation to departmental areas and work packages. These roles typically leverage subject matter expertise to judge and select a range of solutions while considering the likely impact for customers and cost. Therefore, influencing and persuasion will be based primarily on facts, evidence, technical data, and rational explanation rather than emotional or behavioural impact. Outputs may not be explicitly prescribed and role is expected to leverage expertise and knowledge of customers (internal and external), products, services and processes to operate outside of prescribed outputs. Role holders enjoy considerable latitude to identify what needs to be done and how to deliver outputs. There is a requirement for role holders constantly to review processes for what works and doesn t in order to feed into ongoing improvements. Problem solving requires critical analysis and awareness of complex processes while factoring in the wider implications of conclusions These roles typically do not have direct people management responsibilities but would have significant influence over resources across a matrix or within a team (including dotted line reporting relationships). Roles requiring considerable professional expertise gained either through fully accredited qualification or through extensive role-specific experience. Subject Matter Lead but large influencing responsibility through matrix relationships. Current quarter. Activities and projects for self for the weeks and months ahead. Monthly Consultant, Senior Consultant 6

7 An average Job Profile at Management Level C for someone who is a Leader of Teams Leaders of teams (with people/line management process/system management responsibilities) in the delivery of departmental deliverables and work packages These roles are responsible for delivering against a pre-defined budget. This means delivering through a team of directly controlled resource and will include all recruitment, performance management, resource allocation/deployment, training and development and reward aspects. This implies the need for advanced communicating, motivating, and influencing skills. In addition, these roles require a high level of expertise in stakeholder management through interaction with internal and external customers within an agreed framework. Problem solving requires critical analysis and awareness of complex processes while factoring in the wider implications of conclusions. Role holders anticipate the need for change and drive initiatives which could include resource and budget allocation to fulfil change objectives. Roles requiring considerable professional expertise gained either through fully accredited qualification or through extensive role-specific experience. Manager with people management responsibilities. Current quarter. Activities for self and others for the weeks ahead. Monthly Consultant, Senior Consultant, Team Leader 7

8 An average Job Profile at Management Level B for someone who is a Technical Expert Individual contributors, process and/or technical experts as well as team supervisors Roles at this management level work within established frameworks and procedures but have freedom to interpret them to solve a range of problems. Thinking is about selecting the most appropriate process to apply rather than developing new ones. The focus is on owning the process and ensuring that Bupa gets the most out of it. Support is available and proposed solutions can be readily checked. Outputs required from these roles are clearly defined but role holders have a degree of discretion/freedom to choose from a range of options based on technical expertise or practical experience. They are required to solve problems but these problems are likely to have been seen before and would have a precedent to help resolution. Role holders are expected to recommend change based on previous technical experience and knowledge of similar situations. They are likely to use specialist knowledge and understanding of broader process and procedures to be able to select the best process or technique to deliver the required outcome. Role holders may provide informal coaching/ career advice to Management Level A team members on technical elements of the role. Knowledge is needed to interpret and apply a broad or specialised range of methods, techniques and processes using some knowledge of the basic theory behind them. This is typically gained through on-going advances specialised training and reinforced and extended via considerable work experience in a variety of steadily larger and more complex roles. Will have authoritative command over the system, process or procedure relevant to the work such that they would be regarded as the local expert. Typically associated with degree level education or equivalent in a relevant discipline plus some development towards professional/chartered status or equivalent. Individual. Would be considered to be the subject matter expert in their areas of specialism. Predominantly delivery focussed roles. Coming months Own activities and projects for the days and weeks ahead with an eye on what s coming next month. Weekly to Monthly. Analyst, Senior Analyst 8

9 An average Job Profile at Management Level B for someone who is a Team Supervisor Individual contributors, process and/or technical experts as well as team supervisors Roles at this management level work within established frameworks and procedures but have freedom to interpret them to solve a range of problems. Thinking is about selecting the most appropriate process to apply rather than developing new ones. The focus is on owning the process and ensuring that Bupa gets the most out of it. Support is available and proposed solutions can be readily checked. The main focus of these roles is to assist / supervise Management Level A frontline team members based on experience gathered on the job / through accreditation. This requires collaboration and coordination with peers to ensure other teams in the same department or area are aligned. They are required to solve problems of a more complex nature but these problems are likely to have been seen before and would have a precedent to help resolution. Role holders are expected to identify and recommend change based on previous technical experience and knowledge of similar situations. No direct accountability for a budget or resources but may assist in informal supervision/authorisation of Management Level A employees outputs as well as budget tracking. Can be consulted / can recommend but will not own critical hiring and performance discussions (doesn t have direct decision-making authority for people / budgets but may assist in people practices and recommend decisions to manager with those decision making rights). Knowledge is needed to interpret and apply a broad or specialised range of methods, techniques and processes using some knowledge of the basic theory behind them. This is typically gained through on-going advances specialised training and reinforced and extended via considerable work experience in a variety of steadily larger and more complex roles. Will have authoritative command over the system, process or procedure relevant to the work such that they would be regarded as the local expert. Typically associated with degree level education or equivalent in a relevant discipline plus some development towards professional/chartered status or equivalent. Team. Predominantly delivery focussed roles with supervisory responsibilities. Will provide informal coaching / can advise on but will not own critical hiring and performance related decisions. Coming months Daily and weekly activities for self and others being mindful of likely requirements in the coming month. Weekly to Monthly. Analyst, Senior Analyst, Supervisor 9

10 An average Job Profile at Management Level A Operational roles or specialist support roles with prescribed outputs Management level A is rather broad and covers a wide spectrum of activities and job levels. However, it is characterised by working to routines and standards either in a team or independently to deliver an enabling service, support or advice. Roles will provide defined outputs within clear guidelines, to a defined standard, specification or brief. Initiative may be needed to handle processes and casework that may not fit established patterns. Guidance and supervision are usually readily available, either in the form of a team leader/supervisor or in the nature of the task. Role holders interact with customers (internal and external) to resolve issues or problems within clearly defined boundaries. May be required to resolve problems and queries or react to changing priorities within the day using experience and judgement, knowing when to refer the matter upwards. Knowledge is needed to understand and work out how to apply practical methods and techniques, work procedures and processes of some complexity. Knowledge is typically acquired through a moderate period of formal training in the combined use, operation and adjustment of a combination of complex equipment, machines, materials, processes and/or procedures. This is generally reinforced and supplemented by significant work experience over time. Individual/Team. Completely delivery focussed roles Days (to weeks) ahead. Own day-to-day tasks and activities to fit with an established programme of work. Ongoing throughout the day to weekly. Advisor, Assistant, Coordinator 10