Competency Framework For All Staff and Managers

Transcription

1 COMPETENCY FRAMEWORK Competency Framework For All Staff and Managers Guidance for use: Junior posts and most site based posts will usually require competence at level 1, however dependant on the post, some specific competencies may be required at a higher level ie level 2. Most senior manager posts will require level 5 competencies in all areas, however for some posts, and certain competencies, level 5 may not be required and level 4 may be more appropriate. Every post should have an appropriate role profile and for every individual, their own level of personal competence should be discussed in the context of the required level for the post at appraisals, PPP s, and one to one meetings. It is the manager s responsibility to set the competency role profile for the post at the point that the post is created. It is an integral part of the description of the post/the ideal post holder along with the Job Description and Personnel Specification. The main use of the competency profile is to manage performance and encourage personal growth and development, however, the competency role profile may be of use in recruitment and managers may wish to phrase some interview questions based on the competency requirements for the role as well as asking questions based on the personnel specification. In setting a level for each competency, all indicators/behaviours in all previous levels are presumed to be inclusive and are taken as read as relevant. Reading across the line from Level 1 to Level 5 does not represent an escalating requirement of the same behaviour. 1

2 COMPETENCY FRAMEWORK ACCENT GROUP COMPETENCIES Applicable to all Accent posts Customer Focus (CF) ACCENT MANAGEMENT COMPETENCIES Accent posts that manage other people will have the 5 group competencies plus the 3 management ones below Judgement, Decision Making and Problem Solving (JU) ADDITIONAL COMPETENCIES Each post also has 2 additional role specific competencies that have been agreed by the relevant manager, selected from the list below Planning and Organising (PO) Team Working (TW) Leadership (LE) Using Technology (UT) Personal Impact (PI) Business Awareness (BA) Thinking Agility (TA) Communication (CO) Innovation (IN) Managing Change (MC) Managing Projects and Processes (PP) Financial/Numerical Awareness (FN) Strategic Thinking and Commercial Awareness (ST) OR any of the Accent mgt competencies can be selected for non management staff 2

3 ACCENT GROUP COMPETENCY CUSTOMER FOCUS (CF) Able and willing to address needs of internal and external customers with consistency and appropriate sensitivity Treats complaints as Is calm, patient, sensitive, Ensures customer service opportunities and seeks diplomatic and builds levels are maintained and feedback to provide rapport improved upon service improvements Takes time to understand customer needs and provides explanations Ensures work areas are presentable and conveys a professional appearance Understands how own job and actions affect customers Notes customer s requests accurately and concisely and ensures appropriate action is taken Deals effectively and objectively with difficult, irate or abusive customers Makes practical suggestions to improve customer service Takes ownership of customer problems and ensures a satisfactory resolution Develops ways to measure customer satisfaction and capture customer feedback Takes an active interest in setting high standards of customer care Establishes the needs of internal customers and is able to measure success Collaborates to actively improve customers experience of dealing with the organisation. Analyses customer requirements both short and long term and develops appropriate solutions Develops proposals to meet future customer service requirements Provides insight into the long term implications for customers of strategic decisions Effectively balances costeffectiveness with a high level of customer satisfaction Pro-actively develops long term initiatives to develop service provision Creates innovative strategies that make Accent attractive to existing and potential customers Acknowledges mistakes, apologises and deals with them Sees complaints as a high priority and is proactive and responsive to these Deals effectively with very difficult customers Identifies strategies and processes needed to achieve and sustain long term customer satisfaction Promotes a customer focused culture and drives through relevant strategies and business practices 3

4 ACCENT GROUP COMPETENCY TEAM WORKING (TW) Able to work as part of a team, showing commitment to team goals and values. Communicates to staff Works with others across Uses the ideas and advice the work of other areas departments to solve of others that contribute to problems business success Is able to demonstrate an awareness of the need to work as part of a team Readily contributes to team initiatives and team meetings Actively develops own knowledge and skills by learning roles of other team members Operates on a give and take basis and involves team members in day to day decision making Identifies and builds on opportunities for team working across the organisation Engenders commitment to team and organisational goals in all team members Develops strategies to persuade others to develop and operate a constructive and collaborative team working environment Shares knowledge and information with colleagues when asked Understands what other colleagues need to know and keeps them informed Deals with difficult situations promptly and calmly Gives staff space and freedom to take decisions and manage their own work Collaborates to build high level team relationships to obtain desired results Willingly offers assistance to others Ensures own tasks and activities add value to team goals and objectives Is able to deal with a variety of behaviours Works to develop a oneteam culture Identifies opportunities for team synergies both within the team and between different teams across the group Builds a good rapport with colleagues Is willing to be flexible when asked or needed Recognises strengths and weaknesses of team members and plays to strengths Develops strategies to improve cross-functional working Demonstrates a personal commitment to achieving the highest possible standards for working with (and managing) others 4

5 ACCENT GROUP COMPETENCY PERSONAL IMPACT (PI) Aware of impact and appropriateness of own personal style. Able to persuade and negotiate with others to achieve win/win situations. Puts forwards own views Is at ease with others at all and opinions and can Presents facts and figures levels and across argue own viewpoint when seeking agreement functional boundaries firmly and without aggression Makes time for others and puts them at their ease Uses a wide range of different influencing styles effectively based on an assessment of the other party/the audience Remains calm and tactful Offers alternative options as appropriate Seeks out the views of others and discusses alternative options Can criticise constructively and without aggression Maintains positive expectations of others, even when provoked, and strives to create the conditions for successful collaborative working in the long term Observes and listens to others to identify best approach for dealing with them Checks for understanding Influences outcomes by expressing own view confidently and assertively Acknowledges the rights of others to express their views Puts forward clear statements of what is wanted Sells the benefits of a course of action and takes responsibility for results Builds trust and seeks common ground Influences others through well-reasoned arguments Recognises and effectively deals with complex, sensitive and political issues Shapes the style and content of a well reasoned argument with the aim of it being well received and successful Puts others at ease and builds rapport Remains effective under pressure and confronts difficult situations as soon as they arise Copes with setbacks calmly Has high personal impact and is a credible role model Seeks to influence at a strategic level through appropriate personal impact 5

6 ACCENT GROUP COMPETENCY COMMUNICATION (CO) Able to communicate clearly and effectively with others taking into account their needs and expectations Is able to get message across in a way that is polite and easily understood Ensures the tone of communication is appropriate Produces accurate, neat work Contributes to conversations when he/she has something valuable to say Follows laid down guidelines for presentation of standard documentation Able to interpret body language and respond appropriately Clearly and accurately presents information Asks probing questions and listens attentively Considers the needs and level of the audience when communicating Structures information in a logical sequence Produces straightforward reports, briefs and instructions using standard formats Shares information and views, and actively encourages feedback showing respect for the ideas and opinions of others Anticipates audience needs, concerns or objections and develops appropriate responses Produces clear, persuasive and logical arguments with recommendations for action Is able to effectively present information to groups Uses an effective and highly credible personal style Chooses language and information according to audience needs using a range of media Exhibits belief and conviction in a way that informs, persuades and encourages others into a dialogue Conveys ideas and recommendations for policy/ procedural change Represents the organisation in a wide range of situations and contexts Uses a highly credible and effective personal style to communicate persuasively with a wide range of stakeholders Creates individual written communications for negotiating or persuading on matters with corporate implications Represents the organisation confidently without the reassurance of set guidelines Is able to win hearts as well as minds when communicating a message Can accurately assess the implications of communicating an unpopular message and devise an appropriate communication strategy to maximise support 6

7 ACCENT GROUP COMPETENCY MANAGING CHANGE (MC) Able to initiate and support change as required. Continually striving to improve work processes in line with business needs. Accommodates new or different types or ways of working when required to do so Is willing to change work plans or routines without complaint Adopts new initiatives in an enthusiastic manner Effectively explains the benefits and requirements of change Encourages acceptance and understanding of change Challenges the status quo Initiates change in a positive manner and manages specific projects in a constructive and realistic way Identifies change projects that will have a positive impact on the business Implements projects so as to minimise disruption and maximise acceptance Develops well researched business proposals Proactively encourages continuous improvements and commitment to change. Acts as a role model and catalyst for change Initiates strategic change and identifies and communicates the implications and consequences clearly Recognises changing internal and external strategic influences and is an advocate for proactive change Leads change programmes that are group wide and have cultural/strategic impact Suggests new ideas and looks for ways of improving efficiency and service Encourages new ideas or approaches Ensures the potential benefits and improvements of new initiatives are implemented and realised Evaluates the long term cost benefit implications of change and their impact on customers, staff and the business Is able to use personal credibility and influence to overcome resistance to change Steps into work of colleagues when needed to do so Ensures proposed changes or actions support business objectives Actively strives to improve business processes Strives to create a culture and environment that responds positively to change Ensures change is sustained and evaluated regularly to ensure the change is effective and still meets its original objective 7

8 MANAGEMENT COMPETENCY JUDGEMENT, DECISION MAKING AND PROBLEM SOLVING (JU) Ability to assess the extent and scope of a given problem or issue and decide what action to take. Is able to describe Extracts the necessary Evaluates whether complicated information in information from others to arguments or cases are a logical and structured analyse an issue/problem complete or sound manner Deals with a range of simple day to day problems as they occur Can choose an appropriate course of action from a range of known options Asks for guidance on unfamiliar areas. Weighs up available factual information before taking a decision Accepts the need to analyse why day to day problems occur Breaks down problems into smaller parts. Identifies cause and effect Reconciles differing arguments to make intelligent business decisions Identifies the key issues in ambiguous or inconsistent data Able to make unpopular decisions when necessary Makes decisions/takes action that transforms the organisation in some way Takes strategic action to resolve current and anticipated problems Takes ownership of, and manages the long term consequences of strategic decisions Takes note of relevance of information received and acts accordingly Explains things in a clear step by step approach Seeks imaginative and innovative solutions to a range of problems Encourages innovation Uses objective analysis and a range of information from a variety of sources to inform sound and sustainable decisions Demonstrates an awareness of and complies with the organisation s policies and procedures Decides when to refer problems upwards and when to use own discretion Actively encourages interaction and ideas from others before reaching a decision Takes strategic action to resolve situations and commits resources Resolves multi-faceted problems involving complex and/or sensitive issues and carrying complex/high risk factors 8

9 MANAGEMENT COMPETENCY LEADERSHIP (LE) Motivates, inspires and supports others to achieve shared goals. Builds teams through effective communication, getting the best from others. Encourages the generation Gives regular feedback on of ideas and contributions Translates the overall performance in order to and explains the rationale direction and strategy coach, develop and train behind decisions to increase into workable plans others understanding and buy-in. Lets people know about decisions that will affect them Has high visibility and inspires others to achieve Shares useful and relevant information with the group Shares problems with team and others and asks for their input Uses formal training techniques within own team to improve and influence performance Consciously adopts an appropriate leadership style to suit the situation Mobilises diverse resources to achieve corporate aims Clarifies issues when required Gives constructive feedback and monitors performance Knows what is going on and manages by walking about and asking appropriate questions Takes personal responsibility for actions of staff and supports them as appropriate Sets transformational organisational goals translating them to motivational individual plans Gains commitment to achieve delegated tasks Gets people working together effectively Uses delegation as a motivational tool to develop others Openly provides and seeks feedback from staff Coaches others, supporting, challenging and asking questions to help then to work out the answers for themselves Spends time with others, listens to their concerns in order to encourage them. Creates a positive atmosphere to encourage individuals to give their best Has effective and regular team meetings as well and one to one meetings with individuals Sets strategic direction gaining buy-in to decision making process and commitment to decisions made Is passionate and enthusiastic in conveying a sense of what is possible 9

10 MANAGEMENT COMPETENCY BUSINESS AWARENESS (BA) Is able to relate local and national market conditions to broader business issues. Is able to interpret the impact of economic conditions on services and markets. Knows how most departments and teams Understands organisational Interprets and analyses within the organisation differentiation and data to make future operate and relate to each strengths decisions and policies other Has knowledge of and understands the corporate goals Has a basic understanding of what the business is trying to achieve Demonstrates understanding of main external influences on own area of business Strives to find out what competitors are doing Establishes and maintains external relationships and partnerships Sets strategic direction in full recognition of economic and business challenges and opportunities Develops strategies that enable and support business growth Understands the responsibilities and functions of own department Recognises how decisions made in other parts of the organisation may impact on own area Analyses customer, business and competitor information Uses marketing and financial tools to inform and analyse data to set direction Identifies opportunities for joint ventures and mutually beneficial partnerships When making decisions considers the wider implications Has cross functional awareness Understands how sector initiatives impact on the business, e.g. Government initiatives, funding etc. Understands organisational structure and how areas interrelate Demonstrates an understanding of the strategic aims of other players in the sector Keeps up to date on key functional and professional issues Keeps abreast of and anticipates changes in the external environment that may impact on Accent s business Identifies and explores new business opportunities Evaluates commercial and business opportunities against potential short and long term risks Uses performance indicators, & internal/ external business analysis, and a range of economic and global factors to inform sustainable decisions 10

11 ADDITIONAL COMPETENCY PLANNING AND ORGANISING (PO) Ability to think ahead, to plan, prioritise and schedule activities and monitor and control outcomes. Challenges the status quo Plans properly to spend time ito identify new and Able to prioritise and on tasks which have better ways of improving schedule multiple tasks maximum benefit for the strategic performance and appointments department through effective work plans Uses to do lists, task plans, calendar, diary or other planning devices Keeps records and files up to date Takes personal responsibility and is committed to quality and accuracy Able to allocate specific work to others and reallocate to cope with absence Strives to be a high performing organisation by developing strategies to improve commitment to quality Develops comprehensive and realistic plans for self and others using strategic goals Determines and allocates resources to turn broad policies and concepts into key results Organises own work area effectively Pays attention to detail and checks accuracy of own work, keeping to standards set Ensures work that cannot be completed is brought to manager s attention Organises and prioritises work effectively and liaises with others to achieve objectives and priority tasks Looks for and suggests ways to improve work practices Delegates effectively when required. Checks and monitors to maintain satisfactory levels of quality and is proactive in taking action to avoid problems occurring Involves all team members in ways to make savings or increase effectiveness Monitors performance against a variety of performance indicators Works on new initiatives that contribute to the development of the business Creates a climate so that others constantly look for new, better and different ways of working Uses a variety of techniques for work planning/organisation to establish an appropriate course of action, managing a number of projects concurrently Regularly reviews effectiveness of structure, systems and planning processes on a wide scale Ensures all programmes are well thought out, implementation is smooth and the aims are effectively communicated Effectively combines strategy with practical implementation 11

12 ADDITIONAL COMPETENCY USING TECHNOLOGY (UT) Ability to use information technology to collate, arrange and organise data to store and retrieve relevant information quickly and efficiently. Analyses data to make effective business decisions. Uses MS Word and Excel to a basic level Uses corporate systems to undertake the range of duties required by the post Uses technology appropriately, and is able to record information correctly, sort information, and provide totals Uses computerised databases and spreadsheets locating and retrieving data from storage systems Adheres to Organisation policies and Data Protection legislation Able to classify different sorts of data and arrange appropriately Sorts and assesses relevance of data and statistics in a systematic manner Uses word processing techniques at an Intermediate level Able to analyse and summarise information and to identify key issues Converts data into tools such as spreadsheets for detailed analysis Identifies opportunities to use technology to improve processes, and implement systems effectively Identifies opportunities to improve data stored, and identifies valid sources of data, and ensures data is collected and input Analyses data from multiple sources to identify trends and make recommendations for procedural or policy changes Is able to refine and document processes for the use of IT to improve the efficiency of the department Translates data into summary charts and overviews to assist decision making Uses data/info selectively to reinforce arguments without prejudice or lack of objectivity Use a range of data to analyse business effectiveness and make strategic decisions Applies risk analysis techniques to protect the corporate information systems Keeps abreast of emerging changes of info technology in functional area and organisation wide Creates IT test plans to ensure that systems are robust/functional and meet requirements Able to define/measure tangible benefits (eg service improvements/cost savings) from proposed changes and manage them through Takes overall ownership of the use and development (with the ICT team) of corporate or departmental technologies/systems. Identifies the opportunities/need for new technologies to improve the way the area works, and be work with ICT to formulate a business case for change Defines the associated changes to work practices and any transitional practices for during & after the technological changes Takes a strategic view of how technology will enable the organisation to fulfil its current/future customer & resident requirements 12

13 ADDITIONAL COMPETENCY THINKING AGILITY (TA) Assimilates data, identifies key facts and explores options from different perspectives to make effective judgements. Uses solutions that have proved to be effective in the past. Works from the facts and selects the clear options in the circumstances, seeking advice where appropriate. Uses current knowledge in identifying problems and solutions. Identifies and gathers available data and information. Identifies the key links and trends in data. Looks at the wider picture rather than getting bogged down in details and evaluates the options on the basis of logic to identify practical solutions. Ensures the collation of all available information to enable a full but quick analysis. Generates a number of options before identifying the most appropriate solution/s. Is comfortable seeking advice from a wider group. Interprets highly complex data and translates theory into practice. Identifies a wide range of options before determining the optimum solution/s to meet the overall business need. Considers wider implications of problem and communications to higher levels to avoid reoccurrence. Understands ambiguity and leads the way through complex and changing situations Understands the underlying social, political and historical factors shaping local and national realities of service, and uses this understanding to the strategic benefit of the business Can distil key issues from any complex matter and propose workable solutions quickly and accurately Works with existing information only. Having established the problem, uses current knowledge to identify solutions. Questions and challenges validity of data or information. Challenges and questions information and doesn't take information at face value. Identifies previously untapped information sources to inform the strategic direction of the business Organises, assimilates and re-presents data and gathers immediate facts. Seeks information and advice from Line Manager. Able to consider the problem / situation and its' impact on other areas of the business. Tests information and views with a variety of people, including those that might disagree. Thrives on situations involving high levels of risk and uncertainly 13

14 ADDITIONAL COMPETENCY INNOVATION (IN) Produces and implements innovative ideas which are practical and imaginative. Can draw upon experiences and apply them to other areas/situations to help generate ideas. Is curious about the work environment. Appreciates the value of and applies previous learning. Looks for ways to make own tasks easier to complete. Generates novel ideas while thinking of the practical implications of proposals. Develops creative solutions to strategic issues Asks questions about all aspects of the operation. Looks outside the working environment for ideas. Suggests appropriate adaptations to current procedures. Thinks through the practical impact of own ideas on other parts of the business. Creates a working environment that facilitates innovation and creativity Quickly assimilates information relating to immediate work area. Brainstorms a large number of ideas in response to new experiences. Integrates ideas from different sources and builds on others incomplete ideas. Takes time to investigate new initiatives within other industries. Is willing to take risks in innovation to achieve business gain Offers ideas on everyday operating practices. Proactively takes ideas of team to the Line Manager. Translates theoretical learning from training and elsewhere into own situation/s in the workplace. Shares successful ideas with other functions of the business. Creates innovative business strategy and models to achieve results Shows an interest in past working conditions / practices. Prepared to try ideas in a risk free situation. Considers the impact on the immediate areas involved or affected. Formulates a completely new concept which creates a potential opportunity. Provides space for others to be creative and to take risks so that they can develop their own capabilities and approaches 14

15 ADDITIONAL COMPETENCY MANAGING PROJECTS AND PROCESSES (PP) Able to use structured planning techniques to achieve activities and goals. Is open and honest when Encourages all individuals Creates work plans detailing discussing performance involved with the project resource requirements and and will address issues to suggest ways of priorities with both internal and addressing performance external parties issues Gives sufficient information on what is required Allocates tasks and responsibilities clearly Pays regard to organisational constraints and individual capabilities and workload when setting time scales Monitors and checks progress and performance on a regular basis Deals with shortfalls and errors in a constructive manner Sets goals and objectives and actively monitors against performance Clarifies roles and responsibilities and briefs people about what is expected and needed Gives effective feedback on a regular basis in addition to appraisal reviews Makes performance expectations clear and actively monitors against actual performance Works with individuals and teams to maximise their performance and ensure customer needs are met Passes on decision making responsibility to those jobs or areas where it should logically rest Systematically monitors and controls costs and resource usage Reviews priorities and updates plans accordingly Encourages others to perform delegated tasks in their own way and holds them accountable for results Allows individuals or groups the opportunity to make mistakes and learn from them Monitors long-term performance of individuals and groups, raises issues or concerns about performance Takes tough decisions when addressing performance issues and is prepared to stand by them Always challenges projects and the investment business case Proactively builds partnerships across the group connecting individuals around business challenges and projects Continually finds new ways of improving efficiency and value for money by reducing cost and/or enhancing outcome Adeptly adjusts measurements of processes, systems and plans to better serve the business Is the go to person for both action and strategic planning of complex and tough assignments 15

16 ADDITIONAL COMPETENCY FINANCIAL/NUMERICAL AWARENESS (FN) Understanding the financial implications of individual actions on day to day activities and on the business. Compiles or enters numerical data and accurately calculates totals Applies statistical concepts on a regular basis, carrying out research for projects Fully conversant with financial accounts, accounting procedures and legislation Sets and monitors appropriate financial targets Uses financial information in an intuitive manner to inform business decisions Keeps accurate financial records, uses the data in a constructive way Understands, analyses and interprets financial information Plans budgets and business activities from a financial perspective Ensures organisational financial probity Is able to interpret and explain financial impact of business decisions to Board, peers and staff Understands the context of the figures Searches out relevant data and ideas regarding the most cost-effective way of achieving objectives Prudently manages the business s resources Ensures financial and management control systems are effective Demonstrates an understanding of future financial regulatory change and how it may impact the business Understands, analyses and interprets basic financial information Integrates the use of statistics or financial information into day to day activities and interprets this data effectively Ensures others understand the need for sound financial management Analyses complex financial and numerical information to make decisions and evaluate risk for the organisation Understands the impact of alternative business decisions on key financial ratios and covenants Uses financial and numerical data to support requests for resources or expenditure Sets and monitors appropriate financial targets Actively controls costs within agreed budgets Uses financial and numerical data for strategic decisions affecting the whole organisation Embeds within the team/sphere of influence the importance of accurate forecasting of financial performance 16

17 ADDITIONAL COMPETENCY STRATEGIC THINKING AND COMMERCIAL AWARENESS (ST) Maintains a broad overview of Group challenges, driving it towards long-term goals while realising short-term strategies. Understands and engages Provides continuity and in the organisation s focus against the Sets and communicates workforce planning backdrop of a political standards taking account of through proactively using environment that strategic objectives mgt information systems maintains excellent and performance service standards management tools Demonstrates understanding of main external influences on own area of business Shows commitment to relevant strategic initiatives and corporate values Understands the Business Plan and how this relates to business objectives and what the organisation is trying to achieve Awareness of how new issues / agendas will impact Feeds back the effectiveness of strategic initiatives Networks to achieve good practice Clearly demonstrates commitment to key accountabilities, standards, priorities and other expectations of role Anticipates resourcing needs within the broader picture Identifies risks and takes effective measures to minimise those risks Understands the wider political, economic, social, technological, legislative and environmental positioning of the organisation Proactively seeks sector information to benchmark services and improve quality that may have short or long term impact on the delivery of services and acts accordingly Impacts on external Community thinking Actively implements Value for Money Uses performance indicators, business analysis both internal and external and a range of economic and global factors to inform sustainable decisions Interprets and analyses data by using marketing and financial tools to make sound, future decisions, policies and to set direction Develops and implements strategies to improve commitment to quality Challenges the status quo to identify new ways of improving strategic performance Develops strategies that enable business growth and is able to evaluate opportunities against risks Is actively sought after in order to provide guidance and assistance in dealing with complex & political situations Sets the strategic agenda and initiates discussion of changing business priorities Places organisational strategy within the context of the wider environment Instinctively discerns what drives his/her audience and ignites and steers their sense of purpose to a common goal 17

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