CITB-ConstructionSkills BEHAVIOURAL COMPETENCY FRAMEWORK

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1 STRATEGIC AWARENESS Definition The ability to stand back and think about the broader perspective in order to visualise the way forward. Thinks ahead and plans for the future Continuously looks for better ways to deliver products and services Is flexible and positive in adapting to changing needs Makes an effort to understand the reason for decisions Is proactive towards innovation and embracing new ways of working Acts quickly, appropriately and positively to issues Identifies opportunities and threats that could have an important impact on CITB-Constructions skills. Develops strategies in own area of responsibility that will meet current and future needs Promotes an environment where people are encouraged to contribute to the development of strategy Maximises partnership relationships to achieve objectives Copes well with ambiguity and uncertainty Thinks about the future in order to maximise organisational opportunities. Ensures the key strategies are made known to, and understood, by others Thinks through ideas generated throughout the organisation. Demonstrates breadth of understanding regarding the context of organisational issues. Identifies opportunities and threats that could have an important impact on CITB-Constructions skills. Fails to draw to the attention of the appropriate person issues of which they become aware that may need action taken. Treats short-term pressures as a reason for failing to consider the longer term needs. Is uninformed or dismissive about organisational strategy. Fuller/Competencies/Behavioural Competency Framework Revised Sept 06 Page 1 of 9

2 UNDERSTANDING ORGANISATIONS Definition The ability to understand relationships within CITB-ConstructionSkills and other organisations. Understand how their actions affect others. Adapts the way they work to meet the changing needs of customers (internal and external) and suppliers. Uses knowledge of CITB-ConstructionSkills to give good customer service. Understands what customers (internal and external) need to meet their requirements Is aware of, and understands the resources (both internal and external) that are available. Understands the links with other organisations. Is aware of the relevant organisational changes both internal and external. Understands the relevant history and background of the organisations with whom they need to work. Makes sure there are suitable processes in place to ensure changes in the market and key organisations are known. Understands the organisational issues that are important to CITB-ConstructionSkills Adjusts approaches to take account of changing information and needs. Demonstrates political sensitivity and awareness in putting forward proposals and making decisions. Uses understanding of relationships in order to be able to predict situations that may occur. Develops and maintains an effective network both internally and externally. Uses their own relationships to develop organisational relationships. Minimises risks and manages succession planning in key stakeholder relationships. Uses an understanding of power among stakeholder groups to further CITB- ConstructionSkills s goals. Makes little attempt to take account of others needs and situation. Makes little effort to find out and understand what is needed outside their own immediate area of work. Shows frustrations with CITB-ConstructionSkills systems and processes but makes little attempt to constructively change them. Fuller/Competencies/Behavioural Competency Framework Revised Sept 06 Page 2 of 9

3 CURIOSITY Definition The desire to seek out and gather information from a variety of sources in order to establish actions that will benefit the organisation. Finds out why things are done in the way they are done. Looks for new and better ways of doing things. Keeps up-to-date on legislative and regulatory requirements where relevant Finds out what internal and external customers want. Wants to know the problems that customers face. Listens to what others have to say. Develops effective ways of gathering useful information. Finds suitable benchmarks to measure levels of service provided. Looks for useful new sources of information. Encourages others to look out for new ideas and information. Continuously stresses the importance of finding out the needs of customers. Seeks ways of providing CITB-ConstructionSkills with competitive advantage. Finds out what is happening in different parts of the organisation that can help them in their own role. Seeks to expand the number of sources of information and intelligence Scans the environment in which the CITB- ConstructionSkills operates. Initiates research about opportunities and trends. Identifies gaps in information available and actively seeks to fill them. Networks internally and externally to gain information and identify opportunities. Shows no interest in understanding the reason for things they are asked to do. Is not interested in finding out alternative solutions to matters that have to be dealt with. Takes information at face value. Fuller/Competencies/Behavioural Competency Framework Revised Sept 06 Page 3 of 9

4 DRIVING FOR RESULTS Definition The drive and passion to compete against a standard of excellence.. Makes sure they are clear what is expected of them. Organises and plans their work efficiently and effectively to deal with both the expected and unexpected. Prioritises work. Delivers work to an acceptable standard. Uses information to monitor progress and take remedial action where needed. Cooperates with others. Exploits opportunities. Turns strategies into clear actions. Sets challenging SMART objectives. Involves others in meeting the objectives. Identifies suitable benchmarks for measuring progress. Promotes the need for achieving better results. Strives for constant improvements in all areas. Creates the environment to foster innovation and support risk taking. Actively engages with other departments to integrate plans and commitments. Challenges the status quo. Actively manages risk and plans to deal with the unexpected. Makes little effort to overcome difficulties when objectives appear unlikely to be met. Takes inadequate steps to deal with poor performance. Cynical about expected achievement Blames others/the business for shortcomings or non-delivery Fuller/Competencies/Behavioural Competency Framework Revised Sept 06 Page 4 of 9

5 COURAGE AND CONVICTION Definition Using one s own beliefs and values to benefit CITB-ConstructionSkills. Takes ownership and shows a personal commitment to achieving what needs to be done. Works effectively with others to meet the objectives. Is not afraid to question and challenge. Applies legislation, procedures and guidelines appropriately and effectively. Takes responsibility. Takes pride in delivering high quality work. Supports the key messages even when they meet resistance. Encourages alternative views. Challenges current thinking, practices and the views of others regardless of their status. Acknowledges when mistakes have been made. Encourages competent people to take calculated risks. Promotes the CITB-ConstructionSkills values. Champions the organisation both internally and externally. Sells ideas and articulates beliefs with conviction. Deals quickly and appropriately with conflict and difficult situations. Makes clear what they see as being important.. Fails to do anything when they see something that is almost certainly going to result in avoidable problems. Fails to support what CITB-ConstructionSkills is trying to do even if they have their own reservations about it. Will immediately change their mind when questioned or opposed. Fuller/Competencies/Behavioural Competency Framework Revised Sept 06 Page 5 of 9

6 IMPACT AND INFLUENCING Definition The ability to win others over to ones way of thinking in order to achieve results and support. Works constructively with colleagues. Anticipates the likely reaction of others. Adopts a persuasive approach in dealing with others. Does what they say they will do. Understands how others see things. Finds new ways to improve customer satisfaction. Inspires others in the way they work and what they do. Develops effective networks and relationships. Uses different influencing strategies to win support. Communicates effectively with different audiences. Looks for win/win outcomes. Encourages others to work across boundaries. Broadens their sphere of influence Identifies issues and opportunities and shapes stakeholder thinking Anticipates and Influences legislation Works with colleagues and groups across boundaries. Fails to understand how others see things. Uses their position, rather than a reasoned case, to get their ideas accepted. Tells people, without talking to them. Fuller/Competencies/Behavioural Competency Framework Revised Sept 06 Page 6 of 9

7 BUILDING CAPABILITY Definition Developing ones own abilities, and helping others to develop theirs, in order to sustain and grow the organisation. Takes responsibility for one s own development. Reviews own performance and identifies development needs. Seeks to develop new skills and experience. Learns and acts upon constructive feedback. Helps others by sharing own knowledge and experience. Supports development which promotes the value of diversity. Shows no interest in developing their skills. Treats personal development as a low priority. Encourages others to develop their knowledge, skills and experience. Provides people with the opportunity to broaden their knowledge, skills and experience. Uses the strengths of others to build CITB- ConstructionSkills for the future. Ensures there are in place processes to identify development needs. Actively supports the concept of continuous learning. Identifies the development needs of others. Makes people feel important. Devotes time to coaching and helping people to learn. Designs more effective development approaches. Supports, encourages and champions development. Constructs and maintains succession plans. Uses new capability to the advantage of the wider organisation. Provides no feedback on performance to staff and colleagues. Fuller/Competencies/Behavioural Competency Framework Revised Sept 06 Page 7 of 9

8 UNDERSTANDING PEOPLE Definition Demonstrating an insight into the behaviour and interests of others and able to translate this into meaningful actions for the organisation. Communicates ones own expectations and priorities clearly where relevant. Contributes productively to team activities. Keeps people informed Adapts to other people s working styles. Makes an effort to get to know and understand others. Deals with other in a respectful and considerate manner. Reviews the way that people work individually and together. Handles conflict calmly and constructively. Encourages people to resolve problems and complete work. Understands people s own interests and preferred style of working. Adapts their own style to the needs of the situation. Adapts their style of leadership to the needs of others. Builds a balanced and effective team. Looks for ways to increase motivation and commitment. Understands how management behaviours impact on performance and motivation. Balances sensitivity with strength.. Has no interest in how others think, feel and work. Takes little account of individuals circumstances, needs and preferences. Finds it difficult to accept and interpret different styles. Fuller/Competencies/Behavioural Competency Framework Revised Sept 06 Page 8 of 9

9 LEADING TO WIN Definition The desire and ability to inspire others to achieve and exceed the original business objectives. The way they work inspires confidence in others. Takes responsibility for resolving issues. Adopts a positive approach in implementing new ideas. Generates a positive image of CITB- ConstructionSkills Looks for solutions when things go wrong. Co-operates with others. Enhances the way CITB-ConstructionSkills is viewed by stakeholders. Analyses appropriately and applies commonsense. Makes CITB-ConstructionSkills vision and objectives meaningful to individuals. Acknowledges achievement and success. Develops and communicates a compelling vision. Demonstrates enthusiasm for what needs to be done. Builds a strong and effective team. Inspires by example. Gives appropriate freedom and guidance. Takes steps to deal with poor performance. Sits back and waits to be told what to do. Provides no clear direction. Lacks visibility. Fuller/Competencies/Behavioural Competency Framework Revised Sept 06 Page 9 of 9