BBC Finance Competencies BBC Finance Competencies June 2012 Page 1 of 8
Purpose The Finance Competency framework has been designed to provide a basis for assessing individuals during recruitment, development and performance management. It introduces a single set of criteria that can be used by individuals for selfassessment and by line managers to assess and develop staff on an ongoing basis. The premise for this design is that the fundamental competencies required will be the same across all finance roles even though there may be local differences of detail. This framework has been developed specifically for the BBC to ensure its relevance to our organisation and work and BBC priorities. It is informed by the Core BBC Values which set out the behaviours, attitudes and skills the BBC looks for from its individuals, and by input from representative staff members. It has also been benchmarked against frameworks used by other best-in-class organisations. Changes from Previous Competency Framework Replaces Know Help Do Direct Lead with Levels 1 4 Removes SEND requirement and replacing with Yes/No Reduces number of competencies from 22 to 12 Shows examples of positive behaviours (not negative) Benefits of Revised Competency Framework Uses clearer language and removes ambiguous terminology Reduces levels of competency from 5 to 4 (consistent with layers/ role type levels) Competency indicators more concise and user friendly Approach, layout and new set of competencies endorsed by BBC People Aligned with Core BBC Values BBC Finance Competencies June 2012 Page 2 of 8
Structure There are twelve core competencies as follows: Communication Written and Verbal Relationship Building Teamwork and Collaboration Judgement and Problem Solving Influencing and Persuading Stakeholder Focus Results Focus Quality Focus Planning and Organising Leading and Motivating Flexibility and Resilience Developing Self and Others BBC Finance Competencies June 2012 Page 3 of 8
Each competency has four levels; building cumulatively from 1 to 4 (e.g. someone at 3 also has the competencies at 1 and 2). They are: 1. Administrator (Grades 5 and below) 2. Practitioner (Grades 6 to 8) 3. Manager (Grades 9 to 11) 4. Leader (SM Grades) The baseline competency levels for each role will be based on the above, but some roles will have a mixture of levels (i.e. 1 s and 2 s, 2 s and 3 s, 3 s and 4 s) as they will straddle the above job groupings. Implementation This revised Finance Competencies framework has been developed as part of the Finance Effectiveness project. Benchmark competency levels have been agreed for every role in Finance. The framework will form a key part of future performance appraisal and development discussions, with both the individual and line manager using the framework in development conversations to focus on how individuals can be supported to: a) build on existing strengths, b) bridge competency gaps (where these have been identified) in achieving the benchmark for their role and c) take responsibility for their own personal and career development to optimise their potential at the BBC. BBC Finance Competencies June 2012 Page 4 of 8
Positive Examples of the Competency 1 2 3 4 Administrator Practitioner Manager Leader COMMUNICATION WRITTEN AND VERBAL Delivers messages in a way others can understand Listens, understands and interprets communication from others Uses range of communication methods appropriate to audience/situation Communicates clearly and concisely Listens, understands and interprets communication from others competently Able to present opinions to peers Uses accurate grammar and language Uses tone appropriate to audience Considers how communication is received Effectively communicates with business colleagues to achieve objectives Communicates confidently with large groups of people if required Tailors approach to suit different individuals and situations Effectively cascades relevant information to appropriate levels within team Encourages effective communication in their area Delivers difficult messages effectively Convincingly communicates change to others Fosters the development of clear and compelling communication across Finance Leads by setting an outstanding example as a communicator Displays high levels of diplomacy and tact where appropriate, but shows good judgement as to when a more direct approach is necessary RELATIONSHIP BUILDING Builds and maintains effective relationships across/outside BBC Listens carefully and takes time to digest before responding Treats others with courtesy and respect Builds trust by delivering on commitments to others Takes initiative in relationship building Builds and maintains effective relationships Adopts a collaborative approach to problem resolution Actively monitors levels of stakeholder satisfaction Builds relationships where none existed Raises, and helps resolve, concerns about working relationships among colleagues Promotes sharing of information between colleagues Successfully mediates differences between individuals and groups Initiates valuable relationships with wider business, industry and third parties Leads by setting an outstanding example as a relationship builder FLEXIBILITY AND RESILIENCE Responds positively to change and is receptive to new ideas Adapts to changing situations Proactively promotes change to others Seeks to understand the drivers of change Maintains a positive outlook Open minded and, if necessary, changes opinions on the basis of new information Implements improvements to processes and procedures as required Willingness to learn new methods, skills or techniques to improve performance Manages transition from task to task effectively Proactively promotes change to others Keeps up to date with emerging changes and prioritises work appropriately Ability to respond appropriately to changes Can perform a wide variety of tasks and can change focus effectively as demands change Directs changes in a positive and proactive way Directs colleagues in keeping abreast of changes, spotting them early and responding effectively to them Manages conflicting priorities effectively Contributes to business development Directs Finances efforts to ensure BBC responds effectively to changes BBC Finance Competencies June 2012 Page 5 of 8
JUDGEMENT AND PROBLEM SOLVING Simplifies complex problems Considers wider consequences of decisions Comes up with creative solutions Breaks down problems to find a solution Identifies key data needed to support decisions Makes systematic and rational decisions based on relevant information Considers implications of actions on outcomes Comes up with workable solutions Simplifies complex problems Gathers information from a range of stakeholders and distils in a timely manner Pushes boundaries in problem solving Facilitates or leads effective problem solving in meetings or groups Identifies risks of recommended solutions and proposes ways to manage those risks Maintains big picture awareness Mitigates risks to the BBC through skilled risk management Thinks strategically when problem solving STAKEHOLDER FOCUS Focuses efforts on discovering and meeting stakeholder needs Responds to stakeholder needs in a manner that provides added value and generates significant satisfaction Delivers courteous and prompt service Always delivers what has been promised Places importance on stakeholder needs Establishes effective working relationships with stakeholders Develops an excellent understanding of individual stakeholder needs and concerns Takes personal responsibility for resolving stakeholder concerns Seeks stakeholders improvement ideas Anticipates the needs of stakeholders, suggesting improvements to services where appropriate Strives to exceed stakeholders expectations Challenges to ensure that service delivered to stakeholder adds value Ensures that their team is easy to work with Leads by setting an outstanding example of being stakeholder orientated RESULTS FOCUS Delivers on time, on budget and to the level required Takes responsibility and ownership of deliverables Maintains focus on the end result Focuses on solutions not problems Achieves goals and consistently meets deadlines despite obstacles Perseveres with responsibilities and maintains focus on end result Has a can do attitude Puts in sustained effort Delivers ahead of expectations Seeks opportunities to improve or meet a standard of excellence Assumes ownership and accountability Co-ordinates others efforts to ensure delivery Consistently delivers through team Instils results orientation culture Balances risks and benefits appropriately Anticipates problems and develops contingency plans PLANNING AND ORGANISING Manages workload of self and/or others to optimal capacity Uses effective tools/techniques to track progress to get job done Able to prioritise own workload Keeps track of own workload and makes effective use of own time Keeps appropriate people well informed of plans and progress Promptly raises operational or resource issues Establishes a course of action for self and/or others to accomplish specific goals Sets up and monitors timescales and plans Maintains awareness of wider plans Avoids duplication of activity and wasted resources Uses established systems to organize and efficiently monitor information, data, time and resources Sets clear and challenging targets for team Prioritises demands to make efficient use of resources Organises and schedules events, activities and resources Anticipates potential problems and develops contingency plans Helps to develop strategies for the organisation and helps coordinates efforts to implement them Develops strategies for the organisation and co-ordinates efforts to implement them Designs methods for implementing plans and for measuring success Fluently conveys the plan to all, creating structure for communication and interaction BBC Finance Competencies June 2012 Page 6 of 8
DEVELOPING SELF AND OTHERS Sets clear expectations of others and provides regular feedback Develops team members and/or self Takes responsibility for own career Proactively pursues own development Willingness to take on additional work and experiences to broaden current skill set Receptive to feedback Actively seeks feedback on own performance Seeks additional involvement in tasks that challenge and stretch current skill set, for future progress Promotes the importance of self development and motivation amongst peers Creates and actions viable succession plans for the team Uses different approaches to develop team members and self Sets clear expectations, provides regular feedback and discusses individuals career development Values differences Actively seeks out, encourages and develops key talent Manages own career with clear self analysis, vision and direction Strategically positions talent within the organisation to deliver key business outcomes QUALITY FOCUS Produces results or provides services that meet or exceed expectations Promotes and instils the benefits of right first time working Ensures quality, accuracy and completeness of work activities Takes responsibility for and corrects own errors Ensures that work is completed right first time whenever possible Ensures all assignments are completed on time and to the required level Personally seeks to add value in every work assignment Identifies and implements opportunities to improve quality Maintains high standards of quality at work Encourages others to have high quality standards in their work Fosters a disciplined, detail orientated, but balanced, approach within the Division Acts as an ambassador for quality in wider BBC community INFLUENCING AND PERSUADING Persuades, convinces or impresses others in a way that results in acceptance, agreement and/or behaviour change Gains trust and respect of colleagues so that opinion is valued Presents options and makes recommendations Reinforces the benefits of proposals and recommendations by using relevant facts, figures and opinions Uses range of appropriate techniques to influence Takes questions and challenges without acting defensively Offers support and challenge to the proposals of others Uses range of influencing and persuading techniques to achieve an optimal result Modifies position, where appropriate, to achieve an optimum outcome Coaches colleagues in how to effectively present sound arguments Balances high levels of diplomacy and tact with the use of a more direct approach when required Uses creative approaches to influence and persuade others to meet Divisional goals TEAMWORK AND COLLABORATION Willingness to work as part of a team Creates group synergy in pursuing collective goals Ensures we work as One BBC Actively participates in team working Treats others the way they would like to be treated Wherever possible helps colleagues when they are under pressure Encourages and supports a collective effort to resolve problems Balances team and personal objectives and requirements Values differences and understands the benefits of diverse team Uses strengths of team to deliver increased value Demonstrates personal commitment to the decisions of the team Encourages shared ownership of outcomes, whether successful or unsuccessful Creates organisation-wide value by pulling together different parts of BBC Enthusiastically promotes teams successes, crediting and honouring the whole group Builds mission driven teams that project a team spirit that inspires and motivates departments BBC Finance Competencies June 2012 Page 7 of 8
LEADING AND MOTIVATING Inspires and motivates Leads by example Creates an environment in which people want to, and can do, their best Takes ownership of own workload and deliverables Encourages colleagues to do their best Has a can do attitude Is aware of own strengths and uses them to achieve optimum result Promotes confidence and a positive attitude Designs and provides incentives to encourage widespread participation Recognises individuals strengths, development needs and professional goals and inspires them to succeed Inspires and motivates whole divisions with ample positive energy Recognises individuals, groups and divisions for their achievements Leads by setting an outstanding example as a leader and motivator BBC Finance Competencies June 2012 Page 8 of 8