1 Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager
2 Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant change to transform its culture and services to ensure it is fit for purpose both now and in the future. To support this change the Council needs a workforce that are passionate about what they do and are flexible in the way that they do it. In return they will be equipped with the tools and support they need to deliver services to the residents of Middlesbrough. Middlesbrough Council needs skilled and talented managers to lead the way the Middlesbrough Manager - you are one of them! As a large and diverse organisation it is important to ensure a consistent approach to workforce development ensuring a common understanding of what is expected. The Council has therefore developed this competency framework of behaviours and business skills that applies to all Managers. Competencies are the skills, knowledge and behaviours that lead to successful performance. Purpose of the framework This framework defines the competencies expected of all Middlesbrough Managers. It should be used to assess strengths and areas for development and has been designed to: underpin effective recruitment and selection decisions; provide a basis for performance management/ reviews/ appraisals; provide a basis on which to plan personal and career development; support talent management and succession planning. Recruitment & Selection Succession Planning Competency Framework Performance Management Career Development What does it mean for me? The framework will be used for recruitment, performance management and development discussions and for decisions about progression. You will need to focus on a number of (if not all) competencies, identified as being essential to your role. You are encouraged to discuss the framework with your Line Manager so you fully understand the competencies that apply specifically to your role. Each of the competencies has three components: area of competence: the title or name of the competency; competency descriptor: the definition explaining what the competency means in practice; and competency indicators: examples showing what competence in this area looks like/is demonstrated. The framework outlines 10 competencies which are clustered into 2 sections; 6 behavioural competencies and 4 business skill competencies. Each area of competence has examples of how it might be demonstrated at different levels of management.
3 The competencies are intended to be discrete and cumulative; with each level building on the levels below i.e. Strategic Middle managers should demonstrate the attainment of the levels below. These indicators of behaviour and business skills are not designed to be exhaustive, but provide an outline and support understanding about what is required of a Middlesbrough Manager. Behaviours Management Levels There are four management levels identified within this framework, each delivering the competency indicators with varying levels of management responsibility and operational and/or strategic oversight. Management Level Reporting Line Front Line Manager Reports to a Level 3 Middle Manager Reports to a Level 2 Senior Manager Reports to an Assistant Director or Deputy Director Strategic Manager Reports to a Chief Executive or Director 1. Adapting to change 2. Accountability and responsibility 3. Working collaboratively 4. Delivering the right results 5. Thinking critically and acting decisively 6. Communicating and influencing effectively Business Skills 7. Finance 8. Business 9. Customer 10. People Operational / Strategic Oversight Operational responsibility for a discrete service or project Puts into practice the culture and strategic direction Operational responsibility for a service or function area Embeds culture and strategic direction Operational and strategic responsibility for a number of functions and or services within the Council and associated organisations or partnerships Promotes culture and strategic direction Overall strategic management and direction for a department or a number of key strategic services Develops culture and strategic direction
4 Behaviours Adapting to Change Accountability and Responsibility Working Collaboratively Delivering the Right Results Thinking Critically and Acting Decisively Communicating and Influencing Effectively
5 Adapting to change Continuously seeks out opportunities to create positive change, is responsive to, and helps others in understanding change.. Proactively drives a change culture. Considers, proposes and implements ideas for continuous improvement and innovation, whilst considering the impact of change in the short and long term at a cultural, political and economic level. Role-models positive acceptance that the organisation is evolving and that change is normal. Facilitates the change process, building resilience to change and ensuring employees have the tools and training to implement change. Encourages and fosters innovative and creative thinking, actively listening to ideas from employees, stakeholders and partners, and empowering implementation where appropriate. Takes a lead role in transforming culture through the implementation of policy and processes. Drives local and national change agendas and manages expectations across the Council and partner organisations. Provides definitive, clear direction to ensure that change is instigated, driven and implemented in line with the vision of the organisation. Seeks out ways to improve policy development and implementation to build a more flexible and responsive organisation. Ensures the reasons for, and benefits of change are clearly communicated, understood and accepted by employees, colleagues and stakeholders. Challenges resistance to change and ensures any barriers to change are identified, resolved or escalated accordingly. Provides and welcomes feedback from others about the impact of change; accepts constructive criticism to change and escalates when required. Learns from change and best practice; understands how this can be shared with the organisation. Ensures there is a consistent and fair approach to change.
6 Accountability and Responsibility Valuing responsibility and taking ownership for outcomes within own areas of work and encouraging others to do the same.. Motivates and ensures self and others are committed to and take responsibility to meet or exceed key performance indicators, objectives and milestones to time and budget. Takes accountability for service delivery outcomes and the success or failure of the team, ensuring credit is given when appropriate and establishes lessons learnt when required. Enables and empowers employees to take accountability and make decisions, providing advice and coaching when required whilst encouraging open discussion and embedding a no blame culture. Ensures employees have a clear understanding of how the achievement of their role contributes to the overall performance of the Council, whilst ensuring the parameters of roles are clear. Understands how local, regional and national political, environmental and economic developments will directly impact service delivery; and responds effectively to emerging issues. Guides on legislative compliance and interpretation of national policy; ensuring this is disseminated effectively. Accepts responsibility for service objectives and outcomes, monitoring performance to ensure any areas of concern are addressed immediately; encourages front line managers to do the same with their teams/projects. Devolves decision making to the appropriate level within their teams avoiding unnecessary bureaucracy. Creates opportunities for the Council to maximise its capability. Creates a culture where employees feel motivated and empowered to take personal ownership for their actions and responsibilities, and encourages bottom up feedback. Drives activities forward through others during challenging and changing times. Leads the strategic direction and priorities of the Council in line with the vision and values. Creates a culture of no blame and an environment that allows delegated authority. Creates a culture where employees feel empowered to exercise their professional judgement within the boundaries of their role.
7 Working Collaboratively Recognising the contribution of others and taking responsibility for positively managing working relationships, offering help and compromise where appropriate to achieve positive outcomes. Role-models joint working, encouraging open communication, information sharing and transparency across the Council, neighbouring authorities and partner organisations. Creates and maintains positive, professional and trusted working relationships with a range of stakeholders within and outside the organisation. Effectively uses professional networks to positively influence developments to bring about the best outcomes for the Council and its stakeholders. Encourages a culture where employees, elected members, customers, strategic partners and stakeholders feel they can give feedback and that this will be heard. Promotes cohesion and sharing of best practice across and within service areas. Challenges silo working. Negotiates and authorises partnership agreements; commissioning, collaboration and contracts, promoting the best approach for the best outcome. Establishes a culture of working towards one goal, delivering objectives through an inclusive and collaborative environment. Contributes to national discussions to change laws and remove barriers. Develops and maintains long term professional, internal and external networks, whilst also ensuring employees collaborate with these partnerships to meet shared goals. Respects professional expertise and uses this to maximise the working relationship. Understands the needs, agendas and drivers of relevant stakeholders and how these relate to service objectives. Engages with employees, elected members, customers, strategic partners and stakeholders in relevant decision making and change processes. Considers feedback when making decisions. Has confidence to manage conflict, issues and difficult conversations in an open and positive way. Welcomes and responds positively to challenge of their services, sees such a challenge as an opportunity to explore fresh thinking and improve.
8 Delivering the Right Results Understanding the bigger picture, prioritising activities to achieve results and deadlines.. Focuses on achieving measurable outcomes, realistically assesses progress towards these and is proactive in ensuring they are delivered effectively, on time and within budget. Recognises when standards or measurable outcomes have not been met and takes appropriate action to manage resources. Considers local and national agendas when providing a service and identifies obstacles that could threaten delivery. Understands and balances stakeholder needs and priorities, taking into account political and financial considerations. Uses a range of information sources to inform decisions. Has conviction and the flexibility to change agreed priorities when required and understands when reprioritisation is necessary. Promotes a culture of effective service delivery; demonstrates a clear vision of performance outcomes, accepting accountability for service performance. Maximises and manages available resources to deliver results, actively seeking ways to reduce costs. Makes best use of diverse talent, capabilities and technologies to achieve optimum results. Develops strategies to overcome potential problems that will threaten service delivery whilst taking advantage of potential opportunities. Establishes deliverables, priorities, objectives and service plans. Measures success in terms of positive impact on the Council objectives and wider community. Shapes service delivery to meet the local, regional and national priorities. Sets meaningful organisational and service performance measures including key performance indicators, objectives and milestones. Analyses resources and expertise required to achieve organisational objectives, proactively negotiating to access additional resources when required. Ensures processes are efficient to avoid duplication of activity or service. Develops a culture of performance delivery ensuring measurable outcomes are identified, cascaded, managed and met. Allocates resources to carry out the Council s core services, projects and schemes to time and budget. Works for the greater good of the organisation and instils pride in the organisation. Promotes and protects the reputation of the Council creating a sense of vision and pride.
9 Thinking Critically and Acting Decisively Asks challenging questions and sees the bigger picture. Plans, organises and makes intelligent decisions taking into account all relevant information and resources. Uses evidence, knowledge and quality assured analysis to support decisions and recommendations. Asks challenging questions and identifies potential issues; thinks through these in a logical and consistent way to create solutions. Uses professional awareness to acknowledge where and when it is appropriate to question decisions. Evaluates risk and mitigation with full consideration of inclusion and sustainability. Considers the bigger picture of the political, environmental and economic issues affecting employees, elected members, customers, strategic partners and stakeholders when making decisions within a range of policies and procedures. Effectively analyses and pragmatically weighs up complex or ambiguous information in order to make informed decisions when tackling challenging and highly complex situations. Assesses the strategic and political impact of actions and decisions both internally and externally. When necessary, makes difficult decisions which are in the best interests of the organisation. Takes a bird s eye view of the organisation s services; acting decisively to shape organisational strategy whilst considering impacting factors. Engages with relevant stakeholders, listening to expert input to consider a range of options before making decisions within the scope of own authority. Balances risk with taking action. Remains objective, and checks that personal biases do not impact on decision making. Uses professional judgement to decide when and whom to keep informed of decisions made. Makes intelligence based decisions that are in the best interests of the organisation.
10 Communicating and Influencing Effectively Communicates with clarity and conviction, using appropriate means to gain support, commitment and understanding.. Clearly communicates and conveys with conviction the vision, values and strategy of the organisation. Ensures employees understand what this means to them in practice. Communicates effectively with employees and stakeholders; appropriately tailoring information to suit the audience. Inspires and motivates others. Actively listens to opinions and views that may differ to own, reflects on these to inform decisions. Engages positively in debate with employees, elected members, customers, strategic partners and stakeholders and resolves issues constructively with positive outcomes. Communicates with conviction and clarity in the face of tough negotiations or challenges, uses multiple methods to influence when required, always seeking a positive outcome. Influences and quickly gains commitment and credibility with, elected members, customers, strategic partners and stakeholders obtaining mutually acceptable outcomes that promote the Council s interests and advance its agenda. Actively develops and raises the reputation of the Council creating a sense of vision and pride, whilst managing realistic expectations. Creates a culture where self awareness and emotional intelligence is valued. Promotes effective handling of information in line with legislation, corporate guidelines and organisational need. Communicates with honesty, integrity and respect, using face to face or telephone communication to save time and encourage understanding. Uses self awareness and emotional intelligence to influence positive outcomes. Recognises this in others when deploying tasks that may be sensitive. Role models the Middlesbrough Manager ethos and can do attitude.
11 Business Skills Finance Business Customer People
12 Finance Effective management of financial resources with a clear understanding of service delivery costs.. Is able to report on the current budget situation and understands what factors impact the bottom line. Forecasts effectively by understanding internal and external factors that will impact demand and supply across the service. Ability to generate income and benchmarks to evaluate value for money. Works within approved financial procedures and system controls. Interprets and manages financial and performance data in an accurate manner and in line with financial policy and process. Balances the priorities and benefits of different activities to consider how to achieve cost-effective outcomes for all stakeholders. Ensures services are based on need rather than available funding. Sources and negotiates access to external funds and grants. Understands the requirements of financial and contract regulations and how these fit into service provision. Escalates important information/issues that may impact upon the financial aspects of service delivery. Understands the financial position of the organisation and how the wider economic environment and national agendas impact on service provision. Drives a value for money culture, which balances demand for services with resource availability and cost-effectiveness. Develops robust long term financial plans for managers to work within. Contributes to strategic budget reviews. Leads strategic budget reviews and resource allocation exercises. Works collaboratively across boundaries to ensure the organisation maximises its strategic objectives within resource availability. Contributes to the Council wide budget setting process. Understands and demonstrates value for money, ensuring that the Council is not exposed to any unnecessary financial risk. Reinforces the promotion of financial responsibility with front line managers and employees.
13 Business Develops business plans in line with legislation as well as national, strategic (partnership) and organisational priorities, setting and delivering realistic outcomes using organisational business intelligence tools and appropriate risk management processes. Recognises when commercial arrangements are not being delivered to the required level of quality standards and takes appropriate action; provides business solutions in a costeffective, integrated way that meets statutory and organisational needs. Understands the external drivers affecting the service function which are outside of the Council s remit, including legislative and political issues. Understands the risks associated with making business decisions and how to develop a compelling business case. Escalates when required. Uses appropriate risk management techniques to effectively identify, analyse and mitigate risks without being risk averse. Ensures services are planned with a focus on customers, suppliers, partners, appropriate resources and finance. Develops robust fully costed business cases with risks and mitigations of actions identified. Manages a culture of compliance with Middlesbrough systems and processes. Takes calculated risks to make changes that add value and are in the best interests of the organisation. Allocates human and financial resources appropriately when developing business plans. Makes business decisions within legal and political parameters, operating within supply and demand constraints. Commissions services through the development of strong commercial relationships with delivery partners ensuring value for money and cost efficiency. Adopts a risk based approach to both organisational and service planning. Influences and has in-depth insight about the current and future political, economic and environmental developments; taking opportunities to stimulate economic growth. Has in-depth knowledge and understanding of wider issues and its effect on the Council s business. Promotes and embeds risk management approaches across the Council and partnership organisations, encouraging wellmanaged risk taking.
14 Customer Understands and provides a customer centric focused service that meets customer s needs.. Understands who the customer is, what services they require and the most effective way to deliver these within allocated resources. Delivers in line with service policies and processes promoting one Council. Looks for opportunities to improve the quality of customer service and provision. Encourages all employees to manage customer expectations. Delivers a positive customer experience regardless of outcome. Keeps all key stakeholders (colleagues, customers, strategic partners) appropriately informed of on-going plans and potential future developments. Manages the balance between customer needs and resources. Uses understanding of the political, environmental and economic position to manage customer and community expectations of service provision. Develops systems to gather feedback from customers about the service identifying areas for improvement. Ensures benchmarking activities are undertaken across the service function to inform best practice, performance improvements and service delivery. Analyses the quality and standard of customer service delivered. Recognises how strategic direction will impact on internal and external customers. Anticipates evolving customer needs. Ensures strategies are developed from the customer s point of view, whilst managing expectations. Creates a supportive culture for employees when dealing with difficult customers. Prioritises resources in line with customer needs and available budget. Creates a customer service culture that ensures customer needs are met and delivered within a costeffective delivery model. Creates strategies that are influenced by current, valid and representative customer information, whilst having the flexibility to change strategies if and when appropriate. Actively seeks to connect with disengaged customer groups. Understands when and why difficult customer issues occur and ensures that the reason is identified and dealt with effectively. Undertakes activities that build trust and confidence with stakeholders by showing an awareness of their needs and priorities.
15 People Provides effective leadership, harnesses own and others skills and expertise through talent management and development, workforce planning, inclusion and succession planning to ensure individual and team performance meets the Council s current and future objectives. Demonstrates effective personal leadership, enabling others to do the same. Leads from the front being visible to employees; empowers, enables and motivates others to fulfil their potential. Utilises employee talent effectively and deals with poor performance and unacceptable behaviour quickly and effectively. Fosters continuous learning; proactively managing own and others performance and development. Coaches and mentors in order to develop talent. Reflects and evaluates own effectiveness, learning from experience. Ensures that individual and organisational development opportunities are fully exploited in order to enhance own and organisational capability. Ensures appropriate mechanisms are in place to provide workforce flexibility and resilience. Promotes learning and development and career management for all employees. Motivates and creates an environment of advice, guidance, transparency and approachability. Ensures employees receive appropriate training, learning, development and resources to perform. Creates a culture of performance management and capability to deliver services. Uses the most effective methods for measuring organisational performance, ensuring managers are clear about the performance management processes and their responsibility within it. Creates flexible workforce plans that are adaptable to changes in the national, regional and local environment. Champions the strategic importance of people, emotional intelligence, talent management and development; building a strong culture of continuous learning and knowledge sharing. Champions positive performance management and succession planning by developing a culture of talent management. Creates and leads a culture of inclusion and respect. Ensures all employees are treated with respect and valued for their contribution.