Global Fund Competency Behaviors by Organisation Level 2016

Size: px
Start display at page:

Download "Global Fund Competency Behaviors by Organisation Level 2016"

Transcription

1

2 Senior Manager (examples: Division Head, Department Head, Regional manager) Core Expertise Scope Applies both professional and management skills effectively and promotes processes and systems to encourage knowledge and skills transfer across functions and with partners. Significant gaps in skill and knowledge limit effectiveness in delivering results or working with complexity. Resists or ignores the necessity for keeping skills up-to-date or developing. Often does not share knowledge when it is appropriate to do so. Personal Effectiveness Some gaps in skill and knowledge limit effectiveness and scope. Needs to be reminded or instructed to keep skills up-to-date or developing. Does not take opportunities to facilitate new professional solutions. Does not prioritise knowl edge sharing when it is appropriate to do so. Has all core expertise or skills necessary for role to achieve goals and facilitate the performance of the organisation. Seeks opportunities to develop expertise and skills without prompting. Maintains knowledge of relevant professional products and processes. Develops and promotes processes and systems to encourage knowledge and skill transfer. Applies own expertise to make improvements for the benefit of the organisation. Develops excellent professional skills that contribute to wide credibility. Invests in systems for knowledge sharing across the function. Uses expertise to look for, experiment with and actively contribute new ideas, methods or processes to achieve organisation-level improvements. Develops leading-edge professional skills. Prioritises systems for knowledge sharing across the organisation and with partners. Scope: Takes difficult decisions, facilitates innovation and maintains ethical standards ensuring that the organisation succeeds in challenging, complex, and ambiguous circumstances. Does not accept or implement necessary changes, blocks change. Is frequently late with decisions and/ or analysis is poor, negatively affecting the wider function. Generates a culture of anxiety or pessimism that has a serious impact on the mood internally or in external partners. Often ignores ethical practice or acts with prejudice against individual(s). Is reluctant to introduce changes to organisational practices. Is sometimes late with decisions or analysis is incomplete, inhibiting functional performance. Sometimes speaks in such a way that generates anxiety or pessimism within the group or externally. Is unaware of ethical practice or acts with prejudice against individual(s). Constructively challenges current thinking, enabling teams and groups to innovate and experiment. Takes effective strategic decisions, handling ambiguity and complexity well. Strikes a balanced culture where the focus is on results and where individuals and teams are recognised, respected and supported so that they can deliver confidently, taking pride in their contribution rather than working under stress. Decisions and actions always meet the highest levels of ethical practice even when the situation is exceptionally personally challenging. Thinks laterally and constructively challenges current thinking. Takes effective strategic decisions, handling ambiguity and complexity well under stressful circumstances. Supportive and encouraging style helps many groups within the Fund to respond optimistically and realistically to challenging circumstances. Challenges intolerance and unfairness and generates trust in organisation s ethical standards. Is acknowledged across the organisation for innovative thinking. Takes effective strategic decisions, in complex external environments. Creates an optimistic and positive culture that enhances the reputation of the Global Fund externally and positively impacts on partner organisations. Is acknowledged outside the organisation for integrity and ethical practice.

3 Senior Manager (examples: Division Head, Department Head, Regional manager) Project Management Scope: Anticipates, and plans strategic projects including the transition from a project approach to operationalization and sustainability of the gains/ results to deliver operational excellence. Fails to plan the wider project effectively so is frequently surprised by issues that could have been foreseen and avoided, and this negatively affects the project team. Responds inappropriately when change occurs and actions negatively affect the wider project team s capability to deliver. Ignores the needs and opinions of stakeholders, diminishing the capability of the wider project team in this area. Takes limited responsibility for progressing wider project team performance e.g. in areas managed through a matrix not directly. Some gaps in planning lead to issues for self and the project team that could have been foreseen and avoided. Is slow to anticipate change and may appear reluctant to help the wider project team adapt their efforts and approaches so they are disadvantaged. Shows some reluctance to acknowledge the opinions of or meet the needs of stakeholders, setting a poor example for the wider project team. Does not effectively or constructively monitor the wider project team so necessary performance improvement is not achieved. Effectively plans strategic functional projects and extensive budgets using best practice methodology. Negotiates, defines and communicates strategic objectives with measures (KPIs) that can be effectively integrated into or are already part of the governance and operating practice of the organisation to encourage alignment and collaboration and reduce bureaucracy. Implements strategic organisational change ensuring processes are effective, well structured and implemented so as to deliver large scale strategic projects and initiatives. Manages executive and board level stakeholders who have significance internationally and sets organisational policy for stakeholder management, ensuring it takes place in line with the Global Fund mission, values, policies, and governance. Monitors strategic projects, forecasts wisely to ensure organisational resources are effectively used and communication of priorities is appropriate across functions, and takes action to ensure priorities, strategic plans and goals are realised. Role models the use of leading edge project management tools and approaches that streamline the activity for the function or across several areas. Role models the use of leading edge change management tools and approaches that contribute to the success of strategic changes. Successfully manages highly contentious stakeholder relationships on behalf of the Fund, bringing the relationships to a manageable level so engagement can be planned and managed well. Shows strategic insight into long-term problems that might affect delivery so corrective action is anticipated and implemented and deadlines and quality achieved when they would have otherwise been threatened. Effectively plans strategic functional projects with extensive external involvement and the possibility of enhancing or risk of damaging the Global Fund s reputation. Successfully implements strategic organisational change that has extensive external visibility and the possibility of enhancing or risk of damaging the Global Fund s reputation. Successfully manages highly contentious and internationally significant stakeholders on behalf of the Fund contributing to a wide section of the Fund s work and achievements. Drives the organisation forward by maintaining morale and confidence in large groups involved when forecasting and monitoring performance across a large part of the Fund.

4 Senior Manager (examples: Division Head, Department Head, Regional manager) Working with Others Scope: Demonstrates respect even in difficult situations, builds good relationships with peer leaders and facilitates collaborative working with other areas of the organisation and externally. RELATIONSHIPS Creates some barriers damaging some important relationships. Is often perceived as uncooperative by groups or peers, working in isolation from others or withholding support. Often blames colleagues, employees, external bodies or people. Demonstrates disrespect or lack of consideration of others, maintaining s/he is right and they are wrong. Speaks critically of others dismissing their ideas and not listening. Has some difficult relationships with own peers and does not prioritise relationships with other parts of the organisation. Inhibits collaboration e.g. by unreasonably prioritising own function s goals. Sometimes unfairly blames others or other groups. Sometimes appears disrespectful of others or demonstrates a lack of consideration e.g. forgets to consult others, ignores their ideas, opinions and feelings, unaware or ungrateful for help. Builds trust based relationships for the organisation and generates opportunities for relationship building with strategic partners. Pro-actively brings people together across internal and external groups to find common goals, joint solutions to issues and to resolve conflict in politically sensitive situations. Always treats others with respect and consideration in a way that serves as a visible external and organisational benchmark. Promotes a culture of resolving a problem, rather than blaming. Consistently highlights the importance of strong relationships as a way of working and is a role model to others of achieving this. Creates collaborative, win-win goals between different parts of the organisation and with partners. Encourages networks across the organisation and with partners. Treats others with respect and consideration in a way that serves as a benchmark for others outside own department. Is recognised as the initiator of supportive external relationships that underpin the success of the Global Fund s work. Is recognised for diplomatically addressing conflicts and challenges with external bodies and achieving a resolution. Treats others with respect and consideration in a way that serves as a benchmark for others across the organisation and externally.

5 Senior Manager (examples: Division Head, Department Head, Regional manager) Global Fund Mindset Scope: Sets ethical standards for and acts as an ambassador for the Global Fund at all times, ensuring that others internally and externally do so as well. Demonstrates poor judgement that fails to identify or balance risk and impact within the function s area of accountability. Ignores ethical practices. Is careless with the organisation s resources leading to unnecessary waste or expense in the organisation. Struggles to exercise good judgement that identifies and balances risk and impact e.g. too risk averse, limiting decision-making in complex situations or unaware of some ethical practices. Generates some unnecessary waste in resources or expense. Exercises sound judgement and correctly seeks a balance between impact, risk mitigation and appropriate Differentiation that all affect the function s accountability and resourcing. Takes responsibility for the effect the organisation has on others in difficult circumstances, balancing risks to ethical standards from conflicts of interest. Sought out for excellent judgement in identifying and seeking a balance between impact, risk mitigation and appropriate Differentiation that affect the function s accountability and resourcing. Develops ethical standards and governance relevant to own function and ensures that the function follows standards at all times. Leads the organisation s decision making in complex situations requiring excellent judgement in identifying and seeking a balance between impact, risk mitigation and appropriate Differentiation that affect accountability and resourcing Develops ethical standards and governance that operate externally and ensures that the organisation follows standards at all times. Demonstrates indifference to Global Fund s core mission. Silo thinking inhibits others from properly contributing to the Global Fund. Puts own perceived entitlement before the good of the organisation. People Leadership Demonstrates scepticism about the Fund s core mission. Speaks critically about the organisation to external people. Rarely contributes to the Global Fund outside of role, missing opportunities to enhance its reputation. Shares passion about the Fund s core mission across the organisation and externally. Pro-actively contributes to the reputation of the Global Fund outside of role generating a positive impact on external organisations and communities. Inspires others to be passionate about the Global Fund s core mission. Makes a significant contribution to the reputation of the Global Fund in external organisations and communities. Scope: Creates a strategic vision and the right culture to inspire others to succeed; drives skills development for the organisation. Inspires external bodies to be passionate about the Global Fund s core mission. Makes a significant and lasting contribution to reputation of the Global Fund in external organisations and communities. Actions negatively affect the commitment, motivation or effectiveness of an individual or team. Not able to inspire or influence others to follows their ideas or vision. Actions contradict the Values and set a poor example. Takes no responsibility for progressing team performance. Does not develop the skill base even in the function. Does not inspire or create a vision. Struggles to inspire or influence others to follow their ideas or vision. Some actions contradict the Values. Avoids addressing performance improvement situations. Management support or action is ineffective or wrongly timed. Provides unconstructive feedback or avoids providing feedback, or helping to develop others. Creates a strategic vision and culture, makes the vision personal to inspire people and translates strategy. Communicates, negotiates and influences within a complex and challenging environment. Behaves constructively during difficult times, supportively addressing employee concerns, and encouraging constructive reviewing, rather than blaming. Develops a framework for achieving the strategy, sets and manages the appropriate goals and critical success factors. Drives skills development for the organisation. Understands the organisation s strengths, weaknesses, culture and structure and uses this to develop a compelling vision and strategy and principles. Successfully plans communication and influencing to handle ambiguity. Is a role model, epitomises Values in all behaviors, is widely respected as a good leader. Develops KPIs that are aligned across functions and complement collaboration. Builds a learning organisation where development is embedded. Builds and communicates the organisation identity, spirit, values, morale and pride. Applies different influencing techniques to achieve significant outcomes for the organisation. Viewed as an inspiring, influential, visionary leader and role model both within and outside the Global Fund. Develops strategy that drives the organisation forward. Ensures talent management and people processes complement strategy.

6 Manager (examples: Senior/Fund Portfolio Manager, Regional Finance Manager, Manager Legal, Manager Procurement & Supply Management, Audit Manager) Core Expertise Scope: Applies both professional and management skills effectively and facilitates knowledge acquisition and sharing for the team. Significant gaps in skill and knowledge limit effectiveness in delivering results or improving working methods. Resists or ignores the necessity for keeping skills up-to-date or developing. Often does not share knowledge when it is appropriate to do so. Personal Effectiveness Some gaps in skill and knowledge limit effectiveness and scope. Needs to be reminded or instructed to keep skills up-to-date or developing. Does not take opportunities to contribute to new solutions. Sometimes does not share knowledge when it is appropriate to do so. Has all core expertise or skills necessary for role to achieve goals and facilitate the performance of the team. Seeks opportunities to develop expertise and skills without prompting. Maintains knowledge of relevant professional products and processes. Seeks opportunities to facilitate knowledge sharing within the team without prompting. Has credibility, is recognised internally as a knowledgeable professional or manager and is consulted outside team or department. Develops excellent professional skills that contribute to wide credibility. Develops and promotes processes and systems to encourage knowledge and skill transfer. Facilitates knowledge sharing across teams. Applies own expertise to make improvements for the benefit of the organisation. Develops leading-edge professional skills. Invests in systems for knowledge sharing across teams. Scope Helps the team deliver effectively and with integrity, facilitates good analytical thinking so the team delivers good, ethical decisions, and encourages innovation. Does not accept or implement necessary changes, blocks change. Is frequently late with decisions and/ or analysis is poor, negatively affecting the team. Generates anxiety or pessimism that has a serious impact on the mood of the team. Often ignores ethical practice or acts with prejudice against individual(s). Is reluctant to introduce changes to functional practices. Is sometimes late with decisions or analysis is incomplete, inhibiting team performance. Sometimes speaks in such a way that generates anxiety or pessimism within the team. Is unaware of ethical practice or acts with prejudice against individual(s). Encourages the team(s) to develop innovative solutions, adapting and applying models models from outside the functional area to improve performance and develop ideas. Remains positive and takes difficult decisions promptly so that the team achieves. Maintains constructive relationships even under stressful conditions, manages own stress levels well and helps others to maintain a positive mindset. Acts as a role model for integrity and rewards the integrity of others. Encourages cross-functional innovative solutions. Remains positive and takes difficult decisions promptly so that the team succeeds in complex or stressful situations. Maintains constructive relationships even under stressful conditions, manages own stress levels well and helps others to maintain a positive mindset. Sets an excellent example of integrity and ethical practice across teams. Drives innovative thinking across groups. Takes effective strategic decisions, handling ambiguity and complexity well. Strikes a balanced culture where the focus is on results and where individuals and teams are recognised, respected and supported so that they can deliver confidently. Is acknowledged across teams for integrity and ethical practice.

7 Manager (examples: Senior/Fund Portfolio Manager, Regional Finance Manager, Manager Legal, Manager Procurement & Supply Management, Audit Manager) Project Management Scope: Effectively plans and reviews significant projects, maintaining delivery even in uncertain and ambiguous circumstances. Fails to plan the project effectively so is frequently surprised by issues that could have been foreseen and avoided, and this negatively affects the project team. Some gaps in planning lead to issues for self and the project team that could have been foreseen and avoided. Effectively creates, prioritises and manages programmes of work and the implementation of significant plans across departmental boundaries, managing substantial resources and budgets well. Considers the impact of current and future external trends and sets objectives and measures that are aligned to strategic goals. Effectively plans, reviews and delivers critical activities, resources and budgets in highly complex circumstances. Effectively plans strategic functional projects and extensive budgets using best practice methodology. Negotiates, defines and communicates strategic objectives with measures (KPIs) that can be effectively integrated into or are already part of the governance and operating practice of the organisation so do not add bureaucracy. Responds negatively to change and does not support the project team when change occurs, affecting their capability to deliver. Is slow to accept change and may appear reluctant to help the project team adapt their efforts and approaches so they are disadvantaged. Manages functional change initiatives well, aligning demands with other Global Fund initiatives. Manages functional change initiatives so as to facilitate the delivery of the change in a way that constructively benefits own and other areas. Implements strategic organisational change ensuring processes are effective, well structured and implemented so as to deliver large scale strategic projects and initiatives. Ignores the needs and opinions of stakeholders, diminishing the capability of the project team in this area. Shows some reluctance to acknowledge the opinions of or meet the needs of stakeholders, setting a poor example for the project team. Understands the complexities of all stakeholders, prioritises and communicates their importance to the wider project team, supports the group in managing their expectations and resolving differences, formalises communication via an agreed Communication Plan. Supports the project team in handling highly contentious stakeholder relationships and meetings effectively, bringing the relationships to a manageable level so engagement can be planned and managed well. Manages internationally significant stakeholders and sets organisational policy for stakeholder management, ensuring it takes place in line with the Global Fund mission, values, policies, and governance. Takes limited responsibility for progressing project team performance. Does not effectively or constructively monitor the project team so necessary performance improvement is not achieved. Monitors complex projects to ensure multiple resources within a matrix structure are effectively used and takes action to ensure priorities, strategic plans and goals are realised. Accurately forecasts critical performance appropriately judging the organisational context. Is insightful in forecasting and monitoring progress in ambiguous and problematic situations so problems are avoided and deadlines and quality achieved when they would have otherwise been threatened. Monitors strategic projects, forecasts wisely to ensure organisational resources are effectively used and communication of priorities is appropriate across functions, and takes action to ensure priorities, strategic plans and goals are realised.

8 Manager (examples: Senior/Fund Portfolio Manager, Regional Finance Manager, Manager Legal, Manager Procurement & Supply Management, Audit Manager) Working with Others Scope: Ensures that the team works collaboratively with each other and with other teams, resolving conflict within and across teams and groups. Creates some barriers damaging some important relationships. Is often perceived as uncooperative by groups or peers, working in isolation from others or withholding support. Often blames colleagues, employees, external bodies or people. Demonstrates disrespect or lack of consideration of others, maintaining s/he is right and they are wrong. Speaks critically of others dismissing their ideas, overruling their contribution and not listening. Global Fund Mindset Has some difficult relationships with own peers and does not prioritise relationships with other parts of the organisation. Discourages the team from working with others e.g. by unreasonably withholding resources. Sometimes unfairly blames others or other groups. Sometimes appears disrespectful of others or demonstrates a lack of consideration. Sometimes forgets to consult others or ignores their ideas, opinions and feelings, unaware or ungrateful for their help. Builds trust based relationships with both internal and external partners, ensures the team builds relationships within the team and with other teams. Makes team aware of the needs of other groups and encourages them to meet those needs whilst presenting their own needs assertively and confidently, so differences can be resolved. Always shows others respect and consideration in a way that serves as a visible benchmark for the team. Speaks positively about other teams encouraging others to trust them and resolve problems, rather than blaming. Sets an example of strong working relationships with own peers and generates opportunities for relationship building for the team with other teams. Pro-actively brings people together across groups to find solutions to issues. Resolves conflict across teams and groups. Treats others with respect and consideration in a way that is a benchmark for others in the team. Maintains commitment to values and standards even in difficult situations. Consistently highlights the importance of strong relationships as a way of working and is a role model to others of achieving this. Creates collaborative, win-win goals between different parts of the organisation. Encourages networks across the organisation and with partners. Treats others with respect and consideration in a way that is a benchmark for others outside own team across the organisation. Scope: Sets a positive example to others, across functions and externally, of commitment, good judgment and of acting in the interests of the Global Fund at all times, ensuring that others within the team do so as well. Demonstrates poor judgement that fails to identify or balance risk and impact within the team s area of accountability. Ignores ethical practices. Is careless with the organisation s resources leading to unnecessary waste. Demonstrates indifference to Global Fund s core mission. Prevents the team from properly contributing to the Global Fund. Puts own perceived entitlement before the good of the organisation. Struggles to exercise good judgement that identifies and balances risk and impact e.g. unaware of some ethical practices. Generates some unnecessary waste in resources. Demonstrates scepticism about the Fund s core mission. Unfairly criticises the organisation. Rarely contributes to the Global Fund outside of role, missing opportunities to enhance its reputation. Exercises sound judgement and correctly seeks a balance between impact, risk mitigation and appropriate Differentiation that all affect the team s accountability and resourcing. Communicates ethical standards and governance relevant to own team and ensures that the team follows standards at all times. Demonstrates passion about the Fund s core mission through behaviors and commitment that positively affects others and changes events and outcomes for the better. Speaks positively about the organisation as a means to resolve conflicts Pro-actively contributes to the reputation of the Global Fund outside of role generating a positive impact for the organisation. Exercises excellent judgement to identify and seek a balance between impact, risk mitigation and appropriate Differentiation that affect the team s area of accountability. Takes responsibility for the effect the organisation has on others in difficult circumstances, balancing risks to ethical standards from conflicts of interest. Shares passion about the Fund s core mission within the team and externally. Makes a significant contribution to the reputation of the Global Fund outside of role generating a very positive impact for the organisation. Sought out for excellent judgement in identifying and seeking a balance between impact, risk mitigation and appropriate Differentiation that affect the team s area of accountability. Develops ethical standards and governance relevant to own team and ensures that they follow standards at all times. Inspires others to be passionate about the Global Fund s core mission. Makes a significant and lasting contribution to the reputation of the Global Fund outside of role generating a sustainably positive impact for the organisation.

9 Manager (examples: Senior/Fund Portfolio Manager, Regional Finance Manager, Manager Legal, Manager Procurement & Supply Management, Audit Manager) People Leadership Scope: Provides clear direction that others follow and helps the team to be successful, using different leadership styles to generate confidence and manage the performance and development of others. Actions negatively affect the commitment, motivation or effectiveness of an individual or team. Not able to inspire or influence others to follows their ideas or vision. Actions contradict the Values and set a poor example. Takes no responsibility for progressing team performance. Avoids providing feedback or helping others to perform or develop and/ or provides unhelpful feedback. Struggles to inspire or influence others to follow their ideas or vision. Some actions contradict the Values. Does not clarify direction or constructively motivate the team. Avoids addressing performance improvement situations. Management support or action is ineffective or wrongly timed. Provides feedback or advice only when asked. Is able to inspire and influence others to follow their ideas or vision. Builds and motivates a team to make best use of members abilities, balancing task/ people. Helps the team create and operate consistent Values, and handles strong personalities, stimulating constructive reviewing, rather than blaming. Provides clear direction, roles and responsibilities and empowers others. Provides constructive upward feedback, holds the team accountable, solves team performance problems and handles performance improvement situations well. Takes the initiative to help others develop providing regular feedback, and development. Demonstrates confidence and trust in others, builds team goals, identity, spirit. Plans and adapts approach, using different leadership or influencing styles to manage performance or conflict. Is widely respected as a good leader, modeling Values consistently. Clearly interprets KPIs and targets, aligning them to roles and responsibilities. Helps unblock problems in performance and personal blockages to development. Builds a highly motivated and engaged team during difficult circumstances. Viewed as an inspiring influential and visionary manager and role model. Inspires trust in Global Fund values. Uses KPIs and targets to constructively drive team improvement. Sought out as a mentor to help individuals and teams reach their career and performance potential.

10 Technical Specialist (examples: Senior Specialist (Monitoring, Procurement etc.), Investigator, Senior Advisor, Auditor, Legal Officer, Finance Officer) Core Expertise Scope: Works across a broad functional scope; sets an example of professional skills, knowledge and standards for the function. Facilitates knowledge sharing for the function. Significant gaps in skill and knowledge limit effectiveness in delivering results or improving working methods. Resists or ignores the necessity for keeping skills up-to-date or developing. Often does not share knowledge when it is appropriate to do so. Personal Effectiveness Some gaps in skill and knowledge limit effectiveness and scope. Does not take opportunities to contribute to new solutions. Needs to be reminded or instructed to keep skills up-to-date or developing. Sometimes does not share knowledge when it is appropriate to do so. Has all core expertise or skills necessary for role to ensure project deliverables are realistic and are met. Improves day-to-day working practices by applying skills, knowledge and experience. Uses role related expertise to develop new solutions. Carries out tasks at an advanced skill level. Keeps up with new developments and looks for practical applications of the latest advances in own area of expertise. Seeks opportunities to share expertise or skills between teams and departments without prompting. Uses job related skills and knowledge to define best practice. Has credibility, is recognised internally as an expert and is consulted as a resource outside team or department. Develops excellent professional skills that contribute to wide credibility. Contributes to or delivers learning events as a subject matter expert. Develops and promotes processes and systems to encourage knowledge and skill transfer. Sets leading-edge professional standards for the organisation. Applies own expertise to make improvements for the benefit of the organisation. Has credibility, is recognised externally as an expert, defines best practice and is consulted as a resource outside the organisation. Develops leading-edge professional skills. Uses a network of relationships to develop expertise, gain information and benchmark external practices. Scope: Works effectively within own specialist area, is innovative, resilient and ensures ethical practice. Does not accept changes to functional practices. Is frequently late with decisions, decisions are too short-term in focus and/or analysis is poor. Always gives up when the situation calls for extra effort, speaks in a way that brings down the mood of the group. Often ignores ethical practice or acts with prejudice against individual(s). Is reluctant to accept changes to functional practices. Is sometimes late with decisions, decisions are too short-term in focus and/or analysis is incomplete. Sometimes gives up in situations where extra effort or tenacity is required, this could negatively affect colleagues. Is unaware of ethical practice or acts with prejudice against individual(s). Grasps big picture issues, anticipates and stays up-to-date with new technology/ functional trends and generates creative solutions within the function. Looks ahead to consider longer term implications of a decision, applies good, systematic, analytical thinking to functional decisions, explains decisions clearly Responds to tough challenges, is prepared to move out of comfort zone. Acts as a role model for integrity, influencing ethical decision making within specialist area. Produces and designs innovative solutions for the function. Is generally decisive and applies good analytical thinking to complex functional decisions, taking a long-term perspective. Maintains constructive relationships even under stressful conditions, manages own stress levels well and helps others to maintain a positive mindset. Sometimes sets an excellent example of integrity that influences across functions and sets functional standards of ethics. Consistently leads innovative cross-functional solutions on behalf of the function. Applies complex analytical thinking to deliver difficult functional decisions that require a strategic approach. Generates an overall positive mindset that is infectious to colleagues outside the function, helping others to remain optimistic even under very stressful conditions. Consistently sets an excellent example of integrity impacting across functions and sets functional standards of ethics.

11 Technical Specialist (examples: Senior Specialist (Monitoring, Procurement etc.), Investigator, Senior Advisor, Auditor, Legal Officer, Finance Officer) Project Management Scope: Effectively plans and reviews projects involving other people; maps stakeholders and engages them throughout the whole project lifecycle, explains changing priorities to others and enables them to respond well. Is slow to act and personal time management is poor and affecting the ability of others to deliver. Has some difficulties with time management; can appear disorganised, affecting the ability of others to deliver. Prioritises tasks and use of resources e.g. runs effective meetings/communications so as to reliably meet deadlines. Prioritises critical projects involving significant functional resources, reliably meets deadlines and runs contentious meetings effectively Consistently delivers critical projects requiring complex planning, handling ambiguity and involving significant functional resources. Fails to plan work effectively so is frequently surprised by issues that could have been foreseen and avoided, and this negatively affects others. Responds negatively to change and does not reprioritise when change occurs, affecting the work of others. Some gaps in planning lead to issues for self and others that could have been foreseen and avoided. Is slow to accept change and may appear reluctant to reprioritise efforts and approaches so others are disadvantaged. Effectively prepares and plans for situations that affect others, identifying drivers, constraints, interdependencies, goals, accountabilities, tasks, measures and deadlines for others and building these into the plan; communicates decisions and what resources are available. Explains the functional context for change to others and encourages them to accept it, minimises the effect of change on delivery by building in and employing back-up plans. Prioritises and plans work in such a way that often achieves increased productivity within the team e.g. clarifies levels of authority, gives relevant information and supports those carrying out delegated tasks. Has taken a lead in managing a functional change initiative, aligning demands in the team so the change is successful. Effectively creates, prioritises and manages programmes of work and the implementation of significant plans across departmental boundaries, managing substantial resources and budgets well. Manages functional change initiatives well, aligning demands with other Global Fund initiatives. Ignores the needs and opinions of stakeholders. Shows some reluctance to acknowledge the opinions of or meet the needs of stakeholders. Identifies and involves all stakeholders throughout, clarifying their expectations and resolving differences, keeping them up to date using a well-structured Communication Plan. Helps others to understand stakeholders, clarifying and explaining their expectations so differences are avoided, keeping the team up to date using a well-structured Communication Plan. Understands the complexities of all stakeholders, prioritises and communicates their importance to the wider team, supports the group in managing their expectations and resolving differences, formalises communication via an agreed Communication Plan. Complains about targets to others and does not encourage others to try to achieve them. Does not follow progress within the function and takes limited appropriate corrective action when delays arise. Monitors completion and quality of others work and takes corrective action to ensure priorities are met, using systems software and paper-based - to manage resources and maximise efficiency, working effectively within a matrix structure. Works extremely well within the matrix structure and is able to take corrective action to integrate and achieve deadlines and tasks even where there is some ambiguity caused by it. Monitors complex projects to ensure multiple resources within a matrix structure are effectively used and takes action to ensure priorities, strategic plans and goals are realised.

12 Technical Specialist (examples: Senior Specialist (Monitoring, Procurement etc.), Investigator, Senior Advisor, Auditor, Legal Officer, Finance Officer) Working with Others Scope: Works well across a network of contacts and sets an example of cooperation for the function, involving others and understanding what is important to other groups. Breaks trust with others, damaging some relationships that are important to the function s success. Is often perceived as uncooperative by groups who need to work with the function, working in isolation from others, withholding functional support. Often blames colleagues and members of other groups or teams. Demonstrates disrespect or lack of consideration of others, maintaining s/he is right and they are wrong. Dismisses the ideas of others, overruling their contribution and not listening or speaking critically of others contribution. Global Fund Mindset Struggles to develop strong relationships with those who interact with the function. Shows some reluctance to cooperate with others to find solutions to issues. Sometimes unfairly blames others or other groups. Does not always share ideas, or offer support and help when it is needed. Sometimes appears disrespectful of others or demonstrates a lack of consideration. Sometimes forgets to consult others or ignores their ideas, opinions and feelings, appears ungrateful for others help. Builds trust based relationships with both internal and external groups and partners and contributes to a good functional network. Takes into account the impact on other areas when taking decisions or actions, accepts others contribute differently and have varied values, needs, political positions and goals; builds on others contribution. Always treats others with respect and consideration even in difficult circumstances, focusing on resolving a problem, rather than blaming others. Considers the impact of own behavior on others and changes own views and behavior accordingly. Builds trust based relationships that are based on a good understanding of the roles of other parts of the organisation and external partners. Pro-actively involves others to find common goals and solutions and find new ways of working collaboratively. Generates ways of improving communication with other groups. Treats others with respect and consideration in a way that is a benchmark for others. Consistently demonstrates an understanding of what is important to others and factors this into decisions. Fosters relationship building across the function and with a wide range of other groups. Pro-actively brings people together across groups to find solutions to issues. Resolves conflict across teams and groups. Generates mechanisms for working across teams. Treats others with respect and consideration in a way that is a benchmark for the function. Maintains commitment to values and standards even in difficult situations. Scope: Sets a positive example to others, within the team and externally, of commitment, good judgment and of acting in the interests of the Global Fund at all times. Demonstrates poor judgement that fails to identify or balance risk and impact within the team s area of accountability. Ignores ethical practices. Is careless with the organisation s resources leading to unnecessary waste. Demonstrates indifference to Global Fund s core mission. Prevents the team from properly contributing to the Global Fund. Puts own perceived entitlement before the good of the organisation. Struggles to exercise good judgement that identifies or balances risk and impact e.g. unaware of some ethical practices. Generates some unnecessary waste in resources. Demonstrates scepticism about the Fund s core mission. Unfairly criticises the organisation. Rarely contributes to the Global Fund outside of technical area, missing opportunities to enhance its reputation. Exercises sound judgement to identify, then correctly seek a balance between impact and risk mitigation in own function. Is aware of ethical standards and governance relevant to own professional area and follows standards at all times. Demonstrates passion about the Fund s core mission through behaviors and commitment that positively affects colleagues. Speaks positively about the organisation, especially when difficulties arise. Pro-actively contributes to the reputation of the Global Fund outside of technical area generating a positive impact for the organisation. Exercises excellent judgement to identify and correctly seek a balance between impact and risk mitigation. Communicates ethical standards and governance relevant to own professional area and follows standards at all times. Shares passion about the Fund s core mission within the function and externally. Makes a significant contribution to the reputation of the Global Fund outside of technical area generating a very positive impact for the organisation. Sought out for excellent judgement in identifying and correctly seeking a balance between impact and risk mitigation. Develops ethical standards and governance relevant to own function and ensures that others follow standards at all times. Inspires others to be passionate about the Global Fund s core mission. Makes a significant and lasting contribution to the reputation of the Global Fund outside of technical area generating a sustainably positive impact for the organisation.

13 Technical Specialist (examples: Senior Specialist (Monitoring, Procurement etc.), Investigator, Senior Advisor, Auditor, Legal Officer, Finance Officer) People Leadership Scope: Acts constructively, sets a positive example through own behavior and actions and supports colleagues in the function to perform well. Discourages or is pessimistic about likely success. Not able to inspire or influence others to follow their ideas Sometimes appears unsure and lacking in confidence. Struggles to motivate, inspire or influence others to follow their ideas. Is able to inspire and influence others to follow their ideas. Communicates confidently and constructively in difficult situations. Constructively challenges or confronts others, expressing own needs confidently and assertively, even when they might be different or unpopular. Uses communication skills to facilitate difficult meetings and communicate complex ideas and influence others within a complex and challenging environment. Actions contradict the Values and set a poor example. Some actions contradict the Values. Sets a positive example of Values in the function through own behavior and actions, is trusted and respected by others. Sets a positive example of Values through own behavior, is trusted and respected across the function and in associated areas. Is seen as a role model by others within the Global Fund. Complains about targets to others and does not encourage others to try to achieve them. Does not follow progress within the function and takes no appropriate corrective action. Helps to clarify that people know what is expected of them and how they fit in. Provides constructive upward feedback and suggests team improvements when asked. Monitors results within the function and takes appropriate corrective action. Sets standards, encourages everyone to contribute. Clarifies levels of authority, gives relevant information and supports those carrying out delegated tasks. Interprets the strategic vision and explains how others roles link to the bigger picture. Drives functional improvements in performance. Indifferent to providing feedback or helping others develop. Provides unconstructive feedback. Provides constructive feedback and coaches individuals. Takes initiatives to help individuals and the functional teams to develop. Sought out by others for help to develop. Drives learning within the function.

14 Individual Contributor (examples: Analyst (Finance, Travel etc.), Resource Mobilisation Officer, Program Officer) Core Expertise Scope: Demonstrates role related skills and knowledge to deliver results and participates in knowledge sharing. Significant gaps in skill and knowledge limit effectiveness. Resists or ignores the necessity for keeping skills up-to-date or developing. Often does not share knowledge when it is appropriate to do so. Personal Effectiveness Some gaps in skill and knowledge limit effectiveness. Needs to be reminded or instructed to keep skills up-to-date or developing. Sometimes does not share knowledge when it is appropriate to do so. Has all core expertise or skills necessary for role to achieve goals Demonstrates sound knowledge of relevant products and processes. Seeks opportunities to develop expertise and skills without prompting. Seeks opportunities to share expertise or skills without prompting. Uses own experience and expertise to ensure all deliverables are realistic and are met. Demonstrates job related skills and knowledge to improve working methods. Adapts knowledge and skills from one context to another. Develops strong professional skills that contribute to wide credibility. Co-operates with initiatives to share and manage knowledge. Scope: Works effectively within own role, is proactive, results focused and acts ethically. Carries out tasks at an advanced skill level, beyond expectations for the level. Keeps up with new developments and looks for practical applications of the latest advances in own area of expertise. Actively helps people to share knowledge between teams and departments. Does not accept improvements in work practices. Is frequently late with decisions and/ or analysis is poor. Always gives up when the situation calls for extra effort. Often ignores ethical practice or acts with prejudice against individual(s). Is reluctant to accept improvements in work practices. Is sometimes late with decisions or analysis is incomplete. Sometimes gives up in situations where extra effort or tenacity is required. Is unaware of ethical practice or acts with prejudice against individual(s). Quickly identifies issues in own work & able to generate creative, practical solutions. Is proactive, recognises and acts when something needs doing, takes responsibility for analysing and solving problems. Shows determination and tenacity when facing problems, does not give up easily. Always demonstrates integrity, showing consistency between words and actions. Grasps big picture issues, anticipates and stays up-to-date with new trends. Is generally decisive, takes the initiative to solve problems with impact beyond role. Responds to tough challenges, is prepared to move out of comfort zone. Sets an example of integrity that influences others. Produces innovative solution(s) that help outside own area. Problem solving skills are excellent and voluntarily tackles very complex problems. Shows determination and tenacity over an extended period, maintaining a positive outlook that keeps others positive too. Consistently sets an excellent example of integrity that influences others.

15 Individual Contributor (examples: Analyst (Finance, Travel etc.), Resource Mobilisation Officer, Program Officer) Project Management Scope: Organises self, tasks and projects well, considers stakeholders and delivers results efficiently and on time. Is slow to act, or personal time management is poor. Fails to plan work effectively so is frequently surprised by issues that could have been foreseen. Responds negatively to change and does not reprioritise when change occurs. Consistently fails to deliver. Working with Others Has some difficulties with time management; can appear disorganised. Some gaps in planning lead to issues that could have been foreseen. Is slow to accept change and may appear reluctant to reprioritise efforts and approaches. Does not follow progress and takes no appropriate corrective action to ensure own deadlines and standards are met. Effectively manages own time, responds promptly, keeps diary up to date, schedules and prioritises to ensure urgent and important tasks are completed within deadlines. Prioritises and plans work, considering appropriate levels of detail, resources, stakeholders, logical steps, dependencies and contingencies, setting SMART objectives to direct own efforts and structure tasks and projects. Accepts and adapts well to changes and ambiguity, maintaining effectiveness. Monitors progress, maintains essential records, reviews forecasts, reports accurately and takes corrective action to ensure priorities and levels of quality are met. Delivers ahead of time and extremely efficiently because of organising and time management skills. Prioritises and plans own work in such a way that actively helps colleagues to plan and manage their own workload e.g. by organising own deadlines and handovers to meet their needs. Helps others to accept change by explaining its rationale and managing its impact so colleagues maintain effectiveness. Helps others to monitor their progress, and take corrective action to ensure team priorities and levels of quality are met. Delivers ahead of time and extremely efficiently and organising and time management skills are relied upon or regarded as exceptional by others. Effectively prepares and plans for situations that affect others, identifying drivers, constraints, interdependencies, goals, accountabilities, tasks, measures and deadlines for others and building these into the plan. Explains the functional context for change to others and encourages them to accept it, minimises the effect of change on delivery by building in back-up plans. Provides a monitoring function for the team, suggesting ways of reporting that save time and are more efficient for all. Scope: Builds trust based relationships with immediate colleagues and those who interact with the individual on a regular basis; co-operating with others, showing respect and consideration. Breaks trust with others, damaging some relationships. Is often perceived as uncooperative by others e.g. working in isolation or withholding needed support. Often blames colleagues and others outside the team. Demonstrates disrespect or lack of consideration of others, maintaining s/he is right and they are wrong. Dismisses the ideas of others, overruling their contribution and not listening or speaking critically of others contribution. Struggles to develop strong relationships outside of immediate peers. Shows some unwillingness to cooperate with others, share ideas, or offer support and help when appropriate. Sometimes unfairly blames others or other groups. Sometimes appears disrespectful or inconsiderate. Sometimes forgets to consult others or ignores their ideas, opinions and feelings. Sometimes appears unaware of others help or ungrateful for it. Builds trust based relationships with both internal and external colleagues and partners. Is co-operative, works with others to identify common goals and find solutions to issues; shares ideas, offers support and asks for help when appropriate. Always shows respect and consideration for others. Seeks others ideas, opinions and feelings in a sincere way and listens and acknowledges others. Builds noticeably strong, lasting, trust-based relationships. Pro-actively draws on others to find solutions to issues and communicate. Accepts responsibility for own mistakes and tries to help others who have made mistakes. Acts constructively in difficult circumstances. Considers the impact of own behavior on others and changes own views and behavior accordingly. Sincerely praises others. Develops strong, trust-based relationships beyond role Pro-actively involves others to find common goals and solutions and find new ways of working collaboratively. Generates ways of improving communication. Treats others with respect and consideration generating trust in them. Consistently speaks positively about others demonstrating an understanding of what is important to others and factoring this into decisions.

16 Individual Contributor (examples: Analyst (Finance, Travel etc.), Resource Mobilisation Officer, Program Officer) Global Fund Mindset Scope: Demonstrates commitment to the mission and good professional judgment, acting in the interests of the Global Fund at all times within own area of responsibility Makes poor or unethical decisions, not able to explain the rationale clearly. Is careless with the organisation s resources leading to unnecessary waste. Demonstrates indifference to Global Fund s core mission. Speaks negatively about the organisation to others. Puts own perceived entitlement before the good of the organisation. People Leadership Makes some poor decisions, or is unaware of some ethical practices. Generates some unnecessary waste in resources. Demonstrates scepticism about the Fund s core mission. Unfairly criticises the organisation. Rarely contributes to the Global Fund outside of role. Exercises sound judgement to identify then correctly seek a balance between impact and risk mitigation in own responsibilities. Handles the organisation s resources with appropriate care. Demonstrates passion about the Fund s core mission through behaviors and commitment. Speaks positively about the organisation. Pro-actively contributes to the reputation of Global Fund outside of role. Scope Acts constructively and sets a positive example through own behavior and actions. Demonstrates sound judgment and makes correct decisions, in difficult circumstances, balancing the risks clearly. Seeks out opportunities to reduce waste or derisk situations. Shares passion about the Global Fund s core mission. Regularly contributes to the Fund outside of role. Demonstrates sound judgment and makes correct decisions, in difficult ethical circumstances, balancing the risks clearly. Encourages others to reduce waste or spot risk and be careful with the organisation s resources. Inspires others to be passionate about the Global Fund s core mission. Makes a significant contribution to the Global Fund outside of role. Often appears unsure and lacking in confidence or fails to present a reasonable case or influence others. Actions contradict the Values and set a poor example. Sometimes appears unsure and lacking in confidence or lacks impact in presenting a reasonable case when it is necessary to influence. Some actions contradict the Values. Is able to inspire and influence others to follow their ideas. Presents self positively and communicates assertively. Sets a positive example of Values, in the team and with colleagues in other areas, through own behavior and actions, is trusted and respected by colleagues. Expresses own needs, opinions and feelings assertively and allows others to do the same. Sets a positive example of Values through own behavior and actions, is trusted and respected within the wider team. Communicates confidently and constructively in different & difficult situations. Sets a positive example of Values through own behavior, is trusted and respected within the function.

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3

Civil Service. Competency Framework Level 3 HEO and SEO or equivalent. Level 3 Civil Service 2012-2017 Level 3 HEO and SEO or equivalent Level 3 I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service

More information

Making a positive difference for energy consumers. Competency Framework Band C

Making a positive difference for energy consumers. Competency Framework Band C Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors Level5 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.

More information

Government Operational. Research. Civil Service Competency Framework Level 3. Level 3 HEO and SEO or equivalent-handout_gors

Government Operational. Research. Civil Service Competency Framework Level 3. Level 3 HEO and SEO or equivalent-handout_gors Government Operational Civil Service Competency Framework 2012-2017 Research Level 3 Level 3 HEO and SEO or equivalent-handout_gors Strategic Cluster Setting Direction Level 3 HEO and SEO or equivalent

More information

BEHAVIOURAL COMPETENCY DESCRIPTORS

BEHAVIOURAL COMPETENCY DESCRIPTORS BEHAVIOURAL COMPETENCY DESCRIPTORS Based on principals of Association of Chief Police Officers in Scotland Performance and Development Review Behaviour Descriptors Behavioural Competencies: Descriptors

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1 The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships

More information

Capability Framework. Department of Natural Resources and Mines

Capability Framework. Department of Natural Resources and Mines Capability Framework Department of Natural Resources and Mines Current as at 24.10.2014 Capability Framework How we lead How we behave & work together Customer Focused Solutions Focused Teamwork & Collaboration

More information

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance. 1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within

More information

Level4. Civil Service Competency Framework 2012-2017. Level 4 Grade 7 and 6 or equivalent

Level4. Civil Service Competency Framework 2012-2017. Level 4 Grade 7 and 6 or equivalent Level4 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.

More information

Communicating and influencing

Communicating and influencing HR SLA Page 1 of 9 Communicating and influencing I communicate confidently, professionally, authoritatively and with clarity both verbally and in writing. I use a range of effective communication skills

More information

LEADERSHIP COMPETENCY FRAMEWORK

LEADERSHIP COMPETENCY FRAMEWORK LEADERSHIP COMPETENCY FRAMEWORK 1 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for

More information

Civil Service Values

Civil Service Values Civil Service Competency Framework By Grade Band D Setting Direction Seeing the Big Picture Changing and Improving Making Effective Decisions Delivering Results Achieving Commercial Outcomes Delivering

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

Wiltshire Council s Behaviours framework

Wiltshire Council s Behaviours framework Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council

More information

Fitch Ratings, Inc. 2016 Form NRSRO Annual Certification

Fitch Ratings, Inc. 2016 Form NRSRO Annual Certification Fitch Ratings, Inc. 2016 Form NRSRO Annual Certification Exhibit 8. Certain information regarding Fitch s credit analysts and credit analyst supervisors. The total number of credit analysts (including

More information

WHO GLOBAL COMPETENCY MODEL

WHO GLOBAL COMPETENCY MODEL 1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.

More information

LEADERSHIP COMPETENCIES

LEADERSHIP COMPETENCIES THINKING AND ACTING STRATEGICALLY Thinking conceptually about the big picture and in which direction the organization is/should be headed, developing long-term plans to achieve the desired outcomes and

More information

Foundation Level Competency Model

Foundation Level Competency Model Change Manager Foundation Level Competency Model The Change Manager Foundation competency model sets an independent industry benchmark for ENTRY LEVEL change management practitioners. This competency model

More information

NGN Behavioural Competencies

NGN Behavioural Competencies NGN Behavioural Competencies July 2012 Change and Improvement Embraces, drives and advocates change and improvement, demonstrating a commitment to keep people engaged. Sets a culture that values diversity

More information

Human Resources. Values for Working Together and Professional Behaviours

Human Resources. Values for Working Together and Professional Behaviours Human Resources Values for Working Together and Professional Behaviours A message from the Vice-Chancellor The new Human Resources Strategy, Working Together: A Strategy for Success, in tandem with the

More information

Self assessment tool for APS 5

Self assessment tool for APS 5 Self assessment tool for APS 5 Capabilities Supports strategic direction Supports shared purpose and direction Understands and supports the organisation's vision, mission and business objectives. Identifies

More information

Change Management Practitioner Competencies

Change Management Practitioner Competencies 1 change-management-institute.com Change Management Institute 2008 Reviewed 2010, 2012 Change Management Practitioner Competencies The Change Management Practitioner competency model sets an independent

More information

Master Level Competency Model

Master Level Competency Model Change Manager Master Level Competency Model The Change Manager Master competency model sets an independent industry benchmark for SENIOR level change management practitioners. The model was launched in

More information

CONTACT CENTRE MANAGER

CONTACT CENTRE MANAGER CONTACT CENTRE MANAGER Contact s Compass Our purpose is to help New Zealanders live more comfortably with energy. We are committed to delivering market leading performance to shareholders and value to

More information

Human Resources. MMU s Leadership and Management Competency Framework

Human Resources. MMU s Leadership and Management Competency Framework Human Resources MMU s Leadership and Management Competency Framework MMU s Leadership and Management Competency Framework The University s leadership and management framework describes the key competencies

More information

Contact us: If you have any queries about the APM Competence Framework, please contact us on or by to:

Contact us: If you have any queries about the APM Competence Framework, please contact us on or by  to: Contact us: If you have any queries about the APM Competence Framework, please contact us on 01844 271681 or by email to: info@apm.org.uk Contents Rating scale 4 1 Ethics, compliance and professionalism

More information

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences

More information

Resource Management FORM 1

Resource Management FORM 1 FORM 1 This competency self-assessment process is designed to help you identify your areas of strength and areas for development as a leader/manager in the Public Service of Newfoundland and Labrador.

More information

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE)

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) ANNEXURE B GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) CRITERIA Description Generic Stards for Fully Effective Performance 1. Strategic Provides a vision, sets

More information

DFID CORE COMPETENCY FRAMEWORK

DFID CORE COMPETENCY FRAMEWORK DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated

More information

Head of Engineering Job Description

Head of Engineering Job Description Head of Engineering Job Description (Job Code and Level: E006) Definition: Overall responsibility and accountability for the Engineering function across the UK which will include people and budgetary management.

More information

Performance Management System Skills and Behaviours Bank

Performance Management System Skills and Behaviours Bank Performance Management System Skills and Behaviours Bank Leadership Gives purpose and direction to ensure that staff are motivated and inspired to deliver the Parliament s aim, values and strategic priorities.

More information

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca Need Information? Go to: www.chr.alberta.ca/apscompetencies Have Questions? Email: apscompetencies@gov.ab.ca Table of Contents Background... 3 Why Behavioural Competencies?... 3 The APS Competency Model...

More information

Gilbane s Leadership Competency Model

Gilbane s Leadership Competency Model Version 5.0 October 2013 These thirteen leadership competencies were developed to identify the specific skills, knowledge, and behaviors expected of high performing leaders at Gilbane now and in the future.

More information

National Occupational Standards. National Occupational Standards for Youth Work

National Occupational Standards. National Occupational Standards for Youth Work National Occupational Standards National Occupational Standards for Youth Work Contents Introduction 5 Section 1 S1.1.1 Enable young people to use their learning to enhance their future development 6 S1.1.2

More information

Manager, Procurement and Contracts

Manager, Procurement and Contracts Position description Position title: Reports to: Directorate: Contract Manager/Team Leader Manager, Procurement and Contracts Operations Date: May 2015 PHARMAC s mission Our legislative objective is: to

More information

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job

More information

Support in preparing for your interview

Support in preparing for your interview Support in preparing for your interview This document is for you if you are preparing for a behavioural interview or assessment as part of a recruitment process. Getting started Preparation for an interview

More information

Centre for Learning and Development

Centre for Learning and Development The Leadership and Management Development Strategy was developed to endorse learning and development opportunities to strengthen the leadership and management capacity of the Newfoundland and Labrador

More information

Hay Job Description. Hay Reference: Reports to: Programme Manager. 2. Job Purpose

Hay Job Description. Hay Reference: Reports to: Programme Manager. 2. Job Purpose Hay Job Description Hay Reference: Job Title: Project Manager Reports to: Programme Manager 2. Job Purpose This position is responsible for ensuring that all projects are adequately planned, designed and

More information

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs)

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs) EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen

More information

british council behaviours www.britishcouncil.org

british council behaviours www.britishcouncil.org british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this

More information

The Leadership Star: Qualities in Action. For internal use only. Not for use with customers.

The Leadership Star: Qualities in Action. For internal use only. Not for use with customers. The Leadership Star: Qualities in Action» For internal use only. Not for use with customers. 2 A Guide to Qualities in Action 3 A Guide to Qualities in Action» Use this guide to help you, or the people

More information

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager

ROLE PROFILE & PERSON SPECIFICATION. Organisational Development Manager Page 1 of 6 ROLE PROFILE & PERSON SPECIFICATION Organisational Development Manager 1. RESPONSIBLE TO: Associate Director of Learning & Organisational Development 2. RESPONSIBLE FOR : The Workforce Development

More information

OUR VALUES & COMPETENCY FRAMEWORK

OUR VALUES & COMPETENCY FRAMEWORK OUR VALUES & COMPETENCY FRAMEWORK Introduction Below you will find the PPF s values and details of our key generic competencies and competency levels. You ll find details of the competency levels required

More information

Role Description Director, Risk Management

Role Description Director, Risk Management Role Description Director, Risk Management Classification/Grade/Band Band 1 Senior Executive Work Level Standards ANZSCO Code PCAT Code Date of Approval Work Contribution Stream: Professional/Technical/Specialist

More information

Achievement for All: Characteristics of effective inclusive leadership a discussion document

Achievement for All: Characteristics of effective inclusive leadership a discussion document The National College for Leadership of Schools and Children s Services is committed to excellence and dedicated to inclusiveness. We exist to develop and inspire great leaders of schools, early years settings

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

Leadership Academy Leadership Framework

Leadership Academy Leadership Framework Leadership Academy Leadership Framework A Summary 2011 NHS Leadership Academy. All rights reserved. The Leadership Framework is published on behalf of the NHS Leadership Academy by NHS Institute for Innovation

More information

Interview Guide for Hiring Executive Directors. April 2008

Interview Guide for Hiring Executive Directors. April 2008 Interview Guide for Hiring Executive Directors April 2008 Introduction This interview guide has been developed to help the Board of Directors of Big Brothers Big Sisters agencies interview candidates for

More information

Job Position Description CHIEF COLLABORATION OFFICER CONCORDIA ONLINE EDUCATION

Job Position Description CHIEF COLLABORATION OFFICER CONCORDIA ONLINE EDUCATION Job Position Description CHIEF COLLABORATION OFFICER CONCORDIA ONLINE EDUCATION University Mission: Concordia University is a Christian university preparing leaders for the transformation of society. Unit

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

Job Grade: Band 5. Job Reference Number:

Job Grade: Band 5. Job Reference Number: Job Title: Business Analyst Job Grade: Band 5 Directorate: Job Reference Number: People and Transformation P01216 The Role: This is a challenging role working with and across all services to support the

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile APS6 The integrated leadership system ILS support tools Leadership pathway: Individual profile APS6 APS 6 profile Supports strategic direction Achieves results Supports productive working relationships Displays

More information

BUSINESS DEVELOPMENT MANAGER

BUSINESS DEVELOPMENT MANAGER Job Description BUSINESS DEVELOPMENT MANAGER This job description provides an indicative outline of the purpose and accountabilities of the role. Specific performance requirements and expectations will

More information

POSITION DESCRIPTION KEY RESULT AREAS

POSITION DESCRIPTION KEY RESULT AREAS POSITION DESCRIPTION Position Title: Project Manager Date: January 2013 Department: Business Improvement team Position code: Sub department: Position level: D (Professional) Location: Sydney Geographic

More information

the role of the head of internal audit in public service organisations 2010

the role of the head of internal audit in public service organisations 2010 the role of the head of internal audit in public service organisations 2010 CIPFA Statement on the role of the Head of Internal Audit in public service organisations The Head of Internal Audit in a public

More information

Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL. Psychometrics Ltd.

Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL. Psychometrics Ltd. Sam Sample Sam@psytech.com RESPONDENT FEEDBACK REPORT 360 APPRAISAL ABOUT THE PSYTECH 360 APPRAISAL 360 appraisals compare an individual's self ratings on a number of behavioural competencies to the ratings

More information

Performance Evaluation

Performance Evaluation Competency Exceptional Above Meets Partially Meets Overview of Ratings TRANSFORMATIVE work. In addition to exceeding performance goals, the organization (department, unit or program) is fundamentally better

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

Civil Service. Competency Framework 2012-2017. Update

Civil Service. Competency Framework 2012-2017. Update Civil Service Competency Framework 2012-2017 Update I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service Reform

More information

Human Resources Organisational Development Training and Diversity. Mentoring Guidelines

Human Resources Organisational Development Training and Diversity. Mentoring Guidelines Human Resources Organisational Development Training and Diversity Mentoring Guidelines 1 Contents What is Mentoring? 3 When to use Mentoring 3 What is a Mentor? 4 Why Mentoring? 4 Support for Mentors 5

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

Spire Healthcare Clinical Job Descriptions

Spire Healthcare Clinical Job Descriptions Spire Healthcare Clinical Job Descriptions 1 Job Title / Code Physiotherapy Manager (00145) 2 Reports To Matron / Clinical Services Manager / General Manager 3 Department Spire Hospital 4 Job Purpose To

More information

Public Relations. National Occupational Standards December 2013

Public Relations. National Occupational Standards December 2013 Public Relations National Occupational Standards December 2013 Skills CFA 6 Graphite Square, Vauxhall Walk, London SE11 5EE T: 0207 0919620 F: 0207 0917340 E: info@skillscfa.org www.skillscfa.org No. NOS

More information

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff Personal Development Competency Project Professional Services A 3-part guide for managers and staff Contents The competencies 3 Background and introduction to the competencies 3 The competencies referenced

More information

Message from the Chief Executive of the RCM

Message from the Chief Executive of the RCM Message from the Chief Executive of the RCM The Midwifery Leadership Competency Framework has been derived from both the NHS Leadership Qualities Framework and the Clinical Leadership Competency Framework.

More information

Management and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF)

Management and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF) Management and Leadership Level 5 NVQ Diploma in Management and Leadership (QCF) 2014 Skills CFA Level 5 NVQ Diploma in Management and Leadership (QCF) Page 1 Level 5 NVQ Diploma in Management and Leadership

More information

Leicestershire Partnership Trust. Leadership Development Framework

Leicestershire Partnership Trust. Leadership Development Framework Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government

More information

CRM Co-Ordinator Role

CRM Co-Ordinator Role Service Area: Team: Grade: 7 Customer Customer Experience Hours of Duty: 36.15 hours per week in accordance with RBH s Worklife Balance Scheme and service requirements. The role may require occasional

More information

FINANCIAL ACCOUNTING MANAGER

FINANCIAL ACCOUNTING MANAGER Job Description FINANCIAL ACCOUNTING MANAGER This job description provides an indicative outline of the purpose and accountabilities of the role. Specific performance requirements and expectations will

More information

Managing for Results. Purpose. Managing for Results Practitioner-level Standards

Managing for Results. Purpose. Managing for Results Practitioner-level Standards Managing for Results Practitioner-level Standards Managing for Results Purpose In all sectors and at all levels managers must have the knowledge, understanding and skills to enable them to grasp the right

More information

JOB DESCRIPTION. To provide a high level of customer care to all business users who raise faults or service requests via the Service Desk.

JOB DESCRIPTION. To provide a high level of customer care to all business users who raise faults or service requests via the Service Desk. Job Title: Service Desk Analyst JOB DESCRIPTION Job Holder: Date: Overview of role To provide a high level of customer care to all business users who raise faults or service requests via the Service Desk.

More information

Job description People and Organisational Development Business Partner (Operations)

Job description People and Organisational Development Business Partner (Operations) Job description People and Organisational Development Business Partner (Operations) Main purpose of job The purpose of the People and Organisational Development (POD) directorate is to ensure the Society

More information

COMPETENCY FRAMEWORK Trainee Actuary /Actuarial Technician / HEO / SEO

COMPETENCY FRAMEWORK Trainee Actuary /Actuarial Technician / HEO / SEO COMPETENCY FRAMEWORK Trainee Actuary /Actuarial Technician / HEO / SEO Is committed to GAD s organisational values and ensures they are reflected in all undertakings Is solution focused Adopts a flexible

More information

The ICMCI CMC Competence Framework - Overview

The ICMCI CMC Competence Framework - Overview This CMC Competence Framework specifies the cluster of related abilities, commitments, knowledge, and skills that a management consultant should demonstrate in practice in order to successfully complete

More information

AC COMPETENCY FRAMEWORK Revised June 2012

AC COMPETENCY FRAMEWORK Revised June 2012 AC COMPETENCY FRAMEWORK Revised June 2012 Coaching competencies for All Coaches 1. Meeting ethical, legal and professional guidelines 2. Establishing the coaching agreement and outcomes 3. Establishing

More information

ROLE PROFILE. Ensure that high standards are set and maintained in relation to customer services;

ROLE PROFILE. Ensure that high standards are set and maintained in relation to customer services; ROL PROFIL Job Title Service Centre Manager Salary Scale 35,000-40,000 Reports to: Operations Director Responsible for: 4 x Customer Services Agents Core Competency Level Level 3 Management Competency

More information

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing

More information

ICAEW ACA Professional Development Ladders 2013 ICAEW All rights reserved. 0

ICAEW ACA Professional Development Ladders 2013 ICAEW All rights reserved. 0 ACA A QUA ALIFICATION PROF FSSIONAL DVLOPMNT LADDRS 0 ICAW ACA Professional Development Ladders 0 ICAW 0. All rights reserved. 0 TH ACA QUALIFICATION The ACA qualification is one of the most advanced learning

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Continuous Learning & Development

Continuous Learning & Development Examples of Behavior Statements- Professional Role What does "below", "meets" and "exceeds" expectations really mean? PROFESSIONAL ROLE: Supports OU s strategic objectives, as an individual contributor,

More information

Number of staff responsible 11 for Budget responsibility ( ) 4,000,000. Purpose of Job:

Number of staff responsible 11 for Budget responsibility ( ) 4,000,000. Purpose of Job: Job Title Assistant Director, Policy, Intelligence and Analysis (incorporating Programme Director, Future Shape of the Council) Barnet Band and scale range 241-244 Reports to Director of Strategy (and

More information

Government Communication Professional Competency Framework

Government Communication Professional Competency Framework Government Communication Professional Competency Framework April 2013 Introduction Every day, government communicators deliver great work which supports communities and helps citizens understand their

More information

Tasmanian State Service Senior Executive Leadership Capability Framework

Tasmanian State Service Senior Executive Leadership Capability Framework Tasmanian State Service Senior Executive Whole-of-Service SES Communicates with influence Communicates Clearly Listens, Understands and Adapts to Audience Negotiates Persuasively SES LEADERSHIP CAPABILITY

More information

Head of Procurement and Contracting Contracts Managers x 8

Head of Procurement and Contracting Contracts Managers x 8 JOB DESCRIPTION FINAL Job Title Position Number(s) Department Section or Service Category Manager Adult Social Care and Health ASC and Health Commissioning DESIGNATION: Responsible to: Employees directly

More information

JOB DESCRIPTION. Department(s)/Location: Job Reference number (coded): 1. JOB PURPOSE

JOB DESCRIPTION. Department(s)/Location: Job Reference number (coded): 1. JOB PURPOSE Job Title: Reporting To: Senior Project Manager Programme Manager Department(s)/Location: Job Reference number (coded): 1. JOB PURPOSE The post holder will provide effective project management for new

More information

Catherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix

Catherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix Catherine Booth College: School for Learning & Development The Salvation Army Capability Framework: Generic Matrix V3.0 Sep 2014 Contents ATTRIBUTES... 5 SERVICE USER PERSPECTIVE... 6 TEAM PERSPECTIVE...

More information

Hospitality manager apprenticeship standard

Hospitality manager apprenticeship standard Hospitality s work across a huge variety of organisations including bars, restaurants, cafés, conference centres, banqueting venues, hotels and contract caterers. These s generally specialise in a particular

More information

Programme Management Competence Framework

Programme Management Competence Framework Programme Management Competence Framework DFID Programme Management Competence Framework Introduction Effective Programme Management underpins DFID s drive for Value for Money. Programme Management is

More information

Leadership and Management Framework Responsibilities

Leadership and Management Framework Responsibilities Leadership and Management Framework Responsibilities Leading and Managing People 1. Provide clear purpose and direction to your team 2. Understand and communicate measurable performance objectives 3. Supervise

More information

Achieve. Performance objectives

Achieve. Performance objectives Achieve Performance objectives Performance objectives are benchmarks of effective performance that describe the types of work activities students and affiliates will be involved in as trainee accountants.

More information

Cross Reference Guide

Cross Reference Guide CPS Human Resource Services May 2009 CPS Training Center Courses & The Competency Dictionary from California State s Human Resource Modernization Project Cross Reference Guide Submitted By: CPS Human Resource

More information

Civil Service Competency Framework

Civil Service Competency Framework Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system. The competency

More information

Job Description. Financial Planning & Analysis Accountant

Job Description. Financial Planning & Analysis Accountant Job Description Financial Planning & Analysis Accountant Role Title Financial Planning & Analysis Accountant Reporting to Head of Financial Planning Role Purpose The purpose of this role is to provide

More information

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit JOB TITLE NAME UNIT REPORTS TO JOB FAMILY Organizational Development Specialist Vacant Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

More information

Leadership & People Management WSQ

Leadership & People Management WSQ Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to

More information