West Dunbartonshire Council s Employee Recognition Framework

Size: px
Start display at page:

Download "West Dunbartonshire Council s Employee Recognition Framework"

Transcription

1 West Dunbartonshire Council s Employee Recognition Framework

2 CONTENTS 1 Introduction page 3 2 Overview of the framework page 3 3 Communicating and promoting success page 4 4 WDC Annual Employee Recognition Scheme page 6 5 External Business Award Nominations page 9 6 Personal and Professional Development Achievements page 11 7 Long Service Awards page 12 2 P a g e V e r s i o n 1. 5 ( l a s t u p d a t e d 2 7 / 0 8 / )

3 1 INTRODUCTION 1.1 The Council s Employee Recognition Framework aims to recognise the exceptional contribution of individuals and teams for work well done, a valiant effort, and those who go out of their way to deliver a really great service, to support achievement of the Council s priorities. This framework is a mechanism to recognise and appreciate these special efforts and celebrate the commitment and success achieved by our employees. 1.2 The framework has been developed in response to feedback obtained through the employee survey. However, notwithstanding this, the Council strongly believes that high quality public services will only be provided by a workforce which is enthusiastic, caring, and committed about the community within which they work, and who strive to deliver their best in all they do within their day-to-day role and responsibilities. 1.3 The framework brings together key elements which currently represent employee recognition and aims to support a culture which celebrates success and recognises the value added by employees in delivering services and wider objectives. In particular it will support delivering the Council s values: Ambition Confidence Honesty Innovation Efficiency Vibrant Excellence 2 OVERVIEW OF THE FRAMEWORK 2.1 Employee recognition is the timely, informal or formal acknowledgement of an individual or team s behaviour, effort or business result, that supports the organisation s objectives and values and which has clearly been beyond normal expectations. Appreciation is a fundamental human need. Employees respond to appreciation expressed through recognition of their good work because it confirms their work is valued. When employees and their work are valued, their satisfaction and productivity rises, and they are motivated to maintain or improve their good work. Key elements of WDC s Recognition Framework 2.2 The key elements within the framework are: WDC Annual Employee Recognition Scheme External Business Awards nominations Personal and Professional Achievement CHCP Commendations Long Service Award 3 P a g e

4 2.3 Across these elements the framework will aim to recognise and appreciate employees who have made a positive difference through: Going out of their way or the extra mile to deliver a really great service Demonstrating behaviours and values which the Council supports in how we work together and with our customers Enhancing the Council s reputation and putting the Council s work in the spotlight Being committed to continuous professional and personal development which develops capabilities and enables individuals to deliver their personal best Giving a long-term commitment to their role, service, and the Council 4 P a g e Annual Recognition timetable 2.4 All these elements will be celebrated at a Recognition Presentation event held in March each year and hosted by the Chief Executive. Role of Line Managers 2.5 Managers have a significant role to play recognising employee contributions on a day-today basis as well as those times which are exceptional and go beyond the requirements of the role. Day-to-day recognition is the most important type of recognition and it is important that managers take positive steps to develop a culture or ways of working which encourage appreciation and credit for the worthwhile contributions of individuals and teams. 2.6 Managers should be alert to opportunities to recognise others and take the initiative to do so. A simple but sincere thank you, giving praise for something well done, giving positive feedback, will reinforce to others the behaviour and results that the Council values and supports. 2.7 Each element of the framework will primarily be communicated and co-ordinated through departmental management teams and the Senior Manager Network therefore it is important that managers across each department are consistently on the lookout for opportunities for potential nominations across both internal and external recognition schemes. Eligibility 2.8 Each element of the framework applies to all employees within the limitations and criteria set out within each element or scheme. Nominations can be made by colleagues, managers, Elected Members, and Trade Union representatives. Nominations and submissions 2.9 Each element of the framework sets out guidance on how to apply, categories and selection criteria within relevant schemes, and the selection and award process A range of further information, guidance, and forms is available on the Council s intranet to assist employees and managers with each element of the process. Alternatively a hard copy and further support can be obtained by directly contacting the Organisational Development Team. Reviewing the framework 2.11 The framework will be managed and monitored by the Organisational Development Team and will be reviewed every two years. However employee feedback will be gained regularly to evaluate its effectiveness and continuously improve its scope and operation.

5 3 COMMUNICATING AND PROMOTING SUCCESS 3.1 Wide communication and promotion of the dedication and success of individuals and teams is a significant component of recognising achievement and celebrating the success of our employees. Recognising people for their good work sends an extremely powerful message to the recipient, their team, and the wider organisation and can be a catalyst for improving morale and reinforcing what behaviours and contribution is supported and valued by the Council. 3.2 A communication plan will be implemented for each element of the framework to coincide with relevant nomination and selection processes, to create momentum and encourage participation, and ensure employees understand the Council s expectations. 3.3 Nominations and selections will be publicised on the Council s intranet, TALK magazine, noticeboards, and within main receptions areas. The Employee Recognition event will present success stories, examples of fresh thinking, and personal accolades from across the key elements. 5 P a g e

6 4 WEST DUNBARTONSHIRE ANNUAL EMPLOYEE RECOGNITION SCHEME 4.1 The West Dunbartonshire Annual Employee Recognition Scheme will celebrate the work of our employees and highlight the particular success of individuals and teams for making a special contribution in relation to providing an excellent service or supporting others within the Council and wider community. The awards aim to recognise excellence in service delivery and encourage and appreciate individuals and teams who have made a real difference to the Council and our communities. 4.2 AWARD CATEGORIES Individuals or teams can be nominated across four categories: Employee of the Year Team of the Year Outstanding Achievement Excellence and Innovation in Service Delivery 4.4 THE AWARDS TIMETABLE The nomination process will launch and open in autumn each year and close by the end of the year. A full schedule of dates will be issued annually. Following the judging and selection process the final shortlist will be announced in early February. 4.5 NOMINATIONS The recognition scheme applies to all employees and nominations can be made by residents, partner organisations, employees, Elected Members, and Trade Union representatives. You cannot nominate a friend, partner or family member. Nominations must be made by completing the WDC Employee Recognition nomination form available on the Council s intranet, internet, or directly from the Organisational Development Team The scheme particularly aims to acknowledge and recognise the value of customer feedback and will facilitate the opportunity for residents to nominate or tell us about individuals or teams who have impressed them with their level of service and commitment through the customer commendation link on the internet, face to face at one-stop-shops and by phoning customer relations on Entries can be submitted online or by sending your nomination form to the Organisational Development Team. Your entry should be a maximum of 1000 words long and should address the criteria set out within each category. In addition each entry can provide supporting information in the form of leaflets, images, press coverage, etc but this should be limited to no more than two sides of A All nominations will receive a personal letter from the Chief Executive and the shortlist will be invited to attend the Employee Recognition Event held in March. 4.6 AWARD SELECTION It is important that entries are clear, concise, and show how you meet the category criteria as this is the basis on which you will be judged. All submissions should also incorporate: a clear description of the nomination providing a real sense of the objectives, the performance delivered, the individual or people involved, and the successful achievements or positive impact 6 P a g e

7 An overview of the activities involved Evidence of the behaviours and ways of working which contributed to the success How this supports achievement of the Council s aims and priorities What makes this nomination special and deserving of an award A selection panel will be established by the Organisational Development Team to assess all nominations, shortlist entries, and select the final winners for each category. The panel will comprise input from the Chief Executive, the Council Leader, a Trade Union representative, the Head of HR&OD, and a representative from the Organisational Development Team The shortlist for each category will be announced through the Council s intranet in early February. The winners will then be announced at the Employee Recognition Event later in March In addition the selection panel may also make commendations for those nominations which illustrate excellence but is not selected as the overall winner, a good example in their category, or one to watch for future success. 4.7 AWARD CATEGORIES AND CRITERIA EMPLOYEE OF THE YEAR This award is for an individual who has provided an outstanding contribution through their role and added value to the Council through their achievements. Recognition will be given for not only what was achieved but also the way in which the individual behaved and how this benefited and made a difference to colleagues and/or customers. This could be in terms of: Going the extra mile to meet customer needs Working tirelessly to create and maintain positive working relationships with partners and/or colleagues Proactively looks for new ways of working and taking forward change that helps the Council become more effective An outstanding contribution to improving performance and innovation in their own work area Consistent delivery of excellent support to their service, colleagues, and customers Focussing energy on making a positive difference to the service and ultimately the Council and wider community TEAM OF THE YEAR This award is for the team that has been outstanding in uplifting the profile of Council services, and demonstrates the ability to deliver clear benefits to their service and customers through working together effectively and efficiently. In particular the nomination should demonstrate the principles and ways of working which underpin the whole team s success. This could be in terms of: How the team has demonstrated their ability to deliver clear benefits to services users and/or staff through working together effectively and efficiently Projects the team has successfully managed which demonstrate excellence in quality, innovation, productivity and prevention. How the team has worked together well to achieve successful outcomes 7 P a g e

8 Where the team has a track record of providing excellent service to customers The team is creative in seeking ways to provide or improve services that may increase efficiency and/or decrease costs OUTSTANDING ACHIEVEMENT AWARD This award will give recognition to an individual or team for outstanding contributions and a sustained commitment to excellence in public services. The nomination will demonstrate how the endeavours of the nominee(s) have led to a significant accomplishment which warrants recognition. This could be in terms of: A sustained commitment to modernising service delivery and enhancing the local community Building the image of the Council as a vibrant organisation working towards a better future Creative problem solving and positive initiative, Successfully overcoming obstacles, barriers, and difficulties personally and/or in the workplace to achieve and exceed expectations Contribution and involvement in the broader community An outstanding contribution to improving performance and innovation in their area of work EXCELLENCE AND INNOVATION IN SERVICE DELIVERY This award is for an individual or team who has shown outstanding creativity or innovation in their work which has had a significant impact on service delivery. This could be an individual or team who has developed a new process, or cost-cutting idea, made a special effort to improve their service delivery, or continually improve service performance. This could be in terms of: Creating and looking to adopt changes and new ways of working that improve services to customers Innovation and creativity through working in partnership to improve services within the community Implementation of a new idea which has had a significant impact on service delivery in terms of cost savings, or added benefits, or efficiency, or better ways of working Initiatives which have delivered a positive change Bringing in new systems, technology, structures, or processes which are innovative and forward thinking 8 P a g e

9 5. EXTERNAL BUSINESS AWARD NOMINATIONS 5.1 External business awards are an important accolade for any organisation. Winning business awards demonstrates to our employees, communities, partners, and service users that we are at the forefront of delivering public services with respect to quality, customer service, innovation, and efficiency. Recognition through business awards will increase our credibility with partners, instill confidence across our employees and communities, and enhance the reputation of the Council as forward thinking. 5.2 To support the Council putting forward high quality award nominations it is proposed to centrally co-ordinate submissions through the Organisational Development Team and develop an internal quality assurance process prior to submission deadlines. This will aim to ensure that entries are well structured, clear and concise, address the award criteria, and have the appropriate supporting evidence. 5.3 AWARDS PROGRAMME The Council will aim to put forward nominations for the following major annual award schemes: COSLA Excellence Awards MJ Achievement Awards Association for Public Service Excellence (APSE) Awards The Herald Society Awards LGC Local Government Awards Participation in external business awards will not be restricted to the above schemes and opportunities to participate in service or profession specific award schemes (e.g HR, Customer Service, PR and Communications, etc) will also be encouraged The Organisational Development Team will co-ordinate and publish an annual programme of the major award schemes to highlight the nomination and selection timelines and facilitate developing successful applications. 5.4 SUPPORT AND GUIDANCE A quality assurance process will be introduced to support potential submissions at the beginning of each award programme. This will offer support, guidance and best practice on the approach and development of high quality submissions which meet the assessment criteria The internal quality assurance process prior to submission will include: Publication of key timelines for external award programmes A good practice workshop for staff developing applications at the start of each timeline Submissions being reviewed by an internal or external critical friend Feedback on areas of strength and improvement options Presentation workshop for staff who may have to present to the judging panels, where appropriate Final submissions co-ordinated by the Organisational Development Team 9 P a g e

10 5.5 RECOGNITION All nominations will be invited to attend the Employee Recognition Event to showcase their entries.. 10 P a g e

11 6. GRADUATION FOR PROFESSIONAL AND PERSONAL ACHIEVEMENT 6.1 The Council is committed to the personal and professional development of all its employees and providing development opportunities which support employees in their role and wider career choices. This commitment underpins delivery of the Council s vision, values, and strategic priorities, and through a wide range of training and development opportunities we aim to help all our staff develop their skills, knowledge and behaviours in a framework that supports people's ambitions as well as achieving our business objectives. 6.2 CORPORATE LEVEL The Council has invested and given their commitment to key development programmes which aim to increase individual capability and organisational capacity to deliver improvement and change across the working environment and wider communities. These programmes are linked to key improvement plans and have been endorsed as a corporate priority to enable the Council s future success. Current programmes include: CMI Accredited Management Development Customer Service Professional Qualification Each of these programmes involves combining a programme of development or study whilst continuing to deliver the requirements of their role. In many cases it will require the participant to allocate personal time and space as well as preparing for assignment and assessment processes Participation in these programmes requires a strong personal commitment, effort, and determination to combine these work and personal commitments. Graduation from the programme not only acknowledges the qualification achieved but also the personal commitment demonstrated by the individual. 6.3 COMMUNITY HEALTH AND CARE PARTNERSHIP COMMENDATIONS The CHCP commendations will highlight successful projects, achievements and initiatives from individuals and teams from throughout the Community Heath and Care Partnership. The Executive director will share and celebrate these successes as part of the Employee Recognition Event. 6.4 DEPARTMENTAL LEVEL Similarly many employees undertake challenging professional and service specific development programmes which enable them to expand the scope of their role or deliver their role to a higher level of professionalism. On an annual basis each department will be invited to nominate employees who have made significant achievements in terms of their personal development including: Recognition by a professional body Achievement of a work related award from an external body/agency Significant contribution through personal development to the Department s priorities. 6.5 RECOGNITION OF COMMITMENT TO PERSONAL DEVELOPMENT All successful participants within corporate development programmes and those nominated by their departments will be invited to attend the Employee Recognition Event in March. 11 P a g e

12 7. LONG SERVICE RECOGNITION 7.1 The Council considers that it is important to acknowledge and reward its long serving employees. A Long Service Award is a chance to recognise and convey our thanks to those employees who have provided a long-term commitment and dedicated service to West Dunbartonshire Council. 7.2 Therefore, those employees who have completed 25 years of service with the Council will be entitled to receive a Long Service Award in recognition of their outstanding commitment and loyalty to the organisation 7.3 ENTITLEMENT All employees who complete 25 year continuous service with West Dunbartonshire Council or with any of West Dunbartonshire Council s predecessor Authorities (recognised antecedent authority if you transferred over to WDC at local government re-organisation on 1 April 1996 i.e. Strathclyde Regional Council, Dumbarton District Council, or Clydebank District Council) will receive a Long Service Award As the Council supports the principles of valuing all staff, the Long Service Award is applicable to all employees regardless of role or grade. This equally applies to part-time employees or those who have been employed on fixed-term contracts and have continuous service with the Council for 25 years. 7.4 THE AWARD Employees celebrating long service will receive a personalised card from the Chief Executive and gift vouchers to the value of 200 on (or near) the date of their 25-year anniversary. They will also be invited by the Chief Executive to attend the Employee Recognition Event in March to celebrate their award together with colleagues from across the Council who have also achieved 25 years of service during that year Where possible the individual will be approached personally to ascertain the gift voucher provider suitable to the individual. This is to ensure that the award will be appropriate and valued by the individual. 7.5 PROCEDURE The workforce management system will generate a regular report identifying those employees approaching 25 years service and notify the Organisational Development who will facilitate the relevant long service award and invitation to the Employee Recognition Event The Organisational Development Team will liaise with the appropriate senior manager to advise of forthcoming long service awards before the relevant anniversary date and liaise on any relevant personal acknowledgement for the employee The current Long Service Award scheme will be amended to reflect these principles. 12 P a g e

TRANSPORT FOR LONDON CORPORATE PANEL

TRANSPORT FOR LONDON CORPORATE PANEL AGENDA ITEM 4 TRANSPORT FOR LONDON CORPORATE PANEL SUBJECT: EMPLOYEE ENGAGEMENT DATE: 17 NOVEMBER 2009 1 PURPOSE AND DECISION REQUIRED 1.1 The purpose of this report is to advise the Panel on TfL s approach

More information

Mole Valley District Council Corporate Communications Strategy 2002-2005

Mole Valley District Council Corporate Communications Strategy 2002-2005 Mole Valley District Council Corporate Communications Strategy 2002-2005 CONTENTS Content Section 1: Introduction Section 2: Stakeholders Section 3: Objectives Section 4: Targets Section 5: Principles

More information

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015

COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors

More information

Internal Communications Strategy

Internal Communications Strategy Internal Communications Strategy 2011 2013 Alison Cummins Communications Manager January 2011 INTRODUCTION 3 AIMS AND OBJECTIVES 5 EVALUATION OF THE INTERNAL COMMUNICATIONS STRATEGY 2007-2009 6 TARGETS

More information

Chesterfield Borough Council. Internal Communications Strategy. April 2014 - April 2017.

Chesterfield Borough Council. Internal Communications Strategy. April 2014 - April 2017. Appendix 1 Chesterfield Borough Council Internal Communications Strategy April 2014 - April 2017. Section 1: Introduction 1.1 Chesterfield Borough Council s single biggest asset is its employees. 1.2 It

More information

PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010

PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 1 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME INDEX Page Introduction 3 PPDP Cycle 4 Performance planning meeting 5 Performance planning

More information

Communications Strategy

Communications Strategy Communications Communications July 2013 Version 1.1 1 Communications River Clyde Homes Vision Our vision is to provide quality, affordable homes, in neighbourhoods we can be proud of and to deliver excellent

More information

Restructure, Redeployment and Redundancy

Restructure, Redeployment and Redundancy Restructure, Redeployment and Redundancy Purpose and Scope From time to time the Lake District National Park Authority will need to reorganise its services and staffing to meet changes that arise in future

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Investors in People First Assessment Report

Investors in People First Assessment Report Investors in People First Assessment Report K.H.Construction Cambridge Assessor: Lesley E Ling On-site Date/s: 3 rd September 2008. Recognition Date: Contents 1. Introduction Page 2 2. Assessment and Client

More information

Reward and Recognition

Reward and Recognition Reward and Recognition Good practice guide for South Australian Public Sector managers REWARD AND RECOGNITION FOR SOUTH AUSTRALIAN PUBLIC SECTOR MANAGERS 1 The Office for the Public Sector acknowledges

More information

Court Service Communication Strategy 2003-2006

Court Service Communication Strategy 2003-2006 Court Service Communication Strategy 2003-2006 0 A Communication Strategy for the Northern Ireland Court Service Contents Page Introduction 2 The Need 2 Theme 3 Purpose 4 Objectives 4 Baseline Measurement

More information

Board report for 31 May 06 Item 8

Board report for 31 May 06 Item 8 Board report for 31 May 06 Item 8 DRAFT Internal communications strategy Contents 1. Executive Summary 2. Introduction 3. Background 4. The vision for communications 5. Strategic objectives 6. Early priorities

More information

PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME

PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME DEFINITIONS OF ENGAGEMENT The concept of employee engagement has received growing interest recently, with a range of research into what engagement is

More information

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE Report to Personnel Committee 26 September 2012 Agenda Item: 6 REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE INVESTORS IN PEOPLE RE-ACCREDITATION Purpose of the Report 1. The purpose

More information

Some examples of how I have worked with firms to identify and develop the scope of the secretarial role are:-

Some examples of how I have worked with firms to identify and develop the scope of the secretarial role are:- Clodagh Beaty Secretarial Role Development Experience The Legal Secretarial Role I am a recognised expert in the legal secretarial role and am regularly invited to speak at conferences and forums and contribute

More information

Northern Ireland Environment Agency Corporate Social Responsibility

Northern Ireland Environment Agency Corporate Social Responsibility Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS

More information

Corporate Governance Service Business Plan 2011-2016. Modernising Services

Corporate Governance Service Business Plan 2011-2016. Modernising Services Corporate Governance Service Business Plan 2011-2016 Modernising Services Index 1. Executive Summary 3 2. Vision and Strategy 4 3. Service Overview 3.1 What Services do we and Will we Deliver? 5 3.2 How

More information

Conditions and Guidelines

Conditions and Guidelines Conditions and Guidelines 2015 Far West NSW Excellence In Business Awards ABOUT THE AWARDS The Awards celebrate Far West NSW businesses and recognises outstanding contributions to the growth of our economy.

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

1. An overview of local authority communications p3. 2. New National Reputation Project p3. 3. Key aims of the Corporate Communications Strategy p4

1. An overview of local authority communications p3. 2. New National Reputation Project p3. 3. Key aims of the Corporate Communications Strategy p4 Corporate Communications Strategy 2010-2015 Contents 1. An overview of local authority communications p3 2. New National Reputation Project p3 3. Key aims of the Corporate Communications Strategy p4 4.

More information

Performance Management Development System (PMDS) for all Staff at NUI Galway

Performance Management Development System (PMDS) for all Staff at NUI Galway Performance Management Development System (PMDS) for all Staff at NUI Galway PMDS.doc 1 1. Introduction The Performance and Development Review System (PMDS) for NUI Galway has its foundation in Sustaining

More information

Business Benefits of Volunteering

Business Benefits of Volunteering Business Benefits of Volunteering An introduction to skills based volunteering Mari Frengstad TABLE OF CONTENT: Executive Summary... 3 Introduction... 5 What skills are key to Hammerson s success?... 5

More information

Job Description Strategic Projects Team Leader

Job Description Strategic Projects Team Leader Strategic Projects Team Leader Department: Group: Direct Line Manager: Responsible For: Planning & Community Relations Manager - & Community Relationships Three (3) Strategic Project Drivers Delegations:

More information

Innovation Challenge Programme

Innovation Challenge Programme Innovation Challenge Programme The Innovation Challenge Programme is a proven method of building your organisation s innovation capability. It uses a competition framework to teach 10 to 50 participants

More information

Valuing Research Staff Implementing the Concordat

Valuing Research Staff Implementing the Concordat Valuing Research Staff Implementing the Concordat 1 Foreword Contents The University of Hertfordshire undertakes world leading and internationally excellent research across many areas of its portfolio.

More information

SHEPWAY DISTRICT COUNCIL JOB DESCRIPTION. CORPORATE DEBT OFFICER (Fixed term until 31 st March 2016)

SHEPWAY DISTRICT COUNCIL JOB DESCRIPTION. CORPORATE DEBT OFFICER (Fixed term until 31 st March 2016) SHEPWAY DISTRICT COUNCIL JOB DESCRIPTION CORPORATE DEBT OFFICER (Fixed term until 31 st March 2016) Salary: 18,558 22,485 (Grade D) Responsible to: Corporate Debt Manager Purpose of the job: To undertake

More information

CELEBRATING THE BRAINS BEHIND THE BRANDS 10 JUNE 2016 BANKING HALL, LONDON TWICE AS FRESH HEADLINE SPONSOR HOSTED BY

CELEBRATING THE BRAINS BEHIND THE BRANDS 10 JUNE 2016 BANKING HALL, LONDON TWICE AS FRESH HEADLINE SPONSOR HOSTED BY CELEBRATING THE BRAINS BEHIND THE BRANDS 10 JUNE 2016 BANKING HALL, LONDON TWICE AS FRESH HEADLINE SPONSOR HOSTED BY & TWICE AS FRESH The Insurance Marketing and PR Awards are returning in 2016, and this

More information

Communications Strategy

Communications Strategy Communications Strategy 2014-2017 Classification: Internal/Stakeholder 1. Introduction Good communication is central to the perception of City Property (Glasgow) LLP and our credibility. It is at the core

More information

January 2016. Brand and Campaigns Executive: Information for Candidates

January 2016. Brand and Campaigns Executive: Information for Candidates January 2016 Brand and Campaigns Executive: Information for Candidates Thank you for expressing interest in the role of Brand and Campaigns Executive. We have compiled this information pack to tell you

More information

Introductory Level Management Training Programme

Introductory Level Management Training Programme Introductory Level Management Training 2016 Foreword January 2016 Managers and supervisors across the career development sector, be this in the context of career education, career guidance/development,

More information

Join the Teaching Leaders Primary coaching team

Join the Teaching Leaders Primary coaching team Join the Teaching Leaders Primary coaching team Teaching Leaders and TL Primary programme overview Teaching Leaders is an education charity, specifically focused on developing outstanding middle leaders.

More information

Salary The postholder will be paid on the appropriate point of the pay scale with the addition of the TLR 2B.

Salary The postholder will be paid on the appropriate point of the pay scale with the addition of the TLR 2B. JOB DESCRIPTION ASSISTANT CURRICULUM LEADER FOR SCIENCE (TLR 2B) Salary The postholder will be paid on the appropriate point of the pay scale with the addition of the TLR 2B. Line of Responsibility The

More information

Plymouth University Human Resources

Plymouth University Human Resources Document Policy document for Postgraduate Certificate in Academic Practice (PGCAP) and Teaching Development Framework (TDF) Document and Educational Owner Development Document March 2013 Commencement Review

More information

University Teacher in Journalism

University Teacher in Journalism About The Job. Department of Journalism Studies Faculty of Social Sciences University Teacher in Journalism Pursue the extraordinary Overview The Faculty of Social Sciences is a large and diverse grouping

More information

Seminar E3 Developing an Effective Leadership Culture to Support Business Change

Seminar E3 Developing an Effective Leadership Culture to Support Business Change Seminar E3 Developing an Effective Leadership Culture to Support Business Change Inji Duducu Group People Director Benenden @injiduducu The Benenden Story - transformation Background The Challenge April

More information

North Ayrshire Council. Performance Management Strategy

North Ayrshire Council. Performance Management Strategy North Ayrshire Council Performance Management Strategy February 2015 Contents 1. Foreword... 3 2. Introduction... 3 3. What is performance management?... 4 3.1 Why is it important to North Ayrshire Council?...

More information

CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE

CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE www.gov.gg/jobs JOB POSTING CHIEF NURSE / DIRECTOR OF CLINICAL GOVERNANCE JOB TITLE Chief Nurse / Director of Clinical Governance SALARY Attractive Remuneration Package available with post TYPE Full Time

More information

GUIDE PASSION FOR PEOPLE. www.investingintalent.co.uk ENTRY

GUIDE PASSION FOR PEOPLE. www.investingintalent.co.uk ENTRY ENTRY GUIDE Early Bird entry deadline: 22 April Final entry deadline: 1 June THE RECRUITMENT AWARDS THAT PUT TALENT FIRST It s great when a hardworking, dedicated team is recognised by an external organisation.

More information

Sample. Employee Recognition Presentation

Sample. Employee Recognition Presentation Sample Employee Recognition Presentation What is Employee Recognition? Any word or deed towards making someone feel appreciated and valued for who they are and recognized for what they do. A range of formal

More information

COMMUNICATIONS & ENGAGEMENT PLAN

COMMUNICATIONS & ENGAGEMENT PLAN COMMUNICATIONS & ENGAGEMENT PLAN 2016-2018 Creating A better environment Creating a better environment contents 1 General...3 1.1 Introduction 1.2 Internal Stakeholders 1.3 External Stakeholders 1.4 Organisational

More information

Derbyshire County Council Performance and Improvement Framework. January 2012

Derbyshire County Council Performance and Improvement Framework. January 2012 Derbyshire County Council Performance and Improvement Framework January 2012 Contents 1. Introduction 3 2. About the framework 4 3. Planning 7 5. Monitoring Performance 8 6. Challenge and Review 11 7.

More information

Using Gamification in Reward and Recognition to improve Employee Engagement

Using Gamification in Reward and Recognition to improve Employee Engagement Using Gamification in Reward and Recognition to improve Employee Engagement 02 WHAT IS GAMIFICATION? It is the use of use of game design elements in a non-game context It is a common misconception that

More information

SOCIAL MEDIA STRATEGY 2013 2015

SOCIAL MEDIA STRATEGY 2013 2015 SOCIAL MEDIA STRATEGY 2013 2015 October 2013 1 Contents 1. Background 2. Channels 3. Use 4. Management and Administration 5. Analytics and Reporting 6. Communication and Employee Engagement 7. Timeline

More information

Leadership Practices Questionnaire Self Assessment

Leadership Practices Questionnaire Self Assessment Leadership Practices Questionnaire Self Assessment In this survey there are thirty statements about the things that leaders do. The statements all describe behaviours or activities. Please read each statement

More information

Beyond the Referral: The Growing Role of Customer Advocates in Technology Marketing

Beyond the Referral: The Growing Role of Customer Advocates in Technology Marketing Beyond the Referral: The Growing Role of Customer Advocates in Technology Marketing Barb Pfeiffer Senior Consultant & Chief Channel Expert The Partner Marketing Group Beyond the Referral: The Growing Role

More information

We offer a range of prizes and awards for architects, buildings and clients in the UK and internationally.

We offer a range of prizes and awards for architects, buildings and clients in the UK and internationally. For 50 years the RIBA awards and prizes have championed and celebrated the best architecture in the UK and around the world, no matter the form; size or budget. Successful projects reflect changes and

More information

Investors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited

Investors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number

More information

BARNET AND SOUTHGATE COLLEGE JOB RESPONSIBILITY PROFILE. Head of Human Resources & Organisational Development

BARNET AND SOUTHGATE COLLEGE JOB RESPONSIBILITY PROFILE. Head of Human Resources & Organisational Development BARNET AND SOUTHGATE COLLEGE JOB RESPONSIBILITY PROFILE POST: Head of Human Resources & Organisational Development SALARY SCALE: Service Area Head Scale Points 14-18 RESPONSIBLE TO: RESPONSIBLE FOR: Director

More information

Completing the competency based application form

Completing the competency based application form Completing the competency based application form For the HEO/SEO cohort, you will be required to provide evidence of how you meet the following competencies: This involves completing and submitting a competency

More information

The Castlecourt Hotel Westport Friday November 6th 2015

The Castlecourt Hotel Westport Friday November 6th 2015 2015 The Castlecourt Hotel Westport Friday November 6th 2015 Introduction Mayo Chambers and local business organisations, in association with Mayo.ie and the Local Enterprise Office (LEO), are delighted

More information

JOB DESCRIPTION. 5. ORGANISATION CHART: Reports to the Institute of Medicine Administrator. Institute of Medicine Directors

JOB DESCRIPTION. 5. ORGANISATION CHART: Reports to the Institute of Medicine Administrator. Institute of Medicine Directors JOB DESCRIPTION 1. JOB TITLE: Administrative Assistant 2. HRMS REFERENCE NUMBER: HR14132 3. ROLE CODE: FINADMIN01 4. DEPARTMENT: Institute of Medicine (IoM) 5. ORGANISATION CHART: Reports to the Institute

More information

Team Building Ideas to Motivate, Engage, encourage

Team Building Ideas to Motivate, Engage, encourage MOTIVATE ENGAGE encourage Team Building Ideas to Motivate, Engage, and Encourage How to Use this ebook Baudville 52 Ways to a Positive Culture ebook PAGE 1 Keep your team feeling motivated, engaged, and

More information

Organisational and Leadership Development at UWS

Organisational and Leadership Development at UWS Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a

More information

Communications Strategy 2015-16

Communications Strategy 2015-16 Communications Strategy 2015-16 Communication leads to community, that is, to understanding, intimacy and mutual valuing [Rollo May, 1909-1994, American Psychologist] Introduction The WWM CRC is a provider

More information

Job Description. Director of Fundraising and Marketing

Job Description. Director of Fundraising and Marketing Job Title: Brand Manager Salary and Pay Band: Band F, Level 2 Hours: Job Holder: Team (Directorate/ Nation): Location: Manager: 35 hours per week Vacant Fundraising and Marketing, MS National Centre North

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT

INVESTORS IN PEOPLE ASSESSMENT REPORT INVESTORS IN PEOPLE ASSESSMENT REPORT Birmingham City University Human Resources Department Page: 1 of 19 Key Information Assessment Type Review Investors in People Specialist Name Bob Morrison Visit Date

More information

CATEGORY INFORMATION AND GUIDANCE ON ENTERING

CATEGORY INFORMATION AND GUIDANCE ON ENTERING CATEGORY INFORMATION AND GUIDANCE ON ENTERING This year marks the ninth annual TJ Awards and our purpose is to encourage and recognise best practice in organisational learning and development. We are delighted

More information

Introduction. Page 2 of 11

Introduction. Page 2 of 11 Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation

More information

Corporate Services Directorate Number of staff responsible for 7 Budget responsibility ( )

Corporate Services Directorate Number of staff responsible for 7 Budget responsibility ( ) Role Profile template Job Title Service Desk Manager Barnet Band and scale range BBB 47-50 Reports to Head of IS Service area Corporate Services Directorate Number of staff responsible for 7 Budget responsibility

More information

Job description. Executive Assistant to the Chair, Medical Director and Manager

Job description. Executive Assistant to the Chair, Medical Director and Manager Job description Job Title: Job Context: Executive Assistant to the Chair, Medical Director and Manager The Royal College of Physicians of London plays a pivotal role in setting the standards and through

More information

Employee Communications Strategy 2000-2003

Employee Communications Strategy 2000-2003 Agenda Item 10 Executive 25 August 2000 Report of the Chief Officer (Organisational Development) Employee Communications Strategy 2000-2003 Executive Summary Good employee communications will raise the

More information

Investors in People 2013 - Communications Plan. Introduction What is IiP?

Investors in People 2013 - Communications Plan. Introduction What is IiP? Investors in People 2013 - Communications Plan Introduction What is IiP? Investors in People specialises in transforming business performance through our employees. It is designed to help the Council achieve

More information

Total UK credits 180 Total ECTS 90 PROGRAMME SUMMARY

Total UK credits 180 Total ECTS 90 PROGRAMME SUMMARY KEY FACTS Programme name Health Services Research Award Masters in Science (MSc) School Health Sciences Department or equivalent Health Services Research and Management Programme code NUMSHSR01 Type of

More information

Allerdale Borough Council s internal communications strategy and action plan

Allerdale Borough Council s internal communications strategy and action plan Allerdale Borough Council s internal communications strategy and action plan 1. Introduction Research shows the importance of good internal communications with Councils that spend time keeping their staff

More information

Appointment details Strategic Development Manager

Appointment details Strategic Development Manager Appointment details Strategic Development Manager Closing date 2 November 2014 Ref: R140327 Contents About Aston University Welcome from Professor Martin Griffin, Pro-Vice-Chancellor for Research Research

More information

RPI Best Practice Standards

RPI Best Practice Standards Recognition Professionals International (RPI) RPI Best Practice Standards Program and Standards Revised: April 2007 Recognition Professionals International 1601 N. Bond Street, Suite 303, Naperville, IL

More information

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

Experience of an Athena SWAN panellist

Experience of an Athena SWAN panellist Experience of an Athena SWAN panellist Peter Clarkson School of Mathematics, Statistics and Actuarial Science University of Kent, Canterbury, CT2 7NF P.A.Clarkson@kent.ac.uk London Mathematical Society

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

To provide administration support to an administration team.

To provide administration support to an administration team. The Role of Administration Officer Date: 1 September 2007 Central Administration and Finance Team Grade: Grade K Hours of work: 37 Flexible working hours: Yes Suitable for Job Share: Yes Purpose To provide

More information

Government Procurement Professionals Awards

Government Procurement Professionals Awards 2015 The Government Procurement Professionals Awards are designed to recognise the significant contribution that staff make within the Local Government sector. Chief Executive Officers, Executives and

More information

JOB DESCRIPTION. Regional Human Resources Manager (RHRM) Department/Region/Section: Human Resources Based at North Region, Leeds RHQ

JOB DESCRIPTION. Regional Human Resources Manager (RHRM) Department/Region/Section: Human Resources Based at North Region, Leeds RHQ A JOB DESCRIPTION Job Title: Regional Human Resources Manager (RHRM) Division: Human Resources Department/Region/Section: Human Resources Location: Based at North Region, Leeds RHQ Reports to: Head of

More information

Background. Strategic goals and objectives - the 2014/15 plan

Background. Strategic goals and objectives - the 2014/15 plan IABC Chapter Management Awards Category: Leadership Development Chapter: IABC/Calgary (large chapter) Contact: Jennifer de Vries (Past president; jenndevriesiabc@gmail.com; 403.510.2374) Background IABC/Calgary

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

Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6. Candidate Pack

Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6. Candidate Pack Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6 Candidate Pack 2 Introduction The Highways Agency is an Executive Agency of the Department for Transport, and

More information

School of Social Policy Sociology and Social Research Employability Strategy 2014-2017

School of Social Policy Sociology and Social Research Employability Strategy 2014-2017 School of Social Policy Sociology and Social Research Employability Strategy 2014-2017 Mission statement Our ambition as a School is to have effectively embedded into the whole of the student life cycle

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

Supporting our teachers

Supporting our teachers Recognise. Respect. Value. Policy direction overview Discussion paper two Better schools Better future Supporting our teachers We can all recall a teacher who made a difference a teacher who inspired us,

More information

BRADFORD COLLEGE OUTLINE JOB DESCRIPTION. POST GRADE: Scale 4 POST REF:09002

BRADFORD COLLEGE OUTLINE JOB DESCRIPTION. POST GRADE: Scale 4 POST REF:09002 BRADFORD COLLEGE OUTLINE JOB DESCRIPTION POST TITLE: EVENTS CO-ORDINATOR (FURTHER EDUCATION) POST GRADE: Scale 4 POST REF:09002 The following information is furnished to assist staff joining the College

More information

Catching People Doing Things Right

Catching People Doing Things Right Catching People Doing Things Right A Simple Idea... Imagine if you could make it really easy for customers to give positive feedback What would you do with the flow of Thank You s and good news stories?

More information

You also have the opportunity to provide additional items, such as photos, videos or documents that support your nomination.

You also have the opportunity to provide additional items, such as photos, videos or documents that support your nomination. Awards Overview The awards season at the University of Birmingham is our opportunity to recognise all of the hard work that you put into sport throughout the year. Awards are split across two events: Overview

More information

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff

More information

Nottingham City Homes

Nottingham City Homes Nottingham City Homes Internal Communications Strategy 2012 2015 1. Introduction 1.1 Our Corporate Plan for 2012-15 sets out our commitment to creating homes and places where people want to live. Achieving

More information

Report of Corporate Management Team Don McLure, Corporate Director, Resources Councillor Alan Napier, Cabinet Portfolio for Resources

Report of Corporate Management Team Don McLure, Corporate Director, Resources Councillor Alan Napier, Cabinet Portfolio for Resources Cabinet 13 July 2011 Investors in People Assessment Report and Action Plan Report of Corporate Management Team Don McLure, Corporate Director, Resources Councillor Alan Napier, Cabinet Portfolio for Resources

More information

MANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY

MANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY MANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY THE COMPANY Established in Hong Kong in 1963. Mandarin Oriental Hotel Group is an international hotel investment and management group operating ten hotels in

More information

Initiatives Delivering Excellence And Safety Report I.D.E.A.S.

Initiatives Delivering Excellence And Safety Report I.D.E.A.S. Initiatives Delivering Excellence And Safety Report I.D.E.A.S. Executive Summary This report details the requirements of a scheme to allow interested party s ideas on how we conduct aspects of our service

More information

Enterprise Education Mission, Vision and Strategy

Enterprise Education Mission, Vision and Strategy Enterprise Education Mission, Vision and Strategy 2012-2016 1. An Introduction to Enterprise at The University of Sheffield. The University of Sheffield does not just define enterprise as starting a business

More information

2016 ACHIEVEMENT AWARDS

2016 ACHIEVEMENT AWARDS 2016 ACHIEVEMENT AWARDS Entry Submission Information Networking Award - Business to Business Esprit de Coeur Award Entrepreneur Award Professional Service Award Suzanne King Public Service Award Submission

More information

INSPIRE. ShadoW the. 2015 Awards. Shortlists announced 17 March Winners announced 22 June

INSPIRE. ShadoW the. 2015 Awards. Shortlists announced 17 March Winners announced 22 June ABSORBING INCREDIBLE INSPIRE CAPTIVATING AND CHALLENGE YOUNG READERS UNFORGETTABLE ORIGINAL GRIPPING ShadoW the 2015 Awards Shortlists announced 17 March Winners announced 22 June A guide to shadowing.

More information

FIH COACHING GUIDELINES

FIH COACHING GUIDELINES FIH COACHING GUIDELINES AIMS OF THE TECHNICAL GUIDELINES 1. To establish clear-cut guidelines for the two FIH Coaching Course levels in both High Performance and Development categories: FIH Coaching Course

More information

JOB DESCRIPTION. POST: Director of Marketing POST NO: SMG-M01. SERVICE: Marketing DATE: June 2015

JOB DESCRIPTION. POST: Director of Marketing POST NO: SMG-M01. SERVICE: Marketing DATE: June 2015 JOB DESCRIPTION POST: Director of Marketing POST NO: SMG-M01 SERVICE: Marketing DATE: June 2015 STARTING DATE: As soon as possible SALARY RANGE: Six point scale on management range HOURS: Full time INDEFINITE/FIED

More information

National Deaf Children s Society (NDCS) submission to Work and Pensions Select Committee inquiry

National Deaf Children s Society (NDCS) submission to Work and Pensions Select Committee inquiry National Deaf Children s Society (NDCS) submission to Work and Pensions Select Committee inquiry Employment support for disabled people: Access to Work Summary Access to Work (AtW) plays a vital role in

More information

CIPD Employee engagement

CIPD Employee engagement CIPD Employee engagement See www.cipd.co.uk for further details January 2007 This factsheet gives introductory guidance. It: considers what is meant by employee engagement and why organisations are interested

More information

HUMAN RESOURCE STRATEGY 2015-2019

HUMAN RESOURCE STRATEGY 2015-2019 HUMAN RESOURCE STRATEGY 2015-2019 February 2015 CONTENTS 1. Background and Introduction 2. Business Context 2.1 The Internal Context 2.2 The External Environment 3. Development of the 2015-2019 HR Strategy

More information

Performance Management Rating Scales

Performance Management Rating Scales Performance Management Rating Scales When looking at Performance Management, a 5 point rating scale is the most common. A CIPD report suggests that: 47% of companies use 5 point scale 28% of companies

More information

CORPORATE PLAN 2012-13 2013-14 2014-15

CORPORATE PLAN 2012-13 2013-14 2014-15 CORPORATE PLAN 2012-13 2013-14 2014-15 V0.3 170412 1 1. Introduction This Corporate Plan identifies the main strategic challenges facing the Agency over the next three years, and sets out its key performance

More information

ROLES AND RESPONSIBILITIES The roles and responsibilities expected of teachers at each classification level are specified in the Victorian Government

ROLES AND RESPONSIBILITIES The roles and responsibilities expected of teachers at each classification level are specified in the Victorian Government ROLES AND RESPONSIBILITIES The roles and responsibilities expected of teachers at each classification level are specified in the Victorian Government Schools Agreement 2004: Leading teacher Leading teachers

More information

Specification. Edexcel NVQ qualification. Edexcel Level 3 NVQ Certificate in Management (QCF)

Specification. Edexcel NVQ qualification. Edexcel Level 3 NVQ Certificate in Management (QCF) Specification Edexcel NVQ qualification Edexcel Level 3 NVQ Certificate in Management (QCF) For first registration August 2010 Edexcel, a Pearson company, is the UK s largest awarding organisation offering

More information