COMPETENCY FRAMEWORK

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1 COMPETENCY FRAMEWORK Persnal Impact Directin Delivery Delivering the future thrugh peple Infrmatin fr Applicants

2 CONTENTS COMPETENCY FRAMEWORK Page 3. What are Cmpetencies and why use them 3-4 Cuncil values 5. Hull City Cuncil Cmpetencies 5 6 Hw the Cmpetencies are structured 6. Hw the Cmpetencies are used 7. Appendix A Examples f Emplyee Cmpetencies 8. Appendix B Examples f Management Cmpetencies 2

3 Intrductin Thank yu fr yur interest in applying fr a jb with Hull City Cuncil. This bklet cntains infrmatin n the cmpetencies we use at Hull City Cuncil and why. As we cntinue t make prgress at Hull City Cuncil n ur jurney t becming an excellent lcal authrity, ur challenge is t g n imprving ur perfrmance year n year. We are cmmitted t the principle that it is the develpment f the cmpetencies, skills and abilities f all ur staff that is the key t the City Cuncil s future success. T make clear the skills and behaviurs that we value mst highly, a set f seven cmpetencies has been develped t prtray the behaviurs which will help us realise ur ambitins. All successful rganisatins need skilled managers and staff but technical prficiency alne is n lnger enugh. The rute t success is thrugh ur internal behaviur with ur fellw clleagues, and thrugh ur external behaviur with ur custmers and partners. What are Cmpetencies and why use them? Cmpetencies are bservable behaviurs, attributes r qualities that we all display when we apprach ur wrk. They explain HOW we need t perfrm ur rles, rather than WHAT we need t deliver. They d NOT define the technical skills and knwledge needed t d ur jbs. They explain t staff what behaviurs are needed t mve the Cuncil in the right directin fr success, and what values are imprtant. They effectively tell us what the desired culture f the Cuncil shuld lk like fr success. Hull City Cuncil Values During discussins and wrkshps we identified what was imprtant t us (ur values) and hw we see the values in actin (ur behaviurs). Understanding and displaying the values in ur actins will ensure we aim t imprve the lives f the peple f Hull and put the custmer at the heart f what we d. It is the respnsibility f all f us t strive t display and maintain the values at all times as we wrk with ur clleagues and custmers. 3

4 Belw are the 5 values and a brief descriptr f each Respect What des this mean? Inclusin f all, ensuring pints f view, ideas and suggestins are cnsidered in a nn judgemental way t imprve penness and cmmunicatin. Integrity What des this mean? Being pen and transparent abut ur activities which ensures ur decisin making is fair and ethical in its apprach. Custmer Fcus What des this mean? Custmers can be cnfident that we will deliver n ur prmises and we wn t prmise what we can t deliver. Hnesty What des this mean? Hnesty is the fundatin f a mutually respectful and trusting relatinship. Valuing Others What des this mean? We value and respect peple s needs, beliefs and cntributin. Whilst the Cuncil s visin, missin and values are the bigger picture f what we d, the Cmpetency Framewrk examines the way in which we d things ur behaviurs. A Cmpetency Framewrk defines cmpetencies and prvides measures (psitive and negative indicatrs) f behaviural perfrmance. Identifying and describing psitive behaviurs that supprt ur values and pririties will help us assess the skills we already have and where we need t develp these further. On an individual basis, cmpetencies are helpful in identifying what develpment activities yu need that will help yu deliver quality services, and fr yu t achieve yur ptential. 4

5 Hull City Cuncil Cmpetencies The cmpetencies are in three sectins, Directin, Delivery and Persnal Impact. The ability t take directin Being able t lead the Cuncil frward t deliver the visin Cntinually imprving ur services Delivering services Making effective decisins based n thrugh analysis Making the right things happen Cmmunicating with impact Persnal Impact Wrking cllabratively with thers internally and externally A cmmitment t develping yurself and thers Hw the cmpetencies are structured: There are tw parts t the cmpetency framewrk: Emplyee cmpetencies Management cmpetencies The emplyee cmpetencies are relevant t all emplyees, irrespective f the rle r level f jb perfrmance Please see Appendix A. The management cmpetencies are fr thse peple wh manage thers and r services. Please see Appendix B. Every cmpetency has a general descriptin and sme examples f: Effective behaviurs 5

6 Additinal effective behaviurs and Ineffective behaviurs These behaviurs are utlined fr bth emplyees and fr managers. Hw are the cmpetencies used? Cmpetencies are used in the fllwing: Recruitment and Selectin Persn specificatins and jb descriptins Cmpetency based interviewing Jb adverts Learning and Develpment Learning and develpment activities Management develpment Persnal develpment planning Perfrmance Management Persnal Perfrmance and Develpment - assessment and develpment against cmpetencies Career Management Career and successin planning Develpment 6

7 Appendix A Examples f Cmpetencies fr Emplyees Leading Frward Acts as a representative f the Cuncil when wrking with the public Imprving Services Suggests new ways f carrying ut specific activities and asks fr the views f thers n these ideas. Analysis and decisin making Keeps infrmatin and recrds up t date. Making things happen Has a slid understanding f wn rle and what he/she needs t deliver. Cmmunicating with impact - Is plite and cnsiderate when talking t thers. Cllabratin Supprts ther members f the team in delivering their wrk pitching in when required. Develping self and thers - Asks fr, and is pen t, feedback frm thers. Further examples can be fund at Cmpetency framewrk Emplyee Cmpetencies 7

8 Appendix B Examples f Cmpetencies fr Managers Leading Frward Sells the future visin f the Cuncil t custmers and partners Imprving Services Fully understands the plitical agenda in relatin t imprving services. Analysis and decisin making Is prepared t take difficult r unppular decisins and penly explains the ratinale behind the decisin taken. Making things happen Manages the teams wrk flexibly, balancing lnger term gals with shrt term pririties. Cmmunicating with impact - Anticipates the questins r issues that may be raised at meetings and cnsiders apprpriate respnses. Cllabratin. Builds and maintains a wide netwrk f internal and external cntacts, including Members. Develping self and thers - Ensures all team members understand their perfrmance and the develpment they need t engage in. Further examples can be fund at Cmpetency framewrk Manager Cmpetencies Many f the effective and additinal effective behaviurs als describe ur values in actin and these are clearly identified in the cmplete Cmpetency Framewrk. 8

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