Home Office Core Competency Framework April 2010

Transcription

1 Home Office Core Competency Framework April 2010

2 Introduction The current version of our Core Competency Framework has been in place for some years how, having been introduced in the early days of the Professional Skills for Government framework. Since then Government Skills have introduced various updates, including an expansion of the menu of core skills. As well as this, the Civil Service-wide Leadership framework has been refreshed. Within the Home Office there have been developments such as the introduction of our well-being framework, and we have listened to feedback from you the user. All of these things mean that the time has been ripe for us to look again at our own CCF. We trust you will find this new refreshed CCF accessible and easy to use. And the purposes of the CCF remain unchanged. It forms the basis for our recruitment and selection processes. It is important for performance management, not just the formal process but also what happens on a day-to-day basis. It does this in two ways. First, for all staff, it sets out clearly what s needed to be fully effective these days: in other words, expectations of you as a member of staff, and what your responsibilities are for example, for your development, for supporting others, for your performance. And, second, by the same token, additional expectations of managers and leaders are set out not just for delivering performance but also for building well-being and morale. The CCF contains six core competencies: Leadership Managing Self and Others Working with Others Communication Analysis and Use of Evidence Financial Management Programme and Project Management Within each competency there are a set of skills which are described by behavioural indicators. These behavioural indicators are not designed to be comprehensive but provide a clear sense of what is expected at different grade levels. 1

3 Home Office Core Competency Framework: Overview of Skills within Each Competency Analysis and Use of Evidence Financial Management (including propriety and regularity) Manage risk and deliver assurance Deliver value for money and efficiency Work with financial information Identify options and make well judged decisions Use evidence effectively Gather and manage information Use ICT Planning, organising, monitoring and reviewing Actively listen Setting the direction Speak effectively Communication Review and recognise perform ance Supporting others Building capability: Developing self and others Leading on equality and diversity Customer focused Develop and maintain good working relationships Write effectively Leadership Managing Self and Others Working with Others 2

4 LEADERSHIP AND MANAGING MYSELF AND OTHERS SETTING THE DIRECTION I know how my role contributes to delivering the Department s wider goals and objectives I ask questions to clarify the objective, timescale and priority of tasks I am open-minded and positive about changes I readily accept wider responsibilities and take on new challenges I use my initiative to get on with things without waiting to be told I identify with/share the aims and objectives of our organization I ensure my team members are very clear about what is required of them and how their work contributes to team/ unit performance I keep my team members informed of what is going on, e.g., through regular team meetings I agree challenging, achievable work objectives and deadlines with my team members, ensuring they have the right level of responsibility I show awareness of the wider strategic context including the financial context of the business I act in a corporate way, promoting joint management/home Office decisions I look to continually generate improvements and involve my team in making such changes happen I ensure my team(s) understand the link between our work area, the department s overall strategic direction and needs of the public I involve my team(s) in developing a persuasive and inspiring view of the future for our work area I operate strategically, setting and balancing my teams direction(s) and efforts against wider, corporate priorities and the financial context I consider the wider and long-term impact of actions and decisions I establish new priorities and revise plans to reflect operational or policy changes and explain change in a positive way to others I work closely with my team(s) to ensure they feel enthused and motivated by the direction and content of what we are required to do 3

5 LEADERSHIP AND MANAGING MYSELF AND OTHERS REVIEW AND RECOGNISE PERFORMANCE I take responsibility for my personal performance and for delivering my work objectives I make suggestions for improving the ways things can be done I review my own performance as well as take on board feedback to improve my performance I maintain steady performance when under pressure and seek help to deal with excessive work pressure I remain focused on my tasks, even when things don t go smoothly I consistently deliver a high level of output to a high quality and to time I encourage my team to make suggestions for improving the way things are done I empower my team members to take decisions about how they do their work I involve my team in helping to solve management problems I monitor workloads to ensure that my team is not unreasonably overstretched, and reassess workloads and priorities if people are facing excessive demands I monitor performance in a supportive way and investigate reasons for underperformance I manage poor performance effectively I prioritise future workloads I encourage others to express their views building commitment, ownership and buy-in I reallocate resources across teams when required I provide a clear appreciation of the team s efforts - sharing and celebrating success I promote the effective management of poor performance in my team(s) I actively promote the work achievements of my team(s) 4

6 LEADERSHIP AND MANAGING MYSELF AND OTHERS SUPPORTING OTHERS I support others when they are under pressure I acknowledge success in others and provide constructive feedback where necessary I remain calm in a crisis, and respond rationally to challenges I share knowledge and offer support and encouragement to colleagues I encourage an open environment of feedback I make myself accessible to my staff I regularly review performance and provide honest, constructive feedback I praise people for work well done and use the financial and non-financial rewards available to me to recognise achievement I successfully manage conflicting pressures and tensions in my team I actively listen to staff and clearly indicate what will be done as a result I seek ways to improve the quality of my teams working environment to support high performance I support my team(s) when there are difficulties I remain calm and constructive under pressure, helping my team(s) to stay motivated, positive and focused despite adversity 5

7 LEADERSHIP AND MANAGING MYSELF AND OTHERS BUILDING CAPABILITY: DEVELOPING SELF AND OTHERS I understand my strengths and development needs, and seek out ways to learn and develop I look for, and take, opportunities to keep up to date and expand my skills I actively involve myself in team tasks I encourage and support others to learn I look for opportunities to develop my role I take responsibility for developing my myself and my career I ensure that development needs are identified and support individuals to meet agreed development needs I coach and guide my team members to help them develop and improve their performance I encourage people to try out new approaches and responsibilities in their work, whilst managing risks sensibly I create opportunities for learning on the job I plan the induction of new people and the handovers for those moving on I link learning activities to achievement of individual, team and organisational objectives I encourage an environment in which staff can learn from mistakes I use training and development in a focused way to improve the organisation s capability I evaluate the impact of learning on business achievement I act as a role model for continuous learning, showing interest in new ideas and opportunities I actively seek out and search for and create opportunities for development in my team(s) 6

8 LEADERSHIP AND MANAGING MYSELF AND OTHERS LEADING ON EQUALITY AND DIVERSITY I challenge inappropriate behaviour I am open and willing to listen to the views of others, including those whose viewpoint is different from my own I value working with those with different views and backgrounds I am aware of my impact on others, and modify my behaviour as necessary I treat everyone fairly, with respect and dignity I am polite, tolerant and patient when dealing with others I show consideration for work-life balance I deal promptly and objectively with conflicts and disputes; I deal with disagreements before they become arguments, without getting emotionally involved I treat all team members with equal importance I consider diversity-related needs when planning and allocating work (including the need for reasonable adjustment(s) for those requiring them) I act as a role model to others through valuing diversity I work to continuously improve working practices to ensure equality of opportunity I consistently lead by example, acting as a role model for ethics, integrity and impartiality 7

9 WORKING WITH OTHERS CUSTOMER FOCUSED I focus on the needs of both internal and external customers I focus on customer needs by providing information and taking helpful action to satisfy appropriate customer requirements I seek and act on customer feedback I adopt a willing attitude to get things done and treat everyone with courtesy I am helpful I ensure my team understands customer service standards I ensure my team meets agreed customer service standards I seek and act on customer feedback, and feedback from staff, to enhance the service provided I ensure my team seek and act on customer feedback where necessary I work with customers to understand their needs I work with stakeholders to identify and understand the needs of all customers I set customer service standards based on the identified needs I work with my team(s) to shape services to meet customer needs I communicate a vision of service delivery and improvement I implement customer feedback systems and act on their findings 8

10 WORKING WITH OTHERS DEVELOP AND MAINTAIN GOOD WORKING RELATIONSHIPS I am approachable and seek to maintain constructive relationships I actively co-operate with and support others I engage in an open and timely manner with others I involve others in work that would benefit from their contribution I am able, when necessary, to influence others views positively I support the work of the team/unit/ organisation in discussions with contacts both in the Home Office and externally I actively build and maintain positive working relationships within my team and stakeholders I do what I say and deliver on my promises I ensure that appropriate stakeholder consultation and involvement takes place before making decisions I seek advice, guidance and assistance from experts as appropriate and involve them early on and at other key stages I can persuade others of the benefits of proposals or the value of a particular interpretation I am willing to adjust my position in light of consultation I identify, establish and maintain mutually beneficial relationships across boundaries, both internal and external I actively promote joint working and partnership with stakeholders and others I build up a detailed understanding of my stakeholders and their differing views, using this knowledge to gain support and buy-in I involve delivery partners in designing and suggesting improvements to processes I influence stakeholders/senior stakeholders and gain their confidence whilst lowering resistance I lobby effectively via various channels to support the Department s position 9

11 COMMUNICATION WRITE EFFECTIVELY I write in a clear, accurate and structured way, using plain language, and to suit the audience SPEAK EFFECTIVELY I speak clearly and effectively to accommodate different audiences and levels of understanding ACTIVELY LISTEN I clarify understanding by asking appropriate questions USE ICT I produce written information which sets out key issues, options and actions in a clear and well-structured fashion I adopt an appropriate communication style to suit the needs of the audience I demonstrate understanding of others points of view/positions I present complex written information effectively on a range of issues, using appropriate methods I distil complex data into clear, concise, concepts that others can grasp using illustrations and comparisons to help them understand things clearly I articulate issues openly and present convincingly, leading others to accept key conclusions I respond to others in a way that encourages and progresses communication I am able to use the basic desktop functions (e.g. Outlook, Word, Excel, PowerPoint, explorer) I am able to use the appropriate technology to do my job effectively 10

12 ANALYSIS AND USE OF EVIDENCE GATHER AND MANAGE INFORMATION I obtain the most relevant information, facts or knowledge from a wide range of sources I follow guidelines for effective and secure information management using appropriate technology where necessary I actively share information, to the right people at the right time, subject to compliance with data protection/ information security requirements I recognise where a situation may require further investigation or where further information may be required I know the limits of my own knowledge and seek advice when I need to do so I respect confidentiality and privacy I ensure both the right depth and breadth of information and knowledge are appropriately gathered and applied from a variety of sources I encourage knowledge sharing I apply information management best practice I have an awareness and knowledge of how to use knowledge and information management systems and processes that help deliver individual and team objectives I am aware of how different specialists can contribute to supplying and evaluating evidence and I engage with them to do so as early as possible I ensure that corporate information is stored and used effectively I ensure effective engagement with specialists in providing robust evidence to support business objectives I identify the most relevant sources of information and data, selecting and evaluating them to suit the issue 11

13 ANALYSIS AND USE OF EVIDENCE USE EVIDENCE EFFECTIVELY I conduct thorough analysis; I separate the relevant from the irrelevant and the important from the unimportant I check information, where necessary, to make sure it is correct I use arithmetic calculation correctly (addition, subtraction, division, and multiplication) and compile and interpret numerical information (e.g., tables and charts) correctly I understand the types of evidence that are needed in different circumstances (qualitative, quantitative, scientific) I can present data using simple descriptive statistics, e.g., arithmetic mean, percentages, appropriate tables and graphics I am able to critically appraise evidence and identify high quality research I ensure that robust evidence is used to support key decisions, formal option appraisal and/or published recommendations I ensure that robust evidence is used to evaluate and review policies, projects, programmes and service delivery I understand and can interpret the most commonly used methods for summarising (numerical) data I give well-judged advice and develop solutions based on sound evidence and analysis to ensure proposed options meet organisational needs I maintain a view of the overall situation at the same time as grasping the detail 12

14 ANALYSIS AND USE OF EVIDENCE IDENTIFY OPTIONS AND MAKE WELL JUDGED DECISIONS I follow rules, procedures and guidelines and comply with procedures and processes I use procedures and precedents, as necessary, when taking decisions I take impartial and objective decisions which address the issues and are based on relevant facts I contribute to finding a creative solution to problems I identify patterns or trends in the evidence that may impact on decisions I generate and evaluate a range of usable options for resolving problems and think through what if scenarios, including consideration of implications beyond my own area of work I take difficult decisions after assessing the available evidence, including in numerical and written form I resist pressure to make quick decisions when there s a need for fuller consideration of the available evidence I consistently seek and promote better ways of doing things using an innovative approach I act decisively and make well-judged decisions about tough or complex issues after assessing available evidence I carry through decisions, even if they are difficult, unpopular, or controversial, when it is necessary to do so I stand firmly by my decisions that are supported by evidence when it is appropriate to do so I develop an environment where innovation is valued and which establishes innovative solutions to corporate problems I consider innovative strategic approaches, including those put forward by others 13

15 FINANCIAL MANAGEMENT WORK WITH FINANCIAL INFORMATION I understand basic financial information DELIVER VALUE FOR MONEY AND EFFICIENCY Someone at AA/AO and equivalent levels I display an understanding of value for money considerations and use time, money and other resources appropriately I identify and communicate opportunities to reduce waste/save money I ensure my own and my team s financial data are accurate I work confidently with financial data, interpreting reports and identifying appropriate actions Someone at EO-SEO and equivalent levels should, additionally, be able to say: I allocate and prioritise resources I monitor available resources against allocation and bring any issues to the attention of senior management on a timely basis I manage allocated resources effectively, including budgets, to deliver business performance and value for money I work confidently with financial data and include all relevant financial information when making decisions I interpret trends and the consequences of my decisions on activities I ensure that all business areas and projects are supported by sound financial analysis should also be able to say: I understand the impact of the financial position of my own area and that of the organisation I set stretching targets aimed at continually improving the value achieved from resource inputs (people, budgets, technology and assets) I challenge inefficiency and the poor use of resources I construct robust business cases to justify proposed expenditure I prioritize and track spend effectively to balance funding 14

16 FINANCIAL MANAGEMENT MANAGE RISK AND DELIVER ASSURANCE (INCLUDING PROPRIETY AND REGULARITY) I operate within financial rules and procedures using financial systems and tools effectively I monitor risk in accordance with the organisation s risk and internal control framework I actively support the financial management of the organisation including the principles of propriety and regularity and fraud prevention measures and I challenge inappropriate actions I lead by example when incurring expenditure and managing business relationships and risks I promote and enforce appropriate business rules I ensure that business continuity plans are in place and regularly updated I regularly review and update risk plans 15

17 PROGRAMME AND PROJECT MANAGEMENT (PPM) PLANNING, ORGANISING, MONITORING AND REVIEWING I contribute to effective planning and follow recognised delivery processes. I monitor and report progress against plans I provide required information at the appropriate time I deliver allocated tasks accurately and efficiently I identify and report on risks I identify lessons learned I contribute to effective planning I adhere to appropriate delivery standards and monitor quality to ensure that the required outputs are fit for purpose I actively identify risks and take appropriate recording, reporting, escalation and mitigation actions I understand and contribute to business case development and identification of objectives/benefits I use evidence to review process/ progress in order to identify opportunity for improvement I ensure that key lessons learned are appropriately identified and shared I plan the initiation and lead delivery of new initiatives: to identify requirements and key work-stages and actions, to identify key roles, to establish governance and quality control arrangements I actively identify risks and take appropriate action for assigned risks considering the impact on the wider business I understand the purpose and composition of a business case and how to define and realise benefits that meet business aims and objectives I can explain why and when independent review is appropriate I ensure that key lessons learned are appropriately identified, shared and acted upon 16

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