Team Leaders, Managers and Specialists Work Book

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1 Performance Review and Development Social Policy Edition Team Leaders, Managers and Specialists Work Book For Team Leaders, Managers and Specialists required to register with: Scottish Social Service Council Health Professions Council Nursing and Midwifery Council and Other Managers and Specialists who are not required to register to practice Name:

2 Contents Guidance Notes for ALL Staff and Managers Part 1 Worksheet 1 Worksheet 2 Worksheet 3 Part 2 Worksheet 4 Worksheet 5 Worksheet 6 Worksheet 7 Worksheet 8 Worksheet 9 Part 3 Worksheet 10 Worksheet 11 Worksheet 12 Worksheet 13 Worksheet 14 Worksheet 15 Worksheet 16 Part 4 Appendix 1 Appendix 2 Appendix 3 Corporate Core Competencies (Select ONE from Part 1) Commitment to Quality Planning and Organising Effective Communication Corporate Core Competencies with SSSC Continuous Learning Framework - Personal Capabilities (Select a minimum of TWO from Part 2) Delivering Results - Resilience in Pursing Goals Despite Obstacles and Setbacks Managing Change - Flexibility - Being Adaptable and Open to Change Developing People - Lifelong Learning - Engaging in the Continuous Learning of Self and Others Leading Others - Motivating and Leading Others - Inspiring and Guiding Individuals and Groups Excellence in Customer Service - A Focus on People Who use Services and Their Carers Working with Others - Working in Partnership - Being Able to Work with Others within the Organisation and Beyond SSSC Continuous Learning Framework Personal Capabilities (Implementation from 2011) Empathy - Sensing Others Feelings and Perspectives Dealing with Conflict - Being Able to Identify Issues and Find Solutions Professional Autonomy - Exercising Judgement and Initiative and Being Accountable Confidence - Knowing You are Able to Do Your Job Well Accurate Self Assessment - Knowing Your Own Strengths and Limitations Awareness of Impact on Others - Being Aware of How Others Perceive You and Your Behaviour Organisational Awareness - Being Aware of the Purpose of Your Organisation and the Context in Which It Operates Appendices PRD 4 Form - Social Policy Edition for ALL Staff and Managers PRD Form 1 - Objectives & Development agreed for the coming year SSSC Post Registration Training & Learning - Record of Achievement 1

3 Guidance Notes for ALL Staff and Managers Personal Preparation Form Team Leaders, Managers and Specialists Work Book A short life working party has completed a review of the Employee Development Programme (EDP), which is being replaced with a Social Policy Edition of the new Clackmannanshire Council Performance Review and Development (PRD) system. As part of the transition from the EDP system to the PRD system, the working party has designed this work book to assist you to identify your learning needs. The baseline for measuring your performance is the Corporate Competency Framework. However, as part of the Social Service Workforce each and everyone of us, also needs to ask: - 'Do I meet the SSSC s expectation of me as a member of the competent, confident and valued workforce in the Social Service Sector? The Scottish Social Services Council has developed The Framework for Continuous Learning in Social Services, which aims to support you in doing your job well and to enhance local arrangements, in this case the PRD system. For example, some Team Leaders, Managers and Specialists may work towards a leadership and management or professional qualification to develop the knowledge, skills, values and understanding of their role and responsibilities as a manager. For experienced managers and specialists, the continuous learning framework is there to assist you with your individual contribution to your continuous improvement journey. The starting point is different for everyone and the purpose of this work book is to provide you with a tool that matches the two systems (PRD and Continuous Learning Framework) and makes it easier for you to use the reflective practice skills that you have gained so far, to begin to evidence your learning and development needs in terms of how you see yourself contributing to making your own practice, that of your team and service better. Team Leaders, Managers and Specialists Work Book The workbook is comprised of 16 worksheets, and Strategic Social Services Management Team (SSSMT) agreed that for this first year (2010/2011), that all staff be asked to concentrate their efforts on completing Parts 1 and 2. Part 3 will be introduced in 2011/2012., or you can work on this for your own interest. Please note that the Council's nine core behavioural competencies are in black ink and the SSSC Continuous Learning Framework - Thirteen Personal Capabilities are green in colour. The reason for the colour coding is to assist you in being clear that they are set by two different organisations. The work book is divided into four parts and this is outlined below: - Part 1 Core Competencies (A full copy is available on COIN - HR Policies) Clackmannanshire Council Competency Framework has nine behavioural competencies. Three are included as stand alone competencies in Part 1 Part 2 Core Competencies and SSSC Continuous Learning Framework Personal Capabilities Part 2 matches six of the Council's behavioural competencies with six of the SSSC Continuous Learning Framework, Personal Capabilities. By matching these, the aim is to simplify the process of identifying your personal learning and development needs whilst utilising both frameworks. Part 3 SSSC Continuous Learning Framework - Personal Capabilities The remaining seven Personal Capabilities will be introduced in 2011/

4 Part 4 Appendix 1 Appendices PRD 4 Form - Social Policy Edition for ALL Staff and Managers Completing the Work Book The next step is for you is to make a time for your annual PRD meeting with your line manager. Have a copy of this work book with you at supervision for discussion and selection of a minimum of 3 worksheets, which you will complete prior to your annual PRD meeting. Completing these work sheets will assist you to identify your learning and development needs, the range of activities and the outcomes that you will be working towards in 2010/11. A minimum of 3 worksheets are to be selected from Parts 1 and 2 that most suits your personal developmental needs PRD Forms that you need to complete Appendix 2 PRD 1 Objective and Development Agreed for the Coming Year It is strongly recommended that you cross reference this with the learning and development framework for your service and your post. Once you have completed this form you should make 3 copies, 1 to be retained by yourself in your CPD folder, one by your line manager in your supervision file and the third is to be sent to Workforce Development Service.. Team Leaders, Managers and Specialists Edition PRD 2 PRD 3 PRD 4 Substitute Social Service Supervision Policy for one to one meetings, as you complete these on an ongoing basis linked to the standards. Work book (Social Policy Edition). It is recommended that you cross reference this with the learning and development framework for your service. This is available in hard copy in your workplace. (Social Policy Edition Appendix 1) is attached and has been amended to reflect and capture information from the PRD 3 (Social Policy Edition). (See Appendix 3 - SSSC PRTL Record of Achievement Form) PRD1 and 4, you are asked to submit to Administrator, Workforce Development Service, Ludgate House, Alloa. Telephone:

5 Part 1 Core Competencies - Social Policy Edition for Team Leaders, Managers and Specialists Worksheet 1 Commitment to Quality Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Sets high personal standards Articulates, promotes and encourages best practice Agrees clear quality standards and reviews achievements against those Maintains professional standards even under pressure Manages competing priorities Brings in new ideas and external perspectives Encourages adherence to safe working practice and staff well being 4

6 Part 1 Core Competencies - Social Policy Edition for Team Leaders, Managers and Specialists Worksheet 2 Planning and Organising Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Monitors/reviews progress of initiatives or projects against key measures and milestones. Establishes/agrees timescales with stakeholders when taking on a new or nonstandard task or activity Balances short-term requests with long-term priorities, taking account of both importance and urgency Develops detailed agendas with clear outcomes to ensure meeting s are structured Specifies/agrees what is to be done when and by whom Keeps those involved informed 5

7 Part 1 Core Competencies - Social Policy Edition for Team Leaders, Managers and Specialists Worksheet 3 Effective Communication Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Provides the right information at the right time Clearly communicates needs and instructions Anticipates likely objections and integrates responses into proposals Ensures that people receive and understand important or difficult messages and decisions Sounds people out in advance to check their views and tailors approach accordingly Asks questions to understand the view point and motivations of the audience Presents views concisely and checks for understanding Chooses a method/style of communication which will best achieve desired outcome Takes time to understand other people's thoughts and feelings - through sensitive questioning and listening Brings sensitive issues into the open with objectivity 6

8 Part 2 Core Competencies - Social Policy Edition for Team Leaders, Managers and Specialists with SSSC Continuous Learning Framework - Personal Capabilities Worksheet 4 Delivering Results with Resilience in Pursuing Goals Despite Obstacles And Setbacks Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Agrees Attainable performance targets and priorities for self and others Is committed to continually improving performance of self and others Challenges poor performance appropriately Prepared to make difficult/ unpopular decisions Sustains efforts to overcome obstacles and feeling of frustration and is able to maintain a positive view Persists in trying to positively influence the outcomes of change in the workplace Willing to take calculated risk Acknowledges complexity within situations and uses multiple pathways to overcome obstacles Maintains commitment and a positive attitude even in the face of adversity Sustains efforts to overcome obstacles and feeling of frustration and is able to maintain a positive view 7

9 Delivering Results Prepared to justify decisions Resilience in Pursuing Goals Despite Obstacles And Setbacks Keeps own and other's activities focused on the goal and key objectives Thinks outside the box and applies new ways of looking at challenges Persists in trying to positively influence the outcomes of change in the workplace Acknowledges complexity within situations and uses multiple pathways to overcome obstacles Seeks learning opportunities from results 8

10 Part 2 Core Competencies - Social Policy Edition for Team Leaders, Managers and Specialists with SSSC Continuous Learning Framework - Personal Capabilities Worksheet 5 Managing Change with Flexibility - Being Adaptable and Open to Change Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Sees change as an opportunity and helps other to feel positive Acknowledges the importance of change in continually improving practice Promotes a culture which embraces change while acknowledging and listening to different points of view Communicates and initiates change in a positive, constructive and realistic way Adapts own behaviour in line with changing culture and agendas Adapts their own approach to the demands of the work environment Is open minded and flexible in dealing with circumstances as they arise and can manage a degree of uncertainty understanding and appreciating different and opposing perspectives Acts as a role model by embedding change into own department/service Ensures that the benefits of any change are fully understood 9

11 Managing Change Generates creative and original solutions in response to new challenges Flexibility - Being Adaptable and Open to Change Uses research and evidence to work with others to find ways to adapt to a changing context Encourages innovation and input from the whole team 10

12 Part 2 Core Competencies - Social Policy Edition for Team Leaders, Managers and Specialists with SSSC Continuous Learning Framework - Personal Capabilities Worksheet 6 Developing People - Lifelong Learning - Engaging in the Continuous Learning of Self and Others Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Demonstrate a genuine interest in the development of others as well as self Actively promotes the learning and development of others through a range of formal and informal approaches Assess people s strengths and development needs accurately both technical Ensures staff are fully aware of their responsibilities and have the relevant training to enable them to carry out their job Takes responsibility for a learning plan which demonstrate the impact of their learning on their practice and is used to continually improve Provides learning opportunities Participates in the provision of learning opportunities to others Recognises achievements and promotes successes 11

13 Developing People Provides regular honest and constructive feedback as the basis for development planning Takes responsibility for a learning plan which demonstrate the impact of their learning on their practice and is used to continually improve Lifelong Learning - Engaging in the Continuous Learning of Self and Others Views mistakes as learning opportunities Embeds critically reflective practice as a routine approach to their work Encourages others to self evaluate own performance to make progress Demonstrates commitment to keeping their knowledge, understanding and skills up to date Takes responsibility for a learning plan which demonstrates the impact of their learning on their practice and is used to continually improve Actively identifies ongoing learning needs and seeks a range of formal and informal learning opportunities to meet them Openly shares knowledge and expertise with others to assist their development Actively identifies ongoing learning needs and seeks a range of formal and informal learning opportunities to meet them Actively promotes the learning and development of others through a range of formal and informal approaches 12

14 Part 2 Core Competencies - Social Policy Edition for Team Leaders, Managers and Specialists with SSSC Continuous Learning Framework - Personal Capabilities Worksheet 7 Leading Others with Motivating and Leading Others - Inspiring and Guiding Individuals and Groups Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Sets a clear direction for the team Is able to identify opportunities, set goals with others and demonstrates positive expectations of success Supports others to feel valued for their contributions Is recognised for their skilled leadership and the way they inspire others to continually improve Motivates and enable s others to perform well Encourages and motivates others to make best use of their individual and collective abilities Removes barriers to the adoption of new initiatives to enable progress Creates a clear and meaningful purpose for the individual/department Is able to effectively lead initiatives while brining others with them Encourages and motivates others to make best use of their individual and collective abilities Is able to motivate and lead others to achieve identified goals Manages performance in a constructive and supportive way 13

15 Leading Others Leads by positive example, demonstrates a can do attitude Is able to motivate and lead others to achieve identified goals Is recognised for their skilled leadership and the way they inspire others to continually improve Recognises team and individual contribution to results Is able to motivate and lead others to achieve identified goals Actively seeks feedback from others, including people who use services and their carer, to improve their ability to lead and motivate others Is recognised for their significant contributions to the organisation and the social service sector Coaches and supports individuals to take personal responsibility for delivery of objectives Tackles under performance and conflict constructively Motivating and Leading Others - Inspiring and Guiding Individuals and Groups Creates a positive atmosphere and gets people working together Encourages and motivates others to make best use of their individual and collective abilities Supports others to feel valued for their contributions Is recognised for their significant contributions to the organisation and the social service sector Delegates but does not abdicate 14

16 Part 2 Core Competencies - Social Policy Edition for Team Leaders, Managers and Specialists with SSSC Continuous Learning Framework - Personal Capabilities Worksheet 8 Excellence in Customer Service with A Focus on People who use Services and their Carers Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Takes the needs of all stakeholders into account including partners Actively promotes the empowerment of people who use services and their carers and works in partnership with them and others to achieve this Seeks ways of improving Council services to the Community Seeks to continuously improve their work with people who use services and their carers Builds partnerships with stakeholders/customers Actively promotes the empowerment of people who use services and their carers and works in partnership with them and others to achieve this Invests time in understanding customer/stakeholder perspective Uses research evidence and the views of people who use services and their carers to continually improve their own practice and that of the organisation Demonstrates and promotes empathy with customers 15

17 Excellence in Customer Service Monitors the quality of service and actively tries to improve it A Focus on People who use Services & their Carers Seeks to continuously improve their work with people who use services and their carers Works collectively with others to meet and, where appropriate to surpass the expectation of people who use services and their carers Uses customer feedback to review services provided Uses research evidence and the views of people who use services and their carers to continually improve their own practice and that of the organisation Acknowledges the importance of sharing responsibility with people who use services and their carers for the planning and delivery of the service 16

18 Part 2 Core Competencies - Social Policy Edition for Team Leaders, Managers and Specialists with SSSC Continuous Learning Framework - Personal Capabilities Worksheet 9 Working with Others with Working in Partnership - Being Able to Work with Others within the Organisation and Beyond Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Builds and maintains trusting relationships across the Council Supports others to work across boundaries within the organisation and beyond Values and utilises individual differences and talents Recognises the value of diversity and uses it to strengthen the quality of initiatives Seeks and encourages involvement and contribution from others Uses work across groups and organisations as an opportunity for learning and development Works in partnership with others on shared initiatives Freely exchanges information and seeks to find common ground. Acknowledges the complexity involved in working with other groups and organisations but still chooses to work collaboratively Listens to and fully involves others in team decisions and actions 17

19 Working with Others Addresses conflict when it arises Working in Partnership - Being Able to Work with Others within the Organisation and Beyond Actions demonstrate personal commitment and loyalty to Council for the common good Is acknowledged for their significant contributions through their collaborative work across groups and organisations Takes personal responsibility for resolving issues and fixing problems wherever possible Acknowledges the complexity involved in working with other groups and organisations but still chooses to work collaboratively 18

20 Part 3 Social Policy Edition for Team Leaders, Managers and Specialists SSSC Continuous Learning Framework - Personal Capabilities Worksheet 10 Empathy Sensing Others feelings and Perspectives Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Engaged Gives others time and space to express what they think feel and want Listens attentively without interrupting, making assumptions or stereotyping Shows sensitivity and seeks to understand the perspective of others Is aware of issues of discrimination and oppression when interacting with others Established Accurately interprets and responds to concerns, motives and feelings of others especially those who may be viewed negatively by other people Recognises the importance of and difficulty in expressing views that may not be shared by the majority Is aware of and understands unspoken thought, concerns or feelings and is skilled in helping individual s to voice these safely Acknowledges and challenges forms of discrimination and oppression 19

21 Accomplished Is active in embedding a culture of empathy in the workplace Empathy Sensing Others Feelings and Perspectives Makes sure that other workers have time and are supported to express and deal with their own feelings which arise from working in challenging situations with conflicting values and needs Is recognised for their empathic approaches to people in a range of situations Uses research and evidence to identify discrimination and oppression and works with others to deal with it effectively Exemplary Is skilled in understanding the often conflicting feelings and concerns of those involved in complex situations Uses research and evidence to gain greater insight into people and their circumstances and uses this to improve their own empathic approaches and influence others 20

22 Part 3 Social Policy Edition for Team Leaders, Managers and Specialists SSSC Continuous Learning Framework - Personal Capabilities Worksheet 11 Dealing with Conflict - Being Able to Identify Issues and Find Solutions Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Engaged Recognises and raises issues of concern and participates in finding solutions within the limits of their own authority Is able to identify area of conflict between their own values, their role and the demands of the organisation and gains required support to manage this Treats others with dignity and respect in dealing with conflict Established Proactively identifies potential problems and works toward finding and implementing creative solutions Reflects on their own practice and seeks feedback appropriately to gain a more comprehensive understanding of the situation causing conflict Recognises the potential for discrimination and oppression whilst dealing with conflict and works actively toward positive resolutions 21

23 Accomplished Uses conflict situation as an opportunity to learn and continually improve Dealing with Conflict - Being able to identify issues and find solutions Seeks to understand and empathise with the diverse views of others and can often find creative solutions that are acceptable to all concerned Is able to manage unpopular decisions that may arise as a result of conflict Is able to critically analyse conflict situation and use research and evidence to find solutions Is able to work effectively with others to deal with issues of discrimination and oppression Exemplary Can deal with complex ethical and work related issues and can identify and effectively implement solutions having considered a range of potential consequences Is able to recognise conflicts arising across the social service sector and is able to work with others to address them 22

24 Part 3 Social Policy Edition for Team Leaders, Managers and Specialists SSSC Continuous Learning Framework - Personal Capabilities Worksheet 12 Professional Autonomy - Exercising Judgement and Initiative and being Accountable Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Engaged Is aware of decision making processes and the level of decision making appropriate for their own role Is aware of the need to balance the safety of themselves and others when making informed decisions about risks Is able to reflect on judgements and decisions made and their consequences Is able to use their initiative and act on opportunities to improve outcomes for people who use services and their carers Is able to critically reflect on how their own background assumptions and values impact on their judgements Established Makes informed judgements based on an evaluation of the evidence and the careful balancing of risks, rights and needs within the organisation's framework of accountability Is prepared to take calculated risks, within own area of authority, and can see the possible consequences of these Is able to bring fresh perspectives and think creatively about the options available in any situation Is able to explain and account for their practice and expects to have their thinking challenged appropriate 23

25 Accomplished Contributes to ongoing evaluation of decisions made at team level to make sure these are evidence based Professional Autonomy - Exercising Judgement and Initiative and being Accountable Is able to make unpopular decisions based on complex needs and manage the acceptance or non acceptance of those decisions by others Uses research and evidence to find innovative approaches which lead to improved outcomes for people who use services and their carers Encourages others to demonstrate initiative through collaborative working and the sharing of good practice Exemplary Is recognised for their outstanding ability to make evidence-based judgements and supports the development of this in others Sees the potential for improvement in a range of situations, is ready to act on opportunities which present themselves and to create solutions Analyses local, organisational, national and international trends both within and out with the social service sector to create innovative approaches Is recognised as an innovator within their own organisation and beyond. 24

26 Part 3 Social Policy Edition for Team Leaders, Managers and Specialists SSSC Continuous Learning Framework - Personal Capabilities Worksheet 13 Confidence - Knowing you are able to do Your Job Well Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Engaged Is confident that they have the knowledge, skills values and understanding to carry out their role Is confident that they understand their own role and responsibilities and can explain this to others Is aware that their level of confidence in their ability to carry out their role will have an impact on their practice Is clear about the contribution they can make to outcomes for people who use services and their carers Established Is confident that they can apply their knowledge, skills, values and understanding in practice while seeking support appropriately Is confident to receive constructive feedback positively and use it to learn and improve Is confident to challenge inequality and discrimination Reflects upon the impact their level of confidence is having on their practice 25

27 Accomplished Is confident in their ability to perform in increasingly complex situations while still seeking support where necessary Confidence - Knowing you are able to do Your Job Well Is able to nurture the confidence of others Is confident to give positive and constructive feedback to colleagues and their line manager Is confident to contribute positively to organisational change while challenging appropriately Is confident about their distinctive contribution as a social service worker Exemplary Is confident in their ability to perform in complex and demanding situations with which they are not familiar Has confidence to actively promote the capacity of social services to make a significant difference to people who use services and to society as a whole Is recognised by others for their confident approach in carrying out their role. 26

28 Part 3 Social Policy Edition for Team Leaders, Managers and Specialists SSSC Continuous Learning Framework - Personal Capabilities Worksheet 14 Accurate Self Assessment - Knowing Your Own Strengths and Limitations Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Engaged Understands the need to be aware of their strength and the limitations of their own ability Is able to critically reflect on their own practice, learn from this reflection and apply their learning to improve their practice Is open to positive and constructive feedback from others Established Is able to describe their strengths and areas for improvement Takes personal responsibility for own errors or shortcomings and learns from them Demonstrates ongoing critical self reflection and resulting improvements to practice Uses feedback from a range of sources to more accurately assess their own capabilities 27

29 Accomplished Models and encourages others to assess their strengths and areas for improvement Accurate Self Assessment - Knowing you own Strengths and Limitations Uses evidence and research to critically reflect and guide self assessment of their own practice Makes best use of strengths and finds ways to overcome limitations Exemplary Promotes a culture of learning from strengths and achievements as well as limitations and shortcomings Is able to use awareness of strengths and limitations and those of others to find ways to improve outcomes for people who use services and their carers 28

30 Part 3 Social Policy Edition for Team Leaders, Managers and Specialists SSSC Continuous Learning Framework - Personal Capabilities Worksheet 15 Awareness of Impact on Others - Being Aware of How Others Perceive You and Your Behaviour Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Engaged Demonstrates awareness of how they are perceived by others Is open to using positive and constructive feedback to determine the impact they are having on others Is aware of how their own values, attitude and cultural assumptions impact on others Established Regularly reflects on the impact of their behaviour, actions, words and demeanour have on others and actively seeks to improve their practice accordingly Reflects on the impact their values and cultural assumptions are having on others and takes action to strengthen relationships and avoid discrimination Accomplished Uses multiple sources of feedback to understand the impact they are having on others Critically analyses feedback and uses evidence and research to reflect on and continuously improve their own practice Exemplary Is recognised for their outstanding ability to use their awareness of their impact on others to strengthen relationships and improve outcomes 29

31 Part 3 Social Policy Edition for Team Leaders, Managers and Specialists SSSC Continuous Learning Framework - Personal Capabilities Worksheet 16 Organisational Awareness - Being aware of the Purpose of Your Organisation and the Context in which it Operates Think about the core competencies which relate to your job and consider your own behaviour and attitude, try to provide specific examples of when you have shown these competencies. You may wish to bring along any supporting documentation e.g. letters from your customers or feedback forms from colleagues (see section 4). Engaged Demonstrates an understanding of how their organisation works, their role within it and how their work contributes to the purpose of the organisation Is aware of changes in the context in which they are working, e.g. the law, policy, new initiatives, etc. Established Recognises and values the role of everyone in the organisation in the delivery of high quality services Takes responsibility for keeping up to date with changes in the organisation, e.g. policies and procedures, and the wider context in which they are working, and understands the rationale for these changes Understands the challenges and opportunities affecting the organisation and is able to see these from a range of perspectives including those of people who use services and their carers, colleagues and managers 30

32 Accomplished Is able to consider the underlying challenges, tensions and opportunities affecting the organisation Organisational Awareness Being aware of the Purpose of your Organisation and the Context in which it Operates Seeks to influence the organisation response to changes in the law, policy or other aspects of the social service sector Shares their insight appropriately with others within and out with the organisation to challenge views and bring about continuous improvement. Exemplary Is recognised for their significant contributions they make to the organisation Anticipates how events or situations will affect individuals or groups in the rest of the organisation and can skilfully manoeuvre these situations Uses their knowledge of the organisation, the social service sector and other agencies to identify shared purpose and achieve better outcomes for people who use services and their carers. 31

33 APPENDIX 1 Team leader PRD 4 Form PERFORMANCE REVIEW & DEVELOPMENT END OF YEAR REPORT Name: Line Manager: Job Title: Job Title: Report from: to: 1. Objectives Section 1 should be used as an overall summary of the progress made by the job holder in relation to the objectives which were agreed at the start of the reporting year, or subsequent meetings. Progress and achievement in relation to main duties and objectives which support the business plan 32

34 2. Core Competencies - Social Policy Edition Section 2 should be used to record an objective assessment of the behavioural competencies which are relevant to the job holder s post. You are expected to complete a minimum of one from 2a, 2b, and 2c. You may wish to complete more than 3 either for your own interest or as part of the discussion and agreement with your line manager when planning your annual Performance Review and Development meeting during Supervision. PART 1 Core Competencies Commitment to Quality Effective Communication Planning and Organising PART 2 Delivering Results/Resilience in Pursing Goals Despite Obstacles and Setbacks Managing Change/ Flexibility - Being Adaptable and Open to Change Developing People/ Lifelong Learning - Engaging in the Continuous Learning of Self and Others Leading Others (Where applicable)/ Motivating and Leading Others - Inspiring and Guiding Individuals and Groups Excellence in Customer Service/ A Focus on People who use Services and their Carers Working with Others/ Working in Partnership - Being Able to Work with Others within the Organisation and Beyond Core Competencies and SSSC Continuous Learning Framework Person Capabilities 33

35 PART 3 Empathy - Sensing Others Feelings and Perspectives SSSC Continuous Learning Framework Personal Capabilities Dealing with Conflict - Being able to Identify Issues and Find Solutions Professional Autonomy - Exercising Judgement and Initiative and being Accountable Confidence - Knowing you are able to do Your Job Well Accurate Self Assessment - Knowing your Own Strengths and Limitations Awareness of Impact on Others - being Aware of How Others Perceive You and Your Behaviour Organisational Awareness - Being Aware of the Purpose of Your Organisation and the Context in Which it Operates 34

36 3. Reflection on Learning and Development For registered staff you may wish to substitute this section with SSSC Post Registration Training and Learning Record of Achievement Form or other formats used by other Professional Bodies Section 3a should be used to record developmental activities which were undertaken by the job holder in the last reporting year and 3b the results of that activity. 3a Developmental activities undertaken in this reporting year 3b How has the jobholders work or development benefitted as a result of these activities? 4A Line Managers Comments 4A Any further comments? (you may wish to reflect on particular strengths or for example potential for higher duties 4B Job Holders Comments 4b Any further comments? (on the content of this report, your career aspirations or other issues you wish to raise) 4. The Job Holder and Reporting Officer should sign to confirm that this report has been discussed. Reporting Officer Signature Date Job Holder 35

37 APPENDIX 2 OBJECTIVES & DEVELOPMENT AGREED PRD 1 Form FOR THE COMING YEAR Name: Line Manager: Job Title: Job Title: Reporting year: to 1. Objectives Agreed for the Coming Year Section 1 should be used to record the objectives which you have agreed with the individual Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Objective 6 2. How do these objectives support the Service/Corporate Plan Please refer directly to a service plan reference number or provide narrative detail Plan Ref or narrative 36

38 3. Supporting Development in the Coming year Section 3a should be should be used to record developmental activities which are essential to support achievement of objectives and core competencies in the current job role. Section 3b relates to personal development which may not relate directly to the current job role but supports the individual s career aspirations or the Councils succession / workforce planning strategy 3a Essential Development 3b Desirable Personal Development (Subject to budget constraints) 4. The Job Holder and Line Manager should sign to confirm that the above objectives and developmental needs have been discussed and agreed. Line Manager Signature Date Job Holder 33

39 Appendix 3 Name Address for correspondence Date Duration (hours or days) POST REGISTRATION TRAINING AND LEARNING RECORD OF ACHIEVEMENT Registration number Date of registration Date registration period finishes Details of training and learning activity (including where appropriate name of provider of training or learning activity) Please state how the recorded training and learning has contributed to your professional development and informed your practice 34

40 Date Duration (hours or days) Details of training and learning activity (including where appropriate name of provider of training or learning activity) Please state how the recorded training and learning has contributed to your professional development and informed your practice 33

41 Date Duration (hours or days) Details of training and learning activity (including where appropriate name of provider of training or learning activity) Please state how the recorded training and learning has contributed to your professional development and informed your practice Total training and learning for period of registration Hours: Days: Declaration I confirm that I have undertaken the activities recorded on this form and that the details I have provided are accurate. I understand that failure to meet post registration training and learning requirements, or the provision of false information in relation to meeting these requirements, may be considered by the Scottish Social Services Council as misconduct. Signature: Date: 34

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