Performance Management System Skills and Behaviours Bank

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1 Performance Management System Skills and Behaviours Bank Leadership Gives purpose and direction to ensure that staff are motivated and inspired to deliver the Parliament s aim, values and strategic priorities. Indicators Level Level : Takes responsibility for contributing to the achievement of the team s goals, acts as a role model and leads by example. Responds positively and flexibly to change. Demonstrates a clear understanding of the purpose of the organisation and a commitment to this. Helps to create an inclusive culture which promotes dignity and respect to all. Models and promotes the organisation s culture and values Openly praises others efforts Listens openly to others. Is receptive to constructive feedback and accepts responsibility for, and learning from, own mistakes. Continuously strives to develop a best practice approach and encourages others to do likewise. Considers personal work and the work of the team and makes positive suggestions for Acts inconsistently with the organisation s culture and values Openly criticises others efforts or shortcomings. Dismisses others views and opinions without consideration. Dismisses feedback without consideration and fails to accept responsibility for own mistakes or errors. Fails to offer solutions to issues and problems. Does not challenge existing work practices, even when these are inefficient.

2 change in order to develop more efficient practices. Level : attains level 1 and empowers others to take decisions and to develop and implement ideas. Ensures that personal and team objectives support the organisational vision and values. Creates an environment which promotes tolerance, fairness and respect. Encourages others to be open to learning new approaches, skills and techniques. Proactively seeks ideas to improve delivery and quality of service and efficiencies in ways of working. Sensitive to the views and diverse needs of the team and prepared to adjust own position accordingly. Is proactive in approaching and building relationships with stakeholders. Is aware of own strengths and weaknesses and is able to turn to team members to compensate for their own weaknesses. Ensures own behaviour is consistent with organisational Stifles learning by engendering a blame culture. Fails to promote an environment where others can learn new approaches, skills or techniques. Ignores or is dismissive of the views of the team and fails to acknowledge diverse needs of team. Is not accessible to staff and does not offer guidance or advice when required. Has no self awareness and fails to make the best use of team s skills and abilities. Ignores or does not take on the views of those affected by decisions. Works within own area and does not consult with others.

3 values. Does not consider the impact of personal behaviour on others. Level : attains level 2 and supports, coaches and mentors others effectively. Creates a positive working environment where others feel motivated and able to demonstrate their full potential. Is a confident decision-maker. Encourages innovation. Promotes values of equality and fairness and displays behaviour which is respectful towards others. Adopts a mentoring and/or coaching approach to develop and motivate colleagues. Builds trust with team members and inspires loyalty through it. Takes account of individual and team needs to ensure the business objectives are met. Makes decisions confidently to help individuals and the team achieve its objectives. Empowers staff and encourages innovation and considered risk taking, and is supportive if issues or problems arise. Supports the team to feel confident to challenge the way things are done and encourages constructive Fails to develop the potential of colleagues by being directive and autocratic. Fails to provide clarity and/or direction to enable the team to achieve its objectives. Stifles new ideas and can be risk averse. Reverts to blaming if issues or problems arise. Discourages the team to challenge the status quo and fails to challenge any complacent attitudes in the team to existing practices. Thinks only of today s issues and disregards workload of staff. Fails to adjust leadership style to suit circumstances or audience. Takes a directive

4 suggestions for improvement. Is an inspirational and supportive coach. Creates a vision and realistic plans for own area ensuring there is a clear link between this and the Strategic vision and Plan. Creates a sense of common purpose by communicating the vision and plan clearly to others ensuring that they understand how this relates to their role. approach rather than a coaching/mentoring role. Does not seek feedback from others or ignores feedback when it is given. Fails to consider impact of own demands on others workloads and prioritises accordingly. Fails to intervene to prevent damaging or difficult situations escalating Level : attains level 3, provides an inspirational role model for all staff and demonstrates a personal commitment to organisational objectives, priorities and values. Takes a strategic approach to leadership, supports, inspires and coaches staff to fulfil their respective operational responsibilities. Is accountable for organisational decisions and takes responsibility for ensuring that staff work within policies and procedures. Strong advocate of values of equality and fairness and influences others to create an inclusive culture. Displays innovation and the ability to influence and develop the strategic goals of the organisation and actively contributes to the definition of Parliamentary values and standards. Communicates the strategic vision clearly, adopts a corporate approach Fails to influence others; does not achieve clear policies and procedures and does not contribute to the definition of Parliamentary values and standards. Is inconsistent in their behaviour and/or in dealings with others; fails to follow through on commitments

5 and leads from the front to inspire and motivate the staff to achieve organisational goals. Demonstrates a personal commitment to organisational objectives, priorities and values. Seeks informal 360 feedback to increase self awareness to continually develop their role and role models appropriate behaviours. Takes tough or unpopular decisions to achieve outcomes when necessary and explains and justifies these decisions as appropriate. Empowers staff to fulfil delegated operational responsibilities. Inspirational and supportive coach to other staff. Provides clear direction for the whole organisation and actively made. Avoids making unpopular decisions or takes the easy option and so does not necessarily achieve a longer term benefit. Fails to develop staff by focussing on operational matters which are not their responsibility. Takes a directive approach with less senior staff rather than a coaching/mentoring role. Seeks to win approval by his or her actions and often imposes decisions or changes in priorities without explanation. Always says "yes" without considering the wider consequences and effect on staff morale. Focuses disproportionately on tactical and operational

6 contributes to the definition of Parliamentary values and standards. matters. Interferes with responsibilities devolved to junior staff; micromanagement. Not able to horizon scan and develop appropriate strategies.

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