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					COMPETENCY
DICTIONARY
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                                                                     INTRODUCTION



What is the Competency Dictionary
The competency dictionary describes the qualities that make exceptional performers who deliver at all levels of the
Halton Housing business. The dictionary describes the range of behaviours that are needed for success in any role
across the Trust. To understand what leads to success in your role please refer to your job family role profile.
Equally if you are looking for career movement, consider the strengths or competencies needed for success in roles
in other job families and review your current capability to demonstrate these qualities.



Practical uses
The competencies should underpin:

   •        recruitment and selection

   •        performance assessment and performance management

   •        career planning and personal development.

But the real power of the competencies will be expressed in the day-to-day conversations of people in Halton
Housing Trust. Here is a way of discussing how we do things, not just what we do. The behaviours provide a
common language of success.



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Where do the competencies come from?
The competencies are derived from a range of sources;

           • The views and opinions of our leadership team and key managers. They described what they see our
             outstanding performers doing to achieve their success.

           • National Research across the Housing Trust Industry

           • Research from Hay Group which has a database which describes what world class performers do in a
             diverse range of international roles.


What is competency?
A differentiating competency is the behaviour that outstanding performers exhibit more often, and at a higher level of
complexity or sophistication than typical performers. Behaviours can be developed. They can also be observed by
others. The best people in Halton Housing Trust deliver performance using a variety of personal behaviours. We are
all different, and we behave differently according to the situations we face.




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THE MODEL


                              Leadership                                                                         Setting Direction
                                                                                                             • Information Seeking
                       • Motivating and Inspiring
                                                                                                             • Making Decisions
                       • Developing Others
                                                                                                             • Spotting Opportunities and
                       • Managing Performance
                                                                                                               Obstacles




                       Delivering Results                                                                      Working with Others
                      • Customer Focus                                                                       • Communicating and
                      • Working Efficiently and                                                                Influencing
                        Effectively                                                                          • Team Working
                      • Embracing Change                                                                     • Commitment to the
                      • Planning, Organising and                                                               Organisation
                        Co-ordinating                                                                        • Relationship Building




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                                                  Competency                                                             Page No.
                                            1.    Commitment to the Organisation                                            5
                                            2.    Communicating and Influencing                                             6
                                            3.    Customer Focus                                                            7
                                            4.    Developing Others                                                         8
                                            5.    Embracing Change                                                          9
                                            6.    Information Seeking                                                       10
                                            7.    Making Decisions                                                          11
                                            8.    Managing Performance                                                      12
                                            9.    Motivating and Inspiring                                                  13
                                            10. Planning, Organising and Co-ordinating                                      14
                                            11. Relationship Building                                                       15
                                            12. Spotting Opportunities and Obstacles                                        16
                                            13. Team Working                                                                17
                                            14. Working Efficiently and Effectively                                         18
                                           15. Supplier Performance Management                                              19



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                                                    1. Commitment to the Organisation

                             The willingness to put the needs and the goals of the Trust as a priority.

An outstanding leader supports the Trust by promoting the objectives and the organisational strategy. They show concern, desire, and
ability to align personal needs with the needs, priorities, and objectives of Halton Housing Trust.

Level 1                                  Level 2                                 Level 3                                      Level 4
Respects the opinions,                   Models loyalty to the                   Supports the Trust’s                         Makes sacrifices for the
ideas, and characteristics of            company and works hard.                 objectives.                                  organisation.
the people who
work at the Trust

•   Understands the business of the      •   Is committed to organisation’s      •       Actively promotes the                •   In critical situations, makes personal
    organisation including it’s vision       standards.                                  organisation’s standards and             sacrifices for the good of the Trusts.
    and values.                          •   Is flexible to meet the needs of            ethics to colleagues and others      •   Stands by decisions that benefit the
•   Acknowledges the characteristics         the organisation.                           outside the organisation.                larger organisation even if they are
    of people at Halton Housing.         •   Expresses pride about working       •       Stands up publicly for                   unpopular or undercut the work unit’s
•   Demonstrates high personal               for Halton Housing.                         organisational values and                short-term good.
    standards as an example to           •   Expresses feelings of                       challenges colleagues
    others.                                  commitment to the organisation.             appropriately.
•   Demonstrates integrity, fairness     •   Respects what authorities at the    •       Cooperates with others to
    and consistency.                         Trust see as important.                     achieve core objectives.
•   Sets a personal example of good      •   Defends the company’s image         •        Cooperates with others,
    equality practices at all times          before third parties.                       regardless of position or
                                         •   Challenges inappropriate,                   hierarchy, in order to achieve the
                                             unethical or dishonest behaviour.           priorities and key business
                                         •   Accepts responsibility for and              objectives.
                                             publicly admits to mistakes.

Stop Doing
   Puts own objectives and success before organisational goals and requirements
   Fails to follow through on key goals because they are unpopular or difficult to carry out.
   Focus on own objectives and activities without taking account of the issues and agenda in the broader organisation.
   Demonstrates inappropriate behaviours; shouting at others, bullying etc



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                                                              2. Communication and Influencing
                                                   The ability to persuade, convince, influence and impress others.
The ability to engage others for the good of the business is key to success. For the business to operate effectively it is essential that there is clear
communication and that new ideas can be expressed in a way which builds support and commitment from others. This is not confined to influencing
others within the business: it includes inspiring confidence in customers, potential partners and other influential or regulatory bodies.
Level 1                                        Level 2                                             Level 3                                         Level 4
Uses Direct Persuasion                         Calculates the Impact of                            Takes Multiple Actions to                       Uses Indirect Influence
                                               Actions or Words                                    Influence

•   Presents a clear, concise and well         •    Adapts to content, style and tone              •   Uses a range of methods and                  • Creates and uses complex
    thought through case using facts and            different audiences and different                  arguments to influence others.                 communication strategies to build
    figures.                                        occasions                                      •   Actively seeks to influence others prior       support.
•   Explains and justifies point of view and   •    Understands and considers the impact               to a decision being made.                    • Builds “behind the scenes” support for
    objectively discusses options.                  their behaviour has on others.                 •   Uses a combination of logical                  ideas
•   Presents succinct, well balanced           •    Gives the right information at the right           argument, personal conviction and            • Involves third parties and experts to
    information orally and in writing, with         time by considering individuals needs.             passion to create a winning case               strengthen a case
    clear outcomes.                            •    Anticipates and prepares for others’           •   Carefully plans and implements a             • Sounds out key decision-makers and
•   Points out the benefits of following a          reactions, and plans how to tackle                 number of tactics to gain others’              influencers prior to meetings
    particular route or taking a particular         objections                                         support and ownership                        • Solicits the involvement of others who
    action                                     •    Sells own ideas by linking them to             •   Takes creative, bold or unusual                will be affected by a decision or plan of
•   Outlines the ‘pros’ and ‘cons’ of               others’ values, needs and goals                    actions to create an impact and                action
    different approaches                       •    Thinks through different tactics to gain           thereby influence others                     • Works with others to build ownership
                                                    support and win others over                    •   Deliberately uses personal impact and          and buy-in
                                                                                                       presence to influence others
                                                                                                   •   Persists; will not be put of if ideas are
                                                                                                       not initially well received, tries again
                                                                                                       on other occasions.
Stop Doing
   Does not attempt to get people on board with an idea.
   Relies only on position of formal authority to persuade others
   Goes into meetings and presentations without preparation
   Gives the wrong information or delivers poorly timed messages.
   Presents information in a muddled, unclear or jargonised way.
   Goes into unnecessary detail and loses the attention of others
   Has no appreciation of the impact of own behaviour on others
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                                                                   3. Customer Focus

                The desire to provide a quality service that responds to the changing needs of the communities served.

Our strategic objectives mean that we must increasingly work more closely with our customers. It is essential that we build our
reputations with them and expand our offering to broader customer groups.

Level 1                                   Level 2                                Level 3                                     Level 4
Responds to Customer                      Works to Add Value for                 Works to Exceed Customer                    Uses a Long-Term Perspective to
Requests                                  Customers                              Expectations                                Address Customer Interests/
                                                                                                                             Concerns
    Identifies and clarifies individual   •   Is flexible to meet the needs of   •       Constantly questions “how will      •   Looks for emerging public issues or
    customer needs                            the customer                               this benefit the customer?”             trends and matches these to available
    Treats all customers with respect     •   Goes beyond their day to day       •       Takes time to understand the            (or customized) services and programs.
    Responds to all customers                 work to assist customers in a              underlying needs of customers       •   Works with a long-term perspective in
    enquires promptly, positively and         positive manner                            beyond those initially expressed.       addressing a client’s issues and
    courteously.                          •   Asks questions to better           •       Delivers more than was                  developing client services.
    Understands all services and              understand the customer and                promised.                           •   Balances the interests of customer
    accurately matches these to               their real needs.                  •       Matches underlying customer             groups with those of the organization and
    customers requests                    •   Communicates regularly with the            needs with customised products          conducts risk assessment to maximize
    Keeps customers up to date and            customer in a structured way;              or services.                            overall results.
    informed                                  seeks to build rapport.            •       Builds customer loyalty by
    Corrects problems promptly and        •   Proactively distributes accurate           demonstrating a willingness to
    undefensively.                            and helpful information to the             listen and respond.
                                              customer.                          •       Takes action for the customer
                                          •   Thinks “Every customer of today            beyond normal expectations.
                                              is an advert for tomorrow”         •       Seeks feedback to investigate
                                                                                         ways to improve customer
                                                                                         experience.

Stop Doing
   Does not understand what good customer service is.
   Fails to see things from the customer’s point of view; does not question whether they would be satisfied with the service provided.
   Makes assumptions rather than finding out the customers needs.
   Makes promises to customers that can not be delivered.
   Treats complaints as a nuisance/irritant

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                                                                 4. Developing Others
             Creates an environment in which everyone is motivated to learn and develop to maximise their full potential

The ongoing growth and development of its people is core to improved performance, both because of the enhanced capability and
effectiveness of individuals, and because it increases leaders confidence in others to deliver.

Level 1                                 Level 2                                  Level 3                                 Level 4
Offers suggestions and                  Encourages the                           Provides long-term training.            Builds Business Capability
support on how to do the                development of others
work.
•   Gives detailed instructions on      • Actively gives and receives            • Recognises potential in others        • Encourages organisational learning and
    how to perform a task.                feedback to improve performance        • Uses coaching and /or mentoring         continuous improvement
•   Organises demonstrations and        • Recognises others strengths and          to develop the potential of others    • Promotes a learning culture, committed to
    on the job learning opportunities     development needs                      • Identifies and nurtures potential       continuous improvement and development.
•   Gives practical support or          • Gives others feedback and                successors.                           • Builds skills and capability aligned with
    assistance to make the job            suggests ideas to improve others       • . ‘Opens doors’ for those in their      organisational need.
    easier for the other person           behaviours and performance.              team looking for opportunities and    • Building and using the diversity of staff,
                                        • Creates opportunities to develop         avenues to exploit career options       skills mix, different perspective
                                          others, to increase their abilities    • Routinely has development             • Encourages cross functional development
                                          and their self-confidence.               conversations with team members         encouraging the secondment of staff to
                                        • Delegates to develop skills of           and keeps an up to date                 different departments within the Trust.
                                          others                                   development plan.                     •
                                                                                 .

Stop Doing
   Will not develop others in the team, feels threatened
   Fails to recognise that mistakes are inevitable when staff are learning something new and fails to help individuals learn and develop from these.
   Adopts a fixed or negative view of individuals capability
   Rarely finds time to focus on personal development
   Unable or unwilling to identify the capability of others




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                                                                     5. Embracing Change
                                       Energise and engage self and others and mobilise action to embed change.

As a new and evolving organisation change is part of the day to day development of the Trust. To achieve our goals and be more responsive to
our customers it is essential that we look and new and different ways of working in a positive manner. Our success will be dependant on finding
the best ways of working and embedding them within our day to day practices.

Level 1                                      Level 2                                        Level 3                                    Level 4
Responds Positively to Change                Identifies actions to deliver                  Ensures a Vision for Change is             Creates a sense of urgency
                                             Change                                         Heard                                      around change
•   Receptive to new ideas and different     •   Works with the broad change agenda         •   Shares an explicit vision for change   •   Publicly challenges the status quo by
    ways of working                              identifying specifically what needs to         with everyone concerned.                   comparing it to an ideal or a vision of
•   Responds positively when asked to            be done and when                           •   Re-defines a previous vision for           change.
    make changes or when one sees            •   Assesses and manages the pace of               change in clear, simple and specific   •   Creates a sense of urgency around a
    change is needed.                            change within own business                     terms.                                     change agenda.
•   Shows a willingness to embrace the           area/team to deliver optimum results       •   Repeats the change message to          •   Champions major change initiatives
    change agenda                            •   Adjusts/amends own and team’s                  affected parties.                          with drive and energy.
•   Makes the best of a new and / or             contribution to change programme to        •   Builds concepts for change and         •   Works with persistence to overcome
    difficult situation                          accommodate changes in                         success into the future vision and         obstacles to change
•   Deals with the ambiguity that                priorities/focus - and explains why to         direction
    sometimes comes with change                  all involved                               •   Works collaboratively with external
                                                                                                partners to ensure keeps abreast of
                                                                                                new developments

Stop Doing
   Does not accept change and creates barriers to impede new ways of working
   Undermines new ways of doing things
   Slow to adapt
   Fails to take on board new methods of delivering the service to accommodated different teams, cultures and communities
   “.. but that is how we have always done it!”
   Openly discusses issues in a negative way
   Has a “wont do” manner.



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                                                               6. Information Seeking

                               The underlying curiosity or desire to know more about things, people or issues.

To learn what our customer’s want, how we can improve and to make sound decisions or formulate new insights we need to ensure that
we have sufficient information to build a rounded and robust understanding of the situation.

Level 1                                 Level 2                                  Level 3                                   Level 4
Personally Investigates                 Digs Deeper                              Performs Systematic                       Scans the Environment
                                                                                 Investigation
•   Consults available sources to       •   Contacts others who are not          •     Makes a systematic effort over a     • Builds understanding of political and
    gather relevant information             personally involved to get their           limited period of time to obtain       market trends affecting the Trust’s
•   Asks a range of people for their        perspective or benefit from their          needed data, information or            business and customer base
    opinions on an issue                    experience                                 feedback                             • Networks for strategic information both
•   Keeps up-to-date with local         •   Finds and questions those            •     Develops, maintains or uses a          within Trust and externally
    market trends and issues                closest to the problem                     variety of different sources in      • Reviews, scans and analyses trends in
    affecting the Trust.                •   Asks a series of probing                   order to gather information            the external environment
•   Personally investigates issues to       questions to get to the root of a    •     Uses a range of internal contacts    • Focuses others to routinely collect much
    find out more                           situation or problem                       and sources; meets with others         needed business and commercial
•   Asks appropriate questions to       •   Does not accept superficial                to increase understanding of the       information.
    clarify understanding                   information; finds out underlying          underlying issues and
•   Summarises information to check         reasons for presenting issues              opportunities for The Trust
    understanding                       •   Does not stop with the first         •     Uses every means available to
                                            answer, finds out why something            research a situation
                                            has happened                         •     Works collaboratively with
                                                                                       external partners to ensure
                                                                                       keeps abreast of new
                                                                                       developments

Stop Doing
   Overloads others with paper and irrelevant information
   Fails to identify the full range of information sources
   Takes all information at face value
   Collects too much information or information which is of no importance
   Does not scan the market or environment in which the Trust operates


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                                                                  7. Making Decisions
                   The confidence and ability to take timely and appropriate decisions to further business objectives.

To move the Trust forward, both in terms of day to day activity and in achieving long-term business goals it is essential that appropriate
decisions are made in a timely manner. Each individual should be responsible for taking action based on their authority and the
information available to them.

Level 1                                 Level 2                                  Level 3                                  Level 4
Takes Routine Decisions                 Acts Promptly in a Crisis                Takes Decisions to Benefit               Takes Difficult Decisions
Promptly                                                                         the Business

•   Takes routine day-to-day            •    Takes responsibility for making     •     Considers the impact of own        •  Makes timely decisions about complex
    decisions without delay                  decisions to move things                  decisions on the business as a        issues even when some information is
•   May delegate authority for               forward.                                  whole                                 missing
    routine decision-making to free     •    Acts promptly to address urgent     •     Knows when they have enough        • Makes decisions and stands by them
    self up for more important work          needs, taking quickly those               information to make a decision -      even when they are controversial or
•   Seeks the minimum information            decisions which need to be taken          and makes it                          unpopular
    needed to make routine              •    Assesses available information      •     Considers the consequences of      • Grasps critical business opportunities
    decisions and then makes them            to reach a clear view of key              a decision and assesses the           when they arise by making timely
    quickly                                  options and selects the best              options before reaching a             decisions
•   Operates fully within level of           option at the time                        conclusion                          • Ensures the external environment and
    authority taking decisions as       •    Is able to think on their feet      •     Encourages decisiveness in            Government policies are considered
    appropriate                                                                        others                                when determining strategic direction.
•   Refers to others only when
    necessary

Stop Doing
   Continuously refers to others to determine what to do.
   Leaves others to resolve the problems/make the decision.
   Reacts to requests or priorities without thinking about the longer term or bigger picture
   Tells others what they want to hear




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                                                             8. Managing Performance
                                             Hold people accountable to higher standards of performance

Our leaders have to make clear to others what is required of them and continuously work to raise the performance of others. By raising
performance standards we will be able to sustain improvement and achieve our business goals.

Level 1                                 Level 2                                  Level 3                                 Level 4
Sets Individual                         Demands High Performance                 Monitors Adherence to                   Takes Action to Address
Performance Goals                                                                Standards of Performance                Performance Problems

•   Defines clear performance goals      •   Demands high performance and        •   Monitors performance against        •   Confronts others openly and directly
    for individuals and explains the         high quality.                           targets or goals and takes timely       about performance.
    business and organisational          •   Provides clear direction to             action to keep things ‘on track’.   •   Enforces consequences and takes
    context                                  individuals about performance       •   Issues clear warnings about the         agreed action.
•   Translates business goals into           expectations and checks to              consequences of non-compliance      •   Appropriately terminates employment for
    meaningful accountabilities for          ensure understanding.                   with standards of performance.          cause.
    individuals                          •   Gives timely and specific           •   Clearly articulates continuous      •   Inspires in others a sense of urgency and
•   Gives instructions to others             feedback on what has been               improvement as being the norm           drives issues to closure to deliver value
    about what they need to do.              done well and were there is                                                     to the business.
•   Assigns clear accountability.            room for improvement                                                        •   Creates a culture where effective
•   Firmly says no to unreasonable                                                                                           performance and continuous
    requests.                                                                                                                improvement are valued.
•   Sets limit for others behaviour.

Stop Doing
   Does not deal with under performance or development issues
   Focuses on underperformance without appropriate recognition of success and excellence
   Is inconsistent in their approach to setting individual’s targets
   Puts personal relationships and individuals before performance issues




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                                                            9. Motivating and Inspiring

                                Harnessing the energies of those they lead to a compelling vision for the future

To deliver our goals, and the high performance associated with them, we need the teams across the organisation to be motivated and
engaged. Our Leaders harness the energy of their team members by providing them with clarity about priorities, mobilising the team to
deliver as a group and recognising and valuing people and their contributions.

Level 1                                 Level 2                                  Level 3                                   Level 4
Keeps people informed.                  Promotes team                            Engages the team                          Communicates a compelling
                                        effectiveness.                                                                     vision.
•   Manages meeting well; states        •   Seeks out ways to improve team       •     Secures and makes best use of       •   Is a dynamic and inspirational leader
    agenda and objectives, controls         effectiveness e.g. runs team               team and organisational             •   Creates and articulates a vision that
    time etc                                events                                     resources, including time, ideas        generates excitement, enthusiasm and
•   Sets and communicates a clear       •   Is aware of their own leadership           and finances.                           commitment from others.
    direction                               styles and adapts to get the best    •     Gives appropriate recognition for   •   Brings the strategy to life by making it
•   Explains the reasons and                out of others.                             success or good performance             meaningful; makes connections between
    benefits of decisions to team       •   Empowers team members to             •     Is a role model for others; leads       the job role, the trusts goals and the
    members                                 come up with their own solutions           by example                              potential impact on Halton/Customers.
•   Describes what is required and          to problems rather than solving      •     Uses a diverse range of             •   Creates the desired culture; staff feel
    why                                     the issue themselves.                      leadership style to most                energized, valued and committed.
                                        •   Shows trust in the team by                 effectively engage others           •   Inspires the team to make a step change
                                            delegating tasks                     •     Promotes and protects the teams         in performance.
                                                                                       reputation.

Stop Doing
   Replaces clear objectives with lists of tasks to be done.
   Demonstrates favouritism within the team
   Creates an atmosphere of fear or indifference
   Is inaccessible to the team
   Lets the team agenda drift according to personalities or pressing issues




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                                              10. Planning, Organising and Co-ordinating

 Proactively planning, establishing priorities, allocating resources, implementing and communicating plans and monitoring and
                                                adjusting work to accomplish goals.

Successful delivery requires us to prepare thoroughly, to have assessed what the key results and key actions are and shared the goals
and tasks with others so that everyone is clear about what is required and their role within it.

Level 1                                   Level 2                                  Level 3                                 Level 4
Prioritises Own Work                      Develops Plans for Others’               Develops Co-ordinated                   Assigns Priorities to Give
                                          Work                                     Plans                                   Direction
•   Efficiently uses time and             •   Plans the allocation of staff,       •    Develops operational plans and     •   Determines and communicates the key
    completes tasks/projects on time          funds, technology, process and            provides contingencies.                goals and objectives in alignment with
    through the routine planning of           facilities in line with priorities   •    Establishes measures to assess         the strategic aims.
    own work and organization of          •    Interprets departmental goals            progress against the plan.         •   Monitors progress, obstacles and
    resources.                                and develops supporting              •    Recognizes problems, takes             opportunities and revises priorities
•   Develops workplans considering            objectives.                               corrective/preventive action and       accordingly.
    the department’s objectives,          •   Plans and organises to cater for          keeps people informed of plans,    •   Demonstrates an in-depth understanding
    responsibilities, accountabilities,       peaks and troughs in workloads            progress and decisions.                of the relationships between departments
    timelines and resources.              •   Remains focused when faced           •    Effectively communicates in            and partner agencies and works to align
•   Keeps appropriate people                  with competing demands                    advance to all parties involved;       their activity towards common goals.
    informed on progress of               •   Monitors and evaluates the                ensures the right people and the   •   Reviews plans for complex/high profile
    task/projects.                            impact of the project on others           right equipment are in place at        projects to ensure all key variables are
•   Adjusts to peaks and troughs in           and effectively communicates at           the right time.                        considered, all appropriate contingencies
    workload                                  appropriate stages                                                               are in place, and that everything “goes
                                                                                                                               like clockwork”.

Stop Doing
   Struggles to effectively prioritise work load or meet deadlines
   Sets unrealistic deadlines.
   Relies on fire fighting.
   Fails to consider key dependencies or obstacles to success
   Builds in too many contingencies and too many milestones and halts progress by over reviewing activity




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                                                             11. Relationship Building

          The ability to establish and build effective working relationships and networks with a variety of key stakeholders

To build and uses understanding of underlying issues to influence others to achieve strategic objectives. To understand how
stakeholder relationships impact the way the Trust operates. To maintain a positive image of Halton Housing Trust externally.

Level 1                                 Level 2                       Level 3                                                Level 4
Identifies Key Decision                 Effectively Operates Existing Builds Confidence in New                               Promotes long term value from
Influencers                             Stakeholders Relationships    Stakeholder Relationships                              Strategic Relationships

•   Demonstrates sensitivity about      •   Understands and takes account        •     Develops and utilises formal and      •   Takes action to ensure relationships with
    “how things work around here”           of the link between Trust                  informal networks to maintain             key stakeholders are sustained for long-
    and recognises what approach            objectives, stakeholder                    and extend relationships with             term mutual benefit
    will produce the best                   objectives and external issues in          current and new stakeholders          •   Plays to obtain long term strategic
•   Identifies and understands the          internal and external dealings       •     Thinks through and takes                  advantage for the Trust even if that
    processes ie how things get         •   Maintains existing networks and            account of the impact of                  means compromising/delaying
    done within the Trust and in            stakeholder relationships                  organisational decisions on               immediate gains
    stakeholder organisations           •   Understands on-going power and             stakeholders and on the wider         •   Identifies and develops critical new
•   Takes action to identify and keep       political relationships within the         network of organisations.                 relationships between the Trust, related
    up to date with the concerns and        organisation and in stakeholder      •     Demonstrates sound                        organisations, and stakeholders and
    interests of key influencers            organisations                              understanding of stakeholder              uses these to leverage the business
    wherever relevant                   •   Uses their understanding of the            objectives in relation to the Trust   •   Networks extensively and productively
•   Demonstrates an appreciation of         linkages between the trust,                and externally, and uses these to         with potential and current strategic
    the benefit of building sound           stakeholders and external issues           confidently build the way forward         partners
    relationships and networks with         to work with existing                      for new issues
    stakeholders                            stakeholders collaborating with
                                            them to optimise outcomes for all
                                            parties

Stop Doing
   Does not take cognisance of informal methods of operation or key influencers within own or stakeholder organisations
   Keeps all relationships on a professional basis; does not broaden discussions to get to know others




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                                                12. Spotting Opportunities and Obstacles

                             The drive to anticipate future opportunities, problems and potential obstacles.

Individuals with this competency act in the present to create value in the future. By seeing what is likely to happen in the future and acting
to make maximum benefit for the organisation or to protect the organisation from potential difficulties, the individual have the confidence to
act when results may not be visible for some time but position the Trust for best effect in the future.

Level 1                                  Level 2                                    Level 3                                     Level 4
Reacts to the Present                    Looks Ahead                                Acts for the Future                         Identifies Opportunities for
                                                                                                                                Business Success

•   Recognises and acts upon             •   Looks ahead and is able to spot        •   Manages time proactively                 • Recognises opportunities within Trust
    current opportunities                    opportunities/obstacles and to         •   Acts now to ensure medium and              and the market to improve performance
•   Takes action to overcome                 develop new approaches,                     long-term goals are achieved            • Systematically scans the business
    immediate obstacles or barriers          products and services to meet          •   Takes action to avoid a crisis             environment to develop strategies and
    to success                               organisational needs.                  •   Uses knowledge and experience              processes which will minimise future
•   Tries more than one approach to      •   Identifies opportunities or                 to identify and avoid future              problems
    overcome a problem                       potential problems that are not             obstacles                               • Creates an environment in which
•   Makes sound decisions based on           obvious to others                      •    Proactive in identifying barriers to      proactivity is valued
    prior knowledge and experience                                                       success and seeking ways to             • Recognises and rewards proactivity in
                                                                                         overcome them.                            others
                                                                                                                                 •

Stop Doing
   Leaves problems until they become significant issues.
   Relies on fire fighting.
   Thinks but fails to act
   Sees problems but makes no effort to solve them
   Is unable to step back from current issues to identify potential opportunities




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                                                                           13. Team Working
                 Uses interpersonal skills to work collaboratively with colleagues, internal and external partners.
Teamwork is needed to ensure that people work collaboratively together sharing best practice, breaking down departmental barriers and
communicating fully on new initiatives to achieve organisational goals
Level 1                                      Level 2                                        Level 3                                       Level 4
Responds when asked                          Assists Team Working                           Helps Builds the Team                         Generate Team Commitment

•   Treats everyone with respect             •   Works with others to ensure projects       •   Looks to make contributions which         • Works to develop one team culture
•   Is courteous, tactful and diplomatic         and tasks are completed.                       help the team improve it’s                  across the organisation.
•   Responds positively to request for       •   Has a clear understanding of team              performance.                              • Addresses conflicts or issues within the
    help from internal and external              goals                                      •   Proactively shares information across       team in a timely, positive and confident
    partners                                 •   Covers for colleagues when needed              teams                                       manner
•   Does his/her share of task               •   Asks colleagues for help when needed       •   Looks to others areas for good ideas      • Breaks down barriers that get in the
•   Takes on additional work, when           •   Put in extra effort to share the load      •   Speaks positively of others; gives          way of effective team working
    asked, to help a colleague out               willingly                                      praise and credit when it’s due and       • Builds team spirit by
•   Keeps people informed of progress on     •   Listens to views and ideas of others -         contributes feedback when necessary.        protecting/promoting group with
    key tasks                                    hears them out                             •   Actively includes individuals from a        outsiders
                                             •   Proactively shares information,                range of functions or groups to get as    • Builds team spirit through celebrating
                                                 knowledge and advice with others in            wide a range of ideas as possible           team success and creating symbols of
                                                 own group                                  •   Spends time thinking through issues         group identity
                                             •   Takes on tasks they’d rather not do in         with others, utilising their skills and   • Actively seeks and builds on common
                                                 order to support a colleague                   valuing their insights                      ground and shared goals
                                             •   Recognises colleagues as customers         •   Supports others even though not
                                                                                                necessarily to own advantage
                                                                                            •   Ensures that everyone’s views are
                                                                                                considered
                                                                                            •   Notices people who seem to be ‘left
                                                                                                out’ and seeks to involve them
Stop Doing
   Sees themselves as better than others and fails to respect their contribution.
   Makes negative comments about others either personally or professionally.
   “That’s not my job”, “I’m far to busy”, “Passes the buck”.
   Co-operates selectively in accordance with own personal interests or objectives.
   Leaves others to resolve problems.
   Is secretive and evasive.
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    Takes credit for others work.




                                                         14. Working Efficiently and Effectively

           Is the commitment to ensure delivery on promises and the drive to do things better and compete to achieve excellence.

To deliver our commitments to our customers we need all staff to have a concern for working well and delivering on their commitments. If we
are to grow the Trust and achieve our vision then we must work to surpassing the standards that we have set for ourselves in the past and look
to make improvement both in service delivery and in commercial measures. Focusing on continuous improvements and setting challenging and
stretching targets is how we well ensure that we achieve our ambitions.

Level 1                                       Level 2                                      Level 3                                  Level 4
Strives for Efficiency and                    Creates Own Measures                         Sets Challenging Goals                   Pushes Business Boundaries
Effectiveness
•     Takes ownership for delivery of their   •   Sets specific measures and goals         •   Sets demanding but achievable        •   Pursues challenges that result in
      own work.                               •   Systematically challenges                    objectives for self and others.          long-term business benefits
•     Ensures own targets are completed           established approaches in search of      •   Refers to specific measures of       •   Unlocks previously stagnant
•     Takes personal responsibility for           improvement                                  baseline performance (e.g. Profit,       situations to turn them into significant
      achieving results                       •   Looks for and suggests ways to               ROI) compared with improved              opportunities
•     Checks accuracy to get things right         improve current working                      performance required                 •   Significantly turns around under
•     Monitors and evaluates own              •   Identifies and implements process        •   Always ensures follow-through to         performing parts of the business
      performance against targets                 improvements in order to have an             maximize performance improvement     •   Challenges others to identify and
•     Always gives their best                     impact on own area of business           •   Measures and benchmarks against          overcome barriers to performance
•     Has a “can do” attitude.                                                                 best practice, both internal and         and the achievement of the vision
                                                                                               external                             •   Challenges others to continuously
                                                                                                                                        create a climate that actively
                                                                                                                                        encourages and rewards innovation
                                                                                                                                        and value adding activity
Stop Doing
   Does not review or evaluate own work
   Does the bare minimum to get by
   Regularly leaves tasks unfinished; does not see things through
   Is satisfied with mediocre achievements
   Is easily side-tracked from important goals
   Overly ambitions; over promises and under delivers
   Insists on quality at any price
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Is unreliable.
Approaches work in an apathetic fashion




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                                    15. Contract Management - Supplier Performance Management
    Achieves Organisational Goals Through Effectively Monitoring, Managing and Maximising a Supplier’s Performance
Over £25million is spent annually with external organisations from the private, public and third sectors. The Trust is dependent upon these suppliers
of goods, services and works to deliver excellent services for its customers. The Trust must maximise each supplier’s performance. This involves
understanding what excellent performance looks like, developing Key Performance Indicators (KPIs) and setting targets, monitoring a supplier’s
performance against these targets and managing any shortfalls through informal and formal methods of communication.
Level 1                                        Level 2                                         Level 3                                      Level 4
Understands what’s important                   Takes Ownership                                 Turns Dialogue into Action                   Drives Improvement

•    Understands the Performance               •   Accepts personal responsibility for the     •   On a monthly basis, engages other        • Reviews and revises the Supplier
     Framework: Quality, Quantity, Cost,           performance of the supplier.                    users and stakeholders in the Supplier     Performance Management system
     Time, Service, Management &               •   Accepts personal responsibility for the         Rating exercise; promoting group           (SPMS) at regular intervals.
     Attitude, Equality & Diversity and            financial expenditure with the supplier.        discussion around the important          • Researches the market (including
     Partnership.                              •   Records expenditure as it happens.              issues.                                    understanding cost drivers and the
•    Working with a facilitator - Uses the     •   Liaises with the Financial Department       •   Can turn a page of KPI data into           market structure, RSL research,
     Performance Framework to describe             on a monthly basis to agree Actual              proposed action points.                    benchmarking and market testing) and
     what excellent performance looks like.        YTD and Forecasted Year End                 •   Discusses all financial and                turns this insight into improvement
•    Working with a facilitator - Develops         spends.                                         performance results with Line              initiatives.
     appropriate Key Performance               •   Can explain clearly the reasons for             Management on a monthly basis and        • Discusses and agrees improvement
     Indicators (KPIs) and targets.                any forecasted under or over spend.             agrees the actions to discuss with         opportunities with supplier.
•    Working with a facilitator - Develops a   •   On a monthly basis gathers the                  supplier.                                • Works with internal stakeholders and
     Supplier Rating exercise.                     information necessary and completes         •   Uses a balance of informal                 the supplier to implement improvement
                                                   the KPI table.                                  communication and formal meetings          initiatives and to turn opportunities into
                                               •   On a monthly basis completes the                to address areas of concern with a         reality.
                                                   Supplier Rating exercise.                       supplier.
                                                                                               •   Seeks and utilises a supplier’s own
                                                                                                   feedback.
                                                                                               •   Formally records the actions
                                                                                                   discussed and the outcomes.
                                                                                               •   Will drive the actions until achieved.
Stop Doing
   Sees it as someone else’s job to understand what it is costing the Trust.
   Sees it as someone else’s job to understand and manage the budget
   Sees it as someone else’s job to tell suppliers what’s going wrong.
   Delegates achieving the Trust’s goals to a supplier.


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