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Document Sample
The British Council
Behavioural Competency Dictionary
External Version: August 2006
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Contents
1. Introduction and explanation of
behavioural competencies 3
2. Behavioural Competencies 5
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1. Introduction and explanation of
behavioural competencies
Introduction
The purpose of the British Council is to build mutually beneficial relationships between people in the UK and other countries and to increase
appreciation of the UK’s ideas and achievements.
The work of every British Council member of staff contributes in some way to the achievement of this purpose through contributing to one or
more of the following outcomes:
Improved perception of the UK in other countries
Greater mutual understanding between the UK and other countries
Stronger ties between the UK and other countries
It is therefore important that we all have a clear understanding of what our role is and what is expected of us.
To do this we use job descriptions which describe the aims and objectives of jobs and the behavioural competencies and generic skills
required to do a specific job. These form part of the Organisational Skills Profile together with a third element, job families.
At the British Council we use a standard set of 13 behavioural competencies. This dictionary describes them in further detail.
For further information on any aspect of the person specification or job role, please contact the recruiting manager.
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The individual competencies are displayed across the following pages in this format:
Competency title
A competency definition: this defines in more
detail what the competency is about and what Why the competency is important to the
it
involves British
Council
Competency levels: these show the increasing
increasingls of or complexity at which the
sophistication
competency can be demonstrated
Warning signs and positive
indicators: these give examples of Behavioural Indicators: these provide detail on
positive and negative behaviours.
specific behaviours for the competency at each
level, providing examples of how the competency
can be seen in practice
The British Council’s recruitment policy requires candidates applying for jobs to provide evidence against the person specification for the job
advertised. This dictionary provides guidance on the meaning of each of the behavioural competencies and their levels of complexity. For
further information on these or other aspects of the person specification, please contact the recruiting manager.
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2. The Behavioural Competencies
1. Achievement 8. Leading and Developing Others
2. Analytical Thinking 9. Professional Confidence
3. Customer Service Orientation 10. Relationship Building for Influence
4. Entrepreneurship 11. Self Awareness
5. Flexibility 12. Team Working
6. Holding People Accountable 13. Working Strategically
7. Intercultural Competence
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Achievement
Definition Why is it important?
Achievement is about having the sustained energy and determination in This is important for the Council in getting the results we need to achieve our
the face of obstacles to set and meet challenging targets, in compliance Strategic Objectives. This behaviour shows the necessary determination and
with quality, time and diversity standards, and delivering the required tenacity to complete high quality work as well as raising performance levels
business results. over the short, medium and long term. It involves overcoming obstacles caused
by conflicting priorities, lack of resources or difficult or demanding situations in
the internal or external environment.
Level 1 Level 2 Level 3 Level 4 Level 5
Wants to do a good job Works to goals and manages Drives for improvement despite Sets and meets challenging Assesses and takes risks
and does not give up obstacles frequent obstacles goals & seeks long term to make significant gains
improvement
Clarifies what is Understands and works Is determined despite frequent Achieves significant progress Makes decisions through
expected. Is positive towards goals set by others. obstacles. Tackles difficult in the long term, wider weighing up the cost-
and enthusiastic about Measures progress against problems and takes personal performance of the Council. benefit and risk
the job. Does not give targets. Seeks to understand responsibility for reaching Sets out to be the best – has implications. Acts
up at the first obstacle. reasons for obstacles and to solutions. Seeks ways to improve own measures of excellence entrepreneurially to
Respects the rights of find ways to overcome. overall performance levels to give and works to these. make performance
others whilst achieving Acknowledges the work and higher levels of satisfaction to gains.
one’s own goals. contribution of others. target groups.
Warning signs: Positive indicators:
Stops and gives up at the first obstacle. Agrees achievable goals at the start of each project.
Seeks excuses rather than solutions or ways forward. Strives towards targets.
Takes ‘no’ for an answer without probing further. Refuses to settle for second best.
Exaggerates one’s own input or claims another’s work or idea as Keeps a ‘to do’ list, and specifies due dates.
one’s own. Fails to acknowledge the contributions of others. Monitors tasks for accomplishment, quality and timeliness.
Loses sight of how a task fits into wider objectives. Asks for feedback.
Fails to meet deadlines or keep within budget without proper reason.
Has to be chased for completion of job.
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Analytical Thinking
Definition Why is it Important?
Analytical Thinking is about bringing disciplined analysis to data and This is important in enabling us to prioritise and take important decisions based
situations, to see cause and effect and to use this to make effective on an assessment of the impact and implications of the likely outcomes.
decisions.
Level 1 Level 2 Level 3 Level 4
Breaks down issues Sees key issues Tests all angles Does complex analyses
Breaks down an issue into its Looks at data and identifies key Looks objectively at every side of an idea Undertakes complex analysis and
component parts (A, B, C). Lists issues. Identifies causes and or situation to ensure that all outcomes traces performance implications
items, tasks or activities without effects, by using ‘if A … then B’ are thoroughly assessed before deciding through complex data, or in dealing
setting priorities. thinking, and uses this to prioritise on the appropriate course of action. with complex situations. Applies
issues. Analyses complex situations by looking analytical tools or techniques to
at multiple causes and effects. analyse a range of data.
Warning signs: Positive indicators:
Takes action without thinking of the full range of outcomes. When faced with a problem, gathers as much information as necessary
about it before identifying root causes and possible solutions.
Is overwhelmed by a problem; fails to break this down into
manageable parts. Bounces ideas off others to understand how they might tackle a problem.
Over-analyses every situation and gets bogged down in the detail. Breaks down large pieces of work into smaller, simplified and more
manageable parts.
Fails to assess the positive and negative aspects of a proposed
course of action before going ahead.
Says yes to an activity without assessing whether it is the highest
priority at that time.
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Customer Service Orientation
Definition Why is it Important?
Customer Service Orientation is the willingness and ability to give priority to In this context the ‘customer’ refers both to internal customers (i.e. other
customers, delivering high quality services which meet their needs. Council Departments) and external customers (i.e. target groups in many
countries around the world). This behaviour is about fully understanding
customer needs in order to develop and deliver appropriate services.
Level 1 Level 2 Level 3 Level 4
Delivers a service Adds value Addresses underlying needs Serves long term interests
Keeps customers up to date and Thinks about the customer when Takes time to question and Always works closely with
informed. Acts promptly to ensure undertaking day-to-day work. understand the real, underlying customers, developing an
customer problems are resolved. Questions "how is this adding value needs of customers, beyond those independent view of their needs and
Makes him- or herself available to for the customer?" Makes decisions initially expressed. Establishes acting in their long-term interest.
the customer. Interacts well with all with the customer in mind. Takes systems to collect customer Moves customer thinking forward,
customers. Understands that each pride in delivering a high quality feedback. Focuses resource without helping them understand issues
customer is different. Delivers what product or service. Investigates bias on priority areas and/or key beyond their day-to-day work.
is expected, not what they think the service delivery and provides customer groups.
customer wants or needs. solutions to problems.
Warning signs: Positive indicators:
Does not treat all customers with respect. Responds to customer requests promptly.
Fails to deliver. Treats all customers with respect.
Fails to recognise or establish different customers’ needs and delivers Does not make assumptions about customer needs, but asks lots of
what he or she (rather than the customer) thinks appropriate. questions to clarify them.
Assumes one type of service is valuable for all customers. Takes the initiative in developing policies to meet customer needs.
Keeps customer feedback to him- or herself and does not share Tries to see things from customers’ points of view - finds out about the
learning. pressures of their world so as to relate to their concerns.
Talks dismissively about customers. Requests feedback from customers to ensure satisfaction, and shares
Is inflexible about own system and way of doing things. the results.
Treats all customers in the same way. Knows when, and how, politely to decline an inappropriate customer
request.
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Entrepreneurship
Definition Why is it Important?
This is about the ability to formulate new ideas or to adapt or use existing It is important for the Council to deliver products and services that are
ideas in a new or unexpected way to solve problems, and to think ahead to creative, innovative and culturally appropriate. Within the organisation, this
spot or create opportunities and maximise them. behaviour is about making changes that increase the effectiveness of our
work. Externally, it is about increasing our sphere of influence and impact. It
is important to understand that everyone can make a difference.
Level 1 Level 2 Level 3 Level 4
Improves and acts Adapts existing approach Anticipates the future, and develops new Creates opportunities & acts for the long term
now and acts & looks ahead products & services
Addresses current Identifies and exploits Able to spot opportunities and problems in the Sees and acts on long-term (beyond 12 months)
opportunities and opportunities in the medium-term (3 to12 months), and develops opportunities and problems. Formulates completely
problems by short-term. Applies own new approaches, products and services based new and ‘off the wall’ ideas and concepts, which
improving and knowledge and expertise on these. Understands the business case for create a potential opportunity, and uses innovative
adapting existing to developing new diversity and equal opportunities. Uses networks approaches to allow them to be realised. These
approaches. approaches to exploiting to seek fresh ideas. Encourages different may address underlying needs that have not yet
these. agencies to pool resources and expertise. been identified by customers.
Warning signs: Positive indicators:
Uses well proven or familiar approaches without adapting or improving. Sets aside thinking time to come up with more creative ideas for getting
Makes minor adaptations to existing systems or processes when more things done. Is willing to be different.
radical change is needed. Is prepared to consider major changes to processes and procedures if
Fails to act upon new trends present within the marketplace. reasoned analysis shows benefits to be greater than costs.
Is internally focused. Responds to new ideas by discussing why they might work instead of
Overlooks problems and opportunities, which may affect the business telling others why they won’t work.
is surprised continuously by up and coming events. Asks colleagues to identify key factors that hinder performance,
Always puts off until tomorrow what could be done today. alternative ways to achieve results and use these to plan improvements.
Is unable to step back from current issues to identify potential Acts to take advantage of new technologies and ideas
opportunities and threats. Looks to other areas and companies for good ideas.
Does not consider race, culture, religion or language issues. Uses brainstorming techniques to come up with solutions to problems.
Doesn’t just do the same as before.
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Flexibility
Definition Why is it Important?
Flexibility is the ability to adapt to and work with a variety of situations, This behaviour is necessary to respond to different and changing demands
individuals and groups. It is about being able to think on your feet, and not and work across a range of activities now and in the future. Flexibility in
being disconcerted or stopped by the unexpected. interpreting rules, procedures and policy is required to deliver focused
services tailored to local needs. Demonstrating this behaviour must always
be in line with the Council’s values.
Level 1 Level 2 Level 3 Level 4
Accepts need for flexibility Applies procedures flexibly Adapts tactics/ approach Makes organisational change
Demonstrates willingness Applies rules or procedures flexibly, depending Identifies a pragmatic approach in Changes the overall plan, goal or
to change ideas or on the individual situation, to accomplish tasks order to get the job done quickly and project to fit the situation.
perceptions based on new or activities more effectively. Responds effectively. Uses an awareness of the Creates and supports flexibility by
information or contrary effectively to changing circumstances. Remains bigger picture along with common introducing procedures which
evidence. Is open to new focused when faced with competing demands. sense to interpret and implement ensure quick turnaround and
ideas and listens to other Makes reasonable adjustments to ensure policy. Is comfortable with ambiguity. encourage flexibility in others.
people’s points of view. maximum effectiveness and motivation of self
and others.
Warning signs: Positive indicators:
Sticks rigidly to procedures even when inappropriate. Is open to the benefits of change, embraces appropriate new ideas.
Is not open to new ideas or ways of doing things. Considers alternative approaches according to needs of situations or
Is slow to adapt to feedback. host cultures.
Fails to reassess priorities in the light of change. Weighs up costs and benefits impartially.
Resists change without full consideration of what is proposed. Is willing to investigate options in depth, even when they are the ideas
Displays only superficial recognition of the need for flexibility in managing of others.
individuals with diverse skills, backgrounds and needs. Thinks laterally and creatively to resolve problems.
Is not inappropriately rigid about procedures and policy.
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Holding People Accountable
Definition Why is it Important?
Holding People Accountable involves the ability to be totally clear with This is important for the Council as it will ensure that performance of
others about what has to be achieved, to what standard, by when, within individuals or teams supports or contributes to the achievement of our
what budget, and then make clear their accountability for delivery. Strategic Objectives. An important part of this behaviour is monitoring
performance against agreed objectives and measures, and dealing promptly
and effectively with poor performance.
Level 1 Level 2 Level 3 Level 4
Provides Direction Demands High Standards Holds People Accountable for Addresses Longer Term Issues
Performance
Gives clear instructions and lets peopleDemands high performance or Holds people accountable for their Addresses longer term performance
know what is expected of them. results from others by setting actions and performance. problems, removing poor performers
Accepts accountability for own actions example. Monitors performance Challenges individuals openly and from positions when necessary.
and performance Sets limits for others’ against clear standards or constructively about performance Clearly states consequences, e.g. ‘if
behaviour. Does not bully or harass deadlines, providing appropriate problems, adapting a firm but fair you don’t achieve this goal, this is
and does not tolerate inappropriate feedback when required. Helps stance. Allows others to take credit what will happen’ Provides guidance
behaviour in others. individuals to start again when when deserved. and support as well as challenge
setbacks occur. and constructive criticism.
Warning signs: Positive indicators:
Is reluctant to address poor performance. Brings the team together regularly to discuss ways of working together
Fails to make clear the limits of acceptable behaviour. more effectively.
Does not ensure diversity standards are adhered to by all. Asks team members to describe what they think current standards are.
Uses the opportunity to correct any misunderstanding.
Fails to communicate performance standards. In meetings with individuals, outlines responsibilities and standards
Addresses poor performance in public. clearly
Shouts at staff Encourages individuals to monitor their own progress against goals.
Often fails to monitor and enforce deadlines. Doesn’t wait to talk to people about performance problems or
Tolerates bullying, harassment or racial/sexual jokes. achievements: talks to them as soon as possible, without causing
embarrassment.
Operates predominantly on a “do as I say” management style.
Confronts people directly and openly, but discreetly, over poor
performance.
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Inter-cultural competence
Definition Why is it Important?
Inter-cultural competence is the ability to demonstrate respect for, interest in Our customers, clients and contacts see our staff as representatives of the
and understanding of a range of attitudes, beliefs and traditions and how organisation as well as the UK in general. The quality of the relationships we
these affect and contribute to the work of the British Council and achievement develop with external contacts and with colleagues has a direct impact on
of its purpose and strategy. It describes the ability to contribute to the cultural perceptions of the effectiveness of our work. This competency highlights the
dialogue needed to develop mutually beneficial relationships. All British ‘cornerstone’: ‘we listen to and value different ideas and opinions’ and is a
Council staff need inter-cultural competence to engage creatively and starting point for the development of a number of related attitudes and
effectively with customers, clients and colleagues in that dialogue. This behaviours described in the competency dictionary. Inter-cultural competence
competency draws on qualities of openness, cultural awareness, cultural is relevant to all staff whether they work overseas or in the UK and applies
understanding and emotional intelligence and how these are relevant to equally to those who are ‘globally mobile’ as to those who are not.
British Council values.
Lower levels Higher Levels
Open to new ideas and ways of Takes the initiative in approaching Draws and accumulates lessons Strategic decision making reflects a
understanding; demonstrates and meeting new people and actively from different cultures, experiences broad understanding of cultural issues
curiosity and seeks to be well demonstrates an interest in their and challenges to develop self- and perspectives; demonstrates the
informed about people who have different experiences and knowledge and insight; ability to use ideas and concepts from
different values, beliefs, opinions backgrounds; seeks out, recognises demonstrates the ability to tackle the other cultures creatively and in a way
and customs; receptive to the and uses creatively what different unfamiliar or unforeseen creatively that demonstrates understanding and
positive contribution others can people have to offer; uses accurate and productively to achieve business empathy; is quick to learn about new
make; observes how others interact observation and understanding of objectives; uses other languages in cultures, using past experiences to
and uses this knowledge to deepen local cultural contexts to improve business/work contexts; adapts ‘read’ situations and people
understanding of different cultures, overall performance; recognises when easily to different cultural settings; accurately; recognises and diffuses
environments and perspectives; they have made a social ‘mistake’ and willing to explore critical differences potential negative impact arising from
builds trust and communicates takes steps to avoid long term in perspective to ensure mutually cultural conflict/misunderstandings;
respect for others; is able to deliver negative impact; communicates beneficial results; integrates people highly effective in developing
messages clearly to ensure shared clearly, demonstrating the ability to of different backgrounds into teams international contacts for business
understanding; motivated to learn minimise misunderstandings or in order to achieve business development
and use other languages where the miscommunication; makes use of objectives
work context presents the opportunities to improve skills in other
opportunity to do so languages
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Warning signs: Positive indicators:
Unreceptive and slow to adapt; has difficulty recognising different Receptive to new ideas and differences; demonstrates interest in and
cultural norms and behaviours understanding of own and other cultures
Has low levels of curiosity, openness and interest in the possibility of Observes personal impact in interactions with colleagues and external
learning from others contacts and adapts behaviour appropriately
Makes false assumptions and evaluations of people and situations Effective in reducing or reversing negative impact
which cause offence and set up barriers to building trust
Recognised as an effective communicator in a range of situations
Conveys a lack of sensitivity; makes mistaken assumptions about the
Uses experience to improve self-awareness and increase own cultural
level of common understanding; is perceived as making irrational and
knowledge
inappropriate demands
Demonstrates critical self-reflection and judgement
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Leading and Developing Others
Definition Why is it Important?
This is about leading, encouraging, Leaders have a critical role in securing the long-term future of the Council and its ability to achieve our Strategic
inspiring and supporting others to Objectives. To do this, leaders are responsible for ensuring that individuals and teams understand what is required of
develop confidence and capability to them and why, for providing or arranging appropriate support and coaching, and delegating fully so that individuals
help them realise their full potential. are empowered to take on more responsibility.
Level 1 Level 2 Level 3 Level 4
Gives direction and instruction Supports team development Is a role model for effective Gains commitment & inspires others to
leadership achieve
Sets clear direction and gives step-by- Gives others opportunities to practise Sets a strong example Communicates and gains team commitment
step guidance. Lets people know new skills and capabilities, and through own behaviour. to a vision of what is to be achieved.
exactly what is expected of them. provides or arranges coaching. Works Gives timely and specific Delegates fully and creates opportunities
Builds others’ confidence, making them to provide supportive environment by feedback on what has been which help others to develop their potential.
feel better equipped to do their jobs. securing necessary resources and done well and where there is Identifies inequalities of opportunity within
Allows their voices to be heard in removing blocks to effective working. room for improvement. Helps the workplace and takes steps to address
decision making. Seeks feedback from Encourages work-life balance individuals think through them. Inspires and empowers others to
others to challenge own assumptions amongst team to maintain healthy issues for themselves. overcome difficulties and achieve goals.
about an individual’s performance or workforce and promote long term Encourages and acts upon Nurtures strong team identity and pride.
development need. effectiveness. feedback to self.
Warning signs: Positive indicators:
Delegates to individuals without providing necessary support or resource. Makes time for the team - e.g. makes him/ herself visible and available.
Fails to support others or lets others take the blame when things go wrong. Delegates routine elements of more complex tasks and encourages
Always assumes individuals have knowledge and skills to do the job. others to do the same, confirms when others have understood and learnt
Expects certain behaviours but does not set personal example. from delegated tasks.
Fails to give equal support or development opportunities to all members of the Treats each team member equitably, and acts as a facilitator when team
team. members experience conflict.
Does not capitalise on diverse skills and ideas offered by the team. By being non defensive and giving feedback, creates a climate where
Accepts without question the reputation of an individual and denies everyone feels they can take risks, make mistakes and learn from them
development opportunities because the person is considered ‘high risk’. and are willing to support each other.
Helps team members to come up with their own answers rather than
solving problems for them
Finds ways and time to coach others.
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Professional Confidence
Definition Why is it Important?
Professional confidence is a justified belief in one’s ability to do the job, This behaviour is particularly important in those jobs where individuals are
providing an opinion or advice when necessary and being prepared to take placed in challenging situations or circumstances and where their opinion or
a decisive course of action. advice may be questioned. It enables individuals to stand their ground and
to work independently without constantly referring to others for advice.
Individuals who demonstrate this behaviour are prepared to take on new or
different challenges in their role. It is important to understand that this
behaviour is about having confidence in one’s knowledge and ability, not
about having a confident personality.
Level 1 Level 2 Level 3 Level 4
Confident in own role Acts independently Presents confidently Prepared to challenge and take
risks
Presents him- or herself in a Provides an opinion from his or her own States confidence in his or her own Speaks out for a course of action
confident manner and works area of expertise. Makes decisions ability and is prepared to stand by even when others disagree.
without needing direct without deferring unnecessarily to difficult or unpopular decisions. Looks Takes significant personal or
supervision. Says ‘no’ in the face others, and is decisive when the for and gets new responsibilities. professional risks to accomplish
of unreasonable demands. situation demands it. Has the Praises the work of others. Does not important goals. Challenges
confidence to admit when they do not advance own career by tarnishing the others with respect.
know a fact or cannot commit to an reputation of others.
immediate view without more research.
Warning signs: Positive indicators:
Appears arrogant. Addresses problems as they arise and doesn’t put them off.
Sticks to familiar ground all the time. Considers the ideas and opinions of others but accepts responsibility
Is hesitant with others and prevaricates in decision-making. for the final decision without excuse.
Constantly questions or doubts his or her own ability. Represents unpopular causes, even when this is difficult, if s/he
Does not volunteer for new challenges or assignments. believes the cause valid.
Does not admit to ignorance of a fact. Makes up information to mask Seeks new responsibilities.
unpreparedness. Considers new approaches, and takes a lead in persuading others that
Avoids unwelcome and/or unfamiliar tasks. her/his idea is valid.
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Relationship Building for Influence
Definition Why is it Important?
Relationship Building for Influence is about developing and managing The success of the Council largely depends on the positive impact we achieve
relationships with and through others to persuade, convince and/or through working with clients, customers and stakeholders in the UK and overseas.
gain support in order to improve business delivery and achieve impact Positive perceptions of our effectiveness as an organisation reflect the ability to
for the Council. deliver business objectives through the development of effective relationships with
others at strategic and operational levels. Understanding of the value of proactive
management of mutually beneficial relationships is an essential competency for the
majority of British Council staff.
Level 1 Level 2 Level 3 Level 4
Persuades Builds rapport & takes several Maintains networks & plans impact Extends networks &uses indirect influence
steps to persuade
Understands the purpose and Is accountable for influencing stakeholders
Demonstrates awareness of the Takes the lead role in managing
value of mutually beneficial and managing ‘high value’ relationships at
strategic importance of effective partners, associates and institutional
relationships and the importance a strategic level, identifying shared goals
relationship management in relationships to deliver operational
of effective influencing in and monitoring delivery against those
increasing influence/reputation, impact. Actively develops networks of
delivering business impact. goals. Manages reputational risk with key
improving business delivery and internal and external contacts to extend
Acknowledges the different external stakeholders through the
in managing risk. Uses a planned influence, support the achievement of
perspectives of stakeholders, corporate business risk framework. Uses
approach and knowledge sharing business objectives and manage
partners and colleagues. Uses political judgement and engagement at a
tools to build positive, reciprocal reputational risk in business delivery.
facts, data and rational arguments strategic level to identify and build
relationships. Takes a number of Promotes a team approach to
to influence and improve business relationships with partners and
steps to persuade. Tailors an relationship management and
delivery. Builds on common stakeholders to support long term
approach to appeal to the needs influencing. Shares intelligence
interests. Identifies key business development. Actively ‘lobbies’
of a particular audience. appropriately, demonstrating political
influencers and decision makers. and wins support behind the scenes.
Recognises the impact of the judgement through interactions with
Uses active listening skills to Assembles and sustains coalitions to get
cultural dimension in managing colleagues and partners. Plans an
demonstrate interest and curiosity support and influence others. Uses
relationships. approach to have a specific impact,
in what is being said. appropriate influencing techniques that are
including taking bold, creative or
sensitive to cultural and political needs
unusual actions to make a point or get
and issues.
through to others. Makes personal
commitments in order to build trust and
credibility.
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Warning signs: Positive indicators:
Relies on status to influence others. Learns to make first impressions count; establishes rapport
Continues to work with the same contacts without extending the In preparing for meetings or presentations, anticipates problems and criticisms
network that others might raise so as to be ready to address them
Builds one-sided, ‘opportunitistic’ relationships that do not to Manages expectations.
promote mutual benefit in a partnership. Looks for opportunities to introduce team members personally to significant
Does not consider the strategic business context and/or business outside contacts (customers, other colleagues, etc.).
risk in the approach to network development, partnership working Understands the conditions for effective partnership working: shared goal
and/ or relationship management. setting; knowledge sharing/ networking; influencing and reputation management.
Has difficulty identifying and influencing key individuals or Identifies operational and/ or strategic risks relating to relationships and takes
functions within a government department, partner organisation or appropriate and effective action
within the Council itself. Uses contacts and processes to develop corporate intelligence in the
Uses the same approach to influence each time, regardless of management of relationships
culture or status.
Does not share intelligence on relationship management and/or
contribute to wider organisational effort to manage relationships
effectively.
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Self-awareness
Definition Why is it Important?
Self-awareness is an understanding of your own emotions and ‘triggers’ and Understanding oneself enables individuals better to understand and relate
how they impact on your own behaviour and/or the behaviour of others. It is to others. This behaviour is therefore important as it underpins and enables
also about understanding your own strengths and limitations. a number of the other behaviours, including Leading and Developing Others
and Relationship Building for Influence.
Level 1 Level 2 Level 3 Level 4
Knows own limitations Recognises emotions Understands impact on others Manages emotions
Knows and acknowledges strengths, Recognises the situations that Understands how feelings and Uses coping mechanisms to deal with
limitations and preferences. Open about arouse strong emotions and emotions may impact on difficult or emotional situations over
how they are feeling at certain times and personal bias or preference, but performance and controls emotions time. Sets up support structures to
in particular situations. Recognises how resists temptation to act on them to minimise negative impact. manage stress levels on a proactive
one’s value base has been shaped by immediately. Accepts feedback Maintains a sense of humour and basis. Understands need to be strong
one’s ideas, belief systems and opinions. from others without being stays calm, even in trying and positive in the face of adversity
Recognises when one’s own value defensive. moments. but also recognises areas of one’s
systems are offended and how this own weaknesses and when to seek
raises assumptions and biases. guidance and support.
Warning signs: Positive indicators:
Takes anger or stress out on nearest person –loses temper. Seeks feedback and considers it carefully.
Closes down or is defensive when receiving feedback. Works with others to bring strengths to projects that s/he may lack.
Does not question own feelings about a subject or a person. Looks for appropriate opportunities to improve her/his areas of
weakness.
Remains isolated through stressful periods.
Manages emotions so as to minimise negative impact on others.
Volunteers for assignments for which he or she is not best suited.
Considers her/his approach at meetings or in projects to suit needs of
Give importance to own feelings, but not to those of others..
others, rather than own preferences.
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Teamworking
Definition Why is it Important?
Teamworking is about working co-operatively, across cultures and The British Council works across departments, organisations and cultures. Within the
organisational boundaries to achieve shared goals. Council, staff must work co-operatively together sharing best practice, breaking down
departmental barriers, and communicating fully on new initiatives and priorities. The
same applies to working with the UK constituency. Overseas, the ability to build on
inter-cultural understanding to create dynamic local partnerships ensures that the
Council really understands and meets the needs of its target audiences.
Level 1 Level 2 Level 3 Level 4
Works co-operatively Involves others Builds the team Creates team working
Willingly co-operates. Is not Actively includes individuals from Proactively shares information and learning Creates new opportunities for
afraid to seek advice from diverse backgrounds in team with colleagues. Addresses conflicts or issues individuals to work together,
others. Puts in extra effort activities. Capitalises on diverse within the team in a positive and open manner. breaking down barriers that may
when needed to help others. skills and ideas. Spends time Provides clear feedback to team members. get in the way of effective
Recognises that the ways of helping others think through Uses understanding of different interests and teamworking. Challenges others to
getting things done in different issues. Speaks positively of agendas to achieve positive outcomes. Uses do the same. Is a model of co-
departments, organisations others. Takes the time to learn emotional intelligence to understand team operative behaviour. Commits time
and communities are not the about and understand other dynamics and to harmonise and synergise and resources to team-based
same. organisations and cultures. energies of the team. projects.
Warning signs: Positive indicators:
Sees him or herself as better than others and fails to respect Agrees with the team critical success factors for the team as a whole, and
their contribution. brainstorms ways in which these can be measured.
Keeps important information to him- or herself or within the Develops the habit of checking what others are thinking by asking ‘Am I being
immediate department. clear?’ ‘Let me check what you are thinking at this stage’.
Assumes all cultures or communities are the same. Treats the concerns of other departments as important.
Co-operates selectively in accordance with his or her own Co-operates to meet team goals even at expense of personal preferences.
personal interests. Recognises the need for flexibility and sensitivity in dealing with cross-cultural
Talks patronisingly to or about other departments or individuals. issues.
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Working Strategically
Definition Why is it Important?
This concerns a willingness to align priorities, planning and action to the This behaviour is important to understand the complex cultural and political
Council’s Strategic Objectives. It is also about identifying patterns or environment in which the Council works. It is about being able to focus on
connections between complex and ambiguous situations that are not what is important and to ensure that there is consistency and clarity in the
obviously related and using these to come to conclusions about key issues message or image the Council presents (as defined by our Strategy) across
that affect Council priorities. a range of countries and cultures.
Level 1 Level 2 Level 3 Level 4
Understands current Links current action to strategy Focuses on the longer term Promotes a longer term strategy
situation & fits in
Understands the way Understands link between own Constantly reviews own and departmental Realigns the department or operation
things are done within the work and the Council’s Strategic objectives to ensure they support the Council’s to meet long-term objectives better,
Council and works to Objectives. Balances local needs long-term Strategic Objectives, and makes even if this means taking unpopular or
agreed standards. Can with the longer-term and wider changes or challenges if they do not. Makes difficult decisions in the short-term.
identify similarities needs of the Council. Uses own complex ideas, issues and situations clear and Experiments and reinvents thinking
between a current and a knowledge or experience of past understandable, and can relate these to the using intuition as well as complex
past situation. situations, and adapts and applies wider context of the Council. Builds diversity analysis to create a new concept or
this to current issues. issues into strategic planning. approach not obvious to others.
Warning signs: Positive indicators:
Pursues his or her own personal or departmental interests even when Supports organisational objectives even when disadvantageous in own
not in line with British Council objectives and values. department or sphere.
Reacts to requests or priorities without thinking about the longer term. Shows commitment to the long-term goals of the Council.
Demonstrates a narrow, departmental focus. Explains the strategic benefits of decisions to team members or
colleagues.
Shows no interest in learning about the British Council’s strategy or
work outside his or her own area. Works towards planned career goals and personal ambitions.
Manages day to day but does not think about the future. Uses brainstorming techniques with others to identify opportunities and
solve problems.
Misses obvious connections.
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C OMPUTER SKILLS
Definition
To understand and use the British Council’s IT systems in an effective manner in compliance with IT security standards including the ability to describe
and report issues/problems accurately to the IT helpdesk or appropriate personnel
Area of Level 1 Level 2 Level 3
Responsibility
Using Outlook Create, send, forward and reply to Use voting buttons on emails sent and Use tracking facilities and expiry dates on email
emails received Create/assign tasks and monitor task progression
In line with Send, open and save attachments Manage distribution lists Know how to use outlook for email merging
disability Set up out-of-office assistant Manage own appointments and set Effectively use Outlook to manage and file emails
legislation (e.g. messages reminders using the Calendar function. including writing email rules and managing alerts
reasonable Able to recall email messages sent in Set up own Calendar to allow at least
adjustments Apply and create categories to organise items
error read-only access to Calendar to a
being made if suitable set of colleagues.
needed) Delete unwanted items
Set up/ respond to meeting requests Check for colleague’s availability using
using Calendar Calendar.
Use and search the global address list Change views (reading pane, sorting,
including distribution lists and public calendar, etc)
folders Use tracking facilities
Recognise SPAM and phishing Restore deleted items
attempts (e.g. scams; chain letters) Create, organize and manage message
Understands and complies with IT folders
security standards Create and maintain contacts
Add and remove toolbars
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Area of Level 1 Level 2 Level 3
Responsibility
Using Word Identify, open, create and print Word Create, modify and format standard Perform complex mail merges (Word into other
In line with files tables and borders applications)
disability Be aware of and use templates Understand the principle of styles and Create document templates using styles
legislation (e.g. Use basic character and paragraph how to modify them Create and format complex diagrams and graphics
reasonable formatting (e.g. bold, bullets etc.) and Create and modify drawing objects and
adjustments Insert bookmarks, Table of Contents, footnotes and
styles diagrams (e.g. text boxes) endnotes
being made if
needed) Utilise spelling and grammar checking Perform basic mail-merge facilities Understand and use section and page breaks
tools (within Word)
Create/manipulate outlines styles for numbering
Change margins and paper Use hyperlinks and bookmarks and bullets
orientation Format and manipulate images in Create/amend complex documents using several
Insert images and symbols relation to text levels of headings and sub-headings and handling
Change document views and modify Use automatic numbering facilities. indexes, tables and a cross-reference system as
document options Update a Table of Contents appropriate
Use and modify document properties Track and manage changes during Awareness of file size and knowledge of how to
Save, copy, rename, search, move editing and reviewing use file compression
and delete files Add and remove toolbars
Understands and complies with IT
security standards
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Area of Level 1 Level 2 Level 3
Responsibility
Using Excel Understand and apply basic concepts Create and format graphs and charts Troubleshoot problems
In line with and terms used in Excel including the
Handle complex tables sorting data and Summarise data using pivot tables
disability difference between cells containingrepeating vertical/horizontal headings Link spreadsheets to other files and applications
legislation (e.g. data and formulae facilitating the consultation of the including formulas across multiple sheets
reasonable spreadsheet
Create, format, modify, sort, print and
adjustments delete simple spreadsheets Write and modify macros
Create formulas using simple
being made if Format spreadsheets using text mathematical operators and functions Understand and apply statistical analysis for
needed) colour, shading, borders creating complex formulae
Freeze, lock, hide spreadsheet ranges
Save, copy, rename, search, move and format for printing Calculate using more complex formulae (e.g.
and delete files IF/AND/OR)
Import and export data to other
Understands and complies with IT applications Track and manage changes on shared workbooks
security standards Add and remove toolbars Create and manage scenarios and ‘what if’ data
tables
Awareness of file size and knowledge of how to
use file compression
Using Understand and apply basic database Produce reports from tables and Identify areas for improvement for use with existing
Databases concepts (e.g. navigate records) queries databases
In line with Perform simple database queries to Retrieve and search for information Know how to commission database development
disability extract or select records from the using standard reports according to business requirements
legislation (e.g. database according to specified Perform more advanced queries using
reasonable criteria the built-in query tool to search data
adjustments and produce reports
being made if
needed)
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Area of Level 1 Level 2 Level 3
Responsibility
Using Load and run PowerPoint Apply various slide show animated Add audio-visual information to presentations
PowerPoint presentations effects including video clips
In line with Create and format basic presentations Create, edit Master slide templates Create animated text and graphic effects
disability using pre-defined slide layouts Create a new template from scratch Know how to store PowerPoint presentations on
legislation (e.g. Insert basic graphics (e.g. clipart) the web.
reasonable Create images and charts within (and
adjustments Print slides and handouts in a variety between) presentations Use the PowerPoint presentation feature to reduce
being made if of paper layouts suitable to the target Demonstrate confidence in using the large file size presentations
needed) audience slide master, handout master and notes Awareness of file size and knowledge of how to
Use a data projector for presentations master use file compression
Save, copy, rename, search, move Import and embed data from other
and delete files applications including Word and Excel
tables and hyperlinks
Add and remove toolbars
Using Internet Know the difference between internal Able to access and use the British Use web casts (e.g. webinar)
Explorer (Intranet) and external (Internet) sites Council intranet site Commission and manage Internet pages and
In line with Understand basic concepts and terms Understands and complies with British podcasts
disability associated with using the Internet in Council security standards Create and use blogs, wikis and discussion forums
legislation (e.g. line with general IT security standards Refine searches using advanced
reasonable Use Obtree to create British Council web pages
Use search engine tools to locate searching mechanisms
adjustments information of interest
being made if Evaluate search results, assessing
needed) Able to bookmark and print web authority, authenticity, currency of
pages website content
Able to add and organise favourites Understand copyright issues relating to
Be able to listen to or watch podcasts using web material
Save a web page as a file
Add and remove toolbars
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Area of Level 1 Level 2 Level 3
Responsibility
E-Learning Register/enrol for online conferences, Understand the conventions of and Moderate on-line learning (e.g. administrate, design
In line with courses and other elearning events contribute using different on line for, facilitate, evaluate and provide technical
disability Follow a course of instruction communication tools (discussion assistance for learners)
legislation (e.g. Have a critical view of quality/delivery forums, text chat, voice chat, video chat Commission and manage online content including
reasonable etc.) ensuring sites are secure in line with British Council
of online materials
adjustments Be aware of and apply on-line etiquette security standards
being made if Creating and editing a personal profile (netiquette) Understand the functionality and applicability of
needed) Download/upload materials Understanding and application of online different on-line tools (chat, discussion forums,
Understands and complies with IT learning techniques (time management, wikis, blogs, VoIP, quizzes, FAQs, calendars, etc.)
security standards self reflection, problem solving and Adapt materials for an online audience
asking for help, apply awareness of
learning style etc.)
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F INANCIAL P LANNING AND M ANAGEMENT
Definition
Financial Planning and Management is the ability to cost activity and manage the budgets set. It involves the planning and delivery of agreed
results/outputs within established criteria for budget and timescale, using the appropriate policy and process.
Area of Level 1 Level 2 Level 3
Responsibility
This level - will be expected to Although not specifically stated L3 will provide
seek guidance from L2 and L3 guidance to L1 and L2
Risk Awareness of corporate/global Knowledge and experience of Lead on the management of risk, by assigning roles and
Management policies and processes in relation corporate/global policies and responsibilities, ensuring reviews take place and risks
to risk management including the processes in relation to risk are managed at a departmental/country/ regional level
business tool, Business Risk (including BRMF) and how these link
Ability to identify opportunities and manage any financial
Management Framework (BRMF) to departmental/country/regional
risks associated with them
and know where to locate this level risk management
information Takes responsibility for reporting exceptions to the
Ability to identify and manage these
appropriate senior management forum
risks
Communicates exceptions at
departmental/country/regional level
Planning and Awareness of BC planning cycle Knowledge and application of BC Ability to produce a financial plan to support programme
Forecasting and deadlines and where to planning cycle plus policies, of activity for dept/country/region
locate this information processes (FPS) and timetables
Ability to cost activity, including cost benefit analysis
Understanding of process to set Contributes to departmental/ where appropriate
up and maximise benefits of an country/regional financial plan
Ability to construct pricing structures (e.g. pricing exams,
effective management reporting
Uses systems to accurately cost a course fees)
structure (WBS + cost codes)
project/activity
including budgets and Use forecasting as a tool to identify patterns/trends in
commitments Supervises the setting up of a expenditure/income
financial management reporting
Has basic knowledge of the
structure (WBS +cost codes for
concept of cashflow (movement
FABS countries) including budgets
of money in and out of the
and commitments
organisation) and provides the
relevant financial information to Produces a cash flow forecast for
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Area of Level 1 Level 2 Level 3
Responsibility
This level - will be expected to Although not specifically stated L3 will provide
seek guidance from L2 and L3 guidance to L1 and L2
budget holder as part of the cash project/activity
flow forecasting exercise
Monitoring and Understand how to access Understand how to access and Takes lead responsibility for monitoring and reporting at
Reporting reports and verify transactions process reports, including income departmental/country/ regional level
posted to budgets, where and expenditure statements and
Able to analyse and interpret complex financial data in
financial role permits balance sheet
order to make appropriate recommendations/proposals
Knows how to create and Monitor financial performance to business plans/projects
maintain financial management against targets and takes action to
Reports directly and appropriately with internal and
information records for manage exceptions (e.g.
external stakeholders on financial matters
projects/activity (showing budget, over/underspend on a particular
actuals, commitments and budget)
forecast outturn)
Monitor creditors and debtors and
Understands how to review the report exceptions at BRMF meetings
status of creditors and debtors as appropriate
and know how to escalate
problem items as appropriate
Has basic knowledge of BRMF
tool for monitoring and is aware of
their own role in this process
Receipts Knowledge of customer master Knowledge plus application of bad Lead on any bad debt applications for write off
Process: data - process plus content and debt policy and process
Takes responsibility for ensuring reconciliation of
data standards
Invoiced and Checks and approves reconciliation receipts to cash banked are completed where required
non-invoiced Ability to run debtor reports or of receipts to cash banked (where
know where to access them and required)
identify debtor position e.g. check
if amounts are overdue
Awareness of the concept of
reconciliation and ability to
prepare a statement of expected
income where required
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Area of Level 1 Level 2 Level 3
Responsibility
This level - will be expected to Although not specifically stated L3 will provide
seek guidance from L2 and L3 guidance to L1 and L2
Payment Knowledge of the procedures for Knowledge of, and manages, the Ensure that resources are in place, roles and
Process setting up vendors on the risks associated with setting up of responsibilities are clearly defined and allocated and that
corporate system (SAP) vendors there is compliance with corporate standards, to enable
the payment process to run efficiently and effectively
Awareness of payment system Ensures payments are processed
process and document standards, correctly and creditors are effectively
including travel and expenses, or managed
where to locate the information
Impact of Has a basic awareness of how Understands how transactions Demonstrates an understanding of the wider
financial transactions impact on corporate impact on the corporate accounts environment in which the organisation is operating and
transactions on accounts the impact this has on financial transactions, e.g.
Understand internal management
BC statutory devaluation
Awareness of statutory and principles and practices, including
reporting plus
internal management principles accruals, in the recording of Takes lead responsibility for ensuring that transactions
other reporting
and practices, including accruals, transactions are properly recorded in the accounts
obligations
and where to locate guidance e.g.
Essential Finance
Ability to correct accounting
entries and to cross charge
between business activities or
provide relevant information for
the journal to be raised.
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H UMAN R ESOURCE M ANAGEMENT
Definition
HR management is about managing and coaching staff to ensure effective and innovative corporate/business delivery. It is about defining the structure,
numbers and skills in teams, setting challenging and realistic objectives for staff and ensuring they are both effectively developed and performance
managed in line with our policies and legislation. The aim is to achieve or exceed corporate/business objectives by ensuring staff feel motivated and
confident about working creatively in a supportive and inspiring culture that is in line with our values and EO and Diversity.
Area of Responsibility Level 1 Level 2 Level 3
Resourcing:
Understanding of the business Contributes to the Assesses and makes judgements on the correct
Establishing and objectives and goals of the development of the staffing staffing profile to deliver the business
maintaining appropriate team/department/country/regio profile for the objectives/goals and an understanding of any
structure, numbers and n; being clear about own role team/dept/country/region in associated risks
skills in teams (staffing and the roles of others, and line with the
profile) to enable the how this effects the staffing business/country/regional plan Leads recruitment exercises, adhering to HR
business to meet its goals needs and profile policies. Ensures others are trained in this area.
and objectives Good knowledge of BC
Awareness of the relevant HR recruitment and selection Ensures staff are employed in line with Council
policies and procedures and policies and processes policies and in compliance with local legislation.
knowledge of where to obtain
guidance on them Ensures an equal balance in
the distribution of work within
Awareness of the British the team/dept/region
Council’s EO & Diversity policy
Ensures EO & Diversity
policies and procedures are
considered in work planning
and distribution
Knowledge of the different
staffing contracts used locally.
Knows where and when to
seek advice on local
legislation.
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Area of Responsibility Level 1 Level 2 Level 3
Advocates appropriate
changes to the personnel
profile as required to maintain
efficiency
People and performance:
Awareness and understanding Uses Performance Engagement and promotion of performance
Enhancing business outputs of the performance Management tools to induct, management system to ensure best practice
by enabling staff to perform management cycle and active manage, develop and evaluate
at their optimal level engagement in the process staff performance Takes a lead in developing the capacity of others to
apply Council standards in key HR areas such as
Gives and receives feedback Working knowledge of HR recruitment, induction, performance management,
informing own and others’ policies and procedures EO and Diversity.
performance relating to the management of
staff Ensures Health & Safety guidelines are adhered to,
Awareness of the relevant HR to mitigate risk within the business
and health & safety policies
and procedures that affect Acts on feedback from the Staff Survey, to enhance
people and performance own and staff performance and motivation
Ensures staff terms and conditions of service are
reviewed regularly and are in line with HR policies
and local legislation
Development:
Awareness of the development Consistent approach to staff Contributes to the production of the development
Enabling staff to acquire and opportunities available within development through the use strategy and budget
develop the skills to the organisation for both of coaching and mentoring
maximise their potential and individual and business growth Analyses the long term training and development
performance Analyse skills (T&D) needs in line with current and future business
Takes responsibility for self needs/requirements and targets/goals/requirements
development and career identifying potential gaps
planning Ensures that others in the team are trained in HR
Understands role as a management (where appropriate), and are clear
facilitator of others, and the about their role and responsibility in relation to the
importance of appropriate management of others
delegation. Knowledge of the
different types of learning and Seeks staff feedback on analyses and T&D planning
development opportunities and processes. (thoroughness, fairness, access,
acknowledgement of the diversity)
diverse learning/working styles
of staff
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M ARKETING AND C USTOMER S ERVICE
Definition
Putting customers (people whom we engage with internally or externally e.g. colleagues, clients etc.) at the centre of delivering focussed products and
services at the right time, in the right place and in an appropriate way.
Area of Responsibility Level 1 Level 2 Level 3
Understanding the British Understands the British Council Ensures new colleagues Takes responsibility for championing the brand and
Council and its values and works within the values understand and apply British ensuring that brand values are embedded in all
Council Values programmes, projects, products and services
- Who we are
Positively influences all
- Why we are here
customers about British
- What we want to achieve Council in a manner that
encourages them to engage
with the organisation
Understanding potential Provides input into basic Understands the importance of Applies customer/market intelligence in formulating
markets/customers administration of market market research and the strategy
research benefits it provides
Takes responsibility for shaping response to the needs
Recognises potential customers Supports the development of of key segment groups to achieve business benefits
and actively promotes British products, services, projects
Council products and services to and activities for agreed target
them groups
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Area of Responsibility Level 1 Level 2 Level 3
Understanding customer Is able to gather required Establishes systems to collect Commissions, scopes and co-ordinates appropriate
needs customer and market and analyse customer and customer and market research
information market information
Applies knowledge of Data
Protection and Freedom of
Information standards
Responding to customer Controls the interaction with the Plans and supports a service Shapes and leads on MCS strategy through applying:
needs customer. Listens effectively approach that balances a knowledge of the external environment (political,
and uses questioning skills to personalised delivery with sociological, economic, environmental, technological
clarify customer needs business needs. and legal aspects);
Delivers excellent service at all Investigates service delivery interpreting market information;
points of contact and provides solutions to any
problems/issues. having a comprehensive understanding of the
nature, profile and demands of customers
Leverages and exploits available resources to better
meet customer needs and expectations.
Building strong Uses strong interpersonal skills Uses systems to accurately Uses knowledge of best practice in customer
relationships which add to build effective rapport with manage customer information relationship management to make strategic decisions.
value to the United customers Ensures staff have sufficient
Kingdom marketing/customer service
skills
Obtaining and evaluating Actively and systematically Analyses and evaluates actual Makes strategic decisions on product and service
feedback collects feedback and data customer experience against development, balancing customers’ needs and
through a variety of means expectations using feedback, expectations with organisational priorities, objectives
benchmarking and and resources.
management information. Promotes by example a culture of continuous
Feeds management improvement.
information into continuous
customer service
improvement.
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P ROJECT AND C ONTRACT M ANAGEMENT
Definition Delivering client and partnership funded projects and contracts, and internally commissioned projects, using the project cycle of identification
and development, implementation and evaluation and reporting; understanding the context of projects and contracts and their contribution to British
Council purpose.
Area of Responsibility Level 1 Level 2 Level 3
Context, market and Understands project Applies knowledge of Assesses and makes judgements on project
stakeholders identification processes and organisational purpose, strategy investments that achieve maximum impact against
and business context to identify corporate outputs and business targets.
Understanding the context demonstrates ability to
appropriate project opportunities,
and market to identify and contribute to these. Responsible for identifying, managing and developing
products and services, and
develop new project Uses effective partnerships, underpinned by
strategic relationships with principal clients, partners
opportunities, and approach to communicating and stakeholders.
dual-key planning.
managing clients/partners/ with project stakeholders to
stakeholders maintain relationships. Manages and develops
client/partner/stakeholder
relationships that support the
delivery of specific projects
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Area of Responsibility Level 1 Level 2 Level 3
Development and Understands processes Leads the development/authoring Leads the development of highly complex and
delivery for developing proposals and and quality review of project business critical project proposals using appropriate
demonstrates ability to proposals to corporate standards tools, business processes and system standards.
contribute to these and internal/external client
Ensures ‘fit’ between project level outputs and targets
requirements.
Contributes to the and the achievement of corporate outputs.
development and Takes lead responsibility for the
Takes lead responsibility for implementation of highly
implementation of project plans implementation of projects at
complex and business critical projects.
and schedules using different stages of the project
appropriate systems and tools. cycle to ensure delivery of project
outputs and targets and manages
Undertakes assigned change.
role(s) in project delivery to
internal and external Designs and manages logically
client/partner/stakeholder inter-related input plans, costings,
satisfaction. schedules and responsibility
matrices, revenue forecasts and
work breakdown structures.
Tendering and Understands basic Leads in developing, negotiating Manages the tendering process to corporate and
procurement contracting terminology and and managing pre-contract external standards across a portfolio of projects.
agreements, contracts and
Application of tendering uses this appropriately Negotiates and manages strategic partnerships which
Service Level Agreements with
process (competitive and Has basic enhance BC’s reputation.
individuals, departments and
single source) to win understanding of tendering organisations. Is responsible for and manages the procurement
business; procurement of and procurement procedures process to secure internal and external resources to
goods, services, internal/ Designs appropriate tender
external resources to Supports the documents. Manages the
corporate and external standards across a portfolio of
procurement and management projects
support project delivery procurement process to internal
of: project goods and services, and external client standards for
and internal resources. specific projects.
Leads on the identification,
procurement and management of
goods, services, and internal/
external resources (including
consultants, partners and
suppliers).
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Area of Responsibility Level 1 Level 2 Level 3
Managing risk Demonstrates an Undertakes business risk Responsible for risk and opportunity identification and
understanding of project risks identification (technical and business assurance across a portfolio of projects.
and operating context, and financial) and analysis for specific
BRMF Process Owner for project related areas (as
adjusts planning accordingly initiatives. Uses this to inform
appropriate).
during implementation. approach and manage risk.
Monitoring, evaluation Understands basic Agrees monitoring and evaluation Acts as internal consultant to monitoring and
and reporting monitoring and evaluation tools criteria and plans with internal evaluation design and delivery.
and processes. and external clients/partners/
Manages and monitors project delivery across a
stakeholders at project pre-
Contributes to the implementation.
portfolio of projects to meet corporate strategy and
development of monitoring business target requirements.
plans and takes part in Manages the delivery of
Takes the lead for highly complex or business critical
monitoring. monitoring plans and takes action
projects on the management of project/contract
to ensure projects are delivered to
Contributes to project closure, time, quality and cost targets. closure and financial and technical reporting to
including systems closure. internal and client/partner/ stakeholder standards and
Communicates outputs and needs.
SUPPORTS PROJECT targets.
REPORTING BY Applies the results from project impact evaluations to
COLLATING Takes the lead for specific strategic business development, leading to
MANAGEMENT projects on the management of performance improvements.
INFORMATION. project/contract closure and
financial and technical reporting
to internal and client/partner/
Contributes to the collection of stakeholder standards and needs.
information for lessons learnt.
Communicates the findings from
project impact evaluation,
captures and disseminates
lessons learnt.
Business and system Operates within Ensures compliance with Contributes to the development of best practice for the
processes corporate guidance and corporate standards and use of FABS in project delivery corporately.
standards for project guidance for project
implementation on FABS, implementation, including on
manages expenditure and FABS.
income to plan.
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