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					     The British Council


Behavioural Competency Dictionary


                            External Version: August 2006




               -1-
                                     Contents



1. Introduction and explanation of
   behavioural competencies            3



2. Behavioural Competencies            5




                              -2-
   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.




                                                                       -3-
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.




                                                                     -4-
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




                                    -5-
                                                     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.


                                                                           -6-
                                         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.




                                                                              -7-
                        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.
                                                                                  -8-
                                              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.


                                                                             -9-
                                                             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.




                                                                                - 10 -
                      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.
                                                                           - 11 -
                             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

                                                                                - 12 -
                               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




                                                                             - 13 -
                  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.
                                                                            - 14 -
                              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.

                                                                                - 15 -
            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.

                                                                              - 16 -
                          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.




                                                                            - 17 -
                                                  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.




                                                                           - 18 -
                                                     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.



                                                                             - 19 -
                                    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.


                                                                               - 20 -
                                            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




                                                                        - 21 -
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




                                                                       - 22 -
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)




                                                                         - 23 -
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




                                                                       - 24 -
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.)




                                                                         - 25 -
     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

                                                                        - 26 -
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




                                                                          - 27 -
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.




                                                                          - 28 -
                  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.

                                                                         - 29 -
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

                                                                      - 30 -
             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




                                                                        - 31 -
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.




                                                                          - 32 -
        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




                                                                          - 33 -
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).




                                                                            - 34 -
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.



                                                                       - 35 -

				
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