Core Competency Framework – with levelsjobs.sheffield.gov.uk/specs/Competency Framework.doc · Web viewTo embed the Core Values and give examples of how to demonstrate them Due

The Sheffield Employee

Competency Framework

Corporate Learning & Development Service

The Sheffield Employee Competency Framework

Corporate Learning & Development Servicehttp://sheffield.net/employment/training-and-development/competency-framework

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Contents

Introduction..........................................................................................................................................

Communication...................................................................................................................................

Collaborative Working.........................................................................................................................

Customer Focus and Service Delivery................................................................................................

People Skills........................................................................................................................................

Continuous Improvement and Change................................................................................................

Corporate Learning & Development Service3

http://sheffield.net/employment/training-and-development/competency-framework


Introduction

The Sheffield Employee – Competency Framework

This framework is relevant for all employees of Sheffield City Council; in particular those who do not have line management responsibilities. It is designed to complement the existing frameworks for all supervisors and managers of the Council.

The framework defines the 5 core competencies for every employee of Sheffield City Council.

The competency framework is designed to be used in a number of ways:

To recruit the right people to Sheffield City Council

To clearly state expected standards of performance

To help to identify areas of strength and development

As a basis for Appraisal discussions

To embed the Core Values and give examples of how to demonstrate them

Due to the differing development needs of employees across the Council, it is appropriate to use a competency framework that has various levels within the competency. This means it is relevant and can be used by all grades of employee throughout the Council.The line manager will decide, in consultation with the employee, which is the minimum level of competency most appropriate for them to operate at.


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There are 3 levels within this framework:

Level 1 – Core Behaviours: States behaviours, which are the minimum standards required as an employee of Sheffield City Council.

Level 2 – Progressive Behaviours: Has behaviours, which are further developed and demonstrate an enhancement of personal skills and behaviours.

Level 3 – Advanced Behaviours: This level has behaviours which are more developed and strategic.

The behavioural levels are cumulative, i.e. in order to successfully use behaviour at level 3 it is necessary to have learnt and demonstrated the behaviours at levels 1 and 2.

It is also relevant to highlight that an individual does not need to operate at the same level for each competency, i.e. you could operate at Level 2 in Customer Focus and Service Delivery and Level 1 in Collaborative Working, depending on the job role and responsibilities.

Unacceptable behaviours help to identify, for the individual and their line manager, any immediate training or learning needs. Including these behaviours in the framework also helps to set clear expectations and provide a consistent employee experience for everyone who works for Sheffield City Council.

This framework is one of a number of tools to support and achieve a positive employee experience within Sheffield City Council and is designed to complement existing development tools and frameworks including Investors in People, Charter Mark, The Sheffield Manager Competency Framework and Service Planning.


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Communication

DefinitionCommunicates clearly and concisely, tailoring content and style to suit audience and promote free-flowing communication.

Level 1 Level 2 Level 3 Communicates clearly Enhances Communication Maximises CommunicationIs clear and concise, using language relevant to the customer to aid understanding and incorporating plain language guidelines

Varies tone, pace and volume to enhance communication

Chooses the most appropriate means and style of communication, taking into account different needs and preferences of individuals and groups

Uses logical order and structure when planning communication

Enhances communication through the use of visual aids and technology when appropriate

Uses appropriate communication channels to keep people informed and promote understanding

Presents information and ideas in an easy to understand format

Tailors content of the communication to meet the needs and interests of the customer

Encourages enquiry and tests what has been communicated

Listens actively and asks questions when unsure

Shares information with others Adapts the method and style of communications to changing circumstances and needs

Is aware of all available communication methods and channels

Provides active support to enable individuals to communicate and participate in communication

Identifies and overcomes barriers to communication


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Communication

Unacceptable behaviours –

Difficult to understand meaning of message, lacks clarity and purpose

Message is impaired through distractions

Uses jargon

Fails to communicate in a timely manner

Withholds information


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Collaborative Working (working with others)

DefinitionWorking successfully with people inside and outside the organisation; create and maintain effective working relationships.

Level 1 Level 2 Level 3 Works collaboratively Builds involvement and participation Facilitates collaborationWorks collaboratively with people from other teams and departments across the organisation to provide the best service for the customer

Seeks views and opinions from colleagues and stakeholders and considers them when making decisions

Seeks agreement on work issues resulting in a win/win situation

Cooperates with others to achieve success Recognises and values different contributions from colleagues

Establishes effective methods and monitors and reviews the progress of collaborative working and identifies ways in which arrangements could be improved

Works sensitively with others, taking their needs into consideration

Ensures that people from other teams, departments, and outside organisations are involved with issues affecting them

Looks for ways to improve the effectiveness of their working environment to the benefit of all

Responds positively to requests for help and support

Establishes effective working relationships with others

Proactively develops relationships with customers, colleagues and outside organisations ensuring clear accountabilities and decision-making frameworks are in place to achieve outcomes


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Collaborative Working


Is deliberately insensitive to the thoughts and feelings of colleagues

Knowingly fails to involve people where appropriate

Closes down opportunities for teamwork

Devalues diversity within a team

Stifles participation of others

Deliberately creates barriers and boundaries between people and teams


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Customer Focus and Service Delivery

DefinitionDevelop a customer centred culture by continually delivering, measuring and improving an excellent service to internal and external customers.

Level 1 Level 2 Level 3 Gets the job done to a high standard Proactively improves customer

experienceDrives excellence in customer service

Understands what good customer service is and consistently provides an excellent service to customers

Develops internal relationships to improve service delivery

Uses internal and external measures to identify shortfalls in customer service and quality and then acts on the information

Displays sensitivity and tolerance to individual and cultural differences, diverse opinions and recognises the barriers they might face

Promotes diversity within the team and customer service. Seeks information to keep up to date with diverse service user’s needs and uses it to improve service

Ensures that quality improvements meet the needs and expectations of a diverse customer base

Takes personal responsibility for own work and considers the customer when prioritising tasks

Takes personal responsibility for own work, monitors progress and prioritises work to the benefit of the customer

Monitors and measures own progress against accountabilities, targets and deadlines

Uses systems for recording and feeding back customer experience and views

Introduces improvements to the way things are done to maximise the customers’ experience

Develops innovative practices and services that ensure a customer driven service

Recognises customer dissatisfaction and responds positively to address it and prevent it

Acts quickly to resolve problems and issues and gives priority to maintaining service to the customer

Anticipates potential problems and takes pre-emptive action


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Works in a safe way for self, customers and colleagues and reports any Health & Safety issues noticed

Actively seeks to promote Health & Safety improvements for self, customers and colleagues

Considers Health & Safety implications for self, customers and colleagues when making and implementing decisions

Customer Focus and Service Delivery


Shows a lack of concern for customer service standards and quality improvement

Is intolerant to individual and cultural differences and shows little regard for the need for the service to be delivered in different ways

Ignores standards and quality improvement in plans and decisions

Does not encourage or listen to customer feedback

Is not willing to do what is necessary to meet the unexpected needs of customers


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People Skills

DefinitionThe skills and behaviours underpinning the relationship between self and others, including colleagues, customers and outside organisations.

Level 1 Level 2 Level 3 Creates a positive impression Promotes self and others Leads by exampleDisplays openness, attentiveness and enthusiasm through verbal and non-verbal behaviour

Seeks feedback on how own behaviour affects others. Reflects on feedback and adapts appropriately

Is fully aware of the impact of their behaviour and adapts to successfully deal with a variety of situations

States own position and views clearly whilst respecting the views of others

Takes control of situations in a confident manner resulting in a positive outcome

Uses a range of approaches to win active support and commitment to a desired course of action

Recognises inappropriate behaviour in self and changes behaviour accordingly

Recognises and challenges inappropriate behaviour constructively

Ensures that issues, conflicts and disagreements are brought out into the open and resolved

Treats all customers and colleagues with dignity and respect according to their diverse needs

Promotes the culture and value of diversity within the team

Acts from an awareness of the diversity of the needs and preferences of other customers and stakeholders


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People Skills


Is not receptive to feedback

Is unaware of the effect of their behaviour on others

Is disrespectful of the views of others

Lacks sensitivity and is intolerant to cultural differences


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Continuous Improvement and Change

DefinitionContribute to and support change to improve and develop services

Level 1 Level 2 Level 3 Deals with change positively Proactively looks for opportunities to

improveEncourages a climate of change

Looks for ways to ensure best value is obtained from working practices

Looks for efficiency gains in own work and implements them

Identifies, implements and measures efficiency gains in all work undertaken

Identifies ways in which the service could be improved and changes working practices with support

Encourages a culture of continuous improvement

Removes barriers that constrain performance excellence

Recognises the need to be developed and asks for feedback to improve

Seeks self development and implements any feedback to improve

Evaluates own and others performance, giving and implementing feedback to improve

Proposes a timely solution/way forward to issues, problems and situations

Compares and contrasts alternative options against different scenarios

Encourages others to look at issues, problems and situations from different perspectives


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Continuous Improvement and Change


Does not consider the effectiveness and efficiencies of working practices

Is unwilling to accept agreed change

Does not recognise a need to be developed in the role

Unwilling to engage in continuous performance improvement


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Documents

Core Competency Framework – with levelsjobs.sheffield.gov.uk/specs/Competency Framework.doc · Web viewTo embed the Core Values and give examples of how to demonstrate them Due