Middle Management Level - Generic BARS · Middle Management Level - Generic BARS 2 Openness to Change Proactively supports change, seeking opportunities to promote improved organisational

Middle Management Level -

Generic BARS

V1.0 Nov17

Middle Management Level - Generic BARS

2

Openness to Change

Proactively supports change, seeking opportunities to promote improved organisational effectiveness

Constructs 4 3 2 1

Questions

Proactively reviews and asks

questions to initiate changes and

improve the efficiency of existing

approaches and practices

Generally reviews existing

approaches and practices, identifying

some ways of making them more

efficient.

Uses established approaches and

practices rather than asking

questions to improve ways of

working.

Is unable and/or unwilling to question

existing practices and accepts the

use of outdated processes and the

status quo.

Drive and Support Change

Regularly reviews current practices

against organisational aims and

objectives, so as to initiate and drive

ideas, identifying the benefits to

support change.

Aware of organisational aims and

objectives and enthusiastically

supports change and ideas that

enable them to be met more

effectively

Does not fully support change and

demonstrates little understanding of

how new ways of working will help to

implement organisational aims

Inactive in promoting change/passive

or dismissive of changes, oblivious to

organisational aims and how new

ways of working will help to

implement them.

Keeps up to date

Continuously seeks information

regarding future developments and

their impact on the bigger picture

(internal and external to the FRS)

and ensures action plans reflect

those requirements.

Generally seeks information

regarding future developments and

ensures that action plans reflect

those requirements but sometimes

fails to understand the ‘bigger picture’

Has some awareness of changing

circumstances and future

requirements but produces action

plans which fail to utilise the

information appropriately

Fails or is unwilling to seek relevant

information about changing

circumstances and future

requirements.

Explores Ideas

Actively consults with a wide range of

internal and external parties to

explore the ideas of others in order to

constructively support and challenge

initiatives.

Carries out research and consults the

most obvious stakeholders (the

FRS), so as to explore the ideas of

others and constructively support and

challenge initiatives.

Carries out limited research (only

within own Brigade) and explores

others’ ideas on an ad-hoc basis and

only occasionally challenges the

given information.

Fails to consult or explore the ideas

of others, accepting information at

face value or is dismissive of others’

ideas.

Uses a Variety of Options

Able to identify, adapt and use a wide

variety of innovative and traditional

options to provide practical solutions,

taking into account all relevant

information.

Uses a variety of innovative and

traditional options, occasionally

adapting them to provide practical

solutions, taking most relevant

factors into account.

Occasionally looks at different

options but does not always choose

the most practical solution, nor take

account of all relevant factors.

Fails to consider alternative options,

preferring to stick to a limited range

of solutions, regardless of their

practicality.

Innovative Solutions

Actively seeks to develop and

implement new approaches and

innovative solutions where

appropriate opportunities exist.

Willing to consider new approaches

and innovative solutions but only

makes changes when it Is clearly

appropriate to do so.

Rarely seeks new approaches or

innovative solutions, preferring to

make minimal changes or to stick

with tried and tested methods.

Always sticks to tried and tested

methods and is unwilling and/or

unable to consider new approaches

or innovative solutions, even when

required.


3

Commitment to Diversity and Integrity

Promotes and manages diversity and demonstrates a fair and ethical approach in all situations

Constructs 4 3 2 1

Manages Diversity

Proactively implements and promotes

systems to ensure that the FRS aims

and objectives are met. Monitors

compliance and seeks best practice

advice.

Adequately manages existing

diversity systems to meet the FRS

aims and objectives including day to

day monitoring to ensure compliance.

Has some understanding of diversity

systems and the FRS aims and

objectives but does not always

monitor activities to ensure

compliance

Unaware of the FRS policies, aims

and objectives relating to diversity

and/or fails to monitor activities to

identify issues and to ensure

compliance.

Fair and Ethical

Proactively demonstrates a fair,

ethical and objective approach in all

situations and strongly encourages

others to do the same.

Demonstrates a fair, ethical and

objective approach in all situations.

On occasions allows personal views

to influence approach. Fails to

recognise and/or react to unethical or

unfair behaviour displayed by others.

Always allows personal views to

prejudice their actions. Fails to

recognise and/or react to unethical or

unfair behaviour displayed by self

and others

Open Regarding Individual

Differences

Consistently uses an open and

supportive approach with others

regardless of individual differences,

demonstrating a broad knowledge of

the principles of equality

Demonstrates an open approach

showing a degree of support and

consideration for the diversity of

individuals

Has an understanding of the need to

maintain an open approach but does

not always apply this knowledge

Shows no appreciation for the

diversity of individuals and/or acts in

a discriminatory way towards them

Community Knowledge

Proactively maintains a knowledge of

community needs by integrating and

liaising with the community,

developing plans to meet

organisational objectives.

Has a working knowledge of the

community needs based on

information passed to him/her

resulting in a degree of modification

of services provided.

Spends little time researching

community needs having a limited

awareness, meaning that

organisational objectives are not

delivered in a targeted way

Is totally unaware of the community

needs and issues implementing

organisational objectives using a

blanket approach.

Fire & Rescue Service

Values

Continuously displays a

comprehensive understanding and

commitment to FRS values with both

colleagues and the wider community

e.g. implementing workshops to

promote values.

Shows commitment to the FRS

values and applies them to all

situations and all groups as they

arise.

Demonstrates a limited

understanding of the FRS values

and/or only paying lip service to

them, occasionally lapsing into

inappropriate behaviour.

Shows little or no understanding of

the FRS values and displays

inappropriate values or behaviour

and/or takes an inconsistent

approach with different groups of

people

Honesty

Demonstrates honesty and a high

level of accountability for his/her

actions, admitting and rectifying

mistakes and honouring

commitments to others

Demonstrates honesty and accepts

accountability, honours commitments

and admits mistakes.

Demonstrates honesty and

occasionally accepts accountability

but may need to be pushed or may

not follow up with corrective actions.

Shows no accountability for his/her

actions and tries to push the

corrective actions onto someone else

or acts dishonestly.


4

Constructs 4 3 2 1

Challenges Unacceptable

Behaviour

Proactively challenges unacceptable

behaviour (regardless of local norms)

stating own and FRS position clearly

before implementing educational

interventions or disciplinary actions

Reacts to unacceptable behaviour by

stating the FRS position and ensuring

the message is widely communicated

Reacts to extreme cases of

unacceptable behaviour using

disciplinary action on occasions but

allows minor infringements to go

unaddressed

Participates in or ignores

unacceptable behaviour, taking no

action to implement interventions or

action.

Respects Confidentiality

Always fully compliant with

organisational policy and legislative

guidelines in addition to respecting

the sensitive information that is

presented to him or her

Acts as a confidant to colleagues

maintaining respect for sensitive

information, if appropriate.

Unnecessarily shares some sensitive

information within closed circles, e.g.

within management team, that has

been entrusted to that individual.

Holds no regard for confidentiality

and is quick to share sensitive

information or reveal it in front of

others.


5

Confidence and Resilience

Consistently projects and promotes a confident, controlled and focused attitude in highly challenging situations

Constructs 4 3 2 1

Emotional Control

Always able to act in a calm and

controlled manner in a range of

highly stressful and difficult situations

e.g. when reporting information to

others

Able to act in a calm and controlled

manner in the majority of stressful

situations, quickly regaining their

composure when they show signs of

losing control.

Remains calm and controlled for

much of the time, but shows clear

signs of losing control when under

pressure e.g. rushing to report

information in difficult situations

Readily loses composure when faced

with difficult and stressful situations

resulting in ineffective performance

e.g. unclear or unhelpful delivery of

information.

Coping with Pressure

Always able to focus on core tasks

and organisational objectives while

under constant pressure, such as

time, high workload, competing

demands and opposition from others

Maintains focus on core tasks and

organisational objectives most of the

time but may get distracted if under

pressure, due to time, high workload,

competing demands and opposition.

Struggles to maintain focus on core

tasks and organisational objectives

and gets distracted and defensive

when under pressure, due to time,

high workload, competing demands

and opposition.

Fails to focus on core tasks and

organisational objectives when under

pressure and is ineffective in

responding to challenges or

opposition.

Overcomes Barriers

Recognises that some tasks or

objectives cannot be achieved in the

short-term and always looks to

overcome barriers by staying calm,

gathering information, seeking

solutions and stressing the positive.

Recognises that some tasks or

objectives cannot be achieved in the

short-term and in most situations

identifies ways to overcome barriers.

Despite recognising that some tasks

or objectives cannot be achieved in

the short-term is unable to find ways

of overcoming the barriers e.g. fails

to stress the positive or to remain

calm should conflict arise.

Recognises that some tasks cannot

be achieved in the short-term and

fails to consider how to overcome the

barriers, so either panics or gives up,

due to the pressure.

Assertive

Maintains their position and

continuously projects a firm, calm

and positive manner, identifying and

explaining the reasons and/or

benefits of their position to others

Maintains their position and states it

in a firm manner, being able to give

some reasons for their position to

others, although may become a little

hesitant in a highly challenging

situation.

Hesitant or attempts to explain

position but gives little or no reason

to others for their approach and/or

may adopt a mildly confrontational

manner.

Easily convinced to take an

alternative path, failing to state their

position or displays openly

aggressive behaviour.

Displays Confidence

Proactively takes control of a

situation or event regardless of the

pressures, taking into account the

opinions of others, whilst remaining

confident in their own decisions.

Demonstrates the ability to take

control of a situation for the majority

of the time but occasionally looks for

direction from others.

Attempts to take charge but is unable

to impact on the situation or loses

confidence when challenged, being

unduly influenced by others.

Does not attempt to take control in

highly challenging situations and

looks to be led by others.


6

Working with Others

Leads, involves and motivates others both within the Fire & Rescue Service and in the community

Constructs 4 3 2 1

Motivates

Enthusiastic and always able to inspire

and energise others to achieve a

common purpose, giving clear direction

and support when delegating tasks and

providing regular encouragement

Enthusiastic and generally able to

inspire and energise others, to

achieve a common purpose,

providing some direction and support

when delegating tasks, with

occasional encouragement

Shows enthusiasm when they have a

personal interest, otherwise tends to

delegate tasks without direction or

support and fails to energise others

to achieve organisational objectives

Demonstrates a lack of awareness of

the common purpose and vision

and/or does not delegate tasks or

direct, energise or support others to

achieve these goals.

Builds Relationships

Proactively encourages positive working

relationships with an equal focus on both

internal and external parties by taking

time out to explore areas of common

interest and reconcile differences.

Generates positive working

relationships both internally and

externally trying to establish common

interests.

Has a reactive approach towards

developing positive working

relationships only focusing on the

areas of current friction and/or not

proactively attempting to build

stronger relationships

Puts very little effort into fostering

relationships internally or externally

allowing alienation to occur.

Involving Others

Actively encourages interaction by

identifying benefits to people and the

organisation and looking for

opportunities to utilise the full talents of

all team members.

Encourages interaction to discuss the

contributions that can be made by

different team members, but

sometimes only when the tasks have

already been defined.

Is aware of the talents of others but

not how to employ them to

encourage interaction, rarely

involving others in discussions of how

to tackle the task.

Does not appreciate the benefits of

interaction and fails to acknowledge

the views and contributions of others.

Tends to promote individual working.

Influencing

Tenaciously uses a mixture of strong

logical argument (push) and

understanding the audience’s agenda

(pull) to influence the behaviour of

others towards organisational objectives.

Uses either push or pull techniques

to effectively influence others towards

organisational objectives.

Demonstrates some ability to

influence others and/or gives up

when the audience is putting up

resistance.

Unable to influence the audience due

to illogical arguments or poor

understanding of their agenda.

Empathy

Anticipates the needs of others by taking

a proactive interest in the welfare of

team members, being sensitive to their

feelings and offering them full support.

Generally aware of the needs of

others by noting how team members

are reacting and being sensitive to

their feelings and offering some

support.

When requested or forced (obliged)

to, takes the opportunity to discuss

welfare issues but can be insensitive

and/or demonstrate a lack of support.

Does not take an interest in the

welfare of others and is either totally

oblivious of their needs or insensitive

to their feelings.

Empowers

Always demonstrates an understanding

of the strengths and development needs

of individuals and empowers them

appropriately using targeted delegation,

continued support and well founded

trust.

Empowers individuals by giving them

additional responsibility and support,

monitoring them closely in the

application of the task.

Delegates only menial tasks or

maintains too much control of the

task, thereby stunting empowerment

Does not give opportunities for

individuals to work independently or

fails to encourage them to take on

responsibilities


7

Credibility and Impact

Consistently projects a positive image of

self and the FRS internally and

externally by establishing their personal

creditability and creating a powerful

impact and encourages others to do the

same

Generally promotes a positive image

of self and the FRS internally and

externally by establishing their

personal credibility and creating an

impact.

Attempts to give a positive image of

self or the FRS but is unable to

project this.

Displays inappropriate attitudes to

matters that may prove detrimental to

the image of the FRS

Morale Promotes involvement and increases

morale using a wide variety of

techniques (including all those stated

above)

Manages to promote involvement

and morale using a variety of

techniques (including some of the

above)

Uses a narrow range of techniques to

promote involvement and increase

morale having limited success.

Does not succeed in promoting

involvement or raising morale due to

inappropriate methods or

unwillingness


8

Effective Communication

Communicates effectively both orally and in writing

Constructs 4 3 2 1

Clarity

Always communicates verbal and written

messages clearly, concisely and in a

structured fashion emphasising critical

information.

Communication is generally clear,

concise and structured containing the

key points.

Communication is generally

understood but may occasionally lack

clarity, be unstructured or be over

detailed

Communication is delivered in an

unclear, unstructured and over

complex fashion losing the essential

points of the message

Audience Centred

Anticipates and/or immediately

recognises the sensitivities of an

audience, e.g. diverse groups, and

adjusts their mode accordingly to suit

any situation.

Is able to judge the needs of the

audience on most occasions and can

adapt the mode of communication to

suit the audience.

Recognises or is aware of the needs

and diversity of the audience but is

less able to adapt their mode of

communication.

Does not take into account the needs

of the audience using inappropriate

modes of communication and/or is

unable to adjust accordingly.

Diplomacy

In all situations uses language that is

appropriate and respectful. Is sensitive

when discussing difficult and contentious

issues and is fully aware of the impact of

what they say.

Uses appropriate language for the

majority of the time and is sensitive

when discussing difficult issues.

In difficult situations may lapse into

the use of inappropriate language

and adopts an approach that may be

unsuitable for some groups.

Fails to appreciate the impact of their

comments and uses totally

inappropriate language which can

inflame a situation and offend others

Nature and Style

Always conveys the message using the

most appropriate style (pace, volume,

level of interaction, structure, etc.)

regardless of the group size being able

to adapt on the spur of the moment.

Uses differing styles taking into

account the nature of different

audiences, being able to

communicate in an appropriate style

most of the time.

Chooses from a limited range of

styles to suit the audience but

cannot adapt the style if the size or

dynamics of the group changes.

Always uses the same style

regardless of the nature of the

audience, the size of the group or

effectiveness of the communication

Listening

Actively listens throughout interactions

demonstrating understanding (through

the use of summaries, reflecting back,

asking probing questions, etc) in both

group and one to one situations, to

gather detailed information

Demonstrates listening by

acknowledging communications and

asking probing questions which

accurately reflect the context of the

conversation.

Gives the appearance of listening but

does not extract key information or

appears disinterested, e.g. talks over

others, but gathers sufficient

information.

Appears disinterested, does not ask

any probing questions or

misinterprets the information due to

poor listening skills

Body Language

Body language is always used

appropriately to emphasise and support

the message being congruent at all

times, e.g. no conflicts of body language

and spoken message whatsoever.

Body language is congruent with the

message for the majority of the time,

adding support to the communication,

but when under extreme pressure

may display inappropriate body

language

Body language mostly supports the

message but may occasionally be

temporarily at odds with the

message, e.g. frowning when they

are listening to someone.

Body language is stoic or completely

incongruent with the message being

spoken.


9

Monitors and Checks

Reactions

Continuously monitors and checks

audience reaction by asking open

questions, observing body language,

tone and manner of responses before

continuing.

Monitors and checks audience

reaction predominantly through the

use of questioning skills and may be

more perceptive with familiar

audiences, e.g. their team

Attempts to monitor audience

reactions but does this infrequently

and/or uses ineffective methods such

as leading or closed questions

Communication is one-way and no

attempt is made to monitor audience

reactions e.g. fails to invite questions

or check understanding in any way.

Communication System

Uses systems to their full potential to

provide regular updates and sharing

information, monitoring its effectiveness

and adapting it where necessary.

Uses a communication system to

provide information and updates and

seeks stakeholder feedback to check

its effectiveness e.g. holds regular

briefing meetings.

Uses communication systems put in

place but does not monitor its

effectiveness.

Does not use the current

communication systems in place or

uses them ineffectively.

Handling Complexity

Always presents technical or complex

information by breaking it down into

logical and digestible parts, using

summaries and choosing from a wide

range of media and techniques as

appropriate e.g. analogies

Presents technical or complex

information in logical and digestible

parts, summarising and using certain

media and techniques to support the

message.

Can simplify complex data but not

always to a level that is

understandable to the whole range of

audiences, e.g. cannot communicate

to someone who does not possess

the appropriate technical knowledge.

Is unable to simplify the complexity of

the message at all or confuses the

audience by focusing on the wrong

parts of the information.


10

Commitment to Development

Committed and able to develop self, individuals and teams to improve organisational effectiveness

Constructs 4 3 2 1

Monitor and Review

Proactively reviews and monitors own

and others performance criteria, using

structured and transparent

methodologies e.g. action plans and

objectives and encourages others to do

the same

Reviews and monitors own and

others performance being aware of

performance issues and dealing with

them constructively as they arise

Rarely reviews own and others

performance unless pressed or fails

to put a structured approach to

review into place.

Displays a negative attitude towards

the development of self or others

seeing it as a waste of time.

Identify Development

Needs

Continuously identifies development

needs providing/seeking frequent and

timely feedback and facilitating

continuous professional development for

self and others on an individual and

group level in accordance with

organisational needs.

Demonstrates an awareness of the

development needs of self and others

and provides or seeks feedback and

actions for improvement in

accordance with organisational

needs

Demonstrates a limited awareness of

the development needs of self and

others and/or provides or seeks

limited feedback and takes action

that does not meet organisational

needs

Unable to identify development

needs in self or others and/or makes

no recommendations for

improvement

Learning Styles

Understands learning styles and adopts

a wide variety of strategies, choosing the

most effective method to maximise

group, individual and self learning,

taking account of their preferences

Demonstrates an awareness that

people learn differently and most of

the time varies the suggested

approach to training self/others

accordingly

Recognises that people learn

differently but is unable to adapt,

preferring to use a narrow range of

‘tried and tested’ approaches

Advocates one way of learning and

persists in using this regardless of

the needs and preferences of the

individual or group

Seeks Learning

Opportunities

Proactively creates and uses new

learning opportunities for self and

others, shares knowledge and actively

encourages others to do the same

Frequently takes positive steps to

obtain appropriate new learning

opportunities for themselves and

others and shares knowledge.

Has a narrow view of learning

resources (e.g. training courses) and

the need to share information, which

means potential opportunities are

missed, (e.g. when starting a new

project)

Discourages attempts by others to

create new learning opportunities

and/or is resistant to sharing

knowledge and to learning

opportunities for themselves.

Supports Development

Actively encourages a supportive

environment being open to debate, able

to incorporate ideas from others, using

frequent praise, recognising and

promoting achievements whilst ensuring

that development issues can be

positively addressed

Fosters a supportive environment,

recognising achievements, listening

to and adopting the ideas of others

and helping people to learn from

mistakes.

Creates an environment that is only

moderately supportive and which fails

to encourage or take into account the

ideas of others.

Creates an environment that is

focused on punishing mistakes

and/or is reluctant to hear the view of

others.


11

Problem Solving

Understands and applies relevant information to make appropriate decisions which reflect key priorities and requirements

Constructs 4 3 2 1

Information Gathering

Uses various methods to gather

comprehensive information to ensure

the wider organisational or community

impact of policy decisions is fully

explored and are appropriate to the

complexity of the task

Methods of information gathering

enable a satisfactory exploration of

the impact of policy decisions on the

organisation or community

Gathers a limited amount of

information leaving the impact of

some aspects of policy decisions on

the organisation and community

unidentified

Does not gather information or

explore the wider impact of policy

decisions on the organisation or

community

Identifying Benefits

Always seeks to identify the most

beneficial aspects of a range of different

solutions by consulting widely with

internal and external sources

Generally seeks to identify the most

beneficial aspects of a range of

solutions, but may not consult widely

and consider all relevant

perspectives

On occasions looks at other solutions

but may not identify all of the

benefits.

Unable to identify or does not look at

the most beneficial aspects of

different solutions.

Create and Evaluate

Generates multiple solutions, thoroughly

evaluating them and always identifying

the most appropriate one taking into

account the wider picture

Generates several solutions and is

able to evaluate and identify the most

appropriate one taking into account

the wider picture

Creates many solutions but is less

able to evaluate the best option or

does not generate many options

Can only generate a single option

and/or has not fully evaluated it

Promoting a Joint or

Collective Approach

Always considers and promotes the

usefulness of partnership working when

reviewing available resources and

developing an action plan

Generally considers and promotes

the usefulness of partnership working

when reviewing available resources

and developing an action plan

Occasionally considers the

usefulness of partnership working

when reviewing available resources

and developing an action plan

Solutions do not promote a joint or

collective approach

Adapting Previous

Experience

Consistently draws upon a broad

experience base, adapting it to

accurately anticipate the likely course of

events, make decisions and formulate

plans

Able to adapt previous experience to

gain certain insights into different

sets of information when making

decisions

Occasionally draws on or adapts

previous information to anticipate the

course of events when making

decisions.

Looks at all situations in isolation

being unable to draw on past

experiences to gain insight.

Identifying Future

Consequences

Predicts all possible consequences of

actions in the short, medium and long

term taking into account the impact on

the environment, organisation, various

groups and resources

Predicts the major possible

consequences of actions in the short,

medium and long term taking into

account the impact on the

environment, organisation, various

groups and resources

Demonstrates some awareness of

the consequences of actions but

does not fully identify all areas of

impact and/or across the fullness of

time.

Has very little awareness of the

consequences of actions being

unaware of the affect on others


12

Considering Critical

Factors

Always identifies and considers the full

range of critical factors when making a

decision, prioritises the actions on a

risk- benefit basis

Usually identifies and considers most

critical factors when making a

decision, prioritises actions on a

risk- benefit basis

Identifies and considers a limited

range of risk critical factors and does

not prioritise effectively on the basis

of this information

Fails to identify key risk critical

factors or risk/benefit analysis

Decisiveness

Always makes swift, authoritative and

appropriate decisions where information

is limited and time and situational

pressures require

Generally makes swift, authoritative

and appropriate decisions where

information is limited and time and

situational pressures require

Not all decisions are appropriate

when under pressure imposed by

time or limited information

Unable to make decisions when

under pressure imposed by time or

limited information

Evaluating Outcomes

Carries out full evaluations of decisions

and uses all the information gathered

effectively to inform and develop future

actions

Carries out a basic evaluation of

decisions and is able to utilise

relevant information to inform future

decisions and actions

Carries out a limited evaluation of

decisions and fails to make full use of

the information

Fails to evaluate decisions, or fails to

make any use of the information

gathered to inform future actions

Numerical Analysis

Able to use arithmetical calculations,

compile interpret, identify trends and

manipulate complex numerical data with

exceptional accuracy

Able to use arithmetical calculations,

compile, interpret, identify trends and

manipulate complex numerical data

without making many mistakes

Can conduct basic arithmetical

calculations but has difficulty

interpreting and applying complex

numerical information and/or makes

several mistakes

Has difficulty making even the most

basic arithmetic calculations and is

unable to understand and apply

information presented in a numerical

format


13

Situational Awareness (for operational colleagues only)

Maintains an active awareness of the environment to promote safe and effective working

Constructs 4 3 2 1

Safety Checking

Proactively and continuously ensures a

high level of environmental safety

awareness putting appropriate

measures in place and using all

available resources and safe systems of

work being conscious of the less

obvious risks.

Regularly checks the environment

and puts in place sufficient safe

working practices and measures.

Is aware of the salient risks but does

not always act quickly enough or

initiate and implement adequate safe

working measures.

Shows little or no environmental or

safety awareness and/or does not

use available resources properly,

putting people at risk.

Breadth of Awareness

Always takes an overall view of a wide

breadth of related information showing

equal focus on all aspects whilst

assimilating further information as it

comes in.

Generally takes an overview of all

relevant information keeping an

overall awareness of the situation.

Takes an overview on most

occasions but can be distracted,

focusing more attention on some

areas losing the ability to see the

whole situation.

Tends to focus on one or two salient

features of the situation being unable

to adopt an overall awareness.

Monitoring Changing

Circumstances

Proactively monitors how changing

circumstances impact on safety by

seeking and ensuring early provision of

information before it is requested.

Monitors how changing

circumstances impact on safety by

seeking and providing information as

it is required.

Initially monitors how changing

circumstances impact on safety but

then seeks or provides information

less frequently and/or does it too

slowly.

Becomes so reactionary to how

changing circumstances impact on

safety that information is neither

sought nor provided to monitor the

situation.

Judging Space &

Distance

Displays exceptional ability to judge

space and distance by anticipating all

eventualities within the situation so as to

always deploy equipment and people

safely and effectively.

Demonstrates sufficient awareness of

space and distance by anticipating

the demands of a situation so as to

deploy equipment and people safely

and effectively.

Deploys equipment and people with

only short term situational factors in

mind having to redeploy them at a

later time.

Places equipment and people in

dangerous or imminently dangerous

positions.


14

Commitment to Excellence

Leads groups to achieve excellence by the establishment, maintenance and management of performance requirements

Constructs 4 3 2 1

Defines Performance

Requirements

Precisely defines what group

performance is expected and always

considers what can be achieved, given

roles, abilities and national standards.

Clearly states what group

performance is expected and usually

considers what can be achieved

given roles, abilities and national

standards.

Establishes group performance

expectations but they may be out of

context or difficult to achieve and/or

they are not clearly stated.

Is reluctant or unable to define what

group performance is expected in a

given context.

Explains Reasons

Always explains the underlying reasons

for the expected standards of behaviour

and performance and provides specific

examples of the benefits to which the

individual can relate.

Generally explains the underlying

reasons for the expected standards

of behaviour and performance from

an organisational perspective.

Communicates the importance of

meeting expected performance but is

less able to communicate the

tangible benefits.

Has very little understanding as to

why certain behaviour is expected or

refuses to explain the reasons why.

Acts as a Role Model

Understands they are a role model and

always sets a positive example of

personal commitment to performance

requirements regardless of the

circumstances, ensuring they, act in

accordance with all FRS values both in

public and private at all times.

Understands they are a role model

and generally sets a positive example

of personal commitment to

performance requirements regardless

of the circumstances, ensuring they,

act in accordance with all FRS

values.

Whilst demonstrating the ability to

meet expectations of the role, acts in

an unenthusiastic way or displays

some negative behaviour which has

a knock on effect to those around

them.

Lacks personal standards, has a

negative attitude and sets a poor

personal example which undermines

the belief of others.

Monitors and Manages

Performance

Acutely aware of the performance of

individuals and teams against

organisational benchmarks and

objectives, accurately analysing all of

the reasons for underperformance,

establishing root causes, feeding back

and always putting action plans in place

to improve performance.

Monitors the performance of

individuals and teams against

organisational benchmarks and

objectives, identifying and feeding

back the major reasons for

underperformance.

Has some understanding of the

performance of individuals and teams

but is unable to identify why

performance is being affected and

does not monitor performance

regularly.

Poor understanding of organisational

benchmarks and/or awareness of

how individuals and teams are

performing against these.

Personally Delivers

Performance

Always demonstrates commitment to

organisational decisions and

performance requirements ensuring they

are translated positively for acceptance

by self and others effected e.g. a

sceptical team.

Demonstrates commitment to


performance requirements even

when in conflict with own views.

Commits to certain aspects of


performance requirements but

generally only when they are

consistent with their own objectives.

Actively resists complying to

organisational decisions and/or

shuns responsibility for implementing

them.


15

Planning and Implementing

Creates and implements effective plans to deliver a range of organisational objectives

Constructs 4 3 2 1

Priority

Consistently able to identify and use

relevant information in order to prioritise

activities to deliver organisational

objectives effectively.

Prioritises tasks, activities and resources

appropriately, focusing on organisational

objectives and the most critical elements,

with specific regard to risks.

Attempts to prioritise tasks, activities

and resources but overlooks

organisational objectives and key

elements, and/or wrongly prioritises

some aspects.

Does not prioritise the task, activities and

resources and/or ignores organisational

objectives and information which effects

how these elements have been

prioritised.

Sequential

Planning

Consistently produces logical flows and

detailed sequence of steps for each task

with a clear set of achievable objectives.

Produces logical flows and sequences

with key steps with a set of achievable

objectives.

Produces a general flow of activity but

this lacks detailed steps and/or

clear/achievable objectives.

Plans are not sequenced, clearly being

unable to ascertain the steps to achieving

the task and/or the objectives are not

stated.

Task Subdivision

Demonstrates a high level of ability to

analyse a complex task and break it

down into appropriate, manageable

component and sub-component parts, in

order to achieve the intended objective.

Able to analyse a complex task and

break it down into management

component parts, so as to achieve the

intended objective.

Is able to break down complex tasks

into broad areas of activity but is less

able to translate these into discrete

component parts and therefore

struggles to manage the plan and/or

achieve the intended objective.

Is unable to break a complex task into

manageable pieces and is therefore

overwhelmed and fails to manage the

task and/or achieve the intended

objective.

Monitor and

Review

Continuously monitors and reviews plans

against milestones, noting potential risks

and anticipates how they might impact

the successful delivery of the objective.

Monitors and reviews plans keeping up to

date with progress against milestones

and checks that they are still on course

for the successful delivery of the

objective.

Has general awareness of progress

against the plan but is unable to

specifically point out potential risk

areas which may impact on the

successful delivery of the objective.

Does not monitor or review progress

against the plan being unable to describe

the current status of activities or inform

future developments and is uncertain as

to whether the objective will be

successfully achieved.

Flexible Response

Extremely flexible in quickly switching

between tasks to meet changing

organisational objectives without

negatively impacting on the quality of the

final outcome or the delivery deadline.

Generally able to quickly switch between

tasks based on changing organisational

requirements, although this sometimes

impacts on the quality of the final

outcome or the delivery deadline.

Can switch between tasks but takes

longer to adjust to the new objective

and/or finds it difficult to return to the

original task if necessary.

Unable to switch between tasks

remaining focused on the original plan

and objective and as a consequence

failing to meet the changing needs of the

organisation.

Seeks quick wins

Always looks for key elements of both

short and long term plans that can be

delivered quickly to ensure early visible

results so as to motivate staff.

Generally looks for key elements of plans

that can be delivered quickly to ensure

early visible results so as to motivate

staff.

Attempts to identify elements of a

plan which can deliver quick wins but

does not select the appropriate

elements.

Seeks only to implement a whole plan,

failing to identify any key elements that

would ensure early results and motivate

staff.

Planning Across

Activities

Always plans across activities, fully

evaluates and assesses the impact of

each activity on other related activities to

ensure there will be no negative impact.

Generally plans across activities,

recognises the impact of each activity on

other related activities on most

occasions.

Is aware that activities are related but

does not accurately assess the

impact of each activity on other

related activities.

Fails to identify related activities dealing

with them in isolation.


16

Political/Organisational Awareness

Recognises the potential political impact and implications of actions from a strategic perspective

Constructs 4 3 2 1

Exploits Links Between

Functions

Exploits all the links between different

functions, component groups and

individuals when promoting strategic

objectives.

Makes use of some of the links

between different functions

component groups and individuals

when promoting strategic objectives

Identifies links between different

functions, component groups and

individuals when promoting strategic

objectives.

Has no appreciation of the links

between different functions,

component groups and individuals or

uses the links inappropriately.

Awareness of

Stakeholder Groups’

Political Issues

Proactively engages with stakeholder

groups to maintain awareness of their

political issues, agenda and needs and

uses this information when making

decisions.

Engages with stakeholder groups

when necessary and is aware of their

political issues, agenda and needs

and uses this information when

making decisions.

Engages with stakeholder groups but

on occasions fails to understand their

political issues, agenda and needs,

so fails to use this information when

making decisions.

Has little, if any awareness of the

political issues, agenda and needs of

stakeholder groups.

Appreciation of Political,

Local and National Issues

Possesses comprehensive knowledge of

political drivers both at a national and

local level, understanding how they

impact on the organisation and key

stakeholders.

Has a good knowledge of the political

drivers at a local level and can relate

this to the organisation.

Has an awareness of the local

political drivers but cannot always

relate this to the organisation or has

limited awareness of the local

political scene.

Has no awareness of the local

political drivers, nor how such

matters may impact on the

organisation.

Impact of Political Agenda

on the Organisation

Has a full understanding of the potential

impact of the short-term political agenda

on long-term organisational needs and is

either supportive or willing to take an

assertive stance, as appropriate.

Generally understands the impact of

the short-term political agenda and

long-term organisational needs and

on occasions is either supportive or

willing to take an assertive stance, as

appropriate.

Has some understanding of the

relationship between the short-term

political agenda and long-term

organisational needs but fails to take

appropriate action.

Has little or no understanding of the

relationship between the short-term

political agenda and long-term

organisational needs.

Establishing Common

Ground with Stakeholder

Groups

Consistently able to identify stakeholder

decisions that do not align with

objectives and initiates discussion with

the stakeholders and functions within the

organisation, to identify common ground

and make progress.

Able to recognise stakeholder

decisions that may not align with

objectives and is aware of the need

to work to establish common ground

to resolve different priorities.

Is uncertain of the impact of

stakeholder decisions on own

organisation and is driven by other

stakeholders to identify common

ground and make progress.

Fails to recognise the impact of

stakeholder decisions on objectives

and/or does not see the benefit of

exploring ways of seeking common

ground to make progress.

Recognises Key Groups

Always identifies all the key groups who

will be affected by a decision and

actively seeks to ensure their

understanding of the implications to

them or the organisation, by the most

effective method (e.g. giving briefings,

presentations and consultations).

Identifies the majority of key groups

who may be affected by decisions

and seeks to improve their

understanding of the implications and

usually selects the best method of

informing them.

Recognises some (not all) groups

who may be affected by decisions but

does not seek to improve their

understanding of the issues and their

implications.

Fails to recognise the impact of

decisions on others or to identify

relevant groups and takes little or no

action to improve their own

understanding of the situation.


17

Influence over Key

Stakeholders

Proactively seeks out and maintains

working relationships with others that

have more influence over key

stakeholders, will always identify the

appropriate level of intervention to

achieve core objectives.

Recognises that others may have

more influence and utilises them in

achieving organisational objectives,

identifies some appropriate groups

that will help to achieve objectives.

Aware of other groups that may have

common aims but unsure of how to

utilise them effectively or fails to

develop relationships that may assist

with influencing key stakeholder.

Does not recognise relationships that

may assist in influencing key

stakeholders, unaware of other

groups that may have common aims.

Compromise

Willingly compromises short-term

objectives when appropriate to promote

or achieve long-term organisational

benefits. Fully understands the

implications of decisions and

consistently seeks and achieves a win-

win solution.

Sometimes compromises short-term

objectives to achieve long-term

organisational benefits. Usually

identifies the implications of decisions

and seeks a win-win solution.

Prepared to compromise short-term

objectives to promote wider long-term

organisational benefits but does not

appreciate all the implications and

therefore fails to achieve an

appropriate outcome.

Is not prepared to compromise or

does so without realising the full

implications, thus leading to an

inappropriate outcome.

Documents

Middle Management Level - Generic BARS · Middle Management Level - Generic BARS 2 Openness to Change Proactively supports change, seeking opportunities to promote improved organisational