PROFESSIONAL DEVELOPMENT FRAMEWORK: UNIVERSITY OF … · Professional Development Areas Managing self and personal skills Willing and able to assess and apply own skills, abilities

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PROFESSIONAL DEVELOPMENT FRAMEWORK: UNIVERSITY OF KENT PILOT PROJECT PHASE II

This framework has been created based upon the AUA’s CPD framework. It has been customised to the different administrative roles within the Academic Division. The

underpinning principles of the Professional Development Framework are:

Continuing Professional Development (CPD) is essential for maintaining the standard and integrity of HE professionals

professional development is a continuous process that applies throughout working life

individuals are responsible for managing and undertaking CPD activities and ensuring that their learning is integrated into their professional practice

individuals should identify for themselves their learning needs and determine how best to fulfil them

learning objectives should reflect the needs of the institution and its stakeholders as well as the individual’s goals

learning should come from a wide range of activities, both formal and informal

learning is most effective when it is acknowledged as an integral part of all work activity rather than as an additional optional activity

All professional services staff should have equality of opportunity to engage in and benefit from CPD activities

Excellence results not simply from what people do but also how they do it. The set of professional behaviours in this framework highlights behaviour patterns that

distinguish effective performance in Higher Education professional services roles. The behaviours defined are not the tasks associated with a particular job but identify how

an individual does the job. Each of the nine broad areas in Professional Development Framework lists detailed professional behaviours which are divided across three

aspects depending on whether it has an impact on your own work (‘personal’), working within a team and/or as a line manager (‘working with others’), or on your work in

the context of the University as a whole (‘wider organisation’) and encompass the internal and external dimensions of your work.

The framework has been tailored to the main levels within the University’s professional service roles (e.g. grades 1 – 9) to provide you with an indication of the expectations

of the behaviours expected to be present for each level. You will see that the behaviours of each grade builds on the ones of the grade before. This framework aims to

provide a clear steer about the expectations for each level which are universal across all roles within the Academic Division, though clearly some are much more important

in some roles than other, as different roles make different demands on people in different areas of activity. The framework can therefore be used as a focus for

personal and professional development as it has been designed to clarify what individuals can do to develop in their jobs and beyond. However, this framework does not

assume that these are the only effective behaviours nor does it reference the technical and specialist knowledge required for particular roles within the University.

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Aspects: Personal Working with others

Wider organisation

GRADES 1-3 Professional Development Areas

Managing self and personal skills Willing and able to assess and apply own skills, abilities and experience. Being aware of own behaviour and how it impacts on others.

Managing workload and making effective use of time

Demonstrating an awareness of own values, motivations and emotions

Having an enthusiastic and positive “can do” approach

Maintaining a healthy work-life balance

Speaking and writing by using clear succinct language

Showing consistency between words and actions

Being self-motivated

Taking responsibility for the impact of your personal style

Accepting and demonstrating personal responsibility for health and safety, data protection and other compliance areas.

Ensuring own behaviour, words and actions support a commitment to equality of opportunity and diversity

Managing own response when faced with challenging situations

Developing and maintaining personal networks of contacts

Understanding your role within the wider organisation

Taking an active interest in what is happening more widely in your Department/Faculty

Delivering excellent service Providing the best quality service to external and internal clients. Building genuine and open long-term relationships in order to drive up service standards.

Resolving problems quickly in a cheerful, friendly manner

Delivering what you promise

Seeing things from your clients’ viewpoints

Listening, questioning and clarifying in order to understand your clients’ needs

Delivering consistent service standards

Passing on information and feedback from clients to the appropriate departments or team members quickly and clearly

Representing the University appropriately

Finding innovative solutions Taking a holistic view and working enthusiastically and with creativity to analyse problems and develop innovative and workable solutions. Identifying opportunities for innovation.

Taking time to understand and diagnose problems by considering the whole picture

Spotting an opportunity and taking action to do something about it

Suggesting and trying out new approaches

Working proactively and taking initiatives

Seeking input from others to develop team solutions

Sharing knowledge and best practice

Embracing change Adjusting to unfamiliar situations, demands and changing roles. Seeing change as an opportunity and being receptive to new ideas.

Accepting that change is an integral part of life

Displaying open mindedness to new ideas and proposals

Demonstrating a willingness to do things differently

Making suggestions for improvement

Remaining positive about moving forward despite being realistic about the difficulty of change

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Aspects: Personal Working with others

Wider organisation

GRADES 1-3 Professional Development Areas

Using resources Making effective use of available resources, including people, information, networks and budgets. Being aware of the financial and commercial aspects of the organisation.

Using resources in ways that are efficient and minimise any adverse impact on the environment

Using informal systems and channels of communication to inform and support objectives

Recognising that time is cost and adjusting behaviour accordingly

Drawing on others’ knowledge, skills and experience

Liaising outside of immediate work area to maximise use of resources within the organisation

Developing self and others Showing commitment to own development and supporting and encouraging others to develop their knowledge, skills and behaviours to enable them to reach their full potential for the wider benefit of the organisation.

Using all situations as potential learning opportunities

Engaging in formal and informal learning and development activities

Engaging positively with appraisal processes

Seeking, accepting and acting upon feedback, and learning from it

Supporting peers

Working with people Working co-operatively with others in order to achieve objectives. Demonstrating a commitment to diversity and applying a wide range of interpersonal skills.

Demonstrating that you value differences

Having a good grasp of where your responsibility ends and that of others begins

Establishing rapport

Considering pastoral care

Co-operating willingly to support the achievement of team goals

Using understanding of other people’s perspectives to help reach agreement

Sharing information and keeping others informed

Recognising and respecting the roles, responsibilities, interests and concerns of colleagues and stakeholders

Working across boundaries to develop relationships with other teams

Referring inappropriate practices / behaviour

Achieving results Planning and organising workloads to ensure that deadlines are met within resource constraints. Consistently meeting objectives and success criteria.

Taking personal responsibility for getting things done

Maintaining a high standard of work even when under pressure

Distinguishing between important and urgent tasks and prioritising effectively, even from apparently equal demand

Meeting deadlines

Taking time to celebrate successes

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Aspects: Personal Working with others Wider organisation

GRADE 4 Professional Development Areas











Being well prepared for meetings and presentations









Ensuring systems and processes are kept up to date

Being clear about where you can be flexible and where you cannot, and why





Using client feedback to drive improvements

Tailoring communication to meet clients’ needs

Fostering a continuous improvement philosophy







Making decisions and taking responsibility for them



Sharing learning and experience to facilitate others’ decision making

Being open to and applying good practice and fresh ideas from inside and outside the organisation

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Viewing change situations as opportunities for improving and developing work





Making use of information and resources gained through personal networks



Liaising with external bodies, suppliers and other HE bodies

Identifying the information and knowledge people need and why they need it

Sharing good practice with other parts of the organisation

Providing Direction Seeing the work that you do in the context of the bigger picture and taking a long-term view. Communicating vision clearly and enthusiastically to inspire and motivate others

Understanding the bigger picture and being clear about how own role fits in




Engaging positively with appraisal processes Seeking, accepting and acting upon feedback, and learning from it

Supporting peers

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Monitoring and reviewing the effectiveness of working relationships











Meeting deadlines

Incorporating flexibility into plans and adjusting them in light of developments

Being knowledgeable about key players who will influence the work you do


Winning support of key colleagues and other stakeholders

Monitoring progress and providing regular updates

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Keeping up to date with what is happening in professional area




Giving and receiving constructive feedback as part of normal day to day work activity



Taking an active interest in what is happening more widely in the organisation






Engaging positively with quality assessment processes















Recognising the need to go for the less than perfect solution at times in order to achieve objectives

Balancing new ideas with tried and tested solutions




Supporting others to find their own solutions rather than giving all the answers


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Taking a creative approach to change which challenges assumptions and is not based purely on enhancing existing practice

Demonstrating that ‘the way things are done here’ does not restrict you

Challenging the status quo in a constructive way

Seeking a diversity of perceptions

Encouraging others to initiate and embrace change

Embracing new technologies, techniques and working methods










Delegating appropriately




Giving team members support and advice when they need it, especially during periods of setback and change

Creating momentum and enthusiasm about what needs to be done

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Being a role model by devoting time to own development

Updating professional / specialist / technical skills

Supporting peers

Giving praise for work well done

Encouraging others to learn from mistakes without blame

Coaching and mentoring others







Presenting own opinions and the interests of those you are representing at meetings in a convincing way







Challenging inappropriate or exclusive practices / behaviour

Supporting equality and diversity initiatives





Meeting deadlines






Sharing the credit with others

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Getting the best from others through effective communication


















Consistently giving positive messages about the organisation














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Providing ongoing support and encouragement to others who are developing and testing ideas







Influencing outcomes when bidding or negotiating for resources

Aggregating, utilising and interpreting management information

Considering cost benefit analysis implications of decisions






Deploying human resources efficiently, at the right levels and in appropriate ways

Considering costs as part of the equation when planning a development




Creating and articulating a vision for own area of responsibility



Engaging and motivating team members

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Keeping the bigger picture in mind and wiling to see beyond the immediate

Supporting peers




Sharing learning opportunities with others












Surfacing conflicts early so that they may be addressed









Meeting deadlines



Keeping track of a number of projects running simultaneously





Being effective in gaining buy-in without having any direct authority

Recognising others’ contribution to the achievement of objectives

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Keeping up to date with what is happening in wider HE environment







Being up to date with best client service practice in the sector










Defining excellent service

Continuing to develop knowledge of stakeholders and stakeholder management

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Identifying novel ways of resolving issues using own initiative

Identifying risks and considering consequences of failure in advance





Championing plans and ideals submitted by members of the team

Giving people the space and freedom to be creative


Actively seeking new ideas and approaches from outside the organisation

Exercising judgment in line with organisational strategy and priorities














Adapting approach to respond to changes outside of organisation

Encouraging experimentation and new ways of working

Articulating the purpose of change and the context within which change is happening

Communicating change in a positive manner through influencing and persuasion


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Developing a firm understanding of organisational strategy

Being mindful of responsibility to organisation and funders in using resources




Standing by considered decisions even if they prove unpopular

Understanding and applying appropriate legislation such as employment law




Making links between individual, team, department and organisational objectives clear for others

Empowering others to take personal responsibility

Providing clarity about responsibilities and accountabilities

Ensuring plans are consistent with the objectives of the organisation

Not losing sight of the vision in dealing with day-to-day pressures









Supporting peers





Supporting others to undertake alternative duties, short-term secondments etc.

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Proposing and negotiating win-win solutions


Ensuring that working arrangements, resources and processes respond to different needs, abilities, values and ways of working





Reflecting organisational values in dealing with people and conducting business





Meeting deadlines










Supporting others to achieve team goals

Saying ‘no’ to activities that are less important or do not fit with organisational priorities

Evaluating the success of projects and disseminating lessons that can be learned

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Chairing meetings effectively, ensuring everyone has an opportunity to contribute





Understanding the priorities of other people and departments



















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Fostering a culture which encourages people to take acceptable risks in pursuing innovation

Coaching and guiding others in developing and implementing innovative solutions

Encouraging and developing the creativity of others and recruiting and selecting creative people





















Understanding and managing the impact of change to others


Creating a climate that encourages innovation and receptivity to change

Leading by example in supporting the organisation to break with traditional methods

Communicating upwards to influence policy formulation

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Being willing to share resources

Identifying ways in which resources can be used flexibly and imaginatively for the benefit of the whole organisation












Encouraging curiosity and creativity



Actively engaging with strategic policy









Supporting peers






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Meeting deadlines




Undertaking contingency planning

Predicting / anticipating barriers and working pro-actively to overcome these before they become problems

Using reflection and continuous improvement techniques to enhance personal effectiveness








Fostering a culture of high achievement

Focusing on outcomes irrespective of the source of the challenge

Setting performance standards and evaluating self and team against these



Negotiating to reconcile individual competing priorities

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Chairing meetings effectively, ensuring everyone has an opportunity to contribute

Acting as a role model for professional and managerial behaviours





Understanding the priorities of other people and departments

Anticipating how wider HE developments may affect the organisation in the future

Anticipating how external professional developments may affect the organisation in the future








Pro-actively understanding the needs of your customer base

Pro-actively applying professional best practice in service to development to your customer base












Interpreting rules and regulations flexibly to balance client and organisational needs

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Fostering a culture which encourages people to take acceptable risks in pursuing innovation

Coaching and guiding others in developing and implementing innovative solutions

Encouraging and developing the creativity of others and recruiting and selecting creative people




Identifying and pursuing opportunities to work in partnership with external organisations to generate and develop ideas











Anticipating the likely need for change within your role, and or your wider department.

Taking responsibility for change








Understanding and managing the impact of change to others

Pro-actively engaging, and communicating with key stakeholders during periods of change


Creating a climate that encourages innovation and receptivity to change

Leading by example in supporting the organisation to break with traditional methods

Communicating upwards to influence policy formulation

Scanning the wider external environment to seek opportunities to develop the organisation

Modifying departmental / organisational strategy to adapt to changes in the wider environment

Evaluating the impact of change on the organisation

Initiating attitudinal change across the organisation

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Pro-actively considering the appropriate allocation of financial, physical and human resources to support the realisation of departmental and organisational goals.








Actively considering the overall implications of departmental resource requirements and needs to support the delivery of organisational objectives




Identifying ways in which resources can be used flexibly and imaginatively for the benefit of the whole organisation

Developing cross-service collaboration

Influencing organisational strategy by utilising internal and external resources






Understanding and applying appropriate internal and external best practice







Encouraging curiosity and creativity

Engaging in, and positively participating in, internal and external networks of working groups.



Actively engaging with strategic policy

Breaking down ‘silo’ thinking and encouraging an organisation-wide perspective

Developing a work environment which promotes equality and diversity

Via networks or collaboration activity, provide a sector wide understanding of common goals and overall direction

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Developing principles and techniques that will help influence and inspire others

Supporting peers






Encouraging others to contribute to institutional-level activity

Identifying the changing needs of the organisation and incorporating these into own and others’ development plans

Supporting succession planning and talent management by identifying and developing colleagues with high potential








Pro-actively seeking collaboration opportunities (both internally and externally) that link to the achievement of organisational goals and objectives













Delivering influential advice and briefing

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Meeting deadlines




Undertaking contingency planning

Predicting / anticipating barriers and working pro-actively to overcome these before they become problems

Using reflection and continuous improvement techniques to enhance personal effectiveness

Using innovation and creative thought to solve problems and achieve results








Fostering a culture of high achievement

Focusing on outcomes irrespective of the source of the challenge

Setting performance standards and evaluating self and team against these

Setting clear departmental goals that align to the organisational objectives.

Pro-actively reviewing departmental and team objectives.

Actively tracking progress against agreed plans

Identifying where alternative methods of managing performance may be needed to address shortfalls in delivery or performance.



Negotiating to reconcile individual competing priorities

Leading by example in managing projects

Identifying how your role can contribute to the success of other departments or the overall organisation objectives.

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PROFESSIONAL DEVELOPMENT FRAMEWORK: UNIVERSITY OF … · Professional Development Areas Managing self and personal skills Willing and able to assess and apply own skills, abilities