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Behaviours Business SkillsDevelopment and progression
The Mouchel Career Builder
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Introduction
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BackgroundThe Mouchel Career Builder replaces the current careerpaths (that we’ve previously defined as either technical ormanagerial) and has been designed to encourage you totake a more flexible approach to progressing your career.
It’s intended to help individuals to recognise that careerprogression and personal development are not just aboutprofessional competence, but also encompass businessskills and behavioural competencies.
As the organisation grows, the capabilities andcompetencies that we need people to demonstrate alsocontinually needed to develop and change.
Using Mouchel’s primary purpose and guiding principleswhich determine what we do and how we behave as anorganisation as a starting point, the Mouchel CareerBuilder is one of the key steps that we’re taking to helpensure that our people develop the capabilities we’llrequire to meet the stretching objectives set out inMouchel – Our Journey: the route to 2012.
Working with Best Companies, the emotional engagementspecialists, has provided an external benchmark to ‘theway we do things in Mouchel’. This, together withextensive internal research and consultation into corebusiness skills and their link to organisational performance,has allowed us to develop a framework which is unique.
The Mouchel Career Builder is a fundamental part ofperformance management and development for allemployees and has been designed to:• inform recruitment and selection decisions • identify short and long term learning needs• form part of the appraisal process• form part of the succession planning process• design effective and relevant capability centres• design structured development programmes • create individual development plans
Recommended Behaviours levelsYou will see that the Mouchel competency model has beenrevised to include a more manageable number ofBehaviours that focus clearly on the key behaviours thatdrive business success.
The levels recommended for the Behaviours increasethrough the grades as follows:• Grades J-G: all level one Behaviours.• Grades F-E: all level two Behaviours.• Grades D-B: all level three Behaviours.• Grades A-O: all level four Behaviours.
Recommended Business Skills Required and LevelsBecause of the wide range of roles that people undertakein Mouchel we need to give you a choice around theBusiness Skills that would be appropriate and helpful foryou to develop. There is therefore flexibility for you andyour manager to decide:
• Which Business Skills should you choose?• What levels would be appropriate given the nature of
your role?
You can choose Business Skills at different levelsdepending on how expert you need to be in that area.
It is important to note however that you must have at leastthe minimum number of business skills and levels requiredin your Career Builder. These are shown on the slidebelow.
It is important to note that your grade is dependent on anumber of factors including:• Level of complexity and responsibilities of your role. • The accountabilities for your role.• Your experience.• Your ability to demonstrate the required level of
behaviours, Business Skills and professionalcompetence.
Mouchel career builder
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Grades A-OGrades D-BGrades F-EGrades J-G
6 BehavioursLevel 4
3 BusinessSkillsLevel 4
2 BusinessSkillsLevel 3
6 BehavioursLevel 3
2 BusinessSkillsLevel 3
2 BusinessSkillsLevel 2
6 BehavioursLevel 2
1 BusinessSkillsLevel 2
1 BusinessSkillsLevel 1
6 BehavioursLevel 1
1 BusinessSkillsLevel 1
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Behaviours
Thinking and decisionmaking
Creating solutions andchange
Inspiring and influencing
Delivering results andimproving
Spirit of adventure
Embracing excitement, innovationand change
Passion for success
Striving for excellence,achievement and responsibility
Integrity at heart
Appreciating others, keeping ourpromises and always doing theright thing
Performance andresponsibility
Building great relationships
4
Level 1Grades J-G
• Asks questions to ensure all the rightinformation is gathered about aproblem
• Identifies potential issues and thinksthrough them in a logical andconsistent way
• Sees the links with information tounderstand a whole problem
• Recognises when a current problem issimilar to a previous one and uses theexperience to help the current situation
• Uses available information to makelogical decisions
Level 2Grades F-E
• Spots patterns, trends or discrepanciesthat are not immediately obvious
• Identifies potential problems and thinksthough the implications to provideimmediate improvements
• Understands the impact of wider issuese.g. , competitors and wider market.
• Thinks laterally to identify new solutionsfor old problems
• Assists others to pick out the mostrelevant issues when dealing withvolumes of data or complex information
• Sifts through a wide range ofinformation to make effective andlogical decisions
Level 3Grades D-B
• Encourages self and others to askinquisitive questions, to think and planahead
• Identifies new opportunities for theshort and medium term
• Willing to listen to and think throughnew ideas even if they seem ‘risky’ atfirst
• Considers the wider economic, politicaland marketplace environment whenthinking about business issues
• Interprets complex businessinformation to inform decision making
• Knows when it is time to move fromthinking to decision making and action
Level 4Grades A-0
• Creates a climate that encourages andrewards inquisitive thinking
• Considers the ‘bigger picture’ by takinga ‘helicopter’ view of the political,business and economic issuesaffecting customers and the widermarketplace
• Balances risk and reward decisions tomake effective and positive judgements
• Interprets and uses complexinformation to join the dots in complexsituations, making difficult businessdecisions which have a significantimpact on others
• Moves swiftly from thinking to decisionmaking and holds people to accountfor action
Thinking and decision making
Asking challenging questions, seeing the ‘bigger picture, and making timely decisions
• Does not ask questions to gather information effectively
• Misses links in information • Fails to get to the root cause
• Does not think ahead or about impacton others
• Rigid and inflexible thinking
• Discourages others from asking ‘whatif’ type questions
• Narrow thinking only considers ownbusiness and not the wider issues
• Gets caught up in the detail
• Cannot move on from collecting information to making a decision
• Is so risk-averse that business thinkingis constrained
Negative behaviours
5
Spirit of adventure
Level 1Grades J-G
• Suggests practical solutions to resolveissues and remove basic blocks toprogress
• Gathers information to create solutionsthat enable improvements on currentpractice
• Considers the advantages anddisadvantages of a solution beforeputting it forward
• Is open to doing things in a differentway and willing to share solutions withothers
• Receptive to and positive aboutchange and responds quickly toadjusted priorities
Level 2Grades F-E
• Generates new ideas and puts in placeplans to resolve issues to createimprovements
• Encourages team and others to worktogether to create new effectivebusiness solutions
• Makes sure that solutions are thoughtthrough before they are put in place
• Willing to challenge current workingpractices to bring about positivechange
• Promotes effective new solutions bysharing them with other teams andbusiness units
• Maintains a positive and confidentattitude when change occurs
Level 3Grades D-B
• Creates innovative business solutionsby challenging complacency andencourages others to do the same
• Enables team and others to developideas and solutions across businessboundaries by removing barriers togain improvements
• Takes a lead on creating new businessideas by thinking through the widerimpact of proposed solutions onstakeholders
• Encourages others to always think ofmore than one solution and to ‘testthem out’ against each other
• Energises others by cascading effectivesolutions that create improvement withother business streams
Level 4Grades A-0
• Creates a climate that rewardsinnovative business solutions that addvalue to Mouchel, customers andshareholders
• Encourages and empowers others todevelop business solutions acrossorganisational boundaries
• Creates a shared drive for change bypublicly challenging the status quo
• Is able to combine a number of optionsto offer outstanding business solutions
• Sets up a culture that ensures ideasand solutions are shared across theorganisation
• Comfortable in dealing with ambiguityand change by taking necessaryactions
Creating solutions and change
Encouraging new ideas, challenging the status quo and reacting positively to change
• Fails to create practical solutions• Does not think solutions through. Has a
negative impact on others or resources
• Gets stuck into single solutions• Is not open to changed ways of
working
• Dismisses innovative solutions too early• Fails to encourage cross business
solution creation
• Relies on tried and tested techniques• Has a closed mind to change
Negative behaviours
6
Passion for success
Level 1Grades J-G
• Has a positive impact on others bytaking responsibility to deliver oncommitments made
• Builds the confidence of manager andpeers by working effectively and takingaccountability for actions
• Develops logical arguments to gain thecommitment of others to take arequired action
• Relates information, views and ideas tothe needs and interests of others
• Actively seeks to understand others’point of view
• Is proactive and seeks additionalresponsibility
Level 2Grades F-E
• Acts as leader to team and reports bycreating opportunities for success
• Takes responsibility for team bysupporting team members when theymake mistakes
• Generates confidence and excitementin the team by demonstrating trust intheir judgement
• Is able to influence positively andconstructively by tailoring approach toget the best out of others
• Deals with challenges constructively byanticipating and preparing for reactionsto achieve ‘win-win’ solutions
• Takes more than one step to influence,if necessary
Level 3Grades D-B
• Acts as a visible and engaging leader inthe business by creating excitementand enthusiasm about the business
• Gives people responsibility and allowsthem to take the lead by delegatingoutcomes and supporting them tolearn from mistakes
• Uses a range of different influencingstyles and approaches to gain thecommitment of others
• Is committed to the Mouchelengagement agenda and holds othersto account for bringing it alive
• Has good self awareness and uses it toenhance their impact and influence
• Works to understand the motivationsand attitudes of others in order to getthe best from them
Level 4Grades A-0
• Focuses on the future and creates aclear and focused business vision
• Puts greater emphasis on trust ratherthan control by transferring power toothers to take major actions ordecisions
• Is able to influence a wide range ofstakeholders by knowing when to “pull”rather than “push” to get things done
• Challenges others constructively whenthey take a negative approach
• Creates a climate of engagement,confidence and success byempowering others to developinitiatives themselves
• Rapidly builds rapport and credibility togain commitment from others
• Is emotionally aware.
Inspiring and influencing
Building confidence, positivity and commitment in others and role modelling Mouchel’s Guiding Principles
• Has difficulty influencing others to ownway of thinking
• Has a low impact on others
• Behaviours do not reflect, or activelyconflict with, Mouchel Guiding Principles
• Influences though fear or position
• Does not act as a leader• Fails to give people responsibility and
control• Fails to generate excitement and
enthusiasm about business success
• Contributes to negative climate by behaviour and lack of positive approach
• Behaviour actively works againstMouchel Guiding Principles
Negative behaviours
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Passion for success
Level 1Grades J-G
• Demonstrates a ‘can do’ approach atall times by coming up with solutionsnot problems
• Consistently delivers what is asked totime, standard and budget
• Accepts responsibility for agreedobjectives by planning how to achievetargets.
• Monitors and checks own performanceand adjusts plans if circumstanceschange
• Asks what else they can do tocontribute to business delivery andsuccess - and does it
• Strives to improve own performance atall times and sets high standards forself
• Draws lessons from completed workand feedback that can be used toimprove things in the future
Level 2Grades F-E
• Sets clear standards and expectationswith team and others, includingtimescales
• Holds self and others to account todeliver agreed goals to achieve results
• Takes responsibility for achievingresults by managing availableresources effectively
• Monitors the achievement of results byreviewing progress to create betterworking practices
• Provides motivational feedback toothers on delivery
• Continuously seeks improvements byensuring lessons are incorporated intohow work is done
• Celebrates success with team
Level 3Grades D-B
• Sets out clear, stretching, businessplans and targets so that everyoneknows what needs to be delivered
• Overcomes obstacles to achieveeffective working practices
• Ensures resource is sufficient andappropriate to deliver success
• Holds managers and reports toaccount if they fail to deliver
• Is flexible and able to change approachto keep delivery focused whensituations change
• Has a focus on medium term as well asshort term business success andprofitability
• Monitors delivery and reviews plannedaction in a timely way, includingongoing review beyond delivery
• Celebrates business success
Level 4Grades A-0
• Creates an ambitious and effectivebusiness strategy to deliver long termsuccess and profitability
• Develops the capability of theorganisation to deliver long termbusiness success
• Removes constraints that get in theway of delivering great shareholdervalue
• Holds people accountable to deliverand is not afraid to have ‘difficultconversations’ when they don’t
• Operates in challenging situations todeliver results as quickly as possible
• Sets up business systems to reviewdelivery targets and put contingencyplans in place if necessary
• Creates a climate where successfuldelivery is celebrated
Delivering results and improvement
Driving a ‘can do’ approach, holding self and others to account to deliver results and improvement
• Looks for reasons why something can’tbe done
• Is satisfied with producing mediocre results
• Fails to deliver what has been asked ofthem
• Lets others get away with mediocre orunacceptable delivery
• Ignores the success of others
• Fails to manage business resources effectively
• Allows obstacles to get in the way ofbusiness delivery
• Focus is only on short term success
• Fails to monitor progress or take corrective action when necessary
• Is unable to react flexibly to changes incircumstances that impact on plans
Negative behaviours
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Level 1Grades J-G
• Takes personal responsibility for ownappraisal and development reviews,ensuring that evidence is gathered andrequired information collated
• Seeks out and acts on opportunities tolearn and develop in the workplace
• Takes ownership of own performanceand career management and discussesambitions with line manager
• Takes responsibility for own actionsand behaviour at all times
• Does not wait to be told what needs tobe done by pursuing new opportunitiesto develop or enhance experience
• Willing to do more than what has beenasked to achieve high levels ofperformance
Level 2Grades F-E
• Utilises Mouchel’s performancemanagement system and coachingtools as required and holds timelyappraisal and development reviews
• Discusses career plans and ambitionswith staff and supports them to makethe most of their skills and talentswithin Mouchel
• Takes responsibility for supportingpeople development and capabilityinitiatives by providing learningopportunities in the workplace
• Takes personal responsibility for ownlearning and career progression byseeking out and acting on developmentopportunities
• Is proactive at all times and prepared toput themselves out to achieve highlevels of performance
Level 3Grades D-B
• Makes sure that performance andtalent information about people in ownbusiness is gathered and utilised tobest effect and shared across otherbusinesses
• Adopts a coaching style and usesappropriate tools and models todevelop talent
• Takes responsibility to actively supportand implement Mouchel’s peopledevelopment and capability initiatives
• Provides opportunities for others tomaximise their potential and talent
• Encourages open discussions aboutcareer plans and ambitions
• Drives the diversity agenda for ownbusiness area and challenges whererequired to ensure widest pool of talentfor own business
• Lets managers know that they areexpected to take personal responsibilityfor their own actions
Level 4Grades A-0
• Creates a coaching and performancemanagement culture in their area ofbusiness
• Establishes strategies to maximiseorganisation and business streamcapability data to ensure talent isidentified and utilised across theorganisation
• Drives the agenda for own business,providing support to and engagementwith Mouchel’s people developmentand capability initiatives
• Shapes the diversity agenda for ownbusiness area to create access towidest pool of talent that drivesperformance
• Takes responsibility for their ownlearning
• Creates a climate where people areexpected to take personal responsibilityfor their own actions
Performing and responsibility
Taking personal responsibility for your own actions and supporting others to achieve the highest levels of performance.
• Fails to take personal responsibility• Is not interacted in personal
development for self or others• Fails to support people development
and capability initiatives
• Discourages open discussion aboutcareer plans or encourage people toprogress
• Fails to support Mouchel’s People andCapability Agenda
• Fails to take personal responsibility forown actions
• Fails to expect others to take personalresponsibility for actions
Negative behaviours
Integrity at heart
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Integrity at heart
Level 1Grades J-G
• Is always open and honest in aconstructive way
• Works well with others, supportingthem when they need help by sharingown knowledge and expertise
• Helps to resolve conflict by remainingcalm in conflict situations andacknowledging the other person’s pointof view
• Maintains good working relationshipswith others by participatingconstructively and willingly as a teamplayer
• Takes time to talk to people to find outhow they are feeling
• Acts on feedback about personal styleand people skills
Level 2Grades F-E
• Is open, honest and constructive whendealing with others
• Makes sure that conflict with others isresolved in a positive and constructiveway
• Builds good working relationships withothers that create excellent conditionsfor current and future work together
• Finds time to talk in person to peopleand does not rely on email
• Acts upon feedback about personalstyle and people skills
• Treats everyone with dignity and careby valuing diversity and acknowledgingdifferent opinions
• Demonstrates commitment to the teamby adapting own actions for the goodof the team
Level 3Grades D-B
• Supports a climate of trust andopenness in own business area
• Works with others to bring conflict outinto the open in order to resolve in apositive and constructive way
• Builds and maintains long termrelationships with colleagues andstakeholders to create value forMouchel
• Is accessible and open to others andactively listens to their ideas andencourages their input andparticipation
• Asks for and acts on feedback aboutpersonal style and skills with people
• Always treats people with dignity andcompassion and holds self and othersto account
Level 4Grades A-0
• Shapes a climate where openness andtrust is encouraged even whenviewpoints differ
• Builds a culture where people deal withconflict in a constructive way and havean ability to deal effectively with difficultsituations involving people
• Identifies, builds and maintains longterm relationships internally andexternally to deliver business success
• Is open and accessible, engaging withothers across the business to hear theirviews and shape ideas
• Sets up processes where others cangive feedback about their style andinterpersonal skills
• Acts upon their own feedback wherenecessary
Building great relationships
Working with others to support them, listen to them and treat them with integrity, respect and dignity at all times
• Is deceitful and dishonest• Has a hidden agenda and seeks to
manipulate people• Creates conflict with others
• Fails to support others when they needhelp
• Uses e-mail as the main communicationtool when face to face would be possible
• Creates a climate of distrust and competitiveness
• Fails to ask for feedback- dismissesnegative feedback
• Treats people with a lack of dignity orcompassion
• Fails to keep promises
Negative behaviours
10
Business Skills
Business development
Technical skills
Bid writing andmanagement
Commercial skills
Customer and accountmanagement
Business Management
Project and programme delivery
11
Level 1Grades J-G
• Demonstrates a knowledge ofMouchel’s core business for eachbusiness stream
• Demonstrates understanding ofMouchel’s Corporate Plan
• Knows the annual results for Mouchel• Recognises the importance of
networking and working towardsbuilding contacts with peers in otherbusiness areas
• Demonstrates a ‘sales’ and customersatisfaction focus whenever dealingwith customers
• Promotes the business positively toothers
• Shares knowledge to support businessdevelopment opportunities
Level 2Grades F-E
• Demonstrates a knowledge ofMouchel’s markets and service lines
• Sets up and maintains networks ofcontacts within own business stream toincrease knowledge of Mouchel and itsproducts and services
• Maintains a knowledge andunderstanding of Mouchel’s CorporateBusiness Plan
• Contributes to opportunities throughsupporting customer presentations andmeetings
• Looks for and identifies opportunitiesfor repeat business and referrals andcommunicates this to their manager
• Creates and shares innovative ideas toincrease business developmentopportunities for Mouchel
• Demonstrates a good awareness ofcompetitor offerings
Level 3Grades D-B
• Demonstrates knowledge of Mouchel’smarkets and service lines
• Supports the creation of anentrepreneurial culture for self andothers
• Creates internal networks acrossMouchel to maximise opportunities forcross-selling to current and newcustomers
• Builds external networks with potentialcustomers and interested stakeholdersto raise the profile of Mouchel andcreate and convert businessdevelopment opportunities
• Drives the creation of innovative ideasto increase business developmentopportunities for Mouchel
• Proactively seeks businessopportunities from the customer, whileensuring that current customer needsare met
• Performs effectively in an AccountDirector or Account Manager role
• Builds a wide awareness of competitorofferings
• Maintains proactive relationships withcross business/region/service teams toshare knowledge and information
Level 4Grades A-0
• Helps develop Mouchel’s markets andservice lines
• Strategic business development plansand strategic market plans created andimplemented across own business tocreate an entrepreneurial culture
• Creates strong market PR profile andcustomer focus for Mouchel throughpromotion of specialist skills of self andothers
• Maintains and develops strongrelationships with Board level customermembers
• Creates strategic alliances with partnerorganisations to increase Mouchel’sservice offering to customer andcustomer’s customers
• Creates large scale commercialopportunities through development oftechnical intellectual propertythroughout business area
• Builds significant business and cross-business opportunities in new marketsor with new offerings
• Creates systems to assess competitorofferings that impact on Mouchel.
Business development
Creating and converting commercial opportunities for Mouchel through networking, building the Mouchel ‘vision’ for the customer and understanding the market.
12
Level 1Grades J-G
• Demonstrates a competent level of jobrelated technical skills to be able tocomplete tasks
• Contributes accurate technical answersto be able to meet customer queriesand demands
• Is able to be an effective technicalcontributor to projects
• Shares technical expertise with otherswhen required
• Takes ownership for own technicaldevelopment
• Seek opportunities to add value in ownarea of expertise
Level 2Grades F-E
• Contributes effective technicalexpertise to enable successful projectdelivery
• Manages customers’ demands andgains trust and credibility throughtechnical knowledge
• Applies the appropriate level oftechnical input to ensure customer andbusiness demands are met in the mostefficient and cost-effective way
• Supports others in the team to achievetechnical career development
• Supports colleagues by sharingtechnical knowledge and expertise
• Ensures others understand theirtechnical contribution and its impact
• Presents their technical contributions ina clear and understandable way
• Keep up to date with changes in ownarea of expertise
• Uses technical expertise to createimproved ways of working
Level 3Grades D-B
• Capable of taking overall lead ofsignificant technical specialism
• Is well-known as an authority in theirfield and is recognised as such byothers
• Creates and converts businessopportunities throughtechnical/specialist expertise
• Is published externally in technicaljournals
• Key contributor to technical/specialistcareer path development activities
• Presents at external events andconferences
• Acts as a technical supervisor ormentor
• Ensures that technical solutions meetthe customer requirements, includingthe level of innovation required
• Challenges customer briefs based ontechnical knowledge
• Brings innovation and/or serviceimprovement and/or added valuethrough their technical contribution
• Presents their technical contributions ina clear and understandable way
Level 4Grades A-0
• UK/Europe-wide thought leader intechnical/specialist/functional fields
• Develops and delivers large scalebusiness opportunities for Mouchelthrough specialist profile
• Acts as consultant to external seniorstakeholders e.g. MD/University DeptHeads
• Creates PR profile for Mouchel throughpromotion of specialism
• Strong people and customer focus• Drives technical/specialist career path
development and opportunities acrossMouchel
• Able to set out the political, businessand economic issues affectingcustomers and the wider market place
• Identifies opportunities for expansioninto new markets and sectors
Technical skills
Developing, sharing and supporting technical expertise to bring innovation to customerss, learning opportunities to colleagues and credibility and commercialsuccess for Mouchel
13
Level 1Grades J-G
• Ensures all work for bid documentationmeets timescales and high qualitystandards
• Can demonstrate an understanding ofthe Mouchel bid process
• Supports where required on thepreparation of bids and presentation ofproposals, ensuring that Mouchelbrand guidelines are adhered to at alltimes
Level 2Grades F-E
• Checks with bid manager to ensurethat customer needs are fullyunderstood
• Check that the bid responds to thecustomer’s requirements
• Contributes to development of bidcontent
• Understands and is fully compliant withthe Mouchel bid process
• Builds experience of proposal writing• Meets bid timescales and standards as
required• Has experience and knowledge of how
bids should be marketed andpresented to customers to maximisebid win rate and ensuring that Mouchelbrand guidelines are adhered to at alltimes
Level 3Grades D-B
• Proactively seeks to understandcustomer needs through the biddocuments and account managementstructure
• Ensures that the bid responds to thecustomer’s requirements and marketdevelopments
• Ensures that the bid responses are anhonest reflection of how Mouchel canmeet the customer’s needs
• Ensures compliance to Mouchel bidprocess
• Maximises bid opportunity through longand short term planning
• Ensures bids are resourced effectivelyand appropriate skills and time arededicated to the bid
• Builds collaborative networks withinMouchel and with external partners toincrease Mouchel bid capability andwin rate
• Sets up systems to ensure bids arewell written and presented
• Has experience of and strong skills inproposal writing
• Experience and expertise in thepresentation of bids to maximise winrate
Level 4Grades A-0
• Maximises strategic bid opportunitiesthrough long and short term planning
• Sets up systems to ensure decision tobid or not bid is based on soundcommercial knowledge and riskmanagement information
• Ensures strategic bids are resourcedeffectively and that the appropriateskills and time are dedicated to the bid
• Builds collaborative alliances withorganisations to increase Mouchel bidcapability and win rate
• Sets up and drives utilisation ofsystems to create a consistent andhigh quality approach to bid writing andpresentation
• Ensures overall proposition/bidmanagement to customers is joined upacross the business
• Creates high bid win value acrossbusiness
Bid writing and management
Recognising and dealing appropriately with bid opportunities, ensuring customer needs are scoped and addressed and ensuring compliance with Mouchel bidprocesses
14
Level 1Grades J-G
• Maintains a focus on costs andtimelines and ensures that nounnecessary expense is incurred.Understands the implications of noncompliance
• Completes timesheets in a timely andaccurate manner
• Ensures all proposed expenditure issigned off by appropriate party
• Maintains a focus on ensuringcustomer invoices are sent in a timelyand accurate way and contain theinformation that the customer requires
• Ensures that customers are keptupdated about costs, concerns withcontract or issues likely to lead tocustomer complaint
• Is aware of the importance of buildingshareholder value
• Demonstrates knowledge andawareness of contractual ability andown responsibility
• Works within guidelines andresponding to customer needs
Level 2Grades F-E
• Ensures that cost, profit and marginsare maximised at all times
• Demonstrates an understanding ofpricing, discounting and negotiation
• Demonstrates an understanding of thecustomer’s needs and expectationsaround fees and cost management
• Demonstrates an understanding ofdebt management and ensurescustomers are invoiced in a timelymanner
• Ensures all invoices to Mouchel aredealt with in a timely fashion
• Ensures customers are kept up to datewith financial progress and information
• Completes timesheets as required andensures compliance from direct reports
• Ensures all contracts are reviewed byappropriate parties (Legal team,Commercial Director etc.) beforeagreements are made
• Deals openly and effectively withcustomers where additional costs willneed to be applied as a result ofcontract changes or additions
• Deals in a cost-effective andappropriate way with customercomplaints or concerns re. contracts
• Understands the commercial impact ofKPI’s and monitors to ensure delivery
Level 3Grades D-B
• Utilises systems to gather and analysebusiness intelligence and capturemarket information
• Negotiates contracts to achieve optimalprofitability, realisation and to minimisecommercial and operational risk
• Has a network of internal and externalcontacts to ensure commercialknowledge is topical
• Sound experience and knowledge ofMouchel financial systems andprocesses
• Understand the customer’s needs andexpectations around fees and costmanagement
• Ensures that value is maximised forboth Mouchel and the customer
• Strong focus on profit, cost management,margins and utilisation to maximisereturn and investment for Mouchel
• Ensures customers are kept up to datewith financial progress and information
• Ensures all contracts are reviewed byappropriate parties (Legal team,Commercial Director etc.) beforeagreements are made
• Has a good understanding of owndivision’s projects and resources
• Ensures Mouchel business operates inan efficient manner with due regard forcontinual ‘keeping in shape’ initiatives
• Strong focus on KPI performance andmonitors them to minimise risk andcreate contingency plans wherenecessary
Level 4Grades A-0
• Shapes customer business and growthtargets
• Is astute in assessing opportunities thatwill make or lose money
• Has a network of contacts across ownbusiness and the wider Mouchelbusiness to ensure commercialknowledge is topical
• Has a network of external contacts toensure a topical understanding of thewider marketplace
• Ensures that all data is in place tocreate effective and successful financereviews
• Has an in-depth understanding offinancial models and businessprocesses
• Has an in-depth knowledge ofcontracts, business models and risk
• Is able to set out the political, businessand economic issues affectingcustomers and the wider market place
• Develops systems to drive aboveaverage growth in sales and margins
• Drives the ‘keeping in shape’ agenda• Creates outstanding and long term
shareholder value
Commercial skills
Maintaining a focus on cost, profit, risk and margins at all times, understanding the wider commercial issues and ensuring value is maximised for Mouchel.Shareholders and the customer.
15
Level 1Grades J-G
• Ensures that they understand customerexpectations and project briefs clearlyso that they can provide high qualitycustomer service
• Acts promptly to resolve customerrequests or problems
• Fully understands customer’s needsand requirements
• Deals with all customer requests in acost-effective way for Mouchel and thecustomer
• Is aware of the importance of buildingshareholder value
• Balances the needs of the customerwith the needs of Mouchel
• Has some understanding of thecustomer’s market
• Builds good relationships withcustomer staff at their level
• understands the implications of owndecisions on the business and thecustomer
• Seeks customer feedback
Level 2Grades F-E
• Encourages all the team to give highpriority to customer satisfaction
• Anticipates customer problems orrequests and is able to resolve themeffectively
• Looks for opportunities to maximisevalue for the customer
• Continually seeks out opportunities toIncrease sales and reduce coststhrough providing high quality customerservice
• Is able to demonstrate effectivenegotiating skills with customers
• Addresses difficult issues withcustomers effectively and diplomatically
• Is aware of the need to buildshareholder value
• Clear understanding of the customer’smarket and political context
• Builds good relationships withcustomer staff at all levels
• Acts on customer feedback andaccurately interprets customer needs
• Creates improvement for the customerthough business and customer serviceindicators
Level 3Grades D-B
• Develops strong customer relationshipsthat help to position Mouchel as a keypartner to the customer
• Anticipates customer requirements andchallenges and proactively providessolutions
• Demonstrates an excellentunderstanding of customer, customercompetitors and marketplace
• Ensures that difficult customer issuesare addressed and root causeunderstood and dealt with by self andothers
• Builds shareholder value at all times• Achieves an average score of 70% or
greater on all Customer Satisfactionsurveys
• Acts on feedback obtained fromvarious customer review processes toensure the best quality service isdelivered at all times
• Performs effectively in an AccountDirector or Account Manager role
Level 4Grades A-0
• Creates significant value for thecustomer through clearlyunderstanding their expectations andneeds, and exceeding them
• Creates outstanding and long termshareholder value
• Sets up systems and processes tobuild a climate of excellent customermanagement
• Sets up systems to understandcustomer feedback and ensures actionplans are in place to address issues ormaximise opportunities based onoutputs
• Creates a climate in business streamwhere all staff are able to demonstratean ability to ‘Recommend Mouchel toCustomers’
• Develops alliances with key customersto aid business developmentopportunities
• Sets up systems to monitor customerfeedback
• Seen as a trusted partner rather than asupplier to key customers andaccounts
• Supports the Mouchel accountmanagement process
Customer and account management
Building strong customer and account relationships through, understanding customer business, being an honest and trusted partner and maximising value forthe customer and Mouchel
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Level 1Grades J-G
• Ensures 100% compliance withMouchel systems and processes
• Demonstrates a drive to achieve allpersonal targets set, includingtimesheets utilisation, sales, debtmanagement and people based targetsand requirements
• Proactively makes best use of non-chargeable time to the benefit of theteam and Mouchel
• Ensures that the team and managerare kept informed of progress towardstargets and any issues or changes intargets
Level 2Grades F-E
• Responsible for budgets of up to£0.5m and up to 25 staff
• Ensures 100% personal and teamcompliance with Mouchel systems andprocesses
• Ensures self and all reports maintainsound business practice with a focuson achievement of utilisation, sales,debt management and people basedtargets and requirements
• Understands customer targets andKPIs and how Mouchel is contributingto them.
• Sets and exceeds appropriatecommercial and delivery targets andKPI’s at all times for self and others andensures control and visibility
• Proactively makes best use of self andreports non-chargeable time to thebenefit of the team and Mouchel
• Ensures that the team and theirmanager and the customer are keptinformed of progress towards targetsand any issues or changes in targets
Level 3Grades D-B
• Typically responsible for business orprogrammes up to 20m+ turnover and25-200 staff or medium specialistfunction
• Manages budgets of up to £2m orincome targets for consultants of up to£0.5m
• Ensures 100% compliance withMouchel systems and processes
• Ensures all managers and reportsmaintain sound business practice witha focus on achievement of utilisation,sales, debt management and peoplebased targets
• Adds value while meeting customerand exceeds commercial and deliverytargets at all times
• Maintains a focus to ensure successfulimpact on financial success andcustomer, staff and stakeholdersatisfaction
• Uses non-chargeable time to enhanceMouchel’s business and peoplecapability
• Ensures that the team, manager andthe customer are kept informed ofprogress towards targets and anyissues or changes in targets
Level 4Grades A-0
• Responsible for businesses orprogrammes of £20-100m+ turnoverand 100-1500 staff or large specialistfunction
• Manages budgets of £5m+ or incometargets for consultants of £1.5m+
• Creates a climate of compliance withMouchel systems and processes
• Creates a climate of sound businesspractice with a focus on achievementof utilisation, sales, debt managementand people based targets
• Creates stretching commercial anddelivery targets and systems to reviewand proactively address potentialissues
• Sets a climate to create a focus on abalanced business success modeladdressing finance, customers, staffand key stakeholders
• Shapes the communication channels toensure all in the business understandhow business projects contribute to thefinancial success of Mouchel.
Business management
Managing own business area through effective use and compliance with Mouchel business systems and processes
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Level 1Grades J-G
• Junior PM: simple jobs involving nomore than three team members, andwith no known complexities, based inthe UK and with day-to-day supervisionfrom a senior employee and < £50k
• Delivers timely and quality services thatmeet or exceed Project Manager andcustomer expectations, within budgetand ‘flags’ to Project Manager whereany potential issues or problems areoccurring on the project
• Uses standard Mouchel project andprogramme management tools whereavailable
• Attends PM@Mouchel training asrequired
• Raises any issues with delivery in atimely fashion
Level 2Grades F-E
• Senior PM: medium sized jobsinvolving extensive customer contact,or a medium level of complexity, orsome overseas work and < £200k
• Delivers timely and quality services thatmeet or exceed Project Manager andcustomer expectations, within budget
• Uses reporting system to ensure thatpotential project or programmechallenges are recognised proactivelyand managed appropriately
• Uses standard Mouchel project andprogramme management tools whereavailable
• Completes PM@Mouchel training asrequired
• Raises any issues with delivery in atimely fashion
Level 3Grades D-B
• Principal PM: large jobs lasting morethan six months, with a possibly difficultcustomer and some technical andfinancial exposure and risk noted at BidReview and < £500k
• Demonstrates an ability to plan andmanage programmes and medium sizeprojects
• Demonstrates an understanding andimplementation of strict cost, resourceand risk control to ensure plannedprofitability is achieved
• Maintains quality and timescalestandards at all times by self andthrough others
• Uses standard Mouchel project andprogramme management tools whereavailable
• Develop and tailor Mouchel project andprogramme processes to cater forcustomer’s needs while still maintainingcompliance
• Supports an environment that isfocused on excellence in delivery andcustomer management
Level 4Grades A-0
• Chief PM: projects of the highest orderof complexity or duration, or with thebiggest risk and > £500k
• Creates a climate of high quality projectand programme delivery
• Sets up systems to ensure project &programme data is collated, analysedand acted upon to ensure continuousimprovement for the customer andMouchel
• Holds managers to account to ensure100% compliance with Mouchel projectand programme tools and processes
• Shapes an environment that is focusedon excellence in delivery and customermanagement
Project and programme delivery
Delivering excellence for customers through high quality project and programme delivery using Mouchel tools and processes
Career Builder Career Journey and General FAQs
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1. My next challenge
What happens if I have seen a role on Mouchel Jobswhich requires a business skill which I have not beenrequired to have in the past?
We all have to start somewhere! It would be helpful to startthinking about the type of role you are interested in next,and what skills would be required so that you can findopportunities to begin to develop them. Speak to your linemanager about other aspects of work that you may beable to get involved in to begin building a new businessskill. We also will be offering development interventionsdesigned to help people build or further extend theirknowledge of business skills. Why not contact others whoare working in similar roles to the one you are interested in,ask them for ideas about how to begin to develop skillsand experience in this area and how they got started.
How can I find out which business skills andbehaviours are relevant for roles I see on MouchelJobs?
All the roles advertised on Mportal will also include a fullperson specification that sets out the relevant Behavioursand Business Skills required. If you would like more detail,contact the hiring manager who will be able to give youfurther information.
How can I develop business skills for a role I aspire for,if I don’t know which business skills are relevant to therole (for example a role which isn’t on Mouchel Jobs)?
If you are interested in a type of role but don’t know muchabout it, contact managers and people that work in thatarea and in those roles already. Ask them about theirexperience working in that role and what behaviours andbusiness skills they have found to be important for the role.They may also be able to give you practical ideas abouthow you can start developing these skills. You could alsodiscuss this with your line manager and try to build thedevelopment you need into your development plandiscussed at your PPD.
How are the Business Skills and Behaviours chosen forroles?
Line Managers will highlight business skills and behavioursthat are most relevant for a role, for instance a role thatwas focussed on building business growth would requireBusiness Development as one of the business skills.
How can I use the career builder when looking for jobsin Mouchel?
Career Builder opens more opportunities for you byencouraging you to develop more broadly, focussing onbusiness skills as well as behaviours and technicalknowledge. You may find that in order to develop aparticular business skill in more depth you would benefit bymoving sideways into a different role. As a result you willdevelop more broadly and are likely to find a wider range ofjob opportunities open to you.
How is the career builder used for competency basedinterviews?
When you are asked to attend a competency basedinterview you will be asked questions designed to assesshow much experience you have had of a certain behaviouror business skill. You should prepare in exactly the sameway as before by thinking of specific examples of whereyou have used those skills in your current or previous roles.
Is there a bank of questions related to the CareerBuilder which I can use when carrying out aninterview?
Once you have attended the Interview & Selection trainingworkshop (which is mandatory for all hiring managers) youwill be given access to a library of questions related tobusiness skills and behaviours.
2. My assessment
Which type of assessment methods are used forbehaviours?
Behaviours can be assessed through competency basedinterviews, assessment exercises e.g. written exercises,role plays and personality questionnaires.
Which type of assessment methods are used forbusiness skills?
Business Skills can be assessed through competencybased interviews, assessment exercises e.g.presentations, written exercises, role plays and throughspecific technical exercises.
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How can I use the Career Builder to prepare for anassessment?
Read through the relevant Behaviours and Business Skillsand think about how you use those in your current role, orhave used them in previous roles. Read the indicatorscarefully and consider how, if you did use them, you couldbe more effective in your role.
3. My new role
I’m new to the company. How does the Career Builderrelate to Mouchel?
The career builder has been specifically aligned to theMouchel Guiding Principals and Values. Within the careerbuilder document each Behaviour and Business Skill has therelevant Guiding Principal within the header of the page.Further information the Guiding Principals can be found in theMouchel Corporate Plan ‘Mouchel the Route to 2012’ doc onMportal > Support Services > Marketing > Resources.
The Career Builder is unique to Mouchel and has beendesigned to be flexible to enable employees to havebehaviours and business skills which are relevant to theirrole and allow their role and development objectives to bestretching and rewarding.
How do I use the career builder to get started in anew role?
When you are new to a role, it is important that you haveSMART objectives set for your first three months as part of
your induction plan. First understand which of thebehaviours and business skills are relevant to your role.You may need to discuss this with your manager if you areunsure. Then look at the level of behaviours and businessskills you are required to demonstrate and think about howyou can use them to carry out your SMART objectives. Byfully understanding what behaviours and business skillsand which level you should be displaying from day one,you are able to build them in to your role on a day to daybasis and use them to achieve your objectives.
How can I use the career builder to induct an internaltransfer?
When inducting an employee who has been promoted orhas transferred from another part of the business, it isimportant to fully understand which of the behaviours andbusiness skills they have worked to and had as part oftheir development plan within their previous role. Youshould discuss which of their new behaviours andbusiness skills they feel they are able to display and whichones they may require further development for.
You should look to observe which of their behaviours andbusiness skills they display when carrying out their 3 monthSMART objectives. If you feel they require furtherdevelopment and support throughout their first three monthsin role, you should discuss this with them as soon as possibleand amend their induction development plan as necessary.
During their three months, review their SMART objectives,behaviours and business skills and take them in toconsideration when setting further objectives.
4. My appraisal
How do I use the career builder to prepare for myappraisal?
The Career Builder can be used to prepare for yourappraisal. Make a note of the behaviours and businessskills which have been aligned to your role. If you areunsure of what they are speak to your line manager. Thentake the career builder and look at the positive descriptorsfor your role behaviours and business skills and think ofexamples of when you have displayed the descriptors andhow you can develop further to display the descriptors.
How do I use the career builder to prepare forconducting an appraisal? Prior to holding the PPA meeting with your report, ensureyour report is aware of which of the behaviours andbusiness skills are aligned to their role. Ask them to readthrough the relevant behaviours and business skills foundin the career builder and think of how they display each ofthe descriptors. You should also read through thedescriptors and make a note of when you have observedthem display their behaviours and business skills withintheir role.
How can I use the career builder for my developmentplan (see section 8 and 9)
How will the career builder be used to review myobjectives?
Your objectives are reviewed independently of the
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behaviours and business skills, as far as whether you havecompleted them. However, the behaviours and businessskills you used and displayed in order to complete yourobjectives are taken in to consideration and are reviewedindividually as part of your PPA.
How do I convert my past competencies to the careerbuilder behaviours and business skills?
During your next PPA or PPD you will discuss your newbehaviours and business skills. You will review which ofyour new behaviours and business skills you have recentlydisplayed and which ones may require further developmentand opportunity to use.
5. My career planning
How can I use the career builder for successionplanning and my PPD?
The career builder’s flexible approach enables you toestablish which of the behaviours and business skills maybe relevant and excite you when planning your career –whether your career plans are for a promotion or asideways step in new direction.
When planning your career, identify which of thebehaviours and business skills may be required for yourdesired move and plan how you are going to develop inthe areas you have no or little experience of.
Discuss your career plans with your manager and wherepossible try to build the behaviours and business skills you
are looking to develop in to your current role and ask yourmanager if they are able to help you review your progress.
Your PPD is the structured meeting where you shoulddiscuss your career plans with your manager, however youcan approach your manager at any time of year to discussyour career plans.
Another aspect of the PPD discussion is the review of theobjectives set during your PPA.
Prepare for your PPD by looking at the behaviours andbusiness skills which are linked to your role and establishwith of the behaviours and business skill you have usedwhilst carrying out your objectives.
Also identify which of the career builder behaviours andbusiness skills you feel are relevant to your career plans.
Career Development tools can be found on Mportal >Support services > Human resource > Talent Management> Learning and development > Career development.
6. My potential
How can I use the career builder to better understandmy potential?
We have designed the Career Builder to help peopleunderstand the skills and behaviours required by theorganisation to enable it to reach its stretching businesstargets. The Career Builder helps individuals move out ofrigid career paths and encourages them to build a broad
portfolio of skills and behaviours which they otherwise maynot have considered. By building a wider range of skillsindividuals will find that they will create a greater range ofopportunities to build a satisfying career progression withinMouchel.
Does the career builder enable me to move upwardsor sideways? / How can I use the career builder tounderstand which direction I want to go in?
Its certainly a fact that the ‘step change’ required betweengrades in Mouchel is becoming greater as the size of thebusiness and hence size of roles grows. The CareerBuilder sets out what is required at different role levels andit may be that it is too large a step for you to make in onerole change. The Career Builder encourages you to takeownership of your career by setting out what skills andbehaviours are required in the role you aspire to so that youcan ‘plot your course’ towards it. This may mean that youneed to move sideways into another role or different businessstream in order to build the broader experience required.
How can I help someone realise their potential byusing the career builder?
As a line manager you can use the Career Builder as part ofyour PPA/PPD discussions and development discussionsthroughout the year by encouraging your team member tothink about where they want to progress in their career andthe skills and behaviours they will need to develop to getthere. You may be able to allocate projects or newresponsibilities that will enable them to build new skills orbehaviours and they would benefit from coaching from you
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so they know how they are progressing. Try to encourageyour team member to be flexible in their thinking so that theydon’t limit the wider range of opportunities that could beavailable to them within the Mouchel group.
7. My capability centre
How can I use the career builder to prepare for acapability centre?
Read through the relevant behaviours and business skillsand think about how you use those in your current role, orhave used them in previous roles. Read the indicatorscarefully and consider how, if you did use them you couldbe more effective in your role.
How do capability centres incorporate the careerbuilder?
The Capability Centres are designed around thebehaviours and business skills that are relevant for thatleadership level. The exercises will assess a range ofdifferent behaviours and business skills and you will receivefeedback on these areas.
How does the career builder relate to my capabilitycentre feedback?
The Capability Centres will give you a realistic ‘job preview’of the next leadership level and you will probably find itstretching. You will have been assessed on the CareerBuilder behaviour and skills required at that next level. It isimportant that you make good use of the feedback after
the centre to help you understand which areas you alreadyhave shown great strengths in and could use more andwhich areas you need to develop in order to build yournext career step in Mouchel.
8. My development programme
How have the Mouchel programmes been developedto incorporate the career builder?
Mouchel has a number of development programmeswhich are specifically aligned to the Career Builderbehaviours and business skills. Participants for our development programmes arenominated to attend following capability centres or throughthe succession planning process, other than the AcademyProgramme, where participants apply inline with theAcademy policy.The programmes are aligned to the career builderbehaviours and some of the managerial type businessskills.
What level behaviours does each of the programmes relateto?
• Academy – Is designed to address level 1 of thebehaviours and business skills.
• Emerging Manager Leaders – Is designed to addresslevel 2 of the behaviours and business skills.
• Managing the Mouchel Way – Is designed to addresslevel 3 of the behaviours and business skills.
• Mouchel Leader Programme – Is designed to addresslevel 4 of the behaviours and business skills.
The development pyramid
What if my role behaviours and business skills aren’tall in a development programme?
Behaviours and Business Skills which you need fordevelopment and aren’t part of your developmentprogramme, can be developed through on the job experience,mentoring or through an additional workshop or course.
What if the business skill(s) that I need to developcan’t be provided through Mouchel learning?
If your business skill cannot be developed through aMouchel workshop or programme, discuss with yourmanager the best way for you to fulfil your developmentneed. It may be through mentoring, on the job training or aformal workshop or course provided externally.
Mouchel Leader
Programme
Managing the MouchelWay
Emerging ManagerProgramme
AcademyProgramme
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9. My ongoing development
How does the Career Builder assist with my ongoingdevelopment?
You can use the Career Builder to identify whichbehaviours and Business Skills you need to develop aspart of your current role and as part of your careerplanning. Look at which of the behaviours and businessskills you currently need to meet and may need to meet inthe future and create your development plan. Yourdevelopment plan doesn’t just have to be formal training, itcan include on the job training, reading a book, onlinelearning and even attending a meeting or seminar. Ensureyou prioritise your development plan, putting your currentdevelopment needs as your first priority and your futuredevelopment needs following on from that.
Each time you have a planned or unplanned learning exp-erience whether through on the job experience or classroombased learning ensure you update your CPD record.
How can I use the Career Builder to develop in areasoutside of my comfort zone?
Sometimes it can be easy to become comfortable in a role,particularly when you’re an expert in your field. Over timehowever, this can mean you miss out on opportunities – oryou might find yourself unable to meet new objectiveswhich reflect the changing needs of the business.
That’s why it’s often good to take a risk in your career,leaving your comfort zone and attempting tasks you’ve
never undertaken before. You may not always get it right,but trying something new is invariably a good learningexperience.
Which areas of the Career Builder do you see as beingbeneficial and stretching, even a little uncomfortable?Gaining experience in these areas, although you may feelslightly uncomfortable by doing so, could be veryrewarding for both your sense of achievement and yourfuture career.
How can I use the Career Builder for my CPD with aprofessional institution?
Your Institution development objectives should be viewedas separate to your Mouchel development objectives,however where possible it is important to seek to carry outyour Institution CPD alongside your day to day work. Thecareer builder has been created with Institution andprofessional development requirements in mind, especiallyfor the business skills.
How do I use the career builder for my developmentplan?
There are a variety of opportunities in Mouchel which youcan use to add to your development plan inline with thecareer builder. There are thee different types of situationwhen you are likely to create or develop your developmentplan;
Feedback: Creating a development plan through feedbackfrom development centres, capability centres, assessment
centres, 360 feedback or direct feedback.
Role and Business Requirements: Creating adevelopment plan through role requirements.
Career Development: Creating a development plan forcareer development.
The career builder allows you to create a development planin line with your current requirements and also allows youto look ahead for future development needs and sidewaysto additional business skills for new and excitingdevelopment needs.
Each time you have a planned or unplanned learningexperience whether through on the job experience orclassroom based learning ensure you update your CPDrecord.
How can I use the career builder when I leave theAcademy programme?
The Academy programme is predominately aligned to thelevel one behaviours and business skills. Once Academyaffiliates complete the programme they can use the careerbuilder to identify development needs for higher levelbehaviours and business skills or additional business skills.
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General and Business FAQs
Which business skills will be relevant for the supportfunctions such as HR, Finance, IT? How does themodel relate to a Business Support Role?
The business skills are flexible enough to be relevant toBusiness Support Roles. Dependent upon the rolerequirements and grade, business support employees mayhave one or a number of business skills relevant to theirrole. If they are a specialist in a Technical area the TechnicalSkills business skill may be relevant. If they manageprojects or programmes the Project and ProgrammeManagement business skill may be relevant.
It is important that those in a Business Support Rolerecognise that the expertise and support given to theMouchel Business is as important and as relevant as theexpertise and support the Mouchel Business gives toMouchel customers.
How will performance be differentiated within gradegroupings i.e. if all grades F to E are required tooperate at behaviour level 2 then how will wedifferentiate a poor E from a great F? Will it be bysalary only?
We can differentiate between a poor E and a great Fbecause as with all roles in Mouchel we can identify if anindividual is performing against their role expectations.
A grade E who wants to progress to a grade C should bedisplaying some or all level 3 behaviours. They may havesome level 3 behaviours as a requirement of their role or
have level 2, but be performing and displaying a highercompetence.
How will the new framework impact on e.g. mandatorytraining e.g. interview and selection – are the changessignificant enough to require managers to do thetraining again?
Employees who feel they or their reports require refreshertraining will be able to attend the training if they feel it isnecessary for them to do so. All material which supportsMouchel processes and mandatory training is beingupdated and can be found on Mportal.
How do the Behaviours and Business Skills linktogether?
The Career Builder incorporates the ‘how we do things’(Behaviours) with ‘what we do and capability’ (BusinessSkills). The Behaviours and Business Skills link together sothat all employees have a combination of both, to ensure theright balance between the expected behaviours and businessskills are established to complement the grade of anindividual.
Do you need to be demonstrating all the bullet pointstatements in order to be rated at each level?
Employees should be demonstrating the bullet pointstatements which support each of the behaviour andbusiness skills levels, which are relevant to their role.
Are the levels accumulative or separate?
The levels are separate. For example someone who isdemonstrating level 3 in a business skill will not beexpected to demonstrate level 1. In most cases it wouldbe difficult to demonstrate both, as the higher levelsrepresent higher competence.
What determines my grade?
Your Role determines your grade. If you are performing ahigher level of behaviours and business skills than that ofyour job description it does not automatically result in yourjob role being re-graded. Performing at a higher level ofbehaviour and business skill enables you to seekopportunities to develop further behaviours and businessskills which will allow you to feel stretched and will assistyou with your career planning.
Is there something about frequency and opportunity todemonstrate?
You and your manager may agree that as part of yourdevelopment plan, you will continue to display behavioursand competence of business skill and identify opp-ortunities to demonstrate additional higher behavioursand business skills.
Can I ever be at a higher level than my grade expectse.g. at Level 3 at a grade J-H?
You can perform at a higher level than your grade expectsbecause either it is a requirement of your role or becauseyou are naturally performing at a higher level throughdevelopment.
