Leading Edge - Management Competency Framework APRIL 2014 · LEADING EDGE – Management Competency...

LEADING EDGE – Management Competency Framework

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INTRODUCTION

Chorley Council believes that managers and leaders have an important role to play in the ongoing success of the organisation. Managers and leaders:

• Drive changes;

• Ensure we achieve organisation objectives;

• Influence the behaviours of their teams and those around them.

The Council faces the challenge of developing innovative solutions to protect public services whilst continuing to ensure the organisation is performing. In response to this challenge and recognising the important role managers, The Management Competency Framework aims to:

• Provide a consistent standard of management across the Council;

• Equip managers and leaders for the challenges they face now;

• Develop and prepare managers and leaders for the future. A competency is a behaviour (and, where appropriate, technical attribute) that individuals must have, or must acquire, to perform effectively at work. The Management Competency Framework has been created with leaders, managers, employees and elected members in order to:

• Inform recruitment and selection of managers and leaders;

• Underpin manager appraisal;

• Inform development discussions;

• Enable career management.

By embedding the framework in these processes, we should be able to enhance the management skills we already possess and improve our effectiveness as an organisation.

THE LEADING EDGE POPULATION

As a minimum, the new management competencies will apply to all PO graded officers, and any supervisor on Scale 6 and above. Managers will be given the discretion to apply the framework beyond this (staff not PO graded or supervisors below Scale 6) if they believe that an individual’s role enables them to demonstrate the management competencies, their role is strategically significant or they are aspiring to be a manager. For example, with mutual agreement, the framework may be applied to SO1 staff.

MANAGEMENT COMPETENCY OVERVIEW

The Management Competency Framework is comprised of:


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• Foundation Behaviours, Skills and Knowledge

• The Competency Areas – You, You and Others, You and Your Council The Foundation Behaviours, Skills and Knowledge set out the minimum performance standard that is expected of any manager. The Competency Areas are comprised of more aspirational management and leadership competencies that will develop Chorley Council and move it forward. The competencies are grouped into You, You and Others and You and Your Council. The Management Competency Framework is included at Appendix 1.

FOUNDATION BEHAVIOURS, SKILLS AND KNOWLEDGE

The behaviours, skills and knowledge as set out in Appendix 2 are the minimum performance standard that is expected of any manager at Chorley Council. For each behaviour, skill or area of knowledge an overview is provided with positive indicators that demonstrate the behavior, skill or knowledge is being met. There are seven foundation behaviours, skills and knowledge areas.

THE COMPETENCY AREAS

The Competency Areas – You, You and Others, You and Your Council are as set out in Appendix 3. For each competency an overview is provided with positive indicators that demonstrate the competency is being met. There are a total of ten competencies included in the You, You and Others and You and Your Council competency areas.

APPLICATION

For the Management Competency Framework to be successful it must be straightforward and easy to apply. To achieve this:

• A greater emphasis will be placed on the 10 competencies included in You, You and Others and You and Your Council. This does not mean that the foundation behaviours, skills and knowledge are unimportant; they are the foundation behaviours, skills and knowledge and the consistent management standard.


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• The framework will be embedded in existing processes and paperwork wherever possible as managers are already familiar with them.

The Management Competency Framework will be embedded into the following:

• The recruitment and selection process

• Performance appraisal

• Learning and development

• Capability

• The staff survey

• Talent management and succession planning

• Self-assessment and any 360 reviews

Please refer to the relevant process documentation for detailed guidance on the application of the new framework.

CHORLEY COUNCIL VALUES

The Chorley Council values are the principles and beliefs by which we operate and are: Forward Thinking Always ambitious to do better

Respect Responding to the different needs and aspirations of our customers and those we work with

Professional Striving to provide high quality services

Pride …in our jobs, pride in the Council, pride in Chorley

One Team, One Council

The Management Competency Framework compliments the Chorley Council values and will assist us to recruit, select and develop managers who demonstrate behaviours that support the Chorley Council values. Appendix 4 maps the Management Competency Framework to the Chorley Council values.


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‘ALL EMPLOYEE’ COMPETENCY FRAMEWORK

Following the launch of the Management Competency Framework, the old management competencies have been removed from the existing ‘All Employee’ competency framework. The management competencies that have been removed from the existing framework are indicated in Appendix 5.

CONDUCT

Disregard for the Council’s competency framework and values is considered to be misconduct and falls within the remit of the Disciplinary Policy.


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APPENDIX 1 Management Competency Framework


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APPENDIX 2 Foundation Behaviours, Skills and Knowledge

Overview and Positive Indicators

Demonstrating role model

behaviours.

Leaders and managers:

• Are steady and calm, even in difficult circumstances;

• Motivate and inspire others with their positive attitude;

• Take responsibility;

• Act with honesty and integrity;

• Build credibility with their team and others by doing what they say;

• Are experienced within their area of expertise and professional;

• Show people respect;

• Value diversity and are consistent and inclusive in their treatment of others.

Foundation Behaviours,

Skills and Knowledge

Managing differences and

challenging conversations.

Management of staff, situations in the community and political expectations require these

skills. Managers and leaders:

• Encourage employees to voice their views;

• Represent the views of their team;

• Deliver difficult or unpopular messages;

• Identify differences of opinion and act to bring about a solution;

• Anticipate areas of conflict and take early action to manage them.



Celebrating success and

recognition.

Recognition provides performance feedback and is a way of rewarding individual effort.


• Are comfortable giving recognition for a job well done;

• Recognise individual preferences for recognition and reward;

• Understand that this may be as simple as saying a well-timed thank you.




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Being approachable and

supportive.

This is what defines the Chorley Council management style and sets us apart as an

organisation. Leaders and managers are:

• Approachable and supportive of their team and others and show a real concern for their

wellbeing;

• Not concerned with hierarchy and encourage contributions from all regardless of role;

• Able to adapt their management style and possess good interpersonal skills;

• Make themselves visible to their team and listen to their concerns.



Consulting with employees

and other stakeholders.

As a minimum, all leaders and managers:

• Cascade communication up and down the organisation;

• Communicate with their team using methods such as 1-2-1s, Core Brief, team meetings,

appraisals;

• Routinely communicate with their peers to stay abreast of developments and deal with

issues as they arise;

• Tailor their communications to the audience;

• Understand that communication is a two-way process;

• Are aware of the benefit of face-to-face communication.



Delegating and using

people’s strengths.


• Delegate tasks fairly considering individual workload, the development of team members

and Council priorities;

• Build the capability and confidence in staff to deliver;

• Recognise their strengths and those of their team.



Applying fundamental

business processes.

Leaders and managers ensure compliance with business processes e.g.

• Financial processes;

• People processes e.g. Time and Attendance;

• Health and Safety;

• Decision-making processes.




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APPENDIX 3 The Competency Areas – You, You and Others, You and Your Council

Competency Overview and Positive Indicators

Making effective decisions. The organisation can be more responsive if decisions are timely taking a pragmatic

view of risks and benefits. Leaders and managers:

• Consider the impact and consistency of their decisions;

• Seek information and analysis on which to base their decision if necessary;

• Stand-by their decisions and ensure they are communicated;

• Make employees feel that they can make day-to-day decisions.

If decisions need to change, the reason for the change is communicated to those

affected.

You

Challenging established procedure

and driving continuous improvement.

There is a trade-off between making efficiency savings and meeting customer and

political expectations. Leaders and managers:

• Identify and drive efficiency and service improvements;

• Consider and manage the impact of any change on the customer;

• Listen to ideas from their team;

• Make employees feel they can try out new ideas;

• Champion the use of new technology;

• Seek out new innovations and technology.

You

Providing clear vision, direction and

focus.

Having a clear vision enables employees to commit to it and align their actions to

achieve it. Leaders and managers:

• Understand and explain the Chorley Council vision and corporate strategy in a

way that is simple and engaging;

• Translate what the vision and strategy mean for their service or area;

• Communicate the reason for strategic decisions;

• Take a long-term and broad view;

• Provide consistent direction.

You


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Identifying opportunities to

collaborate and cooperating to

achieve aims.

In small organisations, people need to be flexible and work together to achieve

objectives. One Team, One Council. Leaders and managers:

• Understand the role of each service;

• Promote respect for other services within their teams;

• Identify opportunities for working together and build relationships;

• Encourage team behaviours in their employees;

• Support their team to deliver in difficult times;

• Take responsibility for actions that cross service areas.

You and Others

Leading and supporting your team

through change.

Change is certain (organisation, political and individual). Leaders and managers:

• Understand that people react to change in different ways;

• Communicate why the change is necessary and where they are headed;

• Demonstrate commitment to achieving it;

• Exhibit personal resilience;

• Motivate and support their team to be resilient in times of challenge or change.

You and Others

Developing yourself and your team. To create flexibility and adaptability in our workforce, everyone needs to develop

new skills. Leaders and managers:

• Develop their team;

• Take responsibility for their own development;

• Promote continuous learning, for example, coaching, mentoring and professional

net-working.

You and Others

Achieving results and managing

performance.

We manage performance to provide the best possible service to our customers.


• Lead by example setting standards of behaviour, delivery and achievement;

• Use project management, financial and commercial skills to ensure project

success;

• Manage individual and team performance to maximise productivity.

You and Your Council


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Understanding and managing the

political environment.

Officers offer the best advice to enable decisions that serve the community and are

not to the detriment of the Council or its employees. Leaders and managers:

• Manage the political interface on behalf of their team so that honest

conversations on political priorities can take place with members;

• Use their political awareness to help their team work with political decision-

makers;

• Show that they understand the political environment and are focussed on

delivering priorities when interacting with members;

• Understand the role of members and demonstrate this when approaching

discussions;

• Ensure that they keep abreast of relevant policy and economic changes.


Developing external partnerships. The future of local government working will rely on manager's ability to form

partnerships with a variety of different businesses, organisations and bodies.


• Make contacts to identify opportunities;

• Possess the skills and knowledge to develop partnerships;

• Approach partnerships seeking mutual benefit;

• Recognise that partnerships may be for a specific duration or venture and

manage when they come to an end.


Utilising commercial skills to achieve

the best possible outcome for the

Council.

To pursue objectives, drive efficiencies and work more effectively with the

community, a key set of skills is required. Leaders and managers:

• Negotiate the best outcome for the Council;

• Consider value for money and risk;

• Use influencing skills within the Council and the Community to encourage

involvement and new approaches;

• Act ethically throughout.



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APPENDIX 4 Management Competencies Mapped

ONE TEAM,

ONE COUNCIL

RESPECT

Responding to the different needs and aspirations of our

customers and those we work with

PROFESSIONAL Striving to provide high

quality services

FORWARD THINKING

Always ambitious to do better

PRIDE

…in our jobs, pride in the Council, pride

in Chorley

Demonstrating role model behaviours.

Managing differences and challenging conversations.

Making effective

decisions.

Celebrating success and recognition.

Consulting with employees and other stakeholders.

Applying fundamental

business processes.

Challenging established

procedure and driving

continuous improvement.

Achieving results and managing

performance.

Being approachable

and supportive.

Understanding and managing the

political environment.

Providing clear vision,

direction and focus.

Developing external

partnerships.

Delegating and using people’s

strengths.

Utilising commercial skills to achieve the best possible outcome

for the Council.

Identifying opportunities to collaborate

and cooperating to achieve aims.

Leading and supporting your team through change.

Developing yourself and your team.


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APPENDIX 5 ‘All Employee’ Framework – Management Competencies to be Removed

A FORWARD THINKING

Always ambitious to do better

B RESPECT

Responding to the different needs and aspirations of our

customers and those we work with

C PROFESSIONAL

Striving to provide high quality services

D PRIDE

…in our jobs, pride in the Council, pride in Chorley

E ONE TEAM,

ONE COUNCIL

Looks ahead to the consequences of decisions and actions

Seeks out contributions from all cultural perspectives and backgrounds

Demonstrates high standards of professional behaviour and integrity

Communicates and celebrates achievement across the Council

Brings people together for effective team working

Plans and prioritises effectively, deciding what to do and what not to do

Uses the diverse qualities of the team to meet the differing needs of the customer

Understands and applies project management techniques and methodologies

Creates an upbeat, positive culture amongst colleagues

Builds effective relationships outside their immediate team

Seeks opportunities to increase efficiency through innovation and new technologies

� Challenges unacceptable behaviour and lack of respect for others

Demonstrates objectivity in decision making

� Acts as an ambassador for the Council

Takes initiative to seek out and communicate information relevant to own and team role

Questions and challenges established procedure and policies to deliver the best possible outcome

� Takes action to address changing customer needs

Demonstrates an awareness of the political context in which decisions are made

� Acts in a way that has a positive impact on the Council’s reputation

Demonstrates respect and appreciation for the role of other teams

Always strives to do better � Considers impact of all actions on the customer

3 Manages effectively to deliver the maximum possible within constrained financial and other resources

Has pride in the Council and the services it delivers

Shares information with other teams who are affected by own decisions and actions

3 Encourages and gives recognition for creativity and innovation in the team

� Trusts colleagues and doesn’t seek to blame when things go wrong

3 Displays drive and leadership in achieving change

� Has pride in Chorley as a great place to live, invest and visit

3 Clearly communicates the team’s role in delivering the Council’s objectives

3 Develops strategy, identifies where to go and finds a way forward to get there

� Treats colleagues as individuals, recognises needs and aspirations

3 Creates an awareness and desire for the need to change amongst colleagues

� Has an awareness of how own personal conduct impacts on the image of the Council

3 Sets and manages clear performance goals for the team

3 Is consistent in setting and maintaining direction

� Is visible and approachable with colleagues

3 Tackles poor performance of individuals and teams in a consistent and fair way

Inspires others with their genuine commitment to the Council’s values

3 Ensures that important corporate messages are communicated to the team

3 Indicates behaviours that applied specifically to managers and supervisors that have been removed following the launch of the Management Competency Framework

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