Hay Competency

COMPETENCY
DICTIONARY
APRIL 2004
X:\Harrow, London Borough of\100699\2008-04-14\competency dictionary may.doc

INTRODUCTION
The Council aims to raise the standard of all our services and recognises that this can only be
achieved through peoples enthusiasm, dedication and talent. The council will support,
encourage, value and engage all the people who provide Harrow council services
Harrows managers play a crucial part in this process and the council recognises they will need
new skills and competencies if they are to lead staff to bring about the change envisaged to meet
the challenges of the New Harrow Project
The competency dictionary has been developed with HayGroup to define the competencies
people need to achieve a high performing council. Senior managers, the trade union, and groups
of middle managers have been involved in devising the competencies which will be used to :
Develop the role profiles for group managers and service managers roles
Underpin the selection process for the middle managers review
Inform development and support programmes for managers in their new roles
The council will establish clear explicit guidance on standards and competencies required for
managers in their new roles and provide support and development in order to develop those
competencies and meet those standards.
Jill Rothwell
Executive Director (Organisational Development)

ail
CONTENTS
Page
How to Use and Interpret the Competency Framework 1
Competency Framework Overview 3
The Way We Work

Striving for Excellence 5
Integrity & Living the Values 7
Respect for Others 9
Organisational Awareness 11
Working With Others

Effective Communication 14
Developing & Encouraging Others 16
Teamwork & Co-Operation 18
Building Partnerships & Relationships 20
Influencing 22
Getting The Job Done

Improvement & Innovation 25
Focusing on the Customers 27
Initiative 29
Decision Making & Responsibility 30
Building A Successful Team 32

HOW TO USE AND INTERPRET THE COMPETENCY FRAMEWORK
This competency dictionary builds on the previous core management competency framework. It has
been revised following input from focus groups of managers and the senior management team. The
number of competencies have been reduced from 19 to 14 and focus on those areas that are critical
to leveraging effective performance.
WHAT ARE COMPETENCIES?
Competencies are defined as:
The behaviours or characteristics that mean an individual performs a job more successfully
in more situations and more often. They focus on HOW an individual does things their
attitudes and behaviours rather than what they do. They are those factors which
distinguish the best from the rest, those things that really make a difference.
HOW IT LOOKS
The competencies within this dictionary are split into 3 clusters:
The Way We Work contains those competencies that provide clarity about the personal qualities
needed within the council
Working With Others contains those competencies relating to how we work together to achieve
results
Getting The Job Done contains those competencies that relate to our drive to succeed and
continuously improve
Each competency in the framework is made up of:
A competency title
An overall definition of the competency
Behavioural levels
WHY ARE THERE DIFFERENT LEVELS OF COMPETENCY?
Some roles require more of some competencies than other roles. The definition of the competency
is the same but the behaviours required are of a higher level. It is not a case of whether an
individual possesses a competency or not; rather it is the matter of degree.
The competencies are hierarchical in the sense that if a role is required to demonstrate level 3
behaviours, it is given that they will also be demonstrating behaviours at levels 1 and 2. It should
also be noted that it is not necessary to be demonstrating behaviours at the highest level for all
competencies if you are a very senior manager. For example, the Chief Executive would not
necessarily be expected to be at levels 4 and 5 for all competencies. The key point is that the
behaviours should reflect the right mix for the challenges of the role at the appropriate level.
1
WHAT ITS FOR?
The framework is designed to help you to understand your own capabilities and where your
strengths and areas for development lie. The competencies will be used as part of the performance
management process. The levels can be used to:
Describe what is required in a given role

Describe the level at which someone is currently operating
Set development targets to achieve even higher levels of performance
A developmental scale is shown for each competency. As the scale increases, the different levels
represent the growing intensity and complexity of behaviour. The scale is hierarchical in that if a
job/individual is operating at level 3, they should also be showing behaviours at levels 1 and 2.
EXAMPLE
Definition
Definition:
This is about having the motivation, enthusiasm and drive to meet and exceed targets.
It is about improving personal performance in order to improve the councils
performance. In other words, focusing on what needs to be done and making it happen.
Level
Descriptors
LEVEL 1 : GETS RESULTS
Tries to do the job well, reliably and conscientiously
Consistently meets job criteria, set standards and deadlines
Consistently delivers to the best of their ability
Requires little supervision
Willingly undertakes and completes set activities
LEVEL 2 : IMPROVES PERFORMANCE

Behavioural Indicators
Looks for ways to change work methods and improve council performance. Asks, how can this
be done better?
Is self critical and wants to improve against own past performance
Acts decisively to improve performance
Proactively learns new skills and develops self for current role or future progression
Pursues goals with enthusiasm and is not discouraged by failures
LEVEL 3 : SETS STRETCHING TARGETS

Is excited and motivated by demanding goals and objectives even when success is not
guaranteed
Delivers demanding targets to high standards even when pressurized by time constraints
Takes calculated risks if this may benefit the council
Sets out to be the best has own measures of excellence
Enjoys taking on different challenges
LEVEL 4 : STRIVES AND CHALLENGES

Views problems as a challenge and takes the initiative for finding a solution
Challenges the accepted ways of doing things where there is room for improvement
Works to create an environment where all the team are looking for improvements
Builds up contacts in other areas of the company to drive performance improvement
LEVEL 5 : ANALYSE PERFORMANCE AND ACTS AGAINST BUSINESS OUTCOMES

Uses cost benefit analyses to determine best course of action
Makes explicit consideration of business benefit before making a decision, e.g. it would be
something that pays for itself
Encourages others to take calculated risks to improve business performance
Achieves firsts and goes for something innovative and not previously attempted
NEGATIVE INDICATORS
Starts activities but doesnt complete
Gets behind schedule
Is unconcerned with missing targets, milestones
Negative
Works below standards expected Indicators
Is unreliable and offers excuses
2
COMPETENCY FRAMEWORK OVERVIEW
Getting the Job Done

Improvement & Innovation
Focusing on the Customer
Working With Others
Initiative
Effective Communication
Decision Making & Responsibility
Developing & Encouraging Others
Building A Successful Team
Teamwork & Co-operation
The Way We Work
Building Partnerships & Relationships
Striving for Excellence
Influencing
Integrity & Living the Values
Respect for Others
Organisational Awareness
3
The Way We Work
Striving for Excellence
Integrity & Living the Values
Respect for Others
Organisational Awareness
4
STRIVING FOR EXCELLENCE
Definition:
This is about having the motivation, enthusiasm and drive to meet and exceed targets. It is
about improving personal performance in order to improve the councils performance. In
other words, focusing on what needs to be done and making it happen.
LEVEL 1 : GETS RESULTS

Tries to do the job well, reliably and conscientiously
Consistently meets job criteria, set standards and deadlines
Consistently delivers to the best of their ability
Requires little supervision
Willingly undertakes and completes set activities
LEVEL 2 : IMPROVES PERFORMANCE

Looks for ways to change work methods and improve council performance. Asks, how can this
be done better?
Is self critical and wants to improve against own past performance
Acts decisively to improve performance
Proactively learns new skills and develops self for current role or future progression
Pursues goals with enthusiasm and is not discouraged by failures
LEVEL 3 : SETS STRETCHING TARGETS

Is excited and motivated by demanding goals and objectives even when success is not
guaranteed
Delivers demanding targets to high standards even when pressurised by time constraints
Takes calculated risks if this may benefit the council
Sets out to be the best has own measures of excellence
Enjoys taking on different challenges
LEVEL 4 : STRIVES AND CHALLENGES

Views problems as a challenge and takes the initiative for finding a solution
Challenges the accepted ways of doing things where there is room for improvement
Works to create an environment where all the team are looking for improvements
Builds up contacts in other areas of the council to drive performance improvement
5
LEVEL 5 : ANALYSES PERFORMANCE AND ACTS AGAINST BUSINESS OUTCOMES
Uses cost benefit analyses to determine best course of action
Makes explicit consideration of business benefit before making a decision, e.g. it would be
something that pays for itself
Encourages others to take calculated risks to improve council performance
Achieves firsts and goes for something innovative and not previously attempted
Stretches the horizon beyond normal work parameters
NEGATIVE INDICATORS
Starts activities but doesnt complete
Gets behind schedule
Is unconcerned with missing targets, milestones
Works below standards expected
Is unreliable and offers excuses
6
INTEGRITY & LIVING THE VALUES
Definition:
Demonstrating a commitment to ethical values and a belief in a public service ethos It is
about ensuring access, embracing diversity and creating opportunities for all. It is ensuring
that actions are fair, open and honest. It includes dealing proactively with threats or
opportunities even when it is difficult to do so.
LEVEL 1 : IS OPEN AND HONEST

Is reliable and consistent in words and actions
Is open and honest with others
Is willing to take the consequences of decisions
Expresses pride in belonging to a public service organisation
Speaks openly and plainly even when the message may be unpleasant
Only gives commitments that can be met and ensures these are followed through
LEVEL 2 : ACTS ACCORDINGLY TO VALUES AND BELIEFS

Promotes public sector values
Builds trust through modeling desired behaviours
Does not compromise on matters of ethics
Is honest in relationships with all stakeholders, especially about agendas and aspirations
Discusses policy and practice taking time to help colleagues who are unclear
LEVEL 3 : IS PREPARED TO BE HONEST

Is willing to publicly admit to making a mistake and does not blame others
Tells the truth even where there is a cost associated with this because it is the right thing to do
Acts according to own values even when there is a cost associated with this
Identifies with, supports and promotes Harrow Council
LEVEL 4 : WALKS THE TALK

Confronts unethical actions in others
Takes dramatic actions to safeguard own or Harrow Councils values
Actively and publicly practices what is preached even when it is difficult to do so
Lives by council values even when this is personally difficult accepts and demonstrates
cabinet responsibility to support core values
7
LEVEL 5 : CHALLENGES
Is not afraid to push difficult issues towards a decision and take responsibility for the outcome,
even when this is unclear
Is prepared to push for better ways of doing things even when this clashes with the opinions of
more senior people
Is prepared to whistle blow when faced with unethical practice
Lives by the core values and clearly articulates the boundary between corporate and personal
values
NEGATIVE INDICATORS
Allows people to be treated badly
Demonstrates discriminatory behaviour or uses inappropriate language
Puts themselves before the council
Is unable to deliver difficult messages honestly and openly
Gossips and/or shares confidential information
8
RESPECT FOR OTHERS
Definition:
The ability and desire to demonstrate an understanding of others regardless of age, ethnicity,
gender or background. It is the underlying belief that individuals matter and deserve to be
treated with dignity. It is also the recognition that in order to breakdown barriers and work
effectively across boundaries it is critical to value the contributions of others even when they
may be different or at odds with yours.
LEVEL 1 : LISTENS
Responds to others with courtesy and professionalism
Actively listens to others and acknowledges their points of view
Is patient with others
Treats others as you would expect to be treated
Has respect for other peoples experience or knowledge
LEVEL 2 : VALUES OTHERS

Recognises and appreciates cultural differences
Recognises emotions and reacts appropriately
Remains non-judgmental even when under pressure
Supports others and acknowledges their strengths and contributions
Deals equitably and fairly with all people gives credit where it is due
Shares information with others even when not required to do so
LEVEL 3 : CREATES A CLIMATE OF MUTUAL RESPECT

Is open to feedback
Encourages others to value each other and challenges those who dont
Publicly demonstrates respect for other organisations or cultures
Creates a feeling of community
9
LEVEL 4 : UNDERSTANDS BLOCKS
Displays an in-depth understanding of ongoing reasons for a persons behaviour or responses
Is able to understand individual blocks based on a deeper level of understanding of the individual
Understands the reasons for a particular response or behaviour
Uses deep understanding of what is important to an individual/group in order to think of win-win
situations
NEGATIVE INDICATORS
Puts people in boxes
Makes negative assumptions about people based on individual prejudice
Thinks their approach is the best/only way
Makes derogatory comments to others
Takes on others ideas without acknowledging their contribution
10
ORGANISATIONAL AWARENESS
Definition:
Understanding the council environment, knowing who to approach and how to get things
done. This includes understanding formal structures, decision-making processes, climate,
culture and organisational politics which shape how the council works.
LEVEL 1 : UNDERSTANDING THE ENVIRONMENT

Understands formal and informal structures and processes
Understands the party political agenda and priorities
Is sensitive in use of language within the political framework
Recognises and uses current structures and processes to further the aims of the council
Knows who the key players are and involves them as appropriate
LEVEL 2 : IS PROACTIVE
Models good practice in day-to-day language
Recognises and understands when/when not to act based on values
Is aware of what can and cant be achieved at different times
Uses organisational or political ideas and language to achieve desired results
Recognises and balances competing demands within the local community
LEVEL 3 : USES ORGANISATIONAL LEVELS

Knows who to get support from to get things done
Anticipates political/organisational barriers and how to turn them into support
Understands and uses sources of formal and informal power and influence across the council
Has an in-depth understanding of decision making processes and how to use those to best
advantage
11
LEVEL 4 : ADDS VALUE
Understands and anticipates how shifts in party political emphasis will affect services in the future
Is able to work effectively with elected members from all parties
Understands why organisations behave in the way they do and what to do to change them
Anticipates socio-economic shifts and how these will affect service planning
Can anticipate issues that may cause political problems and plan to ensure that they are
minimised/taken into account
NEGATIVE INDICATORS
Does not understand political nature of local government
Alienates elected members
Does not recognise the key players in a given situation
Organisationally nave does not understand informal structures
12
Working With Others
Effective Communication
Developing & Encouraging Others
Teamwork & Co-operation
Building Partnerships & Relationships
Influencing
13
EFFECTIVE COMMUNICATION
Definition:
The ability to convey accurate information in the right way and at the right time. It involves
using a variety of media with individuals or groups in a manner that engages them and helps
them to understand and retain the message. It also involves being receptive to other
peoples opinions and to share information across the organisation as well as within the
team.
LEVEL 1 : COMMUNICATES WITH OTHERS

Gives instructions clearly so that people know what to do
Writes and speaks with clarity
Uses simple language tailored to the specific needs of the audience
Shares information with others
Know what to communicate and when
Attends team meetings and shares information
LEVEL 2 : ENSURES ACCURACY AND TIMELINESS

Listens to others and provides prompt responses
Imparts information that is concise and at the right level of detail
Ensures the timing of communication is effective
Puts the correct emphasis on the message
LEVEL 3 : ACTIVELY LISTENS AND SHARES

Shows a genuine interest in other peoples views and correctly interprets these
Is always approachable and receptive and responds appropriately
Adapts communication style to suit a variety of different audiences
Communicates to people who are indirectly affected as well as those directly involved
Frames message in line with audience experience and what will be meaningful to them
Checks understanding and presents message in different ways to enhance understanding
14
LEVEL 4 : FOCUSES ON IMPROVING ORGANISATIONAL COMMUNICATION
Sets up processes at a wider organisational level to gain greater input
Actively promotes cross department/group communication
Engages in sharing and seeks to develop mutual understanding between different constituencies
both within or outside the council
Anticipates problems and adapts communication to respond
Is comfortable with multiple styles and can adapt quickly
NEGATIVE INDICATORS
Doesnt share information
Gives out inaccurate or misleading information
Is unapproachable
Tends not to listen to others
Uses jargon
Does not tailor communication to meet the needs of the audience
15
DEVELOPING & ENCOURAGING OTHERS
Definition:
The ability and desire to focus on the learning and development of others. It is a genuine
intent to help individuals or teams to maximise their potential by focusing on their long term
development. This requires thought and effort including positive action initiatives and, not
just routinely sending people to formal training programmes.
LEVEL 1 : IS INTERESTED IN DEVELOPING OTHERS

Encourages others to undertake work in their own way and provides appropriate support
Identifies potential and provides opportunities for development
Believes that individuals have the potential to improve performance
Ensures individuals receive formal training
LEVEL 2 : PROVIDES PRACTICAL SUPPORT

Provides help through on the job demonstrations of how tasks/activities should be undertaken
Makes specific helpful suggestions
Delegates routine tasks or moves people around in order to transfer skills
Shares knowledge with others to enable them to broaden their learning
LEVEL 3 : CREATES DEVELOPMENT OPPORTUNITIES

Gives directions or demonstrates with reasons and rationale to enhance and embed learning
Probes and questions to ensure thinking has moved on
Spends time with an individual to reach their own solution
Coaches staff through difficult activities
Thinks about specific development opportunities/experiences that relate to improving job
performance
Explores opportunities for positive action programmes for appropriate staff
LEVEL 4 : ONGOING SUPPORT

Ensures individuals have development plans linked to both their job and their career aspirations
Helps others to recognise their strengths and weaknesses
Gives specific balanced feedback positive or developmental
Challenges inappropriate behaviour and explains why
Establishes the root cause of performance issues and tackles them through ongoing
development
16
LEVEL 5 : BUILDS LONG TERM CAPABILITY
Develops initiatives for addressing potential capability gaps within team/department
Acts as a long term mentor or coach
Has an active focus on career planning for individuals
Sets in place succession planning within team/department
NEGATIVE INDICATORS
Has a fixed view of individual capability without exploring potential
Focus is solely on achieving targets without looking and developing new skills or the individuals
personal aspirations
Has no plan for continuous improvement
Sees development needs as a personnel/HR issue
Responds to training requests without considering service priorities
17
TEAMWORK & CO-OPERATION
Definition:
The ability to work co-operatively with others, to be part of a team and to work together as
opposed to working separately or competitively. It includes developing cultural and
interpersonal undestanding. It is an essential element of working supportively and more
effectively together.
LEVEL 1 : CO-OPERATES
Maintains sound working relationships with others inside and outside the council
Shows consideration for others
Co-operates and works well with a range of people
Asks appropriate questions to check own and/or other peoples understanding
Supports team decisions and steps in for other team members if necessary
Enjoys making a contribution to the team
LEVEL 2 : DEMONSTRATES POSITIVE ATTITUDES

Speaks of colleagues in positive terms
Understands the impact of body language for people from different cultural backgrounds
Recognises and respects different perspectives and appreciates the benefits of being open to the
ideas and views of others
Shares information with the team and briefs others on organisational issues
Supports colleagues and willingly offers appropriate advice and assistance to support council
objectives
Is willing to get involved and undertake operational activity as required to help them achieve
targets
LEVEL 3 : ENCOURAGES OTHERS

Genuinely seeks and values input and expertise
Displays willingness to learn from others experience and assist other members of the team
Builds trust and team work
Solicits ideas and opinions from own team and other colleagues in problem solving and
developing plans
Is prepared to give time and assistance to others
Shows willingness to share best practice and learn from colleagues in other teams
18
LEVEL 4 : BUILDS TEAM COMMITMENT AND PRIDE
Can diffuse tensions within the team and help members to get along
Builds morale by recognising team efforts and celebrating success
Publicly credits those who have performed well
Is willing to do things that they may not want to for the good of the team
Empowers others by giving them responsibility and making them feel valued
Promotes the team externally
LEVEL 5 : DEVELOPS EXCELLENCE

Is active in removing barriers and encouraging greater cross functional working
Challenges silo working within the council
Achieves organisational objectives by encouraging networks internally and externally
Involves the best people from across the organisation to achieve the councils key objectives
Acts as a role model
NEGATIVE INDICATORS
Considers managing the team a distraction from operational activities
Only thinks in terms of own job
Is myopic in view
Thinks own way of doing things is best unwilling to listen to others
19
BUILDING PARTNERSHIPS & RELATIONSHIPS
Definition:
The drive to work together with others internal and external to the council to achieve a
common goal by sharing information and valuing the expertise and experience of others. It
includes building and maintaining networks and/or relationships to achieve objectives.
LEVEL 1 : CO-OPERATES WILLINGLY

Understands benefits of working with others to build common ground
Understands the perspectives of colleagues and diverse community groups
Establishes credibility and works co-operatively with others to move things on
Actively works across team boundaries to improve services
Is willing to put self out for others
Builds relationships with people in own team to increase co-operation and team working
LEVEL 2 : BUILDS RELATIONSHIPS

Builds trust by following through on commitments and standing by colleagues
Takes a collaborative approach to problem solving
Identifies needs and initiates opportunities for joint approaches to developing services
Thinks creatively about opportunities to work across team boundaries or with external individuals
or agencies
Looks for ways to add maximum value to the partnership through investigating opportunities
LEVEL 3 : WORKS PROACTIVELY

Is able to build a rapport with people outside the team
Demonstrates understanding of other parties aims and gains their support to work together to
achieve common goals
Puts own goals aside to focus on group goals is willing to make sacrifices for the group
Works to involve all relevant parties across functions
Works to avoid conflict and harness energy
20
LEVEL 4 : BUILDS AND MAINTAINS NETWORKS
Builds a network of contacts who can help in the future
Takes time to strengthen partnerships through building rapport and trust over time
Has a significant number of external contacts who provide perspective and support
Builds strong alliances with colleagues or partners to build behind the scenes support for ideas
Is prepared to accept short term losses for the greater good of the partnerships
Publicly credits others contributions
NEGATIVE INDICATORS
Waits for a reason to contact people
Is uncomfortable meeting new people/trying new approaches
Has no understanding or desire to work with others
Takes no effort to understand the needs of the parties involved
Is isolated and does not involve or seek input from others
21
INFLUENCING
Definition:
The ability to persuade, convince or influence others in order to gain support for a particular
idea or course of action. It involves planning how to win support and co-operation and the
use of different tactics to achieve co-operation and desired outcomes.
LEVEL 1 : USES DIRECT PERSUASION

Communicates ideas clearly
Presents or organises data to back up ideas
Establishes credibility by conveying a thorough understanding of, and enthusiasm about a
subject
Uses non-verbal communication effectively
Comprehensively prepares for presentations or discussions
LEVEL 2 : TAILORS APPROACH TO AUDIENCE

Takes a step by step approach to influence others
Has a fall back position if the first approach doesnt succeed
Has a good understanding of the audience and chooses approach accordingly
Understands and uses the political dynamics of the council to influence individuals, groups,
customers and elected members
Anticipates and prepares for others reactions and plans how to tackle these
LEVEL 3 : USES INFLUENCING STRATEGIES

Appeals to others self interest in order to persuade
Shows high degree of confidence in own view and in ability to put this across to others
Identifies the benefits for others and aims for win-win situations
Builds networks and relationships to influence over time
Builds behind the scenes support both internally and externally for ideas
Lobbies individuals or groups to gain broad support
22
LEVEL 4 : USES COMPLEX STRATEGIES
Influences others by sounding them out in advance and builds behind the scenes support
Lobbies internally and externally for long term gains
Is prepared to take a short term loss for a longer term gain
Works with key stakeholders to build mutually beneficial networks
Influences for the longer term by changing perceptions
NEGATIVE INDICATORS
Relies on personal power or status to influence others
Uses the same approach regardless of the audience
Has no appreciation of impact on others
Lacks credibility
Tells people without trying to win hearts and minds
23
Getting the Job Done
Improvement & Innovation
Focusing on the Customer
Initiative
Decision Making & Responsibility
Building A Successful Team
24
IMPROVEMENT & INNOVATION
Definition:
Using previous experience, together with insight into complex situations to create
improvement opportunities. It involves thinking strategically and radically about new ways of
responding to change and of enabling and delivering excellent services. Typically
individuals think creatively and ask why not? whilst managing risk appropriately.
LEVEL 1 : DRAWS ON PREVIOUS EXPERIENCE

Ensures the service is delivered at an appropriate standard
Uses common sense and an understanding of customers to identify problems and opportunities
Recognises when a current opportunity or problem is similar to a previous one and uses the
experience to help the current situation
Intellectually curious about new approaches to problems or opportunities
Uses available information to aid problem solving
LEVEL 2 : ACTS TO MAKE THINGS BETTER

Spots patterns, trends or discrepancies in information and applies insight in order to provide
immediate improvements
Applies understanding of stakeholder perspectives to create new approaches
Sees current council situations in a new or different way
Sifts through a wide range of internal and external information, spotting patterns or trends that
create new insights
Thinks laterally to identify new solutions for old problems
LEVEL 3 : IMPROVES SERVICE

Identifies improvement opportunities for short to medium term based on evidence ie. hard and
soft data
Uses ideas from other local authorities and adopts them to suit Harrow
Applies local customer insights to improve service
Understands how the current service might be affected by future internal or external
developments trends or government legislation
25
LEVEL 4 : CREATES NEW CONCEPTS
Creates concepts not obvious to others that re-define the approach to the delivery of the service
Realises opportunities others cannot see
Thinks in terms of delivering firsts for service improvements
Ignores conventional boundaries in their thinking
NEGATIVE INDICATORS
Loses sight of the bigger picture
Only looks at parts of the service
Cannot stand back
Are fixed in their ways
Fails to see patterns in data
26
FOCUSING ON THE CUSTOMERS
Definition:
The desire and willingness to listen in order to discover, address and meet the needs of both
internal and external customers and the wider community in order to build a strong working
relationship and provide consistently high levels of service.
LEVEL 1 : RESPONDS TO CUSTOMER NEEDS

Presents a positive image of self and council to customers/colleagues
Is aware of council diversity and equality policies and promotes these
Actively seeks information to understand customer circumstances, problems and needs
Provides an efficient and friendly service
LEVEL 2 : ENSURES CUSTOMER SATISFACTION

Is proactive in responding to the needs of customers and shows a willingness to assist/help to
resolve customer issues
Takes personal responsibility for following through and correcting problems in a timely fashion
Maintains ongoing communication with customer, clarifying and amending requirements as
necessary
Works with customers to resolve complaints or queries
Keeps customers informed of progress
LEVEL 3 : ADDS VALUE

Maintains ongoing communication and actively seeks customer feedback even after the service
is delivered to build in service improvements
Takes action to exceed the customers expectations
Works to council customer standards and spends extra time and effort when required
Is solution focused and will think creatively to meet customer requests
Provides inclusive services that recognise and include diversity and equality requirements
LEVEL 4: ADDRESSES UNDERLYING NEEDS

Takes into account the needs and trends of customers in developing service plans and strategies
Develops customer focus standards and culture and ensures that others work to those standards
Involves customers in developing services and spends time understanding their needs
Balances the needs of all service users, prioritising needs and allocates resources in accordance
with council objectives
27
LEVEL 5: BUILDS LONG TERM PARTNERSHIPS
Builds strong relationships with contacts in other local authorities, organisations and local
communities
Influences key customer decision makers
Coaches, educates and develops staff to work with customers from their starting point
Balances own departments objectives with longer term needs of the customer to build long
lasting mutually beneficial relationships
Acts as a trusted adviser to the customer
NEGATIVE INDICATORS
Doesnt see things from the customers point of view
Fails to see internal colleagues as customers
Complains about unreasonable customer requirements
Has a one solution fits all approach
28
INITIATIVE
Definition:
Identifying a problem or obstacle, and being action orientated in order to grasp opportunities
and address issues. This involves having the ability to look ahead, anticipate events and
take action now to shape the future.
LEVEL 1 : RESPONDS EFFECTIVELY

Has a can do attitude
Is quick to respond to situations as they arise and resolve day to day issues
Able to work independently with little supervision
Maintains sense of perspective over own decision making authority, knows when to refer a
decision
Acts quickly and decisively in a crisis or other time sensitive situation
LEVEL 2 : THINKS AHEAD

Identifies both answers and solutions; not just problems
Recognises trends or patterns that could lead to a problem/opportunity in the near future
Looks ahead and makes suggestions and puts ideas forward
LEVEL 3 : CHALLENGES THE STATUS QUO

Challenges accepted/traditional methods to create new opportunities
Engages in out of the box thinking to resolve problems/obstacles
Looks ahead and takes action to create an opportunity or to avoid a future problem
LEVEL 4: TAKES NEW APPROACHES

Willing to take a calculated risk and accept responsibility for taking action
Does not restrict own thinking in scanning for future opportunities takes action to develop ideas
over medium-long term
Changes systems/processes/ways of working if this will lead to performance improvements
Looks beyond existing boundaries to identify alternative courses of action and works to
implement these
NEGATIVE INDICATORS
Does not anticipate obstacles to success
Fails to think about consequences of actions in the future
Readily accepts the way things have always been done
Resists new ideas and approaches
Gets caught up in the detail of a problem and cannot make a decision
29
DECISION MAKING & RESPONSIBILITY
Definition:
The ability to develop a sense of ownership and commitment to achieving clear, reasonable
but challenging goals. It includes holding others to account for delivering against agreed
objectives. It also includes modelling and empowering others to be decisive and take
reasonable risks for the benefit of the council. Implicit is the fact that success lies not only in
achieving results, but in building the desire to attain and maintain high levels of performance.
LEVEL 1 : CREATES CLARITY

Seeks clarity around individual and team expectations to ensure delivery of results
Takes responsibility for ensuring that own performance objectives for the year are clear
Accepts responsibility for agreed service outcomes in own area of operation
Sets, agrees and communicates clear targets and objectives
Sets realistic goals
Acts decisively
Explains why a task needs to be done so that everyone understands the rationale
LEVEL 2 : CHALLENGES OTHERS TO DELIVER

Agrees clear, consistent expectations, goals and behaviours with individuals in order to meet
performance expectations
Enpowers others to take reasonable risks
Checks with individuals that they are clear about what is expected from them
Holds others to account by monitoring and reviewing performance against targets on a regular
basis
Identifies boundaries and limits within which to operate
Constructively challenges others to overcome obstacles
Encourages others to take responsibility for making decisions
LEVEL 3 : ACTIVELY MANAGES PERFORMANCE

Holds self and others consistently accountable for performance
Gives timely, open and honest feedback throughout the year
Holds people accountable for how results were achieved as well as the actual results
Is able and prepared to ask the difficult questions
Deals with performance short falls
Is able to take control and exert authority when necessary
Actively manages and deals with conflict
30
LEVEL 4 : CHALLENGES STATUS QUO
Sets stretching targets and takes effective and visible action to change performance for the better
Continually raises the target level for individual performance over time
Consistently confronts and takes action when individuals fail to meet targets
Openly and publicly reviews performance against agreed standards
Demonstrates commitment to growth by effectively dealing with poor performers
NEGATIVE INDICATORS
Makes unrealistic demands of others
Constantly criticises others
Does not set standards
Gets the job done but creates a poor working environment whilst doing so
Ignores poor performance and allows it to continue
31
BUILDING A SUCCESSFUL TEAM
Definition:
The intention and desire to develop and communicate a clear vision of future success and
inspire others to work towards that vision. This involves harmonising diverse talents,
promoting and developing team spirit and ensuring that the efforts of the team our focused
on successfully addressing organisational objectives whilst managing individual
performance.
LEVEL 1 : GIVES STRUCTURE AND SUPPORT

Ensures that the purpose and role of the team are clear within the bigger picture
Involves others in decision making
Gives rationale for decisions, communicates the benefits for the team
Creates and uses systems and processes to enable team members to work more effectively
Guides the setting of specific and measurable team goals and objectives
LEVEL 2 : CREATES AN EFFECTIVE TEAM CLIMATE

Sets clear team direction and clarifies individual roles and responsibilities within this
Is consistent and fair with all team members
Obtains the necessary personnel, resources and information for team effectiveness
Uses a range of strategies to build team morale and productivity
Gives clarity regarding expectations and standards
Ensures there is no unnecessary red tape which could inhibit performance
LEVEL 3 : MODELS DESIRED BEHAVIOURS

Promotes a no blame culture and encourages innovation and risk taking
Sets a good example by modeling desired team behaviours in line with the councils broader
vision
Demonstrates consistency in own actions and decisions
Establishes norms for group behaviour and challenges inappropriate behaviour
Demonstrates personal commitment to the team
32
LEVEL 4 : LEADS FROM THE FRONT
Is an advocate for the team; champions the cause of team members
Develops a compelling vision that generates enthusiasm and energy
Recognises and rewards individual performance
Harnesses the teams collective capabilities to ensure success
Works to get people across the council to engage with the vision
Inspires others to deliver a major step change
NEGATIVE INDICATORS
Lacks direction and clarity
Bends to conflicting demands is easily swayed
Leaves team members uncertain
Gives team freedom, but no guidance
Allows individuals to drift and pursue own interests
33

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COMPETENCY

X:\Harrow, London Borough of\100699\2008-04-14\competency dictionary may.doc

Executive Director (Organisational Development)

X:\Harrow, London Borough of\100699\2008-04-14\competency dictionary may.doc

How to Use and Interpret the Competency Framework 1

Competency Framework Overview 3

The Way We Work

Working With Others

Getting The Job Done

X:\Harrow, London Borough of\100699\2008-04-14\competency dictionary may.doc

WHAT ARE COMPETENCIES?

Competencies are defined as:

The competencies within this dictionary are split into 3 clusters:

Each competency in the framework is made up of:

WHY ARE THERE DIFFERENT LEVELS OF COMPETENCY?

Describe what is required in a given role

LEVEL 2 : IMPROVES PERFORMANCE

LEVEL 3 : SETS STRETCHING TARGETS

LEVEL 4 : STRIVES AND CHALLENGES

LEVEL 5 : ANALYSE PERFORMANCE AND ACTS AGAINST BUSINESS OUTCOMES

Getting the Job Done

LEVEL 1 : GETS RESULTS

LEVEL 2 : IMPROVES PERFORMANCE

LEVEL 3 : SETS STRETCHING TARGETS

LEVEL 4 : STRIVES AND CHALLENGES

LEVEL 1 : IS OPEN AND HONEST

LEVEL 2 : ACTS ACCORDINGLY TO VALUES AND BELIEFS

LEVEL 3 : IS PREPARED TO BE HONEST

LEVEL 4 : WALKS THE TALK

LEVEL 2 : VALUES OTHERS

LEVEL 3 : CREATES A CLIMATE OF MUTUAL RESPECT

LEVEL 1 : UNDERSTANDING THE ENVIRONMENT

LEVEL 3 : USES ORGANISATIONAL LEVELS

LEVEL 1 : COMMUNICATES WITH OTHERS

LEVEL 2 : ENSURES ACCURACY AND TIMELINESS

LEVEL 3 : ACTIVELY LISTENS AND SHARES

LEVEL 1 : IS INTERESTED IN DEVELOPING OTHERS

LEVEL 2 : PROVIDES PRACTICAL SUPPORT

LEVEL 3 : CREATES DEVELOPMENT OPPORTUNITIES

LEVEL 4 : ONGOING SUPPORT

LEVEL 2 : DEMONSTRATES POSITIVE ATTITUDES

LEVEL 3 : ENCOURAGES OTHERS

LEVEL 5 : DEVELOPS EXCELLENCE

LEVEL 1 : CO-OPERATES WILLINGLY

LEVEL 2 : BUILDS RELATIONSHIPS

LEVEL 3 : WORKS PROACTIVELY

LEVEL 1 : USES DIRECT PERSUASION

LEVEL 2 : TAILORS APPROACH TO AUDIENCE

LEVEL 3 : USES INFLUENCING STRATEGIES

LEVEL 1 : DRAWS ON PREVIOUS EXPERIENCE

LEVEL 2 : ACTS TO MAKE THINGS BETTER

LEVEL 3 : IMPROVES SERVICE

LEVEL 1 : RESPONDS TO CUSTOMER NEEDS

LEVEL 2 : ENSURES CUSTOMER SATISFACTION

LEVEL 3 : ADDS VALUE

LEVEL 4: ADDRESSES UNDERLYING NEEDS

LEVEL 1 : RESPONDS EFFECTIVELY

LEVEL 2 : THINKS AHEAD

LEVEL 3 : CHALLENGES THE STATUS QUO

LEVEL 4: TAKES NEW APPROACHES

LEVEL 1 : CREATES CLARITY

LEVEL 2 : CHALLENGES OTHERS TO DELIVER

LEVEL 3 : ACTIVELY MANAGES PERFORMANCE

LEVEL 1 : GIVES STRUCTURE AND SUPPORT