Management Competency Framework Essay

IntroductionBlaenau Gwents tender competency frameworks have been developed to support the positions oppositions to continu every last(predicate)y ameliorate the serves we put up to our customers. A group representing all Directorates within the Authority developed the frameworks, and consultation also took place with all department management teams to ensure the frameworks are tolerate and fit for purpose. The frameworks are focused on attitudinal and behavioural competencies, rather than those that look at technical skills. This is because we traditionally have been able to address technical gaps in knowledge through established training and increment activities.Behavioural and attitudinal development has non had the same loudness of attention, and the frameworks aim to address this, as it is a crucial aspect of continually improving the work we provide. This feature framework applies to those who report to a Divisional/Service passenger vehicle and have an operationa l management component part (which includes managing others), or where the professional /technical role requires regular operation at this take. Below are answers to approximately of the questions you may have ab stunned the frameworks.What is a Competency Framework?Competency frameworks are a manner of describing the underpinning values that shape and define the floriculture of the Authority. They also provide clear focus to support the development of provide in order to throw overboard the best possible aids. The competencies within the frameworks have been substantially derived from the multitude schema, the Staff Opinion Survey, and consultation with senior managers, and are focused on ensuring we have the capacity to deliver the strategical objectives of the Authority and make Blaenau Gwent a better place to live and work. There are devil generic frameworks that the Authority leave behind be using 1. Management Competency Framework this will have to you if your j ob involves you supervising or managing other lot. The Management Competency Framework splits into 3 levels.The particular level that applies to you depends on the level of your management responsibilities. 2. Generic Competency Framework this will apply to you if your job does non include supervisory or management responsibilities. There are a number of competencies in apiece framework. Underneath each is a general description of the competency, followed by a list of attitudes/behaviours that would indicate competency in the relevant area. The list is not exhaustive but is designed to give a chilliness of the approach that the Authority encourages in all staff that the framework applies to. There is also a oppose statement at the end of each competency to indicate the sort of behaviour that is actively discouraged, as it works against the principle of continual improvement that the Authority is striving for. 3Why do we impoverishment a competency framework?The competency fra mework serves several purposes, which together enable the Authority to improve and develop its staff and assists. The framework 1. Informs prospective recruits what is expected of them 2. Informs staff of the sort of attitudes and behaviours the Authority encourages when carrying out their duties 3. Informs staff of what they can expect from their managers 4. Shapes and defines a culture based around strong principles such as partnership, straight improvement, constructive challenge, and being citizen centred 5. Supports staff at all levels in their development in order maximize their potential The frameworks also link to some of the key strategies that drive the objectives of the Authority, such as the People Strategy and the Training & Development Strategy & Policy. The headline competencies are closely linked with the Authoritys strategic objectives, as these are crucial to fulfilling our obligations to our customers.How will they be used?Initially all staff will receive inform ation about the frameworks and be encouraged to informally assess themselves against the framework that applies to them, with a compute to developing their skills in all areas of the framework. The frameworks will also be built into a revised consummation Review Scheme (PRS) and recruitment process. The frameworks will be reviewed and revised to ensure they reflect the needs of the Authority and its staff.Leading PeopleLeads and motivates others to continually improve act. Is approachable, supportive, and demonstrates integrity, fairness, and high individualised and professional measurings.A Blaenau Gwent Manager Sets the standard of leadership for the service Provides clear direction and goals for the service Takes direct responsibility and is accountable for actions Ensures the principles of e tint and salmagundi are embedded in the service Recognises and celebrates others contributions & earnments Challenges inappropriate behaviour A Blaenau Gwent Manager does not care it someone elses job to inspire the servicecommunicating the VisionSees the big picture. Interprets and sets out how the vision is linked to the service.A Blaenau Gwent Manager Translates the vision into operational objectives Develops long term objectives and strategies for bear service area to achieve the vision Proactively promotes the vision to others Ensures others understand how their role contributes to achieving the vision A Blaenau Gwent Manager does not Regard the vision as unconnected from service objectivesFacilitating High Performance and ResultsIs enthusiastic, ambitious, determined, and confident to challenge, ensuring high levels of personal and service achievement. Has stamina and willpower to deliver results.A Blaenau Gwent Manager Is committed to continually improving slaying of self and others Sets ambitious performance targets and priorities for self and others Gives regular, constructive feedback on team/individual performance Motivates others to achieve and im prove performance Recognises and celebrates success Challenges poor performance appropriately Seeks learning opportunities from resultsA Blaenau Gwent Manager does not Regard the status quo as acceptableMaximising PotentialDevelops and encourages personal development to improve performance and contribute to continual improvement.A Blaenau Gwent Manager Encourages and develops personal accountability in others Encourages others to think for themselves Promotes risk-taking and supports appropriately Develops the skills, experience, and ambition of others at all levels to enhance flexibility of services Promotes development in self and others Supports and trains others in own areas of expertiseA Blaenau Gwent Manager does not Make negative assumptions about others ability to contributeCommunicatingCommunicates openly and in force(p)ly, ensuring that messages are clear and concise. Adapts content and style to help others understand.A Blaenau Gwent Manager Promotes a culture of open com munication Communicates effectively, using a variety of styles, with a broad range of people Creates and develops networking opportunities to regularise Actively listens and respects others points of view Checks own and others understanding A Blaenau Gwent Manager does not Fail to study the most effective way of communicatingMaking Informed DecisionsEnsures decisions are based on gruelling evidence and linked to improving services.A Blaenau Gwent Manager Considers implications of proposed decisions Ensures decisions link to continually improving performance Understands difficulty solving is part of the improvement process Has the confidence to make ambitious, difficult, or unpopular decisions Is able to rationalise and explain decisionsA Blaenau Gwent Manager does not Accept decisions without reviewing or challengingWorking TogetherUnderstands and contributes to effective working across all sectors, and identifies potential areas of improvement, ensuring partnerships are focuse d on outcomes. Works effectively with colleagues in all departments.A Blaenau Gwent Manager Understands partnerships in the scene of the big picture Promotes and contributes to multi-agency partnerships to continually improve services for the citizen Networks effectively internally and externally Identifies the expertise of others Proactively shares knowledge and information Seeks out the most appropriate people to contribute to partnership working, both inside and outside the service A Blaenau Gwent Manager does not fall in lip service to partnerships or work in isolationPromoting a Citizen Centred CultureDrives and promotes an outward-facing culture and service that is genuinely citizen focused.A Blaenau Gwent Manager Recognises the importance of contributions from the community to setting and achieving continually improving services Promotes and develops a continually improving citizen-focused culture within the service Contributes to initiatives enabling regular consultation a nd feedback from citizens on the quality and appropriateness of service delivery. Engages with the community appropriately and respectfully Is an ambassador for the organisation and the community it servesA Blaenau Gwent Manager does not Deliver services that meet organisational needs rather than the needs of citizensWorking With CouncillorsUnderstands the political context and is aware of own role and responsibilities when communicating with Councillors or referring to others.A Blaenau Gwent Manager Establishes and continually improves positive and appropriate interaction with all Councillors Provides timely, constructive, high quality professional advice to assist the political decision making process Abides positively with the protocols relevant to the political relationship Is confident to refer enquiries to others when appropriate A Blaenau Gwent Manager does not Allow self or colleagues to be intimidated or fail to adhere to appropriate protocols when self or colleagues intera ct with Councillors, including inappropriately influencing, or being influenced, to the detriment of the organisationPushing the BoundariesIs creative and advance(a) in seeking to continually improve the service. Manages change effectively and is willing to take calculated risks. Challenges where appropriate.A Blaenau Gwent Manager Regularly and constructively challenges the status quo Proactively thinks how potential change will affect the citizen Taps into the progressive and creative potential of others Considers different methods/approaches Encourages others to suggest recent ideas Supports and develops others ideas Looks creatively inside and outside the organisation for new ideas and actively shares good practiceA Blaenau Gwent Manager is not Satisfied with maintaining the existing arrangements and performance of the service