BANKING SECTOR COMPETENCE FRAMEWORK

APPENDIX A BANKING SECTOR COMPETENCE FRAMEWORK as developed and prepared under the auspices of the BANKSETA and used for an Audit of Skills in the S...
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APPENDIX A

BANKING SECTOR COMPETENCE FRAMEWORK as developed and prepared under the auspices of the BANKSETA and used for an Audit of Skills in the Sector during 2005/6

BANKSETA – REPORT ON SECTOR CRITICAL SKILLS AUDIT APPENDIX A – BANKING SECTOR COMPETENCE FRAMEWORK

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TABLE OF CONTENTS 1

Introduction ................................................................................................................. 5 Competency menu overview ........................................................................................... 6 Functional Specialist Competencies ............................................................................... 7 Functional Non-specialist Competencies ........................................................................ 8 Interactive Competencies – Managerial .......................................................................... 9 Interactive Competencies – Specialist .......................................................................... 10

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Functional Specialist Competence – Overview ....................................................... 11 Functional Specialist Competence – Definitions ........................................................... 12 2.1 Specialist Financial Skills ................................................................................... 13 2.2 Customer Interface Skills ................................................................................... 14 2.3 Information Technology Skills ............................................................................ 15 2.4 Financial Skills ................................................................................................... 17 2.5 Back Office and Support Skills .......................................................................... 18 2.6 End-To-End Processing Skills ............................................................................ 19 2.7 Business of Banking Skills ................................................................................. 20

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Group Management and Support Functions – Overview . ...................................... 22 3.1 Information Technology Management ................................................................ 23 3.2 Finance Management ........................................................................................ 23 3.3 Marketing Management ..................................................................................... 23 3.4 Human Resource Management ......................................................................... 24 3.5 Human Resource Development ......................................................................... 24 3.6 Regulatory Compliance ...................................................................................... 25 3.7 Logistics ............................................................................................................. 25 3.8 Sales Management ............................................................................................ 25 3.9 Security Services ............................................................................................... 26 3.10 Engineering and Maintenance ........................................................................... 26 3.11 Property Asset Management ............................................................................. 27 3.12 Property Management ....................................................................................... 27 3.13 Valuer ................................................................................................................ 27 3.14 Industrial Relations ............................................................................................ 27 3.15 Travel and Tourism ............................................................................................ 27 3.16 Librarian ............................................................................................................. 28 3.17 Catering Services .............................................................................................. 28 3.18 Transportation .................................................................................................... 28 3.19 Business Communications ................................................................................. 28 3.20 Clerical Work ...................................................................................................... 29

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Functional Non-Specialist Competence - Overview ................................................ 31 Functional Non-specialist Competencies ...................................................................... 32 4.1 Commercial / Contextual Understanding ........................................................... 32 4.2 Strategy .............................................................................................................. 32 4.3 Production Management .................................................................................... 33 4.4 Operations Management ................................................................................... 34 4.5 Information Technology Management ................................................................ 34

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4.6 4.7 4.8 4.9 4.10 4.11 4.12 5

Finance Management ........................................................................................ 35 Marketing Management ..................................................................................... 35 Sales Management ............................................................................................ 36 Human Resource Management ......................................................................... 37 Industrial Relations ............................................................................................ 37 Project Management .......................................................................................... 38 Regulatory Compliance ...................................................................................... 39

Interactive Competencies – Managerial competencies .......................................... 40 5.1 Working With People ......................................................................................... 40 5.1.1 Managing Relationships ......................................................................... 40 5.1.2 Customer And Supplier Relationships .................................................... 41 5.1.3 Networking .............................................................................................. 42 5.1.4 Managing Differences ............................................................................. 43 5.1.5 Managing Diversity ................................................................................. 44 5.1.6 Team Skills .............................................................................................. 45 5.1.7 Leadership .............................................................................................. 46 5.2 Managing Processes ......................................................................................... 47 5.2.1 Administrative Skills ................................................................................ 47 5.2.2 Business Communication Skills .............................................................. 49 5.2.3 Change Management ............................................................................. 50 5.2.4 Problem-Solving ..................................................................................... 51 5.2.5 Recruitment ............................................................................................ 52 5.3 Managing Performance and Development ........................................................ 53 5.3.1 Managing Performance .......................................................................... 53 5.3.2 Developing People .................................................................................. 54 5.3.3 Organisational Learning .......................................................................... 55

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Interactive Competencies – Non-managerial Competencies ................................. 57 6.1 Working With People ......................................................................................... 57 6.1.1 Interpersonal Relations ........................................................................... 57 13.1.1.1 Managing Customer and Supplier Relationships ..................... 58 6.1.2 Networking .............................................................................................. 58 6.1.3 Dealing With Conflict .............................................................................. 59 6.1.4 Working With Diversity ............................................................................ 60 6.1.5 Team Skills .............................................................................................. 61 6.1.6 Leadership .............................................................................................. 61 6.2 Business Processes .......................................................................................... 62 6.2.1 Administrative Skills ................................................................................ 62 6.2.2 Business Communication Skills .............................................................. 63 6.2.3 Change Management ............................................................................. 64 6.2.4 Problem-Solving ..................................................................................... 64 6.2.5 Recruitment ............................................................................................ 65 6.3 Performance and Development ......................................................................... 66 6.3.1 Performance Management ..................................................................... 66 6.3.2 Managing Development .......................................................................... 67 Concluding notes ............................................................................................................... 68

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1. Introduction As outlined in the report, BANKSETA initiated the sector skills audit which is also a requirement of the Financial Services Charter. The sector’s interests in the skills profile were represented by the establishment of a project steering committee made up of representatives from each of the participating banks. The purpose of the audit was to establish a profile of scarce skills in the banking sector. Once this profile had been established and compared with the requisite profile, any skills gaps could be identified and appropriate remedial action taken. As discussed in the report, one of the challenges facing the audit team was to achieve consistent generic definitions of the competencies, and in order to do so, a competence menu was developed. This Appendix contains the competence framework and a full catalogue of those competencies which were deemed appropriate for the audit, together with definitions and indicators, designed to provide a level of consistency for the purposes of the audit. The full rationale for the structure and content of the menu is contained in the report and need not be repeated here, but to provide the full context for anyone who may not have had access to the report, the diagram (Figure 1) containing the main elements of the menu is included on the following page. The main elements of the framework are:

Values – Organisation values are those important principles that guide behaviour and culture within the organisation.

Functional Specialist competencies – which refer to the competencies of specialist knowledge and skills relating to a particular work function. This category is underpinned by two broad sub-classifications, namely organisation specific functional competencies and organisation non-specific functional competencies. Organisation specific functional competencies refer to the knowledge and skills required to support the organisation’s unique products, systems and procedures. Organisation non-specific functional competencies refer to those generic competencies that inform specialist knowledge and skills relating to a particular work functions common to all banks, and indeed organisations in other fields. Figure 2 on page 7 provides an overview of functional specialist competencies.

Functional Non-specialist Competencies – refers to the knowledge and skill required to understand those other functions of an organisation in which staff themselves are not employed as specialists. Figure 3 on page 8 provides and overview of functional non-specialist competencies. Interactive Competence – Interactive competence refers to the requisite knowledge and skills for effective interaction with the organisation’s people; in its people management; and in task management systems. This category includes three sub-groups, namely working with people; working with systems; and managing performance and development. Figure 4 on page 9 provides an overview of interactive managerial competencies and Figure 5 on page 10 provides an overview of interactive specialist competencies. The competencies are then listed under the following headings: z Functional Specialist Competencies z Group Management and Support Functions z Functional Non-Specialist Competencies z Interactive Competencies – Management z

Interactive Competencies – Non-Management

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BANKSETA – REPORT ON SECTOR CRITICAL SKILLS AUDIT

APPENDIX A – BANKING SECTOR COMPETENCE FRAMEWORK

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Values

Organisation specific

Organisation non-specific

Specific to the technical nature of a particular type of work

Cognitive based

Note: Definitions are provided for managerial and non-managerial roles.

Skills relating to people and systems

Personality based

Personal competencies

Interactive competencies

Areas such as finance, marketing, HR – areas in which people are required to have a certain level of non-specialist knowledge.

Functional non-specialist competencies

Main Competency Groupings

Competency Menu Overview

Functional specialist competencies

Determined by the organisation

Figure 1

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APPENDIX A – BANKING SECTOR COMPETENCE FRAMEWORK

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Not audited as part of this project z

Information technology skills Analytical ability z Systems development & implementation z PC literacy z Specialist banking system (eg Hogan) z Project management skills z Information management skills z Knowledge management skills

z

Customer interface Selling skills z Communication z Relationship management z Marketing skills z Listening skills z Cross cultural/diversity skills

Specialist financial z Analytical ability z Knowledge of regulatory requirements z Risk management skills z Credit management skills z Derivatives z Capital markets z Equity z Credit assessment skills z Treasury risk management skills z Credit risk management skills

Interactive competencies

z

Business of banking skills Banking process skills z Business acumen z Economic understanding z Business management skills z Business accounting skills z Understanding customer behaviour z Knowledge of banking law z Communication skills

z

End-to-end processing skills Business acumen z System understanding z Process skills z Analytical ability

z

Back office and support skills Process understanding z Risk awareness z Internal customer interface z PC literacy

Financial skills z Analytical skills z Business acumen z Business modelling skills z Scenario planning skills

Organisation non-specific

Functional non-specialist

Competence Menu (1)

Functional Specialist Competencies

Functional Specialist

Organisation specific

Values

Figure 2.

Group management and support functions z IT management z Finance management z Marketing management z Sales management z HR management z HR development z Industrial relations z Regulatory compliance z Engineering/maintenance z Logistics z Property asset management z Property management z Clerks z Catering services z Security services z Travel/Tourism z Transportation z Valuer z Librarian z Business communications

Personal competencies

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Values

Interactive competencies

Commercial contextual understanding Strategy Production management Operations management IT management Finance management Marketing management Sales managemen HR management Industrial relations Project management Regulatory compliance

Functional non-specialist

Competence Menu (2)

Personal competencies

Functional Non-specialist Competencies

Functional Specialist

Figure 3.

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Leadership

Team skills

Managing differences

Managing customer & supplier relationships

Networking

Managing relationships

Recruitment

Problem-solving

Change management

Business communication skills

Administrative skills

Managing processes

Personal competencies

Organisational learning

Managing development

Performance management

Managing performance

Interactive competencies

MANAGERIAL

Functional non-specialist

Competence Menu (3a)

Interactive Competencies – Managerial

Functional Specialist

Managing people

Values

Figure 4.

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APPENDIX A – BANKING SECTOR COMPETENCE FRAMEWORK

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Leadership

Team skills

Managing differences

Managing customer & supplier relationships

Networking

Managing relationships

Recruitment

Problem-solving

Change management

Business communication

Administrative skills

Managing processes

Personal competencies

Managing development

Performance management

Managing performance

Interactive competencies

SPECIALIST

Functional non-specialist

Competence Menu (3b)

Interactive Competencies – Specialist

Functional Specialist

Working with people

Values

Figure 5.

2. Functional specialist competence: Overview Functional specialist competence refers to the degree of specialist knowledge and experience relating to a particular work function. These competencies include the following elements and characteristics: „

Functional specialist competencies are specific to the technical and functional nature of a particular type of work, and are really only required by people doing those tasks. They are therefore identified and managed separately within the relevant technical or functional area of operation.

„

These competencies relate strongly to the qualifications and experience required for the particular type of work. Recognized qualifications may signal threshold (entry level) or differentiating competencies in an area of work.

„

In describing the functional specialist competencies, one needs to consider whether the competence reflects knowledge, skills and experience in relation to: z

Basic concepts (operator/team leader), competence relating to the functional or technical activities of the individual and his/her own tasks in the organisation. This level knowledge, skills and experience reflects an ability to get results through individual or work-team contribution and effort, with a strong focus on quality, compliance and adherence to established standards and procedures. When an obstacle is encountered, the prescribed pathway, and an alternative, are found by applying methods in which the person has been trained.

z

Best practice (manage others/technician), competence relating to the activities and outputs of the work-team or department of which the subject is a member or has accountability. The application of functional knowledge, skills and experience represents active participation and engagement, with ongoing reassessment and development of own skills. It includes displaying professional and productive work practices and the application of the functional expertise required in the position, and a commitment to professional value-adding service provision. In order to complete work, including both the overcoming of obstacles and performing diagnostic accumulation, the person must first consider the situation and work out alternative pathways by which problems might be resolved.

z

Strategic implementation (manager of business unit/specialist), competence relating to the mobilisation of relevant functional concepts and contingencies in the postulation of policies and procedures. This degree of competence is characterized by the optimal competitive positioning of the business unit. Specialist work at this level will have a strategic operational and direction-setting impact on the business unit as a whole. Problem solving at this level requires parallel processing to generate integrated and viable strategic operational pathways.

z

Competitive advantage (enterprise manager/expert), competence relating to the mobilisation of relevant concepts and contingencies in the postulation of organisational strategy and policy, thereby contributing to the optimal competitive positioning of the organisation. This includes taking accountability for the success of others and focuses on output achievement through appropriate resources, as well as strategic and change management. Problem solving at this level requires an understanding of how knowledge changes in the environment are likely to affect the future of the whole organisation.

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Functional Specialist Competence – Definitions 2.1

Specialist Financial Skills Definition: These are skills in the banking industry enabling one to develop and manage specialist financial products in the banking environment. These skills refer to the provision and maintenance of financial products, solutions and services related to the financial wealth of individuals and institutions, with due regard to client profile, business risk and profitability. They include assessing and managing risks.

Specialist knowledge in this aspect of banking includes: „ Analytical ability „ Knowledge of regulatory requirements „ Risk management skills „ Credit management skills „ Derivatives „ Capital markets „ Equity „ Credit assessment skills „ Treasury risk management skills „ Credit risk management

Analytical ability – this deals with: z

The individual’s ability to analyse various sources of data including numerical and verbal. Proficiency in this competence means the individual is able to identify patterns and relationships in causes and effects, and is able to explore issues further for a better understanding of the problem. The person is able to produce multiple solutions to address the problem where this is feasible. In considering the most appropriate solution, he or she is able to bear in mind the bigger picture. Reflection on the suitability of the solution post implementation, is part of this competence.

Knowledge of Regulatory Compliance – which involves the following: z z z z

A knowledge and understanding of the basic compliance framework contained in the Financial Intelligence Centre Act. An understanding of, and the capacity to apply, the legal duties involved in Money Laundering control The capacity to identify and ensure legal compliance with other Acts and regulations applicable to banking The capability to develop and recommend improvements to the regulatory compliance controls and systems of the organisation.

Risk Management Skills – competency in this area includes: z z z

Demonstrable ability to follow banking procedures in resolving a loss. The ability to identify and manage security risks in a banking environment, including risks of various instruments, risk in foreign exchange transactions and insider trading. The capacity to combat risk in respect of hedge, insurance and controls in a trading environment.

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z z z z z

Manage business continuity risks in a banking environment Manage human resource risks in a banking environment Monitor and manage information technology risks Manage physical security risks during branch operations in a banking environment Contribution to the improvement of an organisation risk management and control system

Credit Management Skills – which include the following capabilities: z z z z z z

An understanding of the appropriate legislation governing lending activities, lending instruments and securities used in the lending process An understanding of the debt collection and civil procedures to be followed in the recovery of loans A knowledge of the procedures governing the insolvency of a debtor (individuals, close corporations and companies) A knowledge and understanding of the basics of security for finance Ability to provide banking-related standard credit-based solutions to meet a number of business / individual applications Ability to work with the bank’s credit management procedures

Credit Assessment Skills – these typically include: z

The capacity to obtain, analyse and interpret financial and non-financial information in order to compile and present a credit proposal for assessment and approval

Derivatives – the competencies required in dealing with derivatives include: z z z z z z z z z z

A sound knowledge and understanding of the derivatives markets A knowledge and understanding of derivatives and futures contracting An understanding of the language and application of terms such as long, short, MTM, initial margin, variation margin, open position, close-out and settlement A knowledge and understanding of when futures are bought and sold An understanding of the gearing of futures The ability to define and understand Forward Rate agreements and their application in hedging and speculation An understanding of interest rate swap The capacity to work with options contracts and warrants The ability to work with in-the-money, at-the-money and out-of-the-money options The capacity to interpret media information on options

Capital Markets – the skills required in the field of capital markets include: z z z z z z z

A knowledge and understanding of the role and function of the bond market An understanding of the classification of capital market securities A knowledge and understanding of government retail bonds An appreciation of the process and implications of issuing bonds The capacity to apply the financial measures involved in fixed interest bonds The ability to interpret the success indicators of the bond market The ability to interpret media information on bonds

Equity – in regard to the equity market, competence revolves around the following skills: z z z z z z z

A knowledge and understanding of the stock exchange and its operations An appreciation of the legislative requirements of the JSE A knowledge of the share market and how it works A knowledge of NPL legislation and its application The ability to conduct financial calculations associated with the securities market The ability to interpret the JSE Securities Exchange pages in the media The capacity to interpret important share indices

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z z

The capacity to develop suitable products that meet client needs The ability to integrate market and client knowledge and recommend a financial solution

Treasury risk management skills – these include the follow ing capabilities: z z z z z z z z

A knowledge of the treasury environment in South Africa The ability to follow trading procedures in a treasury Perform administrative functions in the back office of a treasury An appreciation of the fundamental legal requirements when taking in and processing documents for opening and operating a banking account for a Corporate The ability to understand and keep abreast of daily economic market influences on a treasury in a banking environment The capacity to make recommendations on the risk implications of trading within a treasury in a banking environment. A sound knowledge and understanding of the financial aspects of international trade and investment Sufficient understanding of the economic environment to enable the individual to analyse, interpret and compare financial options for the decision-making process

Credit risk management skills – which include the capacity to: z z z z z z

2.2

Demonstrate a knowledge and understanding of the basics of security for finance Identify credit risks when preparing and recommending new proposals in a banking environment Provide a banking-related, standard credit-based solution to meet a small to medium business needs Provide a banking-related standard credit-based solution for an individual banking customer Assess and finalize credit applications Prepare a banking-related business credit proposal for the relevant authority

Customer Interface Skills Definition: These are skills that will deliver effective customer relationships with both internal and external customers. They would include implementing and maintaining processes aimed at expediting the processing of customer queries, problems and transactions. The interactions may be physical, telephonic and/or electronic.

Specialist knowledge in this aspect of banking includes: „

Selling skills

„

Communication

„

Relationship management

„

Marketing skills

„

Listening skills

„

Cross cultural/ diversity skills

Selling Skills – the requisite competencies in this area include: z z

An understanding of the impact of the Code of Banking Practice and Bankers’ rights and duties on Customer Service An understanding of the importance of customers and meeting customer expectations

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z z z z z z z z

A knowledge and understanding of service delivery processes and systems The ability to build customer relations with acceptable service standards A knowledge of acceptable service standards Proficiency in communicating banking product information and providing product support to sales clients The capacity to provide a banking-related standard investment solution to meet a business / individual need The ability to apply direct selling techniques The capability to implement a personal selling strategy to achieve banking-related, targeted results The ability to design, develop, process and sell a financial solution to a business client

Communication in a customer interface context z

Refer to the section on interactive competency skills non-managerial: managing customer and supplier relationships (page 62).

Relationship management – this broad-based competency encompasses the following: z

The ability to listen carefully to what customers tell us and commit to meet their needs, while paying close attention to quality, cost, and providing flexibility and deliverability. It requires an appreciation that satisfied customers are the key focus of any successful company, since they underpin profits and growth, and an understanding that all organisations have both internal and external customers and both need to be taken seriously.

Marketing Skills z

Refer to Functional Non-specialist competencies: Marketing (page 39).

Listening Skills z

Refer to Interactive Competencies Non-managerial: Managing Relationships for this competency (page 62).

Cross cultural / diversity skills z

Refer to Interactive Competencies Non-managerial: Working with diversity for this competency (page 64).

2.3 Information Technology Skills Definition: This includes business analysis and an understanding of how to leverage technology to improve efficiencies. It relates to skills in developing processes and systems to ensure shared learning within the organization. It also includes basic literacy to empower staff to apply technology for improved efficiency. Specialist knowledge in this aspect of IT includes: „ Analytical ability „ Systems development and implementation skills „ PC literacy „ Specialist skills in banking systems (e.g. Hogan) „ Project management skills „ Information management skills „ Knowledge management skills

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Analytical ability – this includes: z

z

The ability to analyse various sources of data including numerical and verbal. The individual is able to identify patterns and relationships in the causes and effect, and explore further for better understanding of the problem. Where applicable, the person is able to produce multiple solutions to address the problem. In considering the most appropriate IT solution, he or she is able to bear in mind the strategic objectives/ business objectives which the IT system will address. Reflection on the suitability of the solution post implementation is part of this competence. The ability to evaluate and interpret end use information requirements

Systems development and implementation skills – this would include: z z z z z z

Competence involving the ability to participate in the analysis process with project team members to scope the project results and problem solution statements Participate in the evaluation of various systems development methodologies The ability to develop and / or modify and adapt systems, hardware configurations and programs to meet business needs Knowledge of computer systems analysis and design concepts, methods, procedures and standards Knowledge of information flow and management environments within a banking context Ability to implement systems taking operational objectives into account

PC literacy – this would cover: z z z z z

The ability to operate a personal computer The ability to use a word processing program The ability to produce spreadsheets The ability to utilise data bases in a business environment The ability to utilise e-mail and access the Internet

Specialist skills in banking systems – these include: z z

A knowledge and application of banking specific systems, including Hogan The ability to integrate customer information, deposits, loans and card processing within multiple channels

Project management skills – this competency encompasses: z

All of the necessary skills and knowledge required to design, resource and run a project successfully. The knowledge areas pertinent to this competency include: project planning; setting up and leading a project team; work breakdown and work flow analysis; programme evaluation and review techniques; network and critical path analysis; resource allocation; time and resource scheduling; cost and time analysis; organisational project structures; project control and reporting mechanisms; role clarification and accountabilities; project budgeting; and a variety of computer assisted project management software applications

Information management systems skills – these include the following: z z z z z

The ability to determine information management system requirements including vision, current objectives and current priorities The ability to clarify the nature and sources of information management required The ability to identify appropriate methods of collection, analysis and disseminating relevant information The capacity to plan appropriate systems for management of information, including allocation of responsibilities and resources The ability to provide appropriate advance communication to system stakeholders

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z z z

Introduce the information system to the workplace in a manner that causes minimal disruption Provide necessary training and support in the system Provide and activate system evaluation on a periodic basis

Knowledge management skills – these include: z z z z z z z z

The ability to plan and implement a knowledge management system Competence at identifying the role of knowledge management in the bank’s operation The ability to scope the knowledge management system The ability to develop the system including the management activities required, human resource requirements, budget requirements and timelines The capacity to negotiate the knowledge management system plan The ability to establish the processes to implement the system The ability to provide the necessary training required to operationalised the system The competence to ensure the system is effective in implementation

2.4 Financial Skills Definition: Financial skills facilitate the ability to proactively provide value-added business advice to achieve financial goals. They include mathematical ability and accounting skills as well as development of scenarios, building of business models and application of systems to enable financial modelling. Specialist knowledge in this aspect of banking includes: „ Analytical ability „ Business acumen „ Business modelling skills „ Scenario planning skills

Analytical ability – this aspect involves: z

The ability to analyse various sources of data including numerical and verbal. The individual is able to identify patterns and relationships in the causes and effect, and is able to explore further for better understanding of the problem. Where possible, the person is able to produce multiple solutions to address the problem. In considering the most appropriate solution, the individual is able to consider the big picture. Reflection on the suitability of the solution post implementation is part of this competence.

Business acumen – this competence involves an: z

Understanding of the bank’s business model (knowledge of the business leverage core competencies for growth and profitability), financial goals; utilising economic, financial and organisation data to build and document a financial solution / product; and using business terminology when communicating with others.

Business modelling skills – this involves the abillity to: z

Analyse, interpret and compare financial options for the business decision-making process using financial techniques and financial mathematics

z

Provide a personal financial advisory service to clients requiring assistance in protection, investment, retirement and estate duty problems

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z

Ability to apply basic investment principles

z

Ability to apply basic principles of taxation

Scenario planning skills – which involve the following capabilities: z

Knowledge and understanding of the various financial risks encountered in the financial services industry

z

Knowledge and understanding of the various financial sectors, products and basic concepts that effect investment service in South Africa

z

An understanding of the context and principles of the corporate financial planning environment with reference to: business entities; business assurance; restraint of trade agreements; and pension benefit and provident funds

2.5 Back Office and Support Skills Definition: These are skills relating to the efficiencies of support staff in terms of business processes, risk awareness, internal customer interface and computer literacy. Specialist knowledge in this aspect of banking includes: „

Process understanding

„

Risk awareness

„

Internal customer interface

„

PC literacy

Process understanding – which involves: z z z z z z z z z z z

Knowledge, understanding and application of the bank’s back office support processes. The ability to adhere to the fundamental legal requirements when taking in and processing documents for opening and operating a bank account for a customer The capacity to effect and finalise instructions to close finance accounts in a banking environment The ability to prepare and finalise finance documentation or safekeeping in a banking environment The ability to scrutinise vouchers for banking-related technical irregularities within a banking environment The capacity to conduct an analysis of a customer’s financial position The ability to process export letters of credit The ability to process Foreign Finance Loans The ability to process requests for cheque books The capacity to transfer and close bank accounts The ability to obtain, analyse and interpret financial and non-financial information in order to compile and present a credit proposal for assessment and approval

Risk awareness – this involves the ability to: z z z z z

Demonstrate and understanding of risk management policy and procedure in note processing Investigate and resolve irregularities on finance records in a banking environment Issue certificates of balances and tax certificate Monitor cash centre reports and accounts Process electronic banking-related reports

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Internal customer interface – which requires that the individual: z

z

Understand the importance of good internal customer relationships Knows and understands the variety of ways in which internal customer relationships can be built Manage conflict that may arise with an internal customer

PC Literacy – this involves the ability to: z z z z z

Operate a personal computer Use word processing Produce spreadsheets Utilise data bases in a business environment Utilise e-mail and access the world wide web

2.6 End-To-End Processing Skills Definition: This relates to an understanding of the business processes as well as a sound understanding of the technology utilised in all processes. Skill in this function of banking includes: „ Systems understanding „ Process skills „ Analytical ability „ Business acumen

Systems understanding – this involves: z z z z z

The ability to understand social and business systems with a view to improving on the way work is processed Ability to understand how the business system / process being studied interacts with other constituents in the system Ability to solve complex problems that involve seeing the ‘bigger picture’ and not the isolated parts Ability to understand how recurring problems can be addressed by understanding all aspects that impact on the system in question Ability to solve problems whose solution is not obvious

Process skills – these focus on: z

An understanding and ability to address systems problems with the following: internet payment solutions; the bank’s business processes; WASP solutions; EMV insurance processes; secure electronic payment architectures

Analytical ability – this deals with the individual’s ability: z

To analyse various sources of data including numerical and verbal. The individual should be able to identify patterns and relationships in the causes and effect, and be able to explore further for better understanding of the problem. Where necessary, the person should be able to produce multiple solutions to address the problem. In considering the most appropriate solution, he/she should be able to bear in mind the big picture. Reflection on the suitability of the solution post implementation is part of this competence.

Business acumen – this involves an: z

Understanding of the bank’s business model (knowledge of the business leverage core competencies for growth and profitability), financial goals; utilising economic, financial

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and organisation data to build and document a financial solution / product; using business terminology when communicating with others.

2.7

Business of Banking Skills Definition: This refers to knowledge and understanding of the banking environment and is critical at all levels of the banking industry.

Specialist knowledge in this aspect of banking includes: „ Banking process skills „ Business acumen „ Economic understanding „ Business management skills „ Business accounting skills „ Understanding customer behaviour „ Knowledge of banking law „ Communication skills

Banking process skills – these include the following capabilities: z z z

z z z z z z

An understanding of the objectives and functions of banking A knowledge of the rights and duties of bankers A knowledge of the stakeholders in the banking environment including the financial services sector, South African monetary authority, private banks, the JSE and other institutions in the financial sector An understanding of the money market and capital market An understanding of the different types of financial risk; the concept of deregulation; and the necessity, purpose and objectives of the Bank’s Act of 1990 An understanding of the various products of the bank An understand the different forms of credit, the principles of lending and different types of security An understand the code of Banking Practice An understanding of the process of establishing, maintaining and closing bank accounts

Business acumen – this covers: z

A sound understanding of the bank’s business model ( including knowledge of the business leverage core competencies for growth and profitability), financial goals; utilising economic, financial and organisation data to build and document a financial solution / product; and using business terminology when communicating with others.

Economic understanding – this includes: z z z z z z z z

A knowledge and understanding of basic economic concepts in the light of historical and current conditions relevant to the banking industry A knowledge of economic functions and who the participants are An understanding of the principles of supply and demand An appreciation of the principle of equilibrium An understanding of basic macroeconomic goals and instruments, the GDP concept and its limitations An understanding of fiscal policy and its objectives An understanding of the money policy, its objectives and monetary policy instruments An understanding of trade, international accounts and exchange rates and its regimes

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z

An understanding of the IMF and the role it plays

Business management skills – these include the capacity to: z z z z z z

Understand the interaction between the bank and its environment, and the basic management functions required to manage a bank. Understand the definition of management Identify and describe the three common levels of management Understand the integrated approach to management in terms of the process approach; the systems approach; and the situation / contingency approach Understand the relevant variables in the macro environment; the market environment; and the internal environment Understand business ethics; management ethics; and social responsibility

Business accounting skills – these cover the ability to: z z z z

Apply and understand accounting and financial statements specific to partnerships, companies and close corporations Apply and understand cost and management accounting principles and their application to manufacturing and service industries Apply historical data and financial statements – evaluating both the organisation and its capacity to fund and invest Apply the basic principles of taxation

Understanding customer behaviour – this includes: z

Ability to maintain various customer relationships through effective selling and service provision as well as and an understanding of consumer behaviour

Knowledge of banking law – this covers the ability to: z z z z z z z z z z

Understand the origins, sources and main divisions of South African law Understand the basic nature of the South African judicial system Know and understand the rights of a banker which flow from the relationship with a customer Understand the definition of a contract and be able to explain the differences of Essentialia, Naturalia and Incidentiala Understand the “contract of sale” Understand the law of negotiable instruments Understand the contracts of letting and hiring Appreciate the law of agency Demonstrate a knowledge of the business law pertaining to partnerships Demonstrate a knowledge of insurance law

Communication skills z

Refer to the section on Interactive competency skills non-managerial: managing customer and supplier relationships (page 61).

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3. Group Management and Support Functions: Overview These are the functions, which do not form part of the core business processes of a bank, but are integral to the smooth functioning of the banking processes. Due to the infrastructure and resources required, as well as the complexity and extent of the systems and processes utilized in the banking sector, specialized management and an effective contribution from various support functions is critical. „

In describing the functional specialist competencies, one needs to consider the context in which they are applied and whether the competence reflects knowledge, skills and experience in relation to: z

Basic concepts (operator/team leader), competence relating to the functional or technical activities of the individual and his/her own tasks in the organisation. At this level, knowledge, skills and experience reflect an ability to get results through individual or work-team contribution and effort, with a strong focus on quality, compliance and adherence to established standards and procedures. When an obstacle is encountered, the prescribed pathway, with an alternative pathway, is established by applying methods which have been predetermined and codified, and in which the individual has been trained.

z

Best practice (manage others/technician), is competence relating to the activities and outputs of the work-team or department of which the subject is a member or for which he/she is responsible. The application of functional knowledge, skills and experience represents active participation and engagement, with ongoing reassessment and development of the individual’s own skills. It includes the display of professional and productive work practices and the application of the functional expertise that is required in the position, as well as a commitment to professional value-adding service provision. In order to complete work, which may include both the overcoming of obstacles and performing diagnostic accumulation, the individual must first consider the situation and independently work out alternative pathways by which the specific problem/s might be resolved.

z

Strategic implementation (manager of business unit/specialist), refers to competence that relates to the mobilisation of relevant functional concepts and contingencies in the postulation of policies and procedures. This degree of competence is characterized by the capacity to identify and achieve, through appropriate management and leadership, the optimal competitive positioning of the business unit. Specialist work at this level will typically have a strategic operational and direction-setting impact on the business unit as a whole. Problem solving at this level requires parallel processing to generate integrated and viable strategic operational pathways.

z

Competitive advantage (enterprise manager/expert), refers to competence that relates to the mobilisation of relevant concepts and contingencies in the postulation of organisational strategy and policy, thereby contributing to the optimal competitive positioning of the organisation. This includes taking accountability for the success of others and focuses on output achievement through appropriate resources, as well as strategic and change management. Problem solving at this level requires an understanding of how knowledge changes in the environment are likely to affect the future of the whole organisation.

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3.1

Information Technology Management Definition & Indicators: Specialist knowledge of this competency requires a detailed understanding of how microprocessor driven systems and networks can be used to enhance operating systems and ultimately competitive advantage. It involves knowledge of software platforms, the management of databases and applications and a clear understanding of how information technologies can be used to support the bank’s strategic goals, within the content of the growing global information infrastructure. It needs to focus on systems which help various functions to perform their specialised tasks (such as a sales system which records sales and prepares invoices) but more importantly for the specialist it needs to generate the multidisciplinary management information which is needed to build and sustain competitive advantage. This requires the necessary understanding to link functional operating systems and synthesize their information in a way, which serves the competitive strategy of the bank. It requires a continually updated understanding of constantly evolving new IT capabilities and applications as well as the ability to use IT to manage knowledge and exploit the bank’s intellectual capital. IT specialists need to be able to make recommendations pertaining to innovations which can enhance productivity and must constantly scan the environment for best practice in this domain in order to integrate corporate IT architecture.

3.2 Finance Management Definition & Indicators: Specialist knowledge of finance lies at the centre of all management operations and underpins the operational, strategic and risk management decisions taken by the bank. Specialist competence in this domain involves an in-depth understanding of how to set financial criteria for capital investment decisions, expertise in choosing the most appropriate capital structure as well as skill in managing liquidity. This competency also needs an understanding of standard accounting practices and insights into the minimising of corporate tax. The individual would demonstrate the capacity to make informed decisions about capital investment, which together with projections of cash flow arising from operations, determines the net amount of finance required over a planning period to meet planned cash deficits and ensure appropriate margins. It involves understanding the determinants of corporate value and provides a rational basis for management decision – making relating to cost, volume and price relationships, investment ratios, shareholder value added and acquisition analysis. Other areas of knowledge and experience pertinent to this competency include asset management and financial reporting in line with established forms of governance.

3.3 Marketing Management Definition & Indicators: Specialist knowledge of this competency involves understanding how the bank brands itself and markets its products and services. This requires insight into the strategic positioning of the bank in relation to its customers, a highly refined communication capability and sensitivity to current customer needs, as well as reliable forecasts of (continued)

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future trends in this domain. Increasing price competition and an expanding range of customer services mean that marketing specialists need to cope with constant change and adapt their strategies to keep abreast with it. They need to know how to manage brands by creating and sustaining perceived consumer value, improving cost structures and pruning weakly branded products and services from their repertoire. They need to demonstrate skills in relationship marketing which involves managing a network of relationships between the brand and its customers and other stakeholders. They need to know how to manage brand equity through growing the intangible asset associated with the brand by developing and implementing brand strategies and launching new product initiatives.

3.4 Human Resource Management Definition & Indicators: This competency focuses on the knowledge and skills required to manage the human assets of the bank in a way which maximises their contribution to sustainable competitive advantage. In order to do this the HR specialist needs a thorough understanding of the business strategy, how the bank makes money and achieves its strategic goals, the technological processes involved as well as the organisational capabilities of its people. It requires knowledge of HR best Practice relating to staffing, development, reward systems, talent management, performance management, succession planning, career management, personal planning, employment equity and other transformational issues. In the South African context the management of HIV/ AIDS also assumes prominence. HR management activities need to focus on systems which link business strategy to performance in a manner that aligns individual and team contributions to strategic intent. Other key areas of knowledge and skill include the management of corporate change and a concern for employee wellness. HR management specialists also need influencing skills to sell their practices to line managers.

3.5 Human Resource Development Definition & Indicators: HRD involves the understanding of how people learn and develop. Competence in this area includes the knowledge and ability to: assess learning needs; develop measurable objectives for meeting the learning needs; understand the learning and change process; design the learning experience; employ multiple learning stimuli; serve as a facilitator; evaluate the impact of the learning experience; and help others to learn how to learn. New developments include the ability to contribute to the strategic process of the organisation by demonstrating strategic awareness; diagnostic capability: the ability to offer specialist guidance methods of skills enhancement and learning processes; and influencing skill: the ability to exert influence within the organisation to manage the learning.

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3.6

Regulatory Compliance Definition & Indicators: At a basic level this involves knowledge of the compliant and organisationallymandated procedures for discharging all aspects of the function in question that are governed by legislation and/or regulations, and the ability to implement these. At the next level the competence involves a knowledge of the legislation and/or regulations applicable to the function in question and an understanding of how compliance is assured through organisationally-mandated procedures for discharging all aspects of the function in question. At progressively higher level, it involves the ability to evolve and implement either/both organisationally-mandated procedures and/or ad hoc procedures for discharging all aspects of the function in question governed by legislation and/or regulations. At a still higher level it deals with the ability to interact effectively with the legislator/ regulator to assure that legislation and/or regulation can be effectively and sustainably implemented in both operable organisationally-mandated procedures and operable ad hoc procedures for discharging applicable aspects of the function in question. At the highest level it requires the ability to interact effectively with the legislator/ regulator to assure that legislation and/or regulation is enacted such that resultant organisationally-mandated procedures and ad hoc procedures will ideally be conducive to and at least will be compatible strategic objectives ideally at organisational but at least at functional level.

3.7

Logistics Definition & Indicators: This competency involves the knowledge and skills required to establish systems for the selection and sourcing of supply requirements in a manner which reflects the bargaining power of the bank. It involves the determination of resource needs for purchasing and supply with the participation of organisational users. This should reflect the strategic goals of the bank and should maximise the cost/benefit advantage using sound procurement practices that rely on securing technical specifications from end users and sourcing supplies or sources with the essential performance parameters at minimum cost. Knowledge of acceptance criteria as defined in specifications and standards is required in order to ensure that conformance to requirements is measurable and deliverable. This competency also involves the establishment of supplier evaluation systems and procedures in order to identify the suitability and capacity of potential suppliers to meet the organisation’s needs and satisfy its selection criteria. In the South African context, knowledge of equality related legal requirements that affect procurement practices is important.

3.8 Sales Management Definition & Indicators: Specialist competence in this domain involves the design and implementation of sales management systems which interface with marketing information systems in order to facilitate customer relationship management. Knowledge areas pertinent to this (continued)

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competency include: generating and sustaining leads, managing sales consultants, sales force automation, sales force management, sales automation, sales forecasting, negotiating sales, delivering sales presentations and tracking and reporting sales. This competency also requires the ability to manage the key interfaces and relationships between sales and marketing and other company functions. It also involves the ability to align the sales organisation and its processes with the strategic direction of the bank, in an integrated process to deliver customer value. Other areas of expertise involve understanding the sources of superior sales performance and the utilisation of key account managers to promote customer relationship management.

3.9 Security Services Definition: Competence in this aspect of the bank’s performance includes ability to apply knowledge, skills and workplace experience in order to provide general security services that fall within the required legal framework, and to maintain a safe and secure environment. The skills and knowledge required for effective security include: „ Protection of premises and assets under all conditions „ Use of and maintenance of security equipment „ Effecting a lawful citizen’s arrest „ Ensuring asset protection through access and egress control „ Safe and secure escorting of the Bank’s VIP visitors, assets and people „ Knowledge of legislation including NKP Act, OSH Act and other relevant security legislation z Control and effective use of firearms z Knowledge of the Bank’s security procedures including Vault management, cash management and security control room procedures z Effective conducting of investigations.

3.10 Engineering and Maintenance Definition: Competence in this aspect of the bank’s performance includes ability to apply knowledge, skills and workplace experience in order to ensure the effective operation of the Bank’s mechanical and electronic machinery. The availability of the Bank’s utilities such as civil and electrical infrastructure is also a part of this competence. The skills and knowledge required for effective engineering services include: „ Knowledge and ability to carry out effective electrical installation and maintenance of all of the Bank’s services „ Knowledge and ability to ensure effective availability of all electronic services required within the Bank’s environment „ Recognise the requirements of routine maintenance and ability to work within the Bank’s planned maintenance systems „ Knowledge and application of the OHS Act „ Knowledge of relevant SABS standards „ Compliance with General Machinery Regulation 2.1

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3.11 Property Asset Management Definition & Indicators: This competency refers to the ability to influence and advise on the maximisation of the bank and its client base with regard to investment decisions in the property market. Competence in this area includes knowledge and experience in the value of property; property law and legislation; property finances; conveyance and title deeds; property economics; marketing of property; property tax and VAT; and building contracts.

3.12 Property Management Definition & Indicators: This competency refers to knowledge and experience in the application of property management including property rental agreements; collections; administration; maintenance of property; leasing; letting renewals; account payment; and budget control.

3.13 Valuer Definition & Indicators: Competence in this aspect of banking service includes the knowledge and ability to determine the value of fixed property; provide reports on the value of real or limited rights in land; a thorough knowledge and understanding of the interacting influences that create, maintain or diminish the value of property rights within. The competency includes the ability to interpret market forces that determine property value. The valuer’s service should extend to commercial, industrial, residential, agricultural and special use property.

3.14 Industrial Relations Definition & Indicators: This competency involves the regulation of the relationships between management and labour within the context of the legal framework provided by the Labour Relations Act and other key legislation regulating conditions of employment. It involves the ability to handle grievances and disciplinary hearings or participate effectively in them. It encompasses knowledge of significant legal issues, the skill of negotiating agreements; and issues relating to retrenchments and wage negotiations.

3.15 Travel and Tourism Definition & Indicators: Competence in this aspect of the bank’s service includes knowledge of the world’s geography; travel policies and procedures within the company; travel arrangements; international travel requirements; safety and health requirements as they relate to travel; legislation governing travel locally and internationally; travel budgeting and reconciliation of accounts; and foreign currency procedures.

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3.16

Librarian

Definition & Indicators: Competence in this aspect of a bank’s service includes the following: z Knowledge and experience of the library environment z The ability to catalogue and manage all library resources z Appropriate knowledge and experience to operate all library equipment including personal computer, CDROM burner, and slide scanners. z Knowledge in the application of knowledge management to safeguard the Bank’s resources. z Knowledge and experience in the application of the appropriate research methodologies.

3.17

Catering Services

Definition & Indicators: Competence in this aspect of a bank’s service includes the following: z The ability to maintain hygiene within the food service area including knowledge of bacteria and their management z Knowledge and ability to meet all safety regulations within the Bank’s catering service areas z Ability to prepare and present appropriate food service z Demonstrated knowledge of hygienic food storage z The ability to practice safe working procedures z Demonstrated knowledge of pest control

3.18

Transportation

Definition & Indicators: The skills and knowledge required for effective driving service include: z Demonstrated knowledge of human risk factors in terms of self-management strategy for a driver z Demonstrated knowledge and application of compliance with safety risk management associated with carrying passengers z Operate a combination of vehicles that make up the category of licence which the licence holder carries z Demonstrate knowledge and ability to read maps z Ability to check vehicle against road worthy compliance

3.19

Business Communications

Definition & Indicators: Competence is this aspect of the Bank’s service includes the following: z Knowledge and experience of the Bank’s communication strategies. z Knowledge and experience of the media relevant to the banking environment. z Ability to profile the media. Competence includes identifying media organisations relevant to the Bank’s communications and are classified in terms of type of (continued)

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z z

z z

medium, and where applicable ownership. Further classification will include performance, exposure, standing among the public and sector track record. Media timelines are identified. Knowledge and experience in the application of excellent language skills. Ability to develop and maintain media relationships. Competence includes ability to establish relationships with individuals and media and to retain these relationships for the effective communication of the bank’s communication strategies. Ability to contribute towards the development of the bank’s communication strategy. Knowledge and experience of the principles and practices of marketing, publishing and public relations management.

3.20 Clerical Work Definition: z

Clerks record, organise, store, compute and retrieve information related to the work in question, and perform a number of clerical duties especially in connection with money-handling operations, travel arrangements, requests for information, and appointments.

z

Tasks performed by clerks usually include: stenography, typing, and operating word processors and other office machines; entering data into computers; carrying out secretarial duties; recording and computing numerical data; keeping records relating to stocks, production and transport; keeping records relating to passenger and freight transport; carrying out clerical duties in libraries; filing documents; carrying out duties in connection with mail services; preparing and checking material for printing; writing on behalf of illiterate persons; performing money-handling operations; dealing with travel arrangements; supplying information requested by clients and making appointments; operating a telephone switchboard. Supervision of other workers may be included.

Examples include: Bookkeepers, Data Capture Clerks, Tax clerks, Secretarial staff and typists, Receptionists, Cashiers/Tellers, Switchboard Operators, Administrative Assistants, Administrative Clerks, Filing Clerks, Post room Clerks, Printing assistants. The competencies required by clerks include both generic and specialist skills depending on the type of work they perform. In the banking sector they are broadly classified in the following five categories:

A

Frontline clerks (Including tellers, enquiry clerks and other frontline clerks) z z z z z z z z

Interact face-to-face with customers in order to provide information about their accounts Provide information about the procedures relating to services provided Record data pertaining to customer transactions Provide product information to customers Demonstrate knowledge of the bank’s standard procedures and methods (systems) Demonstrate abilities to input data and use word processing skills Demonstrate oral and written communication skills in order to answer calls, refer enquiries and provide routine information. Meet deadlines to maintain workflow and keep customers satisfied.

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B

Back office and processing centre clerks (including data capturers, filing clerks and other administrative clerks) z z z z z z z

C

Head office clerks and research clerks z

z z z z z z z

D

Demonstrate familiarity with software systems and applications in order to produce spreadsheets, charts, tables, memo’s, reports and other material quickly and accurately Provide information to internal customers and branches Organise events such as presentations, awards, special occasions and ceremonies. Demonstrate knowledge of the bank’s procedures, systems and protocols Communicate orally and in writing with internal and external customers Prepare and check correspondence to branches. Keep records relating to customer information Make travel arrangements and demonstrate knowledge of company procedures in this regard.

Secretarial staff and typists z z z z z z z

E

Input data using word processing skills Demonstrate an understanding of standard bank procedures and systems Generate tables, charts, memos, reports and other correspondence accurately and to deadlines. Demonstrate ability to work with standard software systems and applications specifically to record and compute numerical data. Supply information requested by clients and internal customers Respond timeously to requests for information Compute and retrieve information relating to customer accounts.

Demonstrate knowledge of functional areas and their standard operating procedures Show ability to organise travel arrangements Demonstrate the ability to take concise and accurate minutes at meetings. Demonstrate the ability to use software systems and applications in order to produce slides, presentation packs, charts, reports etc as required by management Schedule meetings and demonstrate the ability to manage the diary of one’s manager Demonstrate the ability to liase between one’s manager and internal/external customers. Demonstrate the ability to organise workflow to meet deadlines

Other clerical employees z z z z z z

Demonstrate computer skills appropriate to operate on-line systems and company applications Demonstrate the ability to gather information from diverse sources and present this information in an accessible manner The ability to record and compute numerical data and present findings and trends Demonstrate the ability to keep records relating to operating issues Demonstrate the ability to carry out general clerical support duties such as arranging travel plans and performing money-handling operations. Dem,onstrate the ability to make appointments, respond to requests for information and organise meetings.

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4 Functional Non-Specialist Competence: Overview „

Functional non-specialist competencies refers to areas such as finance, marketing, human resources and industrial relations, which people need to know a certain amount about, but do not need to be expert at. They cover the same domains as the specialist competencies, but in a generic, or broader sense. For example, an accountant’s grasp of finance needs to be at a specialist level, whereas an HR manager may only need a basic understanding of financial principles.

„

These competencies may be acquired through the pursuit of additional/ supplementary educational qualifications, to support one’s technical or functional contribution. Knowledge and skills in these areas are often, however, acquired informally, and form part of the experience and exposure one is party to. Competence in these areas may be invaluable in enhancing one’s overall contribution to the business.

„

In describing the functional specialist competencies, one needs to consider whether the competence reflects knowledge, skills and experience in relation to:

„

Basic concepts (operator/team leader), competence relating to the functional or technical activities of the individual and his/her own tasks in the organization. This level knowledge, skills and experience reflects an ability to get results through individual or work-team contribution and effort, with a strong focus on quality, compliance and adherence to established standards and procedures. When an obstacle is encountered, the prescribed pathway, with an alternative partway, is found by applying methods in which the person has been trained.

„

Best practice (manage others/technician), competence relating to the activities and outputs of the work-team or department for which the subject is a member of, or responsible for. The application of functional knowledge, skills and experience represents active participation and engagement, with ongoing reassessment and development of own skills. It includes displaying professional and productive work practices and the application of the functional expertise required in the position, and a commitment to professional valueadding service provision. In order to complete work, including both the overcoming of obstacles and performing diagnostic accumulation, the person must first consider the situation and work out alternative pathways by which problems might be resolved.

„

Strategic implementation (manager of business unit/specialist), competence relating to the mobilisation of relevant functional concepts and contingencies in the postulation of policies and procedures. This degree of competence is characterized by the optimal competitive positioning of the business unit. Specialist work at this level will have a strategic operational and direction setting impact on the business unit as a whole. Problem solving at this level requires parallel processing to generate integrated and viable strategic operational pathways.

„

Competitive advantage (enterprise manager/expert), competence relating to the mobilisation of relevant concepts and contingencies in the postulation of organisational strategy and policy, thereby contributing to the optimal competitive positioning of the organisation. This includes taking accountability for the success of others and focuses on output achievement through appropriate resources, as well as strategic and change management. Problem solving at this level requires an understanding of how knowledge changes in the environment are likely to affect the future of the whole organisation.

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4. Functional Non-specialist Competencies 4.1 Commercial / Contextual Understanding Definition: This involves a general understanding of the socio-economic environment as well as an appreciation for what it takes to be effective in this environment. It includes political insight as well as skill in interpreting national operating cultures. It encompasses a sense of what is local and what is international and within the South African context it involves understanding the government’s economic strategy trans- formation and equity initiatives and the legal requirements which underpin these processes. Social issues such as HIV/AIDS and it’s impact on the workplace are also relevant to this competency. This competency enables managers to contextualise their roles and apply their insights to managerial decision-making

Basic Concept (operator/team leader) The individual should have a sound knowledge of the socio-economic forces, which affect his/ her work and daily activities. This includes an understanding of how these impact on the work of the team and the ability to align the team accordingly through sustained communication.

Best Practice (manage others/technician) This includes the ability to demonstrate an appreciation of how external, socio-economic and politico-legal forces impact on the work and on the functioning of the specific team/department. The individual should be equipped to investigate current best practice and apply it in the execution of the work.

Strategic Implementation (manage business unit/professional) This involves the demonstrated ability to scan the business environment for socio-economic forces, which might impact on the business unit, and the capacity to keep track of trends and technologies.

Competitive Advantage (manage organisation/expert) Competence in this area requires the capacity to display an understanding of the social and economic context with an industry-wide focus in a manner, which is consistent with the bank’s competitive advantage.

4.2

Strategy Definition: Strategy describes how the organisation intends to compete and analyses the approach that will be used to achieve objectives. Strategy is based on a sound knowledge of the environment and the potential opportunities inherent in it. It involves understanding how the organisation’s core competencies could be turned into competitive advantage. Competence in this area requires an understanding of the market and competitors, with their relative strengths and weaknesses, as well as how the organisation might best utilise available resources in order to achieve its strategic intent. It requires the capacity to engage with current and future customer needs and attempt to shape the market to best advantage. This includes awareness of emerging strategies and a clear sense of how the organisation could best sustain and improve profitability.

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Basic Concept (operator/team leader) Competence requires the ability to demonstrate a clear grasp of the organisation’s corporate strategy inasmuch as it affects the individual’s work, and the capacity to use an understanding of the strategy to inform the direction of the team or the individual’s own work in line with the organisation’s mission.

Best Practice (manage others/technician) A competent individual at this level will be able to understand the strategic issues and explain and interpret these issues to managers who need to align their efforts with business plans.

Strategic Implementation (manage business unit/professional) The individual will be involved in formulating strategy at business unit level and be able to explain and justify the basis of the organisation’s strategic intent.

Competitive Advantage (manage organisation/expert) To demonstrate competence the individual should be proficient at formulating strategic policy at an industry-wide level and in positioning the whole enterprise in order to maximise its competitiveness.

4.3

Production Management Definition: This competency involves knowledge of production systems and insight into how to maximise throughput. This would include areas such as planning, setting up and running production facilities; planning layout and location; inventory and quality control; assembly line and batch production design; ergonomics and job design; work methods and measurement; and network and production planning. Key drivers in this domain are quality, cost, flexibility, speed, reliability and service. Innovation areas for this competency include knowledge of cellular manufacturing; IT applications in mechanisation and manufacturing; mixed batch production; inventory management and reengineering production.

Basic Concept (operator/team leader) Competence requires a clear grasp of the requisite production accountabilities and an understanding of what is required in order to maximise throughput of the team. The individual requires a clear sense of our team’s contribution to the value chain and can explain what needs to be done, to the team.

Best Practice (manage others/technician) At this level competence involves an understanding of the latest trends in production management and the ability to translate these into best practice when interpreting production issues personally and for the managers who report to the individual.

Strategic Implementation (manage business unit/professional) This requires a sound knowledge of how current best practice and new ideas in the sphere of production management can be used more effectively within the company’s corporate strategy to achieve our goals.

Competitive Advantage (manage organisation/expert) The individual should demonstrate sufficient understanding of how production management theory and practice could contribute to competitive positioning in order to deliberate at an industry-wide level of complexity.

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4.4

Operations Management Definition: This competency focuses on the skills needed to design, set-up and run operations. (It’s domain of knowledge overlaps to some extent with production management). Elements included in this competency would be: operational strategy; benchmarking of operations; operations planning and scheduling; scalable labour force management; world class operations management; inventory management, work scheduling; and IT applications such as forecasting and simulations. It would include knowledge of the structure and functioning of cross-functional teams and integrative understanding of how they contribute in implementing strategy.

Basic Concept (operator/team leader) Competence requires a clear sense of how the individual contributes to production in the dayto-day operations of the team and the capacity to mobilise the team and direct its efforts towards maximising throughput.

Best Practice (manage others/technician) This involves the capacity to establish best operating practices throughout a department by identifying and extracting the most useful aspects from the latest operational technology and systems and incorporating them into the existing operating systems.

Strategic Implementation (manage business unit/professional) Competence involves the display of adequate understanding of operations management theory and practice to participate effectively in multidisciplinary operational strategy and policy at organisational level.

Competitive Advantage (manage organisation/expert) At this level competence requires an appropriate understanding of operations management and its context to contribute to industry-level deliberations concerning operational strategy and competitive advantage.

4.5

Information Technology Management Definition: This competency requires an understanding of microprocessor driven information systems and the mechanisms and technologies which underpin them including hardware; software; networks; databases; e-mail; bar coding; the internet; scanning; and a knowledge of trends in information technology. It needs to be driven by the need for good management information. Cross-functional knowledge of corporate IT architecture needs to be cultivated in order to integrate IT systems across the value chain. Given the rapid rate of innovation in this arena, the person needs to learn continuously and scan the field for new developments in order to gain competitive advantage. Information systems management lies at the heart of the move to a knowledge based economy, which is rooted in intellectual capital.

Basic Concept (operator/ team leader) I am able to apply a sound knowledge of information systems technology in order to discharge my role efficiently and can use these skills to integrate the team’s effects into the organisations wider information network.

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Best Practice (manage others/technician) Competence requires the ability to contribute to optimal information systems operation, throughout a department by incorporating the necessary inputs and developing the appropriate procedures.

Strategic Implementation (manage business unit/professional) The competent individual will display a dynamic interest in the continually developing IT sector and be equipped to make well researched and reasoned recommendations at organisational level on appropriate systems.

Competitive Advantage (manage organisation/expert) At this level competence involves a detailed knowledge of how innovations in the IT field can be used to leverage competitive advantage at an industry wide level of engagement.

4.6

Finance Management Definition: This competency requires knowledge in the following areas: management accounting; budgeting; cost-benefit analysis; financial analysis; financial accounting; return on assets managed; risk and return ratios; and capital structure and leverage. In a cross functional context it involves the ability to understand and interact with finance specialists and stay abreast of new developments in the field which might be implemented with implications for a department.

Basic Concept (operator/team leader) Competence requires the ability to understand the financial results of the individual’s own contribution and that of the team, and the capacity to implement financial initiatives such as cost reduction exercises when required to

Best Practice (manage others/technician) This requires an appropriate understanding of the financial context and results of a department to establish best practice financial operating procedures in this regard.

Strategic Implementation (manage business unit/professional) Competence involves a suitably detailed understanding of financial analysis and accounting to contribute at multidisciplinary level with an organisational focus. The person should be able to assist in reviewing, selecting and building the latest developments into company practice.

Competitive Advantage (manage organisation/expert) At this level the individual should be able to contribute meaningfully at organisation and industry wide deliberations about how to use financial systems to increase competitive advantage.

4.7

Marketing Management Definition: This competency involves an appropriately detailed understanding of how a bank markets its products and services in order to align individual contribution to achieve the goals of marketing strategies. Marketing involves engaging clients in a way which publicises the products and services which the bank offers, while building the brand. (continued)

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Knowledge areas within this competency include: strategic building, industrial marketing; brand building; market research; market segmentation; consumer behaviour; and strategies relating to advertising, distribution sales and pricing.

Basic Concept (operator/team leader) A competent individual would be aware of the bank’s marketing strategy and able to align his or her own efforts and those of their team with the strategic goals. They would also need to understand how the products and services, which they deliver to the public, are marketed.

Best Practice (manage others/technician) Competence involves the ability to align the efforts of a department with the marketing strategy of the unit and the branding of the bank and to establish values, which will support these.

Strategic Implementation (manage business unit/professional) At this level, competence requires appropriate insight into marketing to participate in multidisciplinary meetings which focus on marketing issues and the ability to contribute to the marketing strategy at organisational level.

Competitive Advantage (manage organisation/expert) The individual needs to understand marketing issues at an industry-wide level and have the capacity to contribute to the formulation of the policies and goals required to achieve marketing’s promise to the client.

4.8

Sales Management Definition: This competency involves knowledge of sales and the selling of products and services to customers. It encompasses: the formulation of sales policies; the coordination of sales with marketing and advertising to build and exploit the brand; relationship selling; distribution networks; selling skills; measuring sales trends; forecasting; telesales; internet sales and selling; database marketing; customer service initiatives; customer loyalties; culture pitching and ethics. Sale’s links to other functional departments further upstream in the value chain need to be clearly understood in order to increase total throughput and maximise alignment.

Basic Concept (operator/team leader) Competent individuals understand how their contributions need to be aligned with sales in order to maximise profitability and will be equipped to align the team’s efforts to achieve this goal.

Best Practice (manage others/technician) This involves a suitably detailed understanding of sales to be able to incorporate best practice ideas from the discipline where appropriate and align a department’s efforts to add value to sales.

Strategic Implementation (manage business unit/professional) The individual needs to understand enough about sales strategies to guide implementation of sales strategies at an organisation wide level. This needs to be done with a full appreciation of emerging trends and technologies, and how these could impact on the process.

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Competitive Advantage (manage organisation/expert) Competence requires the ability to contribute meaningfully to deliberations at industry-wide level on sales strategies and the formulation and implementation action plans to realise sales those strategies.

4.9

Human Resource Management Definition: This competency involves managing the human assets of the organisation and maximising their contribution to the sustainable competitive advantage of the enterprise. Key knowledge areas include: recruitment and selection; training and development; manpower planning; talent management; performance management; succession planning and career management; personnel administration; and the role of HR as a strategic partner focusing on commitment and alignment of goals. Other areas of involvement include knowledge relating to the management of HIV/ AIDS in the workplace; performance-related pay; employment equity and transformational issues.

Basic Concept (operator/team leader) The individual needs to understand and comply with all the HR policies and procedures, which impact upon the role and the ability to mobilise a team to build capacity and help align the group’s efforts.

Best Practice (manage others/technician) This involves an understading of the current best practice relating to human resource management and the ability to use HR systems to align the department’s contribution to the strategic aims of the organisation.

Strategic Implementation (manage business unit/professional) Competence requires constantly improving knowledge of HR systems and practice so as to contribute optimally to managing human resources at an organisation wide level in order to improve the organisation’s overall performance.

Competitive Advantage (manage organisation/expert) This involves constantly scanning for new benchmarks to apply in the optimal management of human assets and an active involvement in the development of talent for the industry.

4.10

Industrial Relations

Definition: This competency involves the regulation of the relationships between management and labour within the context of the legal framework provided by the Labour Relations Act and other key legislation regulating conditions of employment. It involves the ability to handle grievances and disciplinary hearings or participate effectively in them. It encompasses knowledge of significant legal issues, the skill of negotiating agreements; and issues relating to retrenchments and wage negotiations.

Basic Concept (operator/team leader) Competence involves a suitably detailed understanding of the legal framework and procedures relating to industrial relations to contribute effectively to processes at a team level.

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Best Practice (manage others/technician) The individual needs to understand the domain of industrial relations well and the ability to apply best practice to the operations of a department in order to manage labour relations issues at this level.

Strategic Implementation (manage business unit/professional) This involves appropriate operational knowledge of industrial relations to participate in policy deliberations at an organisational level in order to reduce problems and maximise organisational performance. It also requires the capacity to scan new trends and technologies, and identify and implement those which will add value.

Competitive Advantage (manage organisation/expert) Competence requires appropriate knowledge of industrial relations management to contribute to deliberations at an industry level in order to maximise the performance of the organisation and maintain collaborative values.

4.11

Project Management

Definition: This competency encompasses all of the necessary skills and knowledge required to design, resource and run a project successfully. Knowledge areas pertinent to this competency include: project planning; setting up and leading a project team; work breakdown and work flow analysis; programme evaluation and review techniques; network and critical path analysis; resource allocation; time and resource scheduling; cost and time analysis; organisational project structures; project control and reporting mechanisms; role clarification and accountabilities; project budgeting; and a variety of computer assisted project management software applications.

Basic Concept (operator / team leader) Competence requires a suitable understanding of project management principles to participate in and contribute to the project outputs and the ability to align a work team to support them.

Best Practice (manage others / technician) The ability to apply the principles of project management to the design, resourcing and running of project teams involving other managers and multidisciplinary inputs.

Strategic Implementation (manage business unit / professional) This involves appropriate operational experience of project teams to be able to design, resource and run projects at an organisation-wide level in order to progress strategic implementation. It requires the capacity to identify and deploy new trends and technologies where appropriate.

Competitive Advantage (manage organisation / expert) Competence requires that the individual have sufficient operational knowledge and experience to design, resource and run multi-disciplinary project teams at an industry-wide level of involvement in order to enhance competitive advantage.

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4.12

Regulatory Compliance

Definition: This competency encompasses knowledge and understanding of the basic compliance framework in the Financial Intelligence Centre Act. The understanding and application of the legal duties and obligations in respect of Money Laundering control. Identification of, and legal compliance of other Acts and regulations applicable to banking. Recommendations on the improvements to the regulatory compliance control and systems of the organisation will form part of this competency.

Basic Concept (operator/team leader) This involves a sound knowledge of the existing regulatory issues relating to the individual’s activities, to ensure adequate understanding of the factors affecting his or her own tasks in the organisation.

Best Practice (manage others/technician) The individual should be able to demonstrate an insight into the way that legislation and compliance requirements can affect the organisation’s policies and procedures, and thus contribute to establishment of best operating practice throughout a department.

Strategic Implementation (manage business unit/professional) The involves the ability to demonstrate an understanding of regulatory compliance at group and industry level in order to contribute to the optimal competitive positioning of the organisation.

Competitive Advantage (manage organisation/expert) Competence at this level requires the ability to demonstrate a sound knowledge of legislation and compliance requirements in developing organisational strategy and policy to enhance the competitiveness of the organisation.

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5

Interactive Competencies – Managerial competencies

5.1

Working With People

5.1.1 Managing Relationships Definition: Managing interpersonal relationships involves the skill of setting up and sustaining constructive relationships with the people one interacts with in the work context. It involves cultivating sensitivity to the perceptions and feelings of others and being accountable for maintaining morale at an individual, team and organisational level. Managing interpersonal relations is underpinned by an assertive interactive style, which avoids the pitfalls of passivity and aggression while upholding the basic rights of all interacting parties. Interpersonal effectiveness is leveraged to influence the performance of others. Where relationships are threatened or disrupted this competency extends to the skill of repairing relationships by facilitating mediation amongst the people involved. In short managing relationships involves the ability to establish, maintain and enhance the quality of relationships with the key stakeholders of a role.

Team leader/supervisor z z z z z z z

Builds a positive interpersonal climate in the team. Acts as a link between the team and its stakeholders/customers to maintain a positive climate. Intervenes to establish positive interpersonal relationships where these are threatened. Uses interpersonal effectiveness to positively influence the team. Takes into consideration the perspectives and diverse views of others before taking decisions Recognises the need to treat others with respect and acknowledges people’s intrinsic worth in order to enhance commitment. Builds relationships with customers and suppliers.

Manages managers/departments z z

Sets standards and an example of interpersonal relations in practice. Provides direction and guidelines for relationships within and across functions to ensure the organisation’s public image and customer focus are maintained and improved.

Manages business unit z z z z z z

Sets an example of positive interpersonal relations consistent with corporate image and generates organisation-wide policy for enhancing corporate citizenship. Acts as a figurehead or role model for the organisation as a whole. Builds relationships with all stakeholders of the role and updates them on developments. Establishes rapid rapport when meeting new people. Adapts his/her approach to relationships to the needs of the situation and deals constructively with difficult people. Is accessible to stakeholders and willing to arrange meetings or consultations to meet their needs.

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Manages Organisation z z z z z z z z z

Develops relationship with other key role players and stakeholder in a manner that reflects group level and industry interests. Involves liaising with the public in a figurehead role. Builds and sustains a network of formal and informal contracts in Order to get things done and obtain relevant information. Recognises and values the importance of diverse views and builds Relationships with a diverse set of people. Leverage relationships to enhance business effectiveness. Facilitate consensus and collaboration Across their network in order to grow relationships on the basis of mutual respect and integrity.

5.1.2 Customer and Supplier Relationships Definition: This competency is the cornerstone of business success. It involves listening to customers, identifying their needs, meeting or exceeding their expectations and anticipating future trends in this regard. It requires alignment of the organisation’s value proposition with what customers wants rather than producing what the organisation wants. This competency requires that employees listen carefully to what customers tell them and commit themselves to meet those needs with close attention to quality, cost, flexibility and deliverability. All organisations have both internal and external customers and both need to be taken seriously. Supplier relations are also central to competitive advantage, particularly in situations where inventory is kept to a minimum in order to reduce costs. Where suppliers need to conform to just-in-time standards, the establishing and sustaining of customer relations assumes heightened importance.

Team leader / supervisor Providing customer service as a first line manager relates to the provision of customer service in accordance with the organisational mission by all members of a work-team, adding value wherever it is cost-effective to do so by exceeding customer expectations. The focus is on efficient delivery and continuation of service. Other requirements are: z Establishing good relationships with suppliers and keeping them informed of needs and quality issues. z Collecting feedback on customer satisfaction and continuously improving team performance z Managing short term supplier relationships and stock levels z Delivering on customer pledges, on time and at the right quality.

Manages managers / dept Providing customer service from a middle management position entails generating guidelines and procedures, as well as co-ordination between functions to ensure efficiency and integration of a high-quality output, as far as possible exceeding the client’s expectations. Service concerns relate mainly to ensuring service quality by implementing and maintaining systems and procedures. Other competence indicators are: z Creates systems to manage suppliers and establishes strong relationships with them. z Designs systems to monitor and improve levels of customer satisfaction z Manages supplier relationships to optimise inventory and ensure quality is delivered

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z

Repairs breakdowns with customers and looks for new ways to satisfy them

Manages business unit Providing customer service at senior management level entails generating organisational strategies and policies and monitoring the implementation of these. Service concerns relate mainly to the competitive positioning of the organisation and its product. Other indicators are: z Keeps suppliers in the loop vis a vis future needs arising in new competitive space. z Champions customer focus in ways which exceed expectations and create new competitive opportunities z Forms strategic alliances with suppliers to improve response time for new business opportunities z Constantly searches for new markets and customers

Manages organisation Providing customer service at an industry wide level entails generating group and industry strategies and policies and monitoring the implementation. Service concerns relate mainly to the competitive positioning of the group or industry and its product. Supplier management focuses on competitive positioning and leveraged procurement.

5.1.3 Networking Definition: In order to be really effective managers depend on networks which provide ideas and information as well as the resources an influence needed to get things done. Networks are informal systems, based on common needs, similar interests and reciprocal relationships. Networking involves giving and sharing as well as obtaining help. Networks require maintenance so that when we need to leverage networks we can be sure that there is sufficient credit to persuade others to help us. Individuals’ networks intersect with other individual’s networks and we need to treat all members of our own and other people’s networks with respect if we are to extend our own network. Networks are more useful if they reflect a wide range of diversity and include people from all levels of the organisation as well as people from outside the organisation whose expertise may be useful. In short networks are informal webs of useful acquaintances and instrumental friendships, which we build, sustain and enhance in order to increase our influence and effectiveness.

Team leader/supervisor IThe main indicators of competence at this level are: z Individual builds and sustains a network from a first line management position, which encompasses establishing reciprocal relationships with team members, other teams, customers and suppliers. z Contacts colleagues frequently for advice and/or support z Builds effective networks for operational support z Understands the reciprocal nature of networks and behaves respectfully towards potential network members.

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Manages managers/dept z

z z z

Individual builds and sustains a network from a middle management (managing other managers) position which encompasses reciprocal relationships with customers, suppliers, other middle managers both within and outside of the department, and a range of internal and external contacts who are useful in sharing information and providing informal assistance. Attends professional conferences and makes connections with experts in his/her field Shows sensitivity to the values implicit in other people’s networks and gains access to extended networks in an accomplished manner. Maximises network input to add value to the existing value chain.

Manages business unit z z

z z z

Individual builds and sustains a network from a senior management Position which includes key stakeholders of the role as well as a diverse range of people who can increase his/her influence and provide high level information sharing opportunities. Leverages high level networks to identify and pursue new business ventures Enhances and maintains a personal network which includes key decision makers across multidisciplinary fields which impact on the endeavours performance. Is highly skilled at incorporating new contacts into his / her existing network.

Manages organisation z z

Individual builds and sustains an extensive network at an industry-wide Level of influence, which encompasses all significant stakeholders of the role as well as a diverse range of instrumental relationships, which facilitate sharing information, ideas and resources. This level of networking requires assiduous maintenance and sensitivity to the values, needs and personalities of a large group of potentially diverse people.

5.1.4 Managing Differences Definition: Managing conflict involves the ability to resolve differences in the workplace in a constructive and appropriate manner. It requires the ability to analyse the causes of conflict and understand the motives of those involved in conflict. It entails the choice of appropriate strategies to resolve latent and manifest disputes in a manner, which enhances individual, team and organisational performance. In the southern African context it is particularly useful to understand the dynamics associated with stereotyping, prejudice and discrimination and to be skilled at unmasking these forces in the workplace. In short managing differences involves the ability to resolve issues in a collaborative manner with people in the workplace.

Team leader/supervisor z z z

Takes responsibility for ensuring that conflict between subordinates is dealt with constructively. Confronts issues of prejudice and discrimination in line with corporate policies and guidelines. Facilitates conflict resolution as appropriate.

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z z z

Takes responsibility for resolving his/her own conflicts as well as conflicts between subordinates Seeks out others views in order to harness collaboration. Exercise self-control in difficult situations and express emotions skilfully.

Manages managers / dept z z z z

Sets up and implements conflict resolution procedures in accordance with legal requirements and corporate policy. Identifies problem situations early and chooses appropriate resolution procedures Works effectively across cultures and shows ability to resolve team conflicts Leads by example in resolving conflict and valuing diversity.

Manages business unit z z z z z z z

Is accountable for conflict resolution at organisational level. Sets a personal example at executive leadership level. Addresses conflicts amongst stakeholders and between stakeholders and other groups in a way that is consistent with organisational policy. Uses a variety of conflict resolution styles and processes in accordance with the needs of the situation and the legal context. Capitalises on the entrepreneurial opportunities provided by a diverse workforce Champions collaboration and encourages others to be open minded in their valuing of human potential. Has a proven track record in transforming teams in order to harness diversity.

Manages organisation z

Is accountable for the resolution of conflict at the group or industry level. Work will generally result in policies and procedures for implementation at lower levels.

5.1.5 Managing Diversity Definition: This competency is crucial to the effectiveness of South Africa managers, given the historic conflicts, which focussed on this domain. It involves the ability to respect the full range of diversity enshrined in our constitution and to harness this diversity as a source of competitive advantage to manage diversity we need to avoid the stereotypes, prejudice and discrimination, which have characterised how we related to each other in the past. It may be helpful if we understand each others cultural backgrounds but to fully value diversity we need to investigate the many ways in which people differ from each other. This includes an appreciation of such issues as gender, personality differences, age, value systems etc. as well as the traditional areas of race and culture. If this competency is absent from a managers repertoire one may expect a variety of complications to arise in a range of related competencies such as leadership, developing people, team skills to name but a few.

Team leader / supervisor Managing diversity pertains to the management of between-group relations in the work place and to the monitoring of, and response to, diversity-related difficulties, which may arise in any work-team from time to time. Indicators of competence include the following: z Confronts issues of prejudice and discrimination from a team leader / first line manager position.

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z z z z

Shows understanding of cultural differences and takes them into account without stereotyping other cultures Elicits views and inputs from a range of functional disciplines and social backgrounds Builds and maintains relationships with diverse people from a range of cultural backgrounds Communicates respect across cultures.

Manages managers / dept Managing diversity involves generating policies and guidelines which will regulate relations between various groupings and various organisational entities to ensure that there is no diversity-related disruption of normal business activities. Managing diversity may be at an institutional level. Some indicators of competence are: z Works skilfully to lead diverse groups of people z Shows insight into cultural dynamics and sensitivity to potential areas of conflict z Adapts self presentation and behaviour to suit a variety of cultural contexts z Shows appreciation for the full range of diversity.

Manages organisation Managing diversity involves generating and monitoring strategies for regulating relations between various groupings and organisational entities both to optimise corporate citizenship in society at large and also to minimise diversity-related disruption of business activities and achievement of other strategic objectives. Diversity will be managed at an institutional level, and will often result in policies for implementation at lower levels. Indicators include: z Recognises the business opportunities presented by a diverse workforce. z Champions diversity and encourages colleagues to be open-minded and value a variety of cultural perspectives. z Shows our appreciation of diversity, which values both domestic and international differences

5.1.6 Team Skills Definition: Team skills involve the effective utilisation of teams in the work situation including the design of team-based work processes; the setting up of work teams; the achievement of targets; and the evaluation of team effectiveness. Teams skills are reflected in the ability to understand group dynamics and the growth stages which teams exhibit before they become fully productive. This needs to be linked to the ability to facilitate team interaction and problem solving in order to achieve optimal collective performance from team members. It also entails the ability to create a sense of team vision and identity, which balances task and relationship factors to achieve sustained motivation. In short team skills are about building team spirit and cohesion both within and across functional boundaries in a way that respects the value of diverse views and harnesses individual potential for the good of the team.

Team leader/supervisor Indicators of competence include: z Supports team leadership/supervision within the team z Facilitates team alignment with unit goals and practices

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z z z z z

Uses an appropriate leadership style with a suitable level of resourcefulness Promotes positive team dynamics Shows the ability to motivate the team in a collaborative manner Involves and empowers the team in setting and attaining mutual goals Creates a supportive, collaborative climate for team problem solving

Manages managers / dept Sets up and designs teams to carry out specific purposes which support the corporation’s strategy. May co-ordinate/lead the department or unit as a team. Indicators of competence include: z Participation in defining team objectives and practices. z An ability to build teams with people from a variety of functional backgrounds z Capacity to align a variety of different teams to achieve organisational goals z Shows an understanding of the groups dynamics and development processes implied in the team z Complements individual strengths and weaknesses in teams

Manages business unit Co-ordinates and builds an executive team in which cross-functional perspectives are integrated in order to pursue the vision and goals of the entire organisation. Indicators include: z Builds team spirit across boundaries within the enterprise z Champion’s diversity in a way that harnesses the full contribution of different team members. z Empowers teams across divisions/disciplines

Manages organisation Sets up and positions teams which give rise to group or industry strategy and effects teambuilding to enhance group or industry competitiveness.

5.1.7 Leadership Definition: Leadership involves mobilising individuals, teams and organisations towards sustained goal fulfilment, through vision initiation, alignment of resources and the implementation of strategic intent. Leadership generates energy and direction. Leadership entails finding a style of influence appropriate to the situation and developing the necessary qualities to lead. It can be enhanced through the ethical exercise of power. Leadership should be cultivated at every level of an organisation if it is to achieve the energy, focus and responsiveness, which are needed to make it competitive. Leaders need to ensure that they are accessible and should play a key role in motivating people. In the southern Africa context where the current need for transformation is high the ability to lead change is particularly important. In short, leadership is the ability to position oneself as a leader and to develop and communicate an inspiring vision that mobilises others to achieve strategic goals.

(continued)

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Team leader / supervisor Demonstrates influence and accountability in the context of team leadership, supporting and improving the flow of work. Leadership occurs in a fairly structured context and revolves around relatively short term goals (e.g. a month or quarter) as part of a larger strategy. There is limited room for autonomous direction. Competence indicators include: z Enables and motivates others in teams. z Role models organisational values. z Involves and informs the team around relevant decisions and facts z Gives direction to others by explaining what needs to be done and why z Conveys company information in an authoritative manner z Enables and encourages team members.

Manages managers / dept Demonstrates accountability for setting direction in a department or business unit. Influences others to commit themselves to improving performance. Focuses peoples’ energies on strategy, using an appropriate leadership style. Monitors extents to which supervisors enable and motivate learn members. Indicators include: z Optimises other people’s effectiveness by aligning them to the vision z Builds team commitment and cohesiveness z Ensures that the team has the resources to act effectively z Monitors the ennoblement of team members by team leaders. z Recognises good performance and celebrates success.

Manages business unit Demonstrates leadership qualities relating to the context of the organisation as a whole. Practices executive leadership in setting and achieving strategic objectives. Leadership involves the accountability of the organisation to its macro-level shareholders and the competitive positioning of operations. Some indicators of competence are: z Inspires people by communicating a compelling vision which inspires and motivates them. z Combines clear purpose with personal conviction and integrity and communicate this vision to others z Is recognised specifically for his / hers leadership ability. z Leads multidisciplinary teams effectively z Role models leadership and develops other leaders.

Manages organisation Demonstrates leadership in the context of a group or industry as a whole from a position of executive management where imperatives of international competition and national competitive positioning are at stake

5.2

Managing Processes

5.2.1 Administrative Skills Definition: This competency involves the ability to plan and organise processes and activities, ensuring that work is set up and implemented. It involves determining what resources (continued)

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are needed and logically scheduling the timing of related events so as to maximise efficiencies. It entails a clear sense of how strategic plans are to be operationalised on the level of action plans which describe what has to be achieved, by whom, how well by when. Without this competency the best visions may remain unachievable. It involves matching tasks and individuals and determining the best structural arrangements to actualise goals. It focuses on prioritising the most important outputs and co-ordinating and integrating the requisite resources to be effective. In short, administrative skills involve the ability to take higher-level plans and objectives and organise them into achievable action plans and implemented strategic aims & objectives.

Team leader/supervisor Planning and organising the priorities and tasks of a work team or group to ensure a process or work flow designed to achieve work team goals. This may include maximising available resources to produce efficient outputs. Indicators of competence include: z Ensuring implementation of plans. z Exhibiting a clear sense of what is important and what is urgent. z Ensuring resource availability for the team z Delegating skilfully in order to maximise throughput z Using information technology to facilitate efficient administration. z Ensuring implementation of action plans.

Manages mangers/dept Planning and organising at the level of a business unit or function over the period of a full business cycle. This may include cross-functional co-ordination. Focuses on achieving and sustaining best operating practices. Indicators of competence include: z Balancing multiple stakeholders’ conflicting priorities. z Drawing up budgets and plans for other managers to adhere to and monitoring implementation. z Coordinating multidisciplinary planning interventions. z Proficiency in project planning and scheduling z Organising resources optimally to achieve the mission. z Harnessing it effectively in planning & scheduling work objectives

Manages business unit Planning and organising takes place at the level of the entire organisation and addresses its competitive positioning. It involves the co-ordination of strategic and operational factors and the translation of strategic plans into practice. The following indicators reflect competence: z Proficient in producing high level/long term strategic plans z Organises complex endeavours into well aligned teams with clear accountabilities z Delegates parts of the role to his/her potential successor and coaches them to support the delegation process. z Drives implementation of strategic plans.

Manages organisation Long-term planning and organising focuses on co-ordination of strategic and operational factors at group and industry level to ensure long term competitive positioning.

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5.2.2

Business Communication Skills

Definition: Communication involves the sharing of information in order to include people more fully in determining and implementing strategic intent. The more fully information is shared the more potentially meaningful work becomes. This competency involves eliciting information through asking questions, listening to both the content and the feeling in others disclosures and above all providing constructive feedback. It ensures that people have enough information to understand what makes the team or organisation effective and/or competitive. Communication can be both formal and informal depending on the situation, available media etc. Formal communication typically involves being able to make presentations, write reports, keep minutes, send a memo, announce a change etc. It also pertains to policies, procedures, legal documents and other matters, which need to be formalised. Informal communication is equally important in determining performance since it is an important source of organisational culture and a means of aligning individual and team aspirations. This competency also involves evaluating the effectiveness of communication channels. In short, communication is about sending information to others, receiving information from them and evaluating its effectiveness.

Team leader / supervisor Facilitates communication within teams and work groups. Advises team members on the use of appropriate communication channels. Provides basic management information in a structured way (using graphs, tables etc.) in both formal and informal contexts. Provides team with feedback on performance from customers. Runs work group meetings. Indicators include: z Communicates clearly in both one-on-one and team contexts z Listens actively and helps speaker clarify point of view z Presents convincing arguments to back up his/her ideas z Is able to convince others of the validity of his/her judgement. z Uses appropriate communication channels.

Manages Managers / Dept Designs and sets up communication channels to translate strategy into best practice. Ensures information flows where needed. Presents operational management data to all bands and across functions. Runs departmental meetings. Competence is indicated by the ability to: z Present information persuasively and in an accomplished manner z Communicate clearly whether presenting or facilitating group input z Demonstrate proficiency in writing reports and presenting ideas z Communicate a sense of organisations strategy to others z Evaluate the effectiveness of communication.

Manages business unit Designs and sets up communication channels to facilitate the flow of information at group and industry level amongst stakeholders and translate strategic intent in a commutable vision at group level. Competence would be indicated by the following capabilities: z Acting as a company spokesperson and presenting its point of view in an informal role. z Communicating a compelling vision and inspiring others with the skill with which he/ she addresses groups z Effectively chairs high level meetings and delivers addresses

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z

Skilfully communicates high-level change.

Manages organisation Designs and sets up communication channels to facilitate the flow of information at group and industry level amongst stakeholders and translate strategic intent in a commutable vision at group level.

5.2.3 Change Management Definition: Change management involves the ability to create the necessary conditions for changes in strategy, structure, culture and other determinants of organisational performance to be successful. As change in environmental conditions and industry structures accelerates, this competency becomes increasingly important. It involves the ability to lead change by initiating and sustaining strategic renewal throughout the organisation, involving all levels of work. This entails aligning structure and culture with the strategic requirements for current and future competitiveness and communicating a compelling yet flexible vision to underpin the changing nature of one’s strategic intent. In short, managing change involves mobilising commitment for change, developing a shared vision of a compelling future, communicating relentlessly and driving the implementation of a new mission.

Team leader / supervisor Manages change processes for a work team or in a project context. Facilitates changes in work teams around strategy, structure and culture. Acts as a change agent on a team leader or supervisory level. Competence would be indicated if the individual: z Assists others in coping with change z Recognises the need for change and responds in a proactive manner z Initiates incremental change in order to create continuous improvement z Coaches and counsels others in order to develop them to explore the positive consequences of change.

Manages managers / dept Designs best practices to implement change processes in a department or business unit, sometimes as part of an organisation-wide intervention. Participates in defining and promoting an organisational culture consistent with the changes. The following abilities would indicate competence on the part of the individual: z Acts as a change agent in communicating the need for change by imparting a compelling vision for the future. z Confronts resistance to change in a skill fully participative manner z Aligns structure and culture with new strategic direction.

Manages business unit Leads organisation-wide change management programmes. Takes the lead in redefining strategy, structure and organisational norms for culture and other related factors. Some indicators of competence are the ability to: z Initiate major changes in order to take advantage of new competitive space z Drive industry-wide changes, which establishe new best practice standards. z Demonstrate creative innovation, with a track record of successful leadership of change.

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Manages organisation Leads industry-wide change; initiates change throughout group or industry. Initiates culture change to support competitiveness.

5.2.4 Problem-Solving Definition: Problem solving involves the ability to identify latent and manifest problems, which limit individual, team and organisational performance and address them in a logical and participative manner, resulting in implemented and evaluated solutions. The cluster of skills which make up this competency involve investigating and weighting the potential causes of the problem, selecting appropriate solutions, setting criteria for success and drawing up action plans for the implementation of solutions. Problem solving should be present at every level of the organisation and the facilitative skills needed to elicit group input and commitment need to be part of every manager’s repertoire. Creativity and innovation go beyond reactive problem solving. They may involve creating new solutions even when the existing practices are competitive. In doing this they create future competitive space.

Team leader / supervisor Facilitates group problem solving using accumulated data about routine and non-routine problems. Focuses on continuous improvement of a given system by enhancing output and efficiency. Uses problem-solving strategies and tools to involve other people and gain their commitment. The person will demonstrate competence if he or she: z Recognises the patterns in discrepancies relating to performance and uses it to identify problems z Breaks problems down analytically into rational steps. z Collects information to increase understanding of the problem z Facilitates team-based problem solving in a systematic manner until the problem is solved.

Manages managers / dept Analyses problems relating to best practices in order to improve systems. Co-ordinates resources, technologies and schedules in order to engineer optimal operating practices, which achieve organisational strategy. Indications of competence are if the individual: z Helps others get to grips with the problem by simplifying complexity z Identifies deeply underlying causes and explores interrelationships z Solves complex problems by harnessing diverse perspectives and specialist advice z Gets to the heart of the problem quickly

Manages business unit Problem solving involves generating new strategies and policies at an organisational level in order to enhance the competitive positioning of the corporation. Finds solutions for problems involving long-term co-ordination of a number of operations, which are complex in their own right. The individual is indicating competence if he or she: z Generates innovative concepts and models which create new solutions for old problems z Solves problems involving a high level of discipline involvement and significant field transformation

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z z

Has credibility amongst peers for the quality of his / her ideas Creates new competitive space through creative innovation.

Manages organisation Solves problems relating macro-level resource planning and industry positioning. Focuses on strategic competitive and economic analysis and international trading strategy.

5.2.5

Recruitment

Definition: Managers use recruitment and selection to attract and hire new employees who have the abilities, skills and experience which can help the organisation realise its strategic intent. In order to recruit effectively managers need to be aware of the legal requirements which have to be met and must be able to describe the outputs and competencies which are required of the applicants. Candidates need to fit into the culture of the organisation and be able to discharge the accountabilities for which they are hired. Interviewing skills are required by those engaged in recruitment and selection.

Team leader/supervisor Team leaders or first line managers may need to replace members of their teams and need to have basic interviewing skills to select new team members. Competence indicators include: z Runs team recruitment and selection processes effectively z Asks questions which display insight into the requirements of the role

Manages managers/dept As a manager of other managers the individual may need to recruit people for first line management roles. Competence would be indicated if the person: z Is able to ask relevant, penetrating questions in order to assess competencies z Understands how performance is underpinned by competencies. z Demonstrates the ability to assess individuals against competency criteria.

Manages business unit As the manager of an enterprise one will need to be able to describe the role outputs and requisite competencies needed by the managers one seeks to recruit. z Coordinates high level recruitment and selection processes to interview and hire senior managers z Has profound insight into what competencies are required for superior performance. z Aligns recruitment with organisational talent management policies.

Manages SBU At this level an individual with industry-wide accountabilities may need to recruit general managers to run organisations and will need to know how to analyse and describe the role at this level.

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5.3

Managing Performance and Development

5.3.1

Managing Performance

Definition: Managing performance involves mobilising, sustaining, developing and recognising people’s contribution to the attainment of organisational strategy. It involves clarifying people’s contribution in a participative manner and contextualising roles within strategic direction and encouraging self-management. It is rooted in participative goal-settings and the development of the knowledge, skills and qualities required to meet these goals. It encompasses planning, implementing, measuring and evaluating people’s performance in the achievement of individual, team and organisational performance. Although the systems’ elements such as performance and development contracting; tracking and reviewing and appraising, are generally seen as formal organisational HR processes, performance management succeeds best when embraced by all managers. In short, managing performance involves managing people in a way which ensures that they perform to their full potential in attaining the strategic goals of the organisation.

Team leader / supervisor Manages performance at team leader/supervisor level. Assumes accountability for planning, reviewing and appraising performance. Facilitates the development of performance through identification of needs and accessing of development. Clarifies roles and sets context for performance. Some indicators of competence are if the individual: z Helps others to clarify roles and contributions in a participative manner, which clarifies context. z Holds others responsible for their performance accountabilities z Sets key performance areas for his/her team z Tracks and monitors performance and gives feedback. z Appraises team and individual performance and managers the consequences

Manages managers/dept Sets up performance management systems and practices within a department or unit. The individual would be responsible for aligning the planning, reviewing and appraising of performance with corporate strategy. He or she would also manage the performance of subordinates and would demonstrate competence if they: z Build stretch targets into performance contracts based on sound assessment of people’s capabilities z Constructively deal with under-performers and customise recognition and reward for top performers z Monitor performance against objectives and takes corrective action to sustain improvement z Provide challenging opportunities for people with high potential

Manages business unit At this level the job involves benchmarking company performance management against other companies in order to promote world-class performance management systems. The individual would be responsible for performance management practices on a corporation-wide basis.

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z z z

Continuously improves performance by investigating more efficient and effective ways of delivering breakthrough results. Benchmarks out of the box to raise performance standards of the organisation. Encourages others to exceed the standards set for their performance and promotes excellence in all that he / she undertakes.

Manages organisation Clarify strategic contribution of organisation heads; sets strategic objectives at industry or group level and manages performance of groups and industries. Measures and manages industry competitiveness

5.3.2 Developing People Definition: This competency involves the ability to diagnose developmental needs and to resource the necessary strategies to progress requisite development. This should be a participative process, which focuses both on self-development and the development of others. Developing people entails cultivating an understanding of the underlying knowledge, skills and qualities which contribute to outstanding performance. It seeks to empower others and instil a commitment to continuous learning. Developing people involves coaching and mentoring and is an integral component of any developmentally focused performance management process. It includes the ability to access the full range of training methodologies to build capacity and extend the range of decision-making and contribution pertaining to oneself and ones subordinates. The impact of development need to be measured and evaluated and development needs to be focussed on supporting the strategic intent of the enterprise.

Team leader / supervisor Facilitates a better understanding of development needs and opportunities within the context of a team or work group. Engages in coaching structured skills, with a relatively short-term feedback, which the team or individuals may need to improve performance. Promotes commitment to self-development in others. z Responds to learning opportunities with enthusiasm z Helps others to understand their strengths and weaknesses through skilfully delivered feedback z Delegates work to develop others z Provides practical assistance

Manages managers / Dept Identifies and attends to development needs of department or unit. Organises coaching and mentoring schemes to facilitate transfer of skills and experience. Builds capacity at department or unit level. Coaches and mentors as appropriate. z Helps others to discover answers for themselves in order to empower their self development z Devotes quality time to coaching others z Ensures that there are clear objectives for individuals who attend training and that the benefits are debriefed.

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Manages business unit Develops people through coaching, mentoring and other strategies, for succession to executive positions. Ensures that the development of people is systematically pursued on a business unit-wide basis. z Helps to create challenging assignments for talented individuals z Drives own development by engaging with stretch goals and sharing learning gained from such assignments z Volunteers to mentor high potential future leaders.

Manages organisation Develops (coaches and mentors) people for succession to positions in industry or group with the focus on imparting industry management skills.

5.3.3 Organisational Learning Definition: Organisational learning is important for promoting competitive advantage and allows people to cope with changing strategic intent. It involves building capacity and managing the growth of intellectual capital in order to manage talent successfully. An important component of this is team learning and an open focus, which allows people to experiment with new ways of doing things in a risk tolerant environment. It involves sharing information within the organisation, benchmarking against the best, cultivating creative problem-solving skills, and developing people so that they are skilled and empowered to respond to emerging strategies and new competitive opportunities.

Team leader/supervisor Facilitates organisational learning at team or work group level. Ensures the team learns from its own experience and the experience of others (benchmarking). Promotes the transfer of knowledge into practice, facilitates problem solving and regulates experimentation with new approaches. z Seeks out learning opportunities in order to improve own knowledge base z Experiments with new approaches and shares insights with colleagues / peers z Facilitates problem-solving sessions in order to promote team learning and enhance team performance.

Manages managers/dept Promotes organisational learning at department or business unit level. Designs and implements systems and processes to optimise learning opportunities. Promotes learning to enhance organisational performance. Benchmarks against competitors and stimulates continuous improvement of systems and practices. z Coaches and mentors future talent z Encourages others to share knowledge throughout the enterprise z Provides balanced feedback for developmental purposes z Understands the links between specific competencies and outstanding performance. z Helps turn problems and setbacks into learning opportunities.

Manages business unit Promotes organisation-wide learning through the generation of systems and processes within the corporation to optimise learning opportunities and provide incentives to learning activities.

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z z z

Plays a key role in the company’s knowledge management strategy by introducing breakthrough thinking Understands to developmental needs when which are occasioned by emerging strategies. Engages in long term coaching and mentoring of high performance individuals.

Manages organisation Promotes organisational learning at group or industry level through international benchmarking and the creation of systems to optimise learning opportunities at group and industry level.

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6

Interactive Competencies – Non-managerial Competencies

6.1 Working With People 6.1.1 Interpersonal Relations Definition: Managing interpersonal relations involves the skill of setting up and sustaining constructive relationships with the people one interacts with in the work context. It involves cultivating sensitivity to the perceptions and feelings of others and being accountable for maintaining morale at an individual and team. Managing interpersonal relations is underpinned by an assertive interactive style, which avoids the pitfalls of passivity and aggression while upholding the basic rights of all interacting parties. Uses personal influence to improve the performance of others. Where relationships are threatened or disrupted this competency extends to the skill of repairing relationships by facilitating mediation amongst the people involved. In specialist context this competency involves establishing and maintaining a peer network, which shares information, which can lead to competitive advantages being brought back to the enterprise. Where specialists interface with customers and suppliers they need to build and sustain relationships and in instances where their expertise is used to support a lobby, they need to develop their influencing skills.

Individual contributor z z z

Co-operates with others and establishes constructive relationships with colleagues and other role stakeholders Demonstrates assertiveness in dealing with others. Demonstrates sensitivity to the feelings and concerns of others.

Specialist z z z

Builds relationships with all the stakeholders of the role and keeps them informed on developments in the field of speciality Is accessible to stakeholders and willing to arrange meetings or consultations to meet their needs Deals constructively with demanding stakeholders

Expert z z z

Builds and sustains a formal and informal network encompassing expert contributors to the individual’s field of endeavour Leverages competitive intelligence from a personal network of relationships Provides expert input to customers and suppliers.

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6.1.1.1 Managing Customer and Supplier Relationships Definition: This competency is the cornerstone of business success. It involves listening to customers, identifying their needs, meeting or exceeding their expectations and anticipating future trends in this regard. It involves aligning the organisational value proposition with what customers want rather than producing what the organisation wants. This requires that employees listen carefully to what customers say and commit to meet their needs with close attention to quality, cost, flexibility and deliverability. Stratified customers are the key focus of any successful company, since they underpin profits and growth. All organisations have both internal and external customers and both need to be taken seriously. Supplier relations are also central to competitive advantage, particular in situations where inventory is kept to a minimum in order to reduce costs. Where suppliers need to conform to just-in-time standards, the establishing and sustaining of customer relations assumes heightened importance. For specialists, customer focus is often on internal customers whose roles rely on specialist input.

Individual contributor z z z

Meets targets to ensure customer satisfaction Attends to the needs of both internal and external customers Provides feedback to suppliers on stock and quality issues

Specialist z z z

Provides specialist advice to both internal and external customers Engages with suppliers to share specialist information on required products or services Participates in multidisciplinary teams in order to meet customer needs

Expert z z

Provides expert information to both internal and external customers Interacts with suppliers to provide expert level input on specifications for required products and services.

6.1.2 Networking Definition: In order to be really effective managers need networks, which provide ideas and information as well as the resources and influence needed to get things done. Networks are informal systems, based on common needs, similar interests and reciprocal relationships. Networking involves giving and sharing as well as obtaining help. Networks require maintenance so that when it is necessary to leverage networks the user can be sure that there is sufficient credit to persuade others to help. Networks intersect with those of others and all members of an individual’s own and other people’s networks must be treated with respect if a network is to be extended. (continued)

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Networks are more useful if they reflect a wide range of diversity and include people from all levels of the organisation as well as people from outside the organisation whose expertise can provide specialist or supplementary information. Networks are informal webs of useful acquaintances and instrumental friendships which we build, sustain and enhance in order to increase our influence and effectiveness. From a specialist perspective networks are crucial mechanisms for sharing expertise and obtaining information. They also open channels to other experts via the members of one’s own network.

Individual contributor z z z

Builds strong relationships with stakeholders of his or her role. Maintains strong relationships with co-workers and peers. Establishes contacts and shares information with people who impact upon his or her effectiveness

Specialist z z z

Uses personal network to gather specialist information, which can improve organisational performance. Understands reciprocal nature of networks and works skilfully to supplement his or her own knowledge through networking Is able to leverage specialist information from own network while maintaining his or her own credit.

Expert z z z

Uses own expert status to grow a network, which can provide breakthrough business ideas. Builds and sustains a diverse network which encompasses other experts from one’s discipline who have achieved a significant degree of field transformation. Is highly skilled at incorporating new talent into a network and is able to access other people’s networks through personal reputation in a particular discipline.

6.1.3 Dealing With Conflict Definition: This competency involves the ability to appreciate multiple perspectives of a situation and resolve conflicts. It requires that individuals transcend defensiveness and move from divisive positions to understanding commonalities. In a specialist context it may involve harnessing people’s diverse skills to solve problems and mediate differences of opinion and perspectives which inhibit synergy and creative collaboration. It involves the ability to resolve differences, understand the causes of conflict and choose appropriate resolution procedures and appropriate conflict management styles that may be required in project teams.

Individual contributor z z z

Shows respect for people and takes responsibility for maintaining positive relationships and resolving own conflicts. Seeks to collaborate with people from diverse background. Recognises the validity of others points of view.

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Specialist z z z z

Takes responsibility for resolving differences between team members Facilitates interaction of multidisciplinary teams in which different perspectives and priorities are present. Encourages the valuing of diversity Deals constructively with difficult stakeholders.

Expert z z z

Leads by example in resolving conflicts. Synthesises multiple perspectives in teams requiring the collaboration of specialists Has world-class status amongst a diverse group in his or her field of endeavour.

6.1.4 Working With Diversity Definition: This competency is crucial to the effectiveness of South Africans given the historic conflicts, which focused on thus domain. It involves the ability to respect the full range of diversity enshrined in our constitution and to harness this diversity as a source of competitive advantage. To work skilfully with diversity we need to avoid the stereotypes, prejudice and discrimination, which have characterised how we related to each other in the past. It may be helpful if we understand each others’ cultural backgrounds but to fully value diversity we need to investigate the countless ways in which people differ from each other. This includes an appreciation of such issues as gender, personality differences, age, value system etc as well as the traditional areas of race and culture. If this competency is absent from an individual’s repertoire one may expect a variety of complications to arise in a range of related competencies such as leadership, developing people, and team skills to name but a few. In a specialist context this competency underpins the ability to work together with other specialists from diverse backgrounds.

Individual contributor z z z

Demonstrates open mindedness and an absence of prejudice Recognises the relativity of different points of view Demonstrates faith in others’ potential, irrespective of diverse backgrounds.

Specialist z z z z

Responds with enthusiasm to people from different backgrounds Seeks out inputs from a diverse range of specialists within his / her field of expertise. Shares specialist information evenly with people from diverse backgrounds Treats diversity as a source of strength.

Expert z z z

Harnesses diverse points of view in resolving complex problems Champions diversity and encourages colleagues to be open minded and value a wide variety of perspectives Networks with a wide variety of local and international experts representing a wide range of diversity.

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6.1.5 Team Skills Definition: Team skills involve the effective utilisation of teams in the work situation including the coordination of team-based work processes and the setting up of project teams. Team skills are reflected in the ability to understand group dynamics and the growth stages of teams before they become fully productive. This needs to be linked to the ability to facilitate team interaction and problem solving in order to achieve optimal collective performance from team members. It also entails the ability to create a sense of team vision and identity, which balances task and relationship factors to achieve sustained motivation. In specialist roles team-skills might extend to leading project teams or teams which provide expert advice.

Individual contributor z z z

Shows an ability to combine individual goals with those of the team in order to meet objectives Contributes ideas in order to shape the team Respects diversity in the team and harnessing the diverse skills of team members.

Specialist z z z

Demonstrates the ability to motivate teams in a collaborative manner Provides specialist knowledge to the team Is able to coordinate the inputs of multidisciplinary stakeholders, which affect the output of the team.

Expert z z z

Is able to coordinate and synthesize the contributions of other specialists Leads or participates in teams which create significant extensions of existing knowledge and practice Builds team spirit and champion’s diversity.

6.1.6 Leadership Definition: Leadership involves mobilising individuals, teams and organisations towards sustained goal fulfilment, through vision initiation, alignment of resources and the implementation of strategic intent. Leadership gives energy and direction. Leadership entails finding a style of influence appropriate to a situation and developing the necessary qualities to lead. It can be enhanced by the ethical exercise of power. Leadership should be cultivated at every level of an organisation if it is to achieve the energy, focus and responsiveness, which are needed to make it competitive. In non-managerial roles, whether as professional, self-managed individual contributors, specialists or experts, the emphasis is on self-leadership and on the leadership of small teams. Leadership in relation to one’s functional discipline and the degree of field transformation achieved are central elements in assessing self-managed leadership, as is one’s management of personal lifelong learning. In the southern African context where the current need for transformation is high the ability to lead change is particularly important.

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Individual contributor z

Exercises self leadership by taking responsibility for own performance Displays energy and enthusiasm in what he or she does Shows commitment to the organisation’s mission and values Mobilises energy amongst peers towards sustained goal fulfilment Continuously improves own knowledge base Displays integrity

z z z z z

Specialist z

Volunteers for leadership roles in project teams Keeps abreast of latest professional best practice developments Benchmarks in order to bring in new ideas Works in multidisciplinary teams in order to provide specialist knowledge Provides new ideas which are adopted by the business Works with colleagues from diverse backgrounds.

z z z z z

Expert z z z z z

6.2

Achieves significant field transformation in his or her area of functional expertise Shows creativity in solving complex problems Has a proven track record in his or her particular field and a credible reputation amongst peers. Leading contributor in the particular field of endeavour Provides breakthrough thinking that has contributed to competitive advantage.

Business Processes

6.2.1 Administrative Skills Definition: This competency involves the ability to plan and organise processes and activities, ensuring that work is set up and implemented. It involves determining what resources are needed and logically scheduling the timing of related events so as to maximise efficiencies. It entails a clear sense of how strategic plans are to be operationalised on the level of action plans which describe what has to be achieved, by whom, how well and by when. Without this competency the best visions may remain unachievable. It involves matching tasks and individuals, and determining the best structural arrangements to actualise goals. It focuses on prioritising the most important outputs and co-ordinating and integrating the requisite resources to be effective. In a specialist context, considerable administrative skill is involved in setting up multidisciplinary teams and in administering research programmes.

Individual contributor z z z z

Manages own time effectively Organises personal resources well Plans and prioritises around own accountabilities Is able to access and use information technology within own ambit

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Specialist z z z

Maximises own administrative efficiency through deft use of the competency Performs an administrative role in coordinating the efforts of multidisciplinary teams Administrates projects of a specialist nature

Expert z z

Performs administrative roles in expert project teams Has a proven track record as an administrator in high-level consultative forums

6.2.2 Business Communication Skills Definition: Communication involves the sharing of information in order to include people more fully in determining and implementing strategic intent. The more fully information is shared the more meaningful work becomes. The competence involves eliciting information by asking questions, listening to both the content and the feelings in others’ disclosures and above all providing constructive feedback. It ensures that people have enough information to understand what makes the team or organisation effective and competitive. Communication can be formal or informal depending on the situation, available media etc. Formal communication typically involves being able to write reports, keep minutes, send memos, announce changes, etc. It also pertains to policies, procedures, legal documents and other matters which need to be formalised. Informal communication is equally important in determining performance since it is an important source of organisational culture and individual and team aspirations. In a specialist context it involves communicating one’s research findings and being able to simplify issues in order for multidisciplinary audiences to understand one’s conclusions and recommendations.

Individual contributor z z z z

Demonstrates assertiveness in communicating with others Shares information through appropriate media and channels Asks good questions and listens carefully to what other are saying Is able to explain ideas logically in a written or verbal format

Specialist z z z

Communicates specialist advice to stakeholders effectively Presents technical input persuasively, in a manner which engages the audience. Presents specialist ideas to multidisciplinary teams and is able to convince others of the validity of a particular point of view

Expert z z z

Delivers polished presentations, which simplify and organise expert input and make recommendations. Facilitates and coordinates interaction among other specialists in the field. Writes reports on issues of competitive advantage to the company

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6.2.3 Change Management Definition: Change management involves the ability to create the necessary conditions for changes in strategy, structure, culture and other determinants of organisational performance to be successful. As change in environmental conditions and industry structures accelerates this competency becomes increasingly important. It involves the ability to lead change by initiating and sustaining strategic renewal throughout the organisation, involving all levels of work. This entails aligning structure and culture with the strategic requirements for current and future competitiveness and communicating a compelling yet flexible vision to underpin the changing nature of one’s strategic intent. Change management in a specialist context involves initiating changes within the person’s field of endeavour and expertise, and translating these into an understandable vision for others. For experts change may involve contributions, which can be measured in terms of field transformation to the individual’s discipline.

Individual contributor z z z

Accepts changes in his or her personal role and realigns objectives with new strategy Explores implications of change and looks for new opportunities to add value Manages own learning in order to prepare for new accountabilities

Specialist z z z

Supports change by providing specialist back-ups Participates in multidisciplinary teams in which change is envisioned and implemented Persuades others to accept change by providing specialist information and engaging in influencing their perceptions

Expert z z z

Effects major changes within his or her field of expertise Provides expert advice on change vision and new processes Initiates changes involving a high level of complexity and problem-solving expertise

6.2.4 Problem-Solving Definition: Problem solving involves the ability to identify latent and manifest problems, which limit individual, team and organisational performance and address them in a logical and participative manner, resulting in implementation of solutions. The cluster of skills which make up this competency involve investigating and weighting the potential causes of the problem, selecting appropriate solutions, setting criteria for success and drawing up action plans for the implementation of solutions. (continued)

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Problem solving should be present at every level of the organisation and the facilitative skills needed to elicit group input and commitment need to be part of every manager’s repertoire. In a specialist context this competency involves creating new concepts and innovating successfully, as well as providing expert advice and solutions for problems which concur within the person’s particular field of expertise.

Individual contributor z z z

Identifies variances in performance information, which suggest that there is a problem Identifies, analyses and resolves routine problems for which there is information available Uses understanding and experience to identify potential causes of problems

Specialist z z z z

Provides specialist inputs to problem solving teams Helps others get to the heart of the problem by simplifying complexity Identifies underlying causes and understands interrelationships between the elements of a problem Harnesses diverse perspectives in resolving problems

Expert z z z z

Generates innovative concepts and models which result in new business opportunities Solves problems involving a high level of discipline involvement and field transformation which result in competitive advantage Contributes insights which have a range of implications and applications Solves complex problems involving multidisciplinary inputs

6.2.5 Recruitment Definition: Recruitment and selection are used to attract and hire new employees who have the abilities, skills and experience that can help the organisation reach its goals. In order to recruit effectively people need to be aware of the legal requirements which need to be met and must be able to describe the key outputs and requisite competencies needed for the role. Recruitment and selection needs to find the right people for the right positions so that new employees are able to discharge the accountabilities for which they have been hired. Interviewing skills are central to this competency.

Individual contributor z z

Provides input into recruitment and selection criteria based on own experience. Participates in recruitment process where compatibility with existing team members is an issue

Specialist z z

Provides specialist input in order to clarify specialist content of the role that needs to be filled Guides and develops the expertise of suitable candidates

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Expert z z

6.3

Provides expert advice on suitability of recruitment candidates Provides expert input on the specifications of the role.

Performance and Development

6.3.1 Performance Management Definition: Managing performance involves mobilising, sustaining, developing and recognising people’s contribution to the attainment of organisational strategy. It involves clarifying people’s contribution in a participative manner and encouraging self-management. It is rooted in participative goal setting and the development of the knowledge, skills and qualities required to meet those goals. It encompasses planning, implementing, measuring and evaluating people’s performance in the achievement of individual, team and organisational performance. Although the system’s elements such as performance and development contracting, tracking and reviewing, and appraising, are generally seen as formal organisational HR processes, performance management succeeds best when embraced by all managers. In a specialist context particular importance is given to managing one’s own contribution to the value chain. Performance is often best assessed when the individual is benchmarked against other specialists in the field.

Individual contributor z z z z

Meets the standards required by the role Takes responsibility for delivering own work with minimal supervision Manages his or her own time efficiently in order to deliver on time. Demonstrates energy and enthusiasm

Specialist z z z z z

Deals constructively with under performers in a team context Provides ongoing performance feedback to others and holds them accountable for their performance Aligns own contribution to the strategic intent of the organisation Continuously improves own performance Clarifies roles and sets context for project team members

Expert z z z

Benchmarks performance of self and project teams against other expert teams. Promotes excellent performance from all of the teams in which he or she participates. Ensures role clarity for self and team members in high level teams.

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6.3.2 Managing Development Definition: This competency involves being able to diagnose one’s own development plans to pursue personal growth and manage one’s career. It involves scanning ones chosen field of endeavour and learning continuously from the latest best practice developments, which could contribute competitive advantage to the enterprise. In a specialist role it can involve coaching and mentoring others in order to share knowledge and experience. Where individuals are repositories of significant competitive intelligence they play a crucial role in the knowledge management strategy of the enterprise.

Individual contributor z z z z

Takes responsibility for driving his or her development and managing own career Takes full advantage of company sponsored training opportunities for self development Is responsive to new ideas and approaches Provides on-the-job training to peers when required.

Specialist z z z z

Helps others to discover answers for themselves in order to empower their self development Provides specialist information and advice Devotes quality time to coaching others around areas of specialist knowledge Drives own learning and manages own career

Expert z z z z

Drives own development at a high level of disciplinary involvement Provides high level coaching in area of expertise Acts as an expert resource to other mentors in keeping people abreast of international best practice Manages own career with a high level of inspiration.

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Concluding notes As indicated in the opening section on the competency framework, the competencies and indicators included in this menu were assembled from a variety of sources, made generic to the banking sector and validated within a fairly tight time schedule. As a number of the inputs from individual organisations were also delayed for various technical, developmental or logistical reasons, there remains considerable scope to refine the framework and especially the detail of the competencies and indicators, both in the light of the additional information gathered in the audit and the subsequent analysis of the data in a qualitative rather than quantitative sense. It is to be hoped that other organisations in the sector will also contribute to this database in due course, possibly participating in future surveys as the information is validated and extended over time. The on-going nature of the survey offers an excellent opportunity to complete this process of refinement and provide the sector with a robust, generic competency framework, which individual financial organisations can then customise to their specific requirements and supplement with competitive competencies not included in this exercise. Naturally all inputs, comments, suggestions and (hopefully constructive) criticism will be welcome in this process. We would like to thank all participants involved in the original competency framework development process for their assistance, often under difficult circumstances and severe time constraints. We appreciate all the valuable feedback and suggestions, and look forward to working with the sector in building on this database. Considering the nature of the information contained in the two reports and the competency framework as well as the rapidly changing business environment, a comprehensive but dynamic database can only grow in value as it reflects medium and long term trends within the sector and gives a clearer picture of how the industry’s human resource skills requirements link into the broader national skills environment.

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