REVISED
Managerial and Generic Competency Framework for the Housing Executive
Introduction This competency framework has been developed for use by all staff in a wide variety of roles within the Housing Executive The competency - based management approach links competencies with the strategic objectives, plans and capabilities of the organisation. Thus, competencies will increasingly be used a s a basis for identifying individual and organisational needs and planning for development • • • • • •
To use in employee development planning. to aid recruitment of the right staff, to help in assessing learning needs to assist performance management to assist job /function design To be more effective in building teams as well as succession plans
Essential managerial/generic or technical /functional competencies will be incorporated systematically into job descriptions and Vacancy announcements The framework is not intended to be prescriptive. It is intended as a start point and can – indeed should - be adapted to fit the style, language and needs of particular departments. The approach taken has been to identify 8 key competency areas and develop a framework building up to 4 levels of competence for each area. The framework has a holistic approach and therefore there are many competencies – eg Equality and Diversity – where the theme will run throughout all other competency areas. To avoid duplication the issues have not been made explicit in all competencies but have been centred in the named competency area.
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Why Organisational Values are important
The way we behave in the workplace is a reflection of our personal and organisational values. Therefore the alignment of personal values is key to the Housing Executive’s success
‘Values’ are enduring convictions that influence our actions and the choices we tend to make. They also represent our collective sense of what is good for the organisation In defining the organisational culture, CORE VALUES are the essentials. They need to be permanently lived by everyone and must be integrated into our daily interaction with colleagues, customers and society at large In the Housing Executive we should be guided in all actions by a commitment to
Fairness & Equity Openness & Accountability Responsive to Our Customers Valuing & Developing Our Staff Integrity & Honesty Care for the Environment Value for Money Innovation and Creativity 2
Competency Framework for the Housing Executive There is a set of 8 behavioural competencies which are described in further detail in this document. Each has 4 levels of competence. The competencies have been designed so that they reflect the different levels that employees would be expected to work at, eg; level 4 will generally reflect those working at a very strategic level in the organisation. This could mean a senior person within the organisation, or a role that is very technical or specialist. All employees should be working at a minimum of level one across the framework. If an employee is expected to work, for example, at level 3 in a specific competence, they should also demonstrate those competencies set out in levels 1 and 2. When using this framework to develop competencies as a performance management tool, it is important that they can be turned into reality for employees in terms of the job they do. Each competency may mean something slightly different for each specific role, so the use of practical examples of behaviour will help make it clearer. Positive and negative indicators of behaviour are used within the framework. These are intended as practical guidance to make it easier for individuals to understand where they fit in the framework. This will also assist managers in 1 to 1s, when used in conjunction with specific examples, to articulate where behaviour can be improved. The competencies displayed across the page in following format: Title
Definition to give more information about what the competency is about
Why the competency is important
Competency levels – showing greater depth or levels of complexity Positive indicators and warning signs: examples of positive and negative behaviours.
Indicators – showing examples of specific behaviours at each level
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The Competencies
1. Policy, Planning and Commitment to the Organisation 2. Communicating and Influencing 3. Customer focus and Continuous Improvement 4. Embracing Change 5. Equalities and Diversity 6. Leadership 7. People and Team Working 8. Professional Development and Working Efficiently and Effectively
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Policy, Planning and Commitment to the Organisation Definition Why it is important? The ability to demonstrate understanding of and commitment to the Organisational loyalty and integrity are important in ensuring that employees organisation and its vision and values. It is about working with consistency, can be confident that the organisation in which they work is operating in a integrity and accountability. Policy and planning roles set the context for positive and ethical way and delivers excellent services to customers. effective service delivery and reflect these values. Level 1 •
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Understands the business of the organisation including its vision and values Maintains a good knowledge of policy, contractual and legal requirements Complies with policies, systems and procedures Demonstrates the organisation’s values in being open and honest with customers and others Maintains confidentiality in line with organisational policy Is committed to the organisation’s standards Is punctual and reliable Acts professionally at all times Understands how own actions impact on the organisation Takes ownership for delivery of their own work
Level 2 (+ Level 1 ) •
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Level 3 (+ Levels 1 & 2)
Can explain why they perform their duties and how this meets the needs of the organisation Is flexible to meet the needs of customers and the organisation Consistently demonstrates an understanding of commercial issues and risk management Understands and actively promotes the organisation’s standards and ethics to colleagues and others outside the organisation Contributes to the preparation of the business plan
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Contributes and involves staff in the preparation of the business plan Turns objectives into plans and ensures that staff and colleagues of different professions can understand Contributes to budgetary planning, monitoring progress , ensuring probity and providing feedback on variances Adapts policy to local requirements ,if necessary, ensuring that probity is adhered to and processes are fully communicated and approved Identifies risks in relation to the achievement of objectives using appropriate and meaningful information Assesses the relative likelihood and impact of risks identified Creates valid options for reducing risk to an acceptable level Monitors, reviews and reports on risks inherent within policies, procedures or systems Ensures that the work of the team is carried out in accordance with policy procedures and the limits of control Identifies resource requirements Promotes organisational loyalty and commitment in the team
Level 4 (+ Levels 1, 2 & 3) •
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Reviews policy to ensure effectiveness, relevance to corporate goals, values and the need for change Critically evaluates and contextualises information about developments in Northern Ireland and elsewhere and uses this to inform policy and strategy development Analyses and assesses resource implications of policies.
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Ensures that risk management of policies , systems and procedures is undertaken by responsible officers
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Communicates organizational direction
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Secures resources
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Upholds at all times the fundamental values of good corporate governance. Reviews visions and values of Organisation to ensure continued relevance into the future References corporate strategy and values regularly within meetings
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Positive Indicators: • • • • • •
Warning Signs:
Accepts responsibility for mistakes and learns from them Is trusted by colleagues and managers Challenges unethical or dishonest behaviours and attitudes Ensures others receive credit for what they achieve Is sought out by others for advice and guidance Goes the extra mile
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Focuses on own needs and benefits Does not accept responsibility for own actions Criticises company and colleagues openly to outside agencies and customers Fails to maintain confidentiality and is careless with information Is secretive and evasive Is inconsistent, ‘does not walk the talk’ Takes credit for success without acknowledging others Is often late and is unreliable, abuses the work life balance schemes Shows little knowledge of the organisation and the business
Information, Communicating and Influencing Definition The ability to communicate clearly and effectively with a diverse range of people using a range of methods including IT safely and securely. Uses well reasoned arguments to convince and persuade . Level 1 Level 2 + (Level 1) • • • • • • •
Is polite and approachable Listens effectively Asks the appropriate questions to clarify understanding Presents and passes on information promptly Demonstrates the organisations communication standards Uses IT to seek, organise and communicate information effectively Uses , stores and maintains information in accordance with organisational and legal requirements
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Why it is important? Effective communication and influencing skills are the key to creating and maintaining sustainable relationships at all levels, both internally and externally. This will lead to a high quality and accessible service. Level 3 + (Levels 1 & 2) Level 4 + (Levels 1, 2 & 3)
Considers in advance the differing needs of others and adapts style accordingly Actively initiates communication with others regularly Communicates clearly and influences well under pressure Summarises information to check understanding Presents a clear, concise and well thought through case using facts and figures Uses a range of methods to influence others, e.g. explain benefits and give background information. Explains and justifies point of view and objectively discusses options Understands and fully utilises IT capabilities for improving service delivery Presents succinct, well balanced information orally and in writing, with clear outcomes to professional colleagues, customers, contractors and stakeholders
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Actively seeks to influence others prior to decisions being made Facilitates discussions to achieve collective objectives Creates an environment where team/s are encouraged and developed, to enable them to communicate effectively Holds regular team meetings and /or gives presentations as well as facilitating discussions ensuring staff feedback and ideas are considered Ensures that staff and internal stakeholders have the information they need as and when it is needed Develops networks within and beyond NIHE as sources of information Promotes the sharing of knowledge, information and ideas in a variety of ways Influences, persuades and negotiates with groups Is innovative and creative in problem solving Uses Face to face communication for personal or sensitive communication Uses appropriate methods of analysis to make informed and timely decisions,
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Uses communication and influencing skills to progress complex situations and achieve significant impact Able to effectively present to & facilitate large influential groups. Translates strategy into effective operational messages, easily understood at all levels Demonstrates an in-depth understanding of organisational politics and uses this effectively Creates and implements appropriate communication strategies to support complex projects Ensures ICT is used to support continuous improvement / modernisation and efficient work practices throughout department Uses a business case approach to decision making, applying analytical tools such as risk analysis, risk management and contingency planning Monitors and evaluates implementation of decisions at output, outcome and impact levels
Positive Indicators: • • • • • • • •
Warning Signs:
Listens to the views and opinions of others and acts appropriately Gives the right information at the right time taking into account individual needs Presents spoken and written information clearly and concisely Has a polite and positive approach Builds and presents a positive case stressing the benefits Adapts approach for different audiences and occasions Prepared to work to achieve a win-win solution where possible Is confident in contentious/conflict situations.
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Does not listen to others views Gives information either inaccurately and/or at the wrong time Presents information in a muddled, unclear or jargonised way Is negative, rude or interrupts Does not attempt to get people on board with an idea Uses the same approach whatever the situation Does not compromise Gives in too easily
Customer focus and Continuous Improvement Definition Customer focus is the commitment to putting customers first and ability to deliver a consistently high quality service
Why it is important? All employees must demonstrate a full understanding of customer needs and expectations to enable the effective delivery and development of appropriate quality services which exceed customer expectations
Customers are both internal (i.e. colleagues) and external (i.e. the community, tenants/service users or other organisations). Level 1 Level 2 (+ Level 1 ) • •
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Listens to, identifies and clarifies individual customers needs Takes pride in delivering high quality services in a range of situations Resolves customer enquiries promptly at point of contact and only refers to others when appropriate Interacts well with all customers taking into account customers diverse needs Understands all services and accurately matches these to customers needs Keeps customers up to date and informed Deals with customers fairly and equitably
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Level 3 (+ Levels 1 & 2)
Takes time to establish underlying needs of customers beyond those initially expressed Consistently makes decisions focussed on customer needs Finds different ways to satisfy customer needs Professionally handles distressed, agitated, confused or irate customers and customer complaints in line with policy Seeks customer feedback to improve customer experience Goes beyond their day-to day work to assist customers in a positive manner Contributes to improving objectives, policies, systems, and procedures within the team in a way that is consistent with role Develops and maintains effective communication networks with different groups in order to improve service delivery Works with contractors, professionals and external agencies to improve service Acts as role model in personal approach to customer focus
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Analyses delivery of services and provides solutions to problems, keeping management informed on anticipated problems /delays Organises processes around customer taking account of complex and sensitive issues to meet their long term needs Implements systems to record customer feedback and communicates ideas and information to appropriate people Creates an environment where team/s are empowered to put customers first Seeks team suggestions on what improvements can be made encouraging new ways of doing things within policy guidelines Identifies good practice & solutions and integrates into service provided Manages customer complaints and ensures corrective action is taken if necessary Leads staff in the continuous development and improvement of services most important to customers
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Translates operational feedback into strategic improvements Forms and evaluates strategic & diverse groups/partnerships to improve services Recognises need for developing new customer bases & acts accordingly Identifies key issues and develops, influences and reviews customer service strategy Builds confidence in decision making by recognising and accommodating customer needs and where this is not possible , communicating openly Involves customers and service users in developing housing strategies and budgets Identifies key issues and develops, influences and reviews customer service strategy Sets high standards of customer service and ensures that these are met Anticipates and adopts an innovative approach in addressing customer service
Positive Indicators: • • • • • • •
Warning Signs:
Treats all customers with respect Responds to all customer enquiries promptly, positively and courteously Asks appropriate questions to identify customers needs Tries to see things from the customers point of view Brings ideas of ways to improve policies, procedures and service delivery to meet customers needs Actively requests feedback from customers and acts constructively upon both positive and negative feedback Goes the “extra mile” for customers
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Does not treat all customers with respect Makes assumptions rather than finding out the customers needs Is not flexible about own way of doing things Is insensitive to customer concerns and carries out tasks without thought of the impact on the customer Uses jargon, bureaucracy and red tape Makes promises to customers that cannot be delivered Does not prioritise customer needs Ignores customer feedback Takes negative feedback personally
Embracing Change Definition The ability to plan for, adapt to and work with a variety of situations, individuals and groups. It is having a positive attitude to change and the ability to identify opportunities to improve performance. Level 1 Level 2 (+ Level 1 ) • • • •
Is open to new ideas and listens to other people’s points of view. Adjusts to peaks and troughs of workloads Always gives their best – is positive about change Covers for colleagues when needed
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Contributes positively to the change process and sees change as an opportunity to improve performance Works positively in ambiguous situations
Why it is important? The ability of employees to adapt to changing demands and work, now and in the future, is crucial in delivering a high performing service. Level 3 (+ Levels 1 & 2) • • •
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Recognises the impact of change on others and supports them through it Translates strategic vision into practical and achievable plans Proactive in identifying barriers to change and seeking ways to overcome them Promotes a learning culture, committed to continuous improvement and development Overcomes resistance to change Constantly reviews own and section objectives to ensure they support the organisation’s long-term Strategic Objectives Uses an awareness of the bigger picture along with common sense to interpret and implement policy.
Positive Indicators: •
Shows commitment to the long-term goals of the organisation
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Gets involved in shaping new ways of doing things
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Supports organisational objectives even when disadvantageous in own areas
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Explains the benefits of decisions to team members or colleagues
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Works towards planned career goals and personal ambitions
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Is able to think on their feet
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Creates and articulates a vision that generates excitement, enthusiasm and commitment
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Uses intuition as well as complex analysis to create a new concept or approach not obvious to others.
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Encourages others to create strategies and innovative services.
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Ensures that the external environment and Government policies are considered when determining strategic direction
Warning Signs:
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Pursues his or her own personal interests even when not in line with organisational objectives and values.
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Reacts to requests or priorities without thinking about the longer term or bigger picture
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Shows no interest in learning about the organisation’s work outside his or her own area.
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Openly discusses issues in a negative way
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Undermines new ways of doing things
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Creates barriers and does not accept change
Equality and Diversity Definition The recognition and valuing of difference in the broadest sense. It is about creating a working culture and practices that recognise, respect, value and harness diversity for the benefit of the organisation and all individuals. Level 1 • • • • • • • •
Why it is important? We are all representatives of our organisation. All employees need equality and diversity competence to engage creatively and effectively with each other, our customers and our partners, and to ensure compliance with legislation. Level 3 (+ Levels 1 & 2) Level 4 (+ Levels 1, 2 & 3)
Level 2 (+ Level 1 )
Treats everyone with respect Deals with everyone fairly and equitably Open to new ideas and ways of working Demonstrates curiosity and seeks information Receptive to the positive contribution others can make; Builds trust and communicates respect for others Considers impact of own actions on others Challenges inappropriate behaviour Is aware of and updates their knowledge and responsibilities under equalities legislation
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Actively demonstrates an interest in different experiences and backgrounds Seeks out, recognises and uses what people from different backgrounds and experiences have to offer Sets a personal example of good equalities practice at all times Understands the impact of hate crime, other harassment and unlawful discrimination Adapts to different audiences Demonstrates integrity and consistency in decision making Ensures full access to services for all
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Develops a culture of opportunity, equality and diversity Empowers people to achieve best practice in this area Ensures team members value the diversity of all they work with and integrates people of different backgrounds and experiences into teams and groups effectively Demonstrates clear and consistent leadership in promoting equal opportunities Deals efficiently and fairly with clear cases of evidenced wrongdoing Understands different learning styles
Positive Indicators: • • • • • • • •
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Strategic decision making reflects a good understanding of cultural issues and perspectives gained through consultation with others Demonstrates ability to incorporate ideas and concepts that creatively challenge norms, to allow for greater fairness, opportunity and diversity Is aware of their own leadership style and is committed to bring the best out in others Considers how new legislation, EU directives and guidance are integrated into strategy and plans how to manage this Works with partner organisations to provide services for l minority groups
Warning Signs:
Receptive to new ideas and differences Demonstrates a willingness to understand how equality and diversity can impact on the way services are delivered Observes personal impact in interactions with colleagues, customers and partners and adapts behaviour that is both consistent and appropriate Recognised as an effective communicator in a range of situations Demonstrates critical self-reflection and judgement actively demonstrating an interest in different experiences and backgrounds Seeks out, recognises and uses creatively what people from different backgrounds and experiences have to offer Considers impact of own actions on others
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Unreceptive and slow to adapt Has difficulty recognising the need to be responsive to equality and diversity issues Has low levels of curiosity, openness and interest in the possibility of learning from others Makes false assumptions of people and situations which cause offence and set up barriers to building trust Conveys lack of sensitivity Makes mistaken assumptions about people Treats people with a lack of respect Demonstrates resistance to introducing equality and diversity measures into the workplace (without well reasoned argument)
Leadership Why it is important?
Leadership Definition Leadership is the clear setting of goals and objectives linked to the organisation’s vision. It is also about encouraging, supporting and inspiring others to develop confidence, capability and to realise their full potential. Level 1 Level 2 (+ Level 1 ) • • • •
Leads by example Treats people fairly and consistently Generates a team spirit Gives appropriate recognition for success or good performance
We need individuals across the organisation at all levels to demonstrate positive leadership qualities to motivate and support others to achieve organisational, team and personal objectives. Level 3 (+ Levels 1 & 2) • • • • •
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Sets and communicates clear direction Understands in depth what motivates and encourages team members and colleagues Trusts staff to deliver work once delegated appropriately Secures necessary resources and support Provides supportive environment and removes blocks to effective working to ensure well being Encourages work life balance Gives timely and specific feedback on what has been done well and where there is room for improvement Encourages and seeks out feedback and makes positive Is aware of own leadership style and adapts to get the best out of others Recognises potential in others and encourages self development
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Empowers team members to come up with their own solutions to problems rather than solving the issue themselves Uses coaching and/or mentoring to develop the skills of others Delegates work effectively to continually develop team members Models the way in terms of behaviours expected within the team Has a clear vision which inspires the team to follow Encourages team members to try innovative approaches and think “outside the box”
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Articulates a vision that creates excitement, enthusiasm and commitment from others Is a dynamic and inspirational leader Happy to recognise individuals with skills that surpass their own and utilise them to achieve a better outcome
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Scrutinises how work was completed rather than celebrating achievement Does not delegate work Replaces clear objectives with menial to do lists Demonstrates favouritism in the team Does not deal with under performance or development issues Creates an atmosphere of fear or indifference Is inaccessible to others requiring direction Expects certain behaviour but does not example them Does not capitalise on diverse skills offered by the team Tells others what they want to hear
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People and Team Working Definition Uses interpersonal skills to work co-operatively with colleagues, internal and external partners, working pro-actively across communities and organisational boundaries, sharing information, new knowledge, innovation and ideas. Level 1 Level 2 (+ Level 1 ) •
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Achieves objectives by working and communicating with others within the team Asks colleagues for help when needed Puts in extra effort to share the load willingly Responds positively to requests for help from internal and external partners Is courteous, tactful and diplomatic Works with others to ensure projects and tasks are complete Puts team decisions above personal interests
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Why it is important? To ensure that people work co-operatively together sharing best practice, breaking down departmental barriers and communicating fully on new initiatives to achieve organisational goals. Level 3 (+ Levels 1 & 2) Level 4 (+ Levels 1, 2 & 3)
Ensures the health, safety and welfare of themselves and others through compliance with appropriate policies Encourages and accepts feedback from others Participates in team learning and sharing best practice Supports the learning needs of junior staff through providing ‘on the job’ support Speaks positively of others and gives praise and credit when due Understands what others need to know and keeps them informed Networks effectively both internally and externally, building good relationships Initiates meetings with colleagues and external partners to share information
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Has trust in staff capabilities , involving them in problem solving and decision making Responsible for the health, safety and welfare of staff through compliance with appropriate policies Empowers team to help plan service delivery Thinks through issues with others utilising their skills and making them feel valued Addresses conflicts or issues within the team in a timely, positive and confidential manner Shows genuine concern and care for staff, using appropriate personnel policies and ongoing review of arrangements in place Monitors individual and team performance, providing regular feedback and support as well as ensuring that any performance issues are dealt with speedily and constructively Provides staff with opportunities and support to develop and improve performance Creates new opportunities for individuals to work together
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Encourages career development and progression as a means of ensuring individual, team and organisational flexibility Develops and manages a clear simple and transparent performance framework Ensures adequate resources are in place and that staff are equipped to deliver against objectives Breaks down barriers that get in the way of effective team working and challenges others to do the same Promotes partnerships as a means of shaping and delivering services to the community Develops dynamic ways to introduce new strategies to improve partnership working
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Positive Indicators: Has a clear understanding of the team goals and ensures a professional service is delivered at all times Treats all team members with respect Has a ‘can do’ attitude to achieving team goals Is supportive of other team members, showing diplomacy, patience and care Understands and considers the impact their behaviour has on others Makes best use of team and organisational resources, including time, ideas and finances Willing to share Seeks out ways to improve team performance.
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Warning Signs: Sees themself as better than others and fails to respect their contribution Makes negative comments about another either professionally or personally Can’t help, won’t help, uncooperative “That’s not my job” “ I’m far too busy” “Passes the buck” Does the bare minimum to get by Co-operates selectively in accordance with own personal interests or objectives Fails to take on board new methods of delivering the service to accommodate different teams and communities
Professional Development and Working Efficiently and Effectively Definition Maintaining own professional and personal expertise. Producing high quality services which offer best value. Being creative and practical in developing new ways of working. Level 1 • • • • • •
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Ensure own targets are completed Keeps people informed of progress on key tasks Refers to others when necessary Checks for accuracy to get things right Plans and organises to cater for peaks and troughs in workloads Looks for and suggests ways to improve current working practices Learns from mistakes Identifies where further learning or continuing professional development could improve performance, develops, follows through and reviews personal learning plan with managerial support Maintains an awareness of current issues and developments in own field / profession Delivers an effective professional service
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Why it is important? Professionalism promotes pride and commitment to deliver services which are creative, innovative and best practice. It is continually making changes that increase the efficiency and effectiveness of our work and of the organisation. Level 3 (+ Levels 1 & 2) Level 4 (+ Levels 1, 2 & 3)
Uses own knowledge and expertise to develop new ways of working Obtains and uses necessary information to make decisions Demonstrates high personal standards as an example to others Considers impact of own actions on others Monitors and evaluates own performance against targets Remains focused when faced with competing demands Allocates time and resources to reflect priorities Is aware of and can control own emotions and behaviour when under pressure Understands the contribution of the other professions with whom they work and engage with Undertakes relevant role related professional development Works effectively as part of a multi-disciplinary team.
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Takes responsibility for making decisions to move things forward Plans ahead and is able to spot opportunities to develop new approaches, products and services to meet organisational needs Demonstrates integrity, fairness and consistency in decision making Sets demanding but achievable objectives for self and others Achieves results through effective management of self and others Applies professional development principles to staff through performance appraisal evidence Ensures that staff’s personal development plans are supported through timely feedback on staff appraisals and by contributing to the department’s training and development plan Transfers knowledge and skills to staff through staff meetings, presentations ,job rotation and on the job training etc;
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Encourages organisational learning and continuous improvement Able to identify and put a business case forward in response to changing needs of the organisation Works collaboratively with external partners to ensure they keep abreast of new developments Ensures work processes and projects are well targeted, managed and evaluated to deliver strategic aims Challenges the ‘status quo’ and takes appropriate risks in order to identify new and better ways of improving strategic performance Works and develops new initiatives that contribute to the development of the organisation Monitors and demonstrates progress in the application of best practice
Positive Indicators: • • • • • • •
Warning Signs:
Sets aside thinking time to come up with more creative ways of doing things Asks colleagues to identify key factors that hinder performance and use these to plan improvements Takes advantage of new technologies Looks to other areas for good ideas Is willing to be different Has a “can do” attitude Needs minimal supervision to obtain high quality outcomes
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Leaves other to resolve problems Leaves problems until they become significant issues Struggles to effectively prioritise work load or meet deadlines Sets unrealistic deadlines Relies on fire fighting Does not review or evaluate own work Is unreliable or has ‘won’t do’ manner Takes credit for others work Makes negative comments about other staff/teams and own organisation Sometimes infers blame on other staff/departments or the organisation
