Behavioural Competency Framework


Supporting the Values of the Council

Putting our Customers First (Core)

This competency is about placing the customer at the heart of our activities, listening to them and being prepared to do things differently to meet their needs.

Level 1 – What we stand for

Level 2

Level 3

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Level 5

Understand who our customers are

 

Be polite, helpful and considerate and take time to listen to customers

 

Work with colleagues to help meet customer needs

Seek to understand our customer needs

 

Asking for customer feedback

 

Using feedback to inform our actions, priorities and recommendations

 

Encouraging and supporting others to deliver excellent customer service

 

Consulting and engaging with community and customer groups to identify customer need

 

Developing ways of working, processes and structures to achieve continual improvements in customer service

 

Ensuring that customer views are fully taken into account in the planning of services

 

Promoting and ensuring working across service areas to improve customer care

 

Challenging others across the organisation to improve service delivery

Analysing services from the ‘customer perspective’ to ensure high-quality, timely and flexible

 

Understanding and guiding others towards early intervention, prevention and the elimination of demand caused by service failure

 

Putting the customer at the centre of cross-portfolio working and external partnerships: seeks to achieve seamless, efficient and accessible service provision

 

Using rigorous methods to test, review and enhance the customer experience

Getting Things Done (Core)

This competency is about the personal, inner motivation, enthusiasm and drive to meet and exceed targets so that we focus on what needs to be done and make it happen.

Level 1 – What we stand for

Level 2

Level 3

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Level 5

Ensuring tasks are completed to high standard and see them through to completion

 

Contributing to ensure efficient ways of working

 

Monitoring and checking own progress against requirements

Ensuring own and, where applicable, others’ outputs meet requirements

 

Identifying and communicating priorities to relevant people

 

Identifying where the right resources and skills are available

Establishing ways of measuring and benchmarking performance

 

Committing required resources and time to deliver and improve results

 

Defining and communicating

critical success factors for service delivery

 

Making decisions and setting priorities on the basis of calculated costs, benefits and risks

 

Supporting and driving new performance improvement initiatives

 

Seeking, identifying and taking actions to overcome organisational barriers to deliver improved results

 

Recognising and acknowledging the performance of others

Ensuring that performance is focused on continually improving outcomes for customers and the city region as a whole

 

Engaging with internal and/or external partners at a strategic level to ensure that performance is optimised

 

Taking necessary actions and making hard choices to ensure results are delivered

 

Identifying and resolving systemic or structural barriers to performance

 

Establishing a culture of achievement and a shared commitment to exceed targets

Taking Personal Responsibility (Core)

This competency is about being consistent with our own values and those of the council, and demonstrate a commitment to support change and see it through.

Level 1 – What we stand for

Level 2

Level 3

Level 4

Level 5

Being consistent and fair in dealings with others 

 

Rectifying errors and seeking appropriate guidance and support to correct them

 

Sharing of all relevant information with others 

Continuing to deliver when faced with tough circumstances, uncertainty, difficulty or change

 

Supporting and encouraging others to deal with uncertainty, difficulty or change

 

Encouraging others to be fair, open and honest

Challenging established practices where they are not consistent with fairness and openness

 

Speaking out even when it jeopardises a trusted or valuable relationship 

 

Seeking to turn difficult situations around 

Challenging powerful individuals to behave in a way that models the organisational values

 

Actively promoting and driving an organisational commitment to public service 

 

Ensuring sharing of all relevant information across the organisation 

 

Ensuring organisational practices are transparent  

As a visible leader, modelling and promoting values in all activities and interactions

 

Retaining the highest standards of honesty, integrity and respect during periods of significant pressure and difficulties

 

Providing values-based leadership for the development and maintenance of city-region and partnering arrangements

Seeking to understand others, and treating them with respect (Core)

This competency is about demonstrating an understanding of others and valuing their contribution and viewpoint even if it may be different from your own.

Level 1 – What we stand for

Level 2

Level 3

Level 4

Level 5

Asking about others’ views and feelings, and actively listening and acknowledging these

 

Acknowledging and considering the different views and ideas of others 

 

Checking own understanding of how others feel  

Questioning others to understand their viewpoint and take them into account 

 

Seeking to understand, the reasons for others actions and views 

 

Encouraging others to consider the impact of their actions 

Shaping the environment to ensure others feel positive and conflict is minimised 

 

Addressing and changing things when the behaviours of others is disruptive 

 

Seeking and taking opportunities to create and support forums where people can express their views and concerns

Assessing the strengths and development areas of others, aligning their strengths to the demands and requests made of them

 

Seeking to understand the source of negative emotions within and external to the organisation

 

Identifying and taking action to pre-empt situations where strong emotions will be aroused

Building positive relationships with others in challenging and complex circumstances

 

Understanding and responding to the political, financial, reputational and other factors that influence the behaviour of senior people

 

Recognising and taking action to resolve cultural or systemic causes of conflict, misunderstanding or lack of collaboration

 

Modelling consistently collaborative, supportive and respectful behaviour towards others 

Developing Potential

This competency is about identifying and growing talent to ensure we have the capacity needed for the future.

Level 1 – What we stand for

Level 2

Level 3

Level 4

Level 5

 

Supporting others’ to identify their development needs and find ways to meet these needs 

 

Actively supporting others to develop understanding and/or skills  

 

Mentoring others and sharing knowledge to improve performance 

Supporting others to acquire the skills needed for the future in the short, medium and long term 

 

Giving positive and constructive feedback   

 

Actively looking for and taking opportunities to coach and mentor others  

Promoting and encouraging staff development across the organisation  

 

Ensure a resource pool to meet longer-term talent requirements  

 

Develop others to equip them for leadership roles

Predicting changing organisational needs and taking action to ensure people are fully equipped to meet them

 

Taking a visible and proactive role to development high quality leadership and management skills across the organisation

 

Understanding and nurturing the skills and behaviours required to optimise partnering arrangements

Leading Change

This competency is about taking responsibility for change, encouraging initiative and making the Council’s objectives real and relevant for others.

Level 1 – What we stand for

Level 2

Level 3

Level 4

Level 5

 

Promoting and being positive about change   

 

Seeking opportunities for self and others to contribute to change  

 

Helping others to understand the reasons for and the process of change  

 

Setting out and communicating the vision and the rationale for change  

 

Looking for ways to support and contribute to successful change  

 

Enabling and supporting colleagues and stakeholders to deal effectively with change 

 

Simplifying a complex or confusing message to provide a clear vision that others are able to buy into and act upon

 

Following through on change to ensure it is fully embedded in the organisation, the benefits are realised and lessons learnt for future change

 

Creating and promoting a culture and environment in which change is managed effectively and sensitively, to increase the likelihood of buy-in and success

 

Creating a coherent vision, aligning and integrating many different change initiatives and programmes 

 

Testing and evaluating the longer-term and strategic impact of change programmes 

 

Ensuring that structures and resources are in place to effectively lead and manage change programmes 

 

Championing change and securing buy-in from senior players internally and externally 

 

Demonstrating consistent drive, resilience and agility during challenging periods of change 

Initiating Change and improvement

This competency is about having the ability to look ahead, anticipate events, see opportunities and take action now to shape the future.

Level 1 – What we stand for

Level 2

Level 3

Level 4

Level 5

Seeking and taking opportunities to improve   

 

Being flexible and open to changes   

 

Being cooperative when change impacts upon you

Using knowledge and experience to proactively put forward suggestions for improving 

 

Dealing with the unexpected and adapting readily to change

 

Identifying and taking action to head off potential problems   

Encouraging, promoting and supporting new ideas   

 

Constantly encouraging self and others to look for improvements in methods, approaches and ways of working

 

Identifying and implementing new approaches to improve  

Looking for long-term opportunities that will create positive changes and taking action to make these a reality 

 

Identify new and bold ideas to respond to opportunities that lie ahead

 

Actively use internal and external data and trends to add value for the customers and the council

 

Develop clear direction on how the organisation can improve 

Recognising when only radically different models of delivery will secure the desired outcomes 

 

Being creative and thinking without boundaries: challenging narrow views and deep-rooted resistance 

 

Taking action to quickly translate initial ideas into tangible results when speed of execution is essential 

 

Identifying when ‘good ideas’ do not fit with the bigger picture or strategic intent

Organisational Awareness

This competency is about understanding formal and informal structures, decision-making, climate and culture and organisational politics, which shape how the council works.

Level 1 – What we stand for

Level 2

Level 3

Level 4

Level 5

 

 

Identifying and challenging organisational limitations, where applicable  

 

Identifying both formal and informal sources of influence and using this knowledge to build relationships with key decision makers/influencers

 

Recognising the reasons for on-going organisational behaviour 

Acknowledging and responding to internal and external forces affecting the organisation 

 

Spotting trends and changes –both internal and external – that will affect the organisation in the future. 

 

Forming and maintaining relationships with key provincial and national institutions, bodies and individuals to protect and enhance the council’s position

Identifying and optimising decision-making processes in city region and other partnering arrangements   

 

Sustainably exerts influence within a variety of different working arrangements e.g. city region, private sector partnerships, etc.

Partnering and Corporate Working

This competency is about valuing, building and maintaining networks and relationships to achieve objectives.

Level 1 – What we stand for

Level 2

Level 3

Level 4

Level 5

Actively participating as member of a team     

 

Proactively sharing information and ideas openly within own team    

 

Supporting others to complete tasks

Identifying and building effective and collaborative working relationships    

 

Proactively sharing information and ideas openly with all relevant teams    

 

Acknowledge different stakeholder priorities and take them into account

Proactively maintaining a network of internal and external colleagues to enable service improvement and service delivery  

 

Promoting and forming cross-functional teams to deliver results and improvement   

 

Working collaboratively to gain buy-in and agreement towards a common goal    

Promote and lead partnership and corporate working, across and outside the organisation   

 

Using depth and breadth of contacts to build alliances for wide and far reaching change   

 

Managing complex relationships, internally and externally, to establish common goals and develop mutual commitment to positive outcomes

Forging and continually developing a complex network of senior-level relationships to optimise the productivity of the city region 

 

Focusing on desired outcomes and defining which types of partnering arrangements will best achieve them  

 

Ensuring the right-strategic partnerships are in place to optimise the use of public sector resources in a climate of austerity  

 

Unlocking the key strategic barriers to partnership and collaboration 

  

Exploiting the use of commercial partnerships and ventures, whilst effectively accounting for the risk factors

Communicating

This competency is about facilitating and communicating all kinds of information and messages to different audiences in the most effective way.

Level 1 – What we stand for

Level 2

Level 3

Level 4

Level 5

Communicating clearly and effectively     

 

Actively listening to other      

 

Sharing information and knowledge with others.     

Taking technical or complex information and turning it into clear oral or written communications   

 

Producing communications that are focussed tailored and easily understood by the intended audience.   

 

Capture and share useful information and feedback 

Selecting most appropriate communication styles, approaches and channels    

 

Communicating challenging and contentious messages with openness    

 

Responding openly to challenges and addressing concerns  

Communicating appropriately in response to a crisis or unexpected event where preparation time may be limited.  

 

Clearly articulating highly complex, strategic and conceptual information to others in a meaningful and relevant way  

 

Creating an environment and culture that encourages open, honest, timely and effective communication   

 

Communicating and influencing effectively in critical internal and external environments   

 

Interpreting accurately what has been said/not said in senior level discussions and negotiations: explores the important subtle messages  

 

Positions the Council clearly and credibly when outlining its position    

 

Conveys the right messages in the right places to secure the desired outcomes

Analysing, Problem Solving and Decision Making

This competency is about gathering key information, recognising risks, evaluation, decision-making to support best practice.

Level 1 – What we stand for

Level 2

Level 3

Level 4

Level 5

Making reasoned decisions based on evidence     

 

Taking a logical approach to problem solving.     

 

Seeking to ensure all known key information is gathered 

Exploring a variety of options in order to effectively solve problems and make reasoned decisions

 

Anticipating the impact that decisions will have on others and taking this into account and implementing solutions

 

Using appropriate approaches or tools to gather all relevant information in order to take a decision and/or solve a problem   

 

Investigating and evaluating options when making decisions whilst anticipating and assessing short and medium term risks  

 

Ensuring solutions to complex problems are realistic and workable

 

Following through on solutions / decisions, until closure or resolution, to ensure they are understood and implemented by others 

Anticipating and assessing long-term and strategic risks, addressing them and helping others to recognise and address them

 

Creating an environment and culture in which people make decisions and take responsibility for them

 

Taking appropriate steps to communicate and deal with the impact of decisions on colleagues, customers and/or partners  

Looking beyond the immediate issues and placing them within the context of the Councils strategic direction  

 

Promoting and nurturing joined-up decision-making – ensures key people are communicating and aligning their efforts  

 

Undertaking complex strategic analyses and presenting the options to senior politicians in an accurate and balanced way  

 

Foreseeing and managing the longer-term implications and potential unintended consequences of key strategic decisions 

Equality and Diversity

Removing discrimination and barriers to fair access to Council employment and services on the grounds of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, sexual orientation or Welsh language. Recognising, valuing and celebrating difference,and being able to work together to create a vibrant, diverse, just, cohesive and decent society where everyone can enjoy their human rights and achieve their potential.

Level 1 – What we stand for

Level 2

Level 3

Level 4

Level 5

Follow equality policies, procedures and legislation     

 

Treating others with dignity and respect     

 

Acknowledging the value of differences between people  

Promoting the importance of equality and valuing diversity in the workplace and in service delivery   

 

Acknowledging and communicating that every employee has a role to play in making the Council an Employer of Choice and a successful deliverer of services to diverse communities

Identifying and ensuring good equality and diversity practice and remove barriers.    

 

Ensuring that equality and diversity are always actively considered when introducing a new activity, policy or decision  

 

Supporting others to consider and deliver good practice    

 

Promoting and ensuring a culture in which equality and diversity is valued through fair and just service delivery and employment.  

 

Advocating and championing equality and diversity within the organisation    

 

Engaging equalities communities and stakeholders, and involving them in shaping Council policies and practices  

 

Challenging and testing services to ensure that commitments to equality and diversity are being robustly implemented

 

Putting systems in place and using them to evaluate the degree to which services are securing improved outcomes in the lives of all service users: taking action to tackle all aspects of inequality

 

Challenging and improving the culture and processes of the organisation; ensuring that the potential of all employees is identified, nurtured and fully realised. 

 

Working together with partner organisations to cohesively achieve improving strategic equality and diversity outcomes

Optimising Resources

Leading and creating a culture where resources are effectively deployed, efficiently managed and used creatively to deliver the best outcomes for the city and region.

Level 1 – What we stand for

Level 2

Level 3

Level 4

Level 5

 

 

 

Providing higher-level guidance and advice to managers regarding the efficient deployment of resources 

 

Taking responsibility for developing skills and attitudes that promote the effective use of resources  

 

Encouraging a creative culture, where people look for novel or adapted ways to deliver excellent results more efficiently  

 

Taking difficult decisions about services with the priorities of customers being paramount   

 

Giving strategic direction to senior colleagues about where to invest, to disinvest and to save: clarifies the big picture context (in line with Cabinet priorities)

 

Demonstrating commercial/acumen; fully understanding the financial and other factors of potential ventures  

 

Establishing a culture of accountability where resources are efficiently and carefully managed across all services   

 

Utilising regional and other partnerships and collaborations to optimise resources   

 

Encouraging and supporting efforts to attract new or increased income streams  

Demonstrating Political Acumen

Working effectively within the context of a member-led authority; understanding political priorities for the city region and establishing a position as a trusted and impartial advisor.  Helping senior politicians to ‘test’ and fully appreciate the best ways to implement agreed priorities and commitments.

Level 1 – What we stand for

Level 2

Level 3

Level 4

Level 5

 

 

 

Understanding key political decision-making processes and engaging with them appropriately  

 

Ensuring the production of clear, accurate and timely responses to member enquiries   

 

Deputising for the relevant Director and providing robust guidance to senior elected members  

 

Ensuring that managers and staff engage appropriately and effectively with elected members

Understanding the priorities of the Cabinet and translating these into action in the organisation  

 

Offering clear and accurate advice to senior politicians, highlighting the benefits, risks and implications of key strategic choices  

 

Being aware of political sensitivities, whilst retaining non-political objectivity    

 

Keeping politicians informed in a timely and proactive manner; avoiding unnecessary surprises   

 

Understanding and making sense of the local, regional and national political agendas