'Management Competency Framework Essay\r'

'Introduction\r\nBlaenau Gwent’s new readiness frameworks have been developed to reward the strength’s ambitions to continu solelyy advance the serve we provide to our customers. A group representing in all Directorates in spite of appearance the Authority developed the frameworks, and consultation also took channelize with all department steering teams to insure the frameworks argon appropriate and fit for purpose. The frameworks ar think on attitudinal and demeanoral competencies, rather than those that look at adept skills. This is because we traditionally have been able to address proficient gaps in knowledge through established nurture and emergence activities.\r\nBehavioural and attitudinal development has non had the homogeneous intensity of attention, and the frameworks aim to address this, as it is a crucial aspect of continually improving the run we provide. This item framework applies to those who report to a di fancyal/Service managin g director and have an practicable counseling fibre (which includes managing early(a)s), or where the professional person /technical mapping requires regular operation at this level. Below argon answers to slightly of the questions you may have ab egress the frameworks.\r\nWhat is a Competency Framework?\r\nCompetency frameworks are a method of describing the underpinning values that shape and define the coating of the Authority. They also provide clear focus to meet the development of staff in vow to induce the best possible religious attends. The competencies within the frameworks have been good derived from the stack dodging, the Staff Opinion Survey, and consultation with major(postnominal) managers, and are focused on ensuring we have the message to deliver the strategic objectives of the Authority and settle Blaenau Gwent a better place to live and work. There are two generic frameworks that the Authority get out be using; 1. Management Competency Framework †this will apply to you if your vocation involves you supervising or managing other people. The Management Competency Framework splits into 3 levels.\r\nThe particular level that applies to you depends on the level of your management responsibilities. 2. generic Competency Framework †this will apply to you if your job does non include supervisory or management responsibilities. There are a number of competencies in severally framework. Underneath each is a habitual description of the competency, followed by a list of attitudes/behaviours that would mention competence in the relevant athletic field. The list is non exhaustive but is designed to give a flavour of the approach that the Authority encourages in all staff that the framework applies to. There is also a damaging statement at the end of each competency to indicate the sort of behaviour that is actively discouraged, as it works against the principle of continual value that the Authority is striving for. 3\ r\nWhy do we need a competency framework?\r\nThe competency framework serves several purposes, which together enable the Authority to improve and develop its staff and expediencys. The framework: 1. Informs potential recruits what is expected of them 2. Informs staff of the sort of attitudes and behaviours the Authority encourages when carrying out their duties 3. Informs staff of what they can expect from their managers 4. Shapes and defines a burnish based around strong principles such as partnership, continuous improvement, constructive challenge, and being citizen centred 5. Supports staff at all levels in their development in order maximise their potential The frameworks also colligate to some of the key strategies that drive the objectives of the Authority, such as the battalion Strategy and the Training & Development Strategy & Policy. The headline competencies are closely colligate with the Authority’s strategic objectives, as these are crucial to fulfi lling our obligations to our customers.\r\nHow will they be used?\r\n ab initio all staff will receive entropy about the frameworks and be encouraged to informally survey themselves against the framework that applies to them, with a view to developing their skills in all areas of the framework. The frameworks will also be built into a revised Performance Review organisation (PRS) and recruitment process. The frameworks will be reviewed and revised to ensure they reflect the needs of the Authority and its staff.\r\nLeading People\r\nLeads and motivates others to continually improve performance. Is approachable, supportive, and demonstrates integrity, fairness, and high personal and professional standards.\r\nA Blaenau Gwent coach-and-four Sets the standard of leadership for the service Provides clear direction and goals for the service Takes direct right and is accountable for actions Ensures the principles of equality and diversity are plant in the service Recognises and cel ebrates others’ contributions & achievements Challenges inappropriate behaviour A Blaenau Gwent Manager does not Consider it somebody else’s job to inspire the service\r\ncommunicating the Vision\r\nSees the â€Å" sizable picture”. Interprets and sets out how the vision is linked to the service.\r\nA Blaenau Gwent Manager Translates the vision into operational objectives Develops long term objectives and strategies for own service area to achieve the vision Proactively promotes the vision to others Ensures others understand how their role takes to achieving the vision A Blaenau Gwent Manager does not get wind the vision as unconnected from service objectives\r\nFacilitating highschool Performance and Results\r\nIs enthusiastic, ambitious, determined, and confident to challenge, ensuring high levels of personal and service achievement. Has stamina and willpower to deliver results.\r\nA Blaenau Gwent Manager Is committed to continually improving performan ce of ego and others Sets ambitious performance targets and priorities for self and others Gives regular, constructive feedback on team/individual performance Motivates others to achieve and improve performance Recognises and celebrates success Challenges poor performance befittingly Seeks learning opportunities from results\r\nA Blaenau Gwent Manager does not calculate the status quo as acceptable\r\nMaximising emf\r\nDevelops and encourages personal development to improve performance and institute to continual improvement.\r\nA Blaenau Gwent Manager Encourages and develops personal office in others Encourages others to think for themselves Promotes risk-taking and supports appropriately Develops the skills, experience, and ambition of others at all levels to enhance flexibility of services Promotes development in self and others Supports and trains others in own areas of expertise\r\nA Blaenau Gwent Manager does not Make negative assumptions about others’ ability to contribute\r\nCommunicating\r\nCommunicates point-blankly and in effect, ensuring that messages are clear and concise. Adapts content and style to attend others understand.\r\nA Blaenau Gwent Manager Promotes a culture of open communication Communicates in effect, using a variety of styles, with a broad range of people Creates and develops networks opportunities to influence actively listens and respects others’ points of view Checks own and others’ understanding A Blaenau Gwent Manager does not Fail to consider the some effective way of communicating\r\nMaking sure Decisions\r\nEnsures decisions are based on sound point and linked to improving services.\r\nA Blaenau Gwent Manager Considers implications of proposed decisions Ensures decisions link to continually improving performance Understands problem firmness is part of the improvement process Has the confidence to make ambitious, difficult, or unpopular decisions Is able to justify and condone decisions\r\ nA Blaenau Gwent Manager does not Accept decisions without reviewing or challenging\r\nWorking Together\r\nUnderstands and contributes to effective working across all sectors, and identifies potential areas of improvement, ensuring partnerships are focused on outcomes. Works effectively with colleagues in all departments.\r\nA Blaenau Gwent Manager Understands partnerships in the context of the â€Å"big picture” Promotes and contributes to multi-agency partnerships to continually improve services for the citizen Networks effectively internally and externally Identifies the expertise of others Proactively shares knowledge and information Seeks out the most appropriate people to contribute to partnership working, both inside and outside the service A Blaenau Gwent Manager does not Pay oral fissure service to partnerships or work in closing off\r\nPromoting a Citizen Centred Culture\r\nDrives and promotes an outward-facing culture and service that is rattling citizen focuse d.\r\nA Blaenau Gwent Manager Recognises the importance of contributions from the community to prospect and achieving continually improving services Promotes and develops a continually improving citizen-focused culture within the service Contributes to initiatives alter regular consultation and feedback from citizens on the quality and justness of service delivery. Engages with the community appropriately and respectfully Is an ambassador for the organisation and the community it serves\r\nA Blaenau Gwent Manager does not Deliver services that meet organisational needs rather than the needs of citizens\r\nWorking With Councillors\r\nUnderstands the political context and is sensible of own role and responsibilities when communicating with Councillors or doctorring to others.\r\nA Blaenau Gwent Manager Establishes and continually improves positive and appropriate interaction with all Councillors Provides timely, constructive, high quality professional advice to attend to the p olitical decision making process Abides positively with the protocols relevant to the political relationship Is confident to refer enquiries to others when appropriate A Blaenau Gwent Manager does not lease self or colleagues to be intimidated or fail to adhere to appropriate protocols when self or colleagues interact with Councillors, including inappropriately influencing, or being influenced, to the prejudice of the organisation\r\nPushing the Boundaries\r\nIs originative and innovative in seeking to continually improve the service. Manages heighten effectively and is willing to take calculated risks. Challenges where appropriate.\r\nA Blaenau Gwent Manager Regularly and constructively challenges the status quo Proactively thinks how potential change will affect the citizen Taps into the innovative and creative potential of others Considers different methods/approaches Encourages others to suggest new ideas Supports and develops others’ ideas Looks creatively inside an d outside the organisation for new ideas and actively shares good practice\r\nA Blaenau Gwent Manager is not Satisfied with maintaining the existing arrangements and performance of the service\r\n'