Change Management
The Middle Manager
Competency Framework
Corporate Learning & Development Service
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Corporate Learning & Development Service
http://sheffield.net/employment/training-and-development/competency-framework
Change Management
Contents
PageIntroduction / 3
Change Management / 4
Collaborative Working / 7
Communication / 9
Customer Focus / 12
Leadership and People Management / 15
People Skills / 20
Process Management / 24
Project Management / 27
Strategic Planning and Implementation / 29
Workforce, Finance and Resource Management / 32
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Corporate Learning & Development Service
http://sheffield.net/employment/training-and-development/competency-framework
The Middle Manager Competency Framework
Introduction
The Middle Manager – Competency Framework
This framework defines the ten core competencies agreed for Middle Managers in Sheffield City Council. This sits as part of the overall competency framework for the City Council.
The competency framework is designed to be used in a number of ways:
r As a clear statement of the expected standard of performance
r The basis on which the Development Centre activities will be assessed
r The basis for the 360° feedback exercise
r As a basis for appraisal discussions
r As a reference document
The competencies should be viewed as overlapping. They cover both task and people skills, as well as personal behaviours. No competency is intended to stand alone. When you are managing a project you are likely to have to draw on leadership and people management skills, interpersonal skills, resource management skills, change management skills, etc. Almost every aspect of the work you do involves a combination of these competencies.
The work of the City Council will increasingly require some ability in all the competency areas. However, you are not expected to remember or be an expert in every area already. We are all individuals and each of us has a mix of skills, aptitudes and knowledge that make us unique. Through appraisal discussions, self analysis and feedback you will be able to identify your own areas of strength as well as the competency areas in which you need to focus your future development in order to be a more effective Middle Manager.
The essence of the management style implicit in the competency framework is underpinned by clear values and expectations by the City Council. All managers are expected to value and respect the diversity of the workforce and service users and to actively promote equality as a fundamental value.
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Corporate Learning & Development Service
http://sheffield.net/employment/training-and-development/competency-framework
The Middle Manager Competency Framework
Change Management
Definition
Facilitate, manage and implement change to improve and develop services.
Scope
r Purpose and scope of change
r Plan and review change
r Involve and inform others
r Support others through a process of change
r Implement changes
Change Management
Purpose and scope of change / Makes changes only within immediate parameters of own role / Changes structures but without addressing implications / Addresses the implications of change on the people, jobs, roles and relationships with other services/partners/ customers / Maintains an overview and helps determine the broad direction of future organisational change and assesses its likely impact
Plan and review / Does not plan the change and/or does not check progress on any changes / Plans do not include all requirements for managing the change and the people / Planning and review processes for change are thorough, systematic and meet all the organisational requirements / Uses a range of planning and review tools and adopts a flexible approach to achieving planned change
Involve and inform / Does not share information on change issues. Determines the change process without any participation of those affected / Shares only basic information concerning change process with relevant individuals and groups. Provides information mainly in response to requests. Allows for limited participation of those directly affected by change, without seeking it / Shares information with relevant groups/ individuals to help understand the change process. Involves all those affected by the change process / Openly disseminates information of the change process through a range of communication media. Encourages and stimulates the involvement of all groups/individuals affected and seeks views and opinions of others
Management support / Does not offer support for employees through the change process / Offers some additional support for employees but not enough to meet their needs / Provides support, feedback, encouragement and recognition for employees through the change process / Encourages employees in the change process through the development of a range of support/problem solving processes
Change Management
Implementation / Fails to follow through and sustain the change process to achieve the organisational aims / Inconsistent in sustaining the momentum of change. Does not always achieve desired outcomes / Achieves implementation of change to meet agreed plans/project outcomes. Adapts and modifies plans to meet changing demands / Reviews implementation of change and shares experiences. Reinforces and consolidates changes. Applies learning to new change projects
35
Corporate Learning & Development Service
http://sheffield.net/employment/training-and-development/competency-framework
The Middle Manager Competency Framework
Collaborative Working
Definition
Develop alliances and work effectively with partners, stakeholders and colleagues to resolve problems, implement policies, achieve mutually beneficial goals and improve services.
Scope
r Values collaborative working
r Partnership culture
r Working relationships
r Achieve outcomes
r Networking – people, communication and information management skills
Key Terms
Partners: Organisations/individuals/groups with whom the organisation undertakes joint initiatives for mutual advantage
Stakeholders: All those groups and individuals who have an interest in or may be affected by the organisation and its activities,
e.g. elected members, employees, customers, local communities, businesses
Partnership: A working relationship between two or more parties to achieve agreed outcomes
Collaborative Working
Value and benefits / Does not identify opportunities for networking and collaborating / Regularly misses opportunities for networking and collaborating (although may identify a few) / Consistently identifies opportunities for networking and collaborating and takes advantage of them / Actively promotes the value and benefits of working collaboratively with a range of partners
Partnership culture / Resists requests for collaboration with other people, including own managers / Responds to requests to work in collaboration but does not actively encourage others to work collaboratively / Collaborates activity with others and supports and encourages collaboration across and within directorates and with established partners/agencies / Maintains strong network of contacts and identifies new opportunities for collaboration with previously unidentified agencies and partners
Working relationships / Does not establish rapport and open working relationships with stakeholders / Establishes rapport and open working relationships with some stakeholders but not with all / Establishes rapport and develops open working relationships with all stakeholders / Extends the range of potential partners, seeking new working alliances
Achieve outcomes / Does not identify others with potentially mutually beneficial goals / Identifies others with mutually beneficial goals but is not proactive in achieving collaborative goals / Identifies mutually beneficial goals and works with partners to achieve them. Achieves desired outcomes / Outcomes of collaboration exceed planned goals/targets. Synergy generated from collaboration
Networking / Does not use or share information to help others. Does not seek information from other people / Provides information only in response to requests. Seeks information only in response to personal need / Makes effective use of information networks to support collaboration with others. Shares and seeks information on issues that may benefit other parts of the organisation / Proactively disseminates information with existing and potential partners. Maintains existing networks. Develops and promotes new information networks
35
Corporate Learning & Development Service
http://sheffield.net/employment/training-and-development/competency-framework
The Middle Manager Competency Framework
Communication
Definition
Receive (listen), understand and interpret information from others. Deliver messages, ideas and information, and arguments in a manner that promotes understanding to a variety of audiences
Scope
r Receive information (listen)
r Deliver information
r Range of audiences and situations
r Range of communication media/channels
r Behaviour
Key Terms
Communication Media/channels: Written, verbal, visual, TV, radio, electronic, formal, informal and non-verbal
Audiences: Employees, service users, stakeholders, public, groups and individuals
Situations: 1:1, appraisal, through to large groups, formal and informal meetings, internal and external to organisation
Communication
Receive information (listen) / Does not seek the views of others. Does not seek clarification from others. Does not use questions to check the understanding of others / Seeks views of others but does not seek clarification from others and/or use questions to check the understanding of others / Seeks views of others, listens actively, asks questions, clarifies points to check for mutual understanding / Uses questioning to explore the motivations and mindset underlying the views of others
Deliver information / Presents ideas and information in a way that hinders understanding. Discourages listeners from asking questions and clarifying understanding / Responds to questions from audience but does not seek questions and debate. Reactive but not proactive / Presents difficult ideas, information and problems in a way that promotes understanding. Encourages listeners to ask questions and clarifies understanding / Presents ideas in an organisational context, helping to promote understanding of organisational aims and vision
Range of audiences and situations / Does not identify information/ communication requirements of diverse audiences. Does not seek feedback from audiences / Identifies information/ communication requirements of audiences but does not adopt communication style appropriate to situation or target audience. Seeks audience feedback but does not modify communication in response / Identifies information/ communication requirements of audiences and adopts communication style appropriate to situation, including selecting appropriate time and place. Exercises judgement and modifies response to audiences / Anticipates the information and communication requirements of audience and prepares accordingly. Adapts approach in response to feedback from audience
Communication
Range of media/ channels / Uses very limited range of communication channels/media – predominantly using one approach, e.g. formal/ written / Uses limited range of communication channels/ media – predominantly using two or three approaches. Does not ensure corporate standards for plain language, clear print and design guidelines are met / Uses wide range of media and communication aids. Ensures corporate standards for plain language, clear print and corporate design guidelines are met / Reviews use of communication media/ channels and seeks to improve effectiveness of communication through the use of new approaches
Behaviour / Displays closed attitude, inattentiveness and lack of enthusiasm through verbal and non-verbal behaviour. Presents unprofessional image of self to others / Inconsistent in verbal and non-verbal behaviour. Presents mixed image of self to others / Displays openness, attentiveness and enthusiasm through verbal and non-verbal behaviour. Presents professional image of self to others / Develops and improves own personal behaviour to enhance effectiveness of communication
35
Corporate Learning & Development Service
http://sheffield.net/employment/training-and-development/competency-framework
The Middle Manager Competency Framework
Customer Focus
Definition
Continuous development and improvement of services to customers by consistently applying Charter Mark Standards
Scope
r Customer culture
r Diversity of customers
r Consultation and feedback
r Develop and deliver services
r Monitor and review
Key Terms
Customers include: Internal and external, direct, indirect, potential, non users, those affected directly or indirectly by the service and facility
Community include: Local taxpayers, general public, partners, elected members, business community, and voluntary sector
Social inclusion: The process that removes barriers, whether economic, social, cultural, political or physical, faced by individuals and communities in accessing core services and opportunities
Customer Focus
Customer culture / Services primarily meet organisational rather than customer needs. Does not value the importance of the customer perspective / Sometimes values the importance of the customer perspective / Communicates to others the importance of the customer perspective. Engenders a commitment to quality customer service. Models a positive approach to customer service / Embeds a customer service culture focused on providing the service that customers want, meeting their requirements for service delivery. Demonstrates the Council’s customer service values
Diversity of customers / Provides the service without recognising the diverse needs of customers / Identifies and recognises the diverse needs of some customers / Identifies and recognises the diverse needs of existing and new customers. Anticipates barriers they may face and addresses these. Demonstrates a socially inclusive approach to service delivery / Consistently exceeds customer expectation and need. Anticipates and identifies the changing needs of existing and new customers. Develops in-depth knowledge of own service area’s customer base
Consultation and feedback / Does not seek feedback on service provision. Does not inform customers of the outcomes of feedback / Consults with some customers but corporate guidelines are applied inconsistently. Identifies trends and sources of recurring problems / Consults with customers in a variety of ways. Feedback is used to improve services. Outcomes are communicated effectively to customers. Identifies steps to prevent and eliminate recurring problems / Feedback is consistently used to inform and develop customer service strategy across directorates. Uses a range of methods for engaging and actively listening to current and potential customers, identifying their needs, requirements and preferences
Customer Focus
Develop and deliver services / Services provided without using outcomes of consultation and feedback / Some adjustment to service provision made as a result of customer feedback. Some customer needs remain unaddressed / Develops and delivers services that consistently meet customer needs / Develops and delivers services to exceed customer expectation.
Redesigns services to place the customer’s needs and requirements at the centre of the service
Monitor and review / Customer service monitoring and review processes not used / Some customer service monitoring and review takes place but inconsistently used / Consistent application of customer service monitoring and review processes to improve the quality of service provision / Considers and implements innovative ways of monitoring and reviewing service provision to exceed quality.
Seeks out good practice to identify potential areas for improvement
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Corporate Learning & Development Service