management competency framework template knowledge skill ... · skill • what are your abilities?...

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MANAGEMENT COMPETENCY FRAMEWORK TEMPLATE This template enables you to determine two things with regard to the twelve common competencies used in organization’s management competency framework.

Firstly, do you exhibit each behavior in your work personality for a competency? Secondly, is your behavior at the appropriate level for the role you seek?

The use of such a framework offers organizations and the individual a consistent and organized way to measure behaviors. It plays an increasingly significant role in recruitment and offers structured support to an individual as part of their continuous professional development. There are three factors used to measure a behavior these are Knowledge, Skills and Attitudes/Aptitudes (KSA’s). The components of each factor are listed below and illustrate how a behavior is assessed in connection with a specific role. KNOWLEDGE

• How do you use your existing knowledge? • Does this match the expected behavior of someone performing the role? • Do you use the same number and variety of information sources as that expected of the role (i.e. principles, facts, ideas etc.)?

SKILL

• What are your abilities? • Are your learned experiences pertinent to the role? • Can your level of skill match that required of the role? • How do you address a variation or deficiency in a required skill?

ATTITUDE / APTITUDE

• Is your attitude towards others you interact with appropriate for the role? • Do you have the capacity to adapt your behavior to any situation or scenario you could face in the role?

The definitions for each these competencies will alter to ensure that it matches an organization’s culture and belief system. It will need adapting to the role description and specification to ensure the competencies are ranked in order of priority appropriate to the role. The alphabetical list below is typical of a management competency framework.

• Change Agent • Continual Improvement • Customer Focused • Decision Making • Interpersonal Communications • Leadership

• Mentoring & Coaching • Planning & Organizing • Professional Development • Resource Management • Stakeholder Management • Strategic Thinking


CHANGE AGENT The work environment should be stimulating and enable people to be creative so that new ideas can be generated adding value to the organization. Their flexibility welcomes change and assists in its implementation.

BEHAVIOR YOUR EXAMPLE LEVEL ACTION PLAN NEEDED

Provides a positive and enthusiastic attitude to team in all communications connected with change.

ASSISTANT / SUPERVISOR

MANAGER / SNR MANAGER

STRATEGIC / EXECUTIVE

YES / NO

Through their own acceptance and support of change provide well-reasoned statement to gain team’s acceptance and deal with any concerns.




YES / NO

Seeks new opportunities by bringing together people with different backgrounds and viewpoints.




YES / NO

Provides encouragement for team to suggest new approaches and implements those that offer benefit to the Organization.




YES / NO

Adds value to the Organization by researching and introducing new ideas and practices.




YES / NO

Investigates the practical implications of integrating new practices into the existing structure.




YES / NO


Reviews traditional practices and recommends changes to bring improvement.




YES / NO

Offers support during the implementation of new opportunities.




YES / NO

CONTINUAL IMPROVEMENT Showing commitment to the maintaining of high standards. Always seeking ways to improve the service offering.


You are the role model within your department /division for maintaining high standards.




YES / NO

Ensure your own work shows your attention to detail and promote this within the organization




YES / NO

Use regular monitoring and reviews to encourage and support individual adherence to organizational standards.




YES / NO

Ensure that processes set in place to monitor service delivery meet organizational standards.




YES / NO


Undertake regular audits of these processes and maintain this information.




YES / NO

Responsible for monitoring errors, finding their causes and set procedures to address poor quality.




YES / NO

Recognizes success and acknowledges achievements as part of continual improvement in standards.




YES / NO

Adopts a proactive approach to the promotion and support of continual improvement.




YES / NO

CUSTOMER FOCUSED Understanding and identifying the needs of existing and potential customers. Ensure that the main focus and priority is on meeting customer needs.


Proactive in seeking feedback from customers, which is then actively used in decisions in all aspects of customer service.




YES / NO

Strives to gain an in-depth understanding of customer needs so that future recommendations can be made.




YES / NO


Where Customers have concerns or specific needs agree a timescale in which they will be dealt with effectively.




YES / NO

Have a clear understanding of customer expectations and aim to add value without causing cost implications to the Organization.




YES / NO

Deal with Customer complaints effectively, understand why they happened and develop procedures to prevent it happening again.




YES / NO

Seeks to develop knowledge of marketplace so services can be improved.




YES / NO

DECISION MAKING The ability to identify and respond creatively to actual and potential problems and opportunities. Decisions made from a structured analytical approach to the collection and examination of data based on organizational needs.


Approaches problem resolution by dividing it into its component parts and basing a resolution appropriately.




YES / NO

Researches several potential resolutions to problems before making a firm decision.




YES / NO


Through constant monitoring is able to identify issues and opportunities as their outset.




YES / NO

Aims to identify what the roots cause of any problem is.




YES / NO

Bases decisions by considering all stakeholders interests appropriately for the Organization.




YES / NO

Decisions are made after acquiring adequate information from a variety of reliable sources and in a timely fashion.




YES / NO

Endeavors to resolve long-standing issues.




YES / NO

INTERPERSONAL COMMUNNICATIONS

Builds and maintains good working relationships throughout the Organization and externally. Develops a sound understanding of others and their needs to ensure a good working relationship.


Respects and acknowledges other peoples and organizations values and ethos.




YES / NO


Puts forward recommendations and makes decisions based on agreement and commitment from the other parties.




YES / NO

Is a careful listener to others standpoints and concerns and on understanding this communication will respond accordingly.




YES / NO

Is a persuasive and clear communicator.




YES / NO

Has an understanding of the reasoning of other peoples actions and decisions




YES / NO

Welcomes others feedback on issues and their own performance in a constructive way.




YES / NO

Treats all those in the Organization with respect and acknowledges all their contributions.




YES / NO


Encourages free expression of ideas, feelings and opinions.




YES / NO

Welcomes with enthusiasm the challenge of overcoming obstacles.




YES / NO

Continually encourages self and others to over achieve and exceed targets.




YES / NO

LEADERSHIP Uses a variety of strategies to persuade and convince others to accept and commit to their proposals. Taking ownership of decisions and their impact on the Organization. Provide direction to and motivate others ensuring an effective and productive team.


Ensures their team has a clear picture of the Organizations goals and how their objectives fit into these goals.




YES / NO

Accepts responsibility for achieving your Organizations goals and portrays personal commitment for them.




YES / NO

Through careful and detailed questioning gains an understanding of others viewpoints.




YES / NO


Is concise, assertive and persuasive in all communications and gaining others support.




YES / NO

Prepares responses to likely risks and objections.




YES / NO

When faced with disagreement is constructive in trying to achieve consensus.




YES / NO

When recommending an action or informing others of a decision they use a well balanced and soundly reasoned argument.




YES / NO

Strives to achieve tough targets and goals.




YES / NO

Works to meet Customer commitments despite obstacles that may occur in the process.




YES / NO


Ensures that Organizational needs are met in all that they do.




YES / NO

Stands by their own decisions.




YES / NO

MENTORING & COACHING

Manage all your resources, including personnel so that all tasks assigned to you are delivered on time and to the required standard. Proactively create an environment where your team members can develop themselves personally and in their contribution to the Organization.


Bases discussions with individuals regarding training and their development on their annual reviews and ensures appropriate resources are available.




YES / NO

Requires members of the team to regularly conduct staff appraisals.




YES / NO

Makes use of delegating specific tasks and responsibilities within clear authority limits.




YES / NO


Adapts their management style according to the people and situation involved.




YES / NO

Conducts regular performance reviews, agrees clear goals with and provides constructive feedback to the individual.




YES / NO

Actively encourage individuals to come forward with ways to address performance issues.




YES / NO

Allocates time to identify training and development needs for team and its members.




YES / NO

Through appropriate support and resources ensure individual are able to take up development opportunities.




YES / NO

Provides constructive and open communications in situations of poor performance or improper behavior.




YES / NO


Recognises and offers praise for team or individual successes and achievements.




YES / NO

PLANNING & ORGANIZING Achieves personal, divisional / departmental and organization goals by developing strategies for creating your own, your teams and resource plans. Develops strategies for organising self, team and resources to meet all levels of objectives.


Responsible for delivering all or part of the divisional /departmental plan.




YES / NO

Contributes own knowledge to the compiling of the divisional /departmental plan.




YES / NO

Details exactly how their section of the divisional /departmental plan will be delivered.




YES / NO

Identifies and allocates all types of resources that are required in delivering the divisional /departmental plan.




YES / NO

Produces a communication plan that ensures all involved parties are aware of their responsibilities and kept informed on progress throughout its length.




YES / NO


Establishes appropriate targets for each stage of the divisional /departmental plan.




YES / NO

Sets up proactive monitoring of all aspects of their section of the divisional /departmental plan.




YES / NO

Regularly reviews progress of the plan and recommends potential and required adjusts to ensure delivery of the divisional /departmental plan.




YES / NO

PROFESSIONAL DEVELOPMENT Take ownership of one’s own personal development and training requirements as appropriate to your individual role and development plan.


Identify opportunities that will develop your skills and knowledge (both internal & external) in line with your career development plan.




YES / NO

Own your own career development plan.




YES / NO

Seeks potential training and development opportunities that meet the role requirements and future organizational developments.




YES / NO


Through continuous self-assessment maximises the opportunities to learn new competencies.




YES / NO

Incorporates reflective learning into their own development to improve competencies and learn from ones mistakes.




YES / NO

Welcomes new ideas with an objective and open mindset.




YES / NO

RESOURCE MANAGEMENT

Ensure the most effective use of Organizational resources. Commit to providing ‘value for money’ by ensuring that your budgets are well managed and accurately monitored. Ensure that both a short-term and long-term perspective are continually maintained.


Responsible for managing their devolved budget in a manner appropriate to the Organization.




YES / NO

Ensures accurate forecasts of expenditure (short-term & long-term) for area of responsibility.




YES / NO


Negotiates and plans resource allocation to ensure delivery of services.




YES / NO

Is aware of the impact of their resource changes at an Organizational level.




YES / NO

Conducts regular monitoring of resources and provides accurate reports to management.




YES / NO

Commits to identify potential resource development or procurement opportunities.




YES / NO

STAKEHOLDER MANAGEMENT

Aware of and understands the Organization’s Strategic objectives. Regularly reviews the ‘market place’ from a strategic viewpoint and its potential impact on the Organization. Analyses the strategic stance of competitors. Educates and leads others in their appreciation and understanding of how they contribute to the Organizations objectives.


Approaches partnerships with a flexible and proactive outlook.




YES / NO


Is an effective communicator, sharing concepts and information with other parties within and outside the organization.




YES / NO

Proactive in seeking opportunities to assist and work with others.




YES / NO

Negotiates and consults with effected parties as part of the planning process and allocation of responsibilities.




YES / NO

Gains agreement and commitment from all applicable parties (internal & external) to ensure the success.




YES / NO

Actively networks within and outside the Organization.




YES / NO

Encourages individuals and team members to network within the organization and externally as appropriate.




YES / NO


STRATEGIC THINKING

Aware of and understands the Organization’s Strategic objectives. Regularly reviews the ‘market place’ from a strategic viewpoint and its potential impact on the Organization. Analyses the strategic stance of competitors. Educates and leads others in their appreciation and understanding of how they contribute to the Organizations objectives.


Contributes to the strategic objectives of the Organization, and division /department.




YES / NO

Researches new opportunities that could contribute to the Organization’s strategic objectives.




YES / NO

Approaches short-term operational issues with a long-term perspective.




YES / NO

Regularly feedbacks to the board / management any issues or competitor intelligence that may impact the Organization’s strategic objectives.




YES / NO

Concentrates on identifying and resolving any Operational aspects that may impact the strategic objectives.




YES / NO


Ensures that individuals’ and team objectives clearly reflect the Organization’s strategic objectives.




YES / NO

Manages the allocation of the division /department resources in a strategic manner.




YES / NO

Proactively addresses divisional or departmental issues before they impact on the Organization’s strategic objectives.




YES / NO

management competency framework template knowledge skill ... · skill • what are your abilities?...

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