StaffCompetenciesFramework

www.enfield.gov.uk

For more information please contact Corporate Learning and Development

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Competencies 2

Contents Page

Introduction 2

What is the Competency Framework, and its purpose 3

Explaining the Framework 3

A brief overview of the competencies 5

Clarity of purpose 6

How to use the Framework 6

The Competency Framework

- Influence 7-8

- Adaptability 9

- Innovation 10

- Deliver Results 11

- Technical and Professional Expertise

IntroductionThis document sets out the Council’s Staff Competencies Framework (The Framework). It contains detailed descriptions of each competency. The Framework has been created through detailed research, tailored to the specific needs and environment of Enfield Council.

Competencies 3

What is the Competency Framework and what is its purpose?The Framework has been developed to reflect the future Council culture and to provide a common language and approach that is relevant to all.

The model itself allows for flexibility and creativity in its application and enables a focus on self-awareness. It also captures the current context, an organisation that is undergoing major cultural change.

Leaders in the Council are grappling with a huge change agenda. They are also tasked with working efficiently, raising standards and redesigning services to improve the quality of the customer experience. Within the service, roles are being redesigned and new ways of working are developing. Reflecting on this complexity, the model provides staff with a means of analysing their roles and responsibilities.

The competencies have been regularly reviewed and have been updated for 2014.

Explaining the CompetenciesFrameworkThere are fourteen competencies within The Framework. They are arranged in five clusters – Adaptability, Influence, Innovation, Deliver Results and Technical and Professional Expertise.

The job specific Technical and Professional Skills are not listed and should be identified by the service, but are nontheless relevant to some roles.

The picture on the next page shows how Clusters and the competencies are grouped. Each cluster of competencies is explained in more detail in The Framework

Competencies 4

Adaptability• Resilience

• ManageChange

• GiveSupport

Influence• BuildRelationships• Customerand Community Focus• CommunicateandInfluence• EmpowerIndividuals

Innovation• InvestigateIssues/

Develop Expertise

• GenerateIdeas

• Commerciallyfocused

Deliver Results• DriveSuccess

• UpholdStandards

• PlanandOrganise

• PoliticalAwareness

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Technical and

Professional Expertise

The best outcome for the customer

Competencies 5

RecognisingtheneedforchangeinLBE,theCompetencyFrameworksetsthe standard for outstanding behaviours. It is intended for use as an ongoing assessment and development tool to help staff work more effectively in ordertoimproveservices.Importantly,itunderpinsthedrivetomakeLBEmore community and customer focused, and to continue to achieve excellent standards.

TheCompetencyFrameworkisapplicabletoallstaffSc1-SO2withinthecouncil.ThereisalsoaFrameworkavailableforstaffPO1andabove‘TheLeadershipCompetency Framework’.

Competencies and ClustersThis framework has been tailored to the needs of the organisation. It contains five clusters (groups of competencies) and 14 specific competencies.

Each Cluster has a group of competencies, and Red Flags. These provide an indication of what behaviour is expected or not expected of that particular competency. These levels are not linked to any particular grade although it is more likely that, the more senior the grade the more of the behaviours will be demonstrated. Some of the behaviours are specifically for staff with responsibility for supervising others.

Technical and Professional SkillsThe job specific technical skills are not listed and should be identified by the service, but are nonetheless relevant in some roles.

Manyofthecompetenciesinthisframeworkarebehaviourallybasedandtheyare the skills that make technical knowledge useful. They are also the most transferable skills and are needed for many different roles and are essential for the more generic leadership needed for the role in the Council.

Red FlagsThesearethebehaviourswedon’twanttosee/encourage.Theyarenegativebehaviour descriptors. Including them ensures a realistic and honest approach as confronting negative behaviour offers a more complete spectrum of behaviours.

A brief overview of the four competencies Influence• BuildRelationships• Customerand Community Focus• CommunicateandInfluence• EmpowerIndividuals

Adaptability• Resilience• ManageChange• GiveSupport

Innovation• InvestigateIssues/DevelopExpertise• GenerateIdeas• Commerciallyfocused

Deliver Results• DriveSuccess• UpholdStandards• PlanandOrganise• PoliticalAwareness

Technical and Professional Skills• Tobeidentifiedbytheservice

Competencies 6

Clarity of PurposeThe Framework is a very flexible model. It can be used in a variety of ways to enhance skills and behaviours across the Council and to foster a shared understanding of what each competency means.

There are a variety of uses that The Framework supports;

• AspartofandtoenhancethePerformanceAssessmentReviewsystem• Asarecruitmenttool• Aspartofadevelopmentprogramme• Toenhanceindividualskills• Aspartofteamdevelopment

Development activity in the corporate Learning and Development Directory will highlight the development activity relevant to the clusters and competencies.

How to use the FrameworkThe framework has been developed as a flexible tool to support a variety of uses.

It is intended that The Framework of competencies will be used in conjunction with the Council’s Performance Assessment Review process (PAR) to support the identification of individual and team development needs.

Staff should identify the key competencies needed for their job role and together with their manager identify whether they are highly effective (H), effective (E) or there is development needed (D) against each statement listed under those identified competencies. A discussion as to whether any Red Flags are displayed should also form the basis of a future training plan.

If development highlighted is critical to performing the duties for the job role, this should be highlighted on the PAR as development essential.

The results recorded in the PAR will be used corporately to support and strengthen the learning and development plan for the Council.

The Learning and Development identified as a result of either self assessment, 360 degree assessment or in conjunction with the use of the assessment tool if used, should support the creation of an individual development plan. Further information on the assessment tool can be obtained from the Recruitment, or Learning Development Teams in Human Resources.

TheFrameworkshouldalsobeusedtosupportrecruitment.Byidentifyingthe key competencies for the position, the recruiting manager can structure recruitment to highlight these competencies for each grade.

Job Descriptions

Competencies

PerformanceManagement Recruitment

DevelopmentSuccession Planning

Competencies 7

Build Relationships• Youinteractwellwithpeople,showingcommitmenttoworking

in partnership in your team and the wider council team, projecting enthusiasm

• Youshowcommitmenttoworkwithexternalpartnersandcustomers,maintaining good working relationships

• Youworkhardtoputpeopleatease,useactivelisteningskillstosupport and build rapport

• Youpromotepersonalandorganisationalachievementsandgainrecognition for work well done for the benefit of the customer

• Youidentifyandseektoresolveanynegativebehaviourthathinderscollaborative working

• YoubuildandusenetworkswithintheCouncilandexternallytohelpand advise

• Youworkinpartnershiptofocusoncommoncustomergoalstoachieve success for the customer

RED FLAGS• Fails to share information or ideas or to work collaboratively• Presents a silo attitude or approach• Is unapproachable or inconsistent with behaviours• Is negative and receives poor feedback on interactions with others

Communicate and influence• Youeffectivelyinformandpersuadeothers,constructivelychallenging

to suit the audience

• Youareabletoselldifficultorunpopularideas,commandingrespectthough a skilled and competent manner

• Youareabletoexplainthingsclearlyandpreciselytoothers• Youquestionassumptionsmadebyselfandothersandchallenge

established views• YouworktoimprovecommunicationintheCouncilandexternally• YouareanambassadorfortheCouncilinternallyandexternally,

promoting the good work of the Council • Youshowrespectandfairnesswhencommunicating,takinginto

account the feelings of others

RED FLAGS• Getsinvolvedingossipandnotfacts• Sees only one side of an argument• Sends out conflicting messages• Overusestechnicaljargon• Fails to influence or persuade• Does not try to engage, fails to listen and discuss and is not open and

honest• Does not show respect or fairness when communicating and has no

regard for others feelings

Empower individuals• Youworkwithapositiveattitudetoinspireothersandgive

encouragement• Yougivepositivefeedbacktoteammembers,Councilcolleaguesand

partners to motivate individuals• Youencouragefeedbackonyourworkfromotherstoenable

development and to achieve excellent services• Youmakedecisionswhereappropriatewithothers,toenableand

empower team decisions• Whereyouhavesupervisoryresponsibility,youencourageandenable

remote workingRED FLAGS• Youfailtoallowremoteworkingwithoutgoodreason

Influence

Staff in local government can build relationships with internal and external partners to achieve success and excellent outcomes for the customer. They communicate effectively, persuade and influence, clearly explaining things. They have a positive attitude and work hard to motivate themselves and others to work well with Enfield’s diverse community, and deliver service with equal access.

Competencies 8

• Youfailtohaveapositiveattitudeandtogiveencouragementtoothers work

• Youdonotworktomotivateothersandspendmoretimefeedingback negatively

Customer and Community focus• YouseektounderstandtheneedsofEnfield’sdiversecommunityand

work to promote a culture that values equality and diversity to deliver services with equal access

• Workingaspartofateam,youassistlessexperiencedcolleaguestoensure customer needs are met, follow up on enquiries, requests and complaints

• Youtakepersonalresponsibilityforcustomerservice,andensurethatservice is delivered in line with the Corporate policies in a friendly and trustworthy manner, delivering what you promise

• Youseektoimprovetheserviceforthecustomerwhereverpossibleconserving and engaging in the creation of a digital response to the customer needs

• Youareabletoidentifyanydifficultiesserviceusersmayhaveinmaking an enquiry or receiving information, and are confident in reporting this in order for systems and communications to improve

• Youshowrespectandfairnesswhencommunicating,takingintoaccount the feelings of others

• Asasupervisor,youpro-activelyworktobuildacustomerfocussedculture in the team

• Youarehonestandstraightforwardwithcustomersandtreateveryone, including colleagues, with fairness, empathy, patience, professionalism and respect

• Seekstoreceivefeedbackontheserviceandindividualapproachfromcustomers, colleagues and partners

RED FLAGS• Defensive when there is a problem with the service• Lacks a real appreciation of who the customer is and what their needs

are• Usesstereotypesthatexcludecustomers• Makespromisesthatcan’tbemet• Is complacent about customer service performance

Competencies 9

Resilience• Youbelieveinyourselfandhavetheconfidenceinyourown

capabilities to overcome challenges• Youdeliverresultsandhaveacandoapproach• Youmanageyouremotionsandbehaviourandcankeepdisruptive

emotions in check, even when provoked or faced with a difficult situation• Youshowconsistentbehavioursoothersknowwhattoexpect• Youavoidbeingdefensivewhencriticised• Youunderstandhowbodylanguageandpresentationneedtobe

appropriate to the situation• Youthinkpositivelyandareoptimistic,andrecoverfromsetbacks• Youstaycalmunderpressureandareabletotoleratestress.• Youworktoresolveconflict,areabletohandleangryindividualsand

aim to resolve arguments• Whereyouhavesupervisoryresponsibility,yousupportmembersof

your team to help them understand and build resilience

RED FLAGS• Mayavoiddifficultsituations• Maylosecontrol,beaggressivesulkorbesarcastic• Isoverconfident/arrogant• Is inconsistent with behaviour and puts others on edge with

inconsistency• Is pessimistic and uses negative language• Shows little concern for supporting others with their resilience

Manage Change• Youembracechange,actasrolemodelforothers,thinkingand

demonstrating change as a positive • Youworkwiththeteamandprovidesupporttocolleaguesto

implement change and to improve the service, acknowledging differences in opinion

• Youacknowledgethatchangecantaketime,andworkaspartofateam to constantly improve and perform at your best

• Youengagewiththeservice/departmentandorganisationtosupport change, and where you have supervisory responsibility you encourage staff involvement in planning and supporting the changes needed

• Youcommunicatefrequentlytoensurethateveryoneisclearonchange expectations

• Youvalueconstructivefeedbackinordertomakepersonalchange• Youdiscusschangesmadeandtheimpactonthecustomer,wherever

possible, aiming to improve the customer journey

RED FLAGS• Is not interested in the goals and direction of the Council or the

change needed for the organisation• Is negative or cynical about change• Avoids change or makes excuses to maintain the status quo• Not interested in receiving constructive feedback or making personal

change

Give Support• Youlistentocolleaguesandothers,includingpartners,tounderstand

difference in views and to enable strong working partnerships and support

• Youaimtoputyourselfin‘otherpeoplesshoes’empathiseandappreciate all sides of a situation, striving to understand and support others’ motivations

• Youworktomotivateothersaroundyou,supportingothersindifficulttimes

Adaptability

The amount of change within local government means that all staff need to use their personal qualities to cope effectively and be resilient with the demands of their role. Self-awareness, managing work life balance, taking responsibility for learning and development, supporting colleagues through change, are all essential qualities of creating a resilient and adaptable. workforce.

Competencies 10

• Youshowconsiderationandtolerancewhenworkingwithothercouncil officers and encourage all team contributions, actively involving others

• Ifinasupervisoryposition,youtaketimetounderstandyourteamandto give support

• Yousupportpeople/colleagueswithremoteandmobileworkingwhere possible

RED FLAGS• Does not listen to others view points• Not interested in motivating others • Is intolerant and does not work as a team member• Does not actively work with others in decision making working very

independently• Does not support remote and mobile working

Competencies 11

Investigate Issues/develop expertise• Youseektofindsolutionstoproblemsbyaskingquestionstoestablish

the facts• Yougatherinformationtoworktogetherwithyourteamtofinda

logical solution to the problem• Youinvestigateissuesbyevaluatinginformation,quantifyingissues

and applying practical solutions• Youtakeresponsibilitytodevelopyourskillsbytakinguplearning

opportunities, and acquiring knowledge and skills relevant to your role inthecouncilandyour‘specialistrole’ifapplicable

• Youaimtocontinuouslyimprovethings,identifyingkeyissuesandmaking intuitive judgements

• Youquicklysiftthroughinformationtoidentifyopportunitiesandareable to identify the risks of taking a particular decision

RED FLAGS• Makeslittleornoefforttofindsolutionstoproblemsandleaveitup

to others • Makesdecisionsnotbasedonfacts• Makeslittleornoefforttodevelopyourskills/knowledge• Is slow to identify issues and to solve problems and fail to identify risks

associated

Generate Ideas• Youworkininnovativewaystodeliveranddevelopexcellentservices

for customers, even when there is much change around you

• Youworkwithyourteamtolookathowservicescanbeimprovedandto support the organisational objectives to digitalise systems for the customer enabling self-service where possible

RED FLAGS• Fails to generate any ideas to improve service • Not interested in working as a team to improve service delivery• Is uncomfortable with change and wants to maintain status quo

Commercially Focused• Endeavourstogeneratenewideastoimproveservicedeliveryand

generate income where possible• Withsupport,lookstoweighupthecost,benefitsandrisksawella

chances of success• Withsupport,identifiesopportunitiesfortheCouncil• Investigatesshortcomingsthatwilllimitcommercialsuccessandthe

provision of excellent delivery • Isableadoptpragmaticsolutionstosolveproblems• Developsstraightforwardwaystoexplainandunderstandproblemsso

that others understand • Withsupport,makesgooddecisionsfortheCouncil,identifying

the impact of change on all affected, including partners and the community

• Youlearnquicklyandareabletoapplylearningtonewenvironmentto make changes

RED FLAGS• Sees opportunity but does nothing about it• Unabletounderstandthecostbenefitanalysisofdecisionsmade• Focuses on the problem and not how to solve it • Has a silo mentality when analysing problems and ignores impact on

otherareasoutsidetheimmediateservice/department• Shows little interest in supporting the council to develop and grow

InnovationStaff need the skills to be creative and inventive in finding ways to improve services, finding practical solutions, and wherever possible considering the support of Digital Systems to enable our service with our customers. With support, to make good decisions for the Council and its residents, to look at finding win win situations that benefit the customer and the council, and identify potential opportunities for income generation.

Competencies 12

Driving Success• Youdeliverresultsandhaveacandoapproach• Youacceptdifficultprojectsandtasksthatotherswouldavoid• Youaremotivatedandcommittedtoimproveperformanceandto

make a real difference to delivery of services in Enfield• Youlearnfrommistakesandtakeresponsibilitytogetherwithyour

manager to improve delivery from this learning• Youhaveaninterestinthechangestheorganisationismakingto

improve delivery and engage in changes being made• Youactwithdeterminationandpersistthroughdifficultsituations• Youtakeactionandmakethingshappeninvestingenergy• Whereyouhavesupervisoryresponsibilityyoucommunicatestrategic

direction to staff with enthusiasm• Whereyouhavethesupervisoryresponsibilityyoumanage

performance outcomes.

RED FLAGS• Lacks energy or enthusiasm to make things happen• Shows no interest in the organisation’s direction or changes being

suggested and implemented• Does not learn from mistakes and is not interested in improving• Failstodeliverresultsforthecustomer/organisation

Upholding Standards• Youarecommittedtoopenness,honestyinclusivenessandfairness

andconsidertheoverallneedsofLBEaswellasyourowninterests

• Youencourageotherstobeopenandhonestandshowrespectatalltimes

• Youactasarolemodelandpromotethevaluesoftheorganisation• Youshowsensitivityanddiplomacywhenhandlingconfidential

information• Youbehaveethically,andactwithintegrity• Youensureaccuracy,adheretoruleswhereessentialandfollow

instructions to minimise risks• Youcheckyourworktoensureaccuracyandtoproducehighquality

outputs• Youmeetdeadlinesandfinishtasks,keepingtoscheduleoralerting

supervisors if there is an issue

RED FLAGS• Shows little respect for others• Makesassumptionsofothers/stereotypes• Behavesunethicallyanddoesnotmaintainconfidentiality• Shows little or no respect or understanding of the corporate values• Fails to check work, to follow instructions to meet deadlines or to alert

supervisors of any potential risks

Planning and Organising• Youareabletoplanintheshortandmediumtermandareableto

prioritise with help, anticipating workloads to deliver results for our customers

• Youareablewithguidancetorespondtochangingpriorities• Youmeettargetsanddeadlinessetofyouandsupporttheteamin

achieving theirs• Youseektounderstandtheimpactofownplansonother

departments customers and the community• Whereyouhaveresponsibility,youareabletoactquicklyandthink

decisively when needed• Ifremoteworking,youplanthiseffectivelywiththeteamandensure

communication is maintained and work outcomes are achieved

Deliver Results

Staff in local government continually strive for high standards, to understand the community better and to improve service delivery. Working collaboratively with internal and external partners we will strive for levels of excellence and produce results. Acting as a role model, with high energy levels, will make things happen.

Competencies 13

RED FLAGS• Fails to discuss plans with others• Never or infrequently plans, and therefore misses deadlines• Plans poorly, not putting in the time and effort required• Inflexible and does not respond to changing priorities• Fails to liaise with team on remote and mobile working schedule

Political Awareness• Endeavourstofindoutandunderstandthepoliticalmechanismsand

engages effectively with members where needed• Understandsthecultureandclimateandwhatwillsucceedandwhat

will fail based on local knowledge and custom and practice• Understandstheviewsofcolleagues,seniormanagementand

different political groups on key issues• Ifresponsible,ensuresmembersandothersarekeptappropriately

briefed, informed and involved at all stages of the decision making progress and before meetings (where necessary)

• Recognisesprioritiesandnecessaryactionandfocusesonthem• Givesimpartialexpertadvicetoothers• Workswithothers,(opposition,scrutiny)withinintegrityand

professionalism (where required)

RED FLAGS • Ignores or undermines corporate priorities.• Findsitdifficultto‘tunein’towhatisreallygoingon.• Relies too heavily on formal networks and structures and misses subtle

messages.• Takes a narrow personal or technical viewpoint.

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