Evaluate Your Level of Competency

8/8/2019 Evaluate Your Level of Competency

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Managing SelfCommunication (oral and written)

Conveys information clearly, concisely and fluently in a compelling manner, usingappropriate grammar, style and language for both

Level 1Capable of clear, concise exchange of information with immediate colleagues. Uses questions to

identify customers needs.

Records data in standard formats. Completes forms, requisitions etc. Has little requirement to

exchange written information with colleagues. Uses correct spelling and grammar in writing.

Level 2Uses listening skills to elicit information. Effective interchange of information is a key part of the

job. Makes positive contributions to meetings, may make formal or informal presentations topeers. Keeps to the point when speaking and is effective in oral communications. Contributesinformation for inclusion into formal documents as requested. May produce training or guidance

notes for colleagues. Writes clearly and succinctly.

Level 3Takes account of the audience when making presentations. The position requires verbal

presentation of work, usually to peer groups. It may be necessary to obtain and provide formal

documentation within CAF. Conveys complex and/or technical information in a clear, concise

way. Writes concise, well structured reports, operating procedures etc. Contributes complete

sections of Departmental documents. Job requires provision of written data within the

department.

Level 4Leads structured meetings to exchange information. Contact with a range of people including

outside CAF. Able to discuss information and ideas knowledgeably and confidently. Prepares indetail before communicating difficult employee decisions. Provides and presents documents,

reports, ad hoc papers and information as a necessary part of the job, and on request to Director

level. Avoids over-complex language when writing to others.

Level 5Presents corporate goals or major policies to a wide and mixed audience. Contacts outside of

CAF form an important part of the information network. Argues authoritatively, but can also

accept and critically evaluate other points of view, before reaching a conclusion. Produces policy

statements and strategic plans for dissemination internally and outside the organisation (these

documents may carry legal implications for CAF.

Managing Self


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Decision MakingSources and assesses relevant information before making sound decisions withindeadlines, takes initiative and originates action

Level 1

Identifies key points and chooses responses from pre-determined guidelines. Performs non-repetitive tasks requiring straightforward decisions

Level 2Analyses available information, considers alternatives and reaches decisions within pre-defined

levels of authority, or presents a range of options for decision at higher level. The nature of

decisions made is limited .

Level 3Rapidly absorbs facts and evidence, makes considered decisions under pressure. Decisions cover

a range of activities, information may not always be available. Types of decision will vary. Aware

of impact of decisions on others and business overall.

Level 4Produces sound and appropriate business decisions when faced with opposing pressures. Takesdecisions in uncertain situations where weight must be placed on conflicting information.

Clarifies complex problems, grasps essential factors and acts incisively.

Level 5Seeks out and reviews all relevant information, reaching effective and timely strategic decisions.

Balances current pressures against long-term strategic goals. Decision making at this level will

include assessment of risk where the possible outcomes are uncertain.

Managing SelfCreativity

Analyses situations, creates new and imaginative approaches to issues, identifiesand develops new processes and questions traditional assumptions.

Level 1Learns from experience, recognises when similar situations are recurring. Follows set problem-

solving procedures. Understands how own tasks relate to the wider framework. Little opportunity

to demonstrate creativity within role .

Level 2Considers problems in a logical manner. Looks for underlying cause or reason for recurring

problems. Compares present data and events with previously defined frameworks.

Level 3


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Applies knowledge and experience of trends or situations to anticipate problems, identify likely

causes and suggest solutions. Makes connections between facts and events that are not readily

obvious. Thinks laterally and suggests new ways of working.

Level 4

Deploys problem-solving techniques to enhance the business. Regularly puts forward new ideasor approaches that question existing goals and ways of doing things. Builds a total and valid

picture from incomplete data. Associates seemingly unrelated information in order to analyse a

situation.

Level 5Demonstrates and communicates quality strategic thinking and a ready grasp of complex conceptsand key business issues. Encourages, recognises and rewards new ideas so radical breakthrough

solutions are achieved. Relates the implications of events and trends in the external environment

to CAF. Enables a blame free culture so that staff are encouraged to take risks and be creative.

Managing SelfMotivation

Demonstrates drive and enthusiasm and willingness to achieve personal, teamand corporate goals

Level 1Hard-working, energetic and keen to get results. Acknowledges importance of achieving

objectives and produces results within own goals.

Level 2Adapts approach to meet objectives. Energetically pursues key result areas and looks to recoverfrom setbacks to regain position. Works with a sense of urgency to ensure targets are met.

Is encouraging to others in the team.

Level 3Quick to take the initiative displaying a strong sense of urgency. Reviews and evaluates

performance within agreed areas. Identifies the resources required to meet team objectives.

Delegates tasks to ensure work is done on time, whilst retaining accountability.

Level 4Defines, sets and monitors performance indicators for individual and team goals. Proactively

identifies and pursues new, stretching objectives and opportunities. Secures necessary resourcesto allow objectives to be met. Establishes a clear focus and direction for the unit.

Level 5Embraces business or technology opportunities to achieve corporate objectives. Relates all

activities and decisions to corporate needs and strategy. Highly performance oriented, explains

expectations and encourages people to do their best.


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Managing SelfSharing Knowledge

Demonstrates a willingness to share knowledge and skills. Understands theimportance of acquiring, applying and sharing all relevant data and information.

Level 1Applies relevant skills and knowledge within job. Understands the importance of sharing

information for the benefit of CAF as a whole. Asks direct questions and consults all available

resources.

Level 2Identifies and uses the most relevant and up to date information within job role. Develops own

skills to improve performance within the team, and recognises the value of coaching others toimprove overall performance of department.

Level 3Establishes procedures that encourage sharing of good practice across CAF. Formally researchesand ensures all information and data is accurate before used by self, team and others.

Probes for additional information on clients and issues.

Level 4Identifies customer needs and provides the relevant business solutions using both external and

internal contacts. Establishes departmental procedures to retain and maximise use of knowledge

and skills.

Level 5

Works with senior managers at CAF to establish business plans that make full use of all relevantinformation.

Establishes policies across CAF that reward and encourage an open and honest culture so that

knowledge and skills are shared and parochial behaviour is discouraged.

IntegrityShows support for CAF values particularly demonstrating the highest levels ofhonesty and integrity

Level 1Is truthful and honest, keeping information confidential as appropriate. Demonstrates respect for

colleagues and clients. Informs manager of any concerns about bad practice and dishonesty

Level 2Delivers work priorities in a fair and consistent manner. Makes a reasonable judgement on an

issue and keeps any promises made.

Level 3


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Able to give constructive feedback in a difficult situation and resolve minor discrepancies. Areas

of serious concern are relayed to above level

Level 4Investigates areas of concern and takes action that ensures ethical behaviour is resumed.

Using external and internal information sources, makes recommendations for CAF policy onethical behavior.

Level 5Ensures that CAF policies conform to professional ethical behaviour.

Encourages an open culture that allows challenges of current practice to continually improve

CAFs ethical values.

Persuasiveness and Leadership

Sets an example for others to follow and achieves results by influencing theactions of others.

Level 1Seeks agreement and co-operation from peers to achieve goals. May be required to obtain

information and/or assistance to complete tasks.

Level 2Often required to work in collaboration with others in the department to achieve business aims.

Successful completion of tasks needs input from others which may require resource scheduling.

Takes responsibility for effectiveness of own area when requested. Involves others in working outsolutions. Recognises own limitations and seeks help and involvement of others.

Displays tact and sensitivity. May occasionally lead a small group of staff.

Level 3Displays effective influencing skills to internal and external customers at all levels. Needs to

obtain active support within and outside the department to fulfil role. Occasionally required to

persuade people to accept unwelcome decisions. Manages and motivates others to achievespecific tasks. Defines and clarifies roles, objectives and outputs. Delegates decision making to

the lowest possible level whilst retaining accountability. Identifies personnel, resources and

information.

Level 4Able to influence decision-making processes. Obtains co-operation across the organisation to

increase efficiency. Leads a large group, or several smaller groups, of people with inter-related

activities. Secures personnel, resources and information for each team so that its practical needs

are met. Resolves conflicts and does not avoid tough issues or decisions. Clearly communicates

business objectives and long-term goals, gaining commitment by personal enthusiasm.

Level 5


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Is a key influencer in CAF. Determines business communication style and policy. Exerts long-

term influence to bring about desired change. May be required to persuade large numbers of staff

to accept and implement unpopular decisions. Leads a major functions through others who have

managerial responsibility. Gives clear and consistent direction on business strategies and goals

whilst retaining ultimate accountability. Promotes and enables a culture of team working

Works effectively with others and contributes to team performance by co-operation and acommitment to agreed goals

Level 1Job requires a degree of team-working almost entirely within own working group. Contacts

outside the working group are incidental to the job.

Level 2Job requires a high level of team-working. Active co-operation is necessary for efficient working.

Involves others in formulating solutions whilst retaining accountability. Has potential to use skills

across other areas of CAF.

Level 3Able to take different team roles as the situation demands. Establishes constructive contacts

throughout the organisation. Position requires team-working with other departments. Uses team

members to maximise output and share across CAF as required.

Level 4Continually seeks to develop and identify teams strengths and encourage participation.Establishes a co-operative working environment. Some multi-function project work across CAF.

Level 5Facilitates inter and intra business teamwork to achieve business goals. Position requires frequent

multi-function project work across CAF. Encourages team working across every area of CAF in

order to continually improve customer service.

Managing OthersCustomer Focus

Interprets and responds cost effectively to internal and external customer needs, focusing

on exceeding expectations

Level 1Ensures that customers needs are met promptly. Keeps customers informed pro -actively, whereappropriate.

Level 2Continually acts to improve customer service and satisfaction. Takes responsibility for solving

customers problems personally or by reference upwards.


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Level 3Develops action plans involving customers to resolve problems. Adapts the way in which a job is

performed to the circumstances and needs of the client. Monitors customer satisfaction.

Level 4Focuses effort on discovering and meeting internal and external customers needs. Identifies to

the customer where changes to behaviour or action would optimise the service they receive.Seeks to exceed customer expectations and resolves complex problems or complaints.

Identifies new ways of working to maximise customer satisfaction.

Level 5Sets corporate strategy for a customer first approach.

Develops suitable products and services that add value to customer relationships and exceed

expectations.

Managing OthersPeople Development

Identifies and develops individual skills to improve performance and realise potential

Level 1Assesses and plans development of own skills, is proactive in discussing plans with appraiser

Level 2Is able to describe own performance in a constructive way and identify development plans.Coaches new/junior members of staff in a constructive and effective way.

Level 3Identifies and addresses below expectation performance promptly and decisively within agreedguidelines. Sets key result areas for assigned staff, undertakes appraisals and gives feedback on

performance. Assists in the selection process of new recruits. Agrees personal development plans

with team members. Initiates disciplinary action when required.

Level 4

Recognises and rewards good team and individual performance. Ensures that the formalprocesses of induction, training and appraisal are always completed on time. Identifies, interviewsand selects suitable employees. Undertakes disciplinary action according to established

procedure. Matches available skills to departmental requirements. Identifies possible career routes

in line with individuals capabilities. Looks for development opportunities to maximize potential.

Level 5


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Creates and implements a policy for staff development. Establishes a divisional succession plan.

Establishes systems and provides resources which encourage staff to make best use of their

abilities. Provides resources to reward those who continuously set and reach higher levels of

achievement.

Interpersonal Sensitivity

Builds and maintains good relationships with customers and colleagues by adopting the

most appropriate approach to deal with people and situations

Level 1Listens, observes and picks up explicit or obvious messages.

Level 2Understands unspoken meanings and reads what is behind the message.Understands the reasons behind peoples actions

Level 3Judges and makes inferences about the concerns of others, predicts likely responses and prepares

accordingly

Level 4Uses a range of tactics to interact with others based on a recognition and understanding of the

different values, motivations and behaviours of individuals.

Level 5Recognises the importance of interpersonal sensitivity and ensures CAF policies encourage andreward intuitive behaviours.

Managing WorkProblem Solving

Analyses issues and makes systematic judgements based on facts in order to establish an

effective solution

Level 1Solves problems arising from day-to-day activities. Deviations are usually obvious and alternative

courses of action limited and pre-determined. Duties require only minor modifications to known

procedures or practices

Level 2


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Comes up with alternatives. Causes of problems are readily identifiable but evaluation of

information is required to determine the best course of action. Most solutions will be based on

precedent.

Level 3

Thinks creatively, introduces fresh insights. Review of information and exercise of judgement isrequired when dealing with new or unusual problems. Develops new procedures or systems

which would be introduced only with approval.

Level 4Uses less conventional methods, generates imaginative alternatives. Analysis and evaluation of

sometimes incomplete information is required to establish problems and identify solutions,

conflicting objectives/priorities may exist.

Level 5Takes a radical approach, produces imaginative solutions. Widely differing problems calling for

extreme clarity of thought in assessing conflicting information and the balancing of risks

associated with possible solutions.

Managing WorkQuality Focus

Delivers work to required standards and regularly monitors performance to continually

improve quality of outcomes

Level 1Gets it right first time. Follows appropriate quality control procedures as directed. Works to meet

standards of excellence. Checks own work for completeness and accuracy.

Level 2Suggests ways of improving delivery of service to customers. Monitors activities and results

against agreed standards. Seeks ways to use time and resources more effectively.

Level 3Ensures quality by thorough checking of all work before delivery. Suggests ways of improvingdelivery of current activities. Seeks ways of improving current procedures. Sets high personal

standards as an example to others in the team. Checks the work of others and takes action to

correct errors.

Level 4Targets below standard performance and reduces defects as a priority. Introduces and continually

upgrades quality processes, targets and measures. Establishes plans to reduce inefficiency. Takes


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firm action on, and explicitly defines consequences of, sub-standard performance. Develops

procedures that maximise customer service.

Level 5Creates a total quality service culture (others performance) by communicating and instilling a

conviction of excellent service. Includes efficiency and quality provision as a standard in theperformance plans of others.

Managing WorkPlanning and Organising

Organises and schedules events, activities and resources to meet objectives andmonitors timescales and plans

Level 1Sets personal objectives on well defined tasks. Will report on delays and recognises importance

of time management.

Level 2Breaks down activities into clear tasks. Identifies key points. Ensures that tasks are addressed on

a daily basis.

Level 3Schedules activities and resources to meet specified objectives and tasks, monitors progress. Is

aware of time and budget constraints. Looks to complete on schedule and recover slippage. Sets

time scales for others and gives feed back on planning skills.

Level 4Establishes objectives and identifies resources needed to achieve plans. Converts broad conceptsor policies into key results. Translates corporate goals into departmental objectives. Contributes

to divisional business plan. Cascades process to team leaders and staff.

Level 5Assimilates operational plans and draws together divisional or corporate budget. Prepares

corporate strategic plan. Identifies and removes blocks to the achievement of organisational goals

Managing Work

Business Awareness

Demonstrates a clear understanding of CAFs mission and business plans, understands

importance of cost effectiveness, efficiency and added value

Level 1Cost conscious. Knowledge of own working area in relation to CAFs mission and recognises theadvantage of efficiency.


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Demonstrates loyalty and respects wishes of those in authority.

Level 2Identifies opportunities to reduce costs. Understands the business significance of their own work,

and links between individual and departmental goals and the need for co-operation to achieve

larger organisational objectives

Level 3Contributes to the preparation of, and works within, budgets, forecasts and business plans.

Develops and implements (with agreement) initiatives to reduce costs. Understands the relevance

and impact of the departments work on achieving CAFs business plans.

Level 4Interprets corporate strategy, goals and issues for team members. Prepares budgets, forecasts and

business plans. Is aware of competitor activity. Evaluates and prioritises business opportunities.

Stands by decisions that benefit CAF, even if unpopular or controversial. Puts organisational

needs before needs of own area

Level 5Understands and examines the marketplace to prepare new business strategies. Ensures sufficient

and applicable systems and resources are available to facilitate agreed business plans. Constantly

reviews key elements of business plan. Focuses on long term benefits of change even if it

involves short term discomfort. Acts as an ambassador for CAF.

Managing WorkAdaptability

Identifies, initiates and embraces change in order to continually improveperformance and business growth

Level 1Makes agreed changes in own job. Learns and applies new work methods, processes and

technology.

Level 2Recognises need for, and suggests changes in own job. Keeps abreast of and considers

implications of changes within the organisation. Modifies behaviour in response to situations.

Level 3Constantly challenges current practice or methods, looks for improvements to potential needs of

customers. Takes steps to ensure that processes are amended or adapted to meet needs. Fully

explains and supports rationale behind proposed changes.

Level 4


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Ensures that changes are planned and paced over time, thereby remaining achievable and

sustaining momentum. Recognises need for, and benefits of, change. Secures adequate resources

to achieve change goals. Sees the merits of differing positions or opposing viewpoints and

changes behaviour and management accordingly.

Level 5Encourages a culture where change is seen as an opportunity not a threat. Ensures that strategicplans are in place to facilitate long-term change. Adjusts strategies to changes in the environment,

and according to customer and business needs.

Evaluate Your Level of Competency

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