Finance staffbehavioural skills frameworkA framework outlining behavioural skills finance staff need to develop

backgroundIt is increasingly recognised that how we do our jobs is as least as important as what we do - and we know that organisations with a positive culture and good behaviours perform better.

This framework outlines the behavioural skills we need finance staff to develop if they are to carry out their jobs in the best way possible.

ApproachThe work to develop the Framework included interviews with twelve finance directors from across the country, three chief executives, a selection of aspiring finance leaders, two focus groups consisting of FSD Leads, and the attendees at an FFF Foundation Meeting. We also studied similar models developed by the professional bodies, the NHS and other external organisations, as well as reviewing the existing ‘Finance Leaders Key Characteristics Framework’, which we published in 2017. In deciding how to organise the Framework, we have chosen to begin with the ‘Four Strengths’, which we developed previously and are already being used by finance departments across the country.The technical skills required to become a ‘Finance Expert’ (e.g. payroll, management accounts, capital, financial accounts, pensions etc.) are identified in detail in the ‘NHS Finance Competencies’ Framework1 as well as in various documents produced by the professional bodies. The behavioural skills covered by the other three Strengths have been developed in more detail here at three levels, ‘core’, ‘enhanced’ and ‘expert’.

purposeThe Framework is designed to be used flexibly. It is envisaged that individuals, teams and organisations will use it in a variety of ways and that the additional detail will assist with the following:▪ To add into people’s job descriptions to describe ‘how’ the job needs to be done as well as ‘what’ needs to happen.▪ To use as a tool for setting individual objectives; many HR professionals now consider it good practice to include at least one behavioural objective and many organisations now insist on this.▪ To act as a checklist to help people to develop personal development plans.▪ To help to map required behaviours for recruitment / to assist with writing interview questions.▪ To assist specialists with the writing of training programmes aimed at finance staff.▪ To support talent spotting and succession planning.

how to use the frameworkIn line with current theory, it is assumed that we will have leaders at all levels of our finance function. The three levels for each behaviour are not therefore intended to align with any particular grades, but rather to be used flexibly and appropriately as required by each role. They do however build on one another; each level describes an additional requirement over the level below.The Framework has been constructed so that each behaviour is discrete from the others and has as little overlap as possible. For each of the eight behaviours, we have included a quotation from a member of finance staff interviewed during the research; this reflects the essence of the skill or behaviour in question.The way the eight Behaviours relate to the three Strengths is shown in the following diagram. In addition, we have identified four ‘Personal Qualities’ or underlying abilities. One Chief Executive described these as the ‘Golden Thread’; critical to everyone and with just one level.

Because I communicate and influence effectively and build

strong relationships.Because I collaborate

effectively with others across the organisation and system.Because I am accountable for

what I do.

By challenging and innovating.By developing new skills and

by being sensitive to the needs of others and taking

them with me on the journey.

By understanding the wider system I am working in.

By taking a solution focused approach to problem solving

and decision making.By planning and organising

work effectively.

the four personal qualities: the golden threadintegrity | self-awareness & self-management | compassion & care | resilience

I’m a team player I’m a team player

‘We need bridge builders, not just networkers; people who will go to places where it’s difficult to build and start to construct sound relationships’.

▪ I develop constructive long-term relationships across and outside the organisation in order to build support, develop consensus and create value.▪ I recognise the issues and personalities at stake and change my influencing style and tactics to suit the situation.▪ I negotiate in a collaborative style, recognising the need to develop relationships, whilst achieving value and improved patient care.▪ I translate numbers into a compelling story with visual aids, for people to understand.▪ I learn what is important to people so that I can command attention when speaking to an audience and chair effective meetings.▪ I communicate difficult messages openly and honestly in a manner which generates trust.

enhanced

▪ I continually look for opportunities to develop internal and external relationships, to drive value for the organisation and to improve patient outcomes.▪ I develop and maintain a high personal profile within and outside the organisation, creating a credible, positive impression with stakeholders and partners.▪ I am successful in influencing people to change their views on strategic issues.▪ I lead successful negotiations, where the outcome is of strategic significance to theorganisation, adds value and improves patient care.▪ I act as a role model in the way I engage with, influence and negotiate with others.

expert

Because I collaborate effectively with others across the organisation and system

‘Finance staff must embed themselves in teams so that people everywhere say, ‘She or he gets it’’.

▪ I engage fully with my own team; my colleagues would say that I am approachable, helpful and supportive.▪ I take on additional activities to support my colleagues.▪ I value and show respect for differences in personal style and beliefs and I am sensitive to, and tolerant of, the needs of others.▪ I recognise the need to work with other people and teams and I integrate quickly and effectively with them.▪ I share information and knowledge in an open and helpful manner.▪ I listen to and welcome ideas from others.

core

Because I communicate and influence effectively and build strong relationships

▪ I show respect, say thank you a lot and give our customers and colleagues a friendly and positive experience.▪ I recognise and empathise with the feelings and needs of others and quickly establish rapport with the people I meet.▪ Others say that I am a good listener.▪ I consider the views and emotions of others when developing a proposal and adapt my approach accordingly.▪ I use facts and data effectively to support my proposals.▪ I communicate in a clear and concise way.

core

expert

▪ I develop systems, processes and networks to break down barriers to facilitate effective teamworking and partnerships across and outside the organisation.▪ I encourage, draw attention to and reward effective team working and collaboration.▪ I encourage transparency and openness in communications.▪ I deal tactfully and effectively with highly contentious or adversarial situations in order to achieve a positive outcome and to sustain collaborative relationships.

▪ I act as a focal point for encouraging and championing diversity and inclusion.▪ I take considered action to build diversity at all levels amongst our own

teams within the finance function.

▪ I deal quickly with anyone who harasses others or unfairly discriminates against them in any way.▪ I encourage others to cooperate with each other and I take considered action to build teams.▪ I manage conflict in a resourceful, incisive, tactful and empathetic manner in order to achieve a positive outcome for the patient or tax payer and to sustain collaborative relationships.▪ I facilitate group situations effectively, making sure that everyone can contribute and that the end objective is attained.▪ I create opportunities for teams to work together or for people to create new teams in order to achieve the organisation’s goals.▪ I support and facilitate others and role model effective team working across the organisation.

enhanced

I drive value for patients and tax payers

I’m a team playerBecause I am accountable for what i do

‘Accountability at every level, for every member of staff, is critical to our success as a finance function’.

▪ I can be relied upon to do what I said I would do.▪ I anticipate problems before they occur, use my initiative and take sensible steps to deal with issues promptly.▪ I consistently produce high quality work on time which meets or exceeds expectations.▪ I acknowledge my mistakes and do my best to correct them and to learn from the experience.▪ I am positive and enthusiastic with a ‘can-do’ attitude.

core▪ I set ambitious targets for myself and usually deliver this stretch.▪ I set ambitious targets and measures for others and establish an environment to enable them to deliver.▪ I ensure a clear definition of objectives, benefits and measures at the outset of any piece of work.▪ I create pace and drive things forward so that we achieve our goals.▪ I am dynamic and convey my energy to others, enthusing them in the process.▪ If we fail to deliver, then we fail fast and I ensure that damage is mitigated and that any lessons learned are embedded.

enhanced

▪ I hold people to account within and outside the organisation to achieve effective outcomes at board level.• I create an environment, that enables and encourages accountability, delivery against what has been promised and high performance.• I ensure effective governance and accountability arrangements within the organisation and within partner agencies.• I anticipate and manage actual and potential failure to deliver, with constructive and effective intervention.

expert

By understanding the wider system i am working in

‘We have one job in the NHS and That is patient care. As finance professionals,we can influence the agenda but it’s not our place to set it on our own’.

▪ I think like a patient and act like a tax payer when I am at work.▪ I understand that everything I do needs to improve patient care and help the service to run more efficiently and effectively.▪ I listen to others to understand their service better.▪ I seek to learn about, and to empathise with, the daily pressures that people in other parts of the service are facing.▪ I try hard to please my customers, to share their goals and to help them to achieve.▪ I strive to make every piece of work I do produce some value – either to my team or to other people and their teams.

core▪ I understand the concept of value, run projects to produce value and assess ideas and plans in line with the principle of adding value to the health and care system.▪ I encourage and help others to feel connected with the public, patients and the wider health and social care system we work in.▪ I take proactive steps to listen and to learn from clinical teams and to respond to their needs.▪ I use financial and non-financial data to help others to improve their understanding of the service they provide.▪ I set up processes, systems and practices which enable my team to become a more integrated part of the system we work in.▪ I can evidence value in what I and others do.

enhanced

expert▪ I develop a culture which focuses on value for money, adding value to the service-user experience and improving health and care outcomes.• I have a strong understanding of the culture, priorities, pressures and politics of health and social care partner organisations, enabling me to maximise my impact and influence across the wider system.• I work with and facilitate partners in developing joint strategies and long-term objectives, ensuring that they are fully aligned with the organisations’ plans.• I use a high level of political awareness to identify and navigate challenging system-wide discussions and decision-making processes.• I promote and develop the finance function within my organisation and nationally.• I am a guardian of value and develop business know-how throughout my team and the organisation as a whole.

I drive value for patients and tax payersBy taking a solution-focused approach to problem solving and decision making.

‘Our job is to create value, not to analyse and report. We’re not in the room because we’re

accountants, we’re in the room because we’ve got an important

perspective to share.’

▪ I analyse data accurately and efficiently and ask the right questions to get to the heart of an issue quickly.▪ I am objective, evaluating options and risks when making a decision.▪ I challenge others confidently when solving a problem, but without allowing it to become personal.▪ I focus on finding solutions rather than dwelling on difficulties or problems.▪ I work hard to find solutions which meet as many needs as possible.▪ I look at the bigger picture when solving a problem and my focus is always on creating value for patients and tax payers.

core▪ I analyse complex or ambiguous information from both internal and external sources to provide clarity of thought to help others with their decision making.▪ I turn data into useful stories and easily understood formats to help others to make informed decisions and/or to share with patients and the public.▪ I quickly assimilate data produced by others and know when further investigation or analysis is required.▪ I make sound business decisions which respond to complex internal and external factors and which consider and mitigate risk.▪ I draw the appropriate people together to solve problems so that we benefit from diverse views and thinking styles and so that we develop a shared understanding of issues and solutions.▪ I will make an unpopular decision if it is the right thing to do for patients and for the tax payer.

enhanced

▪ I lead effective organisation-wide decision-making to ensure best value across the system and I challenge bureaucratic or ineffective processes which impede this.▪ I find alternative ways of understanding a situation when a complete data set is missing and I initiate the development of new information where that will be critical to future decision-making.▪ I am politically astute and ensure that the right parties are involved in making recommendations and decisions and that they continue to be engaged.▪ I identify and evaluate options and develop strategies to manage complex decisions and to mitigate risk across the system.▪ I empower people to make appropriate decisions at all levels in the organisation.

expert

I drive value for patients and tax payersBy planning and organising work effectively.

▪ I plan and prioritise my own work to ensure that I deliver what I’ve promised on time and to the right standard.▪ I plan and organise my work so that I am efficient and effective.▪ I monitor progress on my tasks and see themthrough to completion.▪ I manage the expectations of others well,providing accurate estimates of the time it willtake me to complete tasks and managing anyconflicting priorities effectively.▪ I understand what’s required to create a detailed plan with clear deadlines, responsibilities and milestones.

core▪ I plan and monitor the work of others, resolving conflicting priorities and utilising the strengths of others to deliver promised outcomes.▪ My plans include appropriate flexibility and contingency, according to the risks and complexity of the environment.▪ I effectively plan, organise, monitor and control sensitive and complex long-term projects which involve a variety of teams and partners.▪ I communicate progress against plans concisely and in a way which satisfies the needs of all stakeholders.

enhanced

▪ I produce effective long-term strategic plans and programmes of work which co-ordinate a broad range of tasks from a variety of people, teams and organisations.▪ I evaluate and critique strategies and plans developed by others, to ensure we are providing best value and patient-focused outcomes.▪ I work with and facilitate organisational partners as they develop their strategy and long-term objectives, to ensure that we are fully aligned.▪ I work with others to prioritise available resources across multiple teams and organisations, to deliver high-quality outputs.

expert ‘Planning and organising our time and resources to deliver quality outputs on time is an underlying

skill for any professional– and is needed now more than ever

in finance.’

I make change happen

By developing new skills and by being sensitive to the needs of others and taking them with me on the journey.

‘We must be value-based Leaders, acting as role models for the changes we want to see in others and being brave enough to call out poor behaviours when we see them’.

▪ I look around the organisation to see what can be learnt from the experience of other disciplines.▪ I benchmark outside the organisation to identify appropriate improvement opportunities and I share our own goodpractice with others.▪ I promote the concept of continuous improvement through encouraging, listening to and acting on the ideas of others.▪ I regularly review activities, seeking feedback from staff and stakeholders, to find ways to improve value and to ensure that implemented improvements are not lost over time.▪ I encourage others to develop innovative approaches to complex issues.▪ I am willing to hold difficult conversations in order to challenge ineffective or inefficient ways of doing things.

enhanced

▪ I develop a culture that celebrates innovation and that encourages people of all grades, roles and cultures to question how and why things are done, in order to improve value.▪ I provide a clear vision of the improvements which are required both inside and outside the organisation.▪ I scan internal and external horizons and anticipate likely long-term issues so that we can make appropriate early plans and maximise available opportunities.▪ I keep myself and the team updated in continuous improvement methodologies and I commit resources to enable the delivery of new ideas.▪ I monitor and evaluate the impact of innovation, sharing both good practice and the learning which comes from unsuccessful ideas.▪ I act as a role model, developing creative ideas myself and taking a positive attitude towards change and risk-taking.

expert

‘Traffic light systems are no longer relevant. Challenge, innovation and continuous improvement are the order of the day – and we need to be up for it’.

▪ I am inquisitive and develop and implement new ways of doing things to improve the service I give.▪ I am confident to challenge and to suggest ways to improve when an activity isn’t adding value.▪ I am persistent and tenacious when pursuing a new idea and don’t give up at the first setback.▪ I consider different perspectives and think creatively.▪ I am happy to work outside my normal scope of work in the pursuit of a new idea.▪ I provide constructive feedback to others to help us all to improve.

core

By challenging and innovating

▪ I develop and communicate an exciting and compelling vision, which inspires others to perform.▪ I translate the vision into tangible plans and objectives and communicate them widely.▪ I demonstrate an awareness of the process of change and of the need to consider the values and culture of all stakeholders when developing plans.▪ I personally model the values of the organisation and develop a culture where people feel inspired, excited, energised and content in their work.▪ I create a learning culture where personal and organisational development is valued and placed high on the agenda and where the coaching and mentoring of staff is the norm.▪ I lead change in a way which facilitates the well-being of myself and others.

expert

▪ I understand that embracing and enabling change is part of my daily job.▪ My team would describe me as responsive, flexible and adaptable.▪ I seek and accept constructive feedback without being defensive.▪ I create opportunities to learn new skills so that I can continue to improve.▪ I challenge people in a supportive, non-confrontational manner.▪ I encourage and help others to learn and to change.

core

I make change happen

▪ I set clear and challenging objectives with individuals, in line with our corporate goals.▪ I provide regular one-to-one constructive feedback and deal effectively with performance issues.▪ I develop and implement change in a collaborative way, encouraging commitment and buy-in from staff and partners.▪ I meet regularly with team members to keep them informed, to listen and to share ideas, to give recognition and to celebrate success.▪ I give people the freedom to use their skills and knowledge, whilst monitoring progress and being available when I am needed.▪ I encourage and support others to develop and I provide mentoring and coaching when required.

enhanced

futurefocusedfinance.nhs.uk/behavioural-skills-framework

the four personal qualities:the golden thread

At the heart of any financial or business advice must lie our unshakeable integrity

▪ I act in an open, honest and fair way with everyone I come across.▪ I will speak up if I see something happening which is unacceptable, or which is inconsistent with the values of the NHS, our organisation or my profession.▪ I will say ‘no’ respectfully if it is the right thing to do and I will make a stand for what is right.▪ I maintain confidentiality and I am discreet at all times.

integrity01

Everyone needs to be emotionally intelligent. Understanding our impact on others and adapting appropriately is critical to the success of each one of us

▪ I resist the temptation to react immediately when I feel emotional about something and can manage my behaviour to deal with situations wisely.▪ I am aware of the impact I have on others and can adapt my behaviour when required.▪ I am aware of my own strengths and weaknesses; I know when I need to seek assistance and I am confident enough to do so.▪ I am able to reflect and to learn from my mistakes.

self-awareness & self-Management02

A patient was denied critical care because the right form hadn’t been filled in. Humanity, compassion and common sense must always come first

▪ I demonstrate compassion and care in my behaviour towards myself and others.▪ I show empathy and sensitivity when I am dealing with difficult situations.▪ I show others that I value them by taking the time to listen and by being supportive of them.▪ I demonstrate my care towards others by taking my own safety and that of others seriously, behaving in a safe manner and encouraging others to do the same.

compassion & care03

resilience04

The environment is ambiguous, uncertain and complex. We need to be able stay positive and resourceful

▪ I remain calm and determined in the face of challenging demands, adversity, resistance or unforeseen problems.▪ I commit time to building my support networks and I turn to them to help me to identify when my resilience is under threat; when my confidence or resilience is low I am not afraid to ask for help.▪ I remain optimistic and positive in the face of difficulties and keep my eyes on the end goal.▪ I recognise quickly when I am becoming stressed and I use effective techniques to address my concerns, minimising the impact upon me and my colleagues.