HR DepartmentDSN: HR < >Issue: < >Page 1Date: 17/4/08

Career Development ProgrammeGeneric Role Profiles

Functional Manager

SummaryThe Functional Manager will have responsibility for the provision of a specialist service or advice. They may be detached from mainstream activities but their work will be essential for the effective running of the organisation.

They may have some executive authority but will typically work through the management line. This should not underestimate their potential authority, they may be able to recommend a cessation of work if it is not in someway compliant, and they will be expected to recommend policies, procedures and process.Almost by definition they will be highly qualified in their area of specialism.This may be the result of very extensive prior experience, by qualification or by a combination of these. They will not normally have significant staff resource but may have an assistant.Their level in the organisation will be determined by the contribution, risk associated with their advice, and the organisation need for the service.

Dimensions:Limited budgetary authority but application of the specialist advice (or not) could have very significant cost, public relations and legal consequences.

Qualifications and or ExperienceThis will be specific to each of the Functional Manager roles and will allow them to be an expert adviser and ‘guardian’ of their field within McNicholas. They may be appointed following a career in the area of Specialism (e.g. Police or Fire Service) or they may have followed a personal interest and consequently developed an expertise, or worked as a specialist (e.g. Diversity in HR)

Progression from such a role is likely to mean a loss of expertise which may be unappealing to some subject matter experts.

SkillsFunctional Knowledge Level 4Represents the highest level of knowledge. This could be through a very thorough understanding of all aspects of the function or by such in depth knowledge of an element as to constitute a company of even national expert. Staff with knowledge at this level may be mentors for a Professional Discipline. Relatively few roles should require functional knowledge at this level.

Commercial Knowledge & Skills Level 2 (or Level 3)Level 2 has a detailed understanding of the costs & timescales of any work that they undertake & the implications of any failure. Understands how they can contribute to profit improvement or cause loss. Has a general understanding of the objectives of their business group and is able

HR DepartmentDSN: HR < >Issue: < >Page 2Date: 17/4/08

Career Development ProgrammeGeneric Role Profiles

to communicate these to others. Has a level of empathy with the customer and seeks to build a good relationship with any customer representatives.

Level 3 has a detailed understanding of costs, quantities timescales and contract terms for any work which they undertake OR what their support function is expected to deliver and what they personally need to do to achieve this. Is cost conscious in every activity. At this level they should be pro-active in identifying and implementing improvements. Develops a very good relationship with customers and constantly seeks ways to develop such relationships into business opportunities.

Communication Skills Level 3Is a fluent communicator with the ability to communicate in all forms. Is able to make complex & commercially sensitive presentations to external customers. Is able to translate complicated subjects into a form that can be understood by less capable communicators.

Organisational Skills Level 2Work may be directed but at this level the job holder has to organise & direct others in its execution. May also have to organise resources (tools & equipment) in order to achieve objectives OR Work is outlined in a general manner with outputs rather than specific inputs. The job holder has freedom to organise their own work schedule and priorities within a set of objectives. May have some requirement to organise others, or to fit into the work schedules of others in a team.

Management & Leadership: Level 2At this level staff should have some formal responsibility for the supervision, motivation, effective deployment, and Leadership of staff. Ideally they should have a delegated authority for disciplinary matters and the need and capability to undertake performance review. Typically they will have some responsibility for the development of their staff’s capability and will have a very important role in ensuring safe working not only when they are directly supervising but also in their absence. They should lead their people in the provision of appropriate quality standards and in recognition of customers needs.

Problem Solving and Analysis Level 3Problems, the ability to identify these and to react quickly & successfully is a major job component. The issues will still tend to be operational and may be complex with a number of different elements. Analysis may be challenging and there can be major operational risk associated with any decisions.