SCS – YOUR GUIDE TO SKILLS FOR SUCCESS & LEARNING …



Competency Framework

Skills for Success is a Competency Framework that supports career planning and skills development in the Scottish Government. It also supports the SG People Strategy to have the right skills at the right time by underpinning our recruitment and performance management systems. It sets out what is fundamental to success in the Scottish Government from Band A to the Senior Civil Service.

The competency framework identifies a set of Core Skills that everyone should have and be able to demonstrate what ever job they are doing. As well as the Core Skills the Professional Skills Frameworks supports professional skills development.

To help you and your line manager understand what is expected of you for each competency, a descriptor outlines what performance might look like for each grade. Your job description and objectives set out what needs to be done. The competencies set out how it should be done.

The competencies are divided into two key categories Management and Leadership and Delivering Outcomes. You can review and assess your level of competency the four descriptors in each competency. The descriptors are not exhaustive; they are a guide. They are not a tick list, but neither are they ‘optional extras’ — success is to continuously demonstrate all the competencies, in all aspects of our work.

Four Stages of Development

To help take stock of your Core and Professional Skills and identify any gaps in your experience, you should build a strong Success Profile that demonstrates your knowledge and competence to support your performance & career progression.

To help you assess your level of competency, you and your line manager should make an assessment of your overall expertise in each of the competencies using the Four Stages of Development table. This will help you take stock of your skill level and to develop your learning journey for the coming year.

|Developing |Aware of core skill, but needs some support |

| |New in post or limited opportunity to demonstrate |

| |Has a specific learning plan to address needs |

|Competent |Capable practitioner, managing autonomously |

| |Needs support to deal with non-standard situations |

|Broadening |Is an expert, copes with non standard issues |

| |Experienced in all aspects of core skill |

| |Needs little or no guidance to deliver results |

|Advanced |Recognised as an innovator in core skill area |

| |Respected by peers, acts as a coach and mentor |

There are training opportunities available to underpin Skills for Success. You are encouraged to discuss these and other learning and development opportunities with your line manager and then complete your Personal Learning Plan.

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|SKILLS FOR SUCCESS – Band A Core Skills |

|Managing and Leading |Delivering Outcomes |

|Self Awareness |Team Work |Customer Service |Information Management |Communications and Engagement |

|Responsible for personal behaviour and is |Knows and understands the contribution the |Knows and understands internal and external |Uses a range of corporate systems and is aware|Contributes views, ideas and experience, |

|accountable for own actions, health and |team makes to the Directorate Plan and |customers & how they fit into the SG and the |of security and organisational procedures. |identifying appropriate methods of |

|wellbeing. |Government Purpose. |wider public sector. | |communication and target audience. |

|Aware of personal strengths, takes pride and |Can be relied on to deliver agreed personal |Understands customer needs and expectations |Accesses, manages, stores, retrieves |Identifies and sources information to produce |

|responsibility for performance at work and is |objectives and is aware of how their work |and responds in a helpful and professional |information through effective use of SG |accurate numeric work and concise, well |

|responsive to constructive feedback. |connects with the work of others. |way. |Management Information Systems. |structured written work using SG guidance. |

|Adaptable, contributes to and embraces new |Builds networks and maintains good working |Builds positive working relationships with |Shares and presents information of all kinds |Verbal communication is confident, |

|ways of doing things, seeking the support of |relationships with colleagues, valuing their |customers and works to agreed time scales and |in an appropriate format accurately and on |contributing ideas in a clear and concise way.|

|others when needed. |contribution and open to different points of |standards of quality. |time. | |

| |view. | | | |

|Identifies personal development needs and |Contributes views, ideas and experience to |Takes responsibility to review and improve |Contributes to the continuous improvement of |Inquisitive and actively listens, responding |

|actively manages own development plan. |improve the team’s performance, offering |customer service, listening to and acting on |Management Information Systems. |appropriately using clarifying questions to |

| |and/or seeking practical help when necessary. |feedback. | |test understanding. |

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|SKILLS FOR SUCCESS – Band B Core Skills |

|Managing and Leading |Delivering Outcomes |

|Self Awareness |People Management |Communications and Engagement |Improving Performance |Analysis and Use of Evidence |Financial Management |

|Responsible for personal behaviour and is|Prioritises and agrees objectives aligned|Engages and is credible with |Demonstrates ongoing use of relevant |Use evidence to assess, measure and |Uses accurate and relevant financial |

|accountable for own actions, health and |with the Directorate Plans to engage |stake-holders and is connected to a |performance improvement tools and |evaluate projects and policies, |data to create objectives and targets|

|wellbeing. |staff, maximise adaptability and build |range of internal and external |techniques including skills |considering the impact on other |relevant to budget responsibilities. |

| |capacity to deliver. |networks. |development. |policies and government outcomes. | |

|Aware of personal strengths and takes |Credible with staff, creating conditions |Communicates clear & creative ideas |Uses SG Programme and Project |Engages with analytical specialists |Takes responsibility for the |

|pride and responsibility for performance |to build confident effective teams that |that meet the needs of a range of |Management Principles effectively and|at appropriate stages of policy and |monitoring and controlling of |

|at work and responsive to constructive |empower, value and motivate people, |audiences, ensuring objectives & |proportionately. |programme development. |expenditure. |

|feedback. |managing workload and equalities. |outcomes are achieved. | | | |

|Adaptable and embraces new ways of doing |Raises performance using constructive |Produces concise, clear, well |Adapts quickly to fit skills and |Interrogate analytical and management|Understand & apply the principles of |

|things, contributing ideas and energy to |challenge, feedback and coaching skills, |structured written work using SG |resources to changing circumstances |information to draw out key messages |Budgeting, Financial Management & |

|continuous improvement. |seeking support and advice from HR |guidance. |and expectations. |and findings to support decisions. |Resource Accounting outlined in the |

| |professionals when needed. | | | |Scottish Public Finance Manual. |

|Takes control of personal and |Aware of impact on others and creates a |Considers and communicates the impact|Applies risk management principles to|Organises and collates robust |Maintains regular contact with |

|professional development, actively |positive environment for innovation, |of decisions on wider policies and |decision making and controls |information from a variety of sources|relevant finance staff, and knows |

|managing own Personal Learning Plan as |learning, health and wellbeing. |programmes. |opportunities and threats to |in decision making, sharing knowledge|when to seek advice from audit, risk,|

|well as supporting the development of | | |achieving objectives. |and information across the wider |procurement and finance |

|others when needed. | | | |system. |professionals. |

| |

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|SKILLS FOR SUCCESS – Band C Core Skills |

|Managing and Leading |Delivering Outcomes |

|People Management |Leading Others |Communications and Engagement |Improving Performance |Analysis and Use of Evidence |Financial Management |

|Prioritises and agrees objectives aligned|Communicates a clear vision which |Contributes to and develops clear, |Uses relevant tools, techniques |Develops policy options and decisions |Interprets and uses accurate financial |

|with the Directorate Plans to engage |supports actions and engages |creative and detailed policy |and skills development to |using a range of evidence and research, |data to inform decision-making, investment|

|staff. Responds to change and builds |others. |communication strategies to achieve |facilitate continuous improvement.|to ensure that polices are aligned to |appraisals and risk management |

|capacity to deliver. | |SG outcomes. | |outcomes. |implications. |

|Credible with staff, creating conditions |Takes responsibility to deliver |Manages internal and external |Understands SG Programme and |Uses relevant evidence, recognising |Delivers objectives within budget, |

|to build confident effective teams that |consistent services, managing risk|relationships, creating positive |Project management Principles and |validity and limitations, in evaluations |applying procurement policies & |

|empower, value and motivate people, |and resources to support |networks and maintaining trust and |uses PPM effectively and |& assessment of risks against desired |procedures and knows when to seek advice |

|managing workload and equalities. |continuous improvement. |credibility. |proportionately |outcomes, engaging analytical |from audit, risk, procurement and finance |

| | | | |specialists appropriately. |specialists. |

|Raises performance issues using |Promotes collaborative working and|Knows when to engage with |Adapts quickly to fit skills and |Captures and securely organises knowledge|Set targets to improve the value achieved |

|constructive challenge, feedback and |is able to respond creatively to |Communications specialists and |resources to changing |& information for wider use across the |from resources, utilising financial data |

|coaching skills, seeking support and |tough challenges. |considers the impact on other |circumstances and expectations. |organisation. |in business cases for change and monitors |

|advice from HR professionals when needed.| |policies and programmes across SG & | | |outcomes using performance measures. |

| | |wider system. | | | |

|Self aware, recognises impact on others |Actively manages authorising |Communicates complex information |Maintains and promotes risk |Shares knowledge and information across |Understands the wider public expenditure |

|and creates a positive environment for |environment, making connections |clearly, presenting strategic ideas |management processes to improve |the wider system, to obtain best value |and financial decision making environment |

|innovation, learning, personal |across boundaries to build strong |in a clear and positive way. |strategic planning and resource |from it across the wider public service. |as outlined in the policies of the |

|resilience, health and wellbeing. |networks and partnerships. | |allocation. | |Scottish Public Finance Manual. |

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|SKILLS FOR SUCCESS – SCS Core Skills |

|Managing and Leading |Delivering Outcomes |

People Management |Leading Change |Strategic Thinking |Communications and Engagement |Improving Performance |Analysis and Use of Evidence |Financial Management | |Sets priorities aligned with the Directorate Plans to engage and align staff and ensure capacity to deliver. |Communicates a clear vision which supports action and engages others. |Understands, influences and translates strategy into outcome focused solutions. |Understands, influences and translates the wider communications agenda. |Provides a frame-work to embed continuous improvement, including skills development. |Identifies evidence and analysis requirements for short and long term decision making. |Plans and monitors targets. Identifies & implements ways to improve resource & assets efficiency. | |Credible with staff, creating conditions to build confident effective teams that empower, value, recognise, inspire and motivate people. |Sets a standard by taking responsibility for delivery. Managing risk and resources to drive continuous improvement. |Reframes issues & problems to create opportunities for creative thinking to deliver new ways of working. |Develops clear and creative communications objectives and measurement criteria. |Uses Portfolio, Programme & Project Management effectively and proportionately, including rigorous evaluation of effectiveness. |Works with a wide range of analytical experts to achieve outcomes and goals. |Interprets a wide range of financial information & options to underpin sound decisions, sharing implications for public expenditure with the wider system. | |Raises performance using constructive challenge, feedback and coaching skills, using advice from HR when needed. |Leads a way through complex issues and conflicting perspectives. |Accountable for developing and delivering strategic Directorate Plans that continuously raise expectations. |Uses customer insight to deliver policy, identifying appropriate communication channels to target audience needs. |Uses skills and resources effectively to meet changing circumstances and expectations. |Links evidence with specific outputs and outcomes to challenge norms, and identify new ways of working. |Uses a variety of tools and techniques and knows when to seek advice from audit, risk, procurement and finance specialists. | |Resilient and self aware, recognises impact on others and creates a positive environment for innovation, learning, personal resilience, health and wellbeing. |Leads & manages the authorising environment, making connections across boundaries to build strong networks and partnerships. |Works collaboratively in the wider system to improve outcomes and deliver high quality public services. |Works with specialists to devise communications strategies and shares experience across the wider system. |Oversees risks to strategic objectives, influencing others to enhance outcomes and aid continuous improvement. |Ensures knowledge and processes are captured and shared across the wider system through wide range of networks. |Assures the highest standards of value for money, internal controls and public sector governance as outlined in the Scottish Public Finance Manual. | |

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Job Specification & Advert drawn from SfS

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