The Sheffield Employee: Competency Framework

The Sheffield Employee
Competency Framework
Corporate Learning & Development Service

The Sheffield Employee Competency Framework
Corporate Learning & Development Service 2

http://sheffield.net/employment/training-and-development/competency-framework
Contents
Page
Introduction.......................................................................................................................................... 3
Communication................................................................................................................................... 5
Collaborative Working......................................................................................................................... 7
Customer Focus and Service Delivery................................................................................................ 9
People Skills........................................................................................................................................ 11
Continuous Improvement and Change................................................................................................ 13
Corporate Learning & Development Service

3
Introduction
The Sheffield Employee – Competency Framework
This framework is relevant for all employees of Sheffield City Council; in particular those who do not have line management
responsibilities. It is designed to complement the existing frameworks for all supervisors and managers of the Council.
The framework defines the 5 core competencies for every employee of Sheffield City Council.
The competency framework is designed to be used in a number of ways:
 To recruit the right people to Sheffield City Council

 To clearly state expected standards of performance
 To help to identify areas of strength and development
 As a basis for Appraisal discussions
 To embed the Core Values and give examples of how to demonstrate them
Due to the differing development needs of employees across the Council, it is appropriate to use a competency framework that has
various levels within the competency. This means it is relevant and can be used by all grades of employee throughout the Council.
The line manager will decide, in consultation with the employee, which is the minimum level of competency most appropriate for them to
operate at.

There are 3 levels within this framework:
Level 1 – Core Behaviours: States behaviours, which are the minimum standards required as an employee of Sheffield City Council.
Level 2 – Progressive Behaviours: Has behaviours, which are further developed and demonstrate an enhancement of personal skills and
behaviours.
Level 3 – Advanced Behaviours: This level has behaviours which are more developed and strategic.
The behavioural levels are cumulative, i.e. in order to successfully use behaviour at level 3 it is necessary to have learnt and
demonstrated the behaviours at levels 1 and 2.
It is also relevant to highlight that an individual does not need to operate at the same level for each competency, i.e. you could operate at
Level 2 in Customer Focus and Service Delivery and Level 1 in Collaborative Working, depending on the job role and responsibilities.
Unacceptable behaviours help to identify, for the individual and their line manager, any immediate training or learning needs. Including
these behaviours in the framework also helps to set clear expectations and provide a consistent employee experience for everyone who
works for Sheffield City Council.
This framework is one of a number of tools to support and achieve a positive employee experience within Sheffield City Council and is
designed to complement existing development tools and frameworks including Investors in People, Charter Mark, The Sheffield Manager
Competency Framework and Service Planning.

Communication
Definition
Communicates clearly and concisely, tailoring content and style to suit audience and promote free-flowing communication.
Level 1 Level 2 Level 3

Communicates clearly Enhances Communication Maximises Communication
Is clear and concise, using language relevant Varies tone, pace and volume to Chooses the most appropriate means
to the customer to aid understanding and enhance communication and style of communication, taking into
incorporating plain language guidelines account different needs and preferences
of individuals and groups
Uses logical order and structure when Enhances communication through the Uses appropriate communication
planning communication use of visual aids and technology when channels to keep people informed and
appropriate promote understanding
Presents information and ideas in an easy to Tailors content of the communication to Encourages enquiry and tests what has
understand format meet the needs and interests of the been communicated
customer
Listens actively and asks questions when Shares information with others Adapts the method and style of
unsure communications to changing
circumstances and needs
Is aware of all available communication Provides active support to enable Identifies and overcomes barriers to
methods and channels individuals to communicate and communication
participate in communication

Communication
Unacceptable behaviours –
 Difficult to understand meaning of message, lacks clarity and purpose

 Message is impaired through distractions
 Uses jargon
 Fails to communicate in a timely manner
 Withholds information

Collaborative Working (working with others)
Definition
Working successfully with people inside and outside the organisation; create and maintain effective working relationships.

Works collaboratively Builds involvement and participation Facilitates collaboration
Works collaboratively with people from other Seeks views and opinions from Seeks agreement on work issues
teams and departments across the colleagues and stakeholders and resulting in a win/win situation
organisation to provide the best service for considers them when making decisions
the customer
Cooperates with others to achieve success Recognises and values different Establishes effective methods and
contributions from colleagues monitors and reviews the progress of
collaborative working and identifies
ways in which arrangements could be
improved
Works sensitively with others, taking their Ensures that people from other teams, Looks for ways to improve the
needs into consideration departments, and outside organisations effectiveness of their working
are involved with issues affecting them environment to the benefit of all
Responds positively to requests for help and Establishes effective working Proactively develops relationships with
support relationships with others customers, colleagues and outside
organisations ensuring clear
accountabilities and decision-making
frameworks are in place to achieve
outcomes

Collaborative Working
 Is deliberately insensitive to the thoughts and feelings of colleagues
 Knowingly fails to involve people where appropriate
 Closes down opportunities for teamwork
 Devalues diversity within a team
 Stifles participation of others
 Deliberately creates barriers and boundaries between people and teams

Customer Focus and Service Delivery
Definition
Develop a customer centred culture by continually delivering, measuring and improving an excellent service to internal and external
customers.

Gets the job done to a high standard Proactively improves customer Drives excellence in customer
experience service
Understands what good customer service Develops internal relationships to improve Uses internal and external measures to
is and consistently provides an excellent service delivery identify shortfalls in customer service
service to customers and quality and then acts on the
information
Displays sensitivity and tolerance to Promotes diversity within the team and Ensures that quality improvements meet
individual and cultural differences, diverse customer service. Seeks information to the needs and expectations of a diverse
opinions and recognises the barriers they keep up to date with diverse service user’s customer base
might face needs and uses it to improve service
Takes personal responsibility for own work Takes personal responsibility for own work, Monitors and measures own progress
and considers the customer when monitors progress and prioritises work to against accountabilities, targets and
prioritising tasks the benefit of the customer deadlines
Uses systems for recording and feeding Introduces improvements to the way things Develops innovative practices and
back customer experience and views are done to maximise the customers’ services that ensure a customer driven
experience service
Recognises customer dissatisfaction and Acts quickly to resolve problems and issues Anticipates potential problems and
responds positively to address it and and gives priority to maintaining service to takes pre-emptive action
prevent it the customer

Works in a safe way for self, customers and Actively seeks to promote Health & Safety Considers Health & Safety implications
colleagues and reports any Health & Safety improvements for self, customers and for self, customers and colleagues when
issues noticed colleagues making and implementing decisions
Customer Focus and Service Delivery
 Shows a lack of concern for customer service standards and quality improvement
 Is intolerant to individual and cultural differences and shows little regard for the need for the service to be delivered in different
ways
 Ignores standards and quality improvement in plans and decisions
 Does not encourage or listen to customer feedback
 Is not willing to do what is necessary to meet the unexpected needs of customers

People Skills
Definition
The skills and behaviours underpinning the relationship between self and others, including colleagues, customers and outside
organisations.

Creates a positive impression Promotes self and others Leads by example
Displays openness, attentiveness and Seeks feedback on how own behaviour Is fully aware of the impact of their
enthusiasm through verbal and non-verbal affects others. Reflects on feedback and behaviour and adapts to successfully
behaviour adapts appropriately deal with a variety of situations
States own position and views clearly whilst Takes control of situations in a confident Uses a range of approaches to win
respecting the views of others manner resulting in a positive outcome active support and commitment to a
desired course of action
Recognises inappropriate behaviour in self Recognises and challenges inappropriate Ensures that issues, conflicts and
and changes behaviour accordingly behaviour constructively disagreements are brought out into the
open and resolved
Treats all customers and colleagues with Promotes the culture and value of diversity Acts from an awareness of the diversity
dignity and respect according to their within the team of the needs and preferences of other
diverse needs customers and stakeholders

People Skills
 Is not receptive to feedback
 Is unaware of the effect of their behaviour on others
 Is disrespectful of the views of others
 Lacks sensitivity and is intolerant to cultural differences

Continuous Improvement and Change
Definition
Contribute to and support change to improve and develop services

Deals with change positively Proactively looks for opportunities to Encourages a climate of change
improve
Looks for ways to ensure best value is Looks for efficiency gains in own work and Identifies, implements and measures
obtained from working practices implements them efficiency gains in all work undertaken
Identifies ways in which the service could Encourages a culture of continuous Removes barriers that constrain
be improved and changes working improvement performance excellence
practices with support
Recognises the need to be developed and Seeks self development and implements Evaluates own and others performance,
asks for feedback to improve any feedback to improve giving and implementing feedback to
improve
Proposes a timely solution/way forward to Compares and contrasts alternative options Encourages others to look at issues,
issues, problems and situations against different scenarios problems and situations from different
perspectives

Continuous Improvement and Change
 Does not consider the effectiveness and efficiencies of working practices
 Is unwilling to accept agreed change
 Does not recognise a need to be developed in the role
 Unwilling to engage in continuous performance improvement


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The Sheffield Employee

Corporate Learning & Development Service

Corporate Learning & Development Service 2

Customer Focus and Service Delivery................................................................................................ 9

Continuous Improvement and Change................................................................................................ 13

Corporate Learning & Development Service

The Sheffield Employee – Competency Framework

The competency framework is designed to be used in a number of ways:

 To recruit the right people to Sheffield City Council

Corporate Learning & Development Service 4

There are 3 levels within this framework:

Corporate Learning & Development Service 5

Level 1 Level 2 Level 3

Corporate Learning & Development Service 6

 Difficult to understand meaning of message, lacks clarity and purpose

Corporate Learning & Development Service 7

Collaborative Working (working with others)

Level 1 Level 2 Level 3

Corporate Learning & Development Service 8

 Is deliberately insensitive to the thoughts and feelings of colleagues

 Knowingly fails to involve people where appropriate

 Closes down opportunities for teamwork

 Devalues diversity within a team

 Stifles participation of others

 Deliberately creates barriers and boundaries between people and teams

Corporate Learning & Development Service 9

Customer Focus and Service Delivery

Level 1 Level 2 Level 3

Corporate Learning & Development Service 10

Customer Focus and Service Delivery

 Ignores standards and quality improvement in plans and decisions

 Does not encourage or listen to customer feedback

 Is not willing to do what is necessary to meet the unexpected needs of customers

Corporate Learning & Development Service 11

Level 1 Level 2 Level 3

Corporate Learning & Development Service 12

 Is not receptive to feedback

 Is unaware of the effect of their behaviour on others

 Is disrespectful of the views of others

 Lacks sensitivity and is intolerant to cultural differences

Corporate Learning & Development Service 13

Continuous Improvement and Change

Level 1 Level 2 Level 3

Corporate Learning & Development Service 14

Continuous Improvement and Change

 Does not consider the effectiveness and efficiencies of working practices

 Is unwilling to accept agreed change

 Does not recognise a need to be developed in the role

 Unwilling to engage in continuous performance improvement

Corporate Learning & Development Service 15

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