behavioural competency dictionary

8/13/2019 Behavioural Competency Dictionary

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The British Council

Behavioural Competency Dictionary

Version: August 2006

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Contents

Introduction and explanation of behavioural competencies 3

Behavioural competencies 6

Examples of models 21

Corporate values 2

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1! Introduction and explanation ofbehavioural competencies

IntroductionThe purpose of the British Council is to build mutuall beneficial relationships bet!een people in the "# and other countries and to increaseappreciation of the "#$s ideas and achie%ements&

The !or' of e%er British Council member of staff contributes in some !a to the achie%ement of this purpose and it is therefore important that!e all ha%e a clear understanding of !hat our role is and !hat is e(pected of us& The starting point for this is our )ob description&

In dra!ing up )ob descriptions* ou should choose onl the most important and rele%ant competencies* normall not more than6 or +:specifing more ma'es for unnecessaril complicated recruitment* gi%en that !e are re,uired to assess and record e%er candidate$sperformance against each& And !e should all resist the temptation to specif le%els of competence higher than those essential to carr out theduties of a post&

This dictionar is intended for use throughout the Council& Beha%ioural competencies form part of the rganisational .'ills /rofile& The othert!o parts are generic s'illsand)ob families& The profile is used throughout the British Council and forms the basis for recruitment* performancemanagement and personal de%elopment&

In section t!o* !e describe the 1 beha%ioural competencies&

In section three* !e present some e(amples of possible combinations of beha%iours for particular posts&or further information on /erformance anagement and /rofessional 3e%elopment go to:-http:44bcnet&britishcouncil&org:50004hr4pmpd4inde(&htm&

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http://bcnet.britishcouncil.org:8000/hr/organisational_skills_profile/index.htmhttp://bcnet.britishcouncil.org:8000/hr/organisational_skills_profile/generic_skills.htmhttp://bcnet.britishcouncil.org:8000/hr/jobfamilies/index.htmhttp://bcnet.britishcouncil.org:8000/hr/pmpd/index.htmhttp://bcnet.britishcouncil.org:8000/hr/organisational_skills_profile/index.htmhttp://bcnet.britishcouncil.org:8000/hr/organisational_skills_profile/generic_skills.htmhttp://bcnet.britishcouncil.org:8000/hr/jobfamilies/index.htmhttp://bcnet.britishcouncil.org:8000/hr/pmpd/index.htm


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1! Introduction and explanation ofbehavioural competencies "cont#d$

There are 1 beha%ioural competencies listed in alphabetical order in .ection 2 of this document& ach competenc is set out across the

page& The broad laout of the page is sho!n belo!:

Why the competency is important to theCouncil

Competency levels: these show the increasingsophistication or complexity at which the

competency can be demonstrated

Behavioural Indicators: these provide detail on

specific behaviours for the competency at each

level, providing examples of how the competencycan be seen in practice

Warning signs and positiveindicators: these give examples ofpositive and negative behaviours.

A competency definition: this defines in more

detail what the competency is about and whatinvolves

Competency title

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2! The Behavioural Competencies

1& Achie%ement

2& Analtical Thin'ing

& Customer .er%ice rientation

7& ntrepreneurship

8& le(ibilit

6& 9olding /eople Accountable

+& Intercultural Competence

5& eading and 3e%eloping thers

;& /rofessional Confidence10&


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%chievement

Definition &hy is it important'

Achie%ement is about ha%ing the sustained energ and determination inthe face of obstacles to set and meet challenging targets* in compliance!ith ,ualit* time and di%ersit standards* and deli%ering the re,uiredbusiness results&

This is important for the Council in getting the results !e need to achie%e our.trategic b)ecti%es& This beha%iour sho!s the necessar determination andtenacit to complete high ,ualit !or' as !ell as raising performance le%elso%er the short* medium and long term& It in%ol%es o%ercoming obstacles caused

b conflicting priorities* lac' of resources or difficult or demanding situations inthe internal or e(ternal en%ironment&

(evel 1=ants to do a good )oband does not gi%e up

(evel 2=or's to goals and managesobstacles

(evel 33ri%es for impro%ement despitefre,uent obstacles

(evel ).ets and meets challenginggoals > see's long termimpro%ement

(evel Assesses and ta'es ris'sto ma'e significant gains

Clarifies !hat ise(pected& Is positi%eand enthusiastic aboutthe )ob& 3oes not gi%eup at the first obstacle&


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%nalytical Thin-in*

Definition &hy is it Important'

Analtical Thin'ing is about bringing disciplined analsis to data andsituations* to see cause and effect and to use this to ma'e effecti%edecisions&

This is important in enabling us to prioritise and ta'e important decisions basedon an assessment of the impact and implications of the li'el outcomes&

(evel 1Brea's do!n issues (evel 2.ees 'e issues (evel 3Tests all angles (evel )3oes comple( analses

Brea's do!n an issue into itscomponent parts A* B* C& istsitems* tas's or acti%ities !ithoutsetting priorities&

oo's at data and identifies 'eissues& Identifies causes andeffects* b using @if A then B$thin'ing* and uses this to prioritiseissues&

oo's ob)ecti%el at e%er side of an ideaor situation to ensure that all outcomesare thoroughl assessed before decidingon the appropriate course of action&

Analses comple( situations b loo'ingat multiple causes and effects&

"nderta'es comple( analsis andtraces performance implicationsthrough comple( data* or in dealing!ith comple( situations& Appliesanaltical tools or techni,ues toanalse a range of data&

&arnin* si*ns+ ,ositive indicators+

Ta'es action !ithout thin'ing of the full range of outcomes&

Is o%er!helmed b a problemD fails to brea' this do!n intomanageable parts&

%er-analses e%er situation and gets bogged do!n in the detail&

ails to assess the positi%e and negati%e aspects of a proposedcourse of action before going ahead&

.as es to an acti%it !ithout assessing !hether it is the highestpriorit at that time&

=hen faced !ith a problem* gathers as much information as necessarabout it before identifing root causes and possible solutions&

Bounces ideas off others to understand ho! the might tac'le a problem&

Brea's do!n large pieces of !or' into smaller* simplified and moremanageable parts&

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Customer .ervice /rientation


Customer .er%ice rientation is the !illingness and abilit to gi%e priorit tocustomers* deli%ering high ,ualit ser%ices !hich meet their needs&

In this conte(t the @customer$ refers both to internal customers i&e& otherCouncil 3epartments and e(ternal customers i&e& target groups in mancountries around the !orld& This beha%iour is about full understandingcustomer needs in order to de%elop and deli%er appropriate ser%ices&

(evel 13eli%ers a ser%ice

(evel 2Adds %alue

(evel 3Addresses underling needs

(evel ).er%es long term interests

#eeps customers up to date andinformed& Acts promptl to ensurecustomer problems are resol%ed&a'es him- or herself a%ailable tothe customer& Interacts !ell !ith allcustomers& "nderstands that eachcustomer is different& 3eli%ers !hatis e(pected* not !hat the thin' thecustomer !ants or needs&

Thin's about the customer !henunderta'ing da-to-da !or'&Euestions Fho! are this adding%alue for the customerGH a'esdecisions !ith the customer in mind&Ta'es pride in deli%ering a high,ualit product or ser%ice&In%estigates ser%ice deli%er andpro%ides solutions to problems&

Ta'es time to ,uestion andunderstand the real* underlingneeds of customers* beond thoseinitiall e(pressed& stablishessstems to collect customerfeedbac'& ocuses resource !ithoutbias on priorit areas and4or 'ecustomer groups&

Al!as !or's closel !ithcustomers* de%eloping anindependent %ie! of their needs andacting in their long-term interest&o%es customer thin'ing for!ard*helping them understand issuesbeond their da-to-da !or'&


3oes not treat all customers !ith respect&

ails to deli%er&

ails to recognise or establish different customers$ needs and deli%ers!hat he or she rather than the customerthin's appropriate&

Assumes one tpe of ser%ice is %aluable for all customers&

#eeps customer feedbac' to him- or her and does not share learning&

Tal's dismissi%el about customers&

Is infle(ible about o!n sstem and !a of doing things&

Treats all customers in the same !a&


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EntrepreneurshipDefinition &hy is it Important'

This is about the abilit to formulate ne! ideas or to adapt or use e(istingideas in a ne! or une(pected !a to sol%e problems* and to thin' ahead tospot or create opportunities and ma(imise them&

It is important for the Council to deli%er products and ser%ices that arecreati%e* inno%ati%e and culturall appropriate& =ithin the organisation* thisbeha%iour is about ma'ing changes that increase the effecti%eness of our!or'& (ternall* it is about increasing our sphere of influence and impact& Itis important to understand that e%erone can ma'e a difference&

(evel 1Impro%es and actsno!

(evel 2Adapts e(isting approachand acts > loo's ahead

(evel 3Anticipates the future* and de%elops ne!products > ser%ices

(evel )Creates opportunities > acts for the long term

Addresses currentopportunities andproblems bimpro%ing andadapting e(istingapproaches&

Identifies and e(ploitsopportunities in theshort-term& Applies o!n'no!ledge and e(pertiseto de%eloping ne!approaches to e(ploitingthese&

Able to spot opportunities and problems in themedium-term to12 months* and de%elopsne! approaches* products and ser%ices basedon these& "nderstands the business case fordi%ersit and e,ual opportunities& "ses net!or'sto see' fresh ideas& ncourages differentagencies to pool resources and e(pertise&

.ees and acts on long-term beond 12 monthsopportunities and problems& ormulates completelne! and @off the !all$ ideas and concepts* !hichcreate a potential opportunit* and uses inno%ati%eapproaches to allo! them to be realised& Thesema address underling needs that ha%e not etbeen identified b customers&

&arnin* si*ns+ ,ositive indicators+ "ses !ell pro%en or familiar approaches !ithout adapting or impro%ing&

a'es minor adaptations to e(isting sstems or processes !hen moreradical change is needed&

ails to act upon ne! trends present !ithin the mar'etplace&

Is internall focused&

%erloo's problems and opportunities* !hich ma affect the businessis surprised continuousl b up and coming e%ents&

Al!as puts off until tomorro! !hat could be done toda&

Is unable to step bac' from current issues to identif potentialopportunities and threats&

3oes not consider race* culture* religion or language issues&

.ets aside thin'ing time to come up !ith more creati%e ideas for gettingthings done& Is !illing to be different&

Is prepared to consider ma)or changes to processes and procedures ifreasoned analsis sho!s benefits to be greater than costs&


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0lexibility


le(ibilit is the abilit to adapt to and !or' !ith a %ariet of situations*indi%iduals and groups& It is about being able to thin' on our feet* and notbeing disconcerted or stopped b the une(pected&

This beha%iour is necessar to respond to different and changing demandsand !or' across a range of acti%ities no! and in the future& le(ibilit ininterpreting rules* procedures and polic is re,uired to deli%er focusedser%ices tailored to local needs& 3emonstrating this beha%iour must al!as

be in line !ith the Council$s %alues&

(evel 1Accepts need for fle(ibilit

(evel 2Applies procedures fle(ibl

(evel 3Adapts tactics4 approach

(evel )a'es organisational change

3emonstrates !illingnessto change ideas orperceptions based on ne!information or contrare%idence& Is open to ne!ideas and listens to otherpeople$s points of %ie!&

Applies rules or procedures fle(ibl* dependingon the indi%idual situation* to accomplish tas'sor acti%ities more effecti%el&


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oldin* ,eople %ccountable


9olding /eople Accountable in%ol%es the abilit to be totall clear !ithothers about !hat has to be achie%ed* to !hat standard* b !hen* !ithin!hat budget* and then ma'e clear their accountabilit for deli%er&

This is important for the Council as it !ill ensure that performance ofindi%iduals or teams supports or contributes to the achie%ement of our.trategic b)ecti%es& An important part of this beha%iour is monitoringperformance against agreed ob)ecti%es and measures* and dealing promptl

and effecti%el !ith poor performance&(evel 1/ro%ides 3irection

(evel 23emands 9igh .tandards

(evel 39olds /eople Accountable for/erformance

(evel )Addresses onger Term Issues

i%es clear instructions and lets people'no! !hat is e(pected of them&

Accepts accountabilit for o!n actionsand performance .ets limits for others$beha%iour& 3oes not bull or harassand does not tolerate inappropriatebeha%iour in others&

3emands high performance orresults from others b settinge(ample& onitors performanceagainst clear standards ordeadlines* pro%iding appropriatefeedbac' !hen re,uired& 9elpsindi%iduals to start again !hensetbac's occur&

9olds people accountable for theiractions and performance&Challenges indi%iduals openl andconstructi%el about performanceproblems* adapting a firm but fairstance& Allo!s others to ta'e credit!hen deser%ed&

Addresses longer term performanceproblems* remo%ing poor performersfrom positions !hen necessar&Clearl states conse,uences* e&g& @ifou don$t achie%e this goal* this is!hat !ill happen$ /ro%ides guidanceand support as !ell as challengeand constructi%e criticism&


Is reluctant to address poor performance&

ails to ma'e clear the limits of acceptable beha%iour&

3oes not ensure di%ersit standards are adhered to b all&

ails to communicate performance standards&

Addresses poor performance in public&

.houts at staff

ften fails to monitor and enforce deadlines&

Tolerates bulling* harassment or racial4se(ual )o'es&

perates predominantl on a Fdo as I saJ management stle&

Brings the team together regularl to discuss !as of !or'ing togethermore effecti%el&

As's team members to describe !hat the thin' current standards are&"ses the opportunit to correct an misunderstanding&

In meetings !ith indi%iduals* outlines responsibilities and standardsclearl

ncourages indi%iduals to monitor their o!n progress against goals&

3oesn$t !ait to tal' to people about performance problems orachie%ements: tal's to them as soon as possible* !ithout causingembarrassment&

Confronts people directl and openl* but discreetl* o%er poorperformance&

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Intercultural competence


Inter-cultural competence is the abilit to demonstrate respect for* interest inand understanding of a range of attitudes* beliefs and traditions and ho!these affect and contribute to the !or' of the British Council and achie%ementof its purpose and strateg& It describes the abilit to contribute to the culturaldialogue needed to de%elop mutuall beneficial relationships& All British

Council staff needs inter-cultural competence to engage creati%el andeffecti%el !ith customers* clients and colleagues in that dialogue& Thiscompetenc dra!s on ,ualities of openness* cultural a!areness* culturalunderstanding and emotional intelligence and ho! these are rele%ant toBritish Council %alues&

ur customers* clients and contacts see our staff as representati%es of theorganisation as !ell as the "# in general& The ,ualit of the relationships !ede%elop !ith e(ternal contacts and !ith colleagues has a direct impact onperceptions of the effecti%eness of our !or'& This competenc highlights the@cornerstone$: @!e listen to and %alue different ideas and opinions$ and is a

starting point for the de%elopment of a number of related attitudes andbeha%iours described in the competenc dictionar& Inter-cultural competenceis rele%ant to all staff !hether the !or' o%erseas or in the "# and appliese,uall to those !ho are @globall mobile$ as to those !ho are not&

(oer levels i*her (evels

pen to ne! ideas and !as ofunderstandingD demonstratescuriosit and see's to be !ellinformed about people !ho ha%edifferent %alues* beliefs* opinionsand customsD recepti%e to thepositi%e contribution others canma'eD obser%es ho! others interactand uses this 'no!ledge to deepen

understanding of different cultures*en%ironments and perspecti%esDbuilds trust and communicatesrespect for othersD is able to deli%ermessages clearl to ensure sharedunderstandingD moti%ated to learnand use other languages !here the!or' conte(t presents theopportunit to do so

Ta'es the initiati%e in approachingand meeting ne! people and acti%eldemonstrates an interest in theirdifferent e(periences andbac'groundsD see's out* recognisesand uses creati%el !hat differentpeople ha%e to offerD uses accurateobser%ation and understanding oflocal cultural conte(ts to impro%e

o%erall performanceD recognises !henthe ha%e made a social @mista'e$ andta'es steps to a%oid long termnegati%e impactD communicatesclearl* demonstrating the abilit tominimise misunderstandings ormiscommunicationD ma'es use ofopportunities to impro%e s'ills in otherlanguages

3ra!s and accumulates lessonsfrom different cultures* e(periencesand challenges to de%elop self-'no!ledge and insightDdemonstrates the abilit to tac'le theunfamiliar or unforeseen creati%eland producti%el to achie%e businessob)ecti%esD uses other languages inbusiness4!or' conte(tsD adapts

easil to different cultural settingsD!illing to e(plore critical differencesin perspecti%e to ensure mutuallbeneficial resultsD integrates peopleof different bac'grounds into teamsin order to achie%e businessob)ecti%es

.trategic decision ma'ing reflects abroad understanding of cultural issuesand perspecti%esD demonstrates theabilit to use ideas and concepts fromother cultures creati%el and in a !athat demonstrates understanding andempathD is ,uic' to learn about ne!cultures* using past e(periences to@read$ situations and people

accuratelD recognises and diffusespotential negati%e impact arising fromcultural conflict4misunderstandingsDhighl effecti%e in de%elopinginternational contacts for businessde%elopment


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"nrecepti%e and slo! to adaptD has difficult recognising differentcultural norms and beha%iours

9as lo! le%els of curiosit* openness and interest in the possibilit oflearning from others

a'es false assumptions and e%aluations of people and situations!hich cause offence and set up barriers to building trust

Con%es a lac' of sensiti%itD ma'es mista'en assumptions about thele%el of common understandingD is percei%ed as ma'ing irrational andinappropriate demands


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(eadin* and Developin* /thersDefinition &hy is it Important'

This is about leading* encouraging*inspiring and supporting others tode%elop confidence and capabilit tohelp them realise their full potential&

eaders ha%e a critical role in securing the long-term future of the Council and its abilit to achie%e our .trategicb)ecti%es& To do this* leaders are responsible for ensuring that indi%iduals and teams understand !hat is re,uired ofthem and !h* for pro%iding or arranging appropriate support and coaching* and delegating full so that indi%idualsare empo!ered to ta'e on more responsibilit&

(evel 1

i%es direction and instruction

(evel 2

.upports team de%elopment

(evel 3

Is a role model for effecti%eleadership

(evel )

ains commitment > inspires others toachie%e

.ets clear direction and gi%es step-b-step guidance& ets people 'no!e(actl !hat is e(pected of them&Builds others$ confidence* ma'ing themfeel better e,uipped to do their )obs&

Allo!s their %oices to be heard indecision ma'ing& .ee's feedbac' fromothers to challenge o!n assumptionsabout an indi%idual$s performance orde%elopment need&

i%es others opportunities to practisene! s'ills and capabilities* andpro%ides or arranges coaching& =or'sto pro%ide supporti%e en%ironment bsecuring necessar resources andremo%ing bloc's to effecti%e !or'ing&ncourages !or'-life balanceamongst team to maintain health!or'force and promote long termeffecti%eness&

.ets a strong e(amplethrough o!n beha%iour&i%es timel and specificfeedbac' on !hat has beendone !ell and !here there isroom for impro%ement& 9elpsindi%iduals thin' throughissues for themsel%es&ncourages and acts uponfeedbac' to self&

Communicates and gains team commitmentto a %ision of !hat is to be achie%ed&3elegates full and creates opportunities!hich help others to de%elop their potential&Identifies ine,ualities of opportunit !ithinthe !or'place and ta'es steps to addressthem& Inspires and empo!ers others too%ercome difficulties and achie%e goals&Kurtures strong team identit and pride&


3elegates to indi%iduals !ithout pro%iding necessar support or resource&

ails to support others or lets others ta'e the blame !hen things go !rong&

Al!as assumes indi%iduals ha%e 'no!ledge and s'ills to do the )ob&

(pects certain beha%iours but does not set personal e(ample&

ails to gi%e e,ual support or de%elopment opportunities to all members of theteam&

3oes not capitalise on di%erse s'ills and ideas offered b the team&

Accepts !ithout ,uestion the reputation of an indi%idual and deniesde%elopment opportunities because the person is considered @high ris'$&

a'es time for the team - e&g& ma'es him4 her %isible and a%ailable&

3elegates routine elements of more comple( tas's and encouragesothers to do the same* confirms !hen others ha%e understood and learntfrom delegated tas's&

Treats each team member e,uitabl* and acts as a facilitator !hen teammembers e(perience conflict&

B being non defensi%e and gi%ing feedbac'* creates a climate !heree%erone feels the can ta'e ris's* ma'e mista'es and learn from themand are !illing to support each other&

9elps team members to come up !ith their o!n ans!ers rather thansol%ing problems for them

inds !as and time to coach others&

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,rofessional Confidence


/rofessional confidence is a )ustified belief in one$s abilit to do the )ob*pro%iding an opinion or ad%ice !hen necessar and being prepared to ta'ea decisi%e course of action&

This beha%iour is particularl important in those )obs !here indi%iduals areplaced in challenging situations or circumstances and !here their opinion orad%ice ma be ,uestioned& It enables indi%iduals to stand their ground andto !or' independentl !ithout constantl referring to others for ad%ice&

Indi%iduals !ho demonstrate this beha%iour are prepared to ta'e on ne! ordifferent challenges in their role& It is important to understand that thisbeha%iour is about ha%ing confidence in one$s 'no!ledge and abilit* notabout ha%ing a confident personalit&

(evel 1Confident in o!n role

(evel 2Acts independentl

(evel 3/resents confidentl

(evel )/repared to challenge and ta'eris's

/resents him- or her in aconfident manner and !or's!ithout needing directsuper%ision& .as @no$ in the faceof unreasonable demands&

/ro%ides an opinion from his or her o!narea of e(pertise& a'es decisions!ithout deferring unnecessaril toothers* and is decisi%e !hen thesituation demands it& 9as theconfidence to admit !hen the do not'no! a fact or cannot commit to animmediate %ie! !ithout more research&

.tates confidence in his4her o!n abilitand is prepared to stand b difficult orunpopular decisions& oo's for andgets ne! responsibilities& /raises the!or' of others& 3oes not ad%ance o!ncareer b tarnishing the reputation ofothers&

.pea's out for a course of actione%en !hen others disagree&Ta'es significant personal orprofessional ris's to accomplishimportant goals& Challengesothers !ith respect&

&arnin* si*ns+ ,ositive indicators+ Appears arrogant&

.tic's to familiar ground all the time&

Is hesitant !ith others and pre%aricates in decision-ma'ing&

Constantl ,uestions or doubts his4her abilit&

3oes not %olunteer for ne! challenges or assignments&

3oes not admit to ignorance of a fact& a'es up information to mas'unpreparedness&

A%oids un!elcome and4or unfamiliar tas's&

Addresses problems as the arise and doesn$t put them off&

Considers the ideas and opinions of others but accepts responsibilit forthe final decision !ithout e(cuse&


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4elationship Buildin* for Influence


ta'es se%eralsteps to persuade

(evel 3aintains net!or's > plans impact

(evel )(tends net!or's >uses indirect influence

"nderstands the purpose and%alue of mutuall beneficialrelationships and the importanceof effecti%e influencing indeli%ering business impact&

Ac'no!ledges the differentperspecti%es of sta'eholders*partners and colleagues& "sesfacts* data and rational argumentsto influence and impro%e businessdeli%er& Builds on common

interests& Identifies 'einfluencers and decision ma'ers&"ses acti%e listening s'ills todemonstrate interest and curiositin !hat is being said&

3emonstrates a!areness of thestrategic importance of effecti%erelationship management inincreasing influence4reputation*impro%ing business deli%er andin managing ris'& "ses a plannedapproach and 'no!ledge sharingtools to build positi%e* reciprocalrelationships& Ta'es a number ofsteps to persuade& Tailors an

approach to appeal to the needsof a particular audience&


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.elfaareness


.elf-a!areness is an understanding of our o!n emotions and @triggers$ andho! the impact on our o!n beha%iour and4or the beha%iour of others& It isalso about understanding our o!n strengths and limitations&

"nderstanding oneself enables indi%iduals better to understand and relateto others& This beha%iour is therefore important as it underpins and enablesa number of the other beha%iours* including eading and 3e%eloping thersand


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Team or-in*


Team !or'ing is about !or'ing co-operati%el* across cultures andorganisational boundaries to achie%e shared goals&

The British Council !or's across departments* organisations and cultures& =ithin theCouncil* staff must !or' co-operati%el together sharing best practice* brea'ing do!ndepartmental barriers* and communicating full on ne! initiati%es and priorities& Thesame applies to !or'ing !ith the "# constituenc& %erseas* the abilit to build on

inter-cultural understanding to create dnamic local partnerships ensures that theCouncil reall understands and meets the needs of its target audiences&

(evel 1=or's co-operati%el

(evel 2In%ol%es others

(evel 3Builds the team

(evel )Creates team !or'ing

=illingl co-operates& Is notafraid to see' ad%ice fromothers& /uts in e(tra effort!hen needed to help others&


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&or-in* .trate*ically


This concerns a !illingness to align priorities* planning and action to theCouncil$s .trategic b)ecti%es& It is also about identifing patterns orconnections bet!een comple( and ambiguous situations that are notob%iousl related and using these to come to conclusions about 'e issues

that affect Council priorities&

This beha%iour is important to understand the comple( cultural and politicalen%ironment in !hich the Council !or's& It is about being able to focus on!hat is important and to ensure that there is consistenc and clarit in themessage or image the Council presents as defined b our .trateg across

a range of countries and cultures&(evel 1"nderstands currentsituation > fits in

(evel 2in's current action to strateg

(evel 3ocuses on the longer term

(evel )/romotes a longer term strateg

"nderstands the !athings are done !ithin theCouncil and !or's toagreed standards& Canidentif similaritiesbet!een a current and apast situation&

"nderstands lin' bet!een o!n!or' and the Council$s .trategicb)ecti%es& Balances local needs!ith the longer-term and !iderneeds of the Council& "ses o!n'no!ledge or e(perience of pastsituations* and adapt and appl thisto current issues&

Constantl re%ie!s o!n and departmentalob)ecti%es to ensure the support the Council$slong-term .trategic b)ecti%es* and ma'eschanges or challenges if the do not& a'escomple( ideas* issues and situations clear andunderstandable* and can relate these to the!ider conte(t of the Council& Builds di%ersitissues into strategic planning&


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3! 5odel obs

The models on the ne(t fe! pages pro%ide e(amples of possible competenc sets for particular posts&

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Competency 5odel 1+ Desi*n 5ana*er

- 22 -

Customer.er%icerientation

/rofessional.elf-confidence

.elf-a!areness

Achie%ement

AnalticalThin'ing

le(ibilit

Desi*n 5ana*er


23/27

Competency 5odel 2+,ersonnel 4ecords 5ana*er

- 2 -

Customer.er%icerientation

le(ibilit

/rofessional.elf-confidence

.elf-a!areness

eading >3e%elopingthers

Team !or'ing

,ersonnel 4ecords 5ana*er


24/27

Competency 5odel 3+ Teacher

- 27 -

Customer .er%icerientation

le(ibilit

nterpreneurship

.elf-a!areness

Team !or'ing

Teacher


25/27

Competency 5odel )+Country .ervices 7roup ,ro*ramme/fficer

- 28 -

Customer .er%icerientation

/rofessionalConfidence

AnalticalThin'ing

le(ibilit

Team !or'ing

eading and3e%elopingthers

Country .ervices 7roup,ro*ramme /fficer


26/27

Competency 5odel + Country Director

- 26 -

anaging /eople

9olding /eopleAccountable

eading >3e%elopingthers

Ludgement > 3ri%e

Achie%ement

AnalticalThin'ing

ntrepreneurial

=or'ing.trategicall

Building 3namicCultural


27/27

Corporate values

Those of us !ho !or' for the British Council are committed to !or'ing for internationalunderstanding and !e share the belief that cultural relationsis the !a in !hich internationalunderstanding happens&

As an organisation our identit is based on fi%e %alues:

Creativity

=e feel empo!ered to ma'e decisions about the !a !e !or'

=e ta'e personal ris's and learn from our e(perience

=e respond fle(ibl to ne! challenges and opportunities

=e are able to e(press our feelings

=e share 'no!ledge

Inte*rity

=e build trust

ur procedures are open and transparent

=e !or' for the greater good of the organisation

=e confront and discuss difficult issues openl

5utuality=e %alue di%ersit and difference

=e build relationships and partnerships based on mutual benefit

=e are a!are of our impact on others

=e are read to learn from others

,rofessionalism

=e deli%er on our promises to internal and e(ternal customers and clients

=e compl !ith corporate and client re,uirements=e account for our actions

8aluin* people

=e respect the people !e !or' !ith: colleagues* customers and partners

=e listen to and %alue ideas and opinions of others

=e gi%e and listen to constructi%e feedbac'

=e !or' together as a team
http://bcnet.britishcouncil.org:8000/bcbasics/aboutbc/relations.htmhttp://bcnet.britishcouncil.org:8000/bcbasics/aboutbc/relations.htm

behavioural competency dictionary

Documents