learning and development policy - orkney islands · pdf filearrangements and succession...

Corporate Learning and Development

POLICY

October 2016

1697 Appendix 1

1 Introduction 1.1 Orkney Islands Council acknowledges that high quality service provision and

community partnership working depend on a motivated, highly skilled, committed and flexible workforce. The Council recognises that its employees are one of its key assets and that maintaining and developing the skills of the workforce is key to organisational efficiency, continuous improvement and achieving our mission, values and key priorities. The Learning and Development objectives of each individual employee should relate to the following:

Our Mission Statement: Working together for a better Orkney Our values:

promoting survival to support our growing communities promoting sustainability to make sure economic, environmental and social factors are balanced promoting equality and fairness to encourage services to provide equal opportunities for everyone

working together to overcome issues more effectively through partnership working working with communities to involve community councils, community groups, voluntary groups and individuals in the process

working to provide better services to improve the planning and delivery of services

The key priorities for the Council are:

• care for our older and other vulnerable people; • sustainable communities; • planning and affordable housing; • transport networks; • schools and community facilities; • improved services and facilities through increased joint working.

The Council is committed to delivering these key priorities to the Orkney Community. In order to achieve this the Council will provide staff with access to learning and development activities designed to ensure a high standard of leadership and that all employees are sufficiently equipped to be able to meet the changing demands of working in the public sector.

1.2 Principles The key principles underlying the Policy are:

• valuing the team and individuals; • equality of opportunity; • commitment to the learning and development of all; • being a learning organisation; • ensuring that staff have the skills and abilities to deliver required services.

2 Scope This policy applies equally to all employees of Orkney Islands Council.

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3 Definition 3.1 Employee Development is defined as developing the skills, knowledge and abilities

employees need to perform their current jobs effectively, develop their own potential and respond to future changes for the purpose of enabling all employees to contribute fully to the achievement of the Council’s aims and objectives and the implementation of its aims and values.

4 Strategy 4.1 Orkney Islands Council recognises that employees are its key asset and that

developing and maintaining the skills of the workforce is essential in order to achieve organisational efficiency and continuous improvement.

4.2 The Council aims to embed a learning culture in which everyone develops

enthusiasm and motivation for learning, determination to reach high standards of achievement and and openness to new thinking and ideas

4.3 The Council is committed to becoming a learning organisation supporting a

workforce of lifelong learners. To achieve the key priorities outlined in the strategic plan will require a partnership between the organisation and its employees.

4.4 The learning organisation framework consists of the following four elements:

• Enablers (policy, strategy, leadership, people management processes and the use of information technology) that contribute to

• Environment (supportive culture, a learning climate and organisational team working) that contribute to

• Learning (individual learning, team learning and organisation learning) contributing to

• Results (improved “business” results). 4.5 Lifelong learning is concerned with improving access to learning opportunities and

encouraging people to take greater responsibility for their own learning. It reflects the fact that, in the midst of change, we need to both continually update skills in the workplace and also to better equip people to manage their own future.

5 Policy Objectives This Policy will assist the Council to:

• meet legislative and regulatory requirements • develop competent employees who are effective in their roles and who are

committed to providing flexible and responsive services which offer best value and excellent customer service;

• improve and sustain employee motivation and morale; • develop employees who can work successfully with other organisations to form

lasting and effective partnerships for the community’s benefit; • provide development opportunities that are consistent with the Council’s values

and support the Council in achieving its goals; • ensure an understanding of the Council’s statutory obligations, standing orders,

financial regulations and key business processes;

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• assist managers in ensuring that learning and development activities are both cost effective and link clearly with organisational, service, team and individual objectives;

• train and develop the workforce in line with the Council’s workforce planning arrangements and succession planning.

6 Responsibilities 6.1 Responsibility for learning and development occurs at all levels within the

organisation. Strategically, Elected Members will identify and approve corporate priorities, thereafter the Corporate Management Team will be responsible for ensuring that a Corporate Learning and Development Plan is produced and reference to planned training included within Service Plans.

6.2 Corporate Management Team is responsible for:

• ensuring equality of opportunity in all aspects of Employee Development within Orkney Islands Council;

• ensuring the appropriate financial resources are made available for the development of employees;

• leading in the development and delivery of a workforce strategy and associated workforce planning process;

• leading in the development of an appropriate learning culture within the Council. 6.3 Each Executive Director is ultimately responsible for:

• ensuring all employees have an understanding of the values, aims and key priorities of Orkney Islands Council;

• ensuring equality of opportunity in all aspects of their employees’ development; • preparing an annual learning and development plan incorporating the learning

and development requirements of staff within the annual Service Plan. This will be informed by legislative and regulatory requirements, the current review of performance and planning arrangements within the Council for their Service for inclusion in the budgeting process. This plan will take account of the ongoing Continuing Professional Development (CPD) needs of staff and any other individual learning needs as identified by the corporate Employee Review and Development Scheme (ERDS) which will assist employees to work at the competency level applicable to their post;

• ensuring the appropriate financial resources are made available for the development of employees;

• contributing to the development and delivery of a workforce strategy and associated workforce planning process;

• working with line managers to provide advice on development and learning opportunities, financial opportunities/constraints and any policies or procedures particular to their Service;

• ensuring managers are committed to employee development. 6.4 It is the responsibility of line management to:

• ensure all employees receive an induction programme into their job, their team and the organisation;

• arrange an Employee Review and Development (ERD) meeting at least annually setting clear and measurable objectives with target dates and competency levels appropriate to current post describing expected behaviours;

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• ensure each employee has an appropriate Personal Development Plan; • consider and attempt to meet the development and training needs of employees

within available resources; • discuss with the employee the objectives of any development activity to be

undertaken and how it will impact and improve job performance and any behaviours and/or attitudes;

• ensure before any employee is permitted to enroll for a further or higher education course that both parties are aware of their responsibilities as outlined in section 11.7 of this document;

• maximise the development undertaken by any employee by sharing the learning as widely as possible;

• monitor time and effort put into employee development and training with a view to getting the right balance between work and private life, reducing stress and adherence to the Working Time Regulations;

• advise employees of the reasons for refusing any training or development activity.

6.5 Employees must take responsibility for their learning and development in order to make the most of opportunities available to them. They will do this by:

• meeting with their line manager to discuss and identify their development and training needs by taking an active part in their employee development review;

• identifying, together with the line manager, learning and development activities which will raise competency levels to meet the requirements of the post;

• participating fully and positively in any learning and development activity (including pre and post activity discussions, where relevant);

• sharing their knowledge with colleagues wherever possible; • monitoring time and effort put into development and training with a view to getting

the right balance between work and private life, reducing stress and adherence to the Working Time Regulations.

6.6 Human Resources Human Resources will be responsible for:

• maintaining the Council’s Learning and Development Strategy; • liaising with the Executive Directors and their management teams; • developing, implementing and evaluating the corporate learning and development

programme; • supporting the Corporate Management Team in developing an appropriate

learning culture within the Council; • providing a framework for and training in employee review and development; • developing and maintaining a competency framework for non teaching staff

which reflects the aims and values of the Council; • manage the 360 degree feedback process (part of the ERD scheme) for

Executive Directors and Heads of Service (competency level D managers). • developing/designing and delivering (using either internal or external facilitators)

skills- based programmes to support the aims and priorities of the Council; • seeking and managing external funding for development and training; • advising on training provision availability and suitability of courses; • providing a framework for initial induction at corporate and service level; • working in partnership with external consultants involved in the development of

individuals or teams.

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7 Job Related Competencies

A Competency Framework will detail core competencies and levels; these will be allocated to each job role. Management competencies and levels will be allocated as appropriate. These competencies will be used as tools during the employee review and development process. (Appendix 2)

8 Employee Review and Development and Employee Development Plans

Line Managers will undertake Employee Review and Development (ERD) meetings with each member of staff at least once a year and agree a Employee Development Plan (EDP) by using the Corporate ERD Scheme (Appendix 3) (except Teachers, who will use the scheme based on their national framework). CPD learning activities should also be identified at this time and costs for PDP and CPD should be detailed and budgeted for within the annual Service Improvement Plan. All learning and development activities must be recorded and monitored to ensure equality of access to training opportunities. Managers at competency level D will complete a 360 degree feedback process which will provide a report based on the feedback provided by their manager, two direct reports and two peers (see Appendix 4). This report will assist in the identification of possible areas for development.

9 Types of Learning and Development provided within the Council Learning and Development focuses on the skills that are necessary to achieve the

delivery of the Council’s strategic plan, through the appropriate management and support of its staff. The Council supports a wide range of learning and development activity to maximise the talent of all its employees. The range of opportunities will vary depending on the needs of the service and jobs and professions within it.

The Corporate Learning and Development Budget supports the Corporate Learning and Development Programme and is based on training which impacts across the Council e.g. initiatives, programmes or legislation affecting all services, and is organised and maintained by Human Resources.

Individual Services fund training which is job specific and budgets are held within service areas. This includes longer-term study such as SVQs, HNCs and professional qualifications where there is a statutory requirement and/or where the workforce planning process has identified this skills gap.

Services should work closely with the Corporate Learning and Development Manager

to identify and ensure cost effective learning opportunities by cross service working and, where relevant, within the Community Planning Partnership.

Development beyond the current job function can impact on future employability and for those benefiting from such an opportunity, promotion prospects may be enhanced. Approval for such training must be sought from the Service Executive Director and Head of HR and Performance by memo stating details of the training (costs and duration etc.), how and why the skills gap exists and how the opportunity is to be advertised to the existing workforce.

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Managers should pay particular attention to equalities legislation, ensuring that no direct or indirect discrimination can be claimed when making a decision in relation to learning and development opportunities. Investment in training requires managers to demonstrate that training will assist the applicant in the better performance of their duties, now and in their future, and that this can be demonstrated through regular performance monitoring.

Managers should also be aware of their responsibilities in terms of monitoring the activities and tasks associated with the discharge of the duties within the job description. Care must be taken to avoid changing those duties to the extent that claims may be made for re-grading, particularly where it is unlikely that funding to support such a move is available.

9.1 Corporate Induction Initial impressions are formed during the first few weeks of employment. All

employees should undertake a well-monitored induction process that includes information about Orkney Islands Council, their Service, location and job.

All new employees should attend a Corporate Induction session within 3 months of commencing employment with the Council.

In recognition of the various needs and circumstances of individuals and Services, an on-line version of the Corporate Induction programme will be developed.

9.2 Service Induction

All Services must provide new employees with an induction into the activities of their individual Service. A checklist of the key elements which must be covered is contained within the Council’s Induction Procedure which can be found on the Council‘s Information Portal. This procedure provides guidance on the information managers should provide to new employees on all aspects of their job, team and service.

9.3 Continued Professional Development

It is the Council’s policy to support the Continuing Professional Development (CPD) programmes of individual staff as mandated by their professional associations, institutions and societies.

Where an employee has to complete mandatory training to maintain a practicing certificate or equivalent for their current post, responsibility for identification and completion of the relevant training rests with the employee.

All mandatory CPD should be clearly identified and planned as part of the employee review and development process and, wherever possible, included within the employee development plan. This will ensure that all Learning and Development costs can be included within the Service Plan and Learning and Development budget.

The Line Manager, assisted by the Learning and Development Manager, should explore all options and methods of learning, to ensure the most cost effective CPD throughout the Council and within the Community Planning Partnership, with shared learning and equality of access to learning wherever possible.

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However, the following conditions apply:

• CPD costs not approved by the line manager will be met by the employee; • Time off to attend courses will be made available as per section 12 of this policy;

maintenance of personal professional registration, e.g. GTCS or SSSC registration is the responsibility of the employee;

• membership of professional organisations eg SOLACE, ADES, ADSW is the responsibility of the employee;

• it is the responsibility of the individual to maintain their own CPD portfolio; • all employees should provide feedback training sessions to colleagues as part of

their CPD requirements to ensure skills and training are shared with the organisation.

10 Methods of Learning and Development Learning and Development methods are varied and their use depends on

circumstances, individual and organisational needs and finances. They include the following:

• On-the-job coaching, mentoring and training • Off-the-job training courses and seminars run in-house • Off-the-job training courses and seminars run externally • E-learning • Vocational/academic qualification • Open and flexible learning programmes • Secondments, internal or external • Guided reading • Projects • Shadowing • Workplace visit

Further details on any of these, or other, options can be obtained from the Learning

and Development Manager. 10.1 Line managers must agree and authorise employees’ participation/attendance at any

development activity prior to any event. Support will normally be given unless this would result in operational difficulties.

11 Union Learning Representatives

Union learning representatives are employees who are elected in accordance with the rules of a trade union recognised by the Council and their main function is to advise union members about their training, educational and development needs. Union learning representatives should liaise with the Learning and Development Manger to ensure that their respective training activities complement one another and that the scope for duplication is minimised. The entitlement for time off is covered in the Council’s Trade Union facilities agreement.

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12 Assistance and Support Available 12.1 When learning activities have been approved, time off for study and revision will be

considered by the Executive Director of the Service, (in line with section 12.3) and time off with pay will be subject to operational requirements, for the purpose of final revision prior to sitting examinations or undertaking other assessment processes. The amount of time off will usually be limited to one day paid study leave per examination. Any leave approved beyond that limit must be taken either as part of annual leave entitlement, as unpaid leave of absence, or flexi time.

12.2 Where the examination, assessment or first sitting for an authorised course of study

falls within normal working hours all employees will be entitled to time off with pay. 12.3 The maximum number of days paid leave of absence for study, assessment and

examinations in any academic year will be five days. 12.4 Subject to the production of valid receipts, employees participating in authorised

training and/or developments that have been pre-agreed to be paid for by the Service, are entitled to reimbursement of course fees and any additional travel expenses incurred.

12.5 The Council reserves the right to claim repayment of all or a proportion of

expenses paid to employees during a course of study. The Recovery of Training Expenses – Employee Undertaking form (Appendix 1) should be completed and signed prior to commencing the course.

Repayments will be requested where courses are not completed or the employee fails to achieve a qualification, where employment terminates through resignation or under the Council’s disciplinary procedure. This will apply when the termination is during the period of study or for a period of up to 36 months following completion of the activity in accordance with the Recovery of Training Expenses – Employee Undertaking Form (see Appendix 1)

Each case will be considered in light of its particular circumstances but the following will impact on the decision:

• premature termination of employment due to redundancy or ill-health; • where an employee has been unable to complete a course due to the exigencies

of the service, illness or exceptional personal circumstances. Care must be taken to avoid any form of direct or indirect discrimination.

In normal circumstances, any expenses being reclaimed will be deducted from the employee’s salary/wage or termination payment. Notification of sums to be deducted will be given in advance and will be calculated on a monthly basis for three years after each actual payment, e.g. if the employee leaves the Authority 18 months after payment is made then 50% of the costs should be re-paid.

12.6 Annual leave, flexi time or unpaid Leave of Absence is to be used for time off to

attend Graduation Ceremonies, including those held on the mainland. No travel or subsistence is paid for this purpose.

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12.7 If an employee fails to achieve a qualification that is a statutory registration requirement, an extension may be granted. Failure to achieve such a qualification may have an impact on the individual’s ability to remain in their post as stated in their general terms and conditions of employment.

13 The Right to Request Time off for Training

The Apprenticeships, Skills, Learning and Children Legislation which was implemented on 6 April 2010, grants employees who have a minimum of 26 weeks’ continuous service, the right to make a request in relation to study or training and to have their request considered by their employer. Requests may not be submitted more than once every 12 months.

It is the Council’s policy to consider requests in relation to study or training from all employees, i.e. not only those who are eligible under the law to submit such requests. However, precedence will be given to employees who are eligible under the law to submit such a request, to ensure that the Council is complying with its legal obligations.

The Council is not obliged by law to pay an employee for any time off granted for study or training under the right to make a request in relation to study or training.

If an employee’s request in relation to study or training is refused, the employee will have the right to appeal against this decision to a more senior manager who was not involved in the decision to refuse the request. Any appeal should be submitted within 14 days of the decision to refuse the request. The appeal notice must be in writing and must include the grounds on which the employee wishes to base the appeal. Further details are available from Human Resources.

14 Failure to Attend Training Events

Considerable inconvenience and cost can be incurred when participants fail to attend training events both internally and externally. To minimise this, nominated employees are requested, wherever possible, to give at least three working days advance warning of non-attendance to allow their place to be allocated to another employee. Where reasonable justification cannot be given costs involved will be levied against the Service.

15 Evaluation of Learning and Development Activities

All training and development activities will be evaluated to measure their contribution to the achievement of Council objectives and best value. Evaluation tools will be developed which will allow learning and development activities to be evaluated against the following criteria:

• how the learning and development activity was expected to meet the needs of the

employee and the impact this would have on service users; • the degree of learning which took place as a result of the training; • the impact of the training on the employee’s performance; • how the training contributes to the achievement of the Council’s objectives

Action must take place to implement improvements to training and development activities as a result of evaluation.

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16 Commissioning External Trainers

External trainers should not be engaged when internal expertise and capacity is available. However, in circumstances where it is deemed appropriate, advice must be sought when commissioning external trainers. Human Resources can assist with the identification of suitable external trainers and advise on how they should be used effectively and where cross–service training opportunities may exist. Every reasonable attempt will be made to use local training providers.

Appendix 1: Recovery of Training Expenses – Employee Undertaking Appendix 2: Competency Framework Appendix 3: Employee Review and Development Appendix 4: A Guide to 360 Degree Feedback

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RECOVERY OF TRAINING EXPENSES – EMPLOYEE UNDERTAKING

UNDERTAKING TO REPAY COSTS INCURRED DURING EXTERNAL TRAINING COURSES This agreement is dated:

And is made between:

…………………………………………………………………(the Employee)

and

…………………………………………………………………………Services, Orkney Islands Council (Employing Service)

Whereas, The Employee is employed by Orkney Islands Council as a: ………………………………………………………………………. (Job Title)

The Employee has obtained a place in relation to a course of study leading to the award of:

……………………………………………………………………………………. (“the Course”)

at

.................................................................................................................... College/University

It is hereby agreed and declared that:

In consideration of Orkney Islands Council agreeing to meet the costs of the Course which are set out in the schedule to the agreement (the “Costs”), the Employee undertakes to reimburse to Orkney Islands Costs the costs as follows:

The Employee fails to complete the qualification: Repayment by the Employee of all costs paid by Orkney Islands Council, including travel and subsistence, but excluding time off.

Please note: in the following circumstances, repayment will not normally be required: ● Premature termination of employment due to redundancy or ill-health. ● Where an employee has been unable to complete a course due to the exigencies of the service, illness or

exceptional personal circumstances. The Employee resigns from Orkney Islands Council before the completion of the course: Repayment by the Employee of all costs paid by Orkney Islands Council, including travel and subsistence, but excluding time off. The Employee resigns from the employment of Orkney Islands Council within 36 months after the end of the course:

Repayment by the Employee of all costs paid by Orkney Islands Council, including travel and subsistence, but excluding time off, which will be reduced by a percentage, according to the following scale:

The percentage being calculated on a monthly basis for three years after each actual payment, e.g. if the Employee leaves the Authority 18 months after payment is made then 50% of the costs should be re-paid.

Appendix 1

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To the extent permitted by law, the Employee hereby agrees that Orkney Islands Council may deduct a sum equal to the whole or part of the Costs due under the terms of this Agreement from their wages, or from any other allowances, expenses or other payments due to the Employee.

The amount due to the Employer under the terms of the Agreement is a genuine attempt by Orkney Islands Council to assess its loss as a result of the termination of the Employee’s employment and takes into account the derived benefit to Orkney Islands Council. The Agreement is not intended to act as a penalty on the Employee upon the termination of their employment.

Employee’s Signature

Employee’s name in full

Manager’s Signature

Manager’s name in full

Executive Director’s Signature, for and on behalf of Orkney Islands Council

Executive Director’s name in full

Please note: this agreement must be signed by all parties prior to the commencement of the course.

Schedule of Costs:

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Competency Framework

Introduction The Council Competency Framework describes behaviours that all Council employees are expected to demonstrate in the workplace. Meeting these key behaviours is critical to the success of our organisation and our ability to develop future leaders. The Council Competency Framework enables us to improve the way we manage performance across the organisation by helping managers assess performance and provide constructive feedback to develop employees in line with Council objectives. All employees (excluding teachers), including Chief Officers, will now have their performance appraised using the Council’s Performance Review and Development (PRD) process against both business objectives and core competencies. What are competencies? Competencies are general descriptions of behaviour and underlying characteristics needed to successfully perform a particular role at a required level. They are concerned with how we carry out a particular element of our role as well as what we do. For example, the ‘being customer focused’ competency is concerned with how we deliver high quality services to our customers. We may fulfil that objective by answering six telephone calls in one hour (the ‘what’) but may not respond to the customers in a pleasant and courteous way (the ‘how’).

Using the core competencies Nine core competencies have been identified as essential to our organisation with one additional competency for Heads of Service and Executive Directors. Each of these competencies has a definition, for example:

Core competency Definition Being customer/client focused Delivers high quality services to both internal and external

customers/clients. Proactively identifies customer’s/client’s future requirements and constantly strives to enhance service delivery

Six levels of competency have been created to reflect the increasing complexity of behaviours expected from us as we progress in the Council. The levels of progression are cumulative e.g. if you are a level C you would be able to demonstrate evidence of behaviours at level A & B. A description of what type or role might typically fit into each level is outlined below:

Competency Level

Category of postholder Descriptors

A All other employees Post holders at this level will be all those who do not have responsibility for providing specialist knowledge or managing people and projects as outlined below.

B1 Professionals

Post holders at this level will typically be responsible for providing specialist knowledge/skills/expertise on a day to day work basis either in a technical, administrative, operational or care capacity

B2 Front line Managers Post holders at this level will typically be responsible for managing either: • managing a team providing a range of different services;

directing skilled staff in administrative, technical, operational, or care processes

• managing small projects C1

Middle & Senior Professionals

Post holders at this level will typically be responsible for providing advanced, specialist knowledge/skills/expertise in a technical, administrative, operational or care capacity.

Appendix 2

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Competency Level

Category of postholder Descriptors

And Their work either: required them to make procedural/practise/working standards changes Or required them to make recommendations for policy, service practices and provision changes Or Required them to assure compliance to policy, procedures, practise, and working standards And Their roles do not require them to supervise/manage people on a permanent basis.

C2 Senior and middle managers Post holders at this level will typically be responsible for managing either: • a large, complex, multi service area covering one or

more professions • a Council wide service • large workforces • smaller professional/specialist teams who review,

formulate and implement important service or Council wide strategy/policy, or

• smaller professional/specialist teams who support and advise the Council, services, committees and associated bodies

• larger project teams. And Their role requires the planning, co-ordination and management of employees or groups of employees

D Heads of Service and Executive Directors

Post holders at this level will be a Head of Service or Director.

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Examples of the type of behaviour we would be expected to demonstrate at each of the above levels are provided for each competency. These examples will be used to aid discussion during the PRD process to help provide evidence of behaviours and to identify areas which would benefit from development. This list of behaviours is not exhaustive and managers are encouraged to use their judgement to think of additional examples relevant to the role.

Core competency Definition Being customer/client focused Delivers high quality services to both internal and external

customers/clients. Proactively identifies customer’s/client’s future requirements and constantly strives to enhance service delivery.

Working effectively with others Builds consensus, support and commitment within the team around key organisational objectives. Treats others respectfully and encourages diversity.

Managing change Initiates and drives the pace of change and supports others in working through change.

Taking ownership and responsibility Takes responsibility for own behaviour. Seeks feedback and takes positive action in response. Takes responsibility for supporting corporate values.

Communicating effectively Communicates accurate information with complete conviction and clarity. Confidently uses a variety of communication methods and styles appropriate to audience.

Planning and decision making Translates strategy into specific plans to deliver outstanding results. Makes sound decisions based on evaluations of options and risks.

Leadership Defines and communicates organisational goals and motivates others to achieve them. Leads by example, inspires confidence and generates respect. Adapts leadership style to suit different situations.

Managing performance and developing others

Builds and sustains a high performance team and actively encourages development of others.

Political sensitivity Understands and considers the wider organisational, community and political implications before taking action.

Financial Acumen Maintains and applies a sound understanding of financial management principles to ensure decisions are fiscally sound and responsible

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Being customer/client focused

Delivers high quality services to both internal and external customers/clients. Proactively identifies customer’s/client’s future requirements and constantly strives to enhance service delivery.

Competency Level

Target behaviours

A • is respectful and courteous to customers/clients • understands and resolves customer/clients needs • takes opportunities to improve customer/client services • is aware of service levels expected and strives to meet them • seeks and acts on feedback from customers/clients • supports others when dealing with customers/clients.

B1 and B2 • promotes the importance of quality customer/client services within the team and aims to exceed customer/client expectations

• identifies opportunities to improve the way the team delivers customer/client services • ensures teams correctly identify customer/client needs and provide satisfactory solutions • takes personal responsibility to manage customer/client relationships • implements service improvements • monitors quality of service.

C1 and C2 • manages complex customer/client relationships • ensures regular contact with customers/client is maintained until problems are resolved • consults on service provision and uses feedback to implement service improvements • develops and reviews quality standards for service delivery • manages customer/client expectation and conflicting need.

D • identifies and takes action to support customer’s/clients long term needs • is attuned to the changing nature of customer/clients needs and adjusts direction and service

provision accordingly • anticipates and creates opportunities to build beneficial business partnerships to improve

service • identifies, negotiates and delivers shared service provision • is respected as a trusted advisor within the organisation.


Competency Level

Target behaviours

A • treats others in a fair and equal manner • considers and respects other peoples ideas/opinions • co-operates with others in the workplace • adapts own views and ideas for the good of the team • goes out of their way to help others.

B1 and B2 • treats team members fairly and equally, recognises and demonstrates appreciation of their contribution

• identifies with and has a shared commitment to achieving team objectives • shares knowledge and information with others • thanks others for their contribution and efforts • fosters good working relationships within teams in own service. • actively seeks others input and values their contributions.

C1 and C2 • builds and maintains constructive working relationships with other teams and groups • encourages equality and diversity in the workplace • treats people at all levels of the organisation with respect and values their abilities and

contribution • tackles difficult issues of harassment, victimisation and racism in the workplace • facilitates open discussions and resolves conflicting views

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Competency Level

Target behaviours

• creates opportunities to build and develop networking contacts throughout the Council to exchange information and ideas.

D • consistently works to improve or maintain morale in the organisation • encourages and supports joint projects or sharing of resources when appropriate • creates opportunities for partnership working with external agencies • promotes the positive aspects of diversity and challenges discrimination, prejudice and bias • fosters and encourages team spirit across service boundaries.


Competency Level

Target behaviours

A • is willing to try new or different ways of working • displays a flexible attitude to duties and responsibilities • reprioritises own work when deadlines are changed • helps others to adapt to change.

B1 and B2 • reacts positively to change • is flexible and adapts plans in response to change • prepares and supports team members during periods of change • constructively challenges current thinking and procedures and offers alternative solutions • gains acceptance of necessary changes by communicating their benefits with conviction and

enthusiasm. C1 and C2 • helps others to understand and address their concerns about change

• proactively sells and champions change programmes to others • manages major conflict which could prevent changes being implemented • asks incisive questions to open up creative thinking and fresh ideas • assesses the impact of change and puts measures in place to minimise risk • plans the communication of change to explain what is different and what is the same.

D • adapts organisational goals, projects and strategies to reflect changes • anticipates change and recommends fundamental or long-term organisational changes to

address key issues • introduces fresh thinking from other organisations to shape the future of the Council • drives the pace of change to ensure successful implementation • monitors the effect of major change programmes and reviews them for effectiveness • encourages an open atmosphere where creativity and experimenting with new ideas is the

norm.


Competency Level

Target behaviours

A • manages own time effectively and works productively • responds positively to feedback and takes appropriate action • ensures own knowledge and skills are sufficient for the job • considers how own behaviour affects others and changes accordingly • recognises and acts when something needs to be done.

B1 and B2 • takes the initiative to start activities or actions • recognises when a decision is needed and commits to act • is proactive, acts quickly to address current issues • seeks feedback and takes appropriate action • takes responsibility for personal development • modifies own behaviour to influence different situations.

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Competency Level

Target behaviours

C1 and C2 • creates a sense of urgency about a situation when deadlines are slipping • ensures actions which are down to others take place as necessary and/ or expected • takes advantage of opportunities to influence future events • commits to own continuous improvement • is prepared to go beyond what appears to be required in the interests of the organisation • motivates individuals and groups to be proactive even when meeting resistance • keeps promises and honours commitments.

D • creates a sense of common purpose across the organisation • publicly supports corporate decisions and encourages others to do the same • focuses own actions and priorities on the needs of the business • encourages and rewards proactive behaviours in others • regularly reflects on own experiences and uses this to change own behaviour and inform

future action.


Competency Level

Target behaviours

A • listens carefully and asks questions if understanding is unclear • uses simple and clear language • seeks advice when necessary • provides clear and accurate information • uses appropriate body language and eye contact.

B1 and B2 • uses positive, appropriate language in all situations • communicates clearly and concisely to influence others • uses a variety of methods to communicate in the most effective manner • creates a positive confident impression • uses interpersonal skills to have a positive impact in meetings • keeps written messages simple.

C1 and C2 • chairs meetings and facilitates groups effectively • conveys difficult messages and gains acceptance • diffuses conflict in a constructive non-threatening manner • presents information in a persuasive and convincing manner • asserts own opinions and expertise in tough situations • is highly self aware and sociable, buoyant and positive when communicating with others.

D • confidently communicates complex ideas to large audiences • can use a range of techniques to defuse conflict and emotion • creates an environment where open and challenging communication is encouraged • resiliently persuades others in order to gain acceptance and commitment to Council strategies

and proposals • leads complex negotiations with a variety of stakeholders.

Planning and decision making Translates strategy into specific plans to deliver outstanding results. Makes sound decisions based on evaluations of options and their risks.

Competency Level

Target behaviours

A • works in a planned and organised way • follows instructions and procedures • understands what decisions can be taken within own duties and makes them when required • takes account of available resources when planning own work activities.

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B1 and B2 • regularly monitors progress and takes corrective action to ensure priorities are met • gathers information from several readily available sources • considers information objectively to establish logical options and generate solutions • considers options and risks before making a decision • determines resources and co-ordinates work logically to ensure tasks are completed

effectively. C1 and C2 • goes beyond information presented, and probes to get to the root of a problem, analysing

cause and effect • balances strict technical interpretation of issues with the need for practical solutions • makes decisions that take account of multiple stakeholders • properly considers service cost and resource implications when making judgements • makes tough or unpopular decisions when required • anticipates future trends/issues and amends plans accordingly.

D • creates and manages a strategic plan that crosses service boundaries • analyses and simplifies complex problems, even when information is incomplete, missing or

ambiguous • considers long-term strategic consequences of options and solutions • makes major decisions even when there is confusion and uncertainty • manages multiple projects to ensure resources are effectively deployed and priorities met.

Leadership Defines and communicates organisational goals and motivates others to achieve them. Leads by example, inspires confidence and generates respect. Adapts leadership style to suit different situations. Motivates, inspires and gains support from others through mutual trust and respect without relying on hierarchy and authority. Competency Level

Target behaviours

A

• recognises own leadership skills and abilities, and takes responsibility for using and developing these

• seeks feedback from others to motivate and improve own leadership. • resilient and finds ways through challenging situations. • identifies and works towards a shared purpose or goals • values and respects the contributions of others • shares information and promotes effective knowledge management

B1 • critically reflects own leadership skills and abilities, and takes responsibility for using and developing these

• seeks feedback and evidence to continually enhance own leadership capability. • resilient and focuses on outcomes. • works collaboratively towards a shared purpose and to inspire change • values and respects the contributions of service users and colleagues • shares information and promotes effective knowledge management

B2 • earns respect by setting a positive example through own behaviour and actions • clearly identifies what has to be done and communicates reasons to team • motivates and drives individuals to achieve personal objectives • supports and encourages others to confidently make decisions • engages others and gains commitment to the Council vision • facilitates interactions so people work effectively together, handles strong personalities • adapts leadership style to suit different situations.

C1 • continuously improves own leadership capability through critical reflection and seeks feedback from a range of sources

• uses evidence and research to support innovation. • builds trusting relationships and uses evidence to influence the thinking, behaviour and

practice of colleagues. • models positive leadership behaviours which inspire enthusiasm and confidence in others • values and respects the contribution of service users and colleagues at all levels of the

organisation • encourages and values leadership, expertise and insight at all levels of the organisation

C2 • motivates and drives teams to achieve service objectives

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Competency Level

Target behaviours

• stimulates challenge and constructive debate within the team • spots talent and gets the right team together, designs and constructs a team to make best use

of members’ abilities • ensures constructive review takes place rather than apportioning blame • leads without interfering, steps back and trusts people • reinforces acceptable behaviours and values of the Council • takes equal responsibility for the team’s successes and failures.

D • paints a compelling vision of the future and gets others' enthusiastic involvement and support • provides evidence that high level strategy is based on sound business principles and best

practice • champions and displays behaviours and values of the Council and inspires others to do the

same • role models acceptable behaviours and values of the Council.

Managing performance and developing others Builds and sustains a high performance team and actively encourages development of others.

Competency Level

Target behaviours

A, B1 and C1 Not applicable

B2 • strives to continually improve own and team’s performance • provides regular and constructive feedback • coaches others to learn new skills • reinforces/supports the use of newly acquired skills • visibly supports the processes for learning and development • sets individual targets and instils a desire to achieve targets • complies with the requirements of the Council’s performance management process (PRD).

C2 • holds managers accountable for their own and team performance • encourages suggestions from managers/people to improve systems and processes • ensures managers/people have the appropriate knowledge, skills and experience to deliver

results and cope with change • actively encourages and helps managers/people realise their potential and career aspirations • sets team objectives and instils desire to exceed targets • ensures key measures are in place including efficiency and where appropriate productivity.

D • set challenging and stretching organisational objectives to drive the organisation forward • mentors managers outwith own service area to enable them to maximise their potential • champions a culture of high performance and development within the organisation • gets commitment to the vision from key stakeholders • readily releases individuals to other roles within the Council where they can maximise their

potential • ensures resources are available for all staff to learn and develop • identifies and develops potential successors.

Political sensitivity Understands and considers the wider organisational and political implications before taking action.

Competency Level

Target behaviours

A,B1 and C1 Not applicable

B2 • understands how underlying issues and opportunities affecting the team impact on day to day planning

• recognises team constraints - what is or is not possible in different circumstances • builds team relationships to get things done • accepts that the political decision making process of the Council will influence the team.

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Competency Level

Target behaviours

C2 • recognises service/Council wide constraints - what is or is not possible in different circumstances

• uses service/Council wide relationships to get things done • accepts that the political decision making process of the Council will influence the service • demonstrates awareness of political and community issues relating to local government.

D • proactively develops effective working relationships with elected members • understands what elected members want to achieve and supports them to find appropriate

solutions • considers how elected members will react to decisions made and take appropriate steps to

minimise resistance and build support • demonstrates an understanding of the political and community implications impacting on

service delivery • uses political astuteness to influence people at all levels of the organisation and external

stakeholders.

Financial acumen Maintains and applies a sound understanding of financial management principals to ensure decisions are fiscally sound and responsible.

Competency Level

Target behaviours

A,B1,B2,C1 and C2

Not applicable

D • demonstrates a sound understanding of financial management principles to direct organisational priorities

• understands the requirement to set service priorities by aligning service finances with OIC strategic core values

• demonstrates a willingness to engage with innovative approaches to income generation and efficiencies

• uses cost-benefit thinking to set priorities • demonstrates an understanding of the need to monitor the overall performance of the service

budget and adjust the allocation of finances based on progress against goals • fosters an environment that encourages fiscal responsibility

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Employee Review and Development Form Appendix 3

Employee details Name Manager’s name Employee number Assessment year Service Date of ERD meeting Section Date of review

meeting

Job title Competency level for post - see the Competency Framework document within the Employee Review and Development section on the Information Portal Level A

Section 1: Conversations This initial part of the process involves general conversation with the employee and recording as appropriate Areas of work/career which has gone well: Areas of work/career which have not gone well: Work/Career aspirations:

Job Description, duties and responsibilities discussion:

Section 2: Agreed employee goals Employee goals should relate ultimately to the achievement of the Council’s core values: promoting survival to support our communities promoting sustainability to make sure economic, environmental and social factors are balanced promoting equality and fairness to encourage services to provide equal opportunities for everyone working together to overcome issues more effectively through partnership working working with communities to involve community councils, community groups, voluntary groups and individuals in

the process working to provide better services to improve the planning and delivery of services List the employee’s agreed goals for the review period and confirm the target completion dates (dd/mm/yy). At the end of the period state whether or not they have been achieved and supporting information, where necessary. Goals can include duties & tasks from the job description or from the team plan, learning new techniques or processes involving tools, machinery, equipment etc. The number of goals can vary depending on the individual circumstances.

Describe Goal 1 (Identify below) Target date Achieved?

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Goal 2 (Identify below) Target date Achieved?



Section 3: Review of core competencies Indicate whether the employee’s behaviour is in line with each competency by deleting yes or no appropriately

Being customer/client focused Delivers high quality services to both internal and external customers/clients. Proactively identifies customer's/ client’s future requirements and constantly strives to enhance service delivery.

• is respectful and courteous to customer/clients • understands and resolves customer/client needs • takes opportunities to improve customer/client services • is aware of service levels expected and strives to meet them • seeks and acts on feedback from customers/clients • supports others when dealing with customers/clients

Yes No

Any comment:

Working effectively with others Builds consensus, support and commitment within the team around key organisational objectives. Treats others respectfully and encourages diversity. • treats others in a fair and equal manner • considers and respects other peoples ideas/opinions • co-operates with others in the workplace • adapts own views and ideas for the good of the team • goes out of their way to help others Yes No

Any comment:

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Managing change Initiates and drives the pace of change and supports others in working through change. • is willing to try new or different ways of working • displays a flexible attitude to duties and responsibilities • reprioritises own work when deadlines are changed • helps others to adapt to change Yes No

Any comment

Taking ownership and responsibility Takes responsibility for own behaviour. Seeks feedback and takes positive action in response. Takes responsibility for supporting corporate values. • manages own time effectively and works productively • responds positively to feedback and takes appropriate action • ensures own knowledge and skills are sufficient for the job • considers how own behaviour affects others and changes accordingly • recognises and acts when something needs to be done Yes No

Any comment

Communicating effectively Communicates accurate information with complete conviction and clarity. Confidently uses a variety of communication methods and styles appropriate to audience. • listens carefully and asks questions if understanding is unclear • uses simple and clear language • seeks advice when necessary • provides clear and accurate information • uses appropriate body language and eye contact Yes No

Any comment

Planning and decision making Translates strategy into specific plans to deliver outstanding results. Makes sound decisions based on evaluations of options and their risks. • works in a planned and organised way • follows instructions and procedures • understands what decisions can be taken within own duties and makes them when required • takes account of available resources when planning own work activities Yes No

Any comment

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Leadership Motivates, inspires and gains support from others through mutual trust and respect without relying on hierarchy and authority.

• recognises own leadership skills and abilities, and takes responsibility for using and developing these • seeks feedback from others to motivate and improve own leadership. • resilient and finds ways through challenging situations. • identifies and works towards a shared purpose or goals • values and respects the contributions of others. • shares information and promotes effective knowledge management Yes No

Any comment

Section 4 Please sign the form to reflect agreement with the content and process of the meeting.

Employee signature

Date

Manager’s signature

Date

Please continue to the next page to complete your personal development plan …

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Employee Review and Development Form (OHAC)


meeting

Job title Competency level for post - see the Competency Framework document within the Employee Review and Development section on the Information Portal Level A



Section 2: Agreed employee goals Employee goals should relate ultimately to the achievement of the Council’s core values: • promoting survival to support our communities • promoting sustainability to make sure economic, environmental and social factors are balanced • promoting equality and fairness to encourage services to provide equal opportunities for everyone • working together to overcome issues more effectively through partnership working • working with communities to involve community councils, community groups, voluntary groups and individuals

in the process • working to provide better services to improve the planning and delivery of services List the employee’s agreed goals for the review period and confirm the target completion dates (dd/mm/yy). At the end of the period state whether or not they have been achieved and supporting information, where necessary. Goals can include duties & tasks from the job description or from the team plan, learning new techniques or processes involving tools, machinery, equipment etc. The number of goals can vary depending on the individual circumstances.

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Section 3: Review of OIC core competencies, The framework for continuous learning in Social Services (red bullet points) and including the SSSC Leadership capabilities (blue) for frontline workers Indicate whether the employee’s behaviour is in line with each competency by deleting yes or no appropriately & commenting where relevant

Being customer/client focused – A focus on people who use services and their carers- Vision Delivers high quality services to both internal and external customers/clients. Proactively identifies customer's/ client’s future requirements and constantly strives to enhance service delivery.

• is respectful and courteous to customer/clients • understands and resolves customer/client needs • takes opportunities to improve customer/client services • is aware of service levels expected and strives to meet them • seeks and acts on feedback from customers/clients • supports others when dealing with customers/clients • demonstrates a clear commitment to people who use services and their carers in delivering a high quality

service which meets their needs • acknowledges the importance of sharing responsibility with people who use services and their carers for the

planning delivery of the service • seeks to continuously improve their work with people who use services and their carers

Yes No

Any comment:

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Working effectively with others – Being able to work with others within the organisation and beyond – Sensing others’ feelings and perspectives- Being able to identify issues and find solutions – Collaborating and Influencing - Empowering Builds consensus, support and commitment within the team around key organisational objectives. Treats others respectfully and encourages diversity. • treats others in a fair and equal manner • considers and respects other peoples ideas/opinions • co-operates with others in the workplace • adapts own views and ideas for the good of the team • goes out of their way to help others • understands the importance of relationships and values the diverse perspectives of others • respects and relates well to people with varied roles and from diverse backgrounds • acknowledges the complexity involved in working with other groups and organisations but still chooses to work

collaboratively • gives others time and space to express what they think, feel and want • listens attentively without interrupting, making assumptions or stereotyping • shows sensitivity and seeks to understand the perspective of others • is aware of issues of discrimination and oppression when interacting with others • recognises and raises issues of concern and participates in finding solutions within the limits of their own

authority • is able to identify areas of conflict between their own values, their role and the demands of the organisation and

gains required support to manage this • treats others with dignity and respect in dealing with conflict Yes No

Any comment:

Managing change – Being Adaptable and open to change Initiates and drives the pace of change and supports others in working through change. • is willing to try new or different ways of working – • displays a flexible attitude to duties and responsibilities • reprioritises own work when deadlines are changed • helps others to adapt to change • Acknowledges the importance of change in continually improving practice • Is open to change in their workplace • Adapts their own approach to the demands of the work environment • Adjusts a strongly held opinion in response to contradictory evidence Yes No

Any comment:

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Taking ownership and responsibility – Inspiring and guiding individuals and groups- Engaging in the continuous learning of self and others – knowing you are able to do your job well – Persisting in pursuing goals despite obstacles and setbacks – Knowing your own strengths and limitations – Being aware of how others perceive you and your behaviour – Motivating and Inspiring Takes responsibility for own behaviour. Seeks feedback and takes positive action in response. Takes responsibility for supporting corporate values. • manages own time effectively and works productively • responds positively to feedback and takes appropriate action • ensures own knowledge and skills are sufficient for the job • considers how own behaviour affects others and changes accordingly • recognises and acts when something needs to be done • understands that leadership occurs at all levels of the organisation • acknowledges the capacity for leadership in colleagues, people who use services and their carers • will take roles that involve motivating and leading others • is committed to and takes responsibility for their own learning and development • demonstrates commitment to keeping their knowledge, understanding and skills up to date • actively participates in learning opportunities • participates in the provision of learning opportunities to others • is confident that they have the knowledge, skills, values and understanding to carry out their role • is confident that they understand their own role and responsibilities and can explain this to others • is aware that their level of confidence in their ability to carry out their role will have an impact on their practice • is clear about the contribution they can make to outcomes for people who use services and their carers • if aware of the need for a range of support strategies to build resilience • believes in their ability to move past obstacles and setbacks • perseveres with difficult tasks over an extended period of time in order to achieve them • understands the need to be aware of their strengths and the limitations of their own ability • is able to critically reflect on their own practice, learn from this reflection and apply their learning to improve their

practice • is open to positive and constructive feedback from others • demonstrates awareness of how they are perceived by others • is open to using positive and constructive feedback to determining the impact they are having on others • is aware of how their own values, attitudes and cultural assumptions impact on others Yes No

Any comment

Communicating effectively Communicates accurate information with complete conviction and clarity. Confidently uses a variety of communication methods and styles appropriate to audience. • listens carefully and asks questions if understanding is unclear • uses simple and clear language • seeks advice when necessary • provides clear and accurate information • uses appropriate body language and eye contact Yes No

Any comment

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Planning and decision making – Exercising judgement and initiative and being accountable – being aware of the purpose of your organisation and the context in which it operates – Self-Leadership Translates strategy into specific plans to deliver outstanding results. Makes sound decisions based on evaluations of options and their risks • works in a planned and organised way • follows instructions and procedures • understands what decisions can be taken within own duties and makes them when required • takes account of available resources when planning own work activities • is aware of decision making processes and the level of decision making appropriate for their own role • is aware of the need to balance the safety of themselves and others when making informed decisions about risks • is able to reflect on judgements and decisions made and their consequences • is able to use their initiative and act on opportunities to improve outcomes for people who use services and their

carers • is able to critically reflect on how their own background, assumptions and values impact on their judgements • demonstrates an understanding of how their organisation works, their role within it and how their work contributes

to the purpose of the organisation • is aware of changes in the context in which they are working, e.g. the law, policy, new initiatives, etc. Yes No

Any comment

Leadership – Creativity and Innovation Motivates, inspires and gains support from others through mutual trust and respect without relying on hierarchy and authority.

• recognises own leadership skills and abilities, and takes responsibility for using and developing these • seeks feedback from others to motivate and improve own leadership. • resilient and finds ways through challenging situations. • identifies and works towards a shared purpose or goals • values and respects the contributions of others. • shares information and promotes effective knowledge management

Yes No

Any comment:


Employee signature

Date


Date


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Employee Review and Development Form


meeting

Job title Competency level for post - see the Competency Framework document within the Employee Review and Development section on the Information Portal Level B1

Section 1: Conversations This initial part of the process involves general conversation with the employee and recording as appropriate Job Description and duties: Areas of work which gives greatest satisfaction:

Areas of work/career which have not gone well:

Work/Career aspirations:

Section 2: Agreed employee goals Employee goals should relate ultimately to the achievement of the Council’s core values: • promoting survival to support our communities • promoting sustainability to make sure economic, environmental and social factors are balanced • promoting equality and fairness to encourage services to provide equal opportunities for everyone • working together to overcome issues more effectively through partnership working • working with communities to involve community councils, community groups, voluntary groups and individuals

in the process • working to provide better services to improve the planning and delivery of services List the employee’s agreed goals for the review period and confirm the target completion dates (dd/mm/yy). At the end of the period state whether or not they have been achieved and supporting information, where necessary. Goals can include duties & tasks from the job description or from the team plan, learning new techniques or processes involving tools, machinery, equipment etc. The number of goals can vary depending on the individual circumstances.

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Being customer/client focused Delivers high quality services to both internal and external customers/clients. Proactively identifies customer's/ client’s future requirements and constantly strives to enhance service delivery. • promotes the importance of quality customer/client services within the team and aims to exceed customer/client

expectations • identifies opportunities to improve the way the team delivers customer/client services • ensures teams correctly identify customer/client needs and provide satisfactory solutions • takes personal responsibility to manage customer/client relationships • implements service improvements • monitors quality of service Yes No

Any comment:

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Working effectively with others • Builds consensus, support and commitment within the team around key organisational objectives. Treats others

respectfully and encourages diversity. • treats team members fairly and equally, recognises and demonstrates appreciation of their contribution • identifies with and has a shared commitment to achieving team objectives • shares knowledge and information with others • thanks others for their contribution and efforts • fosters good working relationships within teams in own service • actively seeks others input and values their contributions Yes No

Any comment:

Managing change Initiates and drives the pace of change and supports others in working through change. • reacts positively to change • is flexible and adapts plans in response to change • prepares and supports team members during periods of change • constructively challenges current thinking and procedures and offers alternative solutions • gains acceptance of necessary changes by communicating their benefits with conviction and enthusiasm Yes No

Any comment

Taking ownership and responsibility • Takes responsibility for own behaviour. Seeks feedback and takes positive action in response. Takes

responsibility for supporting corporate values. • takes the initiative to start activities or actions • recognises when a decision is needed and commits to act • is proactive, acts quickly to address current issues • seeks feedback and takes appropriate action • takes responsibility for personal development • modifies own behaviour to influence different situations Yes No

Any comment

Communicating effectively Communicates accurate information with complete conviction and clarity. Confidently uses a variety of communication methods and styles appropriate to audience. • uses positive, appropriate language in all situations • communicates clearly and concisely to influence others • uses a variety of methods to communicate in the most effective manner • creates a positive confident impression • uses interpersonal skills to have a positive impact in meetings • keeps written messages simple Yes No

Any comment

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Planning and decision making Translates strategy into specific plans to deliver outstanding results. Makes sound decisions based on evaluations of options and their risks. • regularly monitors progress and takes corrective action to ensure priorities are met • gathers information from several readily available sources • considers information objectively to establish logical options and generate solutions • considers options and risks before making a decision • determines resources and co-ordinates work logically to ensure tasks are completed effectively Yes No

Any comment

Leadership Motivates, inspires and gains support from others through mutual trust and respect without relying on hierarchy and authority.

• critically reflects own leadership skills and abilities, and takes responsibility for using and developing these • seeks feedback and evidence to continually enhance own leadership capability. • resilient and focuses on outcomes. • works collaboratively towards a shared purpose and to inspire change • values and respects the contributions of service users and colleagues • shares information and promotes effective knowledge management Yes No

Any comment:


Employee signature

Date


Date


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meeting




Section 2: Agreed employee goals Employee goals should relate ultimately to the achievement of the Council’s core values: promoting survival to support our communities promoting sustainability to make sure economic, environmental and social factors are balanced promoting equality and fairness to encourage services to provide equal opportunities for everyone working together to overcome issues more effectively through partnership working working with communities to involve community councils, community groups, voluntary groups and individuals in

the process working to provide better services to improve the planning and delivery of services List the employee’s agreed goals for the review period and confirm the target completion dates (dd/mm/yy). At the end of the period state whether or not they have been achieved and supporting information, where necessary. Goals can include duties & tasks from the job description or from the team plan, learning new techniques or processes involving tools, machinery, equipment etc. The number of goals can vary depending on the individual circumstances.

36

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Section 3: Review of OIC core competencies & The framework for continuous learning in Social Services (red bullet points) and including the SSSC Leadership capabilities (blue) Indicate whether the employee’s behaviour is in line with each competency by deleting yes or no appropriately

Being customer/client focused – A focus on people who use services and their carers- Vision Delivers high quality services to both internal and external customers/clients. Proactively identifies customer's/ client’s future requirements and constantly strives to enhance service delivery. • promotes the importance of quality customer/client services within the team and aims to exceed customer/client

expectations • identifies opportunities to improve the way the team delivers customer/client services • ensures teams correctly identify customer/client needs and provide satisfactory solutions • takes personal responsibility to manage customer/client relationships • implements service improvements • monitors quality of service • actively promotes the empowerment of people who use services and their carers and works in partnership with

them and others to achieve this • remains focused on the needs of people who use services when faced with conflicting priorities • strives to meet and, wher4e appropriate, surpass the expectation of people who use services Yes No

Any comment:

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Working effectively with others – Being able to work with others within the organisation and beyond – Sensing others’ feelings and perspectives- Being able to identify issues and find solutions- Collaborating and Influencing - Empowering Builds consensus, support and commitment within the team around key organisational objectives. Treats others respectfully and encourages diversity. • treats team members fairly and equally, recognises and demonstrates appreciation of their contribution • identifies with and has a shared commitment to achieving team objectives • shares knowledge and information with others • thanks others for their contribution and efforts • fosters good working relationships within teams in own service • actively seeks others input and values their contributions • recognises the value of diversity and uses it to strengthen the quality of initiatives • takes active steps to build relationships, develop networks and promote partnership working • uses work across groups and organisations as an opportunity for learning and development • accurately interprets and responds to concerns, motives and feelings of others especially those who may be

viewed negatively by other people • recognises the importance of and difficulty in expressing views that may not be shared by the majority • is aware of and understands unspoken thought, concerns or feelings and is skilled in helping individuals to voice

these safely • acknowledges and challenges forms of discrimination and oppression • proactively identifies potential problems and works toward finding and implementing creative solutions • reflects on their own practice and seeks feedback appropriately to gain a more comprehensive understanding of

the situation causing conflict • recognises the potential for discrimination and oppression whilst dealing with conflict and works actively toward

positive resolution Yes No

Any comment:

Managing change – Being Adaptable and open to change Initiates and drives the pace of change and supports others in working through change. • reacts positively to change • is flexible and adapts plans in response to change • prepares and supports team members during periods of change • constructively challenges current thinking and procedures and offers alternative solutions • gains acceptance of necessary changes by communicating their benefits with conviction and enthusiasm • is open minded and flexible in dealing with circumstances as they arise and can manage a degree of uncertainty • adjusts their job focus and approaches depending upon the needs of different situations • engages in open and reflective debate and provides constructive comments about proposed changes Yes No

Any comment:

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Taking ownership and responsibility – Inspiring and guiding individuals and groups- Engaging in the continuous learning of self and others – knowing you are able to do your job well – Persisting in pursuing goals despite obstacles and setbacks – Knowing your own strengths and limitations – Being aware of how others perceive you and your behaviour-Motivating and Inspiring Takes responsibility for own behaviour. Seeks feedback and takes positive action in response. Takes responsibility for supporting corporate values. • takes the initiative to start activities or actions • recognises when a decision is needed and commits to act • is proactive, acts quickly to address current issues • seeks feedback and takes appropriate action • takes responsibility for personal development • modifies own behaviour to influence different situations • is able to identify opportunities, set goals with others and demonstrates positive expectations of success • is able to effectively lead initiatives while bringing others with them • reflects on their leadership approach and seeks advice and support to improve • encourages and motivates others to make best use of their individual and collective abilities • actively identifies ongoing learning needs and seeks a range of formal and informal learning opportunities to

meet them • takes responsibility for a learning plan which demonstrates the impact of their learning on their practice and is

used to continually improve • actively promotes the learning and development of others through a range of formal and informal approaches • embeds critically reflective practice as a routine approach to their work • is confident that they can apply their knowledge, skills, values and understanding in practice while seeking

support appropriately • is confident to receive constructive feedback positively and use it to learn and improve • is confident to challenge inequality and discrimination • reflect upon the impact their level of confidence is having on their practice • is able to deal with difficulties by keeping them in perspective • sustains efforts to overcome obstacles and feelings of frustration and is able to maintain a positive view • develops strategies to build their own resilience • persists in trying to positively influence the outcomes of change in the workplace • is able to describe their strengths and areas for improvement • takes personal responsibility for own errors or shortcomings and learns from them • demonstrates ongoing critical self reflection and resulting improvement to practice • uses feedback from a range of sources to more accurately assess their own capabilities • regularly reflects on the impact their behaviour, actions, words and demeanour have on others and actively seeks

to improve their practice accordingly • reflects on the impact their values and cultural assumptions are having on others and takes action to strengthen

relationships and avoid discrimination Yes No

Any comment

Communicating effectively Communicates accurate information with complete conviction and clarity. Confidently uses a variety of communication methods and styles appropriate to audience. • uses positive, appropriate language in all situations • communicates clearly and concisely to influence others • uses a variety of methods to communicate in the most effective manner • creates a positive confident impression • uses interpersonal skills to have a positive impact in meetings • keeps written messages simple

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Yes No

Any comment

Planning and decision making – Exercising judgement and initiative and being accountable – Being aware of the purpose of your organisation and the context in which it operates- Self-Leadership Translates strategy into specific plans to deliver outstanding results. Makes sound decisions based on evaluations of options and their risks regularly monitors progress and takes corrective action to ensure priorities are met • gathers information from several readily available sources • considers information objectively to establish logical options and generate solutions • considers options and risks before making a decision • determines resources and co-ordinates work logically to ensure tasks are completed effectively • makes informed judgements based on an evaluation of the evidence and the careful balancing of risks, rights and

needs within the organisation’s framework of accountability • is prepared to take calculated risks, within own area of authority, and can see the possible consequences of

these • is able to bring fresh perspectives and think creatively about the options available in any situation • is able to explain and account for their practice and expects to have their thinking challenged appropriately • recognises and values the role of everyone in the organisation in the delivery of high quality services • takes responsibility for keeping up to date with changes in the organisation, e.g. policies and procedures, and the

wider context in which they are working, and understands the rationale for these changes • understands the challenges and opportunities affecting the organisation and is able to see these from a range of

perspectives including those of people who use services and their carers, colleagues and managers Yes No

Any comment

Leadership - Creativity and Innovation Motivates, inspires and gains support from others through mutual trust and respect without relying on hierarchy and authority. • critically reflects own leadership skills and abilities, and takes responsibility for using and developing these • seeks feedback and evidence to continually enhance own leadership capability. • resilient and focuses on outcomes. • works collaboratively towards a shared purpose and to inspire change • values and respects the contributions of service users and colleagues • shares information and promotes effective knowledge management Yes No

Any comment:


Employee signature

Date


Date


40

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meeting





Section 2: Agreed employee goals Employee goals should relate ultimately to the achievement of the Council’s core values:

• promoting survival to support our communities • promoting sustainability to make sure economic, environmental and social factors are balanced • promoting equality and fairness to encourage services to provide equal opportunities for everyone • working together to overcome issues more effectively through partnership working • working with communities to involve community councils, community groups, voluntary groups and

individuals in the process • working to provide better services to improve the planning and delivery of services

List the employee’s agreed goals for the review period and confirm the target completion dates (dd/mm/yy). At the end of the period state whether or not they have been achieved and supporting information, where necessary. Goals can include duties & tasks from the job description or from the team plan, learning new techniques or processes involving tools, machinery, equipment etc. The number of goals can vary depending on the individual circumstances.

41

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42

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Being customer/client focused Delivers high quality services to both internal and external customers/clients. Proactively identifies customer's/ client’s future requirements and constantly strives to enhance service delivery. • promotes the importance of quality customer/client services within the team and aims to exceed customer/client

expectations • identifies opportunities to improve the way the team delivers customer/client services • ensures teams correctly identify customer/client needs and provide satisfactory solutions • takes personal responsibility to manage customer/client relationships • implements service improvements • monitors quality of service Yes No

Any comment:

Working effectively with others Builds consensus, support and commitment within the team around key organisational objectives. Treats others respectfully and encourages diversity. • treats team members fairly and equally, recognises and demonstrates appreciation of their contribution • identifies with and has a shared commitment to achieving team objectives • shares knowledge and information with others • thanks others for their contribution and efforts • fosters good working relationships within teams in own service • actively seeks others input and values their contributions Yes No

Any comment:

Managing change Initiates and drives the pace of change and supports others in working through change. • reacts positively to change • is flexible and adapts plans in response to change • prepares and supports team members during periods of change • constructively challenges current thinking and procedures and offers alternative solutions • gains acceptance of necessary changes by communicating their benefits with conviction and enthusiasm Yes No

Any comment

Taking ownership and responsibility Takes responsibility for own behaviour. Seeks feedback and takes positive action in response. Takes responsibility for supporting corporate values. • takes the initiative to start activities or actions • recognises when a decision is needed and commits to act • is proactive, acts quickly to address current issues • seeks feedback and takes appropriate action • takes responsibility for personal development • modifies own behaviour to influence different situations Yes No

Any comment

43

1739

Communicating effectively Communicates accurate information with complete conviction and clarity. Confidently uses a variety of communication methods and styles appropriate to audience. • uses positive, appropriate language in all situations • communicates clearly and concisely to influence others • uses a variety of methods to communicate in the most effective manner • creates a positive confident impression • uses interpersonal skills to have a positive impact in meetings • keeps written messages simple Yes No

Any comment

Planning and decision making • Translates strategy into specific plans to deliver outstanding results. Makes sound decisions based on

evaluations of options and their risks. • regularly monitors progress and takes corrective action to ensure priorities are met • gathers information from several readily available sources • considers information objectively to establish logical options and generate solutions • considers options and risks before making a decision • determines resources and co-ordinates work logically to ensure tasks are completed effectively Yes No

Any comment

Leadership Defines and communicates organisational goals and motivates others to achieve them. Leads by example, inspires confidence and generates respect. Adapts leadership style to suit different situations. • earns respect by setting a positive example through own behaviour and actions • clearly identifies what has to be done and communicates reasons to team • motivates and drives individuals to achieve personal objectives • supports and encourages others to confidently make decisions • engages others and gains commitment to the Council vision Yes No

Any comment

Managing performance and developing others Builds and sustains a high performance team and actively encourages development of others. • strives to continually improve own and team’s performance • provides regular and constructive feedback • coaches others to learn new skills • reinforces/supports the use of newly acquired skills • visibly supports the processes for learning and development • sets individual targets and instils a desire to achieve targets • complies with the requirements of the Council’s performance management process (PRD) Yes No

Any comment

44

1740

Political sensitivity • understands how underlying issues and opportunities affecting the team impact on day to day planning • recognises team constraints - what is or is not possible in different circumstances • builds team relationships to get things done • accepts that the political decision making process of the Council will influence the team Yes No

Any comment


Employee signature

Date


Date


45

1741



meeting








46

1742






Being customer/client focused – A focus on people who use services and their carers-Vision Delivers high quality services to both internal and external customers/clients. Proactively identifies customer's/ client’s future requirements and constantly strives to enhance service delivery.

• promotes the importance of quality customer/client services within the team and aims to exceed customer/client expectations

• identifies opportunities to improve the way the team delivers customer/client services • ensures teams correctly identify customer/client needs and provide satisfactory solutions • takes personal responsibility to manage customer/client relationships • implements service improvements

monitors quality of service • actively promotes the empowerment of people who use services and their carers and works in partnership

with them and others to achieve this • remains focused on the needs of people who use services when faced with conflicting priorities • strives to meet and, wher4e appropriate, surpass the expectation of people who use services

Yes No

Any comment:

47

1743

Working effectively with others – Being able to work with others within the organisation and beyond – Sensing others’ feelings and perspectives- Being able to identify issues and find solutions –Collaborating and Influencing - Empowering Builds consensus, support and commitment within the team around key organisational objectives. Treats others respectfully and encourages diversity. • treats team members fairly and equally, recognises and demonstrates appreciation of their contribution • identifies with and has a shared commitment to achieving team objectives • shares knowledge and information with others • thanks others for their contribution and efforts • fosters good working relationships within teams in own service • actively seeks others input and values their contributions • recognises the value of diversity and uses it to strengthen the quality of initiatives • takes active steps to build relationships, develop networks and promote partnership working • uses work across groups and organisations as an opportunity for learning and development • accurately interprets and responds to concerns, motives and feelings of others especially those who may be

viewed negatively by other people • recognises the importance of and difficulty in expressing views that may not be shared by the majority • is aware of and understands unspoken thought, concerns or feelings and is skilled in helping individuals to voice

these safely • acknowledges and challenges forms of discrimination and oppression • proactively identifies potential problems and works toward finding and implementing creative solutions • reflects on their own practice and seeks feedback appropriately to gain a more comprehensive understanding of

the situation causing conflict • recognises the potential for discrimination and oppression whilst dealing with conflict and works actively toward

positive resolution Yes No

Any comment:

Managing change – Being Adaptable and open to change Initiates and drives the pace of change and supports others in working through change. • reacts positively to change • is flexible and adapts plans in response to change • prepares and supports team members during periods of change • constructively challenges current thinking and procedures and offers alternative solutions • gains acceptance of necessary changes by communicating their benefits with conviction and enthusiasm • is open minded and flexible in dealing with circumstances as they arise and can manage a degree of

uncertainty • adjusts their job focus and approaches depending upon the needs of different situations • engages in open and reflective debate and provides constructive comments about proposed changes Yes No

Any comment:

48

1744

Taking ownership and responsibility – Inspiring and guiding individuals and groups- Engaging in the continuous learning of self and others – knowing you are able to do your job well – Persisting in pursuing goals despite obstacles and setbacks – Knowing your own strengths and limitations – Being aware of how others perceive you and your behaviour- Motivating and Inspiring Takes responsibility for own behaviour. Seeks feedback and takes positive action in response. Takes responsibility for supporting corporate values. • takes the initiative to start activities or actions • recognises when a decision is needed and commits to act • is proactive, acts quickly to address current issues • seeks feedback and takes appropriate action • takes responsibility for personal development • modifies own behaviour to influence different situations • is able to identify opportunities, set goals with others and demonstrates positive expectations of success • is able to effectively lead initiatives while bringing others with them • reflects on their leadership approach and seeks advice and support to improve • encourages and motivates others to make best use of their individual and collective abilities • actively identifies ongoing learning needs and seeks a range of formal and informal learning opportunities to

meet them • takes responsibility for a learning plan which demonstrates the impact of their learning on their practice and is

used to continually improve • actively promotes the learning and development of others through a range of formal and informal approaches • embeds critically reflective practice as a routine approach to their work • is confident that they can apply their knowledge, skills, values and understanding in practice while seeking

support appropriately • is confident to receive constructive feedback positively and use it to learn and improve • is confident to challenge inequality and discrimination • reflect upon the impact their level of confidence is having on their practice • is able to deal with difficulties by keeping them in perspective • sustains efforts to overcome obstacles and feelings of frustration and is able to maintain a positive view • develops strategies to build their own resilience • persists in trying to positively influence the outcomes of change in the workplace • is able to describe their strengths and areas for improvement • takes personal responsibility for own errors or shortcomings and learns from them • demonstrates ongoing critical self reflection and resulting improvement to practice • uses feedback from a range of sources to more accurately assess their own capabilities • regularly reflects on the impact their behaviour, actions, words and demeanour have on others and actively

seeks to improve their practice accordingly • reflects on the impact their values and cultural assumptions are having on others and takes action to strengthen

relationships and avoid discrimination Yes No

Any comment

Communicating effectively Communicates accurate information with complete conviction and clarity. Confidently uses a variety of communication methods and styles appropriate to audience. • uses positive, appropriate language in all situations • communicates clearly and concisely to influence others • uses a variety of methods to communicate in the most effective manner • creates a positive confident impression • uses interpersonal skills to have a positive impact in meetings • keeps written messages simple

49

1745

Yes No

Any comment

Planning and decision making – Exercising judgement and initiative and being accountable – Being aware of the purpose of your organisation and the context in which it operates- Self-Leadership Translates strategy into specific plans to deliver outstanding results. Makes sound decisions based on evaluations of options and their risks • regularly monitors progress and takes corrective action to ensure priorities are met • gathers information from several readily available sources • considers information objectively to establish logical options and generate solutions • considers options and risks before making a decision • determines resources and co-ordinates work logically to ensure tasks are completed effectively • makes informed judgements based on an evaluation of the evidence and the careful balancing of risks, rights

and needs within the organisation’s framework of accountability • is prepared to take calculated risks, within own area of authority, and can see the possible consequences of

these • is able to bring fresh perspectives and think creatively about the options available in any situation • is able to explain and account for their practice and expects to have their thinking challenged appropriately • recognises and values the role of everyone in the organisation in the delivery of high quality services • takes responsibility for keeping up to date with changes in the organisation, e.g. policies and procedures, and

the wider context in which they are working, and understands the rationale for these changes • understands the challenges and opportunities affecting the organisation and is able to see these from a range of

perspectives including those of people who use services and their carers, colleagues and managers Yes No

Any comment

Leadership – Creativity and Innovation Defines and communicates organisational goals and motivates others to achieve them. Leads by example, inspires confidence and generates respect. Adapts leadership style to suit different situations. • earns respect by setting a positive example through own behaviour and actions • clearly identifies what has to be done and communicates reasons to team • motivates and drives individuals to achieve personal objectives • supports and encourages others to confidently make decisions • engages others and gains commitment to the Council vision Yes No

Any comment

Managing performance and developing others Builds and sustains a high performance team and actively encourages development of others. • strives to continually improve own and team’s performance • provides regular and constructive feedback • coaches others to learn new skills • reinforces/supports the use of newly acquired skills • visibly supports the processes for learning and development • sets individual targets and instils a desire to achieve targets • complies with the requirements of the Council’s performance management process (PRD)

50

1746

Yes No

Any comment

.Political sensitivity • understands how underlying issues and opportunities affecting the team impact on day to day planning • recognises team constraints - what is or is not possible in different circumstances • builds team relationships to get things done • accepts that the political decision making process of the Council will influence the team Yes No

Any comment


Employee signature

Date


Date


51

1747



meeting

Job title Competency level for post - see the Competency Framework document within the Employee Review and Development section on the Information Portal Level C1








52

1748





Section 3: Review of core competencies Indicate whether the employee’s behaviour is in line with each competency by deleting yes or no appropriately and add a comment where relevant.


• manages complex customer/client relationships • ensures regular contact with customers/client is maintained until problems are resolved • consults on service provision and uses feedback to implement service improvements • develops and reviews quality standards for service delivery • manages customer/client expectation and conflicting need.

Yes No

Any comment:

Working effectively with others Builds consensus, support and commitment within the team around key organisational objectives. Treats others respectfully and encourages diversity. • builds and maintains constructive working relationships with other teams and groups • encourages equality and diversity in the workplace • treats people at all levels of the organisation with respect and values their abilities and contribution • tackles difficult issues of harassment, victimisation and racism in the workplace • facilitates open discussions and resolves conflicting views • creates opportunities to build and develop networking contacts throughout the Council to exchange information

and ideas.

53

1749

Yes No

Any comment:

Managing change Initiates and drives the pace of change and supports others in working through change. • helps others to understand and address their concerns about change • proactively sells and champions change programmes to others • manages major conflict which could prevent changes being implemented • asks incisive questions to open up creative thinking and fresh ideas • assesses the impact of change and puts measures in place to minimise risk • plans the communication of change to explain what is different and what is the same Yes No

Any comment

Taking ownership and responsibility Takes responsibility for own behaviour. Seeks feedback and takes positive action in response. Takes responsibility for supporting corporate values. • creates a sense of urgency about a situation when deadlines are slipping • ensures actions which are down to others take place as necessary and/ or expected • takes advantage of opportunities to influence future events • commits to own continuous improvement • is prepared to go beyond what appears to be required in the interests of the organisation • motivates individuals and groups to be proactive even when meeting resistance • keeps promises and honours commitments Yes No

Any comment

Communicating effectively Communicates accurate information with complete conviction and clarity. Confidently uses a variety of communication methods and styles appropriate to audience. • chairs meetings and facilitates groups effectively • conveys difficult messages and gains acceptance • diffuses conflict in a constructive non-threatening manner • presents information in a persuasive and convincing manner • asserts own opinions and expertise in tough situations • is highly self aware and sociable, buoyant and positive when communicating with others. Yes No

Any comment

54

1750


Any comment

Leadership Motivates, inspires and gains support from others through mutual trust and respect without relying on hierarchy and authority. • continuously improves own leadership capability through critical reflection and seeks feedback from a range of

sources • uses evidence and research to support innovation. • builds trusting relationships and uses evidence to influence the thinking, behaviour and practice of colleagues. • models positive leadership behaviours which inspire enthusiasm and confidence in others • values and respects the contribution of service users and colleagues at all levels of the organisation • encourages and values leadership, expertise and insight at all levels of the organisation Yes No

Any comment


Employee signature

Date


Date


55

1751



meeting








56

1752





Section 3: Review of OIC core competencies & The framework for continuous learning in Social Services(red bullet points) and including the SSSC Leadership capabilities (blue) Indicate whether the employee’s behaviour is in line with each competency by deleting yes or no appropriately

Being customer/client focused – A focus on people who use services and their carers-Vision Delivers high quality services to both internal and external customers/clients. Proactively identifies customer's/ client’s future requirements and constantly strives to enhance service delivery.

• manages complex customer/client relationships • ensures regular contact with customers/client is maintained until problems are resolved • consults on service provision and uses feedback to implement service improvements • develops and reviews quality standards for service delivery • manages customer/client expectation and conflicting need. • supports others to involve people who use services and their carers in more meaningful ways • uses research, evidence and the views of people who use services and their carers to continually improve

their own practice and that of the organisation • works collectively with others to meet and, where appropriate, surpass the expectations of people who use

services and their carers Yes No

Any comment:

57

1753

Working effectively with others – Being able to work with others within the organisation and beyond – Sensing others’ feelings and perspectives- Being able to identify issues and find solutions – Collaborating and Influencing - Empowering Builds consensus, support and commitment within the team around key organisational objectives. Treats others respectfully and encourages diversity. • builds and maintains constructive working relationships with other teams and groups • encourages equality and diversity in the workplace • treats people at all levels of the organisation with respect and values their abilities and contribution • tackles difficult issues of harassment, victimisation and racism in the workplace • facilitates open discussions and resolves conflicting views • creates opportunities to build and develop networking contacts throughout the Council to exchange information

and ideas. • actively seeks opportunities to work in partnership with others within and beyond the organisation • works in partnership with others on shared initiatives • uses research and evidence to inform and strengthen collaborative approaches which will benefit the service • supports others to work across boundaries within the organisation and beyond • uses conflict situations as an opportunity to learn and continually improve • seeks to understand and empathise with the diverse views of others and can often find creative solutions that are

acceptable to all concerned • is able to manage unpopular decisions that may arise as a result of conflict • is able to critically analyse conflict situations and use research and evidence to find solutions • is able to work effectively with others to deal with issues of discrimination and oppression Yes No

Any comment:

Managing change – Being Adaptable and open to change Initiates and drives the pace of change and supports others in working through change. • helps others to understand and address their concerns about change • proactively sells and champions change programmes to others • manages major conflict which could prevent changes being implemented • asks incisive questions to open up creative thinking and fresh ideas • assesses the impact of change and puts measures in place to minimise risk • plans the communication of change to explain what is different and what is the same • promotes a culture which embraces change while acknowledging and listening to different points of view and the

anxieties of others • is able to adapt to a variety of situations while understanding and appreciating different and opposing

perspectives • actively supports others to become more flexible in the workplace and to embrace change • uses research and evidence based practice to inform change Yes No

Any comment:

58

1754

Taking ownership and responsibility – Inspiring and guiding individuals and groups- Engaging in the continuous learning of self and others – knowing you are able to do your job well – Persisting in pursuing goals despite obstacles and setbacks – Knowing your own strengths and limitations – Being aware of how others perceive you and your behaviour – Motivating and Inspiring Takes responsibility for own behaviour. Seeks feedback and takes positive action in response. Takes responsibility for supporting corporate values. • creates a sense of urgency about a situation when deadlines are slipping • ensures actions which are down to others take place as necessary and/ or expected • takes advantage of opportunities to influence future events • commits to own continuous improvement • is prepared to go beyond what appears to be required in the interests of the organisation • motivates individuals and groups to be proactive even when meeting resistance • keeps promises and honours commitments • is able to motivate and lead others to achieve identified goals • uses research and evidence to inform and continually improve their approach to leadership • actively seeks feedback from others, including people who use services and their carers, to improve their ability

to lead an motivate others • supports others to feel valued for their contributions • actively participates in the evaluation of learning and development in the organisation • uses evidence informed practice to promot a learning and performance culture within the organisation • is able to demonstrate how their learning and development has contributed to improved outcomes for people who

use services and their carers • is confident in their ability to perform in increasingly complex situations while still seeking support where

necessary • is able to nurture the confidence of others • is confident to give positive and constructive feedback to colleagues and their line manager • is confident to contribute positively to organisational change while challenging appropriately • is confident about their distinctive contribution as a social service worker • demonstrates persistence in changing things for the better whilst being realistic about what can be achieved • actively contributes to the building of strategies which build resilience in the workplace • acknowledges complexity within situations and uses multiple pathways to overcome obstacles • models and encourages others to assess their strengths and areas for improvement • uses evidence and research to critically reflect and guide self assessment of their own practice • makes best use of strengths and finds ways to overcome limitations • uses multiple sources of feedback to understand the impact they are having on others • critically analyses feedback and uses evidence and research to reflect on an continuously improve their own

practice Yes No

Any comment


Any comment

59

1755

Planning and decision making – Exercising judgement and initiative and being accountable – Being aware of the purpose of your organisation and the context in which it operates – Self-Leadership Translates strategy into specific plans to deliver outstanding results. Makes sound decisions based on evaluations of options and their risks regularly monitors progress and takes corrective action to ensure priorities are met • gathers information from several readily available sources • considers information objectively to establish logical options and generate solutions • considers options and risks before making a decision • determines resources and co-ordinates work logically to ensure tasks are completed effectively • contributes to ongoing evaluation of decisions made at team level to make sure these are evidence based • is able to make unpopular decisions based on complex needs and manage the acceptance or non acceptance of

those decisions by others • uses research and evidence to find innovative approaches which lead to improved outcomes for pople who use

services and their carers • encourages others to demonstrate initiative through collaborative working and the sharing of good practice • is able to consider the underlying challenges, tensions and opportunities affecting the organisation • seeks to influence the organisational response to changes in the law, policy or other aspects of the social service

sector • shares their insight appropriately with others within the organisation to challenge views and bring about

continuous improvement Yes No

Any comment

Leadership – Creativity and Innovation Motivates, inspires and gains support from others through mutual trust and respect without relying on hierarchy and authority. • continuously improves own leadership capability through critical reflection and seeks feedback from a range of

sources • uses evidence and research to support innovation. • builds trusting relationships and uses evidence to influence the thinking, behaviour and practice of colleagues. • models positive leadership behaviours which inspire enthusiasm and confidence in others • values and respects the contribution of service users and colleagues at all levels of the organisation • encourages and values leadership, expertise and insight at all levels of the organisation Yes No

Any comment:


Employee signature

Date


Date


60

1756



meeting









61

1757





62

1758

Section 3: Review of core competencies Indicate whether the employee’s behaviour is in line with each competency by deleting yes or no appropriately and adding a comment where relevant

Being customer/client focused Delivers high quality services to both internal and external customers/clients. Proactively identifies customer's/ client’s future requirements and constantly strives to enhance service delivery. • manages complex customer/client relationships • ensures regular contact with customers/client is maintained until problems are resolved • consults on service provision and uses feedback to implement service improvements • develops and reviews quality standards for service delivery • manages customer/client expectation and conflicting need. Yes No

Any comment:

Working effectively with others Builds consensus, support and commitment within the team around key organisational objectives. Treats others respectfully and encourages diversity. • builds and maintains constructive working relationships with other teams and groups • encourages equality and diversity in the workplace • treats people at all levels of the organisation with respect and values their abilities and contribution • tackles difficult issues of harassment, victimisation and racism in the workplace • facilitates open discussions and resolves conflicting views • creates opportunities to build and develop networking contacts throughout the Council to exchange information

and ideas. Yes No

Any comment:

Managing change Initiates and drives the pace of change and supports others in working through change. • helps others to understand and address their concerns about change • proactively sells and champions change programmes to others • manages major conflict which could prevent changes being implemented • asks incisive questions to open up creative thinking and fresh ideas • assesses the impact of change and puts measures in place to minimise risk • plans the communication of change to explain what is different and what is the same Yes No

Any comment:

Taking ownership and responsibility Takes responsibility for own behaviour. Seeks feedback and takes positive action in response. Takes responsibility for supporting corporate values. • creates a sense of urgency about a situation when deadlines are slipping • ensures actions which are down to others take place as necessary and/ or expected • takes advantage of opportunities to influence future events • commits to own continuous improvement • is prepared to go beyond what appears to be required in the interests of the organisation • motivates individuals and groups to be proactive even when meeting resistance

63

1759

• keeps promises and honours commitments

Yes No

Any comment:


Any comment:


Any comment:

Leadership Defines and communicates organisational goals and motivates others to achieve them. Leads by example, inspires confidence and generates respect. Adapts leadership style to suit different situations. • motivates and drives teams to achieve service objectives • stimulates challenge and constructive debate within the team • spots talent and gets the right team together, designs and constructs a team to make best use of members’

abilities • ensures constructive review takes place rather than apportioning blame • leads without interfering, steps back and trusts people • reinforces acceptable behaviours and values of the Council • takes equal responsibility for the team’s successes and failures. Yes No

Any comment:

64

1760

Managing performance and developing others Builds and sustains a high performance team and actively encourages development of others. • holds managers accountable for their own and team performance • encourages suggestions from managers/people to improve systems and processes • ensures managers/people have the appropriate knowledge, skills and experience to deliver results and cope with

change • actively encourages and helps managers/people realise their potential and career aspirations • sets team objectives and instils desire to exceed targets • ensures key measures are in place including efficiency and where appropriate productivity. Yes No

Any comment:

Political sensitivity • recognises service/Council wide constraints - what is or is not possible in different circumstances • uses service/Council wide relationships to get things done • accepts that the political decision making process of the Council will influence the service • demonstrates awareness of political and community issues relating to local government. Yes No

Any comment:


Employee signature

Date


Date


65

1761



meeting








66

1762






Being customer/client focused – A focus on people who use services and their carers - Vision Delivers high quality services to both internal and external customers/clients. Proactively identifies customer's/ client’s future requirements and constantly strives to enhance service delivery.

• manages complex customer/client relationships • ensures regular contact with customers/client is maintained until problems are resolved • consults on service provision and uses feedback to implement service improvements • develops and reviews quality standards for service delivery • manages customer/client expectation and conflicting need. • supports others to involve people who use services and their carers in more meaningful ways • uses research, evidence and the views of people who use services and their carers to continually improve

their own practice and that of the organisation • works collectively with others to meet and, where appropriate, surpass the expectations of people who use

services and their carers Yes No

Any comment:

67

1763

Working effectively with others – Being able to work with others within the organisation and beyond – Sensing others’ feelings and perspectives- Being able to identify issues and find solutions – Collaborating and Influencing - Empowering Builds consensus, support and commitment within the team around key organisational objectives. Treats others respectfully and encourages diversity. • builds and maintains constructive working relationships with other teams and groups • encourages equality and diversity in the workplace • treats people at all levels of the organisation with respect and values their abilities and contribution • tackles difficult issues of harassment, victimisation and racism in the workplace • facilitates open discussions and resolves conflicting views • creates opportunities to build and develop networking contacts throughout the Council to exchange information

and ideas. • actively seeks opportunities to work in partnership with others within and beyond the organisation • works in partnership with others on shared initiatives • uses research and evidence to inform and strengthen collaborative approaches which will benefit the service • supports others to work across boundaries within the organisation and beyond • uses conflict situations as an opportunity to learn and continually improve • seeks to understand and empathise with the diverse views of others and can often find creative solutions that are

acceptable to all concerned • is able to manage unpopular decisions that may arise as a result of conflict • is able to critically analyse conflict situations and use research and evidence to find solutions • is able to work effectively with others to deal with issues of discrimination and oppression Yes No

Any comment:

Managing change – Being Adaptable and open to change Initiates and drives the pace of change and supports others in working through change. • helps others to understand and address their concerns about change • proactively sells and champions change programmes to others • manages major conflict which could prevent changes being implemented • asks incisive questions to open up creative thinking and fresh ideas • assesses the impact of change and puts measures in place to minimise risk • plans the communication of change to explain what is different and what is the same • promotes a culture which embraces change while acknowledging and listening to different points of view and the

anxieties of others • is able to adapt to a variety of situations while understanding and appreciating different and opposing

perspectives • actively supports others to become more flexible in the workplace and to embrace change • uses research and evidence based practice to inform change Yes No

Any comment:

68

1764

Taking ownership and responsibility – Inspiring and guiding individuals and groups- Engaging in the continuous learning of self and others – knowing you are able to do your job well – Persisting in pursuing goals despite obstacles and setbacks – Knowing your own strengths and limitations – Being aware of how others perceive you and your behaviour – Motivating and Inspiring Takes responsibility for own behaviour. Seeks feedback and takes positive action in response. Takes responsibility for supporting corporate values. • creates a sense of urgency about a situation when deadlines are slipping • ensures actions which are down to others take place as necessary and/ or expected • takes advantage of opportunities to influence future events • commits to own continuous improvement • is prepared to go beyond what appears to be required in the interests of the organisation • motivates individuals and groups to be proactive even when meeting resistance • keeps promises and honours commitments • is able to motivate and lead others to achieve identified goals • uses research and evidence to inform and continually improve their approach to leadership • actively seeks feedback from others, including people who use services and their carers, to improve their ability

to lead an motivate others • supports others to feel valued for their contributions • actively participates in the evaluation of learning and development in the organisation • uses evidence informed practice to promot a learning and performance culture within the organisation • is able to demonstrate how their learning and development has contributed to improved outcomes for people who

use services and their carers • is confident in their ability to perform in increasingly complex situations while still seeking support where

necessary • is able to nurture the confidence of others • is confident to give positive and constructive feedback to colleagues and their line manager • is confident to contribute positively to organisational change while challenging appropriately • is confident about their distinctive contribution as a social service worker • demonstrates persistence in changing things for the better whilst being realistic about what can be achieved • actively contributes to the building of strategies which build resilience in the workplace • acknowledges complexity within situations and uses multiple pathways to overcome obstacles • models and encourages others to assess their strengths and areas for improvement • uses evidence and research to critically reflect and guide self assessment of their own practice • makes best use of strengths and finds ways to overcome limitations • uses multiple sources of feedback to understand the impact they are having on others • critically analyses feedback and uses evidence and research to reflect on an continuously improve their own

practice Yes No

Any comment:

Communicating effectively Communicates accurate information with complete conviction and clarity. Confidently uses a variety of communication methods and styles appropriate to audience. • chairs meetings and facilitates groups effectively • conveys difficult messages and gains acceptance • diffuses conflict in a constructive non-threatening manner • presents information in a persuasive and convincing manner • asserts own opinions and expertise in tough situations • is highly self aware and sociable, buoyant and positive when communicating with others.

69

1765

Yes No

Any comment:

Planning and decision making – Exercising judgement and initiative and being accountable – Being aware of the purpose of your organisation and the context in which it operates – Self-Leadership Translates strategy into specific plans to deliver outstanding results. Makes sound decisions based on evaluations of options and their risks • regularly monitors progress and takes corrective action to ensure priorities are met • gathers information from several readily available sources • considers information objectively to establish logical options and generate solutions • considers options and risks before making a decision • determines resources and co-ordinates work logically to ensure tasks are completed effectively • contributes to ongoing evaluation of decisions made at team level to make sure these are evidence based • is able to make unpopular decisions based on complex needs and manage the acceptance or non acceptance of

those decisions by others • uses research and evidence to find innovative approaches which lead to improved outcomes for pople who use

services and their carers • encourages others to demonstrate initiative through collaborative working and the sharing of good practice • is able to consider the underlying challenges, tensions and opportunities affecting the organisation • seeks to influence the organisational response to changes in the law, policy or other aspects of the social service

sector • shares their insight appropriately with others within the organisation to challenge views and bring about

continuous improvement Yes No

Any comment:

Leadership – Creativity and Innovation Defines and communicates organisational goals and motivates others to achieve them. Leads by example, inspires confidence and generates respect. Adapts leadership style to suit different situations. • motivates and drives teams to achieve service objectives • stimulates challenge and constructive debate within the team • spots talent and gets the right team together, designs and constructs a team to make best use of members’

abilities • ensures constructive review takes place rather than apportioning blame • leads without interfering, steps back and trusts people • reinforces acceptable behaviours and values of the Council • takes equal responsibility for the team’s successes and failures. Yes No

Any comment:

70

1766

Managing performance and developing others Builds and sustains a high performance team and actively encourages development of others. • holds managers accountable for their own and team performance • encourages suggestions from managers/people to improve systems and processes • ensures managers/people have the appropriate knowledge, skills and experience to deliver results and cope with

change • actively encourages and helps managers/people realise their potential and career aspirations • sets team objectives and instils desire to exceed targets • ensures key measures are in place including efficiency and where appropriate productivity. Yes No

Any comment:

Political sensitivity • recognises service/Council wide constraints - what is or is not possible in different circumstances • uses service/Council wide relationships to get things done • accepts that the political decision making process of the Council will influence the service • demonstrates awareness of political and community issues relating to local government. Yes No

Any comment:


Employee signature

Date


Date


71

1767



meeting

Job title Competency level for post - see the Competency Framework document within the Employee Review and Development section on the Information Portal Level D




72

1768









73

1769



• identifies and takes action to support customer’s/clients long term needs • is attuned to the changing nature of customer/clients needs and adjusts direction and service provision

accordingly • anticipates and creates opportunities to build beneficial business partnerships to improve service • identifies, negotiates and delivers shared service provision • is respected as a trusted advisor within the organisation.

Yes No

Any comment:


• consistently works to improve or maintain morale in the organisation • encourages and supports joint projects or sharing of resources when appropriate • creates opportunities for partnership working with external agencies • promotes the positive aspects of diversity and challenges discrimination, prejudice and bias • fosters and encourages team spirit across service boundaries.

Yes No

Any comment:


• adapts organisational goals, projects and strategies to reflect changes • anticipates change and recommends fundamental or long-term organisational changes to address key issues • introduces fresh thinking from other organisations to shape the future of the Council • drives the pace of change to ensure successful implementation • monitors the effect of major change programmes and reviews them for effectiveness • encourages an open atmosphere where creativity and experimenting with new ideas is the norm.

Yes No

Any comment

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• creates a sense of common purpose across the organisation • publicly supports corporate decisions and encourages others to do the same • focuses own actions and priorities on the needs of the business • encourages and rewards proactive behaviours in others • regularly reflects on own experiences and uses this to change own behaviour and inform future action.

Yes No

Any comment


• paints a compelling vision of the future and gets others' enthusiastic involvement and support • provides evidence that high level strategy is based on sound business principles and best practice • champions and displays behaviours and values of the Council and inspires others to do the same • role models acceptable behaviours and values of the Council.

Yes No

Any comment

Planning and decision making Translates strategy into specific plans to deliver outstanding results. Makes sound decisions based on evaluations of options and their risks.

• creates and manages a strategic plan that crosses service boundaries • analyses and simplifies complex problems, even when information is incomplete, missing or ambiguous • considers long-term strategic consequences of options and solutions • makes major decisions even when there is confusion and uncertainty • manages multiple projects to ensure resources are effectively deployed and priorities met.

Yes No

Any comment

Leadership Defines and communicates organisational goals and motivates others to achieve them. Leads by example, inspires confidence and generates respect. Adapts leadership style to suit different situations.

• paints a compelling vision of the future and gets others' enthusiastic involvement and support

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• provides evidence that high level strategy is based on sound business principles and best practice • champions and displays behaviours and values of the Council and inspires others to do the same • role models acceptable behaviours and values of the Council.

Yes No

Any comment

Managing performance and developing others Builds and sustains a high performance team and actively encourages development of others.

• set challenging and stretching organisational objectives to drive the organisation forward • mentors managers outwith own service area to enable them to maximise their potential • champions a culture of high performance and development within the organisation • gets commitment to the vision from key stakeholders • readily releases individuals to other roles within the Council where they can maximise their potential • ensures resources are available for all staff to learn and develop • identifies and develops potential successors.

Yes No

Any comment

Political sensitivity • proactively develops effective working relationships with elected members • understands what elected members want to achieve and supports them to find appropriate solutions • considers how elected members will react to decisions made and take appropriate steps to minimise

resistance and build support • demonstrates an understanding of the political and community implications impacting on service delivery • uses political astuteness to influence people at all levels of the organisation and external stakeholders.

Yes No

Any comment

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Financial Acumen • demonstrates a sound understanding of financial management principles to direct organisational priorities • understands the requirement to set service priorities by aligning service finances with OIC strategic core

values and legal requirements • demonstrates a willingness to engage with innovative approaches to income generation and efficiencies • uses cost-benefit thinking to set priorities • demonstrates an understanding of the need to monitor the overall performance of the service budget and

adjust the allocation of finances based on progress against goals • fosters an environment that encourages fiscal responsibility

Yes No

Any comment


Employee signature

Date


Date


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meeting

Job title Competency level for post - see the Competency Framework document within the Employee Review and Development section on the Information Portal Level D




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Being customer/client focused – A focus on people who use services and their carers - Vision Delivers high quality services to both internal and external customers/clients. Proactively identifies customer's/ client’s future requirements and constantly strives to enhance service delivery. • identifies and takes action to support customer’s/clients long term needs• is attuned to the changing nature of customer/clients needs and adjusts direction and service provision

accordingly• anticipates and creates opportunities to build beneficial business partnerships to improve service• identifies, negotiates and delivers shared service provision

is respected as a trusted advisor within the organisation.• is recognised for their significant contribution to authentic partnerships with people who use services and their

carersYes No

Any comment:

Working effectively with others – Being able to work with others within the organisation and beyond – Sensing others’ feelings and perspectives- Being able to identify issues and find solutions – Collaborating and Influencing - Empowering Builds consensus, support and commitment within the team around key organisational objectives. Treats others respectfully and encourages diversity. • consistently works to improve or maintain morale in the organisation• encourages and supports joint projects or sharing of resources when appropriate• creates opportunities for partnership working with external agencies• promotes the positive aspects of diversity and challenges discrimination, prejudice and bias• fosters and encourages team spirit across service boundaries.• Provides an ongoing and dynamic link between the workplace, the organisation, other agencies and wider

networks• Is acknowledged for their significant contribution through their collaborative work across groups and

organisations• Demonstrates how collaborative work across boundaries is leading to improved outcomes for people who use

services and their carersYes No

Any comment:

Managing change – Being Adaptable and open to change Initiates and drives the pace of change and supports others in working through change. • adapts organisational goals, projects and strategies to reflect changes• anticipates change and recommends fundamental or long-term organisational changes to address key issues• introduces fresh thinking from other organisations to shape the future of the Council• drives the pace of change to ensure successful implementation• monitors the effect of major change programmes and reviews them for effectiveness• encourages an open atmosphere where creativity and experimenting with new ideas is the norm.Yes No

Any comment:

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Taking ownership and responsibility – Inspiring and guiding individuals and groups- Engaging in the continuous learning of self and others – knowing you are able to do your job well – Persisting in pursuing goals despite obstacles and setbacks – Knowing your own strengths and limitations – Being aware of how others perceive you and your behaviour – Motivating and Inspiring Takes responsibility for own behaviour. Seeks feedback and takes positive action in response. Takes responsibility for supporting corporate values. • creates a sense of common purpose across the organisation• publicly supports corporate decisions and encourages others to do the same• focuses own actions and priorities on the needs of the business• encourages and rewards proactive behaviours in others• regularly reflects on own experiences and uses this to change own behaviour and inform future actionYes No

Any comment

Communicating effectively Communicates accurate information with complete conviction and clarity. Confidently uses a variety of communication methods and styles appropriate to audience. • paints a compelling vision of the future and gets others' enthusiastic involvement and support• provides evidence that high level strategy is based on sound business principles and best practice• champions and displays behaviours and values of the Council and inspires others to do the same• role models acceptable behaviours and values of the Council.Yes No

Any comment

Planning and decision making – Exercising judgement and initiative and being accountable – Being aware of the purpose of your organisation and the context in which it operates – Self-Leadership Translates strategy into specific plans to deliver outstanding results. Makes sound decisions based on evaluations of options and their risks • creates and manages a strategic plan that crosses service boundaries• analyses and simplifies complex problems, even when information is incomplete, missing or ambiguous• considers long-term strategic consequences of options and solutions• makes major decisions even when there is confusion and uncertainty• manages multiple projects to ensure resources are effectively deployed and priorities met.Yes No

Any comment

Leadership – Creativity and Innovation Defines and communicates organisational goals and motivates others to achieve them. Leads by example, inspires confidence and generates respect. Adapts leadership style to suit different situations. • paints a compelling vision of the future and gets others' enthusiastic involvement and support• provides evidence that high level strategy is based on sound business principles and best practice• champions and displays behaviours and values of the Council and inspires others to do the same• role models acceptable behaviours and values of the Council.

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Yes No

Any comment

Managing performance and developing others Builds and sustains a high performance team and actively encourages development of others. • set challenging and stretching organisational objectives to drive the organisation forward• mentors managers outwith own service area to enable them to maximise their potential• champions a culture of high performance and development within the organisation• gets commitment to the vision from key stakeholders• readily releases individuals to other roles within the Council where they can maximise their potential• ensures resources are available for all staff to learn and develop• identifies and develops potential successors.Yes No

Any comment

Political sensitivity • proactively develops effective working relationships with elected members• understands what elected members want to achieve and supports them to find appropriate solutions• considers how elected members will react to decisions made and take appropriate steps to minimise resistance

and build support • demonstrates an understanding of the political and community implications impacting on service delivery• uses political astuteness to influence people at all levels of the organisation and external stakeholders.Yes No

Any comment


Employee signature Date

Manager’s signature Date


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Orkney Islands Council

Employee Review and Development

A Guide to 360 Degree Feedback

Appendix 4

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Introduction This document provides guidance on how to use and get the most out of the Council’s online 360° Feedback system. Background As part of the Council’s approach to Management Leadership and Development an online 360° Feedback system has been designed to give managers feedback about their performance. This tool is based on OIC’s Competency Framework and focuses on key behaviours expected of managers at competency level D (Heads of Service and Executive Directors). It is completed online using the Council’s intranet at work or via the internet at home. The primary purpose of this tool is to help you understand how others perceive your behaviour at work and how this compares with your own perceptions of your skills and performance. What is 360° Feedback? 360° Feedback provides an individual with feedback on their performance and behaviour from a number of sources. Who provides the feedback? The Council’s 360° Feedback tool allows you to complete a self-assessment and nominate reviewers electronically to give you feedback on your behaviour and performance at work. The number of reviewers will be between 6 and 8 and will be made up as follows: Manager (Mandatory): at least 1 (or 2 if indirect reporting line) Reports (direct or project based): at least 2, up to 4 Peers: at least 2, up to 4 You should think about who you would like to ask to complete the assessment. Don’t select reviewers who will only give you positive feedback, instead select those with a range of opinions and who you feel will be honest in their assessment. Speak to potential reviewers, ask their permission, check that they are comfortable providing this type of feedback and that they are available to complete the assessment within the required timescales. Please stress that feedback will remain confidential. You and your reviewers will be given a definitive timescale (two or three weeks) in which to complete the assessment. Reviewers will receive automatic e-mails to remind them to complete the assessment.

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What type of questions will be asked? The assessment is linked to the OIC Competency Framework, 7 core competencies, 3 managerial competencies. Each of the competencies reflects the different behaviours expected of OIC Senior Managers. The following type of questions will be used: Statements which are rated on a scale Two free text questions that allow comment on strengths and development needs Each assessment should take approximately 45 minutes to complete. The 360° Feedback tool will save responses as the document is completed in case of any unexpected interruptions. Progress will be tracked so that you and your reviewers can see instantly which competencies have been completed. Once all questions are answered the data will be submitted to the Learning and Development Manager. How will the data be reported? Once all of the feedback has been collated a report will be generated. This report will be shared with you verbally by your manager and then in writing. The report will include: Your average competency results in a visual format Details of reviewers specific comments (comments will be aggregated to ensure

individuals are not identified) Suggestions for next steps Personal Development Plans Following receipt of the 360° report you will be expected to create a Personal Development Forward Work (Action) Plan supported by your line manager and facilitated by Learning and Development Manager if required. Review of 360° Feedback This online 360° Feedback tool is new to the Council and will be kept under review to ensure that it meets the needs of the organisation. Further Information about the 360° Feedback tool Further information about the tool can be accessed by contacting the Learning & Development Manager, Alison Skea: Tel: 01856 886492 Email: [email protected] or [email protected]

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mailto:[email protected]

mailto:[email protected]

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