A Guide to Assessing Competency in the House …

1 A Guide to Assessing Competency in the HouseUsing the Competency Diagnostic KnowledgeJob specif c skills / ExpertiseQualif cations / ExperienceValues: Integrity Professionalism Teamwork Commitment RecognitionDelivering results for Parliament Customer Focused serviceManaging and leading peopleWorking with peopleCommunication with othersInfluencing and persuadingPlanning and organisingAnalysing and decision making Innovating and improvingHouse of Commons Competency Framework3 Competency Framework212224242424273844 ContentsJob specif c skills / Expertise25203.

2 Participant Guide to Using the Competency DiagnosticOverviewUnderstanding your dashboardAgreeing your Competency profileCompleting your Competency assessmentAgreeing scoresAccessing your personalised report1: IntroductionAbout competencies Using the Competency Diagnostic to assess staff competencyProcess map for managers and staff using the Competency Diagnostic0405062: Manager s Guide to Using the Competency Diagnostic Overview Logging on and understanding your dashboardCreating Competency profiles for each role you manageAdding your team to the system and assigning role profilesCompleting Competency assessment(s)Agreeing scores Creating individual and team reports 091012141617184: Glossary of Terms5.

3 Appendices House of Commons Competency Framework Overview of CompetenciesManager s Guide to Creating Job Specific Professional or Technical competencies Agreement Meeting Tips0408264 Competency FrameworkIntroductionAbout Competencies A Competency is a cluster of behaviours that are needed to do a specific job Competency framework is a set of competencies identified by an organisation as essential for effective performance. How staff carry out their tasks and responsibilities is as important to the success of the House as their skills and House of Commons has nine core competencies within its Competency framework that reflect the behaviours required across the wide range of jobs found in the organisation (see Appendix 1 for further details).

4 They are: Delivering Results for Parliament Providing a Customer Focused Service Innovating and Improving Managing and Leading People Working with People Communicating Influencing and Persuading Planning and Organising Analysing and Decision MakingEach of these core competencies has four levels which broadly correspond to the categories of staff, supervisors, managers and leaders. This means that the framework can be applied across job roles and grades. Staff members are expected to display each Competency needed to fulfil their role. It is a manager s responsibility to identify which competencies are needed to perform effectively within a given 5 Competency FrameworkUsing the Competency Diagnostic to assess staff Competency The House of Commons assesses staff Competency using the House of Commons Competency Diagnostic Tool (CDT).

5 The CDT is one of the online tools that we use to assess and develop our people. It gives both staff and their line manager an opportunity to benchmark their behaviour against House standards. The tool creates a personalised development report which can be used in conjunction with IPRs, ASRs and Job is important that you familiarise yourself with each of the 9 core competencies before using the Competency Diagnostic Tool. Detailed descriptions of the competencies and the behaviours associated with Competency at each of the four levels can be found at the end of this Guide (see Appendix 1).

6 Competency Diagnostic Tool Overview On pages 8 & 9 you will find an overview of the Competency Diagnostic tool process for both managers and staff (participants).6 Competency FrameworkManagersStaffOnce you accept the Competency profile, you will be able to complete the online diagnosticYou will receive an email from the diagnostic tool asking you to log on and approve the Competency profileLine Manager will register your details on the CDT and assign a Competency profileContact Learning and Development to register you on the CDT and receive your log in detailsFor each role reporting to you.

7 Use the job description to identify competencies relevant to that roleCreate a Competency profile for the role on the CDTR egister your staff on your dashboard and assign a Competency profile to them7 Competency FrameworkOnce the Competency profile has been agreed, you will complete a diagnostic assessment for each individual registered Once the diagnostic is complete, arrange a meeting to discuss and agree scores with each individualDiscuss and agree learning and development priorities, which should be included in the Individual Performance Review for ongoing discussionsThe CDT will generate a report, identifying your areas of strength and areas of development.

8 Discuss how the areas of development will be met and how you will link these to the appraisal form/process Meet with your manager to discuss and agree scores. Once you have agreed on all of the scores, your line manager will submit themWhen you and your manager have completed the assessment, your manager will receive a report combining both sets of scoresManager s Guide to Using the Competency Diagnostic This part of the Guide provides step-by-step instructions on what you will need to do as a manager using the CDT. Please have this Guide with you when you log on to use the Framework29 Competency FrameworkOverview We know how challenging it can be for line managers to set clear expectations for a role, to assess their direct reports against those expectations and to work out what development they might need.

9 The Competency Diagnostic tool enables line managers to define what is expected of any role based on the House of Commons Competency Framework. The framework describes nine core competencies at four levels; you can see the full framework at the end of this Guide . As a Line Manager, you need to use the Competency Diagnostic with each of your direct reports. As a manager, you need to build a role profile for each role you manage, based on a template profile tailored to suit your needs, or from scratch. Each team member will check and agree the role profile to ensure that it is appropriate.

10 If the person does not agree the profile you will be notified and you should arrange a meeting to discuss the discrepancies. After that the profile should be amended, if necessary, and a line manger you are expected to: Create Competency profiles for each of the roles that you manage Add the members of your team to the CDT and assign each a role profile (this will prompt the individual to complete their self-assessment) Complete the Competency assessment for each team member Hold a meeting with each team member to reconcile substantial differences and agree final Competency scores Use the personal report generated by the system as the basis for their IPR Competency objective and to identify wider development needs Download your team report for a collated assessment of your team s strengths and development areas to identify where they have shared development needs and allow you to consider how you might build on their collective