Skills for success competency framework

1 Skills for success - competency framework competency framework Four Stages of Development The People Strategy sets out the conditions for individuals to thrive Having an active commitment to your own development sits at the and be successful within Scottish Government. Skills for success heart of the People Strategy. Use SfS to take stock of your core and (SfS) is the competency framework that underpins career planning professional Skills and identify strengths and gaps. and Skills development. It supports the People Strategy commitment to have the right people in the right places, with the right Skills at the To help you assess your level of competency , you and your line right time by underpinning our recruitment and performance manager should reflect on your overall expertise in each of the management systems. It sets out what is fundamental to success in competencies using the Four Stages of Development table.

2 This the Scottish Government from Band A to the Senior Civil Service. will help you take stock of your skill level and to develop a learning journey that builds year on year. The competency framework identifies a set of core Skills that everyone should have and be able to demonstrate what ever job Aware of core skill, but needs some support they do. As well as the core Skills Professional competency Developing New in post or limited opportunity to demonstrate Frameworks support the development of professional groups. Capable practitioner, managing autonomously Competent Needs support to deal with non-standard situations To help you and your line manager understand what is expected of Is an expert, copes with non standard issues you for each competency , a descriptor outlines what performance Broadening Experienced in all aspects of core skill should look like at each grade. Your job description and objectives Needs little or no guidance to deliver results set out what needs to be done.

3 The competencies set out how it Recognised as an innovator in core skill area should be done. Advanced Respected by peers, acts as a coach and mentor The People Strategy talks about consistently good people The People Strategy sets out learning and development that can management and the Business Strategy highlights the continued help to build your Skills for success . At the core of these are on commitment to delivering outcomes for Scotland. To reflect this, the the job' experiences such as work shadowing, team sessions, competencies are divided into two key categories Management and conferences, secondments and project working. Mentoring, action Leadership and Delivering Outcomes. learning sets and peer networks are highly effective in building Skills and growing awareness. These should be at the heart of the Review and assess your level of competency against the four development plan that you discuss with your line manager, drawing descriptors in each competency .

4 The descriptors are not exhaustive;. on formal training opportunities where necessary. they are a guide. They are not a tick list, but neither are they optional extras' success is to continuously demonstrate all the competencies, in all aspects of our work.. Skills FOR success Band A Core Skills Managing and Leading Delivering Outcomes Communications and Self Awareness Team Work Customer Service Information Management Engagement Knows and understands Contributes views, ideas and Responsible for personal Knows and understands the Uses a range of corporate internal and external experience, identifying behaviour and is contribution the team makes systems and is aware of customers & how they fit into appropriate methods of accountable for own actions, to the Directorate Plan and security and organisational the SG and the wider public communication and target health and wellbeing. Government Purpose. procedures.

5 Sector. audience. Aware of personal strengths, Identifies and sources Can be relied on to deliver Accesses, manages, stores, takes pride and Understands customer needs information to produce agreed personal objectives retrieves information through responsibility for and expectations and accurate numeric work and and is aware of how their effective use of SG. performance at work and is responds in a helpful and concise, well structured work connects with the work Management Information responsive to constructive professional way. written work using SG. of others. Systems. feedback. guidance. Builds networks and Adaptable, contributes to Builds positive working maintains good working Shares and presents and embraces new ways of relationships with customers Verbal communication is relationships with colleagues, information of all kinds in an doing things, seeking the and works to agreed time confident, contributing ideas valuing their contribution and appropriate format, support of others when scales and standards of in a clear and concise way.

6 Open to different points of accurately and on time. needed. quality. view. Contributes views, ideas and Inquisitive and actively Identifies personal Takes responsibility to review experience to improve the Contributes to the continuous listens, responding development needs and and improve customer team's performance, offering improvement of Management appropriately using clarifying actively manages own service, listening to and and/or seeking practical help Information Systems. questions to test development plan. acting on feedback. when necessary. understanding.. Skills FOR success Band B Core Skills Managing and Leading Delivering Outcomes Communications Improving Analysis and Use of Financial Self Awareness People Management and Engagement Performance Evidence Management Use evidence to Prioritises and agrees Engages and is Demonstrates ongoing Responsible for personal assess, measure and Uses accurate and objectives aligned with the credible with stake- use of relevant behaviour and is evaluate projects and relevant financial data Directorate Plans to holders and is performance accountable for own policies, considering to create objectives engage staff, manage connected to a range improvement tools and actions, health and the impact on other and targets relevant to workloads and build of internal and external techniques including wellbeing.

7 Policies and budget responsibilities. capacity to deliver. networks. Skills development. government outcomes. Communicates clear &. Aware of personal Credible with staff, creative ideas that Uses SG Programme Engages with analytical strengths and takes pride creating conditions to Takes responsibility for meet the needs of a and Project specialists at and responsibility for build confident effective the monitoring and range of audiences, Management Principles appropriate stages of performance at work and teams that empower, controlling of ensuring objectives & effectively and policy and programme responsive to value, develop and expenditure. outcomes are proportionately. development. constructive feedback. motivate people. achieved. Raises performance using Adapts quickly to fit Interrogate analytical Understand & apply the Adaptable and embraces constructive challenge, Skills and resources to Produces concise, and management principles of Budgeting, new ways of doing feedback and coaching changing clear, well structured information to draw out Financial Management things, contributing ideas Skills , seeking support circumstances and written work using SG key messages and & Resource Accounting and energy to continuous and advice from HR expectations.

8 Guidance. findings to support outlined in the Scottish improvement. professionals when decisions. Public Finance Manual. needed. Takes control of personal Aware of impact on others Organises and collates Maintains regular and professional Applies risk and creates a positive Considers and robust information from contact with relevant development, actively management principles environment for communicates the a variety of sources in finance staff, and managing own Personal to decision making and innovation, is aware of impact of decisions on decision making, knows when to seek Learning Plan as well as controls opportunities diversity and equality and wider policies and sharing knowledge and advice from audit, risk, supporting the and threats to supports health and programmes. information across the procurement and development of others achieving objectives. wellbeing. wider system. finance professionals.

9 When needed.. Skills FOR success Band C Core Skills Managing and Leading Delivering Outcomes Communications Improving Analysis and Use of People Management Leading Others Financial Management and Engagement Performance Evidence Prioritises and agrees Contributes to and Develops policy options Interprets and uses objectives aligned with the Uses relevant tools, Communicates a develops clear, and decisions using a accurate financial data to Directorate Plans to techniques and Skills clear vision which creative and detailed range of evidence and inform decision-making, engage staff. Responsive development to supports actions and policy communication research, to ensure that investment appraisals and to change, managing facilitate continuous engages others. strategies to achieve polices are aligned to risk management workloads and building improvement. SG outcomes. outcomes. implications. capacity to deliver.

10 Uses relevant evidence, Delivers objectives within Credible with staff, Takes responsibility Manages internal and Understands SG. recognising validity and budget, applying creating conditions to to deliver consistent external relationships, Programme and limitations, in evaluations procurement policies &. build confident and services, managing creating positive Project management & assessment of risks procedures and knows effective teams that risk and resources to networks and Principles and uses against desired outcomes, when to seek advice from empower, value, develop support continuous maintaining trust and PPM effectively and engaging analytical audit, risk, procurement and motivate people. improvement. credibility. proportionately specialists appropriately. and finance specialists. Raises performance Knows when to engage Set targets to improve the issues using constructive Promotes with Communications Adapts quickly to fit value achieved from Captures and securely challenge, feedback and collaborative working specialists and Skills and resources resources, utilising organises knowledge &.