Catherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix

Transcription

1 Catherine Booth College: School for Learning & Development The Salvation Army Capability Framework: Generic Matrix V3.0 Sep 2014

2 Contents ATTRIBUTES... 5 SERVICE USER PERSPECTIVE... 6 TEAM PERSPECTIVE... 7 ORGANISATIONAL PERSPECTIVE... 9 COMMON PERSPECTIVE TSA Capability Framework Resources This matrix forms part of The Salvation Army Capability Framework suite of products (see below). Quality Assurance Developed by: Jim Weymouth, Director, School for Learning & Development Date: Janelle Murley, L&D Consultant, School for Learning & Development Approved by: Territorial Policy Council Date: Effective Date: Last revision: Next revision: V Approved 2

3 Introduction NOTE: This document is intended to be read in conjunction with The Salvation Army Capability Framework Handbook. Please ensure you have read this Handbook before proceeding. The TSA Capability Framework is a tool that builds on our organisational values to identify the skills, knowledge and attributes that are needed by the people working across TSA. The focus of this document is the generic attributes and competencies, as highlighted by the red box in TSA Capability Framework model below. This structure of this generic matrix is explained in more detail on the next page. This document is subject to regular review. Your comments on ways to improve it will be gladly received by the Catherine Booth College School for Learning & Development. For more information on the specialist sections of the Framework, or to access the Handbook, go to the Catherine Booth College website below, then click on the School for Learning & Development > Capability Framework links in the menu on the left hand side of the page. V Approved 3

4 Generic Matrix The TSA Capability Framework generic matrix includes 10 generic attributes as well as 21 generic competency areas. The structure of the competency section of the generic framework is captured in the model and explanation below. Each of the attributes and competencies are then listed in detail in the remainder of this document. Layers Service Delivery Manager Senior Manager Governance Perspectives Client Team Organisation Common Four Perspectives All competencies are grouped in terms of whether they focus on meeting the needs of the service user, the team, and the organisation. All of these perspectives are needed across all roles throughout TSA. (The term service user is intended to indicate all those to whom any type of service is provided, whether inside or outside the organisation, and within any department, division, headquarters, programme or corps.) In addition to the client, team and organisation perspectives, there is also a cluster of common competencies that are applicable across all roles, perspectives and layers. Four Layers The layers reflect the change in competence that is required depending on the level of focus and responsibility of the role. Service Delivery competencies relate to front-line activities, often undertaken in direct contact with external clients, but also with internal clients. Management competencies enable leaders, regardless of the scale of their operations, to work with and through others to achieve their goals. This layer relates to team leaders, corps officers, program managers etc, as well as those who manage other managers. Senior Management competencies enable leaders and specialist experts to inform territorial policy and to interpret, contextualise and implement approved plans, policies and systems. Governance competencies enable leaders to receive expert input, set strategic direction, and establish policies and systems for the territory and where appropriate for divisions or networks. While our trustees (generally members of the Territorial Policy Council and Finance Council) have a clear governance mandate, those in divisional or network leadership will exercise some governance competencies where local policies and systems are necessary. Some positions may require a mix of competencies from different layers. For example, senior roles may call for senior management as well as governance competencies. V Approved 4

5 Attributes Attributes Indicative Behaviours P1 Collaborative P2 Inclusive P3 Innovative P4 Analytical P5 Outcome focussed P6 Resilient P7 Self-aware P8 Ethical P9 Service user focussed (service user = client, customer, stakeholder, corps member/attender, community member etc) P10 Spiritually respectful o Treats others with dignity & respect o Encourages and cooperates with others to achieve common goals o Inspires trust and confidence o Actively supports agreed policies & decisions o Ready to put aside personal preferences for wider benefit o Respects difference in all its forms o Values diversity as a strength o Positively utilises diversity o Recognises the rights of others o Is non-judgemental o Finds ways to work better and smarter o Generates options and ideas o Is open to change and alternatives o Questions the status quo o Collects, organises and applies information relevant to specific needs o Researches & reviews arguments and opinions before making judgement o Recognises the impact of feelings and facts in decision making o Aims for optimum outcomes o Sets a clear path/goals and manages time to achieve key outcomes o Avoids distraction and diversions o Follows through with commitments o Is thorough o Is proactive and self-motivated o Needs minimal direct supervision o Displays an optimistic approach to work o Remains calm, focused and maintains perspective when faced with change, crisis and difficulty o Does not give up when faced with obstacles o Recovers from and deals with setbacks and challenging or stressful experiences o Is flexible o Maintains appropriate self-care o Recognises impact of own behaviour and emotions on others o Reflects on and learns from experience o Receives and responds to constructive advice o Recognises own limitations o Presents a personal image and demeanour that promotes credibility and is appropriate to work setting and role o Is credible and truthful shows integrity o Is reliable and trustworthy o Reflects expected standards of behaviour and/or codes of conduct o Acknowledges and learns from mistakes o Committed to and acts for well-being of internal and external service users o Is mindful of impact of own role on those TSA serves in the community o Demonstrates empathy o Ensures needs of service users remain key focus o Respects TSA s social justice identity and activities o Alert to and respectful of spiritual beliefs and practices of others o Respects TSA s spiritual identity and activities V Approved 5

6 Service user perspective Competency Areas Service Delivery Competencies Management Competencies C1 Leading mission (Leads the vision, mission, values and culture of TSA) o Actively supports and works within the mission, vision, values and culture of the TSA o Drives ownership of and adherence to vision, mission and values o Celebrates the achievement of successful outcomes o Implements initiatives designed to strengthen or transform organisational culture C2 Strategic focus (Contributes to longterm organisation and local planning) o Supports achievement of goals o Provides feedback and other input for ongoing planning o Contributes to planning processes o Translates strategic plans into clear goals, timelines and budgets o Ensures activities are aligned to TSA objectives o Monitors and reports on progress against local plans, and makes appropriate adjustments C3 Service delivery (Ensures service user needs are identified and met) Note: The term service user is a universal term to include client, customer, stakeholder, corps member/attender, community member etc. C4 Continuous improvement (Brings about improvements to policies, programs and practices) o Develops positive relationships with service users o Identifies and analyses service user needs o Provides service appropriate to needs o Recognises the need for referral and takes appropriate action o Confirms satisfaction with service o Addresses or escalates complaints o Maintains confidentiality of service users o Respects boundaries and limits of own role and capabilities o Looks for ways to exceed service user expectations o Advocates and negotiates effectively for service users o Contributes to evidence based practice o Reflects on practice o Records stakeholder complaints and feedback o Participates in review of policies, programmes and services o Identifies opportunities for improvement o Acts to implement improvement o Shows detailed knowledge of service user issues and provides advanced level care o Implements policies for protection of confidentiality of service users o Oversees service delivery o Focuses team on best practice outcomes for service users o Ensures that advocacy occurs as part of support for service users o Acts to correct areas of poor service o Encourages reflective, evidence based practice and innovative thinking o Implements systems to address complaints, problems and critical incidents o Identifies improvement priorities o Provides expert input to influence industry or sector development o Conducts relevant research and consults with stakeholders to assist development of clear and workable models, programmes, policies and procedures V Approved 6

7 Service user perspective Senior Management Competencies Governance Competencies Competency Areas o Articulates and inspires ownership of vision, mission and values o Sets high standards of performance for self and others o Recognises and enacts responsibilities for the strengthening or changing of organisational culture o Establishes, articulates and inspires ownership of vision, mission and values o Drives a culture of high performance o Models TSA values o Leads the strengthening or transformation of TSA culture to ensure it supports the achievement of TSA mission and strategy C1 Leading mission (Leads the vision, mission, values and culture of TSA) o Drives strategy and big picture focus within own area of responsibility o Establishes local strategic plan aligned to TSA strategic plan o Monitors and reviews progress against local and TSA plans o Adjusts local plans in light of review outcomes o Drives long-term, strategic planning processes across TSA o Establishes, monitors, evaluates and makes appropriate adjustments to the TSA strategic plan and long-term goals C2 Strategic focus (Contributes to longterm organisation and local planning) o Maintains high level awareness of issues affecting service users o Advocates and negotiates for service user issues within the social, political and/or other external environments as appropriate o Ensures user access to services o Fosters a culture of respect for service user dignity and excellence in service delivery o Establishes targets for services; holds others accountable for strong results o Advocates and negotiates for service user issues at the highest levels within the social, political and other arenas as appropriate o Establishes organisational measures and targets for services and holds others accountable for achieving them C3 Service delivery (Ensures service user needs are identified and met) Note: The term service user is used as a universal term to include client, customer, stakeholder, corps member, community member etc o Fosters a research culture o Keeps informed of changing political and industry/sector context o Undertakes regular reporting and review of processes, incorporating stakeholder feedback o Establishes innovative and effective models for service delivery o Envisions and evaluates new and innovative possibilities and actions those with significant benefits o Provides leadership in innovation and best practice that establishes our services as a leader in the sector o Ensures improvement priorities inform activities o Provides high level consultation and advice to influence strategy o Establishes systems for regular organisational reporting, feedback and review o Uses reports and feedback to inform governance activities o Understands emerging internal and external issues and their impact on the long-term strategy of the organisation o Encourages an innovative approach to policy, programme and service development C4 Continuous improvement (Brings about improvements to policies, programs and practices) Team Perspective V Approved 7

8 Competency Areas Service Delivery Competencies Management Competencies T1 Team dynamics (Engages effectively with team) o Engages and contributes to team activities including discussions o Contributes to team spirit o Models and promotes teamwork and collaboration o Fosters productive working relationships and team well-being o Builds culture of consultation o Adapts leadership style to individual needs T2 People management (Makes things happen through others) T3 People capability (Ensures the right people are in the right places with the right skills) o Participates in, and responds to supervision o Maintains awareness of own skills strengths and gaps o Seeks, and is open to, feedback on own effectiveness o Proactively identifies areas for self-development o Actively works to address skill and knowledge gaps o Assists others to identify training needs o Maintains and updates technical proficiency o Leads others to optimal individual and team performance o Accepts responsibility for actions of team members and teams under authority o Provides timely, appropriate, constructive feedback o Recognises good performance o Addresses poor performance o Ensures support for stressful or critical incidents o Provides appropriate supervision o Ensures team members receive appropriate entitlements o Recruits and selects team members with strong and appropriate skill bases from diverse backgrounds o Effectively inducts new team members o Promotes and supports training and personal development o Monitors, reviews and builds team members capabilities o Develops team members through coaching, mentoring and delegation T4 Change management (Ensures change is planned and implemented effectively) o Actively supports organisational or local change in words and actions o Asks questions and sources information to better understand the need for change o Voices concerns and provides feedback about change in a constructive way o Positively communicates the nature of and reasons for change o Actively implements change within team o Recognises the impact of change on the team o Implements proactive strategies to assist team to cope with change T5 Diversity & conflict (Works effectively with differences) o Recognises and respects differences in culture, style and viewpoint o Responds in culturally appropriate ways o Respectfully provides own point of view o Minimises and resolves tensions in the workplace o Actively and calmly works to solve problems and resolve conflicts o Identifies and acts on underlying causes o Promotes inclusive and culturally appropriate practice o Effectively negotiates agreement between parties to achieve win-win outcomes Team Perspective V Approved 8

9 Senior Management Competencies Governance Competencies Competency Areas o Engenders wellbeing, synergy and a spirit of collaboration across teams o Engenders organisational wellbeing, synergy and a spirit of collaboration T1 Team dynamics (Engages effectively with team) o Drives systems for performance management and supervision o Implements strategies for managing specialist functions o Empowers others to achieve results o Takes action on escalated cases of ongoing poor performance o Ensures affirmation of good performance o Establishes systems and structures to enable effective supervision and performance management o Empowers managers by investing them with the authority and latitude to accomplish tasks T2 People management (Makes things happen through others) o Reviews and plans people resources to ensure effective and efficient use of personnel o Prioritises and leads people development to support a learning & development culture o Balances individual and organisational capability needs o Encourages and contributes to development of existing and emerging leaders o Implements and promotes local succession planning processes o Establishes systems that position TSA as an employer of choice o Establishes organisational succession planning systems and processes o Fosters an organisational culture of learning and development o Ensures equitable and appropriate access to development opportunities T3 People capability (Ensures the right people are in the right places with the right skills) o Understands change management methodologies and concepts and the impact of change on people o Considers change management implications of projects and initiatives as standard practice o Designs responsive change management strategies o Effectively manages and addresses barriers to change o Establishes effective change management policies and practices o Holds others accountable for implementing change in accordance with established policies and practices o Effectively leads organisational / transformational change T4 Change management (Ensures change is planned and implemented effectively) o Implements processes for the management of conflict and disputes, aligned to organisational protocols o Takes action on escalated issues o Takes a persuasive stand on difficult, highimpact issues o Explores positions, alternatives and objections to reach optimal outcomes that gain acceptance of parties with divergent goals o Establishes systems and protocols for management of conflict and disputes o Confronts difficult situations that have serious implications for TSA T5 Diversity & conflict (Works effectively with differences) Organisational Perspective V Approved 9

10 Competency Areas Service Delivery Competencies Management Competencies O1 Organisational knowledge (Develops and maintains appropriate organisational knowledge) O2 Financial management (Manages financial resources) O3 Resource management (Manages non-financial resources) O4 Relationship management (Builds relationships with internal and external stakeholders) o Demonstrates a basic understanding of TSA identity, mission, history, structure o Keeps up-to-date with relevant organisational information through standard channels and resources o Draws on the knowledge of others for relevant information as required o Handles finances and records accurately and in accordance with policy and procedures o Produces required reports o Uses funds responsibility o Shows care and respect in use of property and equipment o Documents/captures and shares relevant knowledge o Cooperates with other TSA centres and services o Supports effective integration of corps/social programmes or other departments as applicable o Develops networks and cooperates with community, and related agencies and allied professionals o Promotes the TSA in all interactions o Demonstrates knowledge of TSA structure, communication channels, decision-making processes o Instils and strengthens applicable organisational knowledge within team o Understands current TSA issues, obligations and priorities o Understands the purpose and priorities of other TSA departments and settings o Connects with others outside own team/dept for information and expertise to support own activities/objectives. o Prepares budgets, controls expenditure, reviews financial performance and adjusts accordingly o Understands and implements existing fundraising initiatives o Explores and activates new funding sources o Reports to funding bodies o Supervises care, maintenance and replacement of property and equipment o Monitors contracts and checks that contractual obligations of both parties are met o Utilises resources efficiently and respectfully o Implements processes and systems for capturing relevant workplace knowledge o Builds connections with other TSA centres and services o Works intentionally towards effective integration of corps/social programmes o Works intentionally towards effective integration with other divisions/departments as applicable o Builds and uses interagency and community connections and partnerships o Enhances the reputation of the service and TSA O5 Policy & quality compliance (Meets broad compliance requirements) o Understands and complies with relevant legislation and TSA systems, policies and procedures o Applies TSA policy and practice models o Ensures relevant legislation and TSA systems, policies and procedures are accurately interpreted, communicated, implemented and adhered to o Contributes to the ongoing development and improvement of systems and policies O6 Risk management (Manages risk to the achievement of organisational objectives) o Ensures that risks to people, assets, programmes and reputation are identified and reported in own work context o Conducts regular risk reviews to identify, evaluate and treat risk within area of responsibility o Records risks and risk treatments in the risk register o Monitors risk treatments o Reports risks and risk treatments as per TSA reporting framework Organisational Perspective V Approved 10

11 Senior Management Competencies Governance Competencies Competency Areas o Understands TSA legal and governance structure, delegations of authority o Understands how own area of responsibility impacts and is impacted on by others o Understands TSA s climate and culture and its implications for the local setting o Keeps informed of changing political and industry context and identifies underlying issues / trends o Cultivates and uses a variety of formal and informal sources to gather and build strong organisational/industry knowledge o Negotiates, according to authority, for resources with government & philanthropic agencies o Implements and monitors sustainable financial practices for own area o Has an in depth knowledge of internationally mandated TSA policies, processes and structures o Understands high level strengths, weaknesses, opportunities and threats affecting the organisation o Recognises the strengths and limitations of TSA s climate and culture o Builds awareness of emerging internal and external issues and their impact on the longterm strategic goals of the organisation o Sources strategic information from local, interstate and overseas networks o Establishes financial systems, budgets and sustainable practices o Ensures long term availability of adequate resources O1 Organisational knowledge (Develops and maintains appropriate organisational knowledge) O2 Financial management (Manages financial resources) o Negotiates and establishes contracts o Ensures work-related knowledge is captured, shared and retained in line with organisational policies o Ensures long term availability of adequate resources o Establishes systems and policies for capturing, sharing and retaining work-related knowledge O3 Resource management (Manages non-financial resources) o Maintains effective relationships with senior/executive internal and external stakeholders including service providers, government and other agencies o Fosters cooperation across silos o Drives strategies for effective integration of corps/social programmes o Drives strategies for effective integration within/between divisions or departments as applicable o Successfully negotiates strategic and complex outcomes with government and other agencies o Implements and monitors processes for compliance with legal and quality requirements and TSA systems, policies and procedures o Contributes to the establishment of policies ensuring compliance o Identifies and implements improvements to ensure ongoing compliance o Implements TSA risk management systems and establishes local plans and processes o Accepts responsibility for positive and negative outcomes o Takes proactive steps to ensure that local risks are managed o Ensures activities positively promote the public image of TSA Common Perspective o Creates and sustains dynamic, strategic and productive relationships & partnerships that inform strategic decision-making o Develops frameworks for effective integration of corps/social programmes o Develops frameworks for effective integration within/between divisions and/or departments as applicable o Operates in political environments and key networks to promote organisational interests o Establishes, reviews and improves systems to ensure compliance with legal and quality requirements and TSA systems, policies and procedures o Establishes a TSA risk management framework o Sees emerging problems for TSA and ensures that risks are managed o Establishes systems and protocols to protect public image of TSA O4 Relationship management (Builds relationships with internal and external stakeholders) O5 Policy & quality compliance (Meets broad compliance requirements) O6 Risk management (Manages risk to the achievement of organisational objectives) Competency Areas Service Delivery Competencies Management Competencies V Approved 11

12 A1 Interpersonal dynamics & communication (Engages and communicates effectively with others) A2 Time and task management (Organises self and others) A3 Safety & wellbeing (Contributes to a safe workplace) A4 Administration (Manages administrative and reporting tasks) A5 Project management (Ensures initiatives are planned and implemented efficiently and effectively) o Regulates own behaviour o Listens actively o Speaks with courtesy o Gives constructive feedback o Conveys information effectively verbally and in writing o Adapts style to audience o Uses appropriate interpersonal styles and methods to assert own ideas and gain agreement or acceptance of others o Performs own role and responsibilities efficiently o Manages time and responsibilities o Prioritises work and addresses what is most important o Uses available tools effectively to assist with planning and organising o Performs all duties in a safe manner, ensuring the safety of self and others o Understands and adheres to Work Health and Safety (WHS) policies and procedures o Participates and contributes in consultation forums o Identifies and reports all hazards, near misses and incidents o Completes accurate reports, logs, case notes and files o Uses technology and software applications effectively in accordance with task requirements o Collects, uses and shares information in line with TSA policy and guidelines o Contributes to project implementation by fulfilling and reporting on specific tasks and actions within required timeframes o Leads discussions effectively o Chairs formal meetings efficiently and effectively o Provides informed, meaningful and relevant messages when communicating with team members and service users o Facilitates effective workplace communication o Presents with confidence and clarity o Uses multiple strategies to influence the thinking and behaviour of others and gain their support and commitment o Clarifies roles and responsibilities of team members o Identifies and communicates team priorities o Structures time and tasks to achieve priority outcomes within required timeframes o Monitors task completion for self and team o Delegates activities appropriately o Communicates and manages WHS expectations and responsibilities o Consistently communicates with workers about safety o Implements and monitors WHS management system procedures o Achieves WHS measurable objectives & targets o Reviews WHS performance for area of responsibility and takes action to improve o Prepares accurate reports, tenders and documents that meet audience needs o Ensures personnel and program records are maintained o Applies systems and processes to manage information in line with TSA guidelines o Has knowledge of project management concepts and practices o Creates project plans and associated documentation o Provides support to project team members o Holds project team members accountable for delivering on tasks o Manages, monitors and reports on projects to address issues and ensure achievement of project objectives A6 Decision making (Contributes to effective decision-making) o Gathers appropriate information o Understands the immediate implications of decisions o Makes sound, timely decisions leading to effective service delivery o Gives appropriate rationale for decisions o Consults with appropriate stakeholders o Understands the impact of decisions within and outside own team/dept o Makes decisions in the face of diverse opinions or complex/crisis situations o Holds others accountable for upholding decisions Common Perspective Senior Management Competencies Governance Competencies Competency Areas V Approved 12

13 o Sets high standards for all interactions and communications o Motivates others through personal interactions o Provides considered responses and confident, clear messages to inspire trust and confidence of others o Establishes processes for effective communication within and outside area of responsibility o Effectively manages operational activities with competing and contradictory priorities and requirements o Ensures time and tasks are managed across the department to achieve priority outcomes o Clarifies and prioritises responsibilities and activities o Reviews WHS performance and identifies WHS key risk areas for area of responsibility o Ensures action is taken to continually improve WHS o Oversees, measures and ensures WHS measurable objectives and targets are met o Commits to, engages in and implements the 9 TSA principles of safety leadership o Establishes a framework for effective communication between levels, units and functions o Prioritises governance activities to focus on organisational sustainability o Clarifies distinction between governance and management responsibilities o Makes and communicates timely decisions in relation to strategy o Establishes the WHS Management System, aligned to the Work Health and Safety (WHS) Act, Regulation and Codes of Practice o Monitors organisational WHS performance and ensures strategies are in place to optimise performance o Advocates, models and drives WHS leadership principles, responsibilities and accountabilities A1 Interpersonal dynamics & communication (Engages and communicates effectively with others) A2 Time and task management (Organises self and others) A3 Safety & wellbeing (Contributes to a safe workplace) o Writes succinct and lucid reports and documents for boards and councils, funding bodies and key stakeholders o Implements processes for data management and reporting, aligned to organisational framework o Leads projects using formal project management methodology o Drives effective project management practice throughout area of responsibility o Provides support and guidance to project managers o Promotes projects with key stakeholders in appropriate forums to ensure support is gained and maintained o Monitors project finance throughout the project lifecycle to enable decisions on progression of projects o Systematically weighs up competing views and priorities o Ensures that information being used to make decisions is valid, reliable and sufficient o Draws on key organisational drivers and indicators when making decisions to achieve optimal outcomes o Makes high impact decisions lacking precedents o Understands the far reaching implications of decisions o Establishes systems, processes and policies for effective management and reporting of data and information o Establishes systems, processes and policies for effective project management o Adopts an overarching view of organisational projects to enable effective approval, prioritisation and monitoring o Provides high level support for projects o Establishes systems, processes and policies for effective decision making o Draws on key internal and external drivers and indicators when making decisions to achieve optimal outcomes o Prepared to mandate organisational decisions and ensure compliance o Manages the consequences associated with difficult organisational decisions A4 Administration (Manages administrative and reporting tasks) A5 Project management (Ensures initiatives are planned and implemented efficiently and effectively) A6 Decision making (Contributes to effective decision-making) V Approved 13