Competency to role Mapping Sheet Behavioral Competencies

Leading forward

decision making
Communicating
Analysis and

with impact
Function Role SRC grade
Mnager, HR Operation and General
1093 HR Services 5 L3 L3 L3
1097 HR General Services Senior Coordinator 8 L3 L3 L3
1050 HR Senior HR Specialist 8 L2 L2 L2
1089 HR Senior HR Specialist 8 L2 L2 L2
1026 HR Senior Government Relation Officer 8 L2 L2 L2
L2
L2
L2
L3
L3
Collaboration

avioral Competencies

L2
L2
L2
L3
L3
Developing self
and others

L2
L2
L2
L3
Talent
Management

L2
L2
L2
L3
Manpower
Planning and
Recruitment

L2
L2
L2
L3 Employee
Performance
Management

L2
L2
L2
L2
L3

Rewards
Management
L2
L2
L2
L2
L3

HR Services
L2
L2
L2
L2
L3

HR Data Analytics
and Reporting
Competency Framework
HR Technical Competencies

Key Competencies
Talent Management
Manpower Planning and Recruitment
Employee Performance Management
Rewards Management
HR Services
HR Data Analytics and Reporting

Table 1
Manpower Planning and Recruitment
The ability to develop an appropriate workforce plan reflecting the present workforce numb
organization against the forecasted needs. This is followed by the ability to drive recruitme
understanding of the strategy, approved workforce budgets and talent scenarios within and
appropriate sources, methodologies, selection tools and candidate positioning, to promote
right talent and maximize the role-person fit.
Effective behaviours (Proficiency Level)
Level 1 Level 2

Demonstrates advanced
Demonstrates a basic knowledge of workforce
awareness of workforce planning tools and frameworks
planning tools and frameworks and their respective
application

Performs periodic research in

order to remain abreast of
Develops templates and
manpower planning best
performs activities for
practice and provides
workforce planning as per
management with
established guidelines
recommendations on
enhancing existing practices

Consolidates workforce plans

Gathers workforce plans for and documents preliminary
departments for consolidation findings, recommendations
and action plans
Performs basic analysis Performs complicated analysis
associated with workforce on workforce demand and
demand and supply based on supply and formulates reports
gather information for management action

Demonstrates an ability to
Contributes to the preparation
perform sourcing activities
of the final manpower planning
through established sourcing
report for submission to
channels and as per the set
leadership
recruitment framework

Demonstrates an ability to
perform activities related to the Contributes to the
logistics associated with development of the
arranging interviews and recruitment framework and the
making initial calls to associated sourcing strategy
candidates

Demonstrates an ability to
conduct initial interviews and
adequately shortlist a high
caliber of candidates

Contributes to the formulation

and maintenance of the
recruitment framework based
on the HR and talent strategy
 Table 2
wer Planning and Recruitment
e plan reflecting the present workforce numbers and skills sets available in the
is is followed by the ability to drive recruitment strategy based on an The ability to devise and maintain talent m
orce budgets and talent scenarios within and outside SRC. It involves using capability and ensure continuity in leader
tools and candidate positioning, to promote the employer brand, attract the methods, and programs etc.

behaviours (Proficiency Level) Effe

Level 3 Level 4 Level 1

Demonstrates an
Demonstrates expert
understanding of SRC’s
awareness of workforce Leads and oversees the
competency frameworks
planning tools and frameworks process of preparing a
(technical and behavioral) and
and selects the most adequate consolidated workforce plan
how they link to talent
ones to be used across SRC
management programs

Demonstrates an ability to Demonstrates the ability to

forecast workforce Leads strategic workforce assist in the identification of
requirements based on an planning in line with the SRC training needs for technical
analysis of trends and current strategy, HR strategy and and behavioral competencies
and future operational operational requirements under supervision, using
requirements relevant templates

Demonstrates an
Makes decisions on the
understanding of policies and
Develops budget requirements prioritization of actions plans
processes related to learning
based on an in depth analysis with regards to workforce
and development, career
of workforce demand against demand and supply based on
planning, succession
supply alignment with strategic
management and leadership
objectives
development programs
 Is a Subject Matter Expert in Demonstrates an ability to
Performs strategic workforce
the area of strategic workforce perform talent management
planning in line with the SRC
planning and recruitment, and related activities as per
strategy, HR strategy and
resolves the most complicated established policies and
operational requirements
problems guidelines

Periodically asses workforce

Provides basic levels of
planning practices in order to
Approves the final budget support with regards to
ensure that they are in line
estimates that are quoted as inquires related to talent
with best practice and industry
part of the workforce planning management policies and
trends and infuses them with
efforts programs as per established
innovative approaches as they
guidelines
arise

Demonstrates an ability to
Ensures that the recruitment
select suitable candidates for
framework, sourcing strategy
mid-level positions by
and talent acquisition strategy
leveraging interviewing
set and used by SRC are fit for
mechanisms such as case
purpose and enable SRC to
studies, theoretical questions,
adequately achieve its
guestimate questions and
strategic and operational
behavioral assessment
objective
techniques

Demonstrates an ability to
select suitable candidates for
management/ leadership
positions by leveraging an in-
depth understanding of the
SRC strategy and culture

Leverages interviewing
mechanisms such as case
studies, theoretical questions,
guestimate questions and
behavioral assessment
techniques
 Talent Management

devise and maintain talent management systems, and executive development programs to build leadership
d ensure continuity in leadership succession. It involves application of various talent management concepts,
d programs etc.

Effective behaviours (Proficiency Level)

Level 2 Level 3 Level 4
Demonstrates in depth
expertise in the areas of talent
Contributes to the Leads the training needs development and
development and/or analysis and the development management including
maintenance of the SRC of personal development plans advanced knowledge in areas
competency framework based required to support the of learning and development,
on changing business achievement of SRC’s career and succession
requirements and established operational and strategic planning, competency
KPIs objectives modeling, and the interaction
and interdependencies
amongst the same

Oversees the implementation

Demonstrates the ability to
of policies and processes
perform in depth training Leads the process of
related to learning and
needs analysis and competency modeling based
development, career planning,
understands how this converts on SRC strategic an
succession management and
into training plans and operational requirements
leadership development
personal development plans
programs

Collaborates with various

Demonstrates an ability to stakeholders to identify and
Leads the development of
develop basic learning and prioritize learning requirements
leadership program curricula in
development program as a result of identified
line with the SRC vision
curriculum technical and behavioral
competencies
Facilitates the implementation
of career planning and talent Conducts periodic gap
Ensures fit for purpose
management programs and analysis in order to assess
succession management and
policies are being conducted/ whether existing talent
leadership development
implemented by providing management programs or
programs in order to ensure
guidance on requirements as policies adequately facilitate
the development of best in
necessary as per the the availability of fit for
class leadership across SRC
established frameworks/ purpose human capital
policies and in a timely manner

Periodically communicates
Administers formal and with SRC leadership in order
Oversees and monitors the
informal trainings on various to ensure that the talent
process of KPI setting and
talent management programs management policies and
provides guidance to
and policies to ensure programs in place adequately
managers when necessary
adequate knowledge transfer serve the SRC human capital
requirements

Identifies career paths and

Identifies pivotal roles across
their respective criteria across
departments
SRC
Table 3
Employee Performance Management

The ability to implement, manage and to monitor the employee performance management system in order to promote a
performance driven culture. This includes the process of setting performance expectations, monitoring progress, meas
results and appraising, rewarding and enhancing employee performance.

Effective behaviours (Proficiency Level)

Level 1 Level 2 Level 3

Demonstrates advanced Provides consultancy support

Possesses awareness of
knowledge of SRC’s to successfully implement the
performance management
performance management organization’s performance
principles and practices.
system. management system.

Demonstrates and in-depth

Develops the employee
Demonstrates adequate understanding of SRC’s
performance management
knowledge of SRC’s Success Factors and their
framework and strategy of
performance management indicators across the grades,
SRC in alignment with the
system. and clarifies their impact on
overall human capital strategy
employees

Demonstrates an Reviews the employee

understanding of all the performance management
Explains the important
elements of an employee process and monitors its
methods related to the
performance management effectiveness, and develops
performance appraisal
system and how it should be and recommends
process.
applied including SRC’s amendments to policies and
Success Factors procedures if required
Understands and demonstrates
Clarifies the roles and
the ability to explain the
responsibilities of the different Manages SRC’s Success
activities related to the
stakeholders across the Factors
performance management
performance evaluation cycle
process.

Participates in the initiation of Facilitates the process of

the performance appraisal setting employees’ objectives Conducts quality checks on
process and follows-up with which are linked to the performance appraisal results
business units to ensure department and SRC’s across SRC to identify and
adherence to set deadlines for objectives across the Success rectify any discrepancies.
completion. Factors.

Assists in the development of

the employee performance Assists in the design and
management policies, implementation of appreciation
processes and procedures of and recognition programs.
SRC, and ensures compliance

Facilitates the timely execution

of the performance
management process and
provides guidance on how to
complete the process
 Table 4
Rewards Management

nagement system in order to promote a

The ability to develop, implement and monitor appropriate grading, compe
pectations, monitoring progress, measuring
to enable SRC to attract, motivate and retain employees with required skil

Effective behaviours (Proficiency L

Level 4 Level 1 Level 2

Demonstrates the ability to

Demonstrates an conduct salary statistical
understanding of analysis using various
Develops strategies to
compensation and benefits quantitative techniques
determine the effectiveness of
policies, guidelines and including preparation of
SRC’s performance
methodologies and applies this regression, compa-ratio and
management system.
understanding as applicable in other salary analysis, in line
scope of work with established policies and
guidelines

Demonstrates the ability to

Keeps abreast with the
Sets the direction for the assist in the development of
national marketplace and with
development of SRC’s compensation and benefits
compensation and benefits
employee performance reports, templates and
best practices by conducting
management framework spreadsheets, under
recurrent research studies
supervision

Actively supports in data

collection by conducting Demonstrates the ability to
research studies, and provides analyze SRC’s overall
Designs and implements
relevant inputs to the compensation
appreciation and recognition
development or review of competitiveness, merit pay
programs.
compensation and benefits guidelines and bonus pay
programs, as instructed by criteria
supervisor
 Develops recommendations
and responsive plans for SRC
Provides advice on satisfactory
Demonstrates the ability to to remain aligned with
employees’ performance and
maintain data integrity and standards and trends in the
on approaches to performance
absolute confidentiality labor market and to maintain
management
alignment with Saudi’s labor
laws and regulations

Recommends actions to
support development, fast Demonstrates the ability to
tracking and retention of high actively participate in salary
potentials across SRC, and reviews, compensation
approves career plans and surveys and benchmarking
paths for high potentials as a analysis exercises
result of talent review meetings
 Table 5
Rewards Management

The ability to deliver effective and efficien

appropriate grading, compensation, rewards, benefit and incentives schemes efficient day-to-day HR operational servic
employees with required skill sets. standardized HR documentation. This als
various administrative and secretarial sup

behaviours (Proficiency Level) Effec

Level 3 Level 4 Level 1

Demonstrates an
Ensures that compensation
Demonstrates the ability to understanding of HR policies
and benefit programs support
lead in the design of SRC’s and guidelines and applies this
SRC’s strategic objectives and
pay and grading scales understanding as applicable in
meet legal requirements
own scope of work

Is considered a Subject Matter

Expert in compensation and
Sets and reviews salary benefits and is the go to Demonstrates the ability to
strategies in line with SRC’s person for advice on pay perform simple and routine
strategic objectives to attract, decisions, policy and administrative and operational
retain and motivate employees guidelines interpretation, and tasks with limited supervision
compensation related
programs

Recommends and develops

Ensures that an appropriate
compensation and benefits Demonstrates the ability to
compensation and benefits
policies and guidelines to respond to basic queries and
framework is in place to
ensure SRC establishes a fair provides assistance in a timely
enable SRC to improve
and equitable rewards scheme and accurate manner when
employee engagement and
and to maintain compliance necessary through the HR
support the organization’s
with Saudi’s labor laws and helpdesk
growth and strategic plans
regulations
 Fosters impactful strategic
relationships with key
Oversees and reviews the
stakeholders and with external
development of merit pay
service providers to facilitate
guidelines and bonus pay Coordinates logistics related to
proper execution of
criteria to align with market recruitment and on-boarding
compensation and benefits
standards while remaining
studies and to ensure SRC
within SRC’s budget forecasts
remains aligned with
standards and best practice

Leads collaboration efforts

with key stakeholders to link
Performs routine and day-to-
performance appraisal results
day HR activities addressing
with reward schemes and
employee relations
ensure implementation across
SRC

Maintains HR and personnel

files as per the respective
standards

Demonstrates an
understanding of health,
safety, facilities management
and environment policies and
procedures and responds to
related queries appropriately
 HR Services

deliver effective and efficient HR and administrative services across SRC through ensuring effective and
to-day HR operational services, managing employee relations, on-boarding and periodic update of
HR documentation. This also covers successfully maintaining clean, safe and fully operational buildings and
nistrative and secretarial support duties.

Effective behaviours (Proficiency Level)

Level 2 Level 3 Level 4

Assists in the development Develops policies and

Leads and oversees the
and implementation of policies procedures for HR operations
implementation of policies and
and guidelines for HR in line with the industry’s best
procedures related to HR
operations and oversees their practices and SRC’s human
operations, in line with best
maintenance as per best resources operations
practices
practice and standards requirements

Continuously works to identify

Demonstrates the ability to
and develop initiatives to Ensures the development and
perform multiple administrative
improve the quality and implementation of an efficient
and operational HR tasks
timeliness of HR services and and effective HR service
independently in an effective
the HR helpdesk to meet and delivery model
manner
exceed customer expectations

Responds to and addresses Establishes and maintains

Considered as a Subject
end-user needs effectively effective relationships with
Matter Expert in HR operations
through the HR helpdesk third parties
Liaises effectively with internal Oversees and ensures Deploys advanced managerial
and external stakeholders to customer satisfaction with HR tactics to ensure the alignment
better manage employee and facilities service delivery of HR service delivery to the
relations and the HR helpdesk operating model

Performs periodic spot checks

Ensures an appropriate
on all HR systems and
Oversees the maintenance of framework is in place to
frameworks, and leads any
HR and personnel files facilitate effective resolution of
necessary reviews and
escalated conflicts
updates

Leads the establishment

and/or implementation of
Conducts preventive
SLAs, monitors the effective
maintenance as scheduled to Manages all building services
delivery of HR and facilities
ensure that the building related projects and provides
management services as per
facilities of SRC are input as necessary
set standards, and leads
operational
negotiations and contractual
agreements with third parties

Executes daily maintenance

activities (e.g.. all utilities as
Reviews periodic reports Defines the health, safety and
electricity, water system, air-
pertaining to maintenance environment standards,
conditioning, sanitary work) to
activities, updates, and critical policies and procedures in
ensure proper functioning and
issues coordination with leadership
alignment with safety
standards set by SRC

Oversees third-party
outsourced vendors of
managing SRC’s facilities
Table 6
HR Data Analytics and Reporting

Ability to utilize qualitative and quantitative data gathering and analysis techniques, processes, and tools to apply resea
and analysis results in making evidence based decisions regarding current/new HR programs, people analytics, policie
processes, and HR strategy to ensure maximized benefit, performance, and return on investment.

Effective behaviours (Proficiency Level)

Level 1 Level 2 Level 3

Understands and can Demonstrates the ability to

Understands and can articulate how the HR value visualize the total HR process
articulate the HR’s strategic chain processes contribute to and challenge existing
requirements and objectives the achievement of SRC’s practices requiring
strategic objectives improvement

Keeps abreast of best

practices in HR analytics and Demonstrates a knowledge of
technology systems designed latest trends and global best Demonstrates the ability to
to optimize the HR processes practices in HR analytics and identify problems or
and improve performance technology systems designed inefficiencies that can be
results and demonstrates the to optimize processes and solved with data analytics
ability to apply this knowledge improve performance results
in scope of work

Demonstrates the ability to

Demonstrates the ability to
understand basic principles of Demonstrates the ability to
lead the application of
technology and HR analytics apply technology to HR
technology to HR practices to
including tools and metrics practices to optimize process
optimize process workflows
used to improve the workflows and improve
and improve existing working
contribution of HR programs existing work methods
methods
and processes
 Demonstrates the ability to
Demonstrates the ability to
effectively use HR analytics to
incorporate rigorous data
Demonstrates the ability to analyze data and accordingly
analysis to interpret and
analyze and interpret data translate it into useful insights
translate information into
under minimal supervision to design and implement
useful insights and influence
programs and initiatives that
decision making
create higher value

Actively assists in data Demonstrates the ability to Designs and implements

collection to provide inputs for effectively measure the results programs and initiatives to
the assessment and review of and impact of HR technology create more value for HR
existing HR processes and is and analytics on process programs and processes to
able to identify areas of optimization and performance contribute to the achievement
improvement improvement of SRC’s strategic objectives

Performs periodic evaluation

of the impact of HR technology
and analytics on the HR
performance and efficiency
ues, processes, and tools to apply research
HR programs, people analytics, policies,
urn on investment.

Level 4

Recognizes potential
obstacles in HR process
performance management
and leads the mitigation of
these obstacles through HR
technology and analytics

Ensures that HR technology

and analytics are being
efficiently used to improve the
contribution of HR programs,
processes and initiatives to
the achievement of SRC’s
strategic objectives

Drives the assessment and

evaluation of the overall
impact of HR technology and
analytics on process
optimization and performance
enhancement
Is regarded as Subject Matter
Expert in HR technology and
analytics and defines the
standards

Encourages innovation and

driving continuous
improvement in relation to
process optimization and
performance improvement
through technology and
analytics
SRC New Grading Structure

SRC New Grading Structure

SRC Band SRC Level SRC Grade WTW Grade
A CEO 1 17
2 16
B Senior Executive 3 15
C Executive 4 14
5 13
D Management 6 12
7 11
8 10
E Professional 9 9
10 8
11 7
F Business Support 12 6
Competency Framework
Behavioral Competencies

Behavioral Competencies Summary

Direction Leading forward
Analysis and decision making
Delivery Communicating with impact
Collaboration
Value Developing self and others

Direction
Leading forward

Creates, communicates and contributes to the delivery of the vision for the future of the SRC.

Effective behaviours
Level 1 Level 2 Level 3

Has a basic understanding of Coaches new members ‘Sells’ the future vision of
the range of services provided of staff on the structure the SRC to customers and
by the SRC to customers. and services of the SRC. partners.

Has a good
Has a basic understanding of understanding of the Outlines how individual
the political operations of the SRC’s priorities for the team members can
SRC (e.g. cabinet, remit of upcoming year and the contribute to delivering the
Members). role that Members will vision for the SRC.
take within that.

Takes a long term view of

Creates and agrees
the future of the team,
Understands the aims and personal objectives that
looking for the challenges
purpose of own role. support the delivery of
they might face in the
the team’s vision.
upcoming years.

Is able to say how own role Keeps up to date with Clearly communicates the
contributes to the delivery of SRC communications role and purpose of the
excellent customer service. that impact on the team. team to team members.

Acts as a representative of the Regularly thanks others Makes individuals feel

SRC when working with the for their ideas and valued as both team
public. contributions. members and individuals.
 Delivery
rd Analy

e future of the SRC. Gathering and analysing information to ensure that

Effective beha
Ineffective behaviours
Level 4 Level 1

Contributes to the Is openly critical of the

Keeps information and
development of the SRC in front of
records up to date.
SRC’s vision. customers.

Keeps up to date with

Emphasises what is bad
Government initiatives Identifies the information
about the SRC rather
and assesses the impact needed to make an
than selling the good
they would have on the informed decision.
points.
vision.

Sticks to own area of

Creates a vision for own Where appropriate,
operations and pays little
area that is seen as both follows set procedures for
attention to what else is
inspiring and achievable. analysing information.
going on in the SRC.

Thinks that own Draws initial conclusions

Pushes service area to
contribution is based on the available
lead the way in delivering
insignificant and data and discusses these
excellent performance
downplays personal with other members of
and customer service.
achievements. the team.

Is a role model for the

SRC – behaving in line Appears cynical or
Accesses agreed
with the values and negative about SRC
guidelines to help inform
competencies of the SRC policies in front of team
decisions or actions.
and encouraging others members.
to do the same.
 Analysis and decision making

ng and analysing information to ensure that decisions are robust and based on thorough analysis.

Effective behaviours
Ineffective behaviours
Level 2 Level 3 Level 4

Seeks out individuals Commissions or gathers

Draws on a range of data Makes snap decisions
who could provide a external management
sources when trying to based on instinct rather
different or contrary information to provide a
establish the full picture. than fact.
perspective. different perspective.

Identifies the political Takes data at face value

Is open to the ideas and Identifies future
issues that need to be and does not explore
suggestions of others. information requirements.
considered by Members. below the surface.

Makes connections
Breaks larger problems Creates protocols and
between very different Takes the credit for good
down into more guidance for the analysis
pieces of information to decisions and blames
manageable parts for of recurring information
identify trends or others for bad ones.
analysis. (e.g. monthly returns).
opportunities.

Anticipates potential
Analyses the trends of
Identifies patterns in the challenges to decisions
own area in relation to
data and puts forward made and considers how Frequently makes
that of other service
suggestions as to why to address them (e.g. decisions in isolation.
areas, organisations or
this might be occurring. Member concerns /
SRC.
pressure).
Is prepared to take
Spends his/her whole
Takes responsibility for difficult or unpopular Maintains a fair and
time gathering
own decisions, clearly decisions and openly balanced approach in the
information without
explaining the rationale to explains the rationale analysis of political or
coming to a timely
others. behind the decision sensitive situations.
conclusion.
taken.
Delivery
Communicating with impact

Communicating openly and honestly; taking time to listen to the needs of others and shaping your message
your position.

Effective behaviours
Level 1 Level 2 Level 3

Holds regular team

Is open and non-
meetings to share
Is polite and considerate judgemental in
information and create a
when talking to others. discussing difficult
forum for open
issues with others.
discussion.

Is aware of the
Is open and honest in
Ensures that own words sensitivities involved in
the messages conveyed
and actions are communicating difficult
to team members and
consistent. messages and tailors
customers.
approach accordingly.

Identifies the most

Drafts standard Adds value to SRC wide
appropriate method of
responses to regularly communications by
communication given
occurring issues (e.g. pointing out the relevant
what needs to be said
frequently asked paragraphs / issues for
(e.g. letter, face-to-face
questions). the team.
or e-mail).

Considers the
Clearly explains SRC Uses specific examples
knowledge and
words or phrases to to back up own position
capability of the
those who haven’t come and add power to the
audience when creating
across them before. message.
communications.

Asks for feedback from Uses appropriate

Listens to others and
others on style of questioning techniques
checks back to ensure
communication – to ensure he/she fully
he/she has understood
identifying what could be understands the other
what has been said.
improved. person’s position.
 Value
with impact

he needs of others and shaping your message to best convey

Building and maintaining strong working relationships

Effective behavio
Ineffective behaviours
Level 4 Level 1

Sets and embodies the

Appears bored or Is a team player, seen as
strategy, style and tone
uninterested when open, helpful and
of communication in own
others are talking. approachable by others.
area of responsibility.

Coaches others on their

Uses a lot of jargon in e- Values the diversity of
style or approach to
mails or discussions. the team.
communication.

Facilitates cross-team Supports other members

Communicates to suit
communication to share of the team in delivering
own needs and does not
knowledge and build their work – ‘pitching in’
seem to consider others.
better relationships. when required.

Outlines the operational Appears patronising by

Is prepared to take on
and political implications underestimating the
different roles within the
of SRC-wide capabilities or
team as, and when,
communications for own knowledge of the
required.
area. audience.

Is inconsistent in the Has a basic

Actively listens to the
messages he/she gives understanding of the
concerns of others,
– appearing to change different service areas
creating a safe
his/her position and external
environment for an
depending on the organisations that work
honest discussion.
audience in question. with the team.
 Collaboration

g and maintaining strong working relationships to help the SRC deliver a better service to its customers.

Effective behaviours
Ineffective behaviours
Level 2 Level 3 Level 4

Takes a wide view of

Delegates effectively by
Openly appreciates the team working, actively
drawing on the diversity
contributions that other encouraging Is openly critical of other
of skills and experience
team members make to collaboration between members of the team.
in the team to ensure a
the team. teams, partner bodies
higher quality outcome.
and service areas.

Continually tries to Regards partners as a

Quickly identifies conflict Actively promotes SRC
develop good problem or blocker rather
within the team and success stories to
relationships with other than a route to delivering
addresses this external partners and
individuals and teams excellent customer
sensitively. customers.
within the SRC. service.

Sells the vision of the

Makes self available to When required, calls in
SRC to partners and
support team members external bodies or other Delegates work to the
gains their commitment
in delivering their work or employees to add to the same few individuals.
to supporting the SRC in
developing new skills. skill mix of the team.
delivering that vision.

Consults closely with

Understands the role Builds and maintains a
partners to keep up to Excludes individuals
different partners play in wide network of internal
date on future from specific decisions or
supporting the efforts of and external contacts,
challenges for them and activities (e.g. Members).
the team. including Members.
the SRC.

Continually looks for

Responds promptly to Establishes ways in
ways to improve cross-
the questions or issues which the SRC can help Is reluctant to share
area working in order to
of external partners or support external partners information.
deliver better customer
other teams. in achieving their targets.
service.
Value
Developing self and others

Are committed to developing your own skills, knowledge and competencies and supporting others in doing t

Effective behaviours
Level 1 Level 2 Level 3
When role changes,
reassesses own Ensures all team
Understands personal
strengths and members understand
strengths and draws on
development needs. their performance and
these in conducting own
Identifies the gaps and the development they
role.
what needs to be done to need to engage in.
address them.

Takes a long term view of

Asks for feedback from a
Identifies development development, focusing on
wide range of individuals
needs and looks for ways the skills / competencies
to fully understand own
in which to address them. that will help develop own
performance.
career.

Creates and agrees a Shares knowledge, best

Seeks the advice of
personal development practice and learning with
others in finding
plan that guides colleagues and
appropriate routes for
development throughout encourages others to do
development.
the year. the same.

Where appropriate, sets

Asks for, and is open to, Acts as a ‘buddy’ for new up formal events to
feedback from others. joiners to the team. ensure knowledge
sharing takes place.

Having been on a Delegates activities that

Actively participates in
development event, will help team members
the SRC’s performance
shares that learning with develop their own
management process.
the team. abilities.
and others

mpetencies and supporting others in doing the same.

Ineffective behaviours
Level 4

Communicates the value

Treats development as a
of development to all staff
luxury rather than a core
and acts as a role model
aspect of the SRC’s
in openly addressing own
operations.
development needs.

Takes a strategic view of

development, considering Thinks that development
the development is something others
implications of new should do – rather than
initiatives or changes looking to own needs.
within own area.

Defines the knowledge, Largely focuses on the

skills and behaviours that negative aspects of an
individuals will need in individual’s performance
order to achieve future – giving little recognition
targets. to the positive.

Actively considers Takes on tasks that

development as part of he/she doesn’t have the
the business planning skill or knowledge to
cycle. deliver on.

Thinks creatively about

Treats constructive or
how to address key
negative feedback as a
development needs,
failing rather than an
whilst maintaining service
opportunity to improve.
levels.