Ofgem Graduate Development Programme 2010 Assessment centre competencies observable behaviours

1 Analysing and using evidence Positive Behaviours Puts together a realistic plan including timescales where appropriate Identifies key resources Identifies appropriate research methods Has a clear understanding of the questions being asked Pulls out salient points and is able to translate/ tailor to audience Presents evidence clearly, demonstrating clear understanding, and offering solutions or a way forward Quickly identifies the risks/ trade-offs, rather than jumping straight into a for or against position Can look at an issue from different perspectives and debate both sides Makes clear assumptions based on evidence Identifies cause and effect Anticipates next steps and takes appropriate action Negative Behaviours Fails to plan sufficiently before commencing the analysis No clear objective Repeats parrot fashion Cannot identify key issues/points Tends to summarise rather than interpret and analyse Strays from the topic and key issues to irrelevant side issues Does not reason with logic Sticks to emotional arguments Does not seek solutions, just problems Presents biased/unsubstantiated results Unable to explain a point to a non-technical or nonspecialist audience No recommendations

Ofgem/Observable Behaviours

2 Leadership Positive Behaviours Contributes to vision and a way of achieving the vision. Is a visible and consistent champion of the vision set out Identifies a clear path for making progress towards the vision Shows concern for others and their morale Is honest, positive and open in approach and in dealing with individuals and circumstances. Treats individuals with respect and shows consideration for their input and concerns Appears as credible and one with whom others feel confident Exhibits drive to achieve personally and through others Inspires others in working with them. Takes personal responsibility for actions Is able to motivate others to deliver and achieve Develops skills and knowledge within the team and promotes knowledge sharing Is able to manage a range of individuals with different styles and requirements to produce effective delivery Works collaboratively with team members Attributes credit where credit is due Is not afraid to handle difficult issues. Responds in a balanced and constructive way to questions Does not allow his/her emotions to become engaged and persuades through soundness of reasoning Negative Behaviours No clear way forward outlined and confusion about what is expected Individuals unclear of what is required and whether their input is considered Pays lip service to individual and team concerns Lacks the energy and drive in their leadership style Lacks awareness of impact of behaviour on others Is unable to motivate others with a range of styles Is more comfortable leading like minded individuals Does not allow others to lead and does not give credit where it is due Fails to develop skills and knowledge in team and share knowledge Fails to recognise critical issues and deal with them Becomes invisible at times of stress and in the face of difficult issues. Responses are confused or show lack conviction Presents different messages in different forums Uses repetition of statements of policy rather than responding to the actual questions Becomes dogmatic and inflexible, especially under questioning Telling not selling approach to situation and defensively assertive responses to questions Case is unconvincing or ineffectively argued

Ofgem/Observable Behaviours

3 Communication Positive Behaviours Clearly structures proposals before presenting the case Is conscious of the needs of different audiences and tailors communication to meet these needs Establishes and builds rapport with audience Demonstrates active listening skills Presents relevant facts in an understandable format Is able to digest complicated information and produce succinct, well argued and focused written reports Communicates clearly, fluently and with conviction using appropriate information, format and language. Supports case with informed reasoning. Provides a persuasive case where appropriate Anticipates and highlights alternative viewpoints Responds to questioning in a credible and informed manner Delivers controversial messages tactfully and persuasively Negative Behaviours No evidence of planning prior to presenting case Fails to tailor communication style to the needs of different audiences Sticks to own/inappropriate communication style Tone too direct and/or confrontational and fails to persuade the audience Fails to establish and build a connection with the audience Presentation is fragmented or limited in nature Presentation lacks fluency, engagement or impact Written reports are difficult to follow and there is evidence of not understanding the base material Focuses on outcomes aligned to personal views Proposed way forward is unconvincing Fails to plan anticipate and highlight conflicting views Questioning not handled in a convincing way

Ofgem/Observable Behaviours

4 Adaptability and Ability to Handle Change Positive Behaviours Openly welcomes suggestions for change and actively encourages debate Proactively identifies changes that will have a positive business impact Takes a broad, long-term view of the need for change Is not prejudiced by personal preferences and recognises the greater need for change Evaluates risks of change to present a way forward Communicates the rationale for change effectively to gain commitment Is visible and consistent in words and actions reinforcing key leadership messages and building support Responds quickly and constructively to reactions to change to minimise negative impacts. Maintains momentum and energy of change. Positively seeks opportunities related to changes in circumstances Possesses the ability to learn quickly in new situations Recognises the need to allow time for changes to become embedded Negative Behaviours Does not see reviewing ways of working as part of the role. Is wedded to existing approaches and dismissive of reasons for change. Sees change as threatening and fails to identify the consequences of retaining the status quo Fails to consider or respect the views of others Appears uncomfortable and negative at times of change Offers more reasons why not than why Becomes invisible and disengaged at times of change Selects options purely on tactical/ operational grounds Adopts change without assessing likely impacts and risks, including the impact on others Fails to bring others along on the change journey

Ofgem/Observable Behaviours