Competency Frameworks Final.

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Making the Difference:

Cambridge City Council
Competency Frameworks

www.cambridge.gov.uk
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Introduction to competency frameworks

WHAT ARE COMPETENCIES?

Competencies provide us with a common language for describing how people perform in situations. Competencies usually summarise
behaviour. Behaviour is what we can see when personal characteristics combine with work characteristics.
This is illustrated below:

What are competencies?

PERSONAL WORK
CHARACTERISTICS COMPETENCIES CHARACTERISTICS
ARE ABOUT WHAT
Skills WE CAN SEE Job Tasks
Knowledge Work environment
Attitudes Behaviours Relationships
Values Resources

An ability based on behaviour is usually referred to as a competency (plural: competenciies). Competencies are used to describe
characteristics that influence a person’s performance in a job, role or task.

WHAT ARE BEHAVIOURS?

Competencies or behaviours can be thought of as:

“Those abilities and characteristics that mean an individual can perform a job consistently more successfully in more situations and more
often. The focus on HOW an individual does things – their attitudes and behaviours – rather than WHAT they do. They are those factors
which distinguish the best from the rest, those things that really make a difference.”

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Introduction to competency frameworks

WHAT IS A COMPETENCY FRAMEWORK?

Competencies need to be presented in a usable way – this is called a framework. Frameworks cover a wide range of jobs with different
demands. The framework enables employees to be clear about what is expected of them in terms of their behaviour in their job role.

WHAT ARE THE BENEFITS OF HAVING A COMPETENCY FRAMEWORK?

A common set of competencies benefits both the organisation and its staff:

G Having a clear definition of the behaviours the organisation expects from its staff helps us all recognise that it’s not only what
we do in their job but also how we do it that’s important.
G The values of the organisation underpin the competency framework and the behaviours indicate the culture that the organisation
values and wants to embed.
G When assessing performance a greater degree of consistency is ensured as all staff are being assessed against the same
set of competencies. It provides a fair and transparent system of assessment.
G Having a common understanding about what effective performance is contributes to a more focussed organisational management.
G The competencies help to identify individual strengths, potential for progression and role models of excellent performance.
G The competencies help to identify learning and development needs, making it easier to give constructive feedback
and enabling training to be targeted where it will be most effective.

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Introduction to competency frameworks

Cambridge City Council has the following frameworks:

CORE COMPETENCY FRAMEWORK For all staff who are not senior managers.

These are to be used together with the Core Competency

COMPETENICES FOR FIRST LINE MANAGERS framework, for staff who have supervisory or line management
responsibilities – but are not senior managers.

CITY LEADERSHIP For the Corporate Management Team, Head of Services and other
& MANAGEMENT FRAMEWORK senior managers.

For more detailed guidance on applying the frameworks, see ‘Guidance on Application of Competency Frameworks’ on the HR website.

HOW THE FRAMEWORKS ARE STRUCTURED

Within these frameworks, each competency has:

G The competency Title

G The competency Definition
G The Skills and Attributes associated with the competency
G Examples of Effective Behaviours (positive behavioural indicators) describing excellent ways of working
G Examples of Ineffective Behaviours (red flag behaviours or negative behavioural indicators) describing unacceptable ways of working

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Introduction to competency frameworks

The competencies can be used to aid performance

management by helping to set out what the expected
standards of behaviour are.

As part of the performance review process managers and

PERFORMANCE MANAGEMENT, employees will look together at the extent to which the
INCLUDING PERFORMANCE REVIEW employee has displayed the appropriate behaviour in the
course of the preceding year.

In addition to assessing competencies, performance review

can be used to set targets and action plans for improving
competencies.

All staff will find they are better at displaying some

competencies than others. The process of identifying
an employee’s strengths and weaknesses, either
within the Performance Review or at other times,
can become the basis for identifying and
prioritising learning and development.
LEARNING
& DEVELOPMENT
Where staff seek to progress within the
organisation, e.g. into management, or from
management to senior management, the
competencies can be used to help employees
understand what is expected at the more senior
role and plan their development.

Competencies can be used to communicate the

expected standards to those applying for jobs.
In interview, candidates can be tested against the
RECRUITMENT
competencies, to assess how well suited they are
to a given role and help ensure the right person
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is appointed.
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Core competency framework
COMPETENCY & DEFINITION
CUSTOMER SERVICE
& SUPPORT
Takes personal responsibility
for delivering an excellent
service to meet internal and
external customer needs.
TEAM & PARTNERSHIP
WORKING
Committed to working
with team, partners and the wider
community to achieve common
goals and ensure performance
at the highest level.
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SKILLS/
EFFECTIVE BEHAVIOURS INEFFECTIVE BEHAVIOURS
ATTRIBUTES
G Is interested in customers and attentive G Sees customers as interruptions
Responsive
Empathic to their needs to ‘the day job’
G Treats customers politely and respectfully G Is abrupt, dismissive or patronising
Approachable
Assertive G Strives to build quality relationships G Blames other people or other departments
with customers for mistakes
G Considers the impact of own behaviour and G Avoids dealing with difficult customers
actions from a customer perspective G Gives poor service to customers seen
G Makes it easy for customers to access the service as demanding
G Encourages and uses customer feedback G Allows the customer to suffer because
to improve the service of personal or internal issues
G Acts assertively. Is open and realistic about
what can be achieved
G Sees things through and does what they say
they will
G Is a team player and makes the effort G Takes the credit for others’ work
Co-operative
Reliable to participate fully in the team G Constantly distracts or disrupts the team
G Has a positive view of collaborative working
Participative G Cherry picks the best/most interesting tasks
Trustworthy G Shares appropriate information and G Works in isolation or only with immediate
knowledge willingly with others colleagues
G Is reliable and approachable G Repeatedly finds fault with other people’s
G Supports colleagues to achieve goals ideas and/or actions
G Balances a focus on task with attention
to relationships
G Helps the team to try different ways
of thinking and working
G Understands the wider operating context
and the impact of own role
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Core competency framework
COMPETENCY & DEFINITION
RESPECTING DIVERSITY
& EQUALITY
Encourages and values the
contribution of all people;
recognises the benefits of
difference.
COMMITMENT &
ACCOUNTABILITY
Committed to working
with partners and the wider
community to achieve common
goals and ensure performance
at the highest level.
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SKILLS/
EFFECTIVE BEHAVIOURS INEFFECTIVE BEHAVIOURS
ATTRIBUTES
G Respects people from varied backgrounds G Tries to impose personal views and
Respectful
Tolerant G Is open to diverse views and sensitive to group work methods
differences G Ridicules others and dismisses their
Open minded
Challenging G Sees diversity as opportunity and strength views
G G Assumes all people are the same
Challenges bias and intolerance
G G Ignores discrimination
Is aware of how own culture, beliefs and
attitudes affect their behaviour.
G Takes pride in working for the City Council G Puts self interest first
Co-operative
Reliable G Does the job to the best of their ability and has an “I’m alright
Participative G Is loyal to the values of the organisation, Jack” attitude
G Maliciously or
Trustworthy especially when communicating with others
G Meets commitments and keeps promises carelessly damages
G
the reputation of the
Works consistently to promote a positive
City Council
working environment G Coasts – only does
G Is aware of the impact of individual actions
enough to get by
and behaviours on the reputation of the G Blames the system or others
organisation
G
for own poor performance
Is prepared to admit mistakes
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Core competency framework

COMPETENCY & DEFINITION
PERSONAL
EFFECTIVENESS
Is aware of own impact on
others; works to develop own
strengths and capabilities.
SKILLS/
EFFECTIVE BEHAVIOURS
ATTRIBUTES
G Realises that own feelings affect performance
Self awareness
Self confidence G Is confident in own ability to work with others
Self-composure G Choose to control own behaviour and
responses;
G G
Remains calm and level-headed under pressure
G G
Is keen to develop own abilities and strengths
G Organises time effectively, plans ahead and
deals with issues as they arise
G Learns from experience, is open to feedback
and able to ask for support when necessary
INEFFECTIVE BEHAVIOURS
G Is indifferent to how they come across
to others
G Deliberately indulges in volatile
or emotionally unpredictable behaviour
Takes personal problems out on others
Uses status or experience to undermine
others
G Intimidates or upsets others through
destructive feedback
G Uses non-verbal behaviour to express
negative feelings

MOTIVATION
& DRIVE
Sets high standards for
personal performance and
shows determination to meet
goals. Focuses on achieving
positive outcomes.
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G Focuses on the end result and takes G Moans and demoralises others
Persistence
Energy deadlines seriously G Is content to deliver what is adequate
G Is determined to do a good job
Optimism G Gives up easily
Enthusiasm G Understands own motivation
Attention to detail and enthuses others
G Takes personal responsibility for making
things happen
G Pro-actively looks for better ways of working
and delivering the service
G Remains positive and puts difficulties
into perspective
G Strives to get things right first time, every time
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Core competency framework
COMPETENCY & DEFINITION
ADAPTABILITY &
FORWARD THINKING
Looks to the future,
understanding and adapting
to the need for change.
COMMUNICATION
Communicates effectively in
a clear, concise and open manner.
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SKILLS/
EFFECTIVE BEHAVIOURS INEFFECTIVE BEHAVIOURS
ATTRIBUTES
G Takes the initiative to look for solutions G Takes things personally all the time
Flexibility
Resilience rather than identifying problems G Is inflexible; and sticks to the same
G Is willing to try out new ideas and ways course of action
Creativity
Pro-active of working G Is cynical and negative about change
Initiative G Is receptive to change, reacts quickly G Always takes a narrow view
and implements it positively of own role
G Adjusts well to shifting priorities and
is confident in own skills and abilities
G Adapts own behaviour in response
to unexpected obstacles or challenges
G Sees change as opportunity and makes
the best of new situations
G Uses plain language to communicate clearly G Gives contradictory
Clarity
Sensitivity at all levels or conflicting messages
G Uses the simplest and most appropriate means G Is aggressive, sarcastic
Courtesy
Listening of communication for the situation or patronising to others
G Ensures understanding by listening carefully G Uses email to avoid
G Speaks as they would like to be spoken difficult conversations
to themselves G Hides behind jargon
G Uses appropriate/effective body language G Dominates conversations
and tone to improve communication G Interrupts when others
G Adopts a consistently friendly and are speaking
approachable manner
G Shows sensitivity to others needs and feelings
when communicating
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Competencies for first line managers
COMPETENCY & DEFINITION
DEVELOPING PEOPLE
& TEAMS
Creates opportunities to maximise
the potential of people and teams.
INFLUENCING
& NEGOTIATING
Builds effective relationships.
Influences others to gain support
for ideas and commitment for
particular courses of action.
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SKILLS/
EFFECTIVE BEHAVIOURS INEFFECTIVE BEHAVIOURS
ATTRIBUTES
G Encourages people to work together as G Puts self-interest before staff interest
Supportive
Empowering a team G Is impatient with others when they ask
G Builds team identity and commitment for help
Innovative
Coaching G Develops staff through coaching & mentoring G Doesn’t see any benefit in ‘team building’
G Makes time available to support individuals G Blocks development opportunities
G Encourages staff to make best use of their
abilities
G Gives praise where it is due
G Successfully develops staff for future roles
in the organisation
G Promotes a friendly and co-operative climate G Moans and demoralises others
Credible
Diplomatic G Handles difficult situations with tact G Is content to deliver what is adequate
Persuasive and diplomacy G Gives up easily
Adaptable G Uses a variety of means for influencing others
G Quickly establishes positive communication
G Works to build consensus and looks for
win-win solutions
G Is aware of the impact of own actions
and words
G Is assertive without being insensitive
G Adapts own style to impact positively
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Competencies for first line managers
COMPETENCY & DEFINITION
MANAGING
PEOPLE
Committed to managing and
motivating a high performing
team.
DELIVERING
RESULTS
Achieves measurable results
and continuous improvement.
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SKILLS/
EFFECTIVE BEHAVIOURS INEFFECTIVE BEHAVIOURS
ATTRIBUTES
G Clearly identifies and communicates what G Is reluctant to deal with poor
Consistency
Assertiveness is expected of staff performance
G Delegates effectively and knows when to step G Is inconsistent in approach
Listening
Feedback in and when not to managing performance
G Deals effectively and openly with difficult G Is only interested in the task
issues and not the people
G Builds and maintains team motivation G Shows favouritism by allocating
G Makes best use of team expertise to improve tasks unfairly
team performance
G Provides regular feedback to manage, review
and improve future performance
G Is visible and approachable to staff
G G
Timeliness Takes responsibility for ensuring plans are Finds it difficult to say
Quality focus delivered on time and outcomes are monitored ‘No’ to unreasonable
Planning/ G Thinks ahead to spot problems requests
or opportunities G Cannot see ‘the wood
organising
Decisiveness G Sets and meets challenging goals for the trees’
G G Puts off making
Prioritises, prepares in advance and sets
realistic timescales decisions
G G Is disorganised and
Shows a creative and constructive approach
to problem solving works in chaos
G Constantly seeks to improve the way things
are done
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City leadership & management framework – Personal effectiveness
COMPETENCY & DEFINITION
PERSONAL IMPACT
Operating effectively at individual,
group and organisational levels with
the wider community.
CONTRIBUTION
Adds value to the organisation.
RESILIENCE
The ability to keep going in difficult and
challenging circumstances.
COMMUNICATION
The ability to communicate in effective
and compelling manner.
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SKILLS/
EFFECTIVE BEHAVIOURS INEFFECTIVE BEHAVIOURS
ATTRIBUTES
Self development G Consistently sets a high standard of personal honesty, integrity G Takes the credit for others’ achievements/work
Self confidence and fairness G Has blind spots about own abilities and does not see the
Self awareness G Actively seeks feedback and opportunities for personal need for development
Professionalism development G Is indiscreet
Respect for others G Understands own strengths and weaknesses G Displays professional arrogance
G Is aware of personal impact on others G Is unapproachable
G Make explicit what they stand for in terms of their ethics,
values and standards of behaviour
G Learns from mistakes or resistance and moves on to achieve
important objectives in other ways
G Demonstrates a “can do” attitude
Influence G Inspires and generates a positive supportive response from G Low contributor to groups
Enthusiasm staff, managers and colleagues G Ignores the concerns/opinions of others
Responsibility/ G Provides a positive role model G Doesn’t accept responsibility for own actions and behaviour
accountability G Sees and seizes opportunities to make things happen or do
things which make a positive difference
G When resistance encountered, looks for alternative ways G Gives up at first sign of resistance
Tenacity
to achieve the end goals G Changes professional advice in response to pressure
Perseverance
G Pursues important objectives despite setbacks and deals G Takes failure personally
Self motivation
effectively with any conflicting interests G Doesn’t know when to give up, to the detriment of the team
Composure
G Learns from mistakes and moves on
G Willing to be patient in the achievement of long-term goals,
overcoming obstacles on the way
G Controls own pressure even in very difficult situations, without
unduly impacting on others
G Maintains a positive outlook and avoids unproductive
confrontation
G Communicates complex ideas in a way that can be easily G Uses communication methods that excludes others e.g jargon
Persuasive
understood G Gives conflicting or contradictory messages
Sensitivity
G Recognises their own preferred communication style, how G Uses “one way” communication
Open minded
it is received by others and if necessary be prepared to adapt G Fails to deliver difficult messages honestly and openly
or change
G Ability to communicate clearly and persuasively in order to get
commitment from others
G Checks for shared understanding
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City leadership & management framework – Leadership
COMPETENCY & DEFINITION
STRATEGIC FOCUS
Having an outward looking, long-term
approach to develop and deliver the vision
for the Council.
CORPORATE FOCUS
Taking responsibility for the direction
and performance of the organisation
as a whole.
MANAGING CHANGE
Understands and applies sound principles
for the management of change.
MANAGING FOR RESULTS
Working consistently to set and achieve
objectives by establishing a culture of
outcome-focussed working.
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SKILLS/
EFFECTIVE BEHAVIOURS INEFFECTIVE BEHAVIOURS
ATTRIBUTES
Creativity G Contributes effectively to strategic thinking G Accepts existing assumptions and the prevailing culture
Long-term planning G Gets commitment to the vision from Members and key G Does not take account of the diverse needs of the
(conceptual stakeholders community
and analytical) G Forecasts future scenarios and feeds these into planning processes G Is concerned with short term issues and detail
Organisation awareness G Keeps up to date with and responds to Local Government
Direction setting challenges/agenda
G Evaluates options before making a choice
G Ensures strategy incorporates stakeholder needs
G Actively takes on a community leadership role
Collaboration G Uses the vision to develop goals for organisational change G Gets immersed in detail
Initiative and improvement G Fails to translate the vision into own service
G Focuses on service delivery in the context of corporate priorities planning
G Maximizes the potential for diversity within the organisation G Has insular approach to job
for managing people G Blocks ideas and discussion
G Promotes a learning organisation
G Evaluates performance against vision and strategy
G Challenges accepted practices
G Analyses the external and internal environment and G Fails to understand reasons for
Adaptability
Critical thinking understands the need to change resistance to change
G Defines the change and assigns resources to its implementation G Sees change as upheaval rather
Credibility
G Champions the agreed change and gains support from all than growth
Influence
stakeholders G Creates a culture of distrust by
G Manages feelings of insecurity and resistance to change sending mixed messages
G Promotes efficient and effective communication practices G Does not involve and enthuse
G Delivers on promises staff in the change process
G Continually reviews, refines and learns from the results of the G Fails to support staff through
change programme the change
G Communicates the vision effectively and continually
G Turns strategic goals into specific objectives and tasks that G Fails to identify the cause
Decisiveness
Problem analysis include equality and diversity targets of problems
G Sets and agrees objectives which are realistic, achievable and G Allows identified problems to drift
Evaluation
Assertiveness cost effective taking into account available resources and hopes for the best
G Ensures action plans are produced with clearly identifiable G Refers difficult issues/problems
“milestones” of progress and achievement which are regularly to someone else
reviewed G Continues to follow a course of action
G Evaluates results and shares the learning with others when it is already proving unworkable
G Presents the arguments clearly, succinctly and assertively for
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G Makes decisions on time
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City leadership & management framework – Partnership & community
COMPETENCY & DEFINITION
PARTNERSHIP WORKING
Developing partnerships to support
shared objectives and achieve
collaborative working.
COMMUNITY ENGAGEMENT
Committed to engaging with
stakeholders to continuously review
and improve services.
POLITICAL KNOWLEDGE
& SENSITIVITY
Working with and supporting members
to understand the impact on the
organisation of political interests and
the wider agenda.
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SKILLS/
EFFECTIVE BEHAVIOURS INEFFECTIVE BEHAVIOURS
ATTRIBUTES
Influence G Looks for opportunities to maximise resources/creative G Thinks the Council has the right to decide
Networking use of resources G Uses professional status as a block to partnership
Empathy G Strives to create the conditions for successful working
Advocacy partnership working G Works only within own silo/Council
Diplomacy G Recognises the role the Council plays in facilitating G Stays in the office!
partnership working
G Acts as an ambassador for the City Council in any
context (adding value)
G Mediates between conflicting interests to seek solutions
G Networks with other Councils and partner agencies
to co-ordinate activities and share learning
Influence G Seeks involvement from hard to reach and excluded G Arrogant and/or patronising attitude
Networking groups G Favours one or more groups to the exclusion
Empathy G Sets clear parameters to avoid unrealistic expectations of others
Advocacy G Carries out consultation in a planned and G Conducts consultation in isolation from the rest
Diplomacy measurable way of the Council
G Communicates appropriately using a range of techniques G Consults only to “tick the box”
G Changes the way things are done in response to what G Consults with everybody in sight!
users have to say
G Feeds back to show people how their contributions
affect decision-making
Influence G Pro-actively works to develop and maintain open G Doesn’t know or care who the key councillor
Networking working relationships with councillors contacts are for their own service area
Empathy G Understands what Councillors want to achieve and G Fails to keep informed of relevant political issues
Advocacy supports them to find appropriate solutions G Blames councillors
Diplomacy G Manages Councillors’ expectations G Avoids contact with councillors whenever possible
G Is aware of potential political reactions and takes
appropriate steps to minimise resistance
G Recognises the community leadership role of councillors
G Briefs councillors impartially, openly and flexibly
G Supports and encourages councillors to develop
themselves within their wider political role
G Values the experience and perspectives contributed
by Councillors
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City leadership & management framework – Performance management
COMPETENCY & DEFINITION
MANAGING PEOPLE
PERFORMANCE
Committed to developing and
maintaining a high performing
workforce.
MANAGING PROJECTS
& RESOURCES
Ensuring projects contribute towards
the City Council’s objectives and that
the capacity/capability is available to
deliver these.
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SKILLS/
EFFECTIVE BEHAVIOURS INEFFECTIVE BEHAVIOURS
ATTRIBUTES
Sets standards G Involves all staff by encouraging ideas and discussion G Is inconsistent when dealing with people
Delegation G Builds a sense of being valued and being part of performance
Teambuilding something which is exciting and worthwhile e.g. regularly G Holds on to tasks they like to do
People development/ uses praise in a genuine and sincere way G Doesn’t believe in “team-building”
succession planning G Builds teams with the appropriate skills mix to achieve G Criticises performance without providing
Promotes equality objectives examples or support
and diversity G Allocates roles and responsibilities clearly and fairly G Provides vague objectives and is unclear
Coaching and G Openly tackles conflicts/tensions and disputes about outcomes required
mentoring G Regularly reviews performance and encourages staff G Ignores poor performance and difficult issues
to take responsibility for their own development G Blocks development opportunities
G Provides timely, constructive and regular feedback G Interested only in the task and not
and encourages staff to reciprocate the people
G Ensures that staff development implications are identified G Appoints/promotes/prefers people
as a key element of any service development plan who offer no challenge to own
G Develops individuals and builds on their strengths position and will not be stretching
to meet the needs of the organisation in the future to manage
G Promotes openness and trust G Passes on poor performers for
G Challenges discriminatory behaviours others to deal with
Effective judgement G Gains agreement at the outset to the scope of the project G Is rigid in approach
and decision-making G Celebrates achievements/milestones along the way G Overlooks key facts and data
Problem solving G Understands how the project links to corporate G Fails to communicate the links
Time and resource objectives aligned to corporate priorities between major project and
management G Analyses and assesses the impact on resources objectives of the service and
Risk management G Works with people to think through development departments
options and produce realistic plans based on analysis G Is unaware of the skills
rather than emotions needed to manage a project
G Abandons or varies projects or their plans when effectively
necessary with agreement G Focuses on ‘pet’ projects
G Monitors time and resource plans, predicts when the
project will vary from its plan and takes action
G Identifies, assesses and mitigates risks
G Ensures that projects are seen through and completed
G Learns lessons from completed projects
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City leadership & management framework – Performance management

COMPETENCY & DEFINITION
MANAGING INFORMATION
& KNOWLEDGE
Creating environments for sharing
organisational and personal knowledge.
SKILLS/
EFFECTIVE BEHAVIOURS INEFFECTIVE BEHAVIOURS
ATTRIBUTES
Information G Keeps colleagues up to date with relevant and timely G Expects others to keep them informed
gathering/networking information. G Fails to build positive networks and relationships
Information G Is well informed on social, political and economic issues with partners, colleagues in related organisations
and knowledge involving the organisation and voluntary groups/community leaders
dissemination G Demonstrates a breadth and diversity of knowledge representing minority groups
Building expert related to the organisation G Deliberately withholds information
(best practice) G Seeks out opportunities to network within and outside
knowledge the organisation
G Shares own knowledge

CUSTOMER FOCUSED SERVICE

DELIVERY
Ensuring that the service is focused on
the needs of the customer
Responsiveness G Ensures that a user/customer focus is established for all
Proactivity areas of the community
Awareness of specific G Ensures wherever possible that the workforce
needs, e.g. equality is representative of the customer base
and diversity G Gives clear explanations when customer expectations
cannot be met
G Seeks out examples of best practice to raise and maintain
the quality of customer service
G Goes the extra mile for the customer
G Provides consistent opportunities for individuals from
diverse communities to access services and information
G Seeks customer feedback and acts on it
G Only provides what is expedient or convenient
G Allows those who shout loudest to take priority
G Blames others in the Council when talking
to customers
G Reacts defensively to criticism
G Doesn’t do what they say they’re going to do
G Applies stereotypes to individuals/groups/communities
G Hides behind jargon
G Develops a rigid ‘one size firs all’ approach

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