Auckland City behavioural competency framework

0.5 x Find out more: phone 09 379 2020 or visit www.aucklandcity.govt.nz

Contents
Introduction What are competencies? Why do we need a competency framework for the whole organisation? Use of behavioural competencies Using the framework The GREAT culture model Giving a voice to everyone Valuing others perspectives Consultation, engagement and participation Realising our potential Growth through learning Managing change Enhancing our reputation Supporting Auckland City Innovative problem solving Customer service Communication Acting collaboratively Building relationships Collaboration Taking accountability Being accountable Achievement focused Strategic focus 2 3 4 5 6 6 7 8 8 9 10 10 11 12 13 14 14 15 16 16 17 18 2 2

Auckland City behavioural competency framework

Introduction

To achieve our vision for Auckland to become a sophisticated, growing and vibrant international city with a soul we need to take a journey from being a good organisation to becoming a great organisation. Part of being a great organisation is about having great people with the skills, knowledge and behaviours needed to meet the objectives of our organisation.
The purpose of this framework is to describe the generic skills, knowledge and behaviours that are essential for Auckland City employees to perform their jobs successfully and in line with our GREAT culture model and A to G leadership model.

What are competencies?

Competencies represent clusters of behaviours, skills, abilities and knowledge that are required to be successful in a job. This framework describes broad competencies for employees across Auckland City. The competencies are anchored by the GREAT culture model and have been developed from behaviours described in our culture and A to G leadership models. Therefore, the behaviours are not specic to a particular job. We have described different levels of behaviour for each competency. These levels will differ for the various roles within the organisation.

Why do we need a competency framework for the whole organisation?

Good to great To make the journey from a good organisation to a great organisation we need a consistent set of competencies across Auckland City to ensure we are all moving in the same direction. Consistent leadership Our A to G 360 feedback tool provides leaders with feedback on the behaviours important for a leader at Auckland City. By ensuring the behaviours we measure our leaders against are represented in our competency framework, we build clarity from recruitment through development about what is important for Auckland City leadership.

Auckland City behavioural competency framework

Use of behavioural competencies

Competencies act as a key link between major people processes and are used to: Attract and select the best employees based on the behaviours that are key to success in the job and in Auckland City. Align performance development by measuring performance against the behaviours that are important for the individual performing the role and are consistent with our culture. Ensure learning and development is focused, which assists employees to learn and grow with a focus on what is important to them and to the organisation. Support our journey from good to great. By using competencies in every area of our people processes we are all supporting our organisation to move from being a good organisation to becoming a truly great one.

Reward and recognition

Performance development (PDP)

Organisation GREAT culture development

Competencies Consistent language and expectations

Attraction and selection

Leadership development

Learning and development

The common link: competencies form the common link between core people processes. (Diagram adapted from the Alberta Public Service Model.)

Auckland City behavioural competency framework

Using the framework

The framework is divided into the ve elements of the GREAT culture model. Beneath each element, competencies are described and, within each competency, there are three levels and associated behaviours. The levels are cumulative, in other words, behaviours in the previous level are generally prerequisites of the next level up.
Different jobs have different requirements; therefore, competencies and associated levels that are essential for one job will differ from another. Typically, level 3 behaviours described in this framework are relevant for senior management positions and level 2 behaviours will be more relevant to team leader, section manager and specialist positions. Behaviours from our A to G leadership model are incorporated into levels 2 and 3 of each competency. Aspects of level 1 will be relevant to all jobs across the organisation and incorporate behaviours from our GREAT culture model.

Auckland City behavioural competency framework

The GREAT culture model

Elements and competencies The GREAT culture model provides the anchor for thirteen identied competencies. Each competency sits under the relevant culture element.

Working as one organisation to be a sophisticated, growing and vibrant international city with a soul

Giving a voice to everyone

Valuing others perspectives Consultation, engagement and participation

Realising our potential

Growth through learning Managing change

Enhancing our reputation

Supporting Auckland City Innovative problem solving Customer service Communication

Acting collaboratively

Building relationships Collaboration

Taking accountability

Being accountable Achievement focus Strategic focus

Auckland City behavioural competency framework

Giving a voice to everyone

Valuing others perspectives: Works hard to understand others points of view, values different perspectives and uses others diverse strengths.

Level 1:
listens non-judgmentally to others opinions and contributions regardless of whether they agree with them deals with differences in peoples styles, opinions, backgrounds and beliefs in ways that leave them feeling respected and valued treats everyone with dignity, fairness and respect regardless of background and position

Level 2:
supports the organisations commitment to encouraging balanced lifestyles and family-friendly work practices builds teams that include and value diversity and different views supports fair treatment and opportunity for all includes the diverse views and strengths of others in the workplace promotes and encourages the emotional and physical well-being of all team members

Level 3:
appreciates and leverages the capabilities, insights and ideas of all individuals, regardless of background adapts leadership style to effectively work with individuals of diverse style, ability, motivation and views builds a workplace culture that includes and values diversity

Auckland City behavioural competency framework

Giving a voice to everyone

Consultation, engagement and participation: Engages with the community, residents, ratepayers and other stakeholders to seek their input into Auckland Citys decision-making.

Level 1:
understands and appreciates the diversity of the organisation and its community keeps up to date with decisions affecting the organisation, the community and stakeholders listens with an open mind to the ideas and input of all relevant parties understands how own actions may impact on others understands the need to engage with affected stakeholders before any decision is made understands Auckland Citys consultation policies (internal and external)

Level 2:
effectively plans for consultation and decision making effectively identies and engages affected stakeholders uses effective communication channels to inform the organisation, community and stakeholders about projects that are likely to impact them proactively seeks relevant stakeholders for their opinions and contributions listens objectively to stakeholder input, and uses it to inform decision-making applies appropriate research methods to gather community and stakeholders views monitors and evaluates the effectiveness of the consultation process and raises awareness of possible issues early on with the appropriate people actively pursues opportunities to maintain and develop relationships with stakeholders

Level 3:
shares and encourages others to share knowledge and learning from past consultation processes effectively identies key areas of risk arising from consultation actively engages organisational stakeholders involved in key projects, initiatives or programmes of work ensures effective consultation processes and plans are implemented ensures Auckland City strives for best practice, by encouraging employees to evaluate the effectiveness of our consultation ensures consultation outcomes are used appropriately in decision-making

Auckland City behavioural competency framework

Realising our potential

Growth through learning: Actively seeks opportunities to grow and develop self and others through learning and reection so that we reach our collective potential.

Level 1:
is actively committed to growing and developing their potential to make a real difference in all they do looks for opportunities to push and stretch self is open to motivational and corrective feedback from others to develop both their condence and competence learns from mistakes by reecting on how they occurred and how they could be prevented in the future assimilates new learning and applies to job in a timely manner

Level 2:
actively identies new areas for learning for self and others supports others in their learning and development to be the best they can be regularly creates and takes advantage of learning opportunities delivers powerful motivational feedback to others honestly and constructively to develop their condence delivers powerful corrective feedback to others honestly and constructively to develop their competence puts time and effort into building and sustaining the talent of their people through coaching them to improve their performance ensures direct reports have a current performance and development plan that they own and work on regularly

Level 3:
focuses on developing the collective capability of their team to meet the challenges set by the organisation, for the good of the city delegates effectively by allocating decision making and/or task responsibility to appropriate others to maximise the organisations and individuals effectiveness consistently uses appropriate methods and interpersonal style to develop, coach, motivate and guide team towards successful completion of objectives

Auckland City behavioural competency framework

Realising our potential

Managing change: Is open and responsive to change initiatives and understands change as integral to both individual and organisation development. (Changes include people, process, place and technology.)
Level 1:
responds positively to change initiatives contributes constructively to organisational change issues accepts change as part of the business process sees the growth and development opportunities afforded through change

Level 2:
actively seeks information and monitors change impacts at team level builds peoples capacity for responding positively to and dealing with organisational change initiatives encourages others to seek opportunities for different and innovative approaches to addressing problems and opportunities

Level 3:
uses positive communication to inspire others of the need to change facilitates the implementation and acceptance of change within the workplace initiates and drives change initiatives throughout the organisation ensures change initiatives are aligned with the organisations vision measures the impact of change initiatives at the organisation level

Auckland City behavioural competency framework

Enhancing our reputation

Supporting Auckland City: Is passionate about working for Auckland City. Communicates the organisations vision with pride and behaves in ways that are consistent with the desired culture.

Level 1:
knows what the vision is and actively promotes Aucklands vision to our customers, citizens and stakeholders talks with pride about working at Auckland City, even when others challenge them or talk disparagingly about the organisation models behaviours that are consistent with our direction and are focused on delivering service to our customers

Level 2:
encourages team members to be positive about Auckland and the organisations future direction, and constructively challenges them when they are not ensures that procedures, policies and systems reect the organisations culture and vision ensures new team members are provided with appropriate opportunities to learn about the organisation, its vision and culture inuences the consistent application of organisation-aligned behaviours within their teams and groups

Level 3:
communicates their passion for our organisations vision in ways that leave others feeling excited and positive about Auckland and its future sells concepts or vision of the future using a range of tactics and appropriate inspirational language that generates energy and commitment toward achieving the vision manages the political and organisational interface in ways that support and further the organisations objectives cultivates the development of a great culture by keeping the organisations vision and desired culture at the forefront of decision making and action

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Auckland City behavioural competency framework

Enhancing our reputation

Innovative problem solving: Works to understand problems and issues and seeks innovative ways to solve problems and make improvements.

Level 1:
recognises problems and issues as they arise breaks a problem down to manageable parts and looks for patterns to understand causes seeks relevant information about the problem and draws sound inferences from the information gathered looks for innovative ways and opportunities to do own job better

Level 2:
looks for innovative ways to achieve solutions that use all relevant facts, and balances needs of customers, stakeholders and the organisation develops innovative ways that create value for the organisation by critically analysing issues from different perspectives looks for opportunities to improve team/group activities and results, and contributes to implementation proactively shares information and knowledge with others across groups to encourage innovation questions why and encourages new ways of working to advance Auckland Citys success

Level 3:
takes a holistic approach to problem solving, considering the wider context and environment in which Auckland City operates to turn potential problems into opportunities facilitates innovative ideas from others is able to envisage how potential ideas may play out and which of them will create value for the organisation is able to promote and market innovative ideas

Auckland City behavioural competency framework

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Enhancing our reputation

Customer service: Understands and anticipates the needs of our customers and works to satisfy those needs by always doing what we say we will.

Level 1:
understands who their customers are interacts with all customers in a way that demonstrates genuine concern and respect assists with all customer queries accurately and promptly demonstrates commitment to the resolution of customer requests keeps customers informed of processes and procedures provides customers with sufcient information to allow them to make choices about solutions models behaviour consistent with Auckland City customer service ethic

Level 2:
works with customer to fully understand their needs and requirements and tailors solutions is proactive in identifying opportunities to add value in all aspects of customer interaction strives to develop innovative ways to improve customer service seeks and acts on feedback from customer groups demonstrates an understanding of longer-term customer needs and how these needs can be met encourages others to reect group and organisational approach to customer service maintains two-way communication with customers

Level 3:
encourages a service ethic, which values customers by providing choice, access and value works with internal and external stakeholders in ways that positively grow the organisations reputation and inuence in the community leads a customer-centered approach to decision making ensures processes and policies are aligned to organisations customer service strategy ensures customer focused outcomes are an integral part in group and organisational strategies differentiates service based on the different needs of customer groups

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Auckland City behavioural competency framework

Enhancing our reputation

Communication: Clearly and condently communicates and presents information in ways that are appropriate to the audience.

Level 1:
communicate clearly using a variety of channels writes clearly and concisely and applies get it write principles uses plain language whenever communicating clearly communicate the reasons behind the decisions they or the organisation makes actively listens to hear what others have to say uses relevant verbal and non verbal cues to check for understanding

Level 2:
communicates verbally and in writing with people inside and outside the organisation in ways that create positive connections written communication provides evidence of clearly articulated thinking and well reasoned arguments leading to relevant recommendations demonstrates commitment and belief in the message they deliver condently presents information to team and other groups across the organisation facilitates meetings and groups in a way that encourages others participation works to achieve buy-in from others by taking the time to clearly communicate ideas to them

Level 3:
condently, articulately and persuasively presents information and arguments in a range of forums, eg team meetings, executive team, council committees expresses thoughts, feelings and ideas effectively in both one-on-one and group situations (includes appropriate nonverbal communication) presents ideas clearly when given time for preparation (including use of visual aids); clearly expresses ideas in memos, letters and reports that have the appropriate organisation and structure, correct grammar and language

Auckland City behavioural competency framework

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Acting collaboratively
Building relationships: Develops and maintains honest and productive relationships by getting to know and working with others strengths.

Level 1:
takes the time to get to know fellow team members and colleagues is approachable, open, non-defensive and transparent in their dealings with others builds appropriate rapport, maintains open and honest discussions with customers, colleagues and stakeholders addresses issues directly and constructively with others rather than talking about them behind their backs recognises the importance of networking and building relationships in the achievement of day to day work

Level 2:
spends time getting to know and staying connected with team members to ensure they feel valued demonstrates genuine interest in what team members are working on, the progress they make and any difculties they may experience proactively works to build and maintain relationships and networks both internally and externally to share knowledge and achieve business goals is aware when their actions upset or cause offence and take action to address the situation empathetically takes responsibility for proactively repairing dysfunctional or damaged relationships with others

Level 3:
builds trust by interacting with others in ways that instill condence in their intentions and those of the organisation actively seeks out and acts on opportunities to partner with peers to champion initiatives in support of organisational goals and objectives assists others to build relationships and networks

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Auckland City behavioural competency framework

Acting collaboratively
Collaboration: Achieves organisational objectives through working together, freely sharing knowledge and using others strengths.

Level 1:
works seamlessly together with others to deliver on organisational objectives shares relevant knowledge and information with others engages in transparent robust debate to ensure all points of view are thoroughly discussed and tested shares credit with others rather than taking the glory for themselves

Level 2:
proactively seeks others contributions and leverages others strengths and expertise to achieve organisational objectives encourages others to willingly share knowledge and information role models collaborative behaviour in the way they work with external people regardless of peoples position or group role models collaborative behaviour in the way they work with internal people regardless of peoples position identies the organisational implications of the work they are involved in and signals early to those who could have an interest that they want and welcome their involvement makes it easy for others to work with them and their team

Level 3:
encourages people to work together collaboratively and constructively challenges those who dont establishes processes that encourage and foster collaborative working within and across groups creates an environment and culture of openness, trust and knowledge sharing identies opportunities and takes action to build strategic relationships between own group and other areas, teams, groups, divisions or organisations to help achieve organisational goals

Auckland City behavioural competency framework

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Taking accountability
Being accountable: Takes responsibility and accountability for the delivery of the work they are involved in, and maintains integrity and ethical standards.

Level 1:
accepts ownership for nishing what they start and delivering what they say they will uses own and others time productively, is always prepared and keeps people up to date with progress honours commitments to deadlines and timeframes negotiates realistic timeframes for delivery acts ethically and with integrity in everything they do constructively challenges others who talk about people behind their backs takes responsibility for own health, safety and well-being maintains own well-being to ensure they are healthy and productive

Level 2:
takes scal responsibility seriously and ensures the best value is delivered to customers and citizens takes an organisation view to put the interests of the organisation rst, ahead of their own and their teams interests holds others accountable for delivering on their promises and commitments acknowledges personal responsibility for outcomes, even when not all elements are within their direct control constructively deals with non-performance and manages it in ways that deliver benet to the organisation understands own strengths and limitations as well as their impact on others

Level 3:
conducts interactions with peers, senior management and stakeholders in a politically astute way demonstrates prudent nancial stewardship in the way they manage their business publicly supports organisational decisions and initiatives, even if they hold a differing view, whilst debating the decision demonstrates evidence of having taken into account the needs of future generations in the way they create strategy, plan and execute

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Auckland City behavioural competency framework

Taking accountability
Achievement focused: Focuses on the job at hand by prioritising, setting objectives and consistently working to achieve results in line with the organisations goals.

Level 1:
plans and organises work and time effectively demonstrates the ability to work effectively on a range of tasks or projects at one time able to work well on own and as an effective part of a team to deliver results action-focused in all they do and constructively overcomes obstacles to deliver to agreed expectations delivers outcomes consistent with the results expected from their position takes time to celebrate the achievements and successes of those they work closely with and those in other teams

Level 2:
sets challenging objectives for self and others in line with the organisations direction constructively removes obstacles that get in the way of others achieving their agreed objectives takes responsible risks to achieve results consistent with the organisations strategic direction provides evidence that shows they consider a range of risk related options when recommending a course of action constructively challenges people who hide behind processes as a means of avoiding making decisions and delivering results manages resources and people effectively to deliver results recognises the importance of delivering on agreed outcomes and goes out of their way to reward excellence uses appropriate measurement methods to monitor progress toward objective achievement recognises and celebrates team accomplishments and successes

Level 3:
tenaciously works to meet or exceed goals while deriving satisfaction from the process of achievement and continuous improvement obtains information and identies key issues and relationships relevant to achievement of long-range objectives commits to a course of action to accomplish a long-range objective after having developed alternatives based on logical assumptions, facts, available resources, constraints and organisational values manages people and resources consistent with organisational objectives proactively negotiates access to resources outside own domain when necessary

Auckland City behavioural competency framework

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Taking accountability
Strategic focus: Takes a big picture view of what the organisation is striving to achieve and ensuring that what they do contributes to our vision for the future

Level 1:
understands the importance of making decisions that address the immediate issue as well as considering the bigger picture appreciates the need for long-term strategies for the organisation and community in order to deliver on LTCCP keeps up to date with current issues and future trends

Level 2:
anticipates future consequences and trends and their likely impact on the organisation seeks and shares relevant information to help strategic planning and thinking contributes to business planning by taking into consideration the wider organisation context translates the organisational vision into purposeful goals and objectives for others

Level 3:
ensures others understand how what they do ts with our organisations vision, our key strategic challenge(s) and our journey from good to great engages others in forward looking processes to identify appropriate opportunities and challenges around organisational direction provides an organisation-wide and future-focused view to developing strategies ensures strategies and strategic plans are aligned and performance monitored accordingly with LTCCP

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Auckland City behavioural competency framework

Notes:

Auckland City behavioural competency framework

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Notes:

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Auckland City behavioural competency framework

For further copies: please phone HR Services Line: ext 7215

0.5 x Find out more: phone 09 379 2020 or visit www.aucklandcity.govt.nz