GLOSSARY OF BEHAVIOURAL FACTORS WITHIN THE 7 LEVELS OFRESPONSIBILITY

Complementing SFIA’s professional skills framework, this section highlights the
behavioural factors within the 7 Levels of Responsibility across the 5 key attributes ofAutonomy, Influence, Complexity, Business skills and Knowledge.
The breakdown of each level of responsibility with a behavioural factor provides anessential tool in support of the complete skills management lifecycle and associatedactivities. It can provide building blocks for creating, or integrating with, an organisation’s
own behavioural competency framework.
In accordance with the design principles of SFIA, the behavioural factor descriptions are
generic in content to ensure they can be universally applied to an organisations’structure, capability framework and ways of working.

INDEX OF BEHAVIOURAL FACTORSCollaboration

P4

Communication

P5

Creativity

P6

Decision making

P7

Delegation

P8

Execution performanceP9 - 10

Influence

P11

Leadership

P12 - 13

Learning and professional development

P14 - 15

Planning

P16

Problem solving

P17

Generic Attributes and Contextual Descriptions

P18 - 191

Generic Attributes and Behavioural Factors
The Generic Attributes are made up of individual statements which contain references tobehaviour. While statements are grouped by their Generic Attribute it is also possible toidentify themes which provide a greater level of granularity supporting increased visibility
and utility as well as a mechanism for tracking progression of like statements acrosslevels.
There are three types of Generic Attribute statement. The vast majority describe
behaviour and are known as Behavioural Factors, second are Attributes which focus on
the individual and lastly the Context which focus on the role.
Behavioural Factors
Describe a behaviour in the context of responsibility. They have two components, the firstbeing a behavioural skill and the second describing the organisation scope, context
and/or impact. There are 11 Behavioural Factors across the Generic Attributes. For
organisations that don’t have their own behavioural competency framework they provide
a starting point and an additional integration point for those organisations that do.
Behavioural Factors can be used in a variety of ways, for example they support:• Organisational design which may require a focus on specific Behavioural Factors
in a role.
• Assessment activities providing transparency required to easily track the
progression of a single Behavioural Factor across levels of responsibility.
• Individual development planning when targeting of specific Behavioural Factors
is required.
Attributes
Describe the attributes of the individual focusing on knowledge and understanding
required at levels of responsibility. They do not contain a behaviour, instead include
statements that start with “Has a …” and “Understands …”. They are found in the Generic
Attributes of Complexity and Knowledge. They support understanding or specifying theindividual’s profile and the requirements to perform at a level of responsibility and may be
used in the context of professional development, selection and assessment.
Context
Describe the context in which people work. They do not contain a behaviour and instead
include statements that start with “Works under …”. They are found in the Generic
Attribute of autonomy and are helpful in job sizing and defining an individual's area of
responsibility.

2The table below describes the location of the Attributes, Context in the Level of
Responsibility and names the individual Behavioural Factors.

Generic Attributes

1

Autonomy

Context
Delegation
Decision making
Planning

Influence
Influence
Decision making
Delegation
Collaboration

Complexity
Leadership
Execution performance
Problem solving
Creativity
Attribute

Business Skills
Communication
Leadership
Execution performance
Creativity
Planning
Learning and professional development
Security, privacy and ethics

Knowledge
Learning and professional development
Attribute

3

2

3

4

5

6

7

Collaboration
Collaboration is represented across the generic attribute of Influence.
Generic
Attributes

SFIA
Level

Statement

Influence1

May work alone or interact with immediate colleagues.

2

May have some external contact with customers, suppliers
and partners.
Aware of need to collaborate with team and represent
users/customer needs.

3

Has working level contact with customers, suppliers andpartners.
Understands and collaborates on the analysis ofuser/customer needs and represents this in their work.
Contributes fully to the work of teams by appreciating how
own role relates to other roles.

4

Engages with and contributes to the work of cross-functional
teams to ensure that customer and user needs are being met
throughout the deliverable/scope of work.
Facilitates collaboration between stakeholders who sharecommon objectives.
Participates in external activities related to own specialism.

5

Leads on user/customer and group collaboration throughout
all stages of work.
Ensures users’ needs are met consistently through each workstage.
Builds appropriate and effective business relationships acrossthe organisation and with customers, suppliers and partners.
Creates and supports collaborative ways of working acrossgroup/area of responsibility.
Facilitates collaboration between stakeholders who havediverse objectives.

6

Initiates influential relationships with internal and externalcustomers, suppliers and partners at senior managementlevel, including industry leaders.
Leads on collaboration with a diverse range of stakeholders
across competing objectives within the organisation.

7

Develops long-term strategic relationships with customers,
partners, industry leaders and government.
Collaborates with leadership stakeholders ensuring alignment
to corporate vision and strategy.

4Communication
Communication skills are represented across the generic attribute of Business skills.
Generic
Attributes
Business skills

5

SFIA
Level

Statement1

Has sufficient oral and written communication skills for
effective engagement with immediate colleagues.

2

Has sufficient oral and written communication skills for
effective engagement with colleagues and internal
users/customers.

3

Demonstrates effective oral and written communication skills
when engaging on issues with colleagues, users/customers,
suppliers and partners.

4

Communicates fluently, orally and in writing, and can present
complex information to both technical and nontechnicalaudiences when engaging with colleagues, users/customers,
suppliers and partners.

5

Clearly demonstrates impactful communication skills (oral,
written and presentation) in both formal and informal settings,
articulating complex ideas to broad audiences.

6

Communicates authoritatively at all levels across theorganisation to both technical and nontechnical audiences
articulating business objectives.

7

Communicates persuasively and convincingly across own
organisation, industry and government to audiences at alllevels.

Creativity
Creativity is represented across the generic attributes of Complexity and Business skills.
Generic
Attributes

SFIA
Level

Complexity

1

Participates in the generation of new ideas.

2

May apply creative thinking or suggest new ways to approacha task.

3

Applies and contributes to creative thinking or finds new ways
to complete tasks.

4

Applies, facilitates and develops creative thinking concepts orfinds innovative ways to approach a deliverable.

5

Creatively applies innovative thinking and design practices in
identifying solutions that will deliver value for the benefit of
the customer/stakeholder.

6

Creatively applies a wide range of innovative and/or
management principles to realise business benefits aligned tothe organisational strategy.

7

Champions creativity and innovation in driving strategy
development to enable business opportunities.

Business skills

6

Statement

Decision making
Decision making is represented across the generic attributes of Autonomy and Influence
Generic
Attributes

SFIA
Level

Autonomy

1

Uses little discretion in attending to enquiries.
Is expected to seek guidance in unexpected situations.

2

Uses limited discretion in resolving issues or enquiries.
Determines when to seek guidance in unexpected situations.

3

Uses discretion in identifying and responding to complex
issues related to own assignments.
Determines when issues should be escalated to a higher level.

4

Uses substantial discretion in identifying and responding tocomplex issues and assignments as they relate to thedeliverable/scope of work.
Escalates when issues fall outside their framework ofaccountability.

4

Makes decisions which influence the success of projects andteam objectives.

5

Makes decisions which impact the success of assigned work,
i.e. results, deadlines and budget.

6

Makes decisions which impact the achievement oforganisational objectives and financial performance.

7

Makes decisions critical to organisational success.

Influence

7

Statement

Delegation
Delegation is represented across the generic attributes of Autonomy and Influence.
Generic
Attributes

SFIA
Level

Autonomy

3

Receives specific direction, accepts guidance and has work
reviewed at agreed milestones.

4

Exercises substantial personal responsibility and autonomy.

5

Work is often self-initiated.
Is fully responsible for meeting allocated technical and/or
group objectives.

6

Has defined authority and accountability for actions anddecisions within a significant area of work, including technical,
financial and quality aspects.

7

Is fully accountable for actions taken and decisions made, bothby self and others to whom responsibilities have been
assigned.

3

May oversee others or make decisions which impact routine
work assigned to individuals or stages of projects.

4

May have some responsibility for the work of others and forthe allocation of resources.

5

Has significant influence over the allocation and managementof resources appropriate to given assignments.

Influence

8

Statement

Execution performance
Execution performance is represented across the generic attributes of Complexity andBusiness skills.
Generic
Attributes

SFIA
Level

Complexity

1

Performs routine activities in a structured environment.

2

Performs a range of work activities in varied environments.

3

Performs a range of work, sometimes complex and nonroutine, in a variety of environments.

4

Work includes a broad range of complex technical or
professional activities, in a variety of contexts.

5

Performs an extensive range and variety of complex technicaland/or professional work activities.
Undertakes work which requires the application of
fundamental principles in a wide and often unpredictable
range of contexts.

6

Performs highly complex work activities covering technical,
financial and quality aspects.

7

Performs extensive strategic leadership in delivering businessvalue through vision, governance and executive management.

1

Uses basic systems and tools, applications and processes.
Has basic digital skills to learn and use applications and tools
for their role.
Security, privacy and ethics – understands and complies withorganisational standards.

2

Understands and uses appropriate methods, tools,
applications and processes.
Has sufficient digital skills for their role.
Security, privacy and ethics – is fully aware of organisational
standards and uses appropriate working practices in own
work.

3

Understands and effectively applies appropriate methods,
tools, applications and processes.
Effectively applies digital skills and explores these capabilities
for their role.
Security, privacy and ethics – demonstrates appropriate
working practices and knowledge in non-routine work.
Appreciates how own role and others support appropriate
working practices.

4

Selects appropriately from, and assesses the impact of change

Business skills

9Statementto applicable standards, methods, tools, applications andprocesses relevant to own specialism.
Maximises the capabilities of applications for their role andevaluates and supports the use of new technologies anddigital tools.
Security, privacy and ethics – fully understands the importanceand application to own work and the operation of theorganisation. Engages or works with specialists as necessary.

10

5Advises on the available standards, methods, tools,
applications and processes relevant to group specialism(s) andcan make appropriate choices from alternatives.
Understands and evaluates the organisational impact of newtechnologies and digital services.

6

Leads on compliance with relevant legislation and the needfor services, products and working practices to provide equal
access and equal opportunity to people with diverse abilities.
Identifies and endorses opportunities to adopt newtechnologies and digital services.

7

Assesses the impact of legislation and actively promotes
compliance and inclusivity.
Advances the knowledge and/or exploitation of technology
within one or more organisations.

Influence
Influence is represented across the generic attribute of Influence.
Generic
Attributes

SFIA
Level

Influence

1

Minimal influence.

2

Interacts with and may influence immediate colleagues.

3

Interacts with and influences colleagues.

4

Influences customers, suppliers and partners at account level.

5

Influences organisation, customers, suppliers, partners andpeers on the contribution of own specialism.

6

Influences policy and strategy formation.

7

Inspires the organisation, and influences developments within
the industry at the highest levels.

11

Statement

Leadership
Leadership is represented across the generic attributes of Complexity and Businessskills.
Generic
Attributes

SFIA
Level

Complexity

5

Implements and executes policies aligned to strategic plans.

6

Contributes to the development and implementation of policy
and strategy.

7

Applies the highest level of leadership to the formulation andimplementation of strategy.

4

Contributes specialist expertise to requirements definition in
support of proposals.
Shares knowledge and experience in own specialism to help
others.

5

Demonstrates leadership in operational management.
Analyses requirements and advises on scope and options forcontinuous operational improvement.
Assesses and evaluates risk.
Takes all requirements into account when making proposals.
Shares own knowledge and experience and encourages
learning and growth.
Security, privacy and ethics – proactively contributes to theimplementation of appropriate working practices and culture.

6

Demonstrates leadership in organisational management.
Understands and communicates industry developments, andthe role and impact of technology.
Manages and mitigates organisational risk.
Balances the requirements of proposals with the broader
needs of the organisation.
Promotes a learning and growth culture in their area of
accountability.
Security, privacy and ethics – takes a leading role in promoting
and ensuring appropriate working practices and culture
throughout own area of accountability and collectively in theorganisation.

7

Has a full range of strategic management and leadership skills.
Communicates the potential impact of emerging practices
and technologies on organisations and individuals andassesses the risks of using or not using such practices andtechnologies.
Establishes governance to address business risk.
Ensures proposals align with the strategic direction of theBusiness skills

12Statementorganisation.
Fosters a learning and growth culture across the organisation.
Security, privacy and ethics – provides clear direction andstrategic leadership for the implementation of working
practices and culture throughout the organisation.

13

Learning and professional development
Learning and professional development is represented across the generic attributes ofBusiness skills and Knowledge.
Generic
Attributes
Business skills

Knowledge

14

SFIA
Level

Statement

1

Contributes to identifying own development opportunities.

2

Identifies and negotiates own development opportunities.

3

Takes the initiative to develop own knowledge by identifying
and negotiating appropriate development opportunities.

4

Maintains an awareness of developing practices and theirapplication and takes responsibility for driving own
development.
Takes the initiative in identifying and negotiating their own
and supporting team members’ appropriate development
opportunities.
Contributes to the development of others.

5

Takes initiative to advance own skills and identify and manage
development opportunities in area of responsibility.

6

Takes the initiative to advance own skills and leads thedevelopment of skills required in their area of accountability.

7

Ensures that the organisation develops and mobilises the fullrange of required skills and capabilities.

1

Applies newly acquired knowledge to develop new skills.

2

Demonstrates application of essential generic knowledge
typically found in industry bodies of knowledge.
Absorbs new information when it is presented systematicallyand applies it effectively.

3

Demonstrates effective application and the ability to impartknowledge found in industry bodies of knowledge.
Absorbs new information and applies it effectively.

4

Is able to apply the knowledge effectively in unfamiliar
situations and actively maintains own knowledge and shareswith others.
Rapidly absorbs and critically assesses new information andapplies it effectively.

5

Develops a wider breadth of knowledge across the industry or
business.
Applies knowledge to help to define the standards whichothers will apply.

15

6

Promotes the application of generic and specific bodies ofknowledge in own organisation.
Develops executive leadership skills and broadens anddeepens their industry or business knowledge.

7

Fosters a culture to encourage the strategic application ofgeneric and specific bodies of knowledge within their own
area of influence.

Planning
Planning is represented across the generic attributes of Autonomy and Business skills.
Generic
Attributes

SFIA
Level

Autonomy

2

Plans own work within short time horizons.

3

Plans and monitors own work (and that of others whereapplicable) competently within limited deadlines.

4

Plans, schedules and monitors work to meet given objectives
and processes to time and quality targets.

5

Analyses, designs, plans, executes and evaluates work to time,
cost and quality targets.
Establishes milestones and has a significant role in theassignment of tasks and/or responsibilities.

6

Establishes organisational objectives and assigns
responsibilities.

7

At the highest organisational level, has authority over all
aspects of a significant area of work, including policy
formation and application.

1

Demonstrates an organised approach to work.

2

Demonstrates a rational and organised approach to work.

3

Demonstrates judgement and a systematic approach to work.

4

Demonstrates an awareness of risk and takes an analytical
approach to work.

Business skills

16

Statement

Problem solving
Problem solving is represented across the generic attribute of Complexity.
Generic
Attributes

SFIA
Level

Complexity

1

Requires assistance in resolving unexpected problems.

2

May contribute to routine issue resolution.

3

Applies a methodical approach to routine and moderately
complex issue definition and resolution.

4

Investigates, defines and resolves complex issues.

5

Engages and coordinates with subject matter experts toresolve complex issues as they relate tocustomer/organisational requirements.

17

Statement

Generic Attributes and Contextual Descriptions
Autonomy
Context

SFIA
Level
1

Statement
Works under close direction.

2

Works under routine direction.

3

Works under general direction.

4

Works under general direction within a clear framework ofaccountability.

5

Works under broad direction.

Complexity
Attribute

SFIA
Level
5

Statement
Understands the relationship between own specialism andcustomer/organisational requirements.

6

Has deep expertise in own specialism(s) and an understandingof its impact on the broader business and wider
customer/organisation.

7

Has a deep understanding of the industry and the implicationsof emerging technologies for the wider business environment.

Knowledge
Attribute

18

SFIA
Level
1

Statement
Has a basic generic knowledge appropriate to area of work.

2

Has gained a basic domain knowledge.

3

Has a sound generic, domain and specialist knowledge
necessary to perform effectively in the organisation typicallygained from recognised bodies of knowledge andorganisational information.
Has an appreciation of the wider business context.

4

Has a thorough understanding of recognised generic industry
bodies of knowledge and specialist bodies of knowledge asnecessary.
Has gained a thorough knowledge of the domain of theorganisation.

19

5

Is fully familiar with recognised industry bodies of knowledge
both generic and specific, and knowledge of the business,
suppliers, partners, competitors and clients.

6

Has developed business knowledge of the activities andpractices of own organisation and those of suppliers, partners,
competitors and clients.

7

Has established a broad and deep business knowledge
including the activities and practices of own organisation anda broad knowledge of those of suppliers, partners, competitorsand clients.